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User-Centered Approach to Household Water...
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www.path.org Project Update User-Centered Approach to Household Water Treatment and Safe Storage Safe Water Project Perspectives HWTS Network Meeting October 24, 2010
Transcript of User-Centered Approach to Household Water...
www.path.org
Project Update
User-Centered Approach to Household Water Treatment and Safe StorageSafe Water Project Perspectives
HWTS Network Meeting
October 24, 2010
Presenter
Presentation Notes
Good afternoon, I’ve been asked to share PATH’s recent learning about User-Centered Approaches to HWTS Today we are going to tell you a little bit about what we’re doing, what we’ve learned, and what we think the implications are for the broader wat/san community.
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What happens when we put the user at the center?
Photo: NASA
Presenter
Presentation Notes
I’m going to share some approaches, learnings, and insights about User-Centered approaches to innovations in HWTS. I propose that when we put the user at the center of all we do in HWTS, our whole world changes—and yet we don’t short change the complexity and richness of the problem or solution. For each facet of the HWTS challenge there is a corresponding and impactful user centered perspective.
3PATH is working in countries shaded orange.Area of bubble indicates staff per office.
PATH’s Vision: A world where innovation ensures health is within reach for everyone.
Presenter
Presentation Notes
First a little context- I work at PATH, an international NGO with over 29 offices in more than 18 countries; over 900 staff; for over 30 years we’ve focused on solving public health problems in developing countries by bringing public and private sectors together around innovation. PATH has a 30-year history of facilitating and implementing appropriate technology projects through partnerships. PATH works to harness Private sector commercial market forces and strengths to contribute to Public sector programs for global health impact. ---------------------------------- Started in 1977 – Mission: advancing technologies, encouraging healthy behaviors, and strengthening health systems PATH has a 30-year history of facilitating and implementing appropriate technology projects through partnerships with: Local NGOs UN organizations (UNICEF, UNFPA, WHO) Alliances (GAVI, ACCP) Ministries of health Private corporations PATH has managed over 1000 projects in more than 100 countries. Guiding Principles to Private Sector Collaboration CLEAR LINK TO MISSION PATH’s collaborations with private-sector companies must lead to positive impact on availability, accessibility, and affordability of important health products for public health programs in developing countries. RECOGNITION OF PRIVATE-SECTOR NEEDS In collaborating with a private-sector company, PATH must recognize the company’s need for commercial benefit in order to ensure a sustainable commitment to the collaboration. ---------------------------------------------------- PATH has been growing fast, especially in the past decade. We have 29 offices in 18 countries; about 800 staff; $218M budget in 2008. It is important to note why PATH is growing—reflects impact (success), helps exert influence (since we’re ‘at the table’ on a wide range of things in the global public health arena), and innovation (reflects quality of innovations fostered by our entrepreneurial culture; naturally seek new horizons…the water project, for instance) Question: what are the India office’s main activities? They are our largest office so their activities mirror most of PATH’s strategic programs including immunization, Maternal and Child Health, Reproductive Health, and others.
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PATH’s Safe Water Project
To what extent do market-based approaches help accelerate widespread adoption and sustained use of household water treatment and safe storage solutions by low-income populations over time?
Presenter
Presentation Notes
Safe Water Project-BMGF funded 5 years, 4 done, 6 countries. We’ve been tasked to see how far the private sector can go in self-sustaining and self-scaling HWTS provision. This challenge has helped us create a framework for focusing our activities, to focus investments on a manageable number of specific market-based strategies serving users. ------------------------------ The SWP approach is to : Define gaps and opportunities for reaching low-income households in commercial HWTS space. Make targeted investments to fill gaps. Evaluate consumer experience, commercial viability, and commercial commitment of those activities to better understand the potential for scale sustainability and ultimately, impact.
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Health Impact
Product design
Research and development
Production Marketing Customer service
Addressing gaps in the market
ACCEPTABILITY:Make it easier to design products that meet the needs of low-income
consumers.
REACH:Catalyze partners to explore new, creative distribution and sales
channels.
AWARENESS:Better understand how to influence purchase and sustained use.
