Opening Doors Stewarding Change - Pakistan Country Programme Strategy 2016-20
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Opening
Doors
Stewarding
Change
Pakistan
Country Programme Strategy
2016-20
WAP Country Programme Strategy
2016 -2020
1
Our vision is of a world where everyone has access to
safe water and sanitation.
Our Mission is to transform lives by improving access to
safe water, hygiene and sanitation in the world’s poorest
communities. We work with partners and influence decision
makers to maximise our impact.
Contents
Introduction.............................................................................................. 3
Getting to Everyone Everywhere ............................................................ 5
Redefining the Challenge ........................................................................ 9
Road to Change .................................................................................... 12
Delivering Change ................................................................................. 15
Approaching Change ............................................................................ 17
Sustaining Change ................................................................................ 19
Measuring Change ................................................................................ 20
Bibliography............................................. Error! Bookmark not defined.
WAP Country Programme Strategy
2016 -2020
2
WAP Country Programme Strategy
2016 -2020
3
Introduction
Lack of access to WASH services and awareness directly
affects the health and well-being
of a country’s most vulnerable citizens.
WaterAid in Pakistan (WAP) carries WASH service delivery, for hygiene
forward global organisational mission education and for coordinating inter-
of ensuring universal access to safe sectoral coordination.
water; sanitation and hygiene (WASH)
to “everyone everywhere by 2030”. Our strategic aims will be realised by
creating informed opinion,
The availability of WASH as a human knowledge-sharing, and
right is an essential determinant of demonstrating viable WASH models
quality of life in a population. It is a in partnership with community-based
measure of a nation’s priorities. It counterparts, augmented by strategic
reflects social equity and good investments in technical assistance
governance; policy direction and and inter-disciplinary collaboration with
resource allocation. government and other stakeholders.
In Pakistan’s fast-changing and Grounded in WaterAid’s Rights-based
sometimes challenging work approach, our five strategic aims will
environment, we are positioning to deliver lasting change that we
open doors for stewarding change. believe, will bring universal WASH
Our envisioned change will strengthen access to Pakistan’s most vulnerable
existing state systems including groups
WAP Country Programme Strategy
2016 -2020
4
WAP Country Programme Strategy
2016 -2020
5
Getting to Everyone Everywhere
WAP’s work environment in Pakistan is dynamic
and often challenging, but remains predictable
for the purpose of our five-year strategy.
Ensuring WASH rights to the 50 have transitioned to cities in 2030,
percent Pakistanis living on less further stretching water and sanitation
than 2 US dollars a day, is an systems.
important step towards pulling them
out of poverty, and enabling them to Inadequate public investments in the
enjoy an acceptable standard of well- maintenance and renewal of public
being. infrastructure in mushrooming urban
settlements particularly affect water
Pakistan loses 343 billion Rupees to and sanitation services. Patronage-
healthcare costs and lost income driven alternatives are available only to
because of water-borne disease. This the rich.
money is better spent on social
services that add to the quality of Every year 3 million Pakistanis suffer
life for citizens. from Human Development
waterborne Pakistan is currently ranked
Pakistan is culturally and linguistically diseases out 146th out of 187 countries in
human development.
diverse, with an equally varied set of of which 1
Half the population lives in
political viewpoints. A third of its 186 million die. poverty, with 30% more being
million inhabitants, are classified as 25-30 vulnerable.
Access to opportunities for
‘desperately poor’, and despite their percent of
women imperceptibly
agrarian heritage, comprise the most the country’s increasing
rapidly urbanising population in hospital 30% of education targets
have been achieved.
South Asia. Half the population will beds are Half the people in Pakistan
have transitioned to urban
areas.
