SWA Progress ReviewInitial Framing

Ken Caplan & Leda Stott

12 november 2013

SWA Partnership Meeting 2013

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Aims of review

 

To strengthen the SWA Partnership

with recommendations for how it can better achieve intended outcomes and overall mission.

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Our premise

Partnerships involve two or more organisations that enter into a collaborative arrangement based on:

1. synergistic goals and opportunities that address particular issues or deliver specified tasks that single organisations cannot accomplish on their own as effectively; and

2. whose individual organisations cannot purchase the appropriate resources or competencies purely through a market transaction.

Source: Building Partnerships for Development & AccountAbility

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Our premise

Ultimate effectiveness and impact (sustainability) rests upon institutionalized mechanisms and practices.

As partnerships are dynamic, it is important to remember that:

1. the basis of legitimacy changes over time.

2. at certain points the partnership will need to transition or may no longer be necessary.

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What will we be looking at?

How is the SWA partnership doing

in three key areas: 

• Progress towards achieving objectives (Impact)

• Logic and appropriateness of existing activities, operational management and governance arrangements (Effectiveness / Efficiency)

• Strategic direction & relationship to other processes

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What will we be looking at?

The impact of the SWA Partnership

Contribution to universal access to sanitation and water services

Intensity and quality of SWA interventions within and between priority areas:

• Getting sanitation and water on the political map

• Endorsing and supporting the global monitoring landscape

• Strengthening country processes

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What will we be looking at?

How partners work together to achieve this impact

Governance arrangements and minimization of transaction costs

Efficiency and effectiveness of partner relationships

Delivery and measurement of activities (where feasible)

Added value of partnership

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Key discussion areas

• Partner incentives Risks and benefits of participation for partners & ability to make and deliver on commitments

• Partnership accountabilitySystems and procedures in place for ensuring compliance, transparency and responsiveness

• Strategic directionContribution of SWA in key priority areas

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“Mutual” Accountability

• Clarity around who the partnership is accountable to and why

• Satisfaction with governance, decision-making, management and operational systems

• Systems and procedures in place for ensuring:

• Compliance – whereby partners and SWA more generally are held to account for its/their own commitments

• Transparency – whereby SWA gives an account of its strategic goals and links between goals and activities

• Responsiveness – whereby SWA (through component parts) takes account of and balances decisions around recommendations made by its constituencies and evidence derived from SWA or other initiatives

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How will we work?

Use of critical friend model

Critical friends:

• generate information through confidential (as required) discussions that offer new perspectives or ideas

• ask challenging but constructive questions to understand the logic and appropriateness of SWA strategy, mechanics, etc.

• make recommendations as a function of a supportive and objective overview

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How will we work?

Phase 1: November 2013 - February 2014 

Desk review - familiarization, comparison with similar global partnerships. Consultations with:

- SWA Partners (including management groups & individuals)

- Data gathering from 10 selected countries (potential for 2 visits)

- GLAAS and key players in global monitoring environment

- Partners engaged in NPRI country dialogues

- Wider stakeholders

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How will we work?

 

Phase 2: March - June 2014

 

- Review of preparations for HLM 2014

- Post-meeting review of HLM 2014

- Follow-up in selection of countries/agencies making HLM commitments

- Review of responses to draft report

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What will we produce?

Report with conclusions and recommendations for publication after 2014 HLM.

Report will include:

• Lessons learned

• Indicators for success

• Guidance on future development of SWA

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For more information:

Ken Caplan

WASH specialist

kenc@bpdws.org

Leda Stott

Partnership specialist

lstott@telefonica.net