Sales and distribution
Presenter
Presentation Notes
Our efforts to date have focused on 3 main gaps which currently inhibit scale across low income populations: 1. The lack of affordable and effective products designed for low income users. Design products that meet needs of low income consumers 2. The lack of distribution models that reach low income populations. Here we’re talking about both a physical aspect- products are not available, and also a financial aspect (because products are not affordable). In fact this is where the SWP’s began: in testing different distribution models with existing products. Test business models through distribution pilot projects 3. And finally, the gap that water treatment is a low priority for our target consumers. Further understand how to influence purchase and sustained use of HWTS products. E.g. Malawi antenatal clinics—educating consumers at a point when they are open to it. E.g. SE200 for treatment at a community-level requiring less change on end-user behavior.
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SeekersIncome range: $12-$30
Hindustan UniLever’stypical consumer
StriversIncome range: $31-$60
Adapted from: Mckinsey and Company. The Bird of Gold: The Rise of India’s Consumer Market. Mckinsey Global Institute; 2007.
DeprivedIncome range: less than $5
AspirersIncome range: $5-$11
Reached through the Safe Water Project
HUL Spandana MFI pilots
Hindustan UniLever
PATH
Presenter
Presentation Notes
SO …in the context of the safe water project, the user is a consumer, not the typical commercial target, but is still someone who spends money on their households and especially on water every day. --------------------------------------------------------------------------------- The microfinance institution (MFI) pilot with Spandana reached much lower income households compared to HUL’s base Pureit business. The average income of a typical household in Spandana’s client base in the catchment area is approx $ 4.3 per household per day (NOTE: aveerage HH income per Spandana client that PURCHASED the Pureit has not been collected). This is low compared to the lowest household income of $60 per day of a typical HUL Pureit’s customer.
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PATH
Presenter
Presentation Notes
First and foremost, HWTS Users are PEOPLE, often young mothers who must provide for most of their family’s basic needs.
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PATH
Presenter
Presentation Notes
These users are part of families who work hard to make a better life for their children.
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PATH
PATH
Presenter
Presentation Notes
While women take on the main burden of supplying water for their family, all family members are involved at some level.
10PATHPATH
Presenter
Presentation Notes
Householders who invest in a sense of home. 8 people live in this 8x8’ 1 room house in Chennai.
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PATH
Presenter
Presentation Notes
Many users’ households are not as lucky as those Chennai slum dwellers, these are “homes” in Korogocho Kenya.
12PATH
Presenter
Presentation Notes
HWTS users live within communities with shared resources, values, and perspectives. ------------------------------------ Note this water gathering scene from Chennai India-this tap is active just a few hours per day which has specific social, gender, and logistical impacts. Broad range of activities in diarrheal disease prevention and treatment. Why is this important? STATS on DD 30% reduction statistic. I’ll be speaking about three projects today in both water and sanitation: The Safe Water Project, our work with the smart electrochlorinator, and our work in sanitation. A unifying theme in each of these projects is the focus on the consumer.
13Engineers Without Borders: Nigeria
Presenter
Presentation Notes
HWTS users are often creative in meeting their needs for water.
14PATHSafe Water Project
Presenter
Presentation Notes
For us, HWTS users are also the community-based providers and entrepreneurs.
15 PATH
Presenter
Presentation Notes
Today, water entrepreneurs are very focused on delivering quantities of water, with little attention to quality.
16Ghana
User ChoiceConvenient
packaged water
PATH
PATH
Presenter
Presentation Notes
HWTS users make important choices in how they procure water—they may purchase unit-packaged water they assume is safe… ----------------- In some, mostly urban, settings like Ghana even the very poor are purchasing water in smaller units. Another important way to learn about consumer preferences and willingness to pay is to observe commercial markets. These pictures from Ghana show a growing trend where even very poor consumers are buying unit-packaged water from 0.5 liters to 20 liters. Convenience—sometimes cold water is worth much more over a year to these consumers than the products we asked about.
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Community Safe WaterAn Alternative to HWTS
PATH
Presenter
Presentation Notes
For extremely poor users, safe water may be most accessible at the community level as in this electrochlorination pilot or the exciting work done by our colleagues at IPA on water-point chlorine dispensers.
