Editor’s Note: This guest blog was authored by Muna Wehbe, CEO of the Stars Foundation in the UK. Last month on WASHfunders, Muna described the Foundation’s annual Impact Awards program -- which recognizes outstanding organizations working to improve the lives of children – and explained the reasoning behind their decision to add a category for WASH. This month Muna is back to announce the 2013 winners in this inaugural category!
Today, I can announce the inaugural winners. But not before I attempt the blogging equivalent of a tension-building drumroll…
The Impact Awards recognise and reward effective, well-managed local organisations working to transform the lives of vulnerable children. Using a rigorous selection process developed with PricewaterhouseCoopers LLP, we assess applicants against criteria that together reflect hallmarks of effective practice in development. This includes administration and finance, governance, innovation, delivery and impact.
And while the process ensures we identify outstanding local organisations improving the life chances of children in the countries with the highest rates of under-five mortality, that can be where the similarities among the organizations end.
This initially seemed true when comparing Stars Foundation’s first ever WASH Impact Award winners:
Water School Uganda (Impact Award winner for WASH, Africa-Middle East) has operated in Uganda since 2007. Its annual income is approximately US$400,000 (our threshold is US$200,000), and there are just 13 full-time members of staff. The organisation uses SODIS technology (solar water disinfection) and ‘Tippy Taps’ to help with proper hand-washing as some of its key interventions.
Gram Vikas (Impact Award winner for WASH, Asia-Pacific) on the other hand, has been working in India since 1971. Its annual income is roughly US$2million, and it has more than 350 staff members. Gram Vikas’ model relies on 100% community participation to change defecation behaviour and hygiene practices, building Indian-style toilets and bathing rooms and piping clean water into every home.
But despite these differences in organisational heritage, budget, size and intervention method, both are doing remarkable things to improve the water access, sanitation facilities and hygiene practices of their communities.
In fact, as you dig deeper, it’s striking just how similar these two organisations are, as they both rely on pillars of community-led development to deliver life-saving results:
Both organisations seek to ensure sustainability of their programmes through engendering community ownership. Water School Uganda mobilises a network of volunteers, Village Health Teams and school WASH clubs. And Gram Vikas establishes committees made up of village representatives, with the expectation that the entire community contributes (financially and otherwise) to the building and maintenance of WASH interventions.
- Environmental context
Each organisation works hard to ensure the programmes they run are responsive and sensitive to the community context as well as the natural environment. Water School Uganda’s use of SODIS solar-powered technology to disinfect water is easy to use and affordable for the poor, rural communities in which they operate. Part of their work includes the construction of composting pits to help with food waste disposal and encourage ground fertility. Wastewater from Gram Vikas bathing rooms is used to irrigate community gardens, and families plant soft-rooted trees like banana and papaya trees near toilet leach pits. In both cases, this has led to better nutrition results for beneficiaries.
- Entry-point intervention
I don’t need to preach to anyone here about the multiplying effects WASH interventions can have on the health outcomes amongst vulnerable communities. But its effects on education are equally felt. Since Gram Vikas introduced piped water into households, limiting the burden of domestic chores on girls, the organisation has seen an 80% increase in school attendance. In a 2010 study of Water School Uganda’s programmes, major reductions in cases of diarrhoea and dysentery were followed by an increase in school attendance of up to 25%.
Access to water is about dignity, and both organisations see safe water and sanitation as a right for all members of their communities. Sixty percent of Gram Vikas’ beneficiaries have been from ‘Scheduled’ tribes and castes – families who have faced social discrimination and marginalisation for centuries – but the 100% community inclusion policy ensures every family, regardless of social standing, takes part in their programmes. Water School Uganda does a great deal of work in secular or multi-faith schools to ensure hygiene and sanitation messages are being communicated to minority groups as well.
Another similarity is that neither organisation has ever received unrestricted funding. Part of the Impact Awards prize package is US$100,000 of unrestricted funding (as well as US$20,000 in consultancy services and additional media and PR support), and both will now begin the exciting work of planning how to direct that funding to grow, to innovate, to strengthen internal systems, and become more resilient against external risks.
