Seite - (000241) - in Evaluating Climate Change Action for Sustainable Development

insurance,crediting,andnormsforproductguaranteeswerealready inplacedue to themulti-generational history between the stovedistributors andproducers. 12.4.2 WaterFilterCase Hydrologic CeramicWater Purifiers (CWP), has distributed over 150,000 locally produced claywaterfilters throughout ruralCambodia and is currently undergoing its first validation for the Gold Standard voluntary credit stream. The project initially received traditional donor aid fromUSAID in 2002 and partnered with the RedCross to develop the CWPmodel; since switching to carbon finance the project is nowviews theRedCross as a competitor (HydrologicSocial Enterprise 2012). Hydrologic also utilizes an intrinsic revenue model, locating its single water filter factory outside of the national capital, also in Kampong Ch’nang. This location is not only strategic due to the localized expertise in clayware, but it is alsoamore residential area than the textile factoriesoutsideofPhnomPenhwhere themajority of thewater filter factoryworkers previouslyworked. Thefiltersproduceagreater emission reductionperunit andasignificanthealth benefit in terms of reducing cholera and typhoid. Factory wages are similar to garment worker wages, yet laborers unanimously agreed that working at the Hydrologicfactorywaspreferabletoworkingat thegarmentdistrictduetostrategic positioningnear theirhome(enablingmothers to remainclose to their childrenand spend the long lunch hourwith their family) and thework conditions themselves. However, unlike the NLS project where the majority of technology producers owned their own company, theworkers at theCWP factorywere frequently paid oncommissionleading to incomeuncertaintyanddistress,accountingfor the lower LI score.Only one factoryworker of the 15 interviewed reported using aCWPat home,which theyhadwonatacompanyparty.Theremaininglaborers interviewed said that the CWP was “too expensive” and three of the laborers interviewed mentioned that theyhadmissedworkdue to “stomach andwater problems.” Hydrologic has created three distribution channels: direct sales; indirect sales; and wholesale to NGOs for charitable use/emergency aid campaigns. A sales coordinatormanages inventory, communicateswith headquarters and trains local villagers in sales. Sales agents are paid on commission with a 5-dollar monthly stipend for gasoline; thepresenceof a set gasoline reimbursement incentivizes the sales agents to stick close to home and pocket the gasoline cost savings. A problematic partnership with a microfinancing NGO also hinders sales: the microcredit organizationhas little incentive to travel longdistances todisseminate themicro-technologywidely,preferring instead tooffermultiple loan typeswithin a single village for ease of administrative follow up. The absence of a reliable financingpartnership is likely toundermine theprogram’s resilienceand long-term capacity. 12 Unpacking theBlackBoxofTechnologyDistribution,Development Potential. . . 225