Sustainability Planning and Monitoring

More documents

Recommendations

Info

THE MPA IN ACTIONinhibitor(s) away, e.g., to inspect some water orsanitation facility, review records, or start anindividual interview somewhere else. A dominantparticipant who keeps speaking on behalf ofeverybody else needs to be treated the same wayor given a different role, e.g., as a recorder, or aphotographer.Establishing trust is essential.The team has to approach the community in aculturally appropriate manner, e.g., byintroducing themselves to the village elders andseeking approval for the assessment. Participatingin community functions and group activities helpsbreak the ice. Intermediaries who are known andtrusted by the community can also introduce theteam. A particular challenge is to makemarginalized and subordinated groups, that mayhave rightfully become distrustful, feel respectedand safe so that they will open up and participateeffectively.Quality control in scaling-up.With some experience in scaling up MPAapplications to date (mainly in East Asia), thefollowing lessons have emerged aboutsafeguarding consistency of procedures forquality. Whenever multiple field teams are used,prior agreements need to be reached with alland documented for field use about: a) sampleselection procedures up to and withincommunities, and preferred alternative strategiesto use when the sampling plan cannot beadhered to; b) a “basic minimum” body ofquantitative and qualitative information to berecorded per community, which enables checkingthe adequacy and completeness of the MPAprocess followed; c) the forms in which raw data(including copies of visual analysis) are to bemade available for data entry and analysis atlevels higher than the community; and d) an“essential set” of tables, graphics, and visualoutputs to be produced from the sample.In addition, triangulation procedures need tobe used within each field team on a daily basis,to cross-check the validity of emerginginformation and conclusions. Some form ofreferral and feedback facility must beestablished between field teams and theircoordinator to ensure consistency in thefunctioning of all field teams. Spot checkingvisits by the coordinator to each field team atleast once during fieldwork is another goodpractice, resources permitting. When fieldteams are expected to use MPA applications inconsecutive phases of a project (e.g., the WSLIC2 project in Indonesia), review workshops offacilitators at the end of each phase can providea wealth of learning for project agencies andfield facilitators about how to maximize thebenefits from MPA for enhancing project quality.Box 20 Quality enhances validityAdhering to representativeness and triangulation resulted in learning that:● in one project, construction work was paid without completion;● in another project, program staff had asked for bribes;● in a third project, water committee members had installed illegal house connections; and● a group of poor households had been left out. After the assessment revealed this, they werefinally included.46
THE MPA IN ACTIONExperiences with the use of the MPAin general give rise to a number ofcautions and insights●●●●●●Agencies financing assessments havesometimes tried to cut the duration of trainingand/or fieldwork. They do not always acceptthat by doing so, the quality of the work maybecome so superficial that it is no longeruseful, and process and outcomes maybecome mere tokenism.Some managers have selectively picked upthe MPA sustainability indicators, but replacedthe use of participatory methods by aconventional survey, thus reducing themethodological merits and the validity of thederived scores. The users became passiverespondents in such cases and the power oflearning and control shifted to outsideresearchers and the all-male water committeeswith whom they discussed the results. Localwomen disappeared as actors from thelearning process in those cases.Changes in the scales and parameters havebeen made without testing whether these werevalid. Subsequently, the methodology wasused to make predictions for which no soundmethodological foundation existed.Especially when used for one-time studies,there is a tendency to focus on quantitativedata collection and analysis, to the detrimentof the equally important qualitative aspects.Not all facilitators have the required aptitudesand attitudes for participation or are sensitiveto gender and social equity issues.Application may become automatic and“ritualistic” because facilitators do not considerand adjust to local situations.