This is the part we are always most excited by at Stars Foundation, watching Impact Award winners unlock their own potential through the catalytic effect of flexible funding. I look forward to reporting back here on this blog about the work our inaugural WASH winners achieve.
Representatives from Gram Vikas and Water School Uganda will join winners in the remaining three Stars Impact Award categories – Health, Education, and Protection – at the annual Impact Awards ceremony at Kensington Palace in London on December 14.
Editor’s Note: This guest blog post was authored by Ben Seidl, program director at World Water Relief, an NGO launched in 2008 with the goal of bringing sustainable water purification solutions to people in developing nations. In his post, Ben discusses the push for better monitoring and evaluation (M&E) in the WASH sector and the challenges and opportunities that this trend presents for small NGOs. Ben emphasizes the importance of local engagement as the key to both effective M&E and, ultimately, project sustainability.
As the WASH sector continues to expand and strengthen its role in global health, the sector’s trends and objectives have become more data-oriented and results-focused. Mobile, field-level technology has enabled NGOs to undertake data processing and monitoring of water resources in real-time…a practice that was previously only afforded to large municipal utilities and corporations. While this technological leap has ushered in a new era of transparency and reporting, there are some fundamental building blocks of sustainability that are beyond data.
Human capital is still the true driver behind sustainability and M&E in the WASH sector. Local, dedicated stakeholders are the true source of long-term sustainability and accurate, reliable monitoring and evaluation. Without the involvement of these local community stakeholders, the sustainability of any WASH project will undoubtedly wither over time.
As Program Director for World Water Relief in the Dominican Republic and Haiti, my team and I are tasked with building a responsive and flexible monitoring program to ensure that our projects are creating measurable impact and consistent WASH service delivery. World Water Relief is an NGO with limited manpower and resources. Thus, we are faced with the challenge of producing high-quality WASH projects with a high level of feedback and sustainability on a shoestring budget.
Without the funds for advanced technology and data collection, we are tasked with finding alternative ways to ensure that our WASH projects are meeting these three criteria:
I) Beneficiaries’ needs
II) Industry and international standards
III) Donor expectations
To address each of these criteria in a cost-effective way, we need to craft local, low-technology relationship networks to implement and feed our data and sustainability measures. As an organization of less than ten employees, we depend on the passion, dedication, and involvement of the stakeholders in the communities we work in to be the drivers behind our sustainability and M&E initiatives.
One such program we employ in both Haiti and the Dominican Republic is the Youth Water and Hygiene Club. This type of school-based youth programming has been championed by the WASH sector as an intervention capable of providing youth with leadership training, experiential learning, and an in-depth opportunity to learn and practice water, sanitation, and hygiene solutions firsthand. Our Youth Water and Hygiene Club has been both catalyzing for the participating youth and beneficial to the schools and communities they serve. Students are empowered to be active participants in improving and maintaining the World Water Relief WASH infrastructure in their respective schools and communities. This means helping to clean drinking water stations and hand washing stations, chlorinating potable water holding tanks, initiating trash and recycling collection, teaching WASH principles to student peers, and providing direct monitoring and feedback on WASH service delivery.
The second benefit of a school-integrated program like this is that M&E is conducted on a daily basis at each WASH in Schools site. The Youth Water and Hygiene Clubs provide detailed and dedicated reporting on the status of their schools WASH projects. The World Water Relief program mangers in both the DR and Haiti are in daily communication with the club officers and have frequent regional meetings that feature 82 youth from 16 schools. These meetings provide an excellent opportunity for club leaders to learn from each other and for World Water Relief to continue empowering an inter-connected network of dedicated WASH youth.
