In Lagos, a city of over 17 million people, water demands are mainly being met from tapping the groundwater that lies beneath the city. Boreholes provide water directly at people’s homes or business premises. Borehole construction is being paid for by householders and businesses themselves. Water vendors, selling water in jerry cans or trucks are also prolific. Given the limited reach of the piped infrastructure, much of the water vended is likely to also originate from below ground. In fact, exploitation of the large, relatively shallow aquifers that lie below Lagos is one of the main reasons that the city can continue to grow at all.
I’ve just returned from Liberia, where Kerstin Danert and I, together with Caesar Hall and Jenny Schmitzer are coaching, training and mentoring staff across from government agencies to prepare the first a Sector Performance Report (SPR) for Liberia. Ultimately, this this could become an annual report for the whole WASH sector across the country. It pulls together data from different sources and provides the evidence base for making decisions decisions and prioritising at the second annual Joint Sector Review (JSR) – a two day workshop of around 200 stakeholders that will happen at the beginning of May.
The approach, in this form, was pioneered by the Ministry of Water & Environment in Uganda ten years ago. A decade later, it is the primary mechanism for coordinating WASH actors across government, NGOs and Development Partners, and for reporting activities, outcomes and priorities for the coming year in Uganda.
This is not an easy. It has been a challenging, but rewarding, process and it has been a long journey for Uganda, and Kerstin was there, coaching and cajoling for the first seven SPRs (SSOZI, D. and DANERT, K.,2012). For this reason, the Water and Sanitation Program (WSP) invited us to Liberia to support the government as they start on this long journey.
Similar to Uganda when it started, Liberia is now a decade clear of a long and often brutal civil war. The physical and government infrastructure, which was weak to begin with, was largely destroyed and the social scars still have a rawness. Liberia has a unique history in that it was founded by American freed slaves, but resentment between Americo-Liberians and those of indigenous descent added fuel to the fire of the brutal wars that took place between 1989-96 and 1999-2003.
The current president, H. E. Ellen Johnson Sirleaf, was the first woman to be elected as a head of state in Africa and she has been a unifying voice both at home and abroad. She is also the UN Goodwill Ambassador for Water, Sanitation and Hygiene (WASH) so the sector has a champion at the highest level.
However, responsibility and scarce resources for WASH are split between around nine different ministries and government agencies. Policy and strategy has been established, thanks to strong support from UNICEF, WSP and bi-laterals such as IrishAid,and USAID. There are also several other development partners in the country . However, implementation through government has been slow, for example the rural water division of the Ministry of Public Works has no budget for implementation for the current year. Stuff is happening: water and sanitations systems are being built and hygiene and CLTS is going on at quite a large scale, but it is NGOs, not government who are doing the spade work.
Is this a problem? Short term maybe not, because the needs of the people are great, but without a strong, capable government there can be no end to dependence on international aid funding international NGOs, neither of whom are directly accountable to the people or leadership of Liberia. We shouldn’t expect the private sector to ride the rescue either: where there is social and environmental responsibility, a fair, strong Government regulator is essential.
Information flows: so that stakeholders really know who is doing what, and where so that collaboration is improved and duplication avoided.
Writing: literacy, touch-typing, analytical thinking; articulating persuasive and logical arguments; self-critical review and proof reading.
Presentation: structure, content and timing, voice and body language, listening and responding.
These, and many other communication and analytical skills, seem so obvious that surely to consider them in the context of experienced, national government staff could be considered patronising. However, during the war they would have been less worried about using PowerpointPowerPoint and more worried about avoiding the likes of ‘General Butt Naked’ (CNN report). Fragile States are exactly that.
While many of the staff we have met are knowledgeable and committed, there is need to build morale and confidence; so even they not only improve their reporting and analytical skills but also have the confidence to really commit them to paper.
So what’s the answer? Perhaps hire some international consultants to come in and write a thick report “for government”. WSP didn’t want us to do that and there was no way we going accept the task if that had been the case. The 2014 Liberia SPR will be written (mostly, though not entirely) by Liberians.
To achieve that, where capacities are low, and experience lacking we ran a four day writing course then followed up remotely, and in person, with each team of writers who were charged with creating thematic mini-reports on rural water, sanitation, hygiene, gender, urban water and sewerage, solid waste management and water resources.
This is a tough process for all involved. For the ministry staff, they have been chasing around bringing together the data and activity reports that are often scattered around their organisations or guarded. In certain cases, the process uncovered new data sources from Government officials – in particular the data collected through surveys and publishes by Liberia Institute of Statistics and Geo-Information Services (LSGIS).
However, the pleasure came from seeing the final product start to emerge and the shared sense of accomplishment.
So have we strengthened the capacity of the WASH sector to go it alone? No. Clearly not, and as I write this I still don’t know whether this approach will work, but the process so far as proved to be as valuable as, hopefully, the final report will be. The international community will still have a crucial role in tackling the chronic poverty found across Liberia, but that role needs to diminish with time as Liberian institutions take over.
From what I experienced, I saw the importance of education and mentoring to develop skills and confidence to discharge duties effectively, but that alone is not enough. Karwee Govego, Director of Rural Water, complained that their best staff get poached by NGOs. That ‘brain drain’ is inevitable as long as salaries and morale are low, management and mandates are disorganised, and career paths are determined by more than than merit.
Love it or hate it, government is essential; to build a strong, competent one in Liberia is going to take a lot of teamwork, hard graft and getting the basics right.
Over the past year, there has been quite a bit of buzz in the WASH sector on the sustainability clause that DGIS seeks to include in its contacts with implementers. The pros and cons of this have been widelydebated . A key component of the clauses is to have sustainability checks as a way to verify whether sustainability criteria are being met. One of the sessions at the “Monitoring Sustainable WASH Service Delivery Symposium” focused on this kind of approaches, looking back at past experience and at the future outlook for them. Particular emphasis was given to the experiences of two bilateral donors who have been leading the way in this: USAID and DGIS, as well as their partners.
As part of that UNDP and the World Bank established a joint Water & Sanitation Program (WSP, which still exists as part of the World Bank) and one of its flagship projects was the Hand-pump Project, led by Saul Arlosoroff, which rigorously tested all the hand-pumps around the world that they could get their hands on. Their final report “Community Water Supply: the Hand pump Option” (1987) is still the defining text in hand-pump literature.
The hand-pump project also defined Village Level Operation & Maintenance (VLOM), the concept of making hand-pumps easier to maintain by the users so that minor breakdowns could be repaired quickly. The India Mark II was not a VLOM pump because it required specialist tools and some skill and strength to make repairs to the pump cylinder down in the borehole. This was addressed through a design revision, imaginatively called the India Mark III. However the hand-pump team throught they could still do better and so two handpump design projects began.
In the mid 1960s, drought ravaged India, and the Government of India asked UNICEF for help with improving access to water through borehole drilling. In the following years, the emergency drilling campaign evolved into a broader national programme to improve rural water supplies, but the attention was focused on the drilling and the boreholes. No one gave the hand-pumps that went on them much thought. That all changed in 1974.