COMMUNI1Y MANAGEMENT OF RURAL WATER SUPPLY

A STUDY OF SEVEN PROJECTS IN FRANCOPHONE WEST AFRICA

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REGIONAL WATER AND SANITATION GROUP \VEST AFRICA NOVEMBER 1989

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Participants in the preparation of this report were:

Letitia Obeng, Jennifer Sara, Robert Roche, Annie Manou-Savina, Boukari Tare, Friedheim Peel and Beyene Wolde-Gabriel Helene Katele-N'Cho, Evelyne Ligan, Florence Sakyiama all staff of the UNDP/World Bank Water and Sanitation Program.

For copies of the Annexes, please contact Mr. A Locussol, Manager, RWSG-WA BP 1850, Abidjan 01, Cote d'lvoire

COMMUNITY MANAGEMENT OF RURAL WATER SUPPLY

CONTENTS

BACKGROUND ORGANIZATION OF REPORT

·LESSONS LEARNED DESCRIPTION OF PROJECTS PROJECT MANAGEl\IENT COMMUNITY MANAGEMENT EXTENSION SERVICE

1. 2. 3. 4. 5. 6. 7. 8. 9.

MAINTENANCE AND SPARE PARTS DISTRIBUTION SYSTEM HYGIENE EDUCATION lATRINES TRAINING MATERIALS

ANNEXES

I Study Methodology II Sample Questionnaire III Seven Questionnaires IV List of Project Personnel Met V Project Documents Consulted VI Types of Training Materials Collected VII Bibliography of Training Materials Collected VIII List of Abbreviations

TABLES

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Community Management of Rural Water Supply and Sanitation Community Water Committee Community Funds E.xtension Service Community Caretakers/Mechanics Area Mechanics Central Mechanics Spare Parts Supply Hygiene Education Latrines

FIGURES

Fig 1. Project Costs

ii

PAGE

iii iv

1 3 6 7

13 20 28 30 31

4 10 12 17 23 24 26 27 29 31

BACKGROUND

This report is part of the overall strategy of the UNDP/World Bank Water Supply and Sanitation Program to document community management approaches world-wide and to refine models for community management of water and sanitation services through demonstration projects.

With water supply coverage in rural areas of developing countries currently estimated at 40% and sanitation lagging far behind this, there is growing concern that goals of the Water Supply and Sanitation Decade are not yet in reach. This is both because of the high cost of water supplies and because those systems that have been installed have often required continued external (donor) support to maintain, reducing effective investment in new facilities.

Over the last twenty years, community management of water supplies has been promoted in many Francophone West African Countries. In view of the importance of communities taking responsibility for the long term maintenance of their water supplies, it was felt that many useful lessons could be learned from the experience of projects that had successfully involved communities in the management of their water supplies.

The following seven projects were chosen: Mouhoun and Yatenga in Burkina Faso; Aqua Viva, Mali Sud and Kita in Mali; and Plateau-Savane and Maritime in Togo. They were selected on the basis of an initial review of project documents, progress reports, and evaluations. In addition, discussions were held with persons familiar with rural water supply projects in Francophone West Africa. Some of these projects have been completed and others are still in the process of implementation, but

all projects had a duration of 6 to 12 years.

Field work was conducted in October and November 1988 and the results are summarized in the report. The study methodology, described in detail in Annex 1, includes a description of the approach, a list of the people interviewed, and the types of questions asked. The methodology describes the basic approach of interviewing project staff, community members, area mechanics, artisans, water point committee members, etc. Each project was visited for about three days.

A questionnaire was completed for each project based on the interviews conducted at each project site and these were then used as a basis for the report. A sample blank questionnaire is provided in Annex II and the seven questionnaires which were completed are included as Annex III. The questionnaires were used to obtain the following information on the projects: background on the projects and beneficiaries; water resource information; financing; construction; extension; water committees; maintenance and spare parts distribution; and other project activities.

A list of persons met and project documents consulted during the study can be found in Annexes IV and V respectively.

iii

ORGANIZATION OF THE REPORT

The report does not attempt to present a thesis on the subject nor is it intended as an evaluation or a criticism of the projects studied. Rather, it presents a summary of some of the components that are key to establishing community management of water supply. At the beginning of the report, a section on lessons learned summarizes factors that are believed to have been most responsible for the success of the projects in establishing community management of the water points.

The components discussed are:

project management community organization extension services maintenance and spare parts distribution

The main focus of the report is water supply, however, sections are also included on hygiene edur.ation, latrines and training.

Each section of the report is in general, made up of the following: a discussion of the component in question, a comment highlighting the aspects which contribute to the effectiveness of the approaches used, and tables with specific information on the component. The reader can also review the questionnaires (Annex III) which provide more background detail on each project.

It is hoped that the information provided will give insight and ideas to project staff responsible for preparing and implementing such projects as well as to others working in this sector.

iv

1. LESSONS LEARNED

Perhaps the single most important lesson learned from these case studies was that all that is really needed to enhance system sustainability is enabling communities to keep their pumps in operation themselves. The details of water point management are really worked out by the, individual communities themselves.

There are various other lessons to be learned from the projects visited during the study. These are presented below.

Project Management

II Effective project management requires dedicated staff who will implement the various activities planned.

II National staff get experience in supervising water supply projects, but not in their management. Projects can pay more attention to developing the management capabilities of the nationals and this can best be done by limiting the time expatriates work on the project as well as including national management as a project objective.

II The average cost of $18,500 per well precludes large scale replication, therefore ways must be found to reduce construction costs and expensive expatriate inputs,

Community Management

II Community management of a water point is sustainable and replicable. The main elements of the management system are:

An effective extension service supportive of community capacity,

The willingness of the community to have an improved water supply (possibly exhibited by up-front financial commitment).

The establishment of a representative water committee and community fund for management of repairs and maintenance of the pump surrounds.

A good maintenance system which uses trained local artisans and which is as autonomous as possible from the project and/or government.

An effective spare parts distribution system.

1

Extension Service

II Projects are likely to be a success in areas where there is a high demand for water, especially in the dry season. Consequently, the approaches used by the projects in mobilizing communities to establish community management of water supplies may not be replicable in areas where alternate water sources are readily available.

11 Hygiene education can only be effectively implemented by EAs involved in mobilizing and training communities if they are given the mandate, resources and time to do so.

II The willingness of the communities to manage their water points is the critical factor of sustainability; extension services only serve to support that willingness and build internal capacity.

Maintenance and Spare Parts Distribution

II Area mechanics are capable of maintaining VLOM pumps without central back-up.

II Community mechanics can maintain the Volanta pump with minimal support from area mechanics. Community mechanics could also undertake more responsibility for repairing VLOM pumps, if given the tools and training.

II Private spare parts distribution is important, as exhibited by the fact that all the projects already have or are in the process of establishing distribution through local retailers.

2

2. DESCRIPTION OF PROJECTS

The areas covered by the projects visited ranged from 8,500 km2 for the smallest project to

80,000 km2 for the largest, and the number of people served ranged from 65,000 to 600,000. The systems studied were handpump-based water supply projects although in some of the projects open wells and motorized pumps were also used. The costs per person served ranged from $24 to $128 and the cost per water point ranged from $14,000 to $27,000. Table 1 provides background information on each of the projects.

The projects were located in similar environmental conditions, characterized by a lack of surface and shallow well water in the dry season but more readily available water in the rainy season. In all the projects the demand for water in the dry season was high, as traditional sources were generally 1 to 15 kilometers away. This no doubt had a strong influence on the willingness of communities to participate in the projects and contributed much to their success. It was also clear in all cases that, to the people, water quantity was far more important than water quality. Most communities visited had alternate sources of water (eg. traditional wells) which were polluted, but they were very happy to have them as supplements to their handpump water.

3

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of

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and

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•

Loc

al d

istr

ibut

or

D~tribution N

etw

ort

sell

s p

arts

thr

ough

st

ocks

and

sel

ls

sto

cb

and

sel

ls s

pare

an

d se

lls

spar

es

sell

s sp

ares

th

roug

h se

lls

spar

es a

nd i

s st

ocks

and

sel

ls

EA

s. L

ocal

sp

ares

. pa

rts.

th

roug

h ar

ea

area

mec

hani

cs o

r go

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wee

n fo

r lo

cal

Ver

gnet

par

ts.

dist

ribu

tion

to

be

mec

hani

cs.

Loc

al

agri

cult

ure

agen

ts.

dist

ribu

tor

or

Pro

ject

pro

vide

s es

tabl

ishe

d.

dist

ribu

tion

to

be

IMII

{fog

o pa

rts.

sp

ares

for

UP

M.

esta

blis

hed.

5

3. PROJECT MANAGEMENT

The projects have been managed by expatriates with national counterparts or by nationals with expatriate advisors. Nationals have been most actively involved in the supervision of extension and construction activities and to varying extent in planning and reporting on them. Administrative experience, particularly in budgeting, has been limited.

All the projects took a "cookbook" approach to project implementation in which the mobilization activities and conditions for community participation were pre-specified by a project document. They differed, however, in terms of the involvement of national staff in project planning, as some project teams were simply presented with an implementation recipe that they were to carry out, while others were involved in developing and modifying it. Those projects that involved staff in planning tended to be more flexible and refined their implementation strategy over time.

Most projects had 2 to 6 international staff who remained throughout the project either as advisors or managers. However, one of the projects never employed international staff but had external consultants and another eliminated their positions after a few years. The necessity of retaining international staff for an extended period of time was not demonstrated in any of the projects. It appears that the projects would have benefited from a strategy to turn over full management responsibility of the project to national staff in a predetermined time period.

On average, projects constructed 100 boreholes per year at a cost of $18,500 each ($14,000 to $27,000). 80% of this cost was directly related to well construction and pump installation, 15 percent to management and administration and 5 percent to extension service. For an individual pump this works out to $14,500 for construction, $3,000 for management (administrative overheads) and $1,000 for extension. Expatriate inputs to management averaged about 3.5 staff years PROJECT COST per 100 pumps installed or about $3,000 per pump. Cost per Water Point (Thousands)

$30r---~------------~------~----.