The ultimate goal of WASH M&E initiatives is to provide insightful field-level information and analysis that drives accurate and timely project oversight. Ideally, WASH implementers are then able to relay these informative reports to donors and stakeholders in order to prove the efficacy of WASH projects around the world. The rapid progression of technology over the past decades has greatly enhanced the sector’s ability to create and share these important results. However, when we think about sustainability and evaluation, we must remember that data and observation can only take us so far. True sustainability still lies in the hands of the local users and stakeholders.
As the WASH sector moves forward in its pursuit of real-time tracking and evaluation of project efficacy, we mustn’t lose sight of the ability and potential of end-user involvement. Data can inform and guide, but the root of sustainability is still built through long-term relationships, strong personal communication, and direct face-to-face participation.
Editor’s Note: This guest post was authored by André Olschewski, water, sanitation and environmental management specialist at the Skat Foundation, a non-profit based in Switzerland. The post builds from a piece that André wrote for WASHfunders.org in June that described the EU-funded WASHTech project and its Technology Applicability Framework (TAF), a decision-making tool that helps users determine if a particular WASH technology will be sustainable in a given context. Here, André introduces the counterpart to the TAF, the Technology Introduction Process (TIP), that guides practitioners in introducing a technology once a determination of sustainability has been made.
The Technology Applicability Framework (TAF) is a tool to assess the applicability of a WASH technology in a particular context and its potential to be adopted on a large scale. Under the WASHTech project, the TAF has been tested in Burkina Faso, Ghana, and Uganda on 13 different WASH technologies including the ventilated improved pit latrine, urine diverting dry toilet, rope pump, India Mark 2 Handpump, and solar powered pumps for small piped schemes or sand dams. Since then, it has been successfully applied outside the WASHTech project in Tanzania and in Nicaragua, even without any direct training. Potential users have also expressed an interest to adapt and apply the TAF to other technologies such as water point mapping tools.
WASHTech has produced a short video explaining what the TAF is and how it works. Using the example of a solar powered pump in Ghana, the animated video summarizes how the TAF captures the issues around sustainable service provision. It also features interviews with users of the TAF (such as local government officials) who offer perspectives on the added value that the framework provides.
But what are the next steps if a technology has passed the TAF testing and if you want to introduce the WASH technology for services on a larger scale? To support actors in the WASH sector in planning and management of the introduction of a WASH technology, the WASHTech project has developed a generic guide for technology introduction, the Technology Introduction Process (TIP). The TIP -- as with the TAF -- follows the spirit of the African saying: “If you want to go fast, go alone. If you want to go far, go together.”
For too long, efforts to introduce WASH technologies have been led by a few actors, mostly national governments and development partners, or a few isolated innovators. This often happened without proper involvement of other actors, such as the users, local political leaders, or the private sector. Increasingly, approaches such as Self Supply or Community-Led Total Sanitation are being promoted. These put more focus on user investments and the capacity of the local private sector to supply products and provide services. However, due to the limited financial capacities of households, some WASH technologies and services will still be subsidized.
The TIP guide supports the WASH sector in developing a specific process to introduce a WASH technology. At the core of the TIP, the tasks of key actors involved are defined for three phases of the introduction process:
- the invention phase, which includes the development and testing of the technology and the preparation for the launch;
- the tipping point phase; and
- the uptake and use phase.
For each of the phases, the TIP provides a generic set of tasks that should be carried out by specific actors. During the testing, the TAF can be used to develop the introduction process further and to monitor the technology and its performance.
In all three WASHTech pilot countries, government institutions have used the TIP to develop country specific guidelines for technology introduction. To aid this process, we’ve provided the generic TIP matrix, as well as examples of specific matrices that have been developed for two different cost models -- the market based approach (e.g. for Self Supply) and for a model where capital investments are subsidized. All relevant actors have been involved in developing the specific guidelines. The guidelines reflect the country specific policies on WASH service provision, subsidies, and decentralisation.
Our online resource base provides access to all documents on TAF, TIP and reports on results such as technology briefs. All documents are in the public domain. TAF and TIP users are invited to upload their case studies and to share their experiences on the user interface. For more information please contact me at email@example.com.
