WSP has evolved over timeWSP is decentralized, solutions are customized and then scaled up globallyWSP core mission remains unchanged.WSP was very infrastructure and technology focused initially Realized that lack of technology and infrastructure was not the issue- need to work through institutions and governments to scale up WSS services WSP has learned how to work at scale--with 2.6 billion people lacking access to improved sanitation and 884 million people lacking access to improved sources of water HUGE Access Gaps still remain. WSP works at scale in three distinct ways: technical assistancecapacity building leveraging knowledge and partnerships
Periodic external evaluations every five years are a part of WSP’s governance arrangements. Evaluation specialist Universalia was selected through competitive bidding
IEG’s five criteria were helpful for us to structure the evaluation. No recommendations on efficiencyIn TOR we included the five criteria that IEG has developed at that time for GRPPs- the criteria were helpful in structuring our own external evaluation Because WSP is such a decentralized program- Universalia conducted field visits across the world
large council- hard to come up with consensus some people not part of the processBroke down the council into smaller groups to focus on key issues ie. Sub-committee on business planning and reporting Council is now presenting plans to each other-and the donors also ceased to see themselves as just financiers or auditors.
Responding to demand from clients– WSP grew from 2004-2008 especially in the areas of rural sanitation and domestic private sector participation$20 million to $40 million in annual fundingNumber of staff doubled External review helped us to manage growth and consolidate programming within 6 business areas
The evaluation ended as the global financial crisis was starting- we were told that we cannot expect the same funding levels and we need to establish a more reliable flow of funding. WSP established a five year business plan , gave clarity to the donors as well as clients, on WSP’s proposed business activities. Since there was predictability on the business planning side, donors were much more comfortable to fund WSP . We have streamlined our financing structure as well…we went from 29 TF in 2007 to 20 current TF
Universalia had a hard time conducting the assessment because prior their was no results framework, and they had no benchmarks from which to assess WSP progress External review helped us establish a clear results framework which was not conceived by us but through a grassroots approach with inputs from focus countries
How did the four aspects link to three outcomes Recommendations regarding sustainability and institutional arrangements has helped WSP to strengthen relations with donors which has helped with predictable and flexible funding Recommendations regarding relevance has helped us develop a strategic 5-year business plan based on our comparative advantage Recommendations regarding effectiveness has helped us to develop our results framework to link activities to results- has improved accountability
WSP supported the Water and Sanitation Service Improvement Project a World Bank credit of USD 150 . In support of WASSIP, WSP developed a gender mainstreaming toolkit targeting gender issues at project, utility, and institutional levels. The toolkit was used to train 24 water utilities.
What did WSP Learn from Our External Review? (Evaluation Week)
What did WSP Learn from Our External Review? IEG Evaluation Week October 24, 2011 Jae So Manager Water and Sanitation Program Transport, Water and Information & Communications Technology Department Sustainable Development Network Vice Presidency
About WSP WSP is not the same organization it was in 1979 • Evolve with changing WSS sector needs • Evolve with changing business needs Core mission unchanged • Help the poor gain sustained access to improved water supply and sanitation services • Road test solutions on the ground Quick Facts About WSP • Established in 1979 • Core work in economic and sector work, capacity building and technical assistance • Most decentralized program in WBG: 24 field offices in 4 regions with small DC office • FY budget $46 million • Guided by Council, chaired by the director of TWI
WSP External Evaluation FY2004-2008Purpose Provide WSP Council and Management with: • Independent evaluation of WSP performance during 2004-2008 • Identify lessons to improve the program in the future • Provide input for future planning and programming .
WSP External Evaluation FY2004-2008 TOR based on IEG’s sourcebook for evaluating GRPPs Started in Fall 2008,completed in June 2009 • Involved desk reviews, field visits and interviews with WSP staff, donors, partner organizations and clients, assessed structure of WSP WSP World Bank Group/SDN/TWI Council WSP WSP-LAC WSP-SA WSP-EAP WSP- AFR WSP-HQ Clients Clients Clients Clients Clients
Outcome of External Evaluation External evaluation helped to strengthen the realignment of WSP Programming in four distinct ways: Institutional arrangements Relevance Sustainability Effectiveness
WSP External Evaluation FY2004-2008#1 Institutional Arrangements Stronger Governance • Greater Actions • Council is engagement for more actively • Created smaller involved in Council working groups programming to focus on key issues Outcome Recommendation
WSP External Evaluation FY2004-2008#2 Relevance Strategic Five-Year Business Plan Developed • Cautious Actions • Results approach to achieved expanding • Five-year under each scope of business plan business area services identified six core business areas Recommendation Outcome
WSP External Evaluation FY2004-2008#3 Sustainability Predictable Funding Actions • Increase • WSP maintains predictability in • Programming a strong range funding determined of donors before funding vs. funding before programming Recommendation Outcome
WSP External Evaluation FY2004-2008#4 Effectiveness Monitoring Framework Developed • Better systems Actions • Countries report to monitor and on results report on • Established a framework results more refined results framework Recommendation Outcome
Outcomes and ChallengesOutcomes Results Focused •Results framework Strategic • Five-year business plan Strong Enabling Environment • Aligned with CAS and Water Sector Board • Strong donor relations • Predictable fundingChallenges Lack of standardized evaluation tools among GRPPs limits learning from other evaluations.
Result FocusedPoor-Inclusive Sector Reform In Kenya, WSP developed a gender toolkit that was used to Five-year business plan (FY11-15) train 24 water utilities. •Help 50 million people gain access to improved rural sanitation and leverage US$200 million for sanitation financing; After the training, Githunguri •With domestic private sector, help 2.5 Water Company no longer million people gain improved WSS required women to provide title services and leverage US$100 million for deeds to secure a connection. WSS financing; •Support poor inclusive sector reform; Within six weeks of the policy •Improve access in urban and peri-urban change, 50 women had areas; signed up for new •Help WSS services for poor respond to connections and 29 had been climate change; connected. Our projections approximate that 300 women a •Rebuild WSS services in fragile states. year will be connected due to this new policy.