It is clear that construction dominates project costs and that expatriate labor adds substantially to costs. As indicated in Figure 1, economies of scale also are a determining factor. For example, proJect costs per borehole were about $25,000 if 50 wells per year were constructed and half that if 150 per year were constructed.

This study did not investigate the reasons for well construction being so high. It is clear, however, that while the maintenance systems appear to be both replicable and sustainable, the extremely high construction costs, preclude replicability. Ways of reducing construction costs must be found if widespread coverage is to be attained.

6

$:?5

$20 ·--··· ·-·-·-·- ····--

$15 -·--·-·-·-···---

$!0

$5

$Ok-------L-------L-------~----~

0 50 100 150 zoo Number Water Points Constructed per Year

4. COMMUNI1Y MANAGEMENT

Community mobilization and organization were important components of all the projects, and even though different approaches were taken, it is interesting that all communities ended up with very similar management systems.

The process of selecting communities as beneficiaries of the water points varied among the different projects. In some cases, a survey was used to help with selection of communities, in others, a request for a new water supply was made by the communities. The communities all had strong leadership structures, elected officials sometimes existing alongside the traditional leadership groups. All the communities had other existing community organizations and therefore the formation of water committees was not new to them.·

4.1 Water Committees

Table 2 presents information on the water committees (or development committees, as they were called in some project areas) established by the communities. All projects took the approach of establishing water committees for the management of the water points, although in one or two cases, the committees were established retrospectively after the water points had been installed. In all cases, project staff, usually the extension agents, described the requisite roles to be played by members of the committee. Subsequently, the committee members were chosen by the communities or selected by the traditional leaders. Committee members who did not perform satisfactorily were replaced. In some projects, community leaders also became committee members. Projects did not, as a rule have a role in the committee selection process. Occasionally, in response to complaints, extension agents would intervene to confirm that the committee members were acceptable to all community members. It appears that on the whole, communities readily established their water committees.

There was usually one water committee per pump. Sometimes, therefore, a community had more than one committee. The water committees all comprised the following basic members: president, treasurer, secretary/accountant, community mechanic and a woman responsible for cleaning the pump surrounds. In all the projects an effort seemed to have been made to ensure that women were part of the committees but usually only as "les femmes responsibles" that is the person responsible for keeping the pump area clean but with no decision making power . In two projects however, efforts were made to ensure that there was greater participation of the women in other committee roles, either through a quota system or other means, although none of the committees visited had women mechanics. Committees sometimes had two people per job in order to reduce the possibility that the job would not be done because the person responsible was not available.

Criteria for selection of committee members by the communities included the following characteristics: a respected member of the community, married and literate (for secretaries/accountants). It is clear that each community established its own criteria for selection of committee members. Committee members were not paid for their services and some had been members for quite some time. It was clear from interviews with committee members, that most of them took their jobs very seriously. The most important thing was that the committee members volunteered their services to the community and were trusted by their fellow community members.

4.2 Responsibilities of the Water Committee Members

Committee members each had specific roles and responsibilities. As a team, they were responsible for ensuring that the community provided funds for maintenance and for settling disputes

7

about the water point. They were assisted in this by the community leaders. They were supported in the maintenance of the water points by area mechanics and in one case by central mechanics.

Individual responsibilities included the following:

president

treasurer

secretary/ accountant

community mechanic

woman responsible

to chair meetings and lead the committee

to collect and keep funds

to keep a record of meetings, accounts, pump repairs, and spare parts used

to make repairs on pump and do preventive maintenance

to supervise pump users and keep pump surrounds clean

4.3 Training of Water Committee Members

Once committee members were chosen, they were trained by members of the project team, usually the extension workers. Those who received the best training were usually the community mechanics, the secretary/accountants and the treasurers. However in almost all cases, this training was very limited, although it was sufficient to enable the committee members to carry out their various duties adequately. The community mechanics typically received at least one day followed by on-the-job training. The details of their training are presented in Section 6. The secretary/accountants received instruction on how to take minutes of meetings, and how to keep a simple record of the community accounts, noting funds received, disbursed and balances. They were also shown how to keep a record of repairs made on the pump or at the water point. Where bank accounts were opened by the communities, the treasurers and secretary/accountants received special training to help them manage the bank accounts. Other committee members such as the women responsible for the pump surrounds were usually just given basic instructions and advice on how to avoid and control conflicts at the water point and on how to promote cleanliness at the pump site. They were instructed for example to make sure that footwear was not worn at the water point site and that children did not play there. More extensive training especially of these women would have enabled the communities to better address issues which impinge on the quality of the water supply, such as environmental sanitation and hygiene.

4.4 Collection of Funds

One of the main jobs of the water committees in all the projects was to collect funds initially for the installation of the pump and subsequently for the purchase of spare parts and payment of area mechanics. In all the projects, sums of money to be collected by communities before they could receive their water points were determined by the project. These ranged from 50,000 CFA to 300,000 CFA Table 3 describes how funds were collected and used in the different projects. All communities were able to collect the amounts requested of them. Several communities had previous experience in fund raising as they had collected or borrowed (from banks or loan agencies) much larger sums for the purchasing of mills, motors etc. The communities established set dues for each community member or household and monitored/policed the collection process with various types of penalties required of defaulters. Some communities had regular monthly dues, and others only called for funds when a repair had to be carried out.

8

In most of the projects, the funds were used for maintenance of the water point and its surrounds. Some communities used some of these funds for other community development activities. The funds once collected were in all cases, except for the two projects in Togo, kept within the community, usually with the treasurer. In Togo, the majority of the funds were put in a bank with small amounts kept in the community coffers.

4.5 Income Generating Activities

Several of the communities that were Visited had been in the past or were currently involved in some income generating activity but not necessarily for water supply activities. Agricultural and women's groups were usually vary active in this area.

4.6 Comment

One of the keys to community management is the establishment of a functioning water committee. Some projects established water committees after pump installation and as the project evolved. For the majority however, the establishment of the water point committee was the initiation of management of the water point. Once the communities had got their committees organized and trained, they functioned with little input from the project. Training, although limited, provided the necessary skills for each committee member to fulfil his or her role and responsibility. The collection of funds was a responsibility which was willingly carried out by the communities, who were determined to keep their water points in operation. Furthermore, sustainability of the committee was facilitated by the fact that the entire community had a role in electing and replacing committee members and that the :traditional leaders usually had a good relationship with them.

9

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nly

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4

day

trai

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for

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s fo

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and

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s re

cord

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by t

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puty

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puty

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ecti

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ha

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lict

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lect

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abov

e gr

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ts

and

buy

spar

e pa

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•

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an c

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ke

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a cl

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re

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/ ac

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s re

cord

s.

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er

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mit

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and

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llag

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ish

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ater

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nly

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fo

r p

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ase

of

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ent

etc.

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ount

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/ ac

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rds.

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unit

y de

term

ines

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es.

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per

man

and

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per

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oman

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onth

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ged

to u

se m

oney

for

w

ater

poi

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viti

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nly,

bu

t no

t en

forc

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000/

pum

p

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radi

tion

al

met

hods

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Fin

es.

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reas

ure

r su

ppos

ed t

o ke

ep

ofte

n w

ith

chie

f.

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ecre

tary

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ater

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f ho

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olds

whe

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diti

onal

fun

ds a

re

need

ed.

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0,00

0/pu

mp

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ach

com

mun

ity

mem

ber

pays

so

met

hing

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enue

fro

m

hiri

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ut

a w

ork

grou

p.

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ealt

hy r

elat

ives

he

lp.

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imes

fun

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of

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mun

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chie

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ates

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pum

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cide

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ecre

tary

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ount

s fo

r fu

nds.

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he

vill

age

coun

cil.

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00/p

ump

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omm

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y de

cide

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cour

aged

to

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ect

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/mon

th.

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ds

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k.

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mal

l am

ount

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pt i

n co

mm

unit

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ith

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sure

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e w

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n fr

om b

ank

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ith

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f 3

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atur

es.

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3 fu

nds

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icro

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ject

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er

acti

viti

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nd

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for

p

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epai

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ump

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oo

r to

do

or

coll

ecti

on.

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ctiv

e fa

rms.

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ajor

ity

of f

unds

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pt i

n ba

nk.

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mal

l am

ount

s ke

pt i

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mm

unit

y.

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reas

urer

and

pr

esid

ent.

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out

of

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mm

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e m

embe

rs

need

to

be

pres

ent

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wit

hdra

wal

of

fund

s. E

xten

sion

ag

ent

has

to c

o-si

gn

• M

oney

usu

ally

us

ed f

or p

ump

repa

irs.

5. EXTENSION SERVICE

Extension Agents (EAs) involved in the projects were responsible for mobilizing and organizing the communities, training water committee members, and ensuring the establishment of community management of the water supplies. Extension agents were each responsible for approximately 15 water points per year. There appears to be little difference among the approaches used by the seven projects to provide an effective extension service. It must be noted that on the whole, financial resources put into extension services were limited. In all the projects except for one, extension staff were recruited specially by the project. In the one exception, extension was made the responsibility of health workers working in the region as an addition to their other activities. The number of EAs employed on the different projects ranged from 3 to 120. There are however, slight variations in the way in which extension was carried out in the projects. These will be presented below. Table 4 summarizes various aspects of the extension in the projects visited. It presents among other things, recruitment methods, selection criteria, the responsibilities and the reporting procedures for the extension agents and process of extension within the project.

