Learning Alliances: what, why, how, who?, Uganda

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Presented at the Triple-S Annual Review and Planning Meeting (ARAP), Fort Portal Uganda, 6th-11th May 2013

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Learning Alliances: what, why, how, who?, Uganda

  1. 1. TRIPLE-SLEARNING ALLIANCESWhat, why, how, who?
  2. 2. WATER SERVICES THAT LAST …2HOW DO WE UNDERSTAND ‘LEARNING’A conscious and systematic process toward changingbehaviour, attitudes and values....Joint information collection, analysis, reflection andsense making about systemic problems to understandwhy things are they way they are to supportidentification of appropriate solutions that have a widebase of support.
  3. 3. WATER SERVICES THAT LAST …3PURPOSE OF ASSESSING LA’S/MSP’S What ingredients are needed for a successfulLearning Alliance? To what extent are Learning Alliances effectivecatalysts for achieving sector learning and adaptivemanagement / change? What resources are required to ensure a viableLearning Alliance
  4. 4. WATER SERVICES THAT LAST …4STRATEGIC OBJECTIVES OF ALEARNING ALLIANCE APPROACH1. Feedback mechanism between different Multi StakeholderPlatforms2. Generate concrete evidence on WASH challenges, solutionsand innovations3. To create a critical mass of change agents for rural waterservices that last4. Accelerate the process of generating information, jointreflection, sense making, planning and adaption
  5. 5. WATER SERVICES THAT LAST …5ASSESSING THE LEARNING ALLIANCE: KEYSTEPS• Mapping the ‘system’ we understand constitutes the LearningAlliance• Defining ‘learning our understanding of learning• Identifying outcomes Learning Facilitation and opportunities forchanges to way of working• Identifying criteria for a viable Learning Alliance• Developing an indicator framework for assessing the LearningAlliance• Adapting the indicator framework into a learning and coordinationmodel
  6. 6. WATER SERVICES THAT LAST …8PLACEHOLDER FOR MSP / LA MAPJoint Sector Review – Stakeholder ForumInter District MeetingTSU ReviewRegional LearningForumsDistrict Water andSanitation CoordinationCommitteesSub-County Water andSanitation CoordinationCommitteesNationalRegionalDistrictSub-CountyLevelNLFCSOWASHForumFunctionalityMIS othersDPsJTRTSUDWODWODWOCAOLC VCSOsTSUHPMAChairMandatoryKey:MediaNon-mandatoryNWSCDistHealthDept= reporting= info flow
  7. 7. WATER SERVICES THAT LAST …9MULTI STAKEHOLDER PLATFORM ANALYSISNATIONAL LEVELJoint Sector Review – Stakeholder ForumFrequency: AnnualOrganizer: MWERationale of the Platform• Reflection on performance against sector performance measurement framework•Accountability forum for MWE, Development partners, legislators & District LocalgovernmentsForm of Platform• FormalStrategic Objectives/Intended Outcomes• Identify priority actions/undertakings to improve sector performanceType of Facilitation• MWE led and Funded• MWE sets the Agenda
  8. 8. WATER SERVICES THAT LAST …10MULTI STAKEHOLDER PLATFORM ANALYSISNATIONAL LEVELCivil Society WASH ForumFrequency : 1x annuallyOrganiser : CSO-led, funded by UWASNETRationale of the Platform• Enable CSOs to have greater, more effective contributions to the sector• Show casing CSOs and sharing practices• Advocacy to National level on specific sector issuesForm of Platform• Voluntary MembershipStrategic Objectives/Intended Outcomes• Advocacy platform• Messages for Joint Sector Review• Joint analysis and exchange of experiences among membersType of Facilitation• UWASNET-Funded• UWASNET Leads agenda setting
  9. 9. WATER SERVICES THAT LAST …16CHALLENGE TO FACILITATION OF LA’S The LA facilitation function is largely ‘behindthe scenes’ – evaluating and communicating thevalue of facilitation function is all the more important
  10. 10. WATER SERVICES THAT LAST …21RESEARCH QUESTIONSTesting the Learning Alliance Criteria & Indicator Framework toanswer the following questions1. Is the LA indicator framework effective tool for monitoring andevaluating the learning alliance?2. How, and to what extent, does the learning alliance approachinfluence change in sector priorities, policies and practice?3. How best can the learning alliance approach be anchored inthe sector for adapting policy, practice and encouraginginnovation?4. What resources are required to implement a learning allianceapproach?
  11. 11. Criteria Indicator1 Leadership is knownand owned1.a Recognised leader1.b Owns the leadership role1.c Connection with Facilitation Function, regular contact2 Facilitation is skilledand committed2.a Facilitation function exists2.b facilitation position remunerated2.c Function profile based on competencies2.d Facilitator has required time available2.3 (see 1.c) regular & positive connection with Alliance Leader3 Common vision, goaland strategy3.a Process to agree on common vision, goal and strategy conducted3.b written, documented vision, goal and strategy3.c (Joint Agenda exists) Agreement on Joint Agenda4 Joint Agenda5 Alliance Membership 5.a relevant multi-disciplinary WASH sector expertise represented inLA5.b Consistent participation (with content and decision takingpower)
  12. 12. Criteria Indicator6 Feedback mechanisms / linksbetween horizontal andvertical MSPs6.a conscious effort to engage with / invite key agents from otherlevels (vertical and platforms (horizontal)6.b active follow-up on thematic, process and joint agenda mattersacross levels (horz. & vertical)6.c Timely sharing of information (reports, document, newletters,etc) from Platform to different levels7 Local Champion 7.a Agencies & persons with interest8 Communication &documentation strategy8.a Communication & documentation strategy, plan and financialarrangements exist8.b Channels to ensure upward & downward and horizontal, timelysharing of information8.c tailored information products to different groups9 Joint Action & MonitoringPlan9.a meeting / events generate joint action plan9.b Sharing status on progress with action plans10 Joint sharing & reflection ofresults (+/-)10.a joint sharing & reflection of results for improved action11 Joint resources mobilisation 11.a LA members commit resources towards activities
  13. 13. WATER SERVICES THAT LAST …32CONCRETE ACTIVITIES TO BE DONE1. Translating the learning alliance criteria and frame work into aLearning & Coordination model for the sector2. Analysis of costs required to implement and sustain the learning andcoordination model3. Detailed documentation on the Triple-S perspective of the what, why,who, where, when, how of the LA ApproachCompleted by: 01/11/2013

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