WAP Country Programme Strategy
2016 -2020
6
occupied by patients suffering from But perhaps the most serious issues in
water-borne disease. Overall 53,000 Pakistan that stand in the way of
children die each year due to diarrhoea change are related to its socio-political
and 60 percent of all infant deaths milieu. Any improvements to apex-
occur due to unsafe water. level accountability, policy
consistency, resource-allocation
The economy is edging back up from and civic participation would
the strains of internal strife, buoyed by transform the political landscape for
major foreign investments. Long- the better.
stagnating human development
indicators show revival but still lag in A major proportion of national
comparison to neighbours. Pakistan resources goes to non-development
appears 146th on the Human uses at the expense of much-needed
Development Index. investments in human development
and social services infrastructure.
The steadily emerging climate change Allocations often remain under-
factors are adversely affecting utilised.
geographic landscape and seasonal
cycles. Natural calamities, such as the Meanwhile, the access gap continues
2005 Kashmir earthquake, take their to widen, leaving more and more
toll. Pakistan’s sizeable flood plains people without essential WASH
remain at a high risk of flooding. The services. This exacerbates inequality
2010 mega-flood inundated one fifth of and discrimination that has led to
the country, and uprooted 20 million violent reactions over recent years.
people. Smaller floods returning
every year, continue to destabilise On balance, Pakistan’s overall
livelihoods, deplete frayed situation has remained largely
infrastructure and add to the burden unchanged in terms of national policy
of disease. direction, economic environment, or
human development.
Pakistan’s Economy
From a steady 7%-plus annually through the 1990s, economic growth
dipped to 1.6% in 2010 before its present 4.24%.
Income per capita, currently USD 1,512, traditionally higher than its
neighbours, has fallen behind.
Foreign direct investment, which peaked at USD 5.4 billion in 2007-08, saw
only USD 87 million in the first quarter of 2013.
External debt, during this time has risen to over USD 50 billion, as a result of
a balance-of-payment bail-out by the International Monetary Fund.
WAP Country Programme Strategy
2016 -2020
7
WAP Country Programme Strategy
2016 -2020
8Redefining the Challenge
WASH successes stand alongside sobering statistics
about poor water quality and unimproved sanitation and
hygiene practices that cause widespread disease and
death.
Pakistan 1.6 million disability-
Pakistan has ramped up WASH adjusted life years (DALYs).
performance in recent years. It
reported meeting targets for the Access notwithstanding, safe water is
Millennium Development Goals, and the main challenge. Water quality is
tops the current WASH Performance at the root of Pakistan’s poor health
Index released by the Water Institute statistics.
at UNC Chapel Hill.
Less than 20 percent of the
Overall, 91 percent of Pakistanis available water is safe for drinking.
have access to improved water, and Overall, 70 percent of Pakistanis use
64 percent to improved sanitation. untreated water. Only 8 percent of
Examples of community-led sanitation urban sewage and less than 1
services such as the Orangi Pilot percent of industrial effluent are
Project, and lately, open defecation- treated before disposal.
free (ODF) communities, have
achieved wide recognition. Pakistan features among the top 5
victims of diarrheal deaths. 4 percent
These successes indicate a positive of the national GDP is lost to
trajectory. But they stand in sharp substandard WASH systems. That’s
contrast to the overall state of almost 244 billion Rupees.
health and wellbeing in the country.
The burden of disease costs The total economic burden of
substandard WASH systems is 343
WAP Country Programme Strategy
2016 -2020
9billion rupees. That’s almost 4 percent From legislators, policymakers and
of the national GDP. Health costs top-level officials to government offices
amount to 87 percent of this total and local administrations, to local
economic cost (299 billion rupees). opinion leaders, media and the person
That’s 800 million rupees per day. on the street, our strategic objectives
will address everyone.
Something has to change. And it has
to do with how people understand the Our actions will focus on building
relationship between WASH and greater understanding that leads to a
health. That WASH is not simply an change in thinking about WASH. This
engineering or public health or changed thinking will drive
behaviour change issue alone. collective action. And the resulting
critical mass will build momentum for
This change in understanding is lasting change in the way people
central to WAP’s strategy. Our entire demand WASH rights, and the way
effort over the coming five years, WASH services are delivered.
therefore, will be on building
understanding among all Redefining the challenge this way
stakeholders and mobilising them to drives our strategy for change.
play active role in the change process.