The TAF and TIP were developed under the WASHTech project. The WASHTech consortium comprises: Skat Foundation – Switzerland; IRC International Water & Sanitation Centre – Netherlands; WaterAid - UK, Ghana, Burkina Faso and Uganda; Cranfield University – UK; Water and Sanitation for Africa (WSA) – Burkina Faso; Network for Water and Sanitation (NETWAS) – Uganda; Training, Research and Networking for Development (TREND) – Ghana; Kwame Nkrumah University of Science and Technology (KNUST) – Ghana.
In June of this year, the UN General Assembly officially designated November 19 as World Toilet Day. This declaration was the culmination of efforts by the World Toilet Organization (WTO), which has been celebrating the day since 2001 to raise awareness of the 2.5 billion people who do not have access to basic sanitation. In August, Jack Sims, the founder of the WTO, wrote a post on WASHfunders.org describing the events surrounding the UN’s official recognition of World Toilet Day and explaining the tongue-in-cheek strategies that his organization uses to bring greater attention to the world’s sanitation crisis.
In celebration of the day, we’re lifting up recent philanthropic initiatives focused on sanitation:
- In August, the Bill & Melinda Gates Foundation announced that it will expand its ‘Reinvent the Toilet Challenge’ [PDF] to China. The program, launched in 2011, is aimed at supporting the research and development of inexpensive toilets that process waste into energy and water.
- In April, Sesame Workshop announced a $2 million grant, from the Bill & Melinda Gates Foundation to promote hygiene and sanitation practices in high-need areas of Bangladesh, India, and Nigeria. The grant supports the development of media that deliver culturally appropriate messages around positive sanitation behaviors.
- The Stone Family Foundation, based in the United Kingdom, authorized several grants in 2012 for basic sanitation, including a $2.1 million gift to iDE Cambodia for their ‘Sanitation Marketing Scale Up Project’, which supports local supply chains in the production, marketing, and selling of latrines to the rural poor.
- Another grant from the Stone Family Foundation, also issued in 2012, committed $868,416 to WaterAid Tanzania for two initiatives: 1) a program using a combination of communication around behavior change and sanitation marketing to increase demand for unsubsidized latrines, and 2) a project to develop a local economy in Dar es Salaam for emptying sludge from household latrines.
- The Laird Norton Family Foundation, a Seattle-based family foundation, awarded several grants in 2012 to expand access to sanitation, including a $25,000 grant to El Porvenir for the construction of double pit latrines in Nicaragua.
These grants illustrate the range of innovative ways foundations are supporting improved sanitation, from developing social marketing campaigns to changing behavior to funding research that will expand options for affordable sanitation services. For more information on how foundations are investing in sanitation, as well as other areas within the WASH sector, take a look at our funding map. New grants are added on a regular basis.
Editor’s Note: This post was authored by Lisa Nash, executive director of Blue Planet Network,and highlights a recent merger between Blue Planet Network and East Meets West, two global WASH organizations coming together to combine their respective strengths in driving innovation and learning to deliver improved clean water and sanitation solutions to more people worldwide. The post discusses the motivation to merge, lessons learned, and some of the challenges inherent to the process.
After sharing the news of our merger last month with WASH industry leaders, we heard many of the same questions. We thought our answers could spark some interesting discussions:
How did the idea of a merger begin?
From the beginning, Jin Zidell, the founder of Blue Planet Network, has been committed to doing whatever has the greatest potential to bring safe drinking water to the most people. In December 2012, John Anner, president of East Meets West approached Blue Planet Network about merging.
Jin came to see the merger as a natural evolution of his original vision. Having started Blue Planet Network in 2002 with an aim to raise awareness and funds to help solve the global safe drinking water crisis, he considered the merger to be the smartest way to reach his original goal. East Meets West was delighted that Blue Planet Network saw the same opportunities for synergy that had prompted them to broach the subject of a merger.
Why did merging make sense for your two organizations and what lessons can be learned by others?
