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Roadmap to sustainability : phase out strategies in the WASH sector
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Roadmap to sustainability : phase out strategies in the WASH sector
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Presentation by Kate Pearson, Director of Business Development and Partnerships at the Max Foundation, for the Max Foundation-IRC Event: Phase out strategies in the WASH sector, 31 May 2017, The Hague, The Netherlands - https://www.ircwash.org/events/max-foundation-irc-event-phase-out-strategies-wash-sector
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Roadmap to sustainability : phase out strategies in the WASH sector
- MAX FOUNDATION Kate Pearson Roadmap to Sustainability Phase out strategies in the WASH Sector May 31, 2017
- Our aim is to reduce child mortality in the most effective and sustainable way and provide a healthy start in life for children under 5 Who are we? Visit by Dutch Minister Schultz van Haegen
- What is our impact? Rangpur Barguna Thakurgaon Dinajpur Panchagarh Jamalpur Chapai Nawabganj Sirajganj Naogaon Joypurhat Lalmonirhat Gaibandha Kurigram Shariatpur Pabna Natore BagerhatSatkhira Jhenaidah Jessore Meherpur Chuadanga Rajshahi Khulna Bhola GopalganjNarail Magura Rajbari Manikganj Nilphamari Kushtia Cox's Bazar Patuakhali Habiganj Brahmanbaria Faridpur Bogra Sherpur Comilla Mymensingh Feni Lakshmipur Noakhali Maulvibazar Sunamganj Sylhet Pirojpur Khagrachhari Jhalokati Barisal Madaripur Chandpur Bandarban Netrokona Rangamati Tangail Kishoreganj Gazipur Munshiganj Dhaka Narayanganj Narsingdi Chittagong In just over a decade we have become the largest Dutch WASH player in Bangladesh, supporting more than 1.4 million people with WASH & Health We’re starting in Nepal this year and in Ethiopia in 2018
- • Reduced water- and faecal-borne diseases of children under 5 years • Reduced number of children under 5 years suffering from stunted growth and underweight Impact Max Foundation Strategy Intervention areas WASH WASH-SRH: Safe Motherhood WASH- Nutrition Sustainable market models Institutional embedding Community strengthening Approaches InnovationEffectiveness Sustainability Catalyzing Strategies What is our Theory of Change?
- SustainabilityProgramActivities Start date Time Inception Phase Baseline to assess situation on MF strategic topics + 3 months + 15 months Ignition phase Graduated villages Healthy villages Migrate ownership of MF to local stakeholders + 27 months + 39 months + 45 months 3 5 Community • Sharing of stunting and water quality data Government • Share insights on WASH governance situation Entrepreneurs • Share insights on market potential Government • Measure progress and is community oriented Entrepreneurs • Demand drivers and personal investment Community • Improved health, reduced stunting Government • Communicates village status, ensures continued WASH budget Entrepreneurs • Profitable, innovative and provide continued service Community • Continue 100% access to quality WASH services Government • Continued and deepened involvement in WASH governance Entrepreneurs • Formalized entity, sustainable business model, product line expansion Community • Improved WASH, nutrition and SRHR practices 2 4 1 What is our exit strategy?
- That’s nice but… an example, please: Healthy villages
- Healthy villages: a wake-up call for change that lasts
- We work to strengthen supply as well as demand
- 88 Insert results infographic Achievements to-date – and stay tuned!
