International Case Study: Rwanda

• During the process of decentralization of sanitation and other service deliveries since 2000, Rwanda adopted traditional forms of monitoring and evaluation and cascading called Imihigo & Ubudehe

• (Imihigo draws on a cultural practice of publicly committing to achieving specific goals. Failure is considered to be a dishonor for the individuals and the community; Ubudehe is based on the tradition of mutual assistance, and it provided a successful network that helped the government target and support poor households)

International Case Study: Ningbo, China

• Decentralization of waste water management in 150-200 villages of Ningbo province

• 4 levels of governance involved : National, Municipal, County and Village.

• At the village level members of the committee are generally selected by the leadership of the village to be on the committee. The committee is responsible for participating in all phases of the project beginning at the community participation and project assessment phase through design, procurement, construction, and most importantly in the operation, maintenance and management of the project

Domestic Case Study: Maharashtra

• The Khambegaon model is based on entrusting Self Help Groups (SHGs) with the responsibility of water tax collection and day-to-day O&M of the water supply scheme, wherein the GP retains only the responsibility of heavy maintenance, based on an 80/20 percent share of the water taxes collected.

• Sailani Women’s SHG took up the innovative work of water tax collection in May 2008. The SHG first undertook the exercise of understanding the reasons behind poor tax collection. They decided that the communities should pay the water tax in advance so that the habit of paying for services is developed

• The paradigm shift from ‘demand driven policy’ to ‘supply driven policy’ saw a major breakthrough in the sector and yielded overwhelming response from communities

Take away

• A new form of governance can at times use old social traditions. They work, are accepted very well, and can replace state-of-the-art technological solutions.

• A systematic form of roles, rights, and responsibilities that are agreed upon by all stakeholders can lead to smooth efficiency. Grassroots have a bigger voice than the center.

• The role of women in rural WatSan cannot be discounted. They provide the best insight, are key to behavioural change and catalysts for paradigm shifts.