WAP Country Programme Strategy
2016 -2020
10WAP Country Programme Strategy
2016 -2020
11Road to Change
A rights-based approach and existing alliances
position WAP at a relative advantage and places our
vision of desired change within grasp.
Pakistan’s WASH sector reality is Our understanding of Pakistan’s
characterised by relatively weak WASH reality and our experience of
sector governance, lax policy advocacy and technical support as
implementation mechanisms, a strategic investments towards
culture of patronage, fragmented change indicate three critical areas of
service delivery, unclear delegation programme competence to strengthen
of responsibility, and inadequate over the coming five years.
technical capacity to mount
integrated WASH initiatives among key The first, is promoting innovative and
stakeholders. replicable WASH models and
approaches that can be scaled up
Changing any of these is clearly through strategic multi-level
beyond any single actor. However, partnerships, backstopped by
WAPs experience indicates two experience in a number of countries,
principal conditions, which when technical expertise, and a uniquely
met, help usher in change. One is a WASH-focused mandate.
continued emphasis on effective and
culturally appropriate advocacy The second, is being able to cross-
approaches and opinion-leadership. integrate WASH with other relevant
The other is high quality technical disciplines for wider, more sustainable
support to refining and testing service- impact, particularly in healthcare and
delivery models and effective education, reducing duplication or
outreach. redundancy.
WAP Country Programme Strategy
2016 -2020
12The third, is a capacity to lead organisations to be to deliver
discourse on WASH rights and build inclusive WASH services cost
coalitions around approaches that effectively and accountably.
inspire others by demonstrating the
3. Bridging disciplines for WASH
quality of their impact. impact: responses to WASH
issues lie in diverse disciplines
WAP is clear that converting these
such as health, nutrition and
particular strengths into programme education that do not routinely
success requires articulating a interact. There is a need to build
convincing change pathways that lead cross-disciplinary linkages so that
to WAP’s desired change in a manner practical WASH solutions can be
that fits the unique Pakistani context, developed jointly and delivered
while remaining true to the direction set seamlessly.
by WaterAid’s Global Strategy 2015-
4. Enhancing WASH sector
20.
coordination: with understanding
As such, WAP will realise its vision of and awareness increasing,
change by working to meet five institutions developing to respond
strategic objectives that deliver impact seamlessly, delivering WASH
by meeting five needs: solutions, the need arises for
improved coordination among
1. Ensuring WASH rights for the peers and counterparts in the
most vulnerable: WAP sees WASH sector.
WASH as a rights issue, and sees
an acute need for helping bring 5. Promoting WASH as continued
about greater understanding national priority: with WASH
among right-holders as well as sector stakeholders better aware,
duty-bearers about their respective integrated, equipped, and
rights and responsibilities. motivated, there is a need to
establish and maintain ownership
2. Developing institutional and stable resourcing of WASH
capabilities for WASH: in tandem services delivery by government
with increased understanding, decision-makers so the growing
emerges the need for state momentum is sustained.
institutions and community
WAP Country Programme Strategy
2016 -2020
13WAP Country Programme Strategy
2016 -2020
14Delivering Change
Five strategic objectives that lead to desired change in a manner
that fits the unique Pakistani context, remaining true to
WaterAid’s Global Strategy 2015-20.
The change we envision is all about
creating the widest impact for the We are convinced that by investing
most marginalised. We visualise five effort and resources in achieving our 5
distinct but fundamentally integrated strategic objectives, we will change the
strategic objectives that we believe, present environment into one where
will achieve the desired change. the least empowered can freely
access WASH services.