5.1 Selection and Training of Extension Agents

All the EAs had a minimum of 6 years of school. They carne either from ministries associated with development/health work or were specifically hired by the project. Those hired by the projects, were often community or agricultural development agents (or occasionally health workers). They were usually given a written or oral test prior to recruitment. Language skills and willingness to work in the communities were also taken into account. The EAs received monthly salaries comprising a minimum of 30,000 CFA and supplemented by various benefits for health care, field trips etc. A key characteristic of the more dynamic extension agents interviewed, was their dedication to their work. Most of the extension agents were male. Project staff (male) felt that this was in part because the need to travel across harsh terrain on mopeds discouraged many women from considering the job. However, the few female extension agents interviewed were just as effective and efficient as their male colleagues.

All the projects provided training for their EAs and followed up with refresher courses or additional courses as required. Some EAs were trained at schools specializing in extension work and others were trained by the projects. There were basically two variations on the approaches used by the projects in preparing their EAs for their work:

a) In the first, EAs were given intensive training on a very well defined system and procedure (cookbook) for extension, and then left to implement it without much deviation from the planned procedure. They received some follow-up training or refresher courses at various times during the implementation of the project.

b) In the second, EAs were given general training on the project and then they developed messages and the procedure for the extension work themselves together with their supervisors. There was follow-up training or a refresher course provided at various times during the implementation process and there were also opportunities to try out new ideas. Periodic work planning meetings which all the EAs attended also provided an opportunity for further training.

5.2 Interaction with Communities

One or more meetings were held with the communities who were to receive the water points. Various messages were conveyed to them. These included information on the project, what it was offering and what was expected of them. The communities were required to establish water committees,

13

take certain decisions, and collect money and materials before the construction of the water point. EAs provided a good liaison between the construction teams and the committees. Members of the water committees were trained, and community performance was monitored after installation of the water points. The following steps were taken in establishing community management:

a) Communities were identified either through a socio-economic survey or a community request to the project.

b) A series of meetings were then held to mobilize the communities. Often, a contract would be signed either at the beginning of the mobilization process, or at the end when the installation was complete to signify that the water point now belonged to the community. Not all projects had a contract signing ceremony. The members of the water committees were then trained by the EAs.

c) Some form of commitment was sought from the communities prior to beginning construction activities (financial outlay, formation of committees etc.)

The timing between the different meetings depended on the number of EAs, the number of communities they had to work in, the speed with which the communities did what was expected of them and the availability of the drilling teams (there was no point in preparing the people and then letting them wait for several months before they received their water point). In some projects, the mobilization process occurred within a one to two month period. In others, it took several months. Also in one project, there was a 1 year long period after the initial community mobilization prior to the identification and training of committees.

5.3 Meetings with the Communities

Each project determined its own unique process of extension. The number of meetings however ranged from a total of 3 to a meeting once a month for the duration of the project. Where there were fewer EAs, the project usually followed a campaign type of approach, rapidly mobilizing the communities within a short period to prepare them for the construction activities and then moving on to a new area. The subject matter usually covered included the following:

a) First meeting: general presentation of the project, the proposed activities and inputs to be made by all, (ie. the community/community representatives, the project staff and local government). Often this meeting was held at a district/regional level, bringing together only community elders and leaders.

b) Second meeting: more detailed discussion of various aspects of the project with the entire community, for example choice of water point (handpump or open well), reiteration of the need to collect funds and provide construction materials, water point sitting, and selection of committee.

c) Third meeting: discussions with committee members, if open well construction was part of the project, this meeting might be used to ensure that all the labor input required by project from the community had been provided.

d) Additional Meetings: these were held for the resolution of conflicts, or to organize specific activities such as construction of animal watering troughs, or to run special campaigns such as for ORT training.

e) Training of Committees: individuals of the water committees received appropriate

14

training for their different duties. (This has already been discussed in Section 4).

f) Monitoring of progress: each project established a system for monitoring community progress in establishing management of the water points. Sometimes monitoring would continue for up to one year after installation of the water point. Discussions on progress with the establishment of committees, maintenance of water points, collection of funds etc., would be held during these meetings.

5.4 Transport/Housing

Availability of transport also played a role in the efficiency of service and all the projects ensured that the EAs had access to some form of transport. EAs were given mopeds, or motorbikes and occasionally project vehicles to assist them in doing their work. In some projects EAs had motorbikes and stayed with the communities for the duration of the project whereas in others they moved from one area to another. The transport and fuel were provided by the projects. EAs were expected to find their own housing. Some had to stay in central communities during campaigns and work in the surrounding area, others lived in the project area, whilst others lived and worked out of nearby towns.

5.5 Monitoring

Monitoring of the activities of the extension workers, was an integral part of the implementation of the service. There was usually provision for the exchange of ideas and discussion of problems/issues between EAs and their supervisors, as well as among themselves. Weekly, fortnightly, monthly, quarterly and annual reports prepared by the EAs and their supervisors were useful tools for monitoring their activities. In addition, the EAs held regular review and discussion meetings to discuss progress and solve problems.

5.6 Comment

An effective extension system will ensure that community management of a water point can occur. The keys to this effectiveness are:

good communication between the extension agent and the community,

a desire/mandate to transfer management responsibility to the community and away from the project,

a willingness to work together and,

mobilization prior to construction (good timing).

Projects either brought EAs in from outside the project area, or used those who already worked within the area either for government or for other agencies. Using locally based agents was advantageous in that they would already be familiar with the communities. Also, it would be of benefit to recruit extension agents from ministries already working in the area, because they could remain after the project was completed to provide follow-up and support (if funds were available).

Where extension agents lived within the communities, they were more obliged to use a less rigid approach because they were very much a part of community life. On the other hand, where the contact with the communities was only during specified campaigns, it was simpler to have a set or "cookbook" approach.

15

Some EAs received training which enabled them to provide a broad range of messages to the communities including the specific ones related to receiving the water point. However, in most cases, the EAs were ill equipped to address issues such as environmental sanitation, albeit this was not within their terms of reference. The training that they were able to provide to the committee members was also limited to the specific goals of the projects.

The number of EAs working on a project also affected the emphasis of the different projects on mobilization activities, environmental sanitation and health education. Because mobilization was a relatively short term activity in which EAs focused on about 15 communities each year and then moved on to the next group of communities, it was cost effective to provide them with transport. However, had the projects been designed to also provide long term environmental sanitation and health education support, this would have meant that EAs would have had to remain working within a group of communities for a much longer period of time and the transport issue would have had to be handled differently.

The extension systems used by the projects were on the whole effective in establishing community management of the water points in the areas where the projects were active. The two main approaches used to communicate with the communities and establish management both had their merits and disadvantages. The approach of giving the EAs flexibility in the field, to modify and adapt to suit community pace and needs helps make the service work. However using a "cookbook" approach also has its merits. In both cases, however, it was the willingness of the communities to participate which made it possible for the interaction to take place and the management system to be established.

16

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etc.

•

Sel

ecti

on a

nd

trai

ning

of

com

mit

tee.

•

Mon

itor

ing

6 •

12

mon

ths

afte

r pu

mp

is

inst

alle

d.

• T

he E

As

mob

iliz

e th

e co

mm

unit

ies,

tr

ain

the

wat

er

com

mit

tees

an

d

mon

itor

pro

gres

s af

ter

wat

er p

oin

t is

in

ope

rati

on.

• E

ach

EA

wo

rn

wit

h 10

vil

lage

s du

ring

cam

paig

n.

• E

ach

cam

paig

n la

sts

6 w

een

. •

The

re a

re 5

m

eeti

ngs

in a

ll f

or

mob

iliz

atio

n.

Th

e fi

rst

has

an a

udio

­vi

sual

sho

w a

nd t

he

oth

er 4

are

use

d to

or

gani

ze a

nd s

elec

t th

e co

mm

itte

es.

• T

rain

ing

of

com

mit

tee.

•

Mon

itor

ing.

• E

ach

EA

has

20

com

mun

itie

s p

er

cam

paig

n.

• A

ctiv

itie

s in

clud

e:

· 1

mee

ting

per

di

stri

ct,

-2

mee

ting

s pe

r co

mm

unit

y;

-si

gnin

g of

con

trac

t w

ith

com

mun

ity;

-

4 da

ys t

rain

ing

of

wat

er c

omm

itte

e;

-ev

alua

ting

co

mm

unit

y bo

reho

le

need

s;

sett

ling

of

com

mun

ity

and

dril

ling

tea

m

disp

utes

; •

Ek

do

thr

ee

cam

paig

ns a

yea

r.

• E

ach

cam

paig

ns

last

s th

ree

mon

ths.

•

Mob

iliz

atio

n st

arte

d la

te i

n th

e pr

ojec

t.

• T

her

e ar

e th

ree

mee

ting

s fo

r in

form

atio

n,

com

mit

tee

form

atio

n an

d c

ontr

act

sign

ing.

•

Tra

inin

g of

co

mm

itte

es.

18 •

Pro

vide

in

form

atio

n to

co

mm

unit

ies,

2 d

ays

[or

each

one

. •

1 E

A b

ased

in

"cen

ter"

vil

lage

du

ring

20

days

and

se

rves

6 v

illa

ges.

A

ctiv

itie

s in

clud

e:

heal

th e

duca

tion

; tr

easu

rer

trai

ning

; an

d m

onit

orin

g af

ter

pu

mp

is

in

plac

e.

• T

her

e is

a 2

day

m

obil

izat

ion

usin

g a

slid

e sh

ow.

• A

con

trac

t is

si

gned

and

a s

ite

is

chos

en.

• O

ther

mob

iliz

atio

n ac

tivi

ties

occ

ur.

• 1

year

lat

er,

ther

e is

a 3

day

tra

inin

g se

ssio

n us

ing

a fl

anne

logr

aph

(GR

AA

P m

etho

d) i

n w

hich

a w

ater

co

mm

itte

e is

fo

rmed

. •

Dur

ing

the

year

be

fore

thi

s ha

ppen

s,

the

com

mun

ity

man

ages

on

its o

wn.

• H

old

com

mun

ity

mee

ting

s:

-1

mee

ting

/ di

stri

ct a

nd

-1

mee

ting

/vil

lage

. •

Res

earc

h ex

isti

ng

stru

ctur

es f

or t

he

man

agem

ent

of t

he

wat

er p

oint

. •

Tra

inin

g of

the

tr

easu

rer

and

secr

etar

ies.