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Health Impact
Product design
Research and development
Production Marketing Customer service
Examples of addressing user needsImprove Products
•Extended user testing•Product design
•Pilots with partners
Improve Reach•Access
•Affordability•Affinity (self help group)
Behavior Change•Awareness•Motivation
•Trust •Support
Sales and distribution
Presenter
Presentation Notes
Our efforts to date have focused on 3 main gaps that currently inhibit scale across low income populations: 1. The lack of affordable and effective products designed for low-income users. Design products that meet needs of low-income consumers 2. The lack of distribution models that reach low income populations. Here we’re talking about both a physical aspect— products are not available—and also a financial aspect (because products are not affordable). In fact, this is where the SWP’s began: testing different distribution models with existing products. Test business models through distribution pilot projects. 3. And finally, the gap that water treatment is a low priority for our target consumer. Further understand how to influence purchase and sustained use of HWTS products. E.g. Malawi antinatal clinics—educating consumers at a point when they are open to it. E.g. SE200 for treatment at a community level requiring less change on end-user behavior.
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Gap: Existing products not designed for low-income users.
Strategy:• Find out what the user wants and needs.• Make it easier for providers to meet users’ needs.
EXA
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PATH
Presenter
Presentation Notes
Why improve individual products? PATH has been testing nearly all commercially-available HWTS durable products in the lab and in the field. Our conclusion is current products are not well designed for low-income users. We found they were either too expensive, not appealing, and/or had performance challenges related to ease-of-use, durability, and sometimes did not meet the manufacturer’s claims in challenging field conditions. The Safe Water Project utilizes several research tools and approaches in order to understand the user’s needs and preferences. The goal is to really understand the user in their environment and define their needs and desires that can be addressed by developing appropriate solutions. One of the approaches we used is called Extended User Testing.
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Partner: Quicksand DesignMarch–December 2009, Andhra Pradesh, India
Example: Extended user testingEX
AM
PLE
PATH
Presenter
Presentation Notes
For the Extended User Testing we placed five, currently-available HWTS products with 20 low-income households in rural, semi-urban, and urban areas of Andhra Pradesh, India for four months. We spent about 30 hours per household documenting and observing their experience and generated a lot of rich media. We started by exploring user’s perceptions of HWTS and other consumer products prior to product placement. Products were dropped off with the family to observe how they assembled and used them prior to any researcher intervention. There were many examples of incorrect use and product failures—most all ran into some performance challenge. We engaged our families in a participatory-design workshop where we asked them to describe and then design products as another approach to understanding their needs. This study generated a lot of insight about the users and how they interact with HWTS products in their environment—many challenges were revealed but we also gained insight that is framing our approach going forward.
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Product-specific user insight
Ceramic water purifier:• Aspirational appeal and perceived value influence initial adoption.
• But the user experience drives sustained use.
Day 1: “This is what I get?!?”
Day 90: “This is what I want!”
EXA
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PATH
Presenter
Presentation Notes
“Aspirational appeal will influence initial adoption but the user experience is a key determinant of sustained and correct use.”—This became a guiding principle of our product development efforts. Ceramic water purifier (CWP, from Hydrologic, a social enterprise in Cambodia) was initially met with resistance, but eventually became a user favorite. Initial disappointment based on its appearance (simple product with few parts—a lid, bucket, tap, and ceramic filter). By the end of the study it got the most positive feedback: Users were able to set-up correctly by themselves with only a few simple graphic images on a poster that comes with the filter. It is easy to use, with the cleaning and maintenance being fairly straightforward. Most CWPs were still in use when the time came to pick them up at the end of the study. This change from initial resistance to satisfaction highlighted for us the importance of aspirational appeal on adoption, which is required before a product can deliver a desirable user experience supporting sustained and correct use. So, we decided to test the aspirational appeal assumption with a targeted product improvement…
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Partners Hydrologic, CambodiaCAD-Based Solutions, USAUNC Watershed, Cambodia
Targeted product improvementsEX
AM
PLE
Presenter
Presentation Notes
TEASER We not only made the product more attractive but we designed the parts, including the ceramic, to nest together for a more compact shipping box in order to lower distribution costs and complexity. This product is currently being prepared for production with a target pilot launch this December, 2010. We will be evaluating sales data for the new and current product to see if the more attractive CWP sells at a significantly higher rate. One thing to note: We are not making any changes to the ceramic filter for this activity; however, we are partnering with Daniele Lantagne and the Ceramic Water Purifier Manufacturing Working Group on research to improve ceramic production consistency and strength. We hope that other CWP producers will benefit from our learning and be able to take advantage of these design improvements since the ceramic filters are produced by various providers. A simple ring adapter makes this product interchangeable and compatible for a variety of ceramic water pots that have slightly different widths.