At the end of the strategy period we
wish to see WASH services within Strategic objective 1: To ensure that
reach of even the most vulnerable of those most vulnerable are able to
populations. exercise their rights to WASH
services, and learn to assume
We wish to see these services responsibility for sustaining them.
delivered through well-integrated This objective comprises of three lines
state-run systems in partnership with of action packages that will help
local communities, in ways that are promote WASH rights for the most
inclusive and cost-effective. vulnerable. The first will be to assist
legislators to mobilise and articulate
These pathways emerge from our for WASH reforms in parliament. The
understanding of the WASH context second will be technical inputs into
in Pakistan, and our experience with state mechanisms for increasing
government, civil society, academia, awareness and capabilities among
and entrepreneurs in a dynamic stakeholders. The third will be
environment. developing criteria for engagement in
humanitarian situations.
WAP Country Programme Strategy
2016 -2020
15Strategic objective 2: To strengthen the benefits of cross-disciplinary
institutional capabilities of key collaboration.
stakeholders for delivering inclusive
WASH services effectively and Strategic objective 4: To contribute
sustainably. tangibly towards an enhanced state of
The objective addresses institutional coordination within the WASH sector.
capabilities, with two specific lines of The objective seeks a line of action that
action helping strengthen delivery contributes tangible inputs into
partners to offer inclusive and cost- enhancing sector coordination
effective WASH services. One will mechanisms between the various
contribute to defining roles and government departments, community
responsibilities for WASH partners, and funders engaged with
governance and implementation. WASH-relevant initiatives, by
The second will develop and contributing meaningfully to ongoing
document WAP’s district-wide dialogue.
approach (DWA) model in a form that
it can be shared for replication. Strategic objective 5: To help secure
and sustain priority status for the
Strategic objective 3: To actively WASH sector within Government
seek to cross-integrate WASH best agencies and programmes.
practices through partners in relevant The objective pursues two lines of
disciplines and sectors, particularly action seeking to secure and sustain
Health & Hygiene. priority status for the WASH sector
The objective focuses on a line of action within government. The first engages
that builds cross-disciplinary with decision-makers in government so
cooperation to achieve WASH impact, they continue to champion WASH as
particularly hygiene & public health, a development and fiscal priority. The
and education & WASH knowledge second lobbies for WASH-specific
management, culminating in joint budget allocations at the national,
WASH programmes that demonstrate provincial, district and local
government levels.
WAP’s DESIRED CHANGE
Those most vulnerable are able to
realise their rights to access sustainable
WASH services, effectively delivered
through collaborative, well-integrated
mechanisms
WAP Country Programme Strategy
2016 -2020
16WAP Country Programme Strategy
2016 -2020
17Approaching Change
Our global vision, deriving relevance from critical analysis,
delivered through community-focused models,
and advocacy for behaviour influence at key levels.
WaterAid’s programming emphasises
partnerships, rigorous analysis, and All three are guided by a globally
cross-innovation so essential to consistent normative framework,
driving change. We see underscored by WAP’s internal
transformational change as actions capacity to define, design, implement
that address causes of uneven or and learn.
compromised WASH services within A critical cross-cutting driver for the
context. Our strategy prepares us for three programme thrusts is further
it. building internal capacity –
Our programme approach stands on systems, processes and individual
three mutually reinforcing thrusts. skill-sets – for staff and organisation.
The first one is to motivate and As we gear up for delivering on our
inspire, the second is to demonstrate strategic targets over the next five
viable programme interventions, and years, we rely on the quality of these
the third is to implement them with very internal resources.
partnerships and outreach by
providing technical assistance to
relevant government institutions.
WAP Country Programme Strategy
2016 -2020
18Sustaining Change
Resource plan summary in two sentences here.
Placeholder to add content
WAP Country Programme Strategy
2016 -2020
19Measuring Change
M&E plan summary in two sentences here
WAP Country Programme Strategy
2016 -2020
20You can also read
