Sustainability Planning and Monitoring

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PrefaceThe mission of the Water and Sanitation Program(WSP) is to alleviate poverty by helping poorpeople gain sustained access to improved waterand sanitation services. WSP works with partners in thefield to seek innovative solutions to the obstacles facedby the poor communities, and strives to be a valuedsource of knowledge with which to assist widespreadadoption of these solutions. Over its 25 year existencethe WSP has evolved into a major field-based learningand policy facilitation network, supported through apartnership of the world’s leading developmentagencies. The WSP has a track record in advancing theunderstanding of gender, participation, institutional andpolicy aspects of poverty reduction.In 1997 the WSP and IRC jointly launched theParticipatory Learning and Action (PLA) Initiative, aglobal partnership of agencies to improve theunderstanding of the links between gender,participation, demand and sustainability of communitymanagedwater supply and sanitation services. During1998 and 1999 these links were investigated throughaction research in 15 countries using a commonmethodology developed for the purpose, theMethodology for Participatory Assessment (MPA). Theresults provided empirical evidence that better sustainedand used services were significantly and positivelyassociated with the use of gender- and poverty-sensitivedemand-responsive approaches, in projectimplementation, institutional practices and policies(Linking Sustainability with Demand, Gender andPoverty, WSP-IRC, 2001*).Then began a capacity building phase to use the learninggained and the tools developed, to influence the waywater - sanitation programs are designed, implementedand monitored, by stakeholders at all levels. Work hasbeen underway since 2000, in a set of mutuallyreinforcing streams:Developing and institutionalizing national andlocal capacities in the use of MPA so that fundingagencies, project and task managers may accesssuch expertise without having to invest extensivelyin training every time such skills are needed. TheMPA’s analytical framework is focused onsustainability and integrates gender and povertyconcerns at every stage of project planning,implementation and monitoring. This makes MPAeasy to assimilate in project design andmanagement processes. Institutionalizationhowever needs to proceed with the understandingthat the full potential of MPA can only be realizedwith proper training, even of those with longexperience in participatory methods, and withquality control measures in scaling up.* Also available on www.wsp.orgiv
Application of MPA to large-scale programs, with atailoring of applications to project settings andneeds, and building in safeguards for MPA’sinteractive learning and empowering characteristics.The very first applications fielded were for projectevaluations. Now applications have also developedand are being used for project preparation, planningand monitoring. Additionally, applications havebeen developed for the facilitation of policyformulation/improvement and institutional changeprocesses.Expanding the application of the MPA analyticalframework to other sectors that work withcommunity-managed services, by developing sectorspecificindicators for sustainability and effectiveuse. Potential areas that have been identified orpartially explored to date include rural energy,watershed development and management, multisectorCDD type projects.Establishing quality assurance mechanisms for aglobal community of practice that is evolving. MPApractitioners need periodic opportunities to meet,take stock of their learning, subject newdevelopments to independent audits for validity,reliability and quality, and agree on some “coreuncompromisable quality and ethical principles”to guide their work. This is a vital requirement foran open-ended methodology that has highpotential for growth and institutionalization suchas the MPA. Unfortunately, funding for suchactivities is more difficult to access than for projectapplications.This resource guide consolidates the current knowledgeabout MPA in the form that it has now evolved,incorporating learning from all the above areas, sinceyear 1999.Section 1(Methodology for Participatory Assessments)consists of 6 chapters. The first chapter (The Challengeof Sustained Water Supply and Sanitation for All)establishes the rationale for new ways of measuringdevelopment effectiveness, since the global goals arenow defined with respect to sustainability, povertyalleviation, gender equity and empowerment.Chapter 2 (A New Tool for Planners and Managers ofLarge Community-Driven Development Programs)identifies who can use the MPA to accomplish what, andexplains what new advantages it adds for projectplanners and managers.Chapter 3 (The MPA Framework and Process) explainsthe analytical framework of the MPA, the variables andindicators to measure at each stakeholder’s level, andthe relationships among them.Chapter 4 (The MPA in Action) is a process guide forimplementing assessments with stakeholders at variouslevels.Chapter 5 (Organizing and Interpreting the Data)describes, with practical examples, a range of ways inwhich results of MPA assessments can be organized,presented and analyzed by participating communities,implementing agencies and policymakers.Chapter 6 (Participatory Tools Used in the MPA) containsbrief, illustrated descriptions of the participatory toolsused in MPA assessments at each level. This chapterhowever, is intended as explanatory and referencematerial, rather than a step-by-step guide. The lattercan be found in the MPA fieldbook, provided duringtraining.Section 2 (MPA Application Case Studies) is acompilation of seven case studies of MPA applicationsfor the purposes of: project planning, evaluation,monitoring and design; action research exploring linksbetween policies, project rules and community levelproject outcomes; and an illustration of the MPA’spotential as a catalyser of social change withincommunities.The Appendices include a sample of a policy assessmentexercise using MPA tools and contact information aboutinstitutions where MPA-trained facilitators and trainerscan be found in Asia, Africa, Europe and Latin America.v
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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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PARTICIPATORY TOOLS USED IN THE MPA
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Section 2MPAApplication Case Studie
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DO PROJECT RULES PROMOTE SUSTAINABI
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FROM THEORY TO PRACTICEDANIDA began
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FROM THEORY TO PRACTICE2. Key findi
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FROM THEORY TO PRACTICEReality of e
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FROM THEORY TO PRACTICEAdding Accou
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ADDING ACCOUNTABILITY FOR GENDER EQ
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Table 2WSLIC 2: ADDING POVERTY ACCO
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Table 3 (continued) ADDING PERFORMA
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LOOKING BACK TO SEE FORWARDMembers
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LOOKING BACK TO SEE FORWARDFigure 2
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LOOKING BACK TO SEE FORWARDFigure 2
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LOOKING BACK TO SEE FORWARD●●
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LOOKING BACK TO SEE FORWARDMPA core
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EFFECT OF THE MPA ON GENDER RELATIO
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EFFECT OF THE MPA ON GENDER RELATIO
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ACHIEVING SUSTAINED SANITATION FOR
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HOW WELL DID THOSE DEVELOPMENT PROJ
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HOW WELL DID THOSE DEVELOPMENT PROJ
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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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