Reflections and learnings across all four Water for Women EOPOs

This 'Dive deeper' series give readers a chance to learn more from Water for Women's experience and should be read in conjunction with our more detailed Impact Report.

EOPO1: Systems strengthening

Climate risk management should be integrated into the program design phase and reviewed at multiple points in the process. A key lesson from WfW is that climate risks can be assessed at different levels (national, provincial, district, local community or site), and the selection of level of assessment can depend on the type of data and information available. National-level climate predictions and risks cannot simply be scaled down to the local level; this requires data on local conditions. CSOs, sub-national governments or anyone undertaking a climate risk and vulnerability assessment must understand what data is available and how it can be applied to the project. They also need to recognise this is not a one-off process, but must be repeated periodically or applied at a different scale to ensure its relevance. A nuanced approach to undertaking climate risk and vulnerability is critical to ensure appropriate responses.  

The integration of climate resilience into sector planning needs to be multidisciplinary. Examples from WfW demonstrate the importance of bringing a diverse range of multidisciplinary stakeholders together to improve climate resilience. Stakeholders include governments, CSOs, ROs, RHOs and/or specialised agencies (such as bureau of meteorology). Multidisciplinarity is needed to deal with the multifaceted nature of climate change adaptation and resilience, as well as the fragmented governance of water security, WASH and climate institutions in many countries. A suite of experience is critical for finding development-appropriate solutions. 

Pooling climate finance with development finance allows for more flexibility in program design and enables more effective and sustainable solutions. The ability to link climate finance with other development funds will enable increased climate resilience. Blending finances also supports WASH programs to promote health and GEDSI outcomes alongside climate outcomes. 

CSO consortiums show potential as a model to support national WASH sector system strengthening. WfW trialled a consortium of CSOs in PNG to support strengthening of both national and sub-national systems and develop guidance on delivering climate-resilient inclusive WASH services. CSOs provided technical and systems support, facilitation and advocacy, focusing on their various strengths and geographical operation. Despite numerous challenges, the overall consensus was that it was a worthwhile approach at the country level, where local staff were able to learn directly from each other.

Embedding locally led development (LLD) requires attention at various levels. While not an explicit aim in Phase 1 of WfW, an increasing commitment by many CSO and RO partners, the FC, and the launch of the DFAT policy supported exploration of LLD initiatives. Progress on this issue included making it a principle of achieving climate-resilient inclusive WASH. A key learning is that embedding LLD requires designing from the start and the need for ongoing support at individual, organisational, inter-organisational partnership and Fund levels. This requires promoting and progressing LLD in deeper and more substantiated ways.

Blend scientific and indigenous/traditional knowledge in developing pathways for climate-resilient WASH systems and services. Climate modelling has largely been the domain of science, but systems thinking and an intimate understanding of the environment have been an integral part of indigenous and traditional communities for millennia. They have collaborated and innovated for generations, and have a strong sense of building the future. There is much to be learned by learning from both approaches – both forms of knowledge – as we learn to be more climate resilient. 

EOPO2: WASH access and use

Building climate resilience in WASH services requires being informed about and responding to climate risks. WASH projects that account for hazards and how to manage them are well placed to undertake risk-informed climate-resilient WASH programming. Being risk-informed does not mean doing something differently if existing approaches are optimal for climate resilience. Moreover, a lesson from WfW is that a cost-effective approach to building resilience may be to opt for a less robust design and build the capacity to maintain the infrastructure well and replace it regularly with low-tech, locally resourced techniques.

There is no climate resilience without sustainability. Projects need to continually engage with the trade-off between technological complexity and sustainability and demonstrate that solutions are effective. This refers to the whole system, including O&M, financing, capacity, spare parts and management.

Unsustainable systems do not deliver climate resilience. As a sector, we can think about sustainability and climate resilience as processes more than endpoints, and strike a better balance between building infrastructure and capacity to maintain and sustain it.

Adapting to climate change risks and building climate resilient WASH infrastructure can have significantly increased costs:  Designing, constructing or rebuilding WASH infrastructure to be climate resilient has significant cost implications as explored by a number of CSOs. Climate risk assessments need to incorporate sufficient analysis to determine if the cost-benefit of investing in climate resilient infrastructure is appropriate or should another strategy be applied.  It may be more appropriate to support more communities to access basic services than only a few communities have climate resilient infrastructure. 

Achieving handwashing with soap at scale requires continued focus to sustain good practice within communities. Improving the quality and frequency of handwashing with soap has the greatest impact and is the most cost-effective of all WASH activities in terms of health outcomes, but the link between climate resilience and hygiene is less clear. Good hygiene relies on access to water, so hygiene will be affected by climate change. Further, hygiene is connected to personal resilience (health and wellbeing), so is an enabler of the climate resilience of communities. Hygiene should be a priority its own right for its health benefits for communities.   

Sanitation must have a high profile in the delivery of WASH programs. Experience in WfW, as well as in the sector globally, suggests that the role of sanitation in the climate resilience agenda is being undervalued. The evidence that proper management of sanitation systems reduces methane emissions is starting to be more broadly recognised but needs continual emphasis. WfW’s contribution to the advocacy of the multi-stakeholder Climate Resilient Sanitation Coalition is part of the global commitment to highlight sanitation. WfW partners contributed to the development of the GCF Annex on Sanitation – a great milestone for sanitation in the climate agenda – and explored FSM approaches in some locations. However, more work is needed, especially in countries still struggling to install and maintain basic sanitation systems.

