This article is from the source 'guardian' and was first published or seen on . It last changed over 40 days ago and won't be checked again for changes.
You can find the current article at its original source at http://www.theguardian.com/femsa-partner-zone/2015/mar/25/six-steps-towards-a-sustainable-wash-and-participation-project
The article has changed 2 times. There is an RSS feed of changes available.
Previous version
1
Next version
| Version 0 | Version 1 |
|---|---|
| Six steps towards a sustainable WASH and participation project | Six steps towards a sustainable WASH and participation project |
| (4 months later) | |
| The new sustainable development goals (SDGs) highlight a key element for all efforts that tackle global development issues – sustainability. Although it may seem obvious, projects dealing with access to water and sanitation have to be sustainable in order to actually make significant changes in peoples’ lives. Through our Water Links initiative, at the Femsa Foundation, we have learned a few things about designing sustainable WASHP (water access, sanitation, hygiene and participation) projects. | The new sustainable development goals (SDGs) highlight a key element for all efforts that tackle global development issues – sustainability. Although it may seem obvious, projects dealing with access to water and sanitation have to be sustainable in order to actually make significant changes in peoples’ lives. Through our Water Links initiative, at the Femsa Foundation, we have learned a few things about designing sustainable WASHP (water access, sanitation, hygiene and participation) projects. |
| 1. Think sustainable | 1. Think sustainable |
| The first thing is to make sure that you’re in the mindset of sustainability. From the very start, don’t think about your project as an immediate solution to a problem. Your goal shouldn’t just be to provide access to safe water, for example, but to design a model of water management which will continue to work after the intervention has ended, thus being sustainable. At Water Links we make sure that the community we’re working on is engaged with the project so that they take care of the water system when we’ve left and we also promote hygiene habits so that the quality of safe water isn’t compromised. | The first thing is to make sure that you’re in the mindset of sustainability. From the very start, don’t think about your project as an immediate solution to a problem. Your goal shouldn’t just be to provide access to safe water, for example, but to design a model of water management which will continue to work after the intervention has ended, thus being sustainable. At Water Links we make sure that the community we’re working on is engaged with the project so that they take care of the water system when we’ve left and we also promote hygiene habits so that the quality of safe water isn’t compromised. |
| 2. Ensure the communities’ participation | 2. Ensure the communities’ participation |
| The involvement of the community in every step of the way is perhaps the most important predictor of the success of a WASH project. The best way to start is to include them from the moment of the design of the solution to their water problem and then onwards. At Water Links, we work alongside the people from the communities to build the infrastructure they need and then we train them to operate it. We also encourage them to form a committee and let them elect those among them who will be responsible for the operation and maintenance of the system. In this way, they take ownership of the project and make it sustainable. This is perhaps the most important lesson we have learned, which has led us to call our process WASHP. For it is the P (for participation!) which makes a WASHP project sustainable. | The involvement of the community in every step of the way is perhaps the most important predictor of the success of a WASH project. The best way to start is to include them from the moment of the design of the solution to their water problem and then onwards. At Water Links, we work alongside the people from the communities to build the infrastructure they need and then we train them to operate it. We also encourage them to form a committee and let them elect those among them who will be responsible for the operation and maintenance of the system. In this way, they take ownership of the project and make it sustainable. This is perhaps the most important lesson we have learned, which has led us to call our process WASHP. For it is the P (for participation!) which makes a WASHP project sustainable. |
| 3. Build solid partnerships | 3. Build solid partnerships |
| Another important way to ensure the sustainability of a project is to surround yourself with people and organisations that will work with you towards a common goal. Take a look at what the strengths of your organisation are so that you know what you’re bringing to the table and then build partnerships with those that will complement you. By joining forces with Millennium Water Alliance (MWA) we found not only one strong partner, but six of the best implementing WASH organisations in the world. Aguayuda, CARE, Living Water International, Water Aid, Water for People, and World Vision have proven to be excellent implementers and also ready to embrace new ideas to improve their interventions. Coca-Cola Latin America, our other partner in Water Links, has become a standard in corporate involvement in water access programs. Its participation in this alliance has added a powerful level of interest in the subject of water access, sanitation, and hygiene. | Another important way to ensure the sustainability of a project is to surround yourself with people and organisations that will work with you towards a common goal. Take a look at what the strengths of your organisation are so that you know what you’re bringing to the table and then build partnerships with those that will complement you. By joining forces with Millennium Water Alliance (MWA) we found not only one strong partner, but six of the best implementing WASH organisations in the world. Aguayuda, CARE, Living Water International, Water Aid, Water for People, and World Vision have proven to be excellent implementers and also ready to embrace new ideas to improve their interventions. Coca-Cola Latin America, our other partner in Water Links, has become a standard in corporate involvement in water access programs. Its participation in this alliance has added a powerful level of interest in the subject of water access, sanitation, and hygiene. |