There are three important lessons we can share about evaluating merger as a growth strategy:
1) You have to be aligned in your goals, there has to be concrete benefit for each organization, and a sense of “magic” doesn’t hurt.
We knew we shared the goal of bringing sustainable safe drinking water and sanitation to people in greatest need around the world. We also shared a belief in innovation, collaboration, and results-based learning.
EMW decided it was time to expand their successful Southeast Asia programs worldwide through partnerships. They also knew they needed a robust technology infrastructure to support their growth. Blue Planet Network’s global community of 100+ member organizations provided deep knowledge of WASH strategies, common cultural practices, and meaningful relationships with local communities. EMW saw the advantage of Blue Planet Network’s online platform and mobile services to support growth.
For our part, Blue Planet Network saw the merger as a way to help us grow as an “innovation hub,” moving from one to two cross-member pilots at a time to 15-20, with all the learning that would result. While we remain a collective impact network, driven by the needs of our members, the merger gives Blue Planet Network the ability to reach new audiences of donors, implementers, and advocates active in WASH and add deep sector experience to our own resources.
The “magic” happened during a long evaluation session, when we couldn’t look at another spreadsheet. We began to talk about our vision of what we wanted to accomplish together. We knew if we kept that “magic” in sight, no amount of paperwork could stop us.
2) In the end, it all comes down to a shared confidence in the partnership.
Shared belief in a combined vision is the fuel that brought the merger to life. We were fortunate to have worked with East Meets West as a member of Blue Planet Network and knew that we had similar values. Having experienced that level of partnership made us confident we could count on each other going forward.
3) Patience and the ability to adapt, helps just as much as big ambition.
You have to invest the same level of effort in a merger as you would in a new venture…and still get your day job done. Bringing together two organizations, two boards, and two sets of systems and processes is a huge challenge. Integrating financial systems, agreeing on how to describe our combined organization, communicating with donors and partners…all took conscious thought and agreement across many people.
After eight months of negotiations, rigorous financial reviews and the approval from both boards of directors, the merger became official on September 6, 2013. We know this merger will be a learning process. Even after months of preparing for the integration, this year will be filled with challenges as we work to retain the autonomy and cultural norms of both organizations, while also bonding together and learning to say “our organization” and “we.” Our work on the merger will continue over the next year — team building, communications, IT integration — but we have agreed on clear success metrics. We need to be just as innovative, collaborative, and results-based about achieving our merger goals as we are about our WASH programs.
One of those metrics is that, by the end of 2014, we will develop a case study on the reality vs. the expectations of the first year of our EMW-Blue Planet Network merger. We hope this can be a useful resource for other nonprofits looking for innovative ways to deliver more value to the communities they serve.
Editor’s Note: This guest blog was authored by Muna Wehbe, CEO of the UK-based Stars Foundation. In the piece, Muna describes the foundation’s Impact Awards, a cornerstone of its programming, and explains why the award categories were expanded this year to recognize local organizations that have made an impact on the lives of children through interventions in WASH.
At the Stars Foundation, we have spent the last 12 years identifying and investing in exceptional organizations working to improve the lives of disadvantaged children. Since 2007, we have focused our energy on the annual Impact Awards – a program that recognizes and rewards outstanding local organizations operating in the countries with the highest rates of under-five mortality.
Initially, we only accepted applications from local charities in Africa, but gradually expanded to the Middle East and Asia-Pacific by 2010. Winners were awarded for both their effective management and impact on the lives of children in one of three categories: Health, Education or Protection.
Using this model, we have established relationships with some of the best local organizations in the developing world; organizations that are embedded in their communities, responding to local needs with innovative and effective development programs that, admittedly, are always more integrated than the reductive category headlines above would have you believe.
This was certainly true for Restless Development Nepal and Action for Integrated Sustainable Development Association (AISDA) in Ethiopia. While they were ostensibly awarded for their impacts in education and health respectively, a large proportion of their development interventions involved water — improving access to it, and raising awareness of the hygiene and sanitation issues that surround it.
