1. Learning Expedition Behaviour Change Valérie Cavin HELVETAS Swiss Intercooperation

2. About Us  Founded in 1955 in Zurich: first private Swiss development NGO  More than 40 years WASH  2011 merger with Intercooperation  $136M annual budget  Politically and denominationally neutral  Over 100,000 members and Swiss donors  1,200 staff (17% Swiss & international experts)  US presence since 2012 (Gisela Keller, Senior Development Manager)  Fiscal sponsorship  NICRA, Registered with USAID  Long country presence (12+ years)  Work through local partners; build the capacity of local partners  Multi stakeholder approach  Cross-cutting themes: gender equality and social justice  Strong monitoring and evaluation: 11 impact assessments from 2009-2011  Low overhead: 10-15%  Focus on rural and peri-urban areas  South-south collaboration

3. Background  Water quality at point of use: challenge  ETH Nadel: impact study focussing on the water quality at household level in a successful WASH project in Benin  Result of the study: improved water quality at the improved wells - no change at household level  Research study with Eawag in Nepal had similar results: 91% of sample at household level are contaminated) Günther I. and Y. Schipper (2011). Impact Analysis – Chapter 3. In: IOB/KfW/BMZ (eds.), Impact evaluation of water supply and sanitation programs. The risk of vanishing effects. Den Hague: IOB.

4. Background  In most of our WASH projects: behaviour change in the field of hygiene is a challenge  The «classic» approach did not lead to the expected results Strategic shift From hygiene promotion  to behaviour change! But how? Start of a learning expedition behaviour change in collaboration with the research instititut Eawag

5. Objective of the Learning Expedition Objective: The scientific behaviour change approach (RANAS) of the Eawag is adapted into an applicable, simplified and less cost intensive tool for our project through evidence based practice. Questions: How far can we simplify the approach to improve the impact of our project without losing it’s essence? How much support do our local teams need to use/implement the approach in their project activities? What is the cost/benefit ratio in introducing this more systematic behavior change approach? Pilot activities: Haiti, Mali, Benin and Mozambique

6. New Project Jikura in Mali Jikura:  Goal: improving living conditions of the population by strengthening the sustainable access to water, sanitation and good hygiene practice  Launch: end of 2013 Area:  Bougouni, south of Mali Target:  44 villages with CLTS  Water supply reaching 8,000 beneficiaries

7. Project Epecs & Qualieau in Benin Qualieau:  Improve access to drinking water through transformed wells Epecs:  Provide clean water from rehabilitated wells and innovative small water supplies to rural health centers, public schools and rural communities Area:  Department of Bourgou and Atacora in Northern Benin Results:  152 improved wells built targeting approximately 230,000 beneficiaries since 2009  More than 100 Blue Schools

8. Project Mozambique PROGAS II:  8 districts in the provinces of Cabo Delgado and Nampula  Active participation in local decision- making around public affairs and resources  Claiming right to quality service delivery  Effective service providers are responsive and accountable  Improving public services with a focus on water and sanitation sector Area:  Províncias Nampula and Cabo Delgado Target:  60 water shemes, 2000 latrines, 30,000 beneficiaries

9. Simplified Ranas approach Simplify the terminology Simplifiy and reduce questionnaire Reduce sample size to 150 households Excel data analysis: only calculating tool Continuous adaptation of the process after each pilot

10. Example: Results so far in Benin  Capacity building of the team  Choice of behaviour and definition of environmental factors  Water Transport & Storage and Hand washing  Team elaborated questionnaire, interviews with 180 households  Data analysis with excel  Defining new promotion campaign based on behaviour factors  Intervention launch  Planned evaluation: mid 2016

11. Benin: First results for handwashing Main factors to tackle in the new promotion campaign: Norm factors Self- regulation factors AttitudeRisk Norm Ability Self- regulation

12. New intervention in Benin Behaviour factor Intervention Norm factor Others behaviour Inform about behaviour of others Theater dealing with norm issues, visualisation of hand washing families Others approve/dis aprove Inform about approval of others Committment of the head of family with picture Self- Regulation factor ForgettingPromptPrompt with villages chief in the household

13. Mozambique: First results for Latrine Use Main factors to tackle in the new promotion campaign: Norm factors Self-regulation factors :

14. Information on latrine condition Latrine with door sim não Latrine with cover sim não Latrine with brush sim não Cleanliness of the latrine sim não Non users Users Latrine condition has also an influence

15. New intervention in Mozambique Behaviour factorIntervention Norm factorOthers behaviourInform about others behaviour Visualisation of improved latrine Self- Regulation factor CommittmentSetting goal Public committment Community meeting with public committment combined with motivation Close coordination with local authority

16. Challenges Capacity of local teams: Wash teams are often technical persons  Psychological approach is hard to understand Questionnaire development: The questionnaire is rather complex. Initially external support is needed  the elaboration should be done with the local team Data analysis and interpretation: Involved and time intensive  local excel skills often limited Use data to effectively design the right campaign: Although we have clear results it is difficult to change our behaviour in designing campaigns Time factor: Long-term process  It is important to have a focal point person driving the process

17. Lessons learnt Important to have an open-minded and motivated project team, a supportive management and knowledge and learning department Regular exchange and compromise between research partner and NGO to make it as practicable as possible in the field -> create a WIN- WIN situation Sensitization and capacity building of the organization is needed -> readiness for investment in time and money Regular exchange between the head office, project staff and partners to allow continuous learning from each other Results not quickly visible. Risk-taking, openness for try and error and longer time perspective = important Behaviour change has also to take place within the organization: dare to ask the nasty questions (communication, dialogue with donors etc.)!!

18. Outlook Evaluate new promotion activities beginning in 2016 in Mali and mid-2016 in Benin and Mozambique Develop a two options approach for project: 1.Introduction of the Ranas model with analysis of existing intervention 2.Full fledge simplified Ranas approach Finalize practical behaviour change draft manual for our project teams