Editor's Notes
- Joke, our CEO is sorry she can’t be here. She’s in Boston with her family. Instead you’ve got me, but the good news is I’ve got a fresh perspective on what we do. I just joined in April, but with previous experience (5 years) in integrated landscape approaches to WASH with Wetlands International, and (7 years) on water & sanitation as part of housing solutions with Habitat for Humanity. Several of our board members are here, our board chair Joost van de Meent, former chair Femke Marcus is moderating, also Nico Terra, and colleagues. Thanks to Pim, Patrick and Saskia
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- How do we do this? An integrated intervention approach to tackle child health/ stunting– combining WASH, safe motherhood / SRH and nutrition. We work with communities to catalyse lasting change in practice, and for them to demand quality WASH services. Local government to facilitate/regulate the system, and private sector entrepreneurs, strengthening supply and doing their own demand creation. Get the system rolling. Maximizing return on investment, constantly updating and adapting based on proven (evidence-based) methods – and a focus on migration of ownership to local stakeholders for long term sustainability
- In lower middle income countries, start with grant-funded core WASH programs and work gradually towards a self-financed market-driven system. In the course of our first multi-million multi-year program funded by the Dutch embassy, we developed this roadmap to sustainability which explains and guides our thinking, at the core of our flagship program in Bangladesh. 1. Inception Phase: self-explanatory 2. Ignition Phase: ‘Ignite’ – getting everyone on board, providing data and tangible tools (growth monitoring charts for parents, pricing sheets for entrepreneurs), mentors and committees 3. Graduation Community: Peer learning and pressure/ motivation from the trained mentors is showing behaviour change in WASH , nutrition and SRH practice Government: Measuring progress, Responsive (with plans, budget) to community demand Entrepreneurs: Creates demand themselves, increased investment, sales and quality service 4. Healthy Villages Community: Reduced # of diarrhoeal death and stunting, 100% access to quality WASH services, 75% uptake, Government: Declares healthy villages using indicators, Follow-up and monitoring, WASH budget Entrepreneurs: Profit, products, sales targets, post-sale services 5. This is where we get set to exit: we migrate ownership of MF to local stakeholders: community / government committee monitors WASH service quality, local government ensures governance / budget, entrepreneurs: self-sustaining, based on local demand. Local implementation partners with whom we work often have a broader mandate than WASH and will stay in the community, continuity for post-project monitoring. Several healthy villages, 64 which are in stage 3, close to stage 4. To replicate elsewhere may need to adjust the timescale. In Nepal finding supply side less developed. Economic situation of country (lower middle income), and population density (houses clustered in communities) are factors in success. This could be an option for other countries nearing phaseout or transition of international / bilateral aid.
- In the spirit of local ownership, hand the mic over… To our country director Riad Imam Mahmud, spearheading implementation in Bangladesh since office was founded in 2012, brings private sector, government, experience, also worked for BRAC, with an engineering and public health background He will explain the healthy village concept in more detail
- Growth monitoring is a wake-up call to parents – catalyst for behavior change as well as M&E tool. More than half of children in areas where we work are stunted. When parents see that their child is in the orange or red zone, it makes them stand up and notice – we are talking about what is most valuable to them, their children. Declaration of healthy villages: based on standard WASH, health & governance indicators: standard, from UNICEF, wateraid, MICS – normally randomized sample, we do a full census / transect Local ownership - Union parishads and local mentors / committees – ensures sustainability beyond the intervention, licenses provide revenue. Make it concrete: Contract to provide entrepreneur access to land for 15 years. Also between land owners, Union Parishads and communities to ensure access to clean water for a number of years. Land is often owned by the community or private landowners. We came to this independently but it is aligned with the requirements of the sustainability compact. 75% adoption of healthy practices is a win The improvements and the status of ‘Healthy Village’ inspires residents and attracts new settlers
- Starting from the bottom up, because that’s where we can have the biggest influence on the system, working on both demand creation with the community and with entrepreneurs – and also strengthening supply – large scale implementer of sanitation marketing program in Bangladesh in cooperation with World Bank We continue to innovate. IRC states that a condition for success of water financing is bankable projects with enough guarantees to satisfy loan providers. We’re starting a Max Water social business to do just this, to attract different types of investors, moving beyond grant funds. We’re starting with mini piped scheme clusters, which include water users for household and agricultural consumption. In our experience in Bangladesh despite a legacy in Bangladesh of aid and dependency, once people are convinced then they are willing to pay, and entrepreneurs are willing to invest when they see the returns it can generate. Interesting to hear Pim say create conditions for tapping into domestic capital, to take it further, as Simavi and IRC’s recent Financing WASH paper for SWA advocates, how can we encourage micro and blended finance? How can the Dutch government and private investors, and organizations like IRC working on systems change, influence at the macro level to complement and support what we do at the local level? And what can we do for you?
- We’re small but powerful – making a ripple effect I’ve been learning about effective altruism, which inspires Max’s emphasis on value for money, and starting off with a plan to leave, is a refreshing change from working with organizations like Wetlands International working on conservation of ecosystems, who for good reasons but a different approach aim to stay somewhere long-term.
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