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Status Update• Molds verified and
shipped to Cambodia.• Production support.• December rollout.
SEED* Assistance• Sales force
management • Segmentation• Retail strategy• Sales tracking• Feedback• Consumer credit
*Supporting Entrepreneurs and Enterprise Development
Exa
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PATH
Presenter
Presentation Notes
The molds are being readied for full production. The product is only part of what is needed, PATH is also providing: Social Entrepreneur and Enterprise Development (SEED) Assistance: Sales-force management and logistics. Consumer segmentation research to direct efforts. Strategy for retail outlets and point of sale promotion. Sales tracking and customer feedback. Consumer credit models.
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PATH Reference Design
Beta test in Andhra Pradesh, India Partner: Cascade Design, USA
Get pic
EXA
MPL
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PATH
Presenter
Presentation Notes
In testing various product designs with users in both India and Cambodia, we found that both our western partners reviewers agreed unanimously on the “best” design and the users in-country agreed unanimously that a different design was “best”. The designs I’m showing here were the choice of the users! In the end, we need to get HWTS right for the end-users—many of whom have very little experience with the notion of household treatment—and to do that we need to interact and learn. TRADEOFFS! My colleague Kevin Flick, will present our approaches to user-centered design in more detail tomorrow.
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EXA
MPL
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Strategy: Combine partner strengths.
• Hindustan Unilever (HUL): product, marketing, and distribution.
• Spandana: reach, relationship, demand aggregation, and credit (payments of $1 or $2 per week).
• PATH: negotiate on behalf of end users, absorb some risk, and evaluate results with Abt Associates.
Gap: Rural, low-income consumers are not reached by commercial HWTS manufacturers due to highdistribution costs and lack of product affordability.
Microfinance (MFI) pilot
Presenter
Presentation Notes
PATH looked for partners who had the interest and the potential to reach low-income populations.
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0%2%4%6%8%
10%12%14%16%
1%
6%
15%
After 11 months
MFI pilot penetration
Market penetration with Pureit product
Baseline
Exa
mpl
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Commitment to scale• Partners plan to replicate in more states using
their own money.• PATH is starting similar models with new partners
in new settings.
Presenter
Presentation Notes
So from a (market-based solution) MBS perspective how good is this? You can see the results here: at baseline only 1% of the Spandana MFI members owned a Pureit device. Within 11 months 15% of the 30,000 members reached through the pilot had purchased a Pureit. These members were relatively low income, compared to HUL’s base PureIt business. Penetration rates in the 4 pilot sites varied from 8 to 35% depending on installment plan options (52 weeks was preferred to a 24-week plan) and run time since some pilots were discontinued after 4 months due to operational issues. Latest Update Immediately scaling up in 3 states with current partners. Likely to scale up to 14 states in next 15 to 18 months. Eventually we have a target reach of 1.8 million HH. We are working with new partners in India and Cambodia to expand the model and are working to find partners that will extend credit beyond their established member-base.
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Antenatal hygiene kits, MalawiEX
AM
PLE
Partners:
PATH
Presenter
Presentation Notes
Recognizing the challenge of generating consumer demand for HWTS products and the need to reach even lower income rural households, the SWP team was intrigued to learn of a pilot project in Malawi that showed high rates of uptake among lower-income households, especially in rural settings. Dr. Rob Quick of the CDC, who is a member of our Technical Advisory Group, has worked with an array of partners in Malawi to test an approach to generating demand that marries interpersonal and social marketing approaches. In 2002 PSI/Malawi started to socially-market a chlorine solution called WaterGuard through media channels such as radio, signs, billboards, etc...
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Antenatal Kit ProgramGap:• Low use of socially marketed
chlorine solution (WaterGuard) especially among rural poor.
Partners’ strategy:• Target pregnant women. • Explain the importance of safe
water storage.• Demonstrate household-based
water treatment options.• Provide three free samples of
WaterGuard (WG) and a safe storage container.
