IRC and partners have supported the government of Sierra Leone in launching an initiative for learning in the water, sanitation and hygiene sector. A sector learning framework has been developed in consultation with sector players. Now leadership and commitment are needed to move sector learning beyond the pilot project.
Published on: 12/09/2014
In 2013, IRC was asked by the Water Facility of Sierra Leone on behalf of the Ministry of Water Resources to lead the operationalisation of the WASH Sector Learning Policy. The main tasks were to engage sector stakeholders in the process and support the development of the institutional framework for sector learning. In addition a common resource base was set up to enable easy access to sector knowledge and to provide guidance on joint learning. IRC carried out this work under leadership of the Sector Policy Coordination Team and in partnership with WaterAid, WASH-Net Sierra Leone and Resource Centre Network (RCN) - Ghana.
Background
After the civil war ended in 2002, Sierra Leone started to rebuild the nation with renewed energy and the support of many. It was felt that the efforts of so many different actors provided a wealth of ideas and innovations and the WASH sector was eager to learn. However, sector players realised that capturing knowledge and sharing experiences are not processes that happen automatically. After an initial study and sector consultations in the context of the national WASH policy, the Minister of Water Resources spearheaded the WASH Sector Learning Policy. In 2013 the Ministry committed to developing a WASH Sector Learning Framework building on experience of IRC and RCN Ghana.
The sector learning initiative
Sector actors can be involved in sector learning in various ways: as members of the Sector Learning Network, partners in the Sector Learning Partnership and through hosting the sector learning hub
Learning starts when individuals acquire new insights or knowledge and change their behaviour. Sector learning goes beyond knowledge and action at the individual level. It involves all stakeholders and emerges from an integrated approach to information management, monitoring, analysis and reflection on the factors that determine success or failure. Understanding failure is very important for moving forward, but it also requires trust among sector stakeholders.
IRC’s consultations with sector stakeholders revealed that leadership, champions, inclusiveness, quality of products and transparency are key elements of success of the sector learning initiative are. Based on the consultations and experience of IRC and RCN-Ghana a framework for sector learning was developed that takes these elements for success into account.
Discussions also focused on how the sector learning initiative would provide added value to its members and the sector at large. It was emphasised that its products need to be of high quality and the information made available to be reliable and responding to direct information demands from the sector.
The framework that has been developed for Sierra Leone is shown in the diagram and acknowledges the different roles of sector stakeholders in sector learning. It also takes into account the earlier mentioned key elements of success.
A network approach was chosen because it is the best way to allow all stakeholders to participate according their specific interests and capacities. The framework encompasses three key mechanisms: the Sector Learning Network; the Sector Learning Partnership and the sector learning hub. As the interests, roles and mandates of the stakeholders vary, it requires a strong, transparent and dedicated leadership to move forward and keep a focus on the vision and mission of the network.
Sector learning website
An important product of the sector learning initiative is the website that provides access to important sector documents, presents the activities and lessons learned by different stakeholders on selected themes and provides access to contact details of people working on water and sanitation (a sector directory or ‘ Blue pages’ ):
The future
In July 2014 the sector learning project ended and the sector learning initiative was formally launched. The loose network of Partnership members must now drive the initiative forward beyond the project context. This will be challenging. It takes creative champions who can mobilise support and active members that generate products and services that add value.
A project has the advantage that it sets clear objectives and outputs and also provides the resources. Now the initiative will have to move on concrete commitments of the partners. Such commitments can be small- like making available a case study - , or be more substantial - contributing building the capacities of the sector learning secretariat.
The country’s poor infrastructure (both roads and communication) makes networking difficult, especially for those outside of the capital, but at the same time the network provides an opportunity to communicate and find partners more easily.