•

1 E

A l

ives

th

roug

hout

the

yea

r in

one

vil

lage

and

se

rves

20

vill

ages

.

• T

he

cam

paig

n co

ntin

ues

thro

ugho

ut

the

year

. •

Mee

ting

s ar

e he

ld

wit

h fa

mily

hea

ds t

o ta

ke d

ecis

ions

. •

Th

e co

mm

itte

es

are

chos

en a

nd

trai

ned.

• C

ondu

ct s

ocio

-ec

onom

ic a

nd

sa

nita

tion

sur

vey.

•

Pro

vide

com

mun

ity

info

rmat

ion

for

cont

ract

s si

gnin

g.

• T

rain

wat

er

com

mit

tee.

•

Hel

p c

omm

itte

e o

pen

ban

k a

ccou

nt.

• G

ive

tech

nica

l ad

vice

on

guid

ing

new

act

ivit

ies.

•

Lea

d 3

heal

th

educ

atio

n ca

mpa

igns

. •

Lea

d la

trin

e co

nstr

ucti

on.

• 1

EA

wo

rn w

ith

4 to

8 c

omm

unit

ies.

• T

her

e ar

e 8

mee

ting

s p

er

com

mun

ity

and

ca

mpa

ign

whi

ch

resu

lt i

n th

e fo

rmat

ion

of

a co

mm

itte

e an

d

sign

ing

of

the

cont

ract

. •

Th

ere

are

educ

atio

n ca

mpa

igns

o

n h

ealt

h et

c.

• T

he

com

mit

tees

ar

e tr

aine

d.

• E

k c

ondu

ct 1

vi

sit

per

mon

th t

o co

mm

unit

y du

ring

in

stal

lati

on.

• T

rain

com

mit

tee

mem

bers

cho

sen

by

com

mun

ity.

•

Hel

p o

pen

bank

ac

coun

t.·

• H

ealt

h ca

mpa

igns

(O

RT

, la

trin

es,

rain

wat

er

catc

hmen

ts).

•

Info

rm w

ater

su

pply

ser

vice

in

case

of

brea

k-do

wn.

•

A t

eam

of

3 to

4

Ek

ser

ve 3

0 vi

llag

es.

• T

here

are

thr

ee

mee

ting

s p

er

com

mun

ity

and

cam

paig

n fo

llow

ed

by t

he s

igni

ng o

f co

ntra

cts.

•

The

com

mit

tees

ar

e tr

aine

d.

PR

OJE

CT

/ E

.Lfl.

ME

NT

M

OU

HO

UN

fi

urt

ina

Fa=

(N

E1H

ER

LA

ND

S)

YA

TE

NG

A

fiur

tina

Fas

o (E

D F

)

EX

rEN

ST

ON

SE

RV

lCE

(C

ON

TIN

UE

D)

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

U S

UD

M

ali

(SW

ITZ

ER

lAN

D)

KIT

A

Mal

i (I

DA

)

M.A

RT

I1M

E

Tog

o (C

AN

AD

A)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

========================================================================================~~===============~=====

Ave

rage

No.

of

• A

bo

ut

8 m

eeti

ngs

• 5

com

mun

ity

• 3

mee

ting

s.

• 4

mee

ting

s pl

us I

•

Th

ree

1 h

ou

r •

Eve

!)'

2 w

eeks

, fo

r •

Onc

e ev

e!)'

mon

th

Mee

ting

s w

ith

eac

h an

d 2

mon

itor

ing

mee

ting

s.

foll

ow-u

p.

sess

ions

per

4

year

s (o

ngoi

ng).

fo

r pr

ojec

t du

rati

on.

Com

mun

ity

mee

ting

s af

ter

1 ye

ar.

com

mun

ity.

Rep

ort

ing

by

EA

s •

Eac

h g

rou

p o

f •

Wee

kly

mee

ting

s •

Ann

ual

repo

rt b

y •

Mon

thly

rep

orts

by

• M

onth

ly m

eeti

ng

• W

eekl

y m

eeti

ng

• M

onth

ly m

eeti

ng

EA

s: w

eekl

y w

ith

repo

rts

by E

A

EA

s to

chi

ef

the

EA

s.

wit

h pr

ojec

t di

rect

or.

wit

h su

perv

isor

s.

at r

egio

nal

rep

ort

ing

on

or

supe

rvis

or.

hydr

ogeo

logi

st.

• R

epo

rts

by E

As

• P

roje

ct r

epo

rt a

t •

Mee

ting

s ev

e!)'

two

head

quar

ters

. ac

tivi

ties

. •

Mon

thly

and

af

ter

each

vil

lage

en

d o

f an

nual

w

eeks

with

reg

iona

l •

Sem

inar

wit

h un

it

• B

i-w

eekl

y qu

arte

rly

repo

rts

by

mee

ting

. ca

mpa

igns

. he

ad o

f so

cia I

he

ad.

wor

kpla

nnin

g su

perv

isor

to

proj

ect

• S

emi·

annu

al

• Q

uart

erly

rep

orts

af

fair

s de

part

men

t.

sess

ions

for

eac

h

dire

ctor

. ev

alua

tion

wit

h by

sup

ervi

sor.

gr

oup.

•

Ann

ual

repo

rts

by

proj

ect

dire

ctor

. •

Mon

thly

mee

ting

s su

perv

isor

s.

for

all.

•

3 da

y se

mi-

annu

al

mee

ting

s.

• A

nnua

l se

lf

eval

uati

ons.

Tra

nsp

ort

•

Pro

ject

pro

vide

s •

Pro

ject

pro

vide

s •

Pro

ject

pro

vide

s 1

• P

roje

ct t

rans

port

s •

Pro

ject

pro

vide

s •

Pro

ject

pro

vide

s •

Pro

ject

pro

vide

s a

mot

orbi

ke (

Ho

nd

a),

mo

tor

scoo

ter.

ve

hicl

e fo

r 3

of

EA

s E

As

to c

entr

al

mot

orcy

cle

on a

hir

e-m

otor

cycl

e w

ith

fuel

m

otor

cycl

e.

rene

wed

eve

ry 3

an

d a

mot

orcy

cle

to

vill

age

and

prov

ides

pu

rcha

se b

asis

wit

h al

low

ance

. ye

ars.

th

e fo

urth

. m

oto

r sc

oote

r w

ith

fuel

all

owan

ce.

fuel

.

Acc

omm

odat

ion

• N

on

e pr

ovid

ed b

y •

Non

e pr

ovid

ed b

y •

Non

e pr

ovid

ed b

y •

No

ne

prov

ided

by

• N

one

pro

vid

ed b

y •

Non

e pr

ovid

ed b

y •

Non

e pr

ovid

ed b

y pr

ojec

t.

proj

ect.

pr

ojec

t.

proj

ect.

pr

ojec

t.

proj

ect.

pr

ojec

t.

• 3,

000

FC

FN

mo

nth

•

Lod

ged

by v

illa

ge

• L

odge

d by

vil

lage

•

Lod

ged

by c

entr

al

• L

odge

d by

cen

tral

al

low

ance

for

EA

s du

ring

pro

ject

. du

ring

the

pro

ject

. vi

llag

e.

vill

age.

w

ho s

ell

spar

e pa

rts.

Pay

men

t pe

r EA

. •

Mon

thly

sal

ary:

•

Mon

thly

sal

a!)':

•

Mon

thly

sal

a!)':

•

Mon

thly

sal

a!)':

•

Mon

thly

Sal

ary:

•

Mon

thly

sal

a!)'

• M

onth

ly s

ala!

)' (F

CF

A)

60,0

00.

35,0

00.

45,0

00.

30,0

00.

31,0

00.

(pub

lic)

: 47

,000

. 50

,000

. •

Hea

lth

ins

uran

ce

• 6

% r

isk,

•

1,00

0 bo

nus

per

•

1,25

0 al

low

ance

•

15,0

00 b

onus

. •

Pro

ject

bon

us

• P

er d

iem

for

80

%.

25

% w

ork,

and

5%

w

ork

day.

p

er d

ay a

nd 2

,000

•

Fue

l.

8,00

0.

trai

ning

: 2,

100

per

bo

nus

are

adde

d.

• 50

kg

of

rice

p

er n

ight

spe

nt i

n •

Per

die

m f

or

• M

onth

ly s

ala!

)' of

da

y.

• 10

,000

per

•

4 li

ters

of

fiel

d.

trai

ning

: 2,

000

per

pr

ojec

t st

aff:

60,

000

mon

th f

or

kero

sene

. da

y an

d f

or r

efre

sher

to

88,

000.

tr

ansp

orta

tion

. co

urse

1,0

00 p

er d

ay.

• P

er d

iem

for

•

Fre

e m

edic

al

trai

ning

. co

nsul

tati

on.

19

6. MAINTENANCE AND SPARE PARTS DISTRIBUTION SYSTEM

The key to effective management of a water supply system is sound maintenance and a sustainable spare parts distribution system. Even if a community is willing to pay for its water supply and manage it, nothing will be achieved unless there is a means of ensuring adequate maintenance and spare parts distribution. All but one of the projects employed a tiered maintenance system comprising combinations of community mechanics, area mechanics and project back-up with area mechanics being relied upon for below ground repairs.

6.1 Community Mechanics

Each community selected its own community mechanics as part of the water committee. In Table 5, the process of selecting community mechanics, their responsibilities and the training they received are presented. Like other water committee members selection was based on various criteria. In most cases their selection was based on the nominees having mechanical ability. Community mechanics were not paid for their services but in some projects they were reimbursed for travel to purchase spares.

