1. A Long Enough Lever*: Drivers for Change in the WASH System Louis Boorstin | Osprey Foundation * With apologies to Archimedes UNC Water and Health Conference October 2015

2. "Insanity: doing the same thing over and over again and expecting different results."

3. Courtesy of Why new levers are needed

4. Global Household / Community NGOs and CBOs Urban utilities (public & private) Regulators and Policy Makers Users Funders and Influencers Academia / Think tanks Bilaterals Multilaterals / IFIs International NGOs Country Region Local Ministry of Finance Ministry responsible for sanitation/hygiene Ministry responsible for water supply Small scale private service providers Regulatory agencies Rural government providers Self-provision Product and Service Providers 4 Manufacturers (local, nat’l, global) Researchers and developers (local, nat’l, int’l) Foundations The system Diverse WASH players from local to global levels

5. Product and Service Providers Regulators and Policy Makers Users Funders and Influencers Service delivery Leadership Learning Financing Market structure Core elements Diverse players interact in common ways across the system 5

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11. The system Country level

12. 12 System example Rural sanitation in Ethiopia

13. 13 Demand Calculations are crucial Scheduling of notices for water production Sound Engg. methods needed bulk meters, pressure gauge Quantity calculations from pumping hours is least reliable as specified by SSLB; also pressure should be recorded Quantity recording at Central office is properly managed on daily basis Since Review is done at a higher level, not much exposure was available System example: Urban water production monitoring in India

14. Courtesy of Key players in the system

15. 15 Connections among the players

16. 16 How players connect with each other  Objective  Authority  Resources −Funding −Knowledge  Results −Services −Systems  Measurement  Learning = Potential levers

17. 17 Type of connection Transaction Relationship

18. 18 Basis of connection Enforcement Incentives

19. 19 Power of understanding connections Source: World Development Report The World Bank, 2004

20. Paradigms for problem solving 20 Source: “Leading Boldly,” Heifetz, Kania, Kramer, Stanford Social Innovation Review, Winter 2004  Delivering sustainable WASH services at scale

21. 21 Social model

22. User Delivery System Technology Effective Easy to use More affordable Appropriate to setting Readily distributable Readily scalable Easier to access Sustainable Social pressure to use 22 Effective technology Affordable Easy to access Readily distributable vs. Technical model

23. 23 Economic model Enabling Environment SupplyDemand Policy, strategy, and directionInstitutional arrangements PartnershipsProgram methodology FinancingMonitoring and Evaluations Implementation capacity Technical training Financing products Product development Marketing training Small business training Research-based interventions Marketing of products and services Stimulating community and HH demand Incentive schemes

24. 24 Focus on funders

25. 25 What do the big funders really want? 1. Results 2. Certainty 3. Attribution

26. 26 Results  Outcomes  Cost-effective  ASAP  Visibly  At scale

27. 27 Source: Value for Money analysis of DFID-funded WASH programmes in six countries, Tremolet et al., August 2015 Results framework (1)

28. Courtesy of Results framework (2)

29. 29 Source: Value for Money analysis of DFID-funded WASH programmes in six countries, Tremolet et al., August 2015 Results and VFM

30. 30 Levers for results ∆Early indicators of sustainability ∆Indicators of systems change ∆VFM for facilitation ∆Take some more chances

31. 31 Certainty paradigm  Known solution  Implementation will work

32. 32 Levers for certainty ∆Build learning into programs ∆Build learning into the SDGs ∆Learn at scale

33. 33 Attribution paradigm Outcomes attributable to our funding

34. 34 Attribution vs. Contribution Attribution in a system

35. 35 Levers for attribution ∆Common reporting platform ∆Implemented through a multi- stakeholder leadership group ∆With an active facilitation role

36. 36 Think system, Act local

37. Find the levers … and lean

38. Thank you