EXA
MPL
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MOH/UNICEF/PSI
Presenter
Presentation Notes
----------------------------- Despite offering it for a low, subsidized price, a CDC 2005 survey of 1600 women found that although 64% had heard of WaterGuard, only 7% were using it at that time. Factors found to be associated with LOWER awareness and use were RURAL residences, lower socioeconomic status, and lower education levels. In 2007 the MOH, UNICEF, and PSI developed a strategy to increase the use of the chlorine in Malawi by targeting pregnant women during antenatal visits, when they may be more open to water treatment promotion messages. The participants received a hygiene kit that contained a free sample of WaterGuard, a safe water container, soap, and oral rehydration solution. The health workers’ education and demonstration of the use of the kit contents was reinforced by home visits of Health Surveillance Assistants and continued social marketing by PSI.
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CDC results: Sustained WaterGuarduse 2010*
* Of the 389 original participants,198 were tracked through 2007, 2008, and 2010 evaluations
Presenter
Presentation Notes
In the interest of learning more about these relatively high rates of adoption and sustained use of free and purchased product, early in 2010 PATH funded the CDC team to conduct another follow-up survey. In the third round, the CDC found a total of 53% of the original ANC participants that were tracked through all three rounds of data collection had confirmed use of WaterGuard or a free chlorine powder from the MOH. 28% of the women who originally participated (and were tracked through all three rounds of data collection) had chlorine residual and WG bottle, and 22% of the respondents with confirmed chlorine residual reported purchase of WG. While usage had dropped over the last three years, the usage rates are still higher than normally observed in implementation projects. Qualitative research conducted by PATH and PSI explored why so many of the participants have continued to use Waterguard or the free chlorine powder. Trusted health care workers leveraged a “teachable moment” and acted as promoters, demonstrators, and influencers. Support of friends and relatives and follow-up by health workers were key. Value proposition was clear to new mothers (observed their kids had less diarrhea). Women opted for both commercially available products and free products
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Thank You!
PATH
Presenter
Presentation Notes
I hope I’ve provided a glimpse of what HWTS users have to teach us if we are ready to listen and interact, making them our most important innovation partners -------------------------------------------- We have described a rationale for seeking market-based solutions, our approach to the work, three case studies that describe our work in more detail, and some very high-level conclusions about why we might better leverage partnerships between public and private sector work in this area. I’d like to start the discussion with a question for you. What are the implications of market-based solutions to your work in HWTS? How does an investigation into market-based solutions begin to intersect with the work that you do in your organizations, companies, and agencies?
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Additional background slides
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1. W
HY
Clasen T. Household Water Treatment: The Challenge of Scaling Up. 2009.
Global needCurrent HWTS efforts: CDC safe water systemCeramic filtersSolar disinfection
Biosand filters
Flocculation & disinfection
Global reach of household water treatment and safe storage (HWTS)
“Current efforts in HWTS are reaching only 7-8 million people, or less than 1% of those without access to safe water.”
-Tom Clasen
Presenter
Presentation Notes
Well, let’s step back for a minute and start with the problem first. According to WHO, “an estimated 1.1 billion people lack access to improved water supplies; many more are forced to rely on water that is microbiologically unsafe.”* According to international experts, less than 1% of those without access are even being reached with current efforts to promote the household water treatment methods listed on this slide. Clearly, the scale of the problem is far beyond what current efforts can handle. There also seems to be ample opportunity to experiment with new approaches that: reach low income populations. provide safe water. achieve correct and sustained use. *************************************************************************** “An estimated 1.1 billion people lack access to improved water supplies; many more are forced to rely on water that is microbiologically unsafe.” World Health Organization, 2005. Progress Towards the Millennium Development Goals, 1990-2005. Geneva: World Health Organization. WHO/UNICEF. Meeting the MDG Drinking Water and Sanitation Target: The Urban and Rural Challenge of the Decade; The World Health Organization and the United Nations Children’s Fund: Geneva, 2006. 2010 MDG report: “In 2008, an estimated 2.6 billion people around the world lacked access to an improved sanitation facility.” (Only percentages offered for access to safe water.)
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WeaknessesLess innovation, responsiveness, efficiency
PATH’s historical focus SWP market-based approaches
StrengthUser access based on need
Strengths Innovation, responsiveness,
efficiency, sustainability
The public/private spectrum:Where is the sweet spot for achieving impact, scale, and sustainability?
