Sustainability Planning and Monitoring

More documents

Recommendations

Info

ORGANIZING AND INTERPRETING THE DATAparticipants think about the outcomes and discusstheir implications for the project/program. Whatdo the emerging consensus/divergence of views/patterns mean? What do they say about thestrengths and weaknesses in the agencies? Isanything surprising? To whom? Why? What arethe implications for further exploration? For furtheraction for improvement? Who should do what?Facilitators use such questions to generate a groupdiscussion. When inter-category sensitivities areanticipated, the discussion is held in several small,homogenous groups where people feel morecomfortable in expressing their opinions. Cofacilitatorsthen bring the results from all thegroups to the plenary. Summarizing groupresponses on cards helps focus this presentationand makes it easier to record results later.At the plenary, if a consensus seems to emergefrom the above discussion about the overall scoreto be assigned, it is recorded on a largescoreboard. This is done in a graphic way showingeach achieved score against the maximum possiblescore, to enable visual monitoring of theassessment activity as it progresses from oneexercise to the next. If consensus is not achieved,the differing scores are recorded as such, markingthem with the names of categories whoseassessments they represent. The group then movesto the next exercise.At the end of all the assessments, the finalscoreboard is presented to the whole group. Theyuse it to identify and jointly rank areas ofinstitutional strengths and weaknesses, in termsof support for sustainability and equity in theoutcomes of water supply and sanitationinterventions made by the institution.Facilitators generate a plenary discussion on whatcan be done to build on the strengths and improveon the areas of weaknesses. The participantsdiscuss, agree on and record implications foraction needed at each of the three levels: thecommunity, sector agency/institution, andpolicymaking. Scores and actions agreed uponare recorded for future monitoring of progress bythe participating stakeholders and for presentationat the next assessment level, the policy analysisdialogue.5.7 Policy analysisThe analysis of sector or agency policies can bedone through a half-day workshop with high levelpolicy formulators and national directors ofprojects, using a process similar to stakeholders’meetings. An alternative is to interview key officialsat times convenient to them and then gather themfor a presentation and discussion of a summaryof interview results. If the interview option is chosen(see Chapter 6), the results are also discussedwith the interviewees as the interview progresses.This serves as a joint analysis of findings on thelinks between policies and results on the ground,although it is limited to the participants in eachseparate interview. If the more participatoryworkshop option is chosen, the final score boardarrived at will depict the seven aspects assessed(see example in Figure 9). The scores depicted inthe bars represent the participants’ assessment ofthe extent to which different aspects of current sectorpolicies are supportive of gender- and povertysensitivedemand-responsive approaches.Scores from more than one project may be usedtogether as all projects operating within the sametime frame in a country are implemented underthe same sector policies. Comparing severalprojects make the participatory policy analysis amore potent instrument of change. In the examplein Figure 9, both projects came across as weakon their vision with respect to gender. This wasrelated to the lack of clarity in policies at the timeabout why or how gender was important. In thenext step, the group of participating policymakers58
ORGANIZING AND INTERPRETING THE DATAFigure 9 Results of policy assessment: example from country “X”1007550250Definition ofSustainabilityDefinition ofEquityCost SharingandManagementExtent ofSubsidiesCommunityParticipation inDecisionsWater FinancingStrategy for PovertyTargetingSanitation FinancingStrategy for PovertyTargetingPresence andDefinition ofGender in policyProject “A”Project “B”identifies the needed policy-level actions basedon the results. The policy workshop design thatwas used in this case is included in Appendix Bas an example.It would be useful to extend the policy analysisat least as far as getting the group to prioritizeand logically sequence the changes needed.The specific country situation will determinehow much specificity and detail are relevantto determine at this workshop for future action.5.8 Statistical analysisStatistical analysis using the MPA data is possibleand appropriate at different levels. For the bulkof project planning and monitoring requirementsstatistical analysis in its simplest form, i.e., analysisof frequencies and graphical presentations of thesame are both useful and sufficient. They make itpossible to identify areas of good and bad projectperformance on the ground and to understandtrends. Such analysis can show how often certaincharacteristics are present in the database of theprogram with telling results. For example:● the percentage of communities where 80percent or more of the households have accessto improved water supply and sanitationindicates the extent to which conditions forbetter public health impact are being met inproject-assisted communities.●●the percentage of communities which coveredat least the day-to-day operation andmaintenance costs over the last three yearsindicates the extent of financial sustainabilitybeing achieved.the proportion of women and members ofhouseholds locally classified as poor in thelocal water management organizations revealsthe extent of gender equity and social inclusionin water service management.Central values, such as averages from ratio scaleratings, the most prevalent scores, and spread ofscores above and below the median benchmarkson scales can present further insights. With acomputerized MPA database, it is possible topresent results on any of the aspects, such astechnical and financial functioning, participation,59
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 19 and 20:
Page 21 and 22:
Page 23 and 24: THE CHALLENGE OF SUSTAINED WATER SU
Page 25 and 26: 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 and 62: 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 73: 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 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?