There were two community mechanics per pump. One project specified that these both had to be men, and another encouraged selection of a woman as one of the mechanics. All received a small number of tools (mainly wrenches and spanners), to help them carry out the repairs. These mechanics were trained by the project in the repair of the above ground parts of their pumps. The training took the form of a specific course of one or more days and on the job training. Additional duties included preventive maintenance, acquisition of spare parts from the project or a retail outlet and monitoring of pump use. The community mechanics were only allowed to repair the above grounds parts of the pumps installed. There was one exception to this where they were allowed to repair specific below ground pans of the Volanta pump.

6.2 Area Mechanics

All but one of the projects had area mechanics (AMs) who were available to repair the pumps when requested by the communities. Some of the AMs had their own jobs and therefore did not have to depend on pump repair for their livelihood. The number of pumps served by the area mechanics ranged from 5 to 40. Criteria for their selection included, mechanical ability, literacy, stability in community, interest in job, and availability. Other details of their selection and responsibilities are presented in Table 6. They were trained to install new pumps, and, if they were part of the project team, to train community mechanics and occasionally to sell spare parts. Training courses ranged from a period of five days to one month. Both theory on pump components and operation as well as practical skills in installation and repair were taught.

The area mechanics were responsible for the repair of the pumps as requested by the communities, and as already stated, this usually involved all below ground repairs. Some stocked and sold spare parts and others were required to train the community mechanics. In all cases, they were given tools. These tools were either paid for by the community in which the AM lived or were paid for in part by the AMs over a period of time. Transport to and from the water point was the responsibility of the AM. They carried out repairs in response to community request and were paid for their pump repair services by the communities. In some cases the transport of the AMs was paid for as part of the repair. Some of the AMs were reasonably autonomous from the projects and others were an integral part of the project teams.

20

6.3 Centralized Maintenance

Only one project had centralized maintenance support to the community mechanics. There were no area mechanics. Central mechanics were assigned from the parent Ministry to the project area provided project vehicles to repair pumps as requested by the community or extension agents. They received a monthly salary for their services. Table 7 describes the roles of central mechanics in the project.

6.4 Back-up Support

With four of the projects, there was either project back-up or ministry support to the AMs to help with difficult repairs, use of tripods, distribution of spares and monitoring of pumps. Support to the communities was therefore provided by a combination of AMs and the project/Government. With the other two projects, this type of back-up had been or was being phased out, and as already stated one project had central maintenance and no area mechanics to back up. The support provided to communities served by this system, was therefore fully provided by the area mechanics. The need for extensive back-up support depended also on the type of pump being provided to the communities, this was largely because of the lifting tackle required by the India Mark II. Both the Vergnet and Volanta were well suited to a combination of community and area mechanic service.

6.5 Pumps

The pumps used by the projects were the Volanta, the Vergnet, the India Mark II (including local versions), and the UPM (see Table 8). The Vergnet and UPM were the only ones solely manufactured overseas. For all these pumps with the exception of the Volanta, the community mechanics were only allowed to repair above ground parts. This was mainly because government/projects considered that below ground repairs would be beyond the capability of community mechanics. For the Volanta the community mechanics were able to make below ground repairs also, except for work on the rising main for which the area mechanic was the only one trained.

6.6 Spare Parts Supply

The distribution systems used by the different projects have been alluded to in the sections above. Table 8 describes each one in greater detail. In three of the cases, the projects had control of the spare parts distribution and would procure the parts and sell them through the EAs or the area mechanics. In the four other cases, local distributors sold the spare parts to the communities. In two projects, agricultural outlets were involved in the distribution process. Those projects which had not yet done so planned to get out of the loop of spare parts distribution as soon as they could find suitable distributors. Sometimes communities bought and kept a small stock of the parts in order to reduce the visits into town. The projects all tried to ensure that the spare parts were readily available otherwise the maintenance system could not function. Occasionally when spare parts were not available locally, enterprising distributors would get them directly from the manufacturers overseas. Prices for the spares were controlled by the projects, manufacturers, distributors or the Government.

6.7 Comment

The ultimate aim of all the projects was to put in place a working maintenance system. Those systems which had a combination of community maintenance and area mechanics with minimal or no back-up from the project would stand a better chance for sustainability once the project was complete than those which had a large dependence on the projects for management of their systems.

21

Furthermore having AMs for whom this was not the sole source of income, was beneficial to the system. Those with a centralized maintenance system would always depend on the project or government for maintaining their system and at the end of the projects when there were no more external funds to support the centralized system problems would arise. The most suitable maintenance systems were those that were truly community managed: where there were choices for methods of fund-raising, accounting, selecting those who would repair and maintain the pump, and ·having spare parts available on the local market.

Only one project encouraged women to be one of the community mechanics. This was apparently not a consideration for the other projects, although it has been demonstrated in many elsewhere in the world that because of the vested interest and the key roles played by women in acquiring water it is advantageous to have them participate as community mechanics. The ease with which this is done also depends on the type of pump, and the prevailing socio-cultural conditions.

In all cases the communities paid for their spare parts. In the four projects where the sale of spare parts was established with local retailers, the system functioned independently as long as they received the parts from the manufacturers or their representatives (together with approved price lists). Price control was necessary since there was usually only one distributor. In a situation where parts are readily available such control would not be necessary.

Problems arising with availability of spare parts in the remote, rural areas seemed linked to the distribution system for the capital city to the retail outlet and not to the non-availability of parts from the (international) manufacturer to the whole-sellers in the capital.

The use of independent distributors instead of the project as a distributor provides an autonomy which is desirable since the distribution system must continue after the project is completed. It was clear from the projects visited, that for a maintenance and spare parts distribution system to be sustainable, it was necessary to ensure as much autonomy from the project as possible.

22

PR

OJE

CT

/ E

LE

ME

NT

M

OID

IOU

N

Bur

l:in

a F

aso

(NE

Tif

fiR

LA

ND

S)

YA

TE

NG

A

Bu

rtin

a F

aso

(ED

F)

TA

BL

E 5

MA

INT

EN

AN

CE

.: C

OM

MU

NIT

Y M

EC

HA

NIC

S

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

LI

SU

D

Mal

i (S

WIT

ZE

RL

AN

D)

KIT

A

Mal

i (I

DA

)

MA

Rm

ME

T

ogo

(CA

NA

DA

)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Sel

ecti

on P

nx=

s

11 B

y el

der!

, •

By

com

mun

ity.

11

B

y ch

iefs

and

•

By

chie

fs a

nd

• B

y co

mm

unit

y.

11 B

y co

mm

unit

y.

11

By

com

mun

ity.

co

mm

unit

y el

ders

. el

ders

. repr~ntatives an

d V

illa

ge W

ater

C

omm

itte

e.

Sel

ecti

on c

rite

ria

11 T

wo

mec

hani

cs.

• T

wo

mec

hani

cs.

• M

echa

nica

l ab

ilit

y.

11 T

wo

men

. 11

1

mec

hani

c p

er

11 T

wo

mec

hani

cs.

11 B

icyc

le m

echa

ni<

11

Mec

hani

cal

abil

ity.

•

Bic

ycle

or

mo

tor

pum

p.

On

e w

oman

•

You

ng a

nd

• F

amil

y in

bi

ke m

echa

nic.

en

cour

aged

. dy

nam

ic.

com

mun

ity.

11

A

ctiv

e in

11

A

vail

able

to

do

com

mun

ity.

w

ork.

11

In

tere

sted

in

job.

Res

pons

ibil

itie

s •

Car

ry o

ut

all

11 R

epai

r ab

ove

11 P

rim

e pu

mp.

•

Dur

ing

firs

t ye

ar

11 T

rans

mit

tra

inin

g 11

C

heck

pum

p 11

Rep

air

abov

e re

pair

s on

Vol

anta

gr

ound

com

pone

nts

11

Rep

air

abov

e in

form

AM

of

mes

sage

s on

pum

p di

scha

rge.

gr

ound

com

pooe

nl

that

the

y ca

n. T

hi!

on V

ergn

et.

grou

nd c

ompo

nent

s.

prob

lem

s.

mai

nten

ance

. 11

R

epai

r ab

ove

on V

ergn

et w

hen

incl

udes

wor

k on

all

• P

reve

ntiv

e •

The

reaf

ter,

mak

e 11

L

ubri

cate

pu

mp

gr

6und

com

pone

nts

requ

este

d by

wat

e:

bu

t ri

sing

mai

n.

mai

nten

ance

. ab

ove

grou

nd r

epai

rs

each

wee

k an

d he

lp

on V

ergn

et.

com

mit

tee

mem

be:

on t

he V

ergn

et.

area

mec

hani

cs.

11 P

reve

ntiv

e 11

G

ive

wor

n pa

rts

mai

nten

ance

onl

y on

tr

easu

rer.

In

dia

Mar

k II

. 11

R

epor

t pr

oble

ms

to a

rea

mec

hani

c.

11 G

et s

pare

par

ts.

11 K

eep

surr

ound

ings

cl

ean.

Tra

inin

g 11

1

day

trai

ning

by

• E

ach

give

n th

ree

11 T

rain

ed w

ith

11 A

fter

one

yea

r 11

O

n j

ob t

rain

ing

in

11 H

alf

day

by E

As

11 T

wo

1(2

day

EA

whe

n p

um

p

days

of

trai

ning

by

vill

age

wat

er

each

giv

en 4

day

s o

f p

um

p i

nsta

llat

ion

2-3

in g

roup

s of

12

sess

ions

wit

h E

A ,

in

stal

led

and

E

A a

nd A

M.

com

mit

tee.

tr

aini

ng i

n gr

oups

of

hour

s tr

aini

ng.

pers

ons.

hy

drau

lics

per

son!

pe

riod

ic r

evie

w

40.

sess

ions

. •

Vil

lage

pay

s 50

00

• P

erio

dic

refr

esh

• T

rain

ing

done

by

FC

FA

for

thi

s.

sess

ions

. A

M a

t ne

w s

ites

.