WeaknessesUser access based on
demand and ability to pay
Private provision
Public provision
1. W
HY
Presenter
Presentation Notes
As many of you know, working with the private sector is a core part of PATH’s DNA. In many ways, the Safe Water Project approach is similar to PPPs PATH has developed over the past 30 years. However the SWP is different in one key regard. In most of PATH’s public-private partnerships PATH anticipates aggregated public-sector demand and purchase—as is the case, for example, with vaccines purchased by UNICEF. However the Safe Water Project anticipates purchase decisions at the household level—not at the aggregated public-sector demand level. We view this as an expansion of PATH’s strategy, not a wholesale change. But we understand that increased emphasis on the private sector yields benefits but also some challenges. For example, MBSs cannot be expected to reach the poorest of the poor. PATH’s goal is to find a sweet spot** that allows the private sector to earn a profit, unlock the benefits of a MBS (innovation, responsivess, and efficiency), and reach as far into the BOP as possible. **I wonder if the word is too precise—are we looking for a spot or are we inviting more people into new territory. Maybe we’re looking to create space for collaboration somewhere in the middle of this spectrum?
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Commercial sector
Public sector
$1 to $5 per day
What do we mean by “low income”?
Market-based solution sweet spot?
$1 per day
$5 per day
1. W
HY
Presenter
Presentation Notes
According to the World Bank, 1.2 billion people live on $2–5 per day. 1.6 billion live on $1–2 per day. As already acknowledged, we don’t expect MBS to reach the most vulnerable populations (those living on less than $1/day). But we do aim to see how low we can go in meeting safe water needs of those living on $1-5/day. We think this group of $1-5 per day has the most promise to catalyze (or to benefit from?) a commercially-sustainable market, and that ultimately these approaches could be combined with public sector initiatives to reach at-risk households. The global income pyramid (submerged market information and diagram) is from “Business Solutions for the Global Poor” book (by Rangan, et al.), but the info about the pyramid itself references the following: World Bank. World Development Indicators 2001. Washington, DC: World Bank, 2001. Prahalad CK, Hart SL. The Fortune at the Bottom of the Pyramid. Strategy and Business, 2002:1-14.
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Microfinance (MFI) PilotLeveraging Partner Strengths
PATH
PATH
Presenter
Presentation Notes
Our starting assumption in this project 3.5 years ago was that effective products were available, but not widely used by low-income consumers, and approaches to reaching them were not scalable or sustainable. So we spent a lot of time up front exploring different potential distribution models that had the potential to reach a lower-income consumer. Today, I’m going to tell you about one of five current distribution-model pilot projects underway—a microfinance model in India with Hindustan Unilever, one India’s largest consumer product companies, and Spandana, the second largest microfinance institution (MFI), which reaches about 4 million households.
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Tactics: • HUL along with Spandana’s loan officer
gives sales presentation to existing borrowing groups.
• Spandana consolidates orders for HUL.
• Spandana extends credit to consumers.
• HUL delivers products, trains on use, and provides ongoing support to household users.
How does MFI provision work?
Presenter
Presentation Notes
4 locations in Tamil Nadu. 30,000 HH. Various installment schemes. $1/ week installment, $2/week.
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Insights from pilot
Since HWTS is a new concept, direct selling is effective, though costly.
Collaborative distribution model can increase reach and reduce cost of distribution.
Lower distribution cost can be passed on to consumers via lower interest rates.
Consumer financing helps increase affordability; positive word of mouth spreads the demand further.
Partner strengths make streamlined model possible.
Presenter
Presentation Notes
Since the HWTS is new concept, direct selling is a more effective mode of selling, but it is costly. Collaborative distribution models, such as the ones tested by PATH, have the ability to increase reach and bring down the cost of distribution. This model is efficient. The potential customer platform already exists. MFI aggregates customers. And all potential customers have a financing scheme available! Moreover, lower distribution cost can be passed on to end-household consumers. Financing is possible on very attractive terms because of the MFI model’s higher efficiency versus direct sales (HUL’s primary channel for Pureit). Note: 12.5% is of cost the interest rate charged. This is one half to one third of usual MFI rates in India. Since the distribution cost is lower, the manufacturer can also pass on the cost saving to MFI, who in turn can subsidize the interest rate to end customer. Or the same can be used for demand generation activities. Consumer financing greatly increases affordability. The sustained use of a product in the community can help generate positive word-of-mouth. The model is a win-win for all involved—there is a case to scale–up. Partners are scaling this on their own and have a significant investment planned in the next 3-6 months. Note: Grounding message: We can't scale this with every single MFI. These two partners are very unique. Not all MFIs are like Spandana.
