OUTREACH PROGRAMS

India Water Operators Partnerships (WOPs)

The Water Partnerships emerged in India when the Water Engineers of the Change Management Group of the Tamil Nadu were invited in 2006-07 by the Maharashtra Jeevan Pratikaran (MJP-Maharashtra State Water Utility) as also the Jharkhand State Water Department, to train engineers and policy makers on change management and community partnerships in the water sector.

In a Conference Convened by Govt. of India in July 2008, for Knowledge sharing, the idea of Water Partnership was introduced. The SACOSAN Conference held in New Delhi in November 2008 gave the opportunity to share the WOPs concept with the Ministerial and Official delegation of SARRC countries. Enthused by the response the Govt. of India appointed the author as the Anchor Technical Adviser appointed by Govt., of India for establishing Water Partnerships in India. Evolving a water partnership among public utilities providing these services was engaging the serious attention.

The Chennai Conference

These efforts culminated in a Conference Cum Workshop on Water Partnership India held at Chennai on 6th and 7th January 2011organised by the Centre of Excellence for Change(CEC) & UNICEF with the support of GOl. Knowledge Partners of the conference included IIT Madras, RPW Brussels, PSIRU London IWMI Sri Lanka and NUS Singapore.

Themes Of The Conference

  • Water Security - Convergence, Concerns and Challenges
  • Partnerships & the WOPs platform -Knowledge sharing towards problem solving
  • Water & Climate Change -Adaptation & Vulnerability to Climate change
  • Water Governance & Management -Sustained Solutions with community collaboration
  • International Experience Sharing.

Outcomes

The delegates of the conference who represented public organizations and civil society organizations show cased their successes & shared their problems so which helped to undertake a match making exercise linking the problem / challenges with the best practices in that area.

The Conference concluded with a declaration for the formation of "India Water Organisations Partnership" and with firm recommendations on the Structure, Objectives and Action Plan for the India WOPs.

  • A major network in the water sector of India.
  • As a national congress and platform for the various stakeholders in water sector to come together.
  • A Network of various stakeholders.
  • As a knowledge hub: best practices in water service delivery and resource management is known/ recognized, including data and information, easily available/accessible and understood by everyone.
  • Improved performance by the public water operators, achieving the minimum, prescribed set of standards on water service delivery and resource management; citizens have better access to water.
  • Instituted "Water Awards" for best practices/best water operators.
  • Neutralize the critique of Public management by raising efficiency and effectiveness of the public water operators/best partnership.
  • An effective regulatory framework for public water service delivery and resource management, especially for water-scarce and quality-affected areas.
  • A Water Citizenship Charter signed, endorsed and practiced by all members and individuals of the partnership/WOPs.
  • As an effective and inclusive moderator/facilitator among various stakeholders in the water sector (through a website, call centre etc.)

International Un-Conference On “Leading Organizational Transformation For Effective Service Delivery” (February, 2012)

On February 10th & 11th ,2012, representatives of government agencies from all over India gathered in Chennai, India at the International Unconference on “LEADING ORGANISATIONAL TRANSFORMATION FOR EFFECTIVE SERVICE DELIVERY” organized by CEC, to discuss challenges and approaches to effective service delivery, especially in the water and sanitation sector. The event was the first initiative of India Water operator Partnerships (WOPs). Over the course of the two days, participants from a variety of backgrounds including government agencies, the private sector, and NGOs shared ideas on how to transform their organisations to provide better services to their consumers.

The conference had various innovative and interactive sessions like CHALLENGE 360O, Deep Dive, Match Making etc that engaged the participants in discussions and problem solving.‘Inclusivity’ was discussed at large. The need to inculcate sustainability in service delivery requires the provision of infrastructure to support institutions and an integrated policy approach which accounts for ground reality is essential. Ultimately, the participants agreed that trust was the fundamental basis for all these interactions.

Mr. Sam Pitroda, Advisor to the Prime Minister of India, launched the second day of the event with a thought-provoking presentation on the role of technology in service delivery. Conclusions such as, ‘what differentiates between efficient and inefficient delivery is the process’ and ‘training is to be given across all levels, from water-man to engineers, towards achieving effective service delivery comprehensively’ were made post discussions.

Thought provoking discussions were brought up in the round tables during the course of the conference, which highlighted:

  • To serve the public good, we must focus attention on the public service officials. To do this, change must come from within. Further, it can not come from top-down mandates which are then not carried out at the lower levels; it must involve the people at the ‘bottom’.
  • The public sector does indeed need to change. It is currently characterized by a ‘me-focused’ attitude of survival, relative dishonesty and resignation. In this negative atmosphere, the private sector is gaining strength, which has dangerous consequences for the poorest populations.
  • ‘We’ are part and parcel of the problem. To change the system ‘we’ must take responsibility and change ourselves. But we can not change alone. We must change with others – with our departments.
  • Leadership can be envisioned both as a bottoms-up as well as a ‘top-down’ perspective.
  • Trust is essential. CEC has created a process to build that process. It enables the latent values that can enable a humanization of the beauracracy to be realized in both aspirational and lived goals.
  • To create that trust, we need a level of honesty that can not be created within the current space. A new space must be created. That space has been created within the Muttram. Engaging with the Muttram is not a merely symbolic act. It permits the me-centered, hierarchical culture to dissipate long enough to create the needed change.