Pay

men

t 11

N

on

e 11

N

one

• N

one

• 2,

000

for

trai

ning

. •

Non

e 11

R

eim

burs

ed f

or

11 R

eim

burs

ed f

or

11 M

ay g

et i

n-ki

nd

trav

el.

trav

el.

help

.

Too

ls

• S

ho

rt c

hain

for

•

Spa

nner

for

ped

al.

• S

pan

ner

for

ped

al

• S

pann

er f

or p

edal

•

2 sp

anne

rs,

2 •

Tw

o sp

anne

rs.

11 T

wo

span

ners

. re

mov

ing

the

pum

p sc

rew

driv

ers,

2 p

ipe

rod.

w

renc

hes,

1 m

etal

lic

brus

h, I

!la

t fi

le.

Tra

tup

ort

11

N

on

e pr

ovid

ed.

• N

one

prov

ided

. •

Non

e pr

ovid

ed.

11

Non

e pr

ovid

ed.

• N

one

prov

ided

. •

Non

e pr

ovid

ed.

• N

one

prov

ided

.

23

PR

OY

'L.C

T/

EL

EM

EN

T

MO

UH

OU

N

Bur

l::i

na F

aro

(N

ET

ilE

RL

AN

DS

)

YA

TF-

-NG

A

Bur

kina

Far

o (E

D F)

TA

BL

E 6

MA

TN

TP

-NA

NC

E:

AR

EA

ME

CH

AN

lCS

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

US

UD

M

ali

(SW

ITZ

ER

LA

ND

)

KIT

A

Mal

i (I

DA

)

MA

RT

I1M

E

To

go

(C

AN

AD

A)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Sel

ecti

on P

roce

:s

Sel

ecti

on C

rite

ria

R=

po

osi

bil

ilie

s

Tra

inin

g

• C

om

mu

nit

y

mec

hani

cs g

iven

pr

acti

cal

test

by

pro

ject

to

ass

ess

thei

r m

echa

nica

l ab

ilit

y.

• M

echa

nica

l ab

ilit

y.

• C

arry

ou

t al

l re

pair

s in

th

eir

area

w

hen

req

ues

ted

by

wat

er c

omm

itte

e.

• C

on

trac

t w

ith

pro

ject

to

ins

tall

new

p

um

ps

and

tra

in

com

mun

ity

mec

hani

cs.

• O

ne

mo

nth

tr

aini

ng a

t p

roje

ct

hea

dq

uar

ters

, ha

lf

theo

ry a

nd

hal

f pr

acti

cal.

Ref

resh

er

cou

rse

give

n af

ter

two

year

s.

• E

ach

com

mun

ity

nom

inat

es 5

loc

al

mec

hani

cs,

thos

e m

enti

oned

mos

t of

ten

are

inte

rvie

wed

.

• M

echa

nica

l ab

ilit

y.

• In

tere

st i

n th

e jo

b.

• R

epai

r be

low

gr

ound

com

pone

nt!

and

any

abov

e gr

ound

tha

t co

mm

unit

y m

echa

nic

cann

ot m

ake.

•

Inst

all

pum

ps a

nd

tr

ain

com

mun

ity

mec

hani

cs.

• 5

days

of

trai

ning

pr

ovid

ed b

y C

entr

e N

atio

nal

de

Pro

mot

ion

d'A

rtis

an

Rur

aux.

Rec

eive

ce

rtif

icat

e.

• E

A a

sks

com

mun

itie

s fo

r re

com

men

dati

on.

• O

ften

sel

ecte

d b

ecau

se o

f pr

evio

us

trai

ning

on

oth

er

proj

ects

.

• L

iter

ate.

• R

epai

r p

um

ps

on

requ

est.

Pla

ns a

re f

or

AM

s to

ins

tall

new

pu

mps

. •

So

me

stoc

k an

d

sell

sp

are

part

s.

• 5

to 1

0 da

ys

trai

ning

in

grou

ps o

f 10

to

15

give

n by

p

roje

ct p

um

p

tech

nici

an.

24 •

Sel

ecte

d by

tr

aini

ng u

nit

foll

owin

g vi

llag

e m

echa

nic

trai

ning

co

urse

.

• B

est

pu

mp

ca

reta

ker.

• R

epai

r pu

mps

w

hen

requ

este

d by

co

mm

unit

y.

• S

ell

spar

e p

arts

to

co

mm

unit

y.

• 1

or

2 A

Ms

join

pr

ojec

t te

am f

or 3

to

4

wee

ks f

or o

n t

he

job

trai

ning

in

inst

alla

tion

an

d

rep

air

of

pum

ps.

11

Bla

cksm

iths

. •

Mot

orcy

cle

repa

irer

s.

• S

tabi

lity

in

vill

age.

• R

epai

r pu

mps

.

• 5

days

tra

inin

g in

th

eory

an

d 5

day

s pr

acti

cal

trai

ning

.

• N

omin

ated

by

EA

s.

• In

itia

l sc

reen

ing

base

d on

abi

lity

to

se

lect

too

ls a

nd

re

pai

r a

sim

pie

m

echa

nica

l de

vice

.

• M

echa

nica

l ab

ilit

y.

• P

erm

anen

t re

side

nt.

• M

arri

ed.

• A

vail

able

to

do

w

ork.

• In

spec

t p

um

p

whe

n re

ques

ted

by

com

mun

ity

and

re

pair

it

afte

r co

mm

unit

y ob

tain

s re

quir

ed s

par

e pa

rts.

• T

wo

wee

k co

urse

(t

heor

y an

d

prac

tica

l) g

iven

by

cent

ral

mec

hani

c an

d

proj

ect

tee

hn ic

a I

advi

sor.

• N

o ar

ea

mec

hani

cs.

PR

OJE

Cr/

E

LE

ME

NT

M

OU

HO

UN

B

url:

ina

Fas

o (N

ET

iffi

RL

AN

DS

)

YA

1EN

GA

B

urki

na F

aw

(ED

F)

MA

JNlT

'.NA

NC

E:

AR

EA

Mr£

l!A

NlC

S (

CO

N1l

Nlf

fiD

)

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

US

UD

M

ali

(SW

ITZ

ER

lAN

D)

KIT

A

Mal

i (I

DA

)

MA

RIT

1ME

T

ogo

(CA

NA

DA

)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Pay

men

t (F

CF

A)

To

ob

T=

po

rt

Com

mnn

itie

s se

rved

• 25

for

tra

nsp

ort

an

d 4

00 p

er h

ou

r pl

us 1

,500

per

9

met

ers

of

risi

ng m

ain

rem

oved

(3

x 3m

se

ctio

ns).

•

10,0

00 f

or p

um

p

inst

alla

tion

an

d

trai

ning

of

com

mun

ity

mec

hani

c.

• S

mal

l p

er d

iem

gi

ven

du

rin

g i

niti

al

trai

ning

cou

rse.

• T

ools

pu

rch

ased

by

com

mun

ity

in

whi

ch A

M l

ives

on

cond

itio

n th

at h

e re

pair

s p

um

ps

in h

is

com

mun

ity

for

free

. •

Pro

ject

sub

sidi

zes

port

ion

of

the

cost

.

• C

N;n

ar

rang

emen

ts.

Usu

ally

by

bicy

cle

or

publ

ic t

rans

port

.

• 5

to 1

0 p

um

ps

per

A

M.

Dis

tanc

es u

p t

o 25

km

.

• 1,

500

to 1

0,00

0 p

er r

epai

r. •

C

omm

unit

y pa

ys.

6,00

0 to

AM

to

inst

all

thei

r pu

mp.

• T

ools

cos

t 55

,000

F

CF

A (

1981

).

• M

oney

ear

ned

du

rin

g i

nsta

llat

ion

used

to

rep

ay c

ost

of

tool

s

• ()

.vn

arra

ngem

ents

: us

uall

y m

otor

bike

.

• A

t le

ast

10

com

mun

itie

s p

er

AM

. C

omm

unit

y ca

n ca

ll o

n an

y A

M t

o

mak

e re

pair

.

• 2,

500

per

rep

air

plus

tra

nspo

rt,

nego

tiab

le w

ith

com

mun

ity.

• P

rese

ntly

lo

aned

by

pro

ject

to

AM

on

an a

s n

eed

ed b

asis

.

• ()

.vn

arra

ngem

ents

.

• 10

pum

ps p

er A

M.

25 •

2,50

0 p

er r

epai

r pl

us p

arts

cos

t.

Tra

nsp

ort

inc

lude

d.

• T

ool

set

pro

vid

ed

by p

roje

ct.

60

% o

f co

st r

epai

d ov

er t

wo

year

per

iod.

• B

icyc

le p

rovi

ded

by p

roje

ct.

60

% o

f co

st r

epai

d o

ver

tw

o ye

ars.

60,

000

FC

F A

p

aid

by

AM

for

bi

cycl

e an

d t

ools

.

• 15

to

40

pu

mp

s p

er A

M.

• P

aym

ent

set

by

cons

ider

ing

dist

ance

tr

avel

led

to r

epai

r si

te.

• 35

0,00

0 F

CF

A k

it

give

n af

ter

trai

ning

is

com

plet

e.

• 1,

000

for

Ver

gnet

. •

1,00

0 pl

us 2

00

per

pip

e le

ngth

aft

er

firs

t 5m

for

Ind

ia

Mar

k I

I.

• 30

,000

to

50,0

00

FC

FA

(ha

lf p

rice

of

tool

s) r

epai

d b

y A

M

ov

er a

thr

ee y

ear

peri

O!i

on

mon

thly

ba

sis.

• O

wn

arra

ngem

ents

. U

sual

ly p

riva

te

mot

orcy

cle

or

taxi

.

• 30

'pum

ps p

er A

M.

Dis

tanc

es u

p t

d 6

0 km

.

