Evaluation in a Turbulent World  Challenges, opportunities and innovation in evaluation practice IDEAS Global Assembly April 2011 Evaluation of WASH Performance Case of Nepal Amrit Rai: Evaluation in a Turbulent World/UKES/22-23Nov.2010

PRESENTATION CONTENTS  COUNTRY’S BRIEF  SANITATION SITUATION  Status  Actors  Approaches  ISSUES/CHALLENGES  Result measurement Framework > NPC format, MfDR  Policies Compliance> NPC, Ministries  Programmes Compliance> Departments  Projects > Line agencies, NGOs, Projects  SOLUTIONS  Approach > CLTBCHC  Institutional/Governance > Service Delivery-Accountability  CONCLUSIONS

Figure 1: Sanitation – Existing Situation and Targets Source: Sanitation and Hygiene Master Plan 2010

Vision Objective Strategy Policy/ Working Policy Programme Project Ministry of Physical Planning and Works Ministry of Local Development Department of Water Supply and Sewerage Department of Local Infrastructure Development and Agricultural Roads Rural Village Water Resource Management Project (Finnish) Rural Reconstruction and Rehabilitation Project (UK, Japan) Community Based Water Supply and Sanitation Project (ADB) Board/INGOs/NGOs Water Aid, NEWAH Activities 75 Districts/3,915 Village Development Committees Water supply and Sanitation Divisional Offices Regular activities Regular activities Rural Water Supply and Sanitation Project in Western Nepal (Finnish) Activities Logical Relationship of WSS Sector Development Approach National Planning Commission

Plan, Strategy, Policy and Programme Formulation Measuring Development Effectiveness Strate gy Policy Progr amme Projec t Objec tive Activit ies Vision Effectiveness Coordination Harmonization Compliance Enforcement Resource generation Different approach/modality Duplication Priority WASH Sector “raising the living standard...by making sustainable and equitable water supply and sanitation services available WSS universal access by 2017 Programme Logic Model Target : 60% (2010) Achieved: 43 % Outputs Efficiency OutcomesImpacts

Agencies Business Plan Result Framework Ministry of Physical Planning and Works (MPPW) Department of Water Supply and Sewerage (DWSS) √ Department of Road√ Department of Transport Management√√ Ministry of Local Development (MLD)√ Department of Local Infrastructure Development and Agriculture Road (DoLIDAR) Ministry of Education√ Ministry of Energy√√ Ministry of Agriculture and Cooperative√√ Department of Agriculture√ Nepal Police Metropolitan Traffic Police Division√√ Govt. Agencies Using Managing for Development Results (MfDR) Source:

Project/INGO/ NGO Water and Sanitation Users Committees (WUSC) Users/Citizens Service Compact Contractual relationship Monitoring Supervision Compliance Enforcement Service delivery Quantity Quality Cost Time Project/INGOs/NGOs can also listen to the voice of citizens but they hardly act on it for service standard improvement or to increase service coverage because they work under the given mandate as per contractual agreement between two countries or organizations. In a way they act as a whole sale agent or service provider of a national or foreign government agency or international bodies. Direct Relationship Service Provider People Compact Development Agent Less potentiality to mobilize local resources (VDCs, NGOs, other users committee, CBOs, donor supported projects and private sector… ) Less potentiality to mobilize local resources (VDCs, NGOs, other users committee, CBOs, donor supported projects and private sector… ) Donors prefer this model if the country is in a conflict or fragile situation. Accountability Framework

District Development Committees (DDC) Water and Sanitation Users Committees (WUSC) Users/Citizens Service Voice Compact Contractual relationship Monitoring Supervision Compliance Enforcement Service delivery Quantity Quality Cost Time Demand, grievances, complaints Service Standards Service financing Service accessibility Service coverage etc.. Service Provider fails to provide the service according to the contractual agreement when the corruption takes place between WUSC and DDC Direct Relationship Client Power Direct Relationship Client Power State- Local Government Service ProviderPeople Compact Inputs: contract /procurement management PPP structuring Inputs: contract /procurement management PPP structuring Inputs: Demand driven planning Inputs: Accountability Framework

Government & Line Agencies Water and Sanitation Users Committees (WUSC) Users/Citizens Service Voice Compact Contractual relationship Monitoring Supervision Compliance Enforcement Service delivery Quantity Quality Cost Time Demand, grievances, complaints Service Standards Service financing Service accessibility Service coverage etc.. Service Provider fails to provide the service according to the contractual agreement when the corruption takes place between WUSC and DDC Direct Relationship Client Power Direct Relationship Client Power State- Local Government Service ProviderPeople Compact Inputs: contract /procurement management PPP structuring Inputs: contract /procurement management PPP structuring Inputs: Demand driven planning Inputs: Accountability Framework Parliament

District Development Committees (DDC) Water and Sanitation Users Committees (WUSC) Users/Citizens Service Voice Compact Contractual relationship Monitoring Supervision Compliance Enforcement Service delivery Quantity Quality Cost Time Demand, grievances, complaints Service Standards Service financing Service accessibility Service coverage etc.. Direct Relationship Client Power Direct Relationship Client Power State- Local Government Service ProviderPeople Compact Accountability Framework

Key FeaturesCommunity Level Total Sanitation (CLTS) School Led Total Sanitation (SLTS) Community Led Total Behavioural Change in Sanitation & Hygiene (CLTBCHS) Year Main strategy ODF declaration IPRA tools appropriate low cost toilet Child friendly WATSAN and ODF Community awakening Partnership Ignition and triggering Service governance Total behavioural change Negotiation for change Support mechanism Subsidy for household toilets Partial support, cost sharing, community reward, Rewarding after ODF declaration TBC continuous process Coverage targets Community or cluster School and its catchment area Blanket VDC Tools and techniques Specially IPRA tools for triggering communities Sensitization workshop and orientations IPRA,IEC materials IPRA, IEC, BCI, Triggering Tools Strength Communities/ clusters declared ODF School catchment areas Child club Local institutional support Resource pooling Strong institutional setup DDC lead ODF process Wider sanitation choice Resource affordability Local resource mobilization Limitation Lack of post ODF institutional support and flexibility in financing Needs additional funds for water, toilet, hand washing Negotiation is necessary to declare TBC in H & S. Structure Focus Programme Institution and Programme Results 74 ODF VDCs (9.25 ODF VDCs/year) 29 ODF VDCs (14.5 ODF VDCs/year)

CHAIN OF NEGATIVE DEVELOPMENT EFFECT