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DFID_Yemen SFD Institutional Evaluation

DFID_Yemen SFD Institutional Evaluation

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Publicado porSteve Zyck

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Published by: Steve Zyck on Sep 25, 2010
Copyright:Attribution Non-commercial


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1.SFD needs to continue to consolidate its commitment to aligning itself with the National

Water Strategy, and to be seen to do so. Such a transformation will pose challenges. For

instance aligning with government priorities at national and governorate level may, in some

respects, conflict with its bottom-up approach to planning. That said, other moves towards

coordination and harmonisation are singularly beneficial.

2.Contributing to the design of the proposed mapping of the country to identify those areas

that are suitable for rain water harvesting and for mechanised systems is critical and should be

treated as a high priority to ensure that geographical and geological criteria are mingled with

poverty criteria. Once the map is completed, it will be an important instrument on which to

base funding allocations in the sector and will move the sector away from its current demand-

driven approach.

3.Innovation in embracing and piloting new technologies in the sector is a niche area for SFD

and strengthens the argument for SFD to be a key partner in the sector. One such example is

the need to evaluate its pilot sanitation programme in order to provide evidence of its impact

upon behavioural change.

4.The findings of this evaluation concerning community participation (Section 4) indicate that

the issue of community contributions is complex and controversial for many communities; SFD

that will need to review its approach to ensure that it is not putting undue pressure on low-

income households; it should also draw on the experience of other partners in Yemen.

Moreover, SFD should critically examine its experience of community contributions and the

related pitfalls and use the resulting findings to inform the proposed ‘unified approach’ to be

adopted in the sector.

5.There is an opportunity for SFD to help build capacity of local councils, but such an activity

requires greater coordination across SFD units than is currently the case. For example, the

Water Unit does not have this capacity but the Training and Organisational Support Unit is

acknowledged to have strong capacity in institutional analysis and development which could

benefit the water sector but this is primarily targeted at the Local Administration sector.

Similarly, SFD has developed a strategy on mainstreaming gender (the first government agency

to do so) but this support has not penetrated to the national water sector, nor to governorate

or district council level. In practice, this means that government partners usually have access

to services offered by one unit, rather than having a more comprehensive support package

from SFD.

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