This is symptomatic of many of our local partners.
The connections between health, education and water are undeniable. And after a comprehensive strategic review last year, in which we interrogated our proxy measure for need — UNICEF’s under-five mortality index (PDF) — it was clear how crucial improving water, sanitation and hygiene is to child survival, and to effecting lasting impact at scale. Unsafe or inaccessible water and poor sanitation and hygiene contribute significantly to the number of preventable child deaths each year.
But our Awards program did not reflect that.
So, in recognition of its enormous impact on child survival, Stars will be awarding its first two Impact Awards in the WASH category this year, no longer conflating it with health or education.
Marketing to, assessing and awarding in a new category has not been without its challenges.
In every category of the Impact Awards, we remain fairly agnostic about the specific interventions themselves, and instead focus on the overall impact the organization is having on the lives of children, as well as evaluate its management and governance practices.
And while we’re thrilled with the results of the 2013 Awards, we recognize additional adjustments to the process may be needed as the level of technical expertise associated with assessing interventions in the WASH sector seem to be even more pronounced than in other categories.
We cannot reveal the names of the inaugural Stars Impact Award winners in WASH just yet (they will be announced at a ceremony in mid-December and we’ll post the winners here as well). But we can disclose that, unsurprisingly, local organizations working to improve the lives of children do not ever focus on just one development issue in isolation. Rather, they employ a range of projects and interventions to improve the health and wellbeing of their communities’ most vulnerable members.
That is the strength of local organizations. And we’re delighted that adapting our award strategy accordingly with the addition of the WASH category means we can now support even more of them.
Editor's Note: This guest blog was authored by Khanh Russo, public benefit investment manager of the Critical Human Needs portfolio at Cisco. Khanh discusses the importance of using data to inform decision-making and increase impact by offering insights into how a smartphone-based system was brought to scale and why Cisco has supported its development.
Data isn’t sexy. It doesn’t have the emotional appeal of water flowing from a hand pump for the first time into a child’s waiting hands. Nor does it have the “going viral” potential of Matt Damon refusing to use the toilet for a year.
But data is a valuable commodity for the organizations working to deliver clean water and sanitation to people who lack those basic resources. Having the right data can drive smarter decision-making and make water and sanitation projects more efficient, more effective, and more appealing to funders.
But in parts of the world where clean water is the scarcest, data is often the hardest to gather. Internet connections can be limited or nonexistent in remote parts of Africa, Asia, and Latin America. This makes it difficult to gather data that can be analyzed and shared in a timely way. By the time you’ve gone home, entered your notes into a spreadsheet, compared it to other reports, and shared your findings with colleagues, the situation in the Malawian village you visited might have changed significantly.
Enter tools like Field Level Operations Watch (FLOW), a smartphone-based system designed to collect, manage, analyze, and display geographically-referenced data. FLOW users create surveys that can include text, photos, video, and GPS coordinates. They can use smartphones to store hundreds of surveys and collect data even where there is no cellular connection. The data automatically gets transmitted once the user has a mobile connection.
Water For People has collected nearly 40,000 surveys in 10 countries through the tool since 2010. FLOW supports data-driven decision-making and visual reporting, which in turn creates transparency and fosters confidence among funders. And more funding ultimately means more people will have access to clean water.
Leveraging funding from Cisco, Water For People began developing FLOW in 2010 to revolutionize its monitoring efforts. In 2012, Water For People partnered with Akvo Foundation to develop FLOW into an open source tool that could be adapted for other uses by other WASH organizations. It has already been used by 26 organizations in 20 countries.
A couple of things were key for taking FLOW to scale. First, Akvo focused on stabilizing the system and improving its usability, which allowed organizations to more quickly use the data to help improve their approach. Second, Akvo created regional hubs for support and training, which allowed them to improve customer service and response times at a lower cost.
Akvo had to overcome a major challenge to scale: There was a huge demand for the platform, but it was not yet robust enough to serve so many organizations with diverse needs. The Akvo team had to invest a lot of time in reframing expectations while also hiring staff to quickly improve the platform’s usability.
