Success Factors in Realizing Major Recommendation Items of "United Nations Secretary-General's Advisory Board on Water and Sanitation", an International Advocacy and Discussion Process on Water and Sanitation

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  • HIROKI Kenzo
    Water Resources Planning Division, Department of Water Resources, Water and Disaster Management Bureau, Ministry of Land, Infrastructure, Transport and Tourism (MLIT)

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  • 水に関する国際会議プロセス「国連水と衛生諮問委員会」の活動と「橋本行動計画」主要提言項目実現の成否要因に関する分析
  • ミズ ニ カンスル コクサイ カイギ プロセス 「 コクレンスイ ト エイセイ シモン イインカイ 」 ノ カツドウ ト 「 ハシモト コウドウ ケイカク 」 シュヨウ テイゲン コウモク ジツゲン ノ セイヒ ヨウイン ニ カンスル ブンセキ
  • Success Factors in Realizing Major Recommendation Items of "United Nations Secretary-General's Advisory Board on Water and Sanitation", an International Advocacy and Discussion Process on Water and Sanitation

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 The success and failure of international advocacy and discussion processes related to water and sanitation depends on organizational, operational, and follow-up characteristics such as the discussion style, contents, and expression of the output, and follow-up processes. Many processes have experienced difficulties and errors attributable to, inter alia, lack of scientific knowledge related to success factors and their relations in organizing such processes. A survey, based on questionnaires and case studies, has been conducted on the United Nations SecretaryGeneral’s Advisory Board on Water and Sanitation (UNSGAB) to elucidate factors underpinning the success of a small high-level group on water. Characteristics of the advocacy/discussion process, organizational factors, and follow-up processes of UNSGAB have been examined to identify their success factors and relations in realizing major recommendation items of its Flagship Document: "Hashimoto Action Plan 1."Results show that major recommendation items of the "Hashimoto Action Plan 1" have been realized successfully because of (a) proactive collaboration between secretariat and members, (b) clear-cut and doable recommendation, (c) influence and networks of the Chair and members, (d) identification and motivation of influential partner institutions, and (e) combination of top-down advocacy and bottom-up promotion of the recommendation.

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