PR

OJE

CT

E

LE

ME

NT

M

OU

HO

UN

B

urki

na F

aso

(NE

Tif

ER

LA

ND

S)

YA

1E

NG

A

Bu~-

.in.

a F

aro

(ED

F)

TA

RL

E 7

MA

INIT

<.N

AN

CE

: C

I<.N

TR

AL

ME

CH

AN

ICS

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

US

UD

M

ali

(SW

IT'L

f''.R

lAN

D)

KIT

A

Mal

i (I

DA

)

MA

RIT

IME

T

ogo

(CA

NA

DA

)

PlA

TE

AU

­S

A V

AN

E

Tog

o (U

SA

) ==

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

= S

elec

tion

Pro

cess

Sel

ecti

on C

rite

ria

Res

pons

ibil

itie

s

Tra

inin

g

Pay

men

t

To

ols

Tra

nsp

ort

Com

mun

itie

s se

rved

• C

entr

al m

echa

nics

n

ot

need

ed.

• L

ittl

e pr

ojec

t ba

ck­

up

.

• A

fter

tra

inin

g o

f ar

ea m

echa

nics

in

1985

, ce

ntra

l m

echa

nics

ava

ilab

le

for

back

-up

bu

t no

t n

eed

ed.

Now

doi

ng

expe

rim

enta

l w

ork

such

as

inst

alli

ng

mot

ors

on

Vol

anta

p

um

ps

and

han

dp

um

ps

in h

and

d

ug

wel

ls.

• C

entr

al m

echa

nics

ha

ve b

een

phas

ed

out.

•

No

proj

ect

back

­up

.

• S

hift

to

area

m

echa

nic

syst

em.

• P

roje

ct b

ack-

up.

26 •

No

cent

ral

mec

hani

cs.

• P

roje

ct b

ack-

up

team

is

prov

ided

.

• S

ecti

on h

ead,

A

ccou

ntan

t,

stoc

kroo

m c

lerk

, re

pair

er a

nd d

rive

r.

• In

stal

l an

d re

pair

pu

mps

dur

ing

peri

od

of w

arra

nty.

•

Tra

in c

omm

unit

y an

d A

Ms.

•

Pro

cure

and

di

stri

bute

spa

re

part

s.

• M

onit

or A

Ms.

• T

wo

vehi

cles

pr

ovid

ed b

y pr

ojec

t.

• 74

0 pu

mps

ser

ved

by t

eam

.

• N

o ce

ntra

l m

echa

nics

. •

Pro

ject

pro

vide

s ba

ck-u

p.

• D

NH

E s

alar

y pl

us

fiel

d bo

nus.

• M

inis

try

of

Hyd

raul

ics

prov

ides

ba

ck-u

p.

• 2

staf

f o

f th

e M

inis

try

of

Hyd

raul

ics

wor

k 5

year

s o

n p

roje

ct.

• M

onit

or a

ll p

umps

qu

arte

rly,

inf

orm

E

As

of p

robl

ems.

•

Vis

it A

Ms

mon

thly

, co

llec

t pa

ymen

ts f

or t

ools

. •

Pro

vide

tec

hnic

al

assi

stan

ce t

o A

Ms

on

requ

est,

e.g

. fi

shin

g do

wnh

ole

com

pone

nts.

• T

rain

ing

in

hydr

ogeo

logy

. 1

mon

th w

ith

loca

l ha

nd p

um

p

man

ufac

ture

r.

• M

onth

ly G

OT

sa

lary

.

• F

ull

set

prov

ided

by

pro

ject

, in

clud

ing

two

trip

ods

that

pr

ojec

t w

ill t

rans

port

to

sit

e fo

r C

M t

o m

ake

Indi

a M

ark

II

belo

w g

roun

d re

pair

s.

• M

otor

cycl

e an

d fu

el

prov

ided

by

proj

ect.

• 15

0 pu

mps

per

pe

rson

. D

ista

nces

up

to 7

5 k1

1:.

• C

entr

al m

echa

nics

as

sign

ed b

y M

inis

try

of H

ydra

ulic

s.

• T

wo

mec

hani

cs p

er

regi

on.

Fou

r in

tot

al.

• R

epai

r pu

mps

w

hen

requ

este

d by

co

mm

unit

y.

• M

onth

ly G

OT

sa

lary

.

• P

roje

ct v

ehic

les.

• 25

0 pu

mps

per

m

echa

nic.

PR

OT

flL

T/

EL

EM

EN

T

MO

UH

OU

N

Bur

l:in.

a F a

w

(NE

TH

ER

lAN

DS

)

YA

TE

NG

A

Bur

ldna

Far

o

(ED

F)

TA

BL

E 8

MA

TN

TP.

.NA

NC

E:

SP

AR

E P

AR

TS

DIS

TR

ffil

mO

N

AQ

UA

VT

VA

M

ali

(FR

AN

CE

)

MA

U S

UD

M

ali

(SW

ITZ

ER

LA

ND

)

KIT

A

~;{a

li

(ID

A)

MA

RIT

IME

T

ogo

(CA

NA

DA

)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Dis

trib

utio

n ~tem

Wh

en

: m

anuf

.act

nred

Pri

ce c

on

tro

l

• P

roje

ct p

rocu

re$

part

s fr

om s

uppl

iers

an

d d

istr

ibut

es t

o

com

mun

ity

base

d E

M.

• M

anuf

actu

rer

in

Oua

gado

ugou

has

ag

reed

to

supp

ly

spar

e pa

rts

to

farm

ers'

coo

pera

tive

th

at w

ill s

ell

spar

es.

• V

olan

ta:

Oua

gado

ugou

(gr

een

colo

red

pum

ps).

N

ethe

rlan

ds (

red

pu

mps

).

• P

ri=

set

by

proj

ect.

• L

ocal

dis

trib

utor

in

th

e pr

ojec

t ar

ea

gets

spa

res

from

V

ergn

et

repr

esen

tati

ve f

or

Bur

kina

Fas

o in

O

uaga

doug

ou.

• M

onth

ly s

ales

are

ab

out

500,

000

FC

FA

w

ith p

rofi

t o

f ab

out

15%

. H

e pl

ans

to

expa

nd s

uppl

y re

gion

w

ide

thro

ugh

his

oth

er s

tore

s.

• V

ergn

et:

Fra

nce.

• E

stab

lish

ed b

y m

anuf

actu

rer

and

dist

ribu

tors

.

• A

n au

to-p

arts

•

Pro

ject

pur

chas

es

dist

ribu

tor

in S

an

part

s fr

om

took

ove

r pr

ojec

t m

anuf

actu

rers

and

st

ock

bu

t no

w

dist

ribu

tes

to a

rea

obta

ins

part

s fr

om

mec

hani

cs f

or s

ale

Ver

gnet

ev

ery

3 m

onth

s.

repr

esen

tati

ve f

or

• P

roje

ct c

onsi

deri

ng

Mal

i lo

cate

d in

es

tabl

ishi

ng

Bam

ako.

in

depe

nden

t •

No

arra

ngem

ents

di

stri

buti

on N

etw

ork.

ye

t m

ade

for

Mar

k II

pa

rts

dist

ribu

tion

.

• V

ergn

et:

Fra

nce

• V

ergn

et:

Fra

nce

Indi

a M

ark

II:

Mal

i In

dia

Mar

k II

: M

ali

• G

over

nmen

t ag

ents

•

Pro

ject

set

s pr

ices

m

onit

or p

ri=

in

char

ged

to v

illa

gers

. ou

tlet

s ar

ound

co

untr

y ev

ery

two

mon

ths.

•

Init

ial

proj

ect

stoc

k so

ld a

t 10

%

prof

it.

27

• P

roje

ct s

tore

s •

UP

RO

MA

par

ts

• S

GG

G,

a m

ajor

sp

ares

and

has

2

avai

labl

e at

maj

or

chai

n of

ret

ail

outl

ets

tech

nici

ans

in c

harg

e.

reta

il o

utle

t in

in

Tog

o, p

rocu

res

• S

pare

s ar

e al

so

proj

ect

area

. V

ergn

et p

arts

fro

m

avai

labl

e in

dis

tric

ts

• V

ergn

et p

arts

F

ranc

e an

d th

roug

h ag

ricu

ltur

e pr

ocur

ed f

rom

di

stri

bute

s th

em i

n ag

ents

. F

ranc

e by

pro

ject

co

untr

y. L

ocal

sto

re

• G

over

nmen

t w

ill

and

avai

labl

e at

ha

d fe

w

part

s in

be

res

pons

ible

for

he

adqu

arte

rs.

• st

ock.

st

ocki

ng a

nd s

elli

ng

Com

mun

ity

mem

ber

• P

roje

ct p

rovi

des

part

s fo

r 2

year

s go

es t

o T

sevi

e to

get

sp

ares

for

UP

M

afte

r pr

ojec

t en

ds.

part

s fr

om p

roje

ct o

r pu

mps

. S

ome

villa

ges

dist

ribu

tor.

st

ock

spar

es.

• In

dia

Mar

k II

, •

Ver

gnet

: F

ranc

e •

Ver

gnet

: F

ranc

e E

MA

MA

fac

tory

, U

PR

OM

A I

ndia

U

PM

: F

ranc

e M

ali.

Mar

k II

, T

ogo

• P

roje

ct h

olds

•

Pro

ject

rev

iem

pe

riod

ic d

iscu

ssio

ns

pric

es p

erio

dica

lly.

w

ith

UP

RO

MA

co

ncer

ning

pri

ces.

7. HYGIENE EDUCATION

Project staff see the need for communities to modifY various habits in order to obtain the maximum benefits from their water supply. Water supply projects therefore often attempt to provide health messages but usually with limited sua:ess. Often, especially in areas of extreme water scarcity, all that the beneficiaries want is water, and the quality is of secon'dary importance.

The objectives of many projects are often the provision of water_ supply in order to improve the health of the population. It has been shown that provision of water supply contributes to improving the general health condition of the beneficiaries, but that without other interventions such as primary health care, improved hygiene practices and environmental sanitation, drainage etc. full health benefits cannot be realized.

