“online learning community” which aims at connecting not only VIA Water project
owners among themselves but also different other target groups with an interest in
urban water issues in Africa. These groups include (young) water professionals,
experts working with NGOs, universities, knowledge institutes, the business sector
and governments. The representatives of the ICT-WIPs interviewed in this study
acknowledged that they have made useful connections with or through community
members. The exchange of networks and connections also occurs during the physical events organised by VIA Water in the target countries (e.g. skills sharing
seminars organised every year, learning tours, knowledge cafés). These face-toface encounters increase trust among participants and allow them to eventually
exchange useful connections. Finally, the programme supports project owners to
pitch their innovations at national and international events (e.g. international conferences or bilateral meetings between the Netherlands and the target countries),
which provides ICT-WIPs with opportunities to connect with potential collaborators.
5.3 Governance Mechanisms of VIA Water WIPs
5.3.1 Structural Governance Mechanisms
This study identified different structural elements that are used to effectively manage
the VIA Water ICT-WIPs. To start with, each lead innovator ought to sign a contract
with VIA Water in which funding conditions are described. Besides, in the project
proposals submitted to VIA Water by lead innovators, there is always mention of
partnering organisations – with their tasks and responsibilities described. In many
cases, the submitting lead innovator must provide further proofs that the partners
mentioned in the proposal have actually agreed to be involved in the project. The
proofs include here copies of memoranda of understanding (MoU) and support
letters from partnering organisations. All these documents spell out what is to be
provided by each partner (and by which means) and sometimes describe how
innovation benefits will be shared – they serve as structural governance mechanisms.
Contracts between the lead innovator and working partners are also used but only in
a few partnerships. For example, in the case of eSOS: efficient and intelligent toilets
project in Kenya, a clear division of tasks is made – based on the specialisation area
of the partners. Manufacturing of specific electronic parts unique to this toilet and
software development are carried out by SYSTECH.ba, design responsibility was
given to Flex Design, whereas the implementation and testing are led by IHE Delft
with support of Sanergy. IHE Delft – the lead innovator – signed a separate contract
with each of the three partners. The use of joint project steering committees was
observed in 7 ICT-WIPs analysed in this study. These committees are expected to
meet periodically and are responsible for guiding and overseeing the execution of the
partnership. They are also responsible for advising the respective project teams in all
192
S. Mvulirwenande and U. Wehn
owners among themselves but also different other target groups with an interest in
urban water issues in Africa. These groups include (young) water professionals,
experts working with NGOs, universities, knowledge institutes, the business sector
and governments. The representatives of the ICT-WIPs interviewed in this study
acknowledged that they have made useful connections with or through community
members. The exchange of networks and connections also occurs during the physical events organised by VIA Water in the target countries (e.g. skills sharing
seminars organised every year, learning tours, knowledge cafés). These face-toface encounters increase trust among participants and allow them to eventually
exchange useful connections. Finally, the programme supports project owners to
pitch their innovations at national and international events (e.g. international conferences or bilateral meetings between the Netherlands and the target countries),
which provides ICT-WIPs with opportunities to connect with potential collaborators.
5.3 Governance Mechanisms of VIA Water WIPs
5.3.1 Structural Governance Mechanisms
This study identified different structural elements that are used to effectively manage
the VIA Water ICT-WIPs. To start with, each lead innovator ought to sign a contract
with VIA Water in which funding conditions are described. Besides, in the project
proposals submitted to VIA Water by lead innovators, there is always mention of
partnering organisations – with their tasks and responsibilities described. In many
cases, the submitting lead innovator must provide further proofs that the partners
mentioned in the proposal have actually agreed to be involved in the project. The
proofs include here copies of memoranda of understanding (MoU) and support
letters from partnering organisations. All these documents spell out what is to be
provided by each partner (and by which means) and sometimes describe how
innovation benefits will be shared – they serve as structural governance mechanisms.
Contracts between the lead innovator and working partners are also used but only in
a few partnerships. For example, in the case of eSOS: efficient and intelligent toilets
project in Kenya, a clear division of tasks is made – based on the specialisation area
of the partners. Manufacturing of specific electronic parts unique to this toilet and
software development are carried out by SYSTECH.ba, design responsibility was
given to Flex Design, whereas the implementation and testing are led by IHE Delft
with support of Sanergy. IHE Delft – the lead innovator – signed a separate contract
with each of the three partners. The use of joint project steering committees was
observed in 7 ICT-WIPs analysed in this study. These committees are expected to
meet periodically and are responsible for guiding and overseeing the execution of the
partnership. They are also responsible for advising the respective project teams in all
192
S. Mvulirwenande and U. Wehn