But despite the challenges, Akvo has a clear vision for FLOW that Cisco is proud to support: Giving governments and organizations an open, easy-to-use, affordable way to collect and understand data.
Keri Kugler of Water For People described how FLOW has significantly changed the way her organization monitors water projects and tracks progress in the Huffington Post.
“Using the survey tools, we speak with community members, find out if water service is reliable, whether someone can fix problems, and better understand ongoing issues,” Kugler wrote. “This kind of monitoring is a cornerstone to sustainable water solutions across the developing world.”
Other data-driven tools that Cisco supports include the Blue Planet Network technology platform and its SMS-based reporting tool. Read more about Cisco’s funding strategy for Critical Human Needs, and let us know how you’ve used WASH data to inform your work in the comments below.
Water.org has announced a $8.3 million grant — the largest single funding commitment in its history — from the Caterpillar Foundation to expand its WaterCredit initiative to Indonesia, the Philippines, and Peru.
Using microfinance tools, the WaterCredit initiative makes it possible for a family living in poverty to secure a small loan to pay for construction of a water connection or toilet in their home. The expansion of the program will draw on a diverse network of local partners, including commercial financial institutions, microfinance institutions, and nongovernmental organizations working in the water and sanitation space.
The funding commitment from the foundation, the philanthropic arm of Caterpiller, Inc., builds on an earlier $3 million grant to scale the initiative in India. The funds will enable Water.org to accelerate the impact of its efforts in the developing world and will provide nearly five hundred thousand people with access to safe water and sanitation.
"Having household access to clean, running water not only keeps families healthy and productive, it gives back countless hours to girls and women that they can use to further their education or start a business," said Caterpillar Foundation president Michele Sullivan. "The ancillary benefits of convenient access to clean water are staggering."
Source:“Caterpillar Foundation Expands Partnership With Water.org.” Water.org Press Release 10/17/13.
In celebration of Global Handwashing Day, learn more about enabling handwashing technologies through the World Bank’s Water and Sanitation Program searchable online database. The database features over 40 simple designs used to facilitate the practice of handwashing in areas of the world where running water is not accessible for sanitation or hygiene.
Innovative designs include the bobotap, a technology that improves on traditional water storage in clay jars by both storing and regulating the flow of water for handwashing. The database also features several versions of the tippy-tap, a hands-free technology that has gained traction in development circles for its use of locally available materials and simple but effective design.
The database —aimed at practitioners and funders interested in evaluating the benefits of different handwashing station designs —includes pictures and information on key product features, as well as contact details to allow for follow up. Users are encouraged to submit their own designs to add to the database.
To learn more about Global Handwashing Day and to get involved, visit the Global Public-Private Partnership for Handwashing.
Our team at WASHfunders.org is pleased to announce several new enhancements to the site.
The funding map now includes a data feed from the International Aid Transparency Initiative (IATI). IATI is a voluntary, multi-stakeholder initiative that seeks to improve the transparency of aid. Following consultations with donor and developing countries, the initiative developed a common, open standard for the publication of aid information. The new tab of IATI data found in WASHfunders complements the OECD data currently available on the site and provides substantially more detailed information about aid flows, including project-level information, when available.
In addition, we have updated our full suite of development indicators on the funding map, including indicators for improved water source and improved sanitation. Most indicators now reflect 2011 and 2012 data.
Finally, as many of you know, we regularly update grantmaking data displayed on the map. Nearly 100 new grants have been added in the past two months. We have also added funder profiles for the Osprey Foundation and Fundacion Avina. If you would like your information included on WASHfunders, contact us at firstname.lastname@example.org.
Collectively, these improvements continue to make WASHfunders a useful first stop for anyone interested in understanding the current state of water access and sanitation, as well as funding flows in support of WASH.
In the coming months, we’ll be adding new data streams to the site. If there are particular data feeds you would like to see integrated into WASHfunders, let us know in the comments section below.