| 4. Implement technologies according to the context | 4. Implement technologies according to the context |
| Each community has their own specific problem regarding water but also different geographical and cultural traits that condition what the solution to their problem could be. Always consider these aspects when deciding which system is best for each project. Water Links is a big program that spreads out over five countries, so we have had to adjust the project to different contexts. Geographical aspects are important to decide if we’re implementing an aqueduct or a rainwater harvesting system in a particular place, and sometimes we’ve had to work around cultural principles or beliefs that indigenous communities have to get them on board with the project. The key is to consider the context of each community, involve them in the process and figure out what will work for them. | Each community has their own specific problem regarding water but also different geographical and cultural traits that condition what the solution to their problem could be. Always consider these aspects when deciding which system is best for each project. Water Links is a big program that spreads out over five countries, so we have had to adjust the project to different contexts. Geographical aspects are important to decide if we’re implementing an aqueduct or a rainwater harvesting system in a particular place, and sometimes we’ve had to work around cultural principles or beliefs that indigenous communities have to get them on board with the project. The key is to consider the context of each community, involve them in the process and figure out what will work for them. |
| 5. Track the progress and assess the results | 5. Track the progress and assess the results |
| A successful project is one that has truly made an impact on the health and quality of life of those it benefits. To measure that impact you should constantly monitor the progress of the project and compare the wellbeing of the population after the project to the conditions they were in before. Following up with the community once the project has ended and assessing the results sometime after the installation of the system, when the people have adjusted to it, gives us insight as to whether the project has proved to be sustainable or not. In the Water Links program we built a MEL framework (monitoring, evaluation and learning) to figure out which elements are more successful and have the potential to be replicated elsewhere in the program. | A successful project is one that has truly made an impact on the health and quality of life of those it benefits. To measure that impact you should constantly monitor the progress of the project and compare the wellbeing of the population after the project to the conditions they were in before. Following up with the community once the project has ended and assessing the results sometime after the installation of the system, when the people have adjusted to it, gives us insight as to whether the project has proved to be sustainable or not. In the Water Links program we built a MEL framework (monitoring, evaluation and learning) to figure out which elements are more successful and have the potential to be replicated elsewhere in the program. |
| 6. Build a shared learning environment with your partners | 6. Build a shared learning environment with your partners |
| A great learning opportunity when working with other organisations is to talk about past experiences, both achievements and lessons learned, and apply that knowledge for future projects. Humbleness is needed to be able to recognize what worked and what didn’t, and also openness to share it with others. Usually, organisations have to have been working together for quite some time on several projects for this type of trust to be built. However, if this learning environment isn’t the case with your partners, we suggest that you take the initiative to make it into a formal process because both you and they will benefit from it. | A great learning opportunity when working with other organisations is to talk about past experiences, both achievements and lessons learned, and apply that knowledge for future projects. Humbleness is needed to be able to recognize what worked and what didn’t, and also openness to share it with others. Usually, organisations have to have been working together for quite some time on several projects for this type of trust to be built. However, if this learning environment isn’t the case with your partners, we suggest that you take the initiative to make it into a formal process because both you and they will benefit from it. |
| By sharing these tips that we have learned through our work, we hope to create a shared learning environment with other global development professionals. | By sharing these tips that we have learned through our work, we hope to create a shared learning environment with other global development professionals. |
| Content on this page is paid for and provided by FEMSA Foundation, a sponsor of the Guardian Global Development Professionals Network. |
Previous version
1
Next version