Menstrual health and hygiene must be an integral part of WASH programs. Despite strong taboos around menstrual health in many countries, contextualised analysis showed that men and boys were interested in engaging with MH and developing solutions. During the Extension Phase, it became apparent that issues of waste disposal and sustainability linked MH to climate resilience. WfW produced examples of pilot production, distribution and disposal of affordable MH products made from locally available materials, but efforts to find scalable solutions must continue.

EOPO3:  GEDSI transformation

A twin-track approach (both targeted and mainstreamed GEDSI strategies) is vital for achieving inclusive WASH systems, services and accessible infrastructure. These activities include building the capacity of duty bearers, organisations, communities and individuals to facilitate change to social norms and enable everyone to understand the value of diverse voices, including the most marginalised, in developing WASH and climate resilience solutions. Changed mindsets lead to new ways of working and more inclusive approaches for WASH, and provide opportunities to extend this transformation beyond the WASH sector. 

Perspectives of women and marginalised groups must change from ‘vulnerable’ to ‘capable’. The key shift in perception and resultant action in WfW was the change from seeing women, PWD and other marginalised groups as vulnerable to being capable of contributing because of their lived experience, including being on the front line of climate change impacts.

Partnerships with RHOs are an effective way to bring diverse voices into decision-making and DNH. Establishing partnerships with RHOs is an effective and sustainable way to bring the voices of women, PWD and other marginalised groups into decision-making forums to influence decisions that affect everyone. This requires targeted and collaborative work to give RHOs the resources and knowledge needed to have confidence to voice their opinions, and encourage duty bearers to include RHOs and rights holders in discussions. Incorporating all perspectives in the decision-making process creates more inclusive and effective outcomes. 

Challenging gender and social norms requires DNH strategies. WASH and other development programs that aim to challenge exclusionary gender and other social norms must develop and apply DNH approaches consistently to avoid backlash and potential for increased GBV. This includes countering the harmful norms and stigma associated with menstruation. CFAR and WaterAid PNG provided good examples of DNH approaches in practice.

Inclusive WASH programming requires a commitment to GEDSI. Effective GEDSI in WASH programming is yielding very positive outcomes at institutional, community and household levels, as well as within the civil society and research organisations that work in this sector.

GEDSI approaches are critical for building climate resilience. The development of effective GEDSI approaches to WASH took many decades, and supporting communities to become climate resilient will also take time. The GEDSI continuum provides a much-needed framework (reflected in the redeveloped SAT) for building climate resilience in institutions and communities. 

EOPO4:  Knowledge & learning

A dedicated research program, alongside a targeted K&L agenda, facilitated policy influence and best practice. Including both a significant research component and K&L agenda within WfW enabled strong evidence to be built for the WASH sector, including formal documentation of research and lessons learned. WfW made major contributions to knowledge about combining GEDSI and climate resilience. The exchange between research and practice (CSO implementation) produced many valuable lessons that influenced WASH policy, strategy, guidance and implementation.

Collaborative learning enabled focus, exchange and maintained relevance. Collaborative learning on critical issues for the sector enabled CSOs, ROs and the FC to learn together to improve strategies and approaches to WASH implementation. This exchange created networks of change and influenced practice within WfW.

Collaboration beyond WfW increases the sustainability of knowledge gained. Collaborative learning approaches enabled WfW partners to share lessons with other organisations working in country, sometimes as part of their own organisational learning processes. In addition, interactions with global networks, events and organisations working in the climate, gender and WASH sectors extended the influence of WfW learning. Engagement with organisations involved in disaster risk reduction, nature-based solutions and water security highlighted the relevance of WfW learning. All of these processes built the sustainability of the knowledge gained within WfW, enabling others to benefit from and continue to build on lessons learned.

Integral to an effective K&L strategy/agenda is a mechanism to manage documents, stories, video and other relevant inputs, as well as a means of sharing beyond the life of the program. The extensive body of knowledge, learning and lessons developed through WfW requires effective management and prioritisation to maximise its impact. Many documents are useful only in a local context, whereas others have broader relevance. Documents with greatest relevance to a broad audience need to be prioritised.

An effective communications program is critical for creating a positive brand that encourages interaction with human interest stories and lessons learned. WfW’s global influence and impact required intentional investment in communications and public diplomacy. Human interest stories attracted attention and engaged a wide range of audiences, including practitioners interested in exploring the approaches and lessons learned from WfW.

Effective partnerships are intentionally transformative, focusing not merely on outcomes but how the work is done. A partnering approach emphasises collaboration, mutual respect and a shared vision that transcends individual agendas. By prioritising the partnership process, organisations can create an environment in which collective goals are achieved with greater efficacy. Working with positive intent and fostering open, transparent relationships are essential preconditions for building trust and shared understanding within partnerships. These elements create resilience against contextual changes such as policy shifts or crises, ensuring that partnerships remain robust and adaptable. Trust serves as the foundation upon which successful collaborations are built, enabling partners to navigate challenges together with confidence and unity.

Building equity within partnerships requires a conscious effort to challenge and dismantle traditional ways of working. Building equity involves genuinely valuing the diverse contributions of all partners and creating inclusive spaces for engagement. This commitment to equity ensures that all voices are heard and respected, fostering a culture of collaboration that is both empowering and transformative. By embracing new perspectives and approaches, partnerships can drive meaningful change that benefits all stakeholders. This shift in power dynamics not only empowers partners but leads to sustainable development outcomes that reflect shared values and objectives.