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SWP target market (SEC C, D, E1)
Indian urban households by SEC*
* Source: IRS R2, 2009; SEC distribution in Urban India
HUL target market (SEC A, B)
2. L
EA
RN
ED
Presenter
Presentation Notes
Here, I have included uptake rates within each SEC. SEC C has been separated from A & B; SEC E1 and E2 have been separated since E2 is not part of our target group.
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Spandana clients who purchased Pureit by SEC*
A&B: 18%
C: 18%
D: 12%
E: 9%
*Based upon data from an Abt survey profiling four Spandana branches.
2. L
EA
RN
ED
Presenter
Presentation Notes
Here, I have included uptake rates within each SEC. SEC C has been separated from A & B; SEC E1 and E2 have been separated since E2 is not part of our target group.
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SEC A/B, 4
SEC C, 35
SEC D, 32
SEC E1, 11
SEC E2, 18
Socioeconomic profile of Spandanapurchasers
Purchase rates by SECSEC distribution of
purchasers
*Based upon data from an Abt survey profiling four Spandana branches.
18.2 18.1
12.4
8.8 9.2
A/B C D E1 E2
2. L
EA
RN
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Presenter
Presentation Notes
To clarify the difference in the two graphs, the graph on the left shows the uptake (purchase) rates within each SEC (i.e., among Spandana clients who are in SEC A/B, 18.2% purchased Pureit). However, very few of the Spandana clients are in SEC A/B. So, in the graph on the right, you see that among all the Spandana clients who purchased Piureit, 4% are from SEC A/B.
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Extending the learning
• HUL and Spandana scale-up.• More states, more partners,
and new/additional products in India.
• New product and MFI partners in India.
• Diverse product options and reach beyond MFI membership.
• PATH MFI pilot in Cambodia.PATH
Presenter
Presentation Notes
Latest Update: Immediately scaling up in 3 states with current partners. Likely to scale up to 14 states in next 15-18 months. Eventually, we target to reach 1.8 million HH.
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Key insights* from Malawi pilot• Trusted health care workers
leveraged a “teachable moment” and acted as promoters, demonstrators, influencers.
• Support of friends and relatives and follow-up by health workers were key.
• Value proposition was clear to new mothers.
• Women opted for both commercially available products and free products.
*Qualitative follow up research
PATH
Presenter
Presentation Notes
In order to understand these results, PATH and PSI conducted qualitative research to figure out what factors drove such highly-sustained use. The results of our qualitative research suggest that continued Health Surveillance Worker visits and messages, support from husbands, communication were important factors. Women who sustained use of the product observed that their family suffered less from diarrhea which increased the value of the product to them. Lastly, even though an alternative product was sometimes available for free, some women opted to purchase WaterGuard available in the market. Offering households a range of options enables people to better sustain a healthy behavior within their means and offsets some of the costs of pure public provision; this allows for more targeted application of government or donor funds.
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CDC results: sustained WaterGuard use 2008
(program participants*)
*Of the 389 original participants, 330 were tracked from the 2007 baseline through to the 2008 evaluation.
**p<0.0001, using baseline as the referent.
5% 1% 1%
73%62%
33%
Residual chlorine** Observed WG use** Observed WG use and WG purchase**
2007 Baseline 2008 Follow-up
2. L
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Presenter
Presentation Notes
At the end of the free give away period in 2008, 73% of the women who were tracked from 2007 to 2008, had residual chlorine in their water from either WaterGuard or a free chlorine solution provided by MOH health workers that visit door-to-door to promote various health practices. 62% of the tracked women had observed use of WaterGuard, meaning a bottle was observed in the home that the respondent reported having used within the last two days. 33% of these women that had observed WG use also reported having purchased the product.
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