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Sustainable services at scale

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  • 1. SUSTAINABLE SERVICES AT SCALE Harold Lockwood Alana Potter Christophe Nothomb Tunis June 2011 African Development Bank Water and Sanitation Department - OWAS
  • 2. BACKGROUND TO TRIPLE-S AND WASHC OST
      • Triple-S: a six year research project 2009 – 2014
      • WASHCost: a five year research project 2008 - 2013
      • Both managed by IRC in collaboration with partners and both funded by BMGF as part of their WASH learning
      • And both rooted in tackling long-term challenges of sustainable WASH service delivery
  • 3. SUSTAINABLE SERVICES AT SCALE OR ‘TRIPLE-S’
      • Seeks to contribute to shift from “infrastructure perspective” to service delivery approach for rural water sector through:
        • Action research in Ghana, Uganda, Burkina Faso (USAID) – interest in Mozambique, Ethiopia, India and Honduras
        • Works with government and sector stakeholders
        • Research, documentation and dissemination
        • International partnerships and advocacy
  • 4. WASHC OST
      • WASHCost focus on improving understanding of true costs of sustainable service delivery:
        • Action research in Ghana, Burkina Faso, Mozambique and India (AP) to develop methodologies to assess life-cycle costs
        • Research partnerships – works closely with government
        • Rural and peri-urban water, sanitation and hygiene
  • 5. 1990 to 2008: coverage increased from 1.59 to 2.32 billion (JMP 2010)
      • Tens of billions of dollars invested
      • Evolving approaches: VLOM, community management, DRA, post-construction support
      • Testing new elements: gender, supply chains, water resource protection
    MUCH EFFORT AND PROGRESS MADE
  • 6.
      • About 730 million still un-served (JMP 2010)
      • 88% of investment required for recurrent costs (GLAAS 2010)
      • Unacceptable failure rates
      • Waste of investments and health, dignity, well-being and livelihoods affected
    BUT MANY CHALLENGES REMAIN 30% - 40% of hand pumps in Africa are not functioning
  • 7. SO WHAT HAS GONE WRONG? @Akvo
    • Financing focused on initial construction and not lifetime costs
    • Lack of investment to improve overall sector capacity
    • An obsession with coverage and building infrastructure at the scale of the community
  • 8. SO WHAT HAS GONE WRONG?
      • Weak WASH sectors – lack of incentives, political influence and corruption
      • A donor-dominated, fragmented and competing sector
  • 9. INCREASING COVERAGE IS NOT THE WHOLE STORY Breakdowns, failures, non-functionality, slippage ........... a tipping point which is now a threat to achieving the MDGs? Build on current progress, but shift from implementation to service delivery
  • 10. THE SERVICE DELIVERY APPROACH Service level Investment (capital expenditure) Investment (operational expenditure) Implement Upgrade Service Delivery Approach Upgrade Replace Implement Implement Implement Implementation approach Time
  • 11. UNDERSTANDING THE REAL COSTS OF SERVICE DELIVERY
      • Capital expenditure: one-off investments in hardware and software (CapEx)
      • Operational and minor maintenance expenditure: planned small repairs and maintenance (OpEx)
      • Capital maintenance expenditure: large, lumpy rehabilitation and replacement costs (CapManEx)
      • Direct support: regular support to communities and operators (ExpDS)
      • Indirect support costs: policy development, ministries (ExpIDS)
      • Costs of capital: interest on loans (CoC)
  • 12. MAKING SUSTAINABLE SERVICES WORK AT SCALE
    • Shift focus from infrastructure to a service delivery perspective
    • Strengthen sector capacity at all levels for learning, innovation and internal policy development
    • Move from development partners working in isolation to improved harmonisation and alignment
  • 13. WHAT DOES THIS MEAN IN PRACTICE? - SOME BASIC BUILDING BLOCKS
    • Professionalising CBM:
    • Clarify policy & legislation
    • Separation of functions
    • Support business culture
    • Recognise alternative management models:
    • Local private operators
    • Support to self-supply
    • Learning and innovation:
    • Permanent support to learning (funding)
    • Creation of platforms at national and local levels
    • Capacity support:
    • To service providers, including CBM
    • To decentralised local government
  • 14. WHAT DOES THIS MEAN IN PRACTICE? - SOME BASIC BUILDING BLOCKS
    • Asset management:
    • Clarify asset ownership
    • Updated asset inventories
    • Asset risk forecasting
    • Planning for life-cycle costs:
    • Capital maintenance costs
    • Direct and indirect support costs
    • Support to aid harmonisation:
    • SWAp
    • Funding mechanisms – basket, MTEFs
    • Monitoring service delivery:
    • Measure services not just access
    • Support performance mgt.
  • 15.
      • Working collaboratively and building on what already exists (‘80 - 20’ rule)
      • Always with and through national government leadership
      • Recognising the importance of the political economy in change
      • Bringing and sharing lessons and documentation from outside
      • Leveraging investment resources
    “ A systemic approach is required to solve complex problems” HOW TRIPLE-S WORKS
  • 16. HOW TRIPLE-S APPROACHES SECTOR CHANGE ANALYSING SECTOR PROBLEMS Collectively analysing problems and challenges facing the sector at scale Collectively identifying potential gaps and solutions across the whole sector (taking a systemic approach) IDENTIFIYING POSSIBLE SOLUTIONS COLLABORATIVE REFLECTION AND LEARNING TAKING LEARNING TO SCALE Action research and piloting to address the key bottlenecks and trigger issues at different levels Collectively applying learning and proven approaches at scale across different levels in the sector
  • 17.
      • Sits in CWSA and key sector fora
      • Supports CWSA to strengthen sustainability of its investments (government, donors and loans)
      • Piloting and demonstrating new modalities – monitoring indicators, review of bye-laws, regulation etc.
      • Taking learning results to scale
      • Leveraging World Bank $75 million loan
    “ CWSA is making a paradigm shift in its approach to rural water supply from focus on project to delivery of services.” Chief Exec. CWSA TRIPLE-S IN GHANA
  • 18.
      • Partnerships and coalitions – World Bank, WSP, USAID, Global Water Challenge (charter), RWSN
      • Research and documentation - 13 country study and building blocks series
      • Learning and training events in USA, Europe, Australia
      • Technical inputs and support - JMP monitoring consultation in Berlin, IADB, RWSN vision
    HOW TRIPLE-S WORKS INTERNATIONALLY
  • 19. POTENTIAL ASPECTS FOR COLLABORATION WITH A F DB
      • At country level:
        • In Ghana – cooperation with Triple-S and WASHCost ain support to World Bank loan
        • In Ghana – collaboration on second round of RWSSI
        • In Mozambique , work with DNA to implement PRONASAR, RWSS SWAp
        • In Ethiopia link with new CDF/COWASH project
  • 20. POTENTIAL ASPECTS FOR COLLABORATION WITH A F DB
      • At institutional or strategic level:
        • Share lessons on sustainability challenges and solutions (i.e. ‘sustainability check’)
        • Joint documentation of case studies and knowledge management
        • Work on monitoring indicators at programmatic level (similar initiative with IADB under discussion)
  • 21. WATER SERVICES THAT LAST www.waterservicesthatlast.org

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