1. SWA Progress Review Initial Framing
Ken Caplan & Leda Stott
12 November 2013
SWA Partnership Meeting 2013

2. Aims of review
To strengthen the SWA Partnership with recommendations for how it can better achieve intended outcomes and overall mission.

3. Our premise
Partnerships involve two or more organisations that enter into a collaborative arrangement based on:
synergistic goals and opportunities that address particular issues or deliver specified tasks that single organisations cannot accomplish on their own as effectively; and
whose individual organisations cannot purchase the appropriate resources or competencies purely through a market transaction.
Source: Building Partnerships for Development & AccountAbility

4. Our premise
Ultimate effectiveness and impact (sustainability) rests upon institutionalized mechanisms and practices.
As partnerships are dynamic, it is important to remember that:
the basis of legitimacy changes over time.
at certain points the partnership will need to transition or may no longer be necessary.

5. What will we be looking at?
How is the SWA partnership doing
in three key areas: 
Progress towards achieving objectives (Impact)
Logic and appropriateness of existing activities, operational management and governance arrangements (Effectiveness / Efficiency)
Strategic direction & relationship to other processes

6. What will we be looking at?
The impact of the SWA Partnership
Contribution to universal access to sanitation and water services
Intensity and quality of SWA interventions within and between priority areas:
Getting sanitation and water on the political map
Endorsing and supporting the global monitoring landscape
Strengthening country processes
How partners work together to achieve this impact
Governance arrangements and minimization of transaction costs
Efficiency and effectiveness of partner relationships
Delivery and measurement of activities (where feasible)
Added value of partnership

7. Partnership accountability
Key discussion areas
Partner incentives
Risks and benefits of participation for partners & ability to make and deliver on commitments
Partnership accountability
Systems and procedures in place for ensuring compliance, transparency and responsiveness
Strategic direction
Contribution of SWA in key priority areas

8. “Mutual” Accountability
Clarity around who the partnership is accountable to and why
Satisfaction with governance, decision-making, management and operational systems
Systems and procedures in place for ensuring:
Compliance – whereby partners and SWA more generally are held to account for its/their own commitments
Transparency – whereby SWA gives an account of its strategic goals and links between goals and activities
Responsiveness – whereby SWA (through component parts) takes account of and balances decisions around recommendations made by its constituencies and evidence derived from SWA or other initiatives

9. Use of critical friend model
How will we work?
Use of critical friend model
Critical friends:
generate information through confidential (as required) discussions that offer new perspectives or ideas
ask challenging but constructive questions to understand the logic and appropriateness of SWA strategy, mechanics, etc.
make recommendations as a function of a supportive and objective overview

10. How will we work? Phase 1: November 2013 - February 2014
Desk review - familiarization, comparison with similar global partnerships. Consultations with:
SWA Partners (including management groups & individuals)
Data gathering from 10 selected countries (potential for 2 visits)
GLAAS and key players in global monitoring environment
Partners engaged in NPRI country dialogues
Wider stakeholders
Phase 2: March - June 2014
Review of preparations for HLM 2014
Post-meeting review of HLM 2014
Follow-up in selection of countries/agencies making HLM commitments
Review of responses to draft report

11. What will we produce?
Report with conclusions and recommendations for publication after HLM.
The report will include:
Lessons learned
Indicators for success
Guidance on future development of SWA

12. For more information Ken Caplan WASH specialist kenc@bpdws.org
Leda Stott
Partnership specialist