● Participatory tools and techniques forinvestigations are not one-time “add-ons” tootherwise unchanged programs. They needto be linked to the use of participatoryapproaches and processes in all other stagesand activities.● Participatory approaches require changes inexisting structures, procedures, and climatein agencies that give technical and financialsupport, from engineering and socialdevelopment departments to contractors anddonor and lending agencies.● Empowering women and men incommunities to take charge of their owndevelopment means accepting differentways of working for all parties concerned,not just the communities. Empoweringwomen and men in communities to takecharge of their own development meansaccepting different ways of working for allparties concerned, not just the communities.External assistance agencies must delegatefunds and power; adopt flexible time schedulesthat accomodate communities; and letsanctions for not meeting contract termsapply to all parties concerned, includingthemselves.How managers can preventproblems and protect qualityIt is important to involve managers at the earliestpossible stages of projects in discussions aboutthe use of the MPA to add value. They will bemore likely to appreciate its potential benefits,accept its principles and support its properapplication when they have been a part of theprocess of deciding how to use it.The quality of MPA assessments is as good as the understanding and practice of, participatoryand qualitative approaches with gender and poverty perspectives by the people who use it.47
Page 1 and 2:
SustainabilityPlanning andMonitorin
Page 3:
SustainabilityPlanning andMonitorin
Page 6 and 7:
PrefaceThe mission of the Water and
Page 8 and 9:
AcknowledgementsThe Participatory L
Page 10 and 11:
viii
Page 12 and 13: 4.9 Visualization and self-scoring
Page 14 and 15: Figure 18 KDP 2 activity cycle with
Page 17 and 18: THE CHALLENGE OF SUSTAINED WATER SU
Page 27 and 28: A NEW TOOL FOR PLANNERS AND MANAGER
Page 35 and 36: THE MPA FRAMEWORK AND PROCESSkey va
Page 37 and 38: THE MPA FRAMEWORK AND PROCESSsevera
Page 39 and 40: THE MPA FRAMEWORK AND PROCESS●●
Page 41 and 42: THE MPA FRAMEWORK AND PROCESSThe MP
Page 43 and 44: THE MPA FRAMEWORK AND PROCESSsegreg
Page 45 and 46: THE MPA IN ACTIONaction points in i
Page 47 and 48: THE MPA IN ACTION●●●●●●
Page 49 and 50: THE MPA IN ACTIONBox 15 Key element
Page 51 and 52: THE MPA IN ACTIONsuccessful or unsu
Page 53 and 54: THE MPA IN ACTIONexternal facilitat
Page 55 and 56: THE MPA IN ACTIONBox 17 Indicative
Page 57 and 58: THE MPA IN ACTIONvisits and conduct
Page 59 and 60: THE MPA IN ACTIONScoring principles
Page 61: THE MPA IN ACTION4.10 Quality contr
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
Page 111 and 112: DO PROJECT RULES PROMOTE SUSTAINABI
Page 113 and 114:
DO PROJECT RULES PROMOTE SUSTAINABI
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
FROM THEORY TO PRACTICEDANIDA began
Page 123 and 124:
FROM THEORY TO PRACTICE2. Key findi
Page 125 and 126:
FROM THEORY TO PRACTICEReality of e
Page 127 and 128:
FROM THEORY TO PRACTICEAdding Accou
Page 129 and 130:
ADDING ACCOUNTABILITY FOR GENDER EQ
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Table 2WSLIC 2: ADDING POVERTY ACCO
Page 139 and 140:
Page 141 and 142:
Table 3 (continued) ADDING PERFORMA
Page 143 and 144:
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
Page 155 and 156:
EFFECT OF THE MPA ON GENDER RELATIO
Page 157 and 158:
EFFECT OF THE MPA ON GENDER RELATIO
Page 159 and 160:
ACHIEVING SUSTAINED SANITATION FOR
Page 161 and 162:
HOW WELL DID THOSE DEVELOPMENT PROJ
Page 163 and 164:
HOW WELL DID THOSE DEVELOPMENT PROJ
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)
Page 173:
Wijk, Christine van. (1998). ‘Gen
Page 176:
Water and Sanitation ProgramWater S
show all

Sustainability Planning and Monitoring

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?