A minimum input to a water supply project is hygiene education which can help to assure that the water is collected, stored, and used properly, and that the environment of the population is kept clean. If water supply projects are to be fully effective then a sound hygiene education program is essential. In order to have an effective hygiene education program, it is essential to have:

a) well defined and clear messages; b) an effective strategy of delivering messages; c) time for changes to be effected.

None of the seven projects visited had a specific health education component although some had hygiene education inputs (see Table 9). The projects tended to address this issue basically through the efforts of the extension agents who were inadequately trained to handle this subject or who were not given enough time to devote to it. They were usually only trained to present basic messages on keeping the water point area clean and ensuring that the soakaway for the waste water at the water point was functioning properly. These messages were given to the women responsible for the pump surrounds.

Sometimes the EAs worked with the health departments in delivering hygiene education messages to the communities and in promoting proper environmental sanitation and the use of latrines. This could be taken a step further, where the health department staff could be trained to deliver water hygiene and environmental sanitation messages as part of their daily duties. Then this could help reduce the load on the EAs, but at the same time enhance the quality of the support being provided to the communities.

Specific community members can also be trained to be focal points for information and promotion of good hygiene practices. The "femmes responsibles" (women on the water committees) would be ideal for this type of training. One of the projects visited had a very effective ORT training program which was run by the community women themselves after they had received initial training from their extension agents/health workers.

28

PR

OJE

CT

/ E

lEM

EN

T

MO

UH

OU

N

Bu

rtin

a F

aso

(NE

11IE

RlA

ND

S)

YA

TE

NG

A

Bur

l::in

a F

aso

(ED

F)

TA

TIL

E 9

HY

GIE

NE

ED

UC

AT

ION

AQ

UA

VIV

A

Mal

i (F

RA

NC

E)

MA

US

UD

M

ali

(SW

ITZ

ER

LA

ND

)

KIT

A

Mal

i (I

DA

)

MA

RIT

IME

T

ogo

{CA

NA

DA

)

PL

A1

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Org

aniz

atio

n

Tra

inin

g

Wh

o ~ R

e:.p

onsi

ble

Mat

eria

ls U

sed

Hea

lth

Fac

ilit

ies

Oth

er A

ctiv

itie

s

• N

o pl

anne

d hy

gien

e ed

ucat

ion

(HE

) co

mpo

nenL

• I

day

• 2

vill

age

wom

en.

• 1

com

mun

ity

heal

th c

entr

e.

• C

onta

ct w

ith

depa

rtm

ent

of h

ealt

h to

im

prov

e H

E i

n fu

ture

.

• N

o hy

gien

e ed

ucat

ion.

•

No

hygi

ene

educ

atio

n.

• P

art

of e

xten

sion

re

spon

sibi

lity

of

heal

th w

orke

rs i

n re

gion

.

• P

roje

ct E

A.

• G

RA

AP

met

hods

.

29

• P

art

of e

xten

sion

.

• In

clud

ed i

n th

e tr

aini

ng a

nd

retr

aini

ng.

• P

roje

ct E

A.

• B

ox o

f pi

ctur

es

draw

n by

nat

iona

l gr

aphi

c de

sign

er.

• 3

cam

paig

ns l

ed b

y E

As

on 3

spe

cifi

c th

emes

. •

Vac

cina

tion

ca

mpa

ign.

··---

-

• P

roje

ct E

A.

• N

o sp

ecif

ic

mat

eria

l.

• H

ealt

h su

rvey

on

prev

alen

ce o

f di

seas

es,

trea

tmen

t,

trad

itio

nal

beli

efs

and

need

s an

d on

wha

t is

ex

pect

ed o

f pr

ojec

t.

• O

RT

cam

paig

n.

• E

As

trai

n w

omen

w

ho i

n tu

m t

rain

ot

her

wom

en.

• P

roje

ct E

A.

• H

andb

ook

dist

ribu

ted

to w

omen

.

8. lATRINES

Only three of the projects had components for the provision of latrines. These were additions to the water supply projects which were being developed. Of the three, one project provided community latrines and the other two, family latrines. In all cases, masofi$ were trained in latrine construction. For the family latrines, part of the pit construction costs and all the superstructure costs including labor were paid for by the beneficiaries. For the community latrines, the communities were only required to provide labor (Table 10). Promotion of environmental health as part of the latrine component was extensive in only one project. There was a reluctance of many potential beneficiaries to· accept the public latrines which they were being offered as they preferred family ones. The projects were limited in the number of latrines to be constructed within the project areas. In one project, health agents were paid by the project to promote and coordinate the latrine component. Once the project is completed, this promotion will stop unless it becomes an integral part of the service they were to the community.

Construction of public and institutional latrines especially for health units, markets and schools, would, if they were properly operated and maintained and managed, be a useful way of latrine promotion. Use of approaches such as environmental health education in schools and with women's groups would also enhance the awareness of the communities to the need for latrines and improved sanitation practices. It is obvious that a clear and well defined marketing and promotion strategy needs to be employed in order to get families and communities to construct and use latrines properly.

30

PR

OJE

CT

/ E

LE

ME

NT

M

Oil

liO

UN

B

urki

na.F

aso

(NE

TH

ER

LA

ND

S)

TA

BL

E 1

0

LA

TR

IN

ES

MA

RTI

TME

Tog

o (C.A-~ADA)

PL

AT

EA

U­

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Su

mm

ary

of

Act

ivit

ies

Typ

e o

f la

trin

e

Cos

ts

Not

e: O

nly

thre

e p

roje

cU h

ad l

atri

ne c

ompo

nent

s.

• S

ince

the

sta

rt o

f th

e pr

ojec

t in

Sep

tem

ber

1987

, a

tota

l of

225

fam

ily/

com

mun

ity

latr

ines

ha

ve b

een

cons

truc

ted

in t

he p

roje

ct a

rea

(15

com

mun

itie

s).

• T

he

supe

rstr

uctu

re i

s bu

ilt

by t

he f

amily

or

com

mun

ity

wit

h lo

cal

mat

eria

ls.

Th

e co

mm

unit

ies

pay

the

mas

ons,

the

pro

ject

is

subs

idiz

ing

the

slab

pro

duct

ion.

T

wo

com

mun

ity

mas

ons

are

chos

en b

y th

e he

alth

co

mm

itte

e an

d tr

aine

d o

n l

atri

ne

cons

truc

tion

. •

Dur

ing

the

trai

ning

, th

e p

roje

ct f

eeds

the

m

ason

s.

Th

e he

alth

age

nts

atta

ched

to

the

proj

ect

have

a w

ides

pre

ad s

ensi

tiza

tion

pr

ogra

m i

n la

trin

e, u

se a

nd

hea

lth

educ

atio

n.

• T

he

type

of

latr

ine

is a

mod

ific

atio

n o

f th

e M

ozam

biqu

e sl

ab w

ith

foot

rest

s, a

rei

nfor

ced

circ

ular

sla

b, a

nd

a k

eyho

le s

hape

d co

ncre

te

plug

. T

he

pit

is 3

m d

eep

an

d l

m

in

diam

eter

. T

he

sup

erst

ruct

ure

is

buil

t w

ith

loca

l m

ater

ials

.

• A

ctua

l co

st p

er s

lab

is 7

,000

FC

FA

, th

e pr

ojec

t is

sub

sidi

zing

the

pro

duct

ion.

•

Th

e co

mm

unit

y pa

ys t

he m

ason

s 30

0 F

CF

Nsl

ab,

the

cem

ent

is p

rovi

ded

by t

he

proj

ect.

Th

ere

is n

o i

nfor

mat

ion

on w

ho p

ays

for

the

sand

, th

e gr

avel

an

d t

he s

teel

use

d fo

r th

e re

info

rcem

ent.

31

• T

he

init

ial

cam

paig

n to

bui

ld c

omm

unit

y la

trin

es h

as b

een

repl

aced

by

buil

ding

fam

ily

latr

ines

. 20

0 la

trin

es h

ave

been

bui

lt.

• T

wo

EA

s p

er p

roje

ct z

one

have

bee

n tr

aine

d by

tec

hnic

al a

ssis

tant

s an

d t

wo

GO

T

sani

tati

on s

peci

alis

ts.

The

y p

rom

ote

lat

rine

s,

help

sel

ect

site

s, s

uper

vise

bri

ck c

onst

ruct

ion,

ov

erse

e co

nstr

ucti

on o

f pi

ts,

mon

itor

mas

ons'

w

ork

an

d v

ent

pipe

ins

tall

atio

n.

• T

wo

mas

ons

have

bee

n tr

aine

d to

mak

e pr

e-fa

bric

ated

sla

bs w

hich

are

tra

nspo

rted

by

the

proj

ect

to t

he c

omm

unit

ies.

•

Sup

erst

ruct

ure

desi

gn i

s le

ft t

o in

divi

dual

s.

Th

e fa

mil

ies

recr

uit

loca

l di

gger

s an

d m

ason

s an

d n

egot

iate

pay

men

t.

• L

ined

or

unli

ned

pit

lat

rine

s.

Sup

erst

ruct

ure

desi

gn i

s le

ft t

o in

divi

dual

s.

No

oth

er i

nfor

mat

ion

is a

vail

able

.

• T

he

cost

of

unli

ned

pit

lat

rine

is

abou

t 20

.000

FC

FA

: t

he p

roje

ct p

ays

16.0

00

FC

FA

, ho

useh

old

prov

ides

I

bag

cem

ent

for

foun

dati

on,

pays

for

lab

or

and

pro

vide

s ne

cess

ary

loca

l m

ater

ials

. •

Th

e co

st o

f li

ned

pit

lat

rine

is

abou

t 30

.000

FC

FA

: th

e pr

ojec

t pa

ys 2

1.00

0 F

CF

A,

ho

use

ho

ld p

rovi

des

2 ba

gs c

emen

t, m

ason

an

d s

uper

stru

ctur

e.

Mob

iliz

ed t

owns

mus

t co

llec

t l/

3 o

f m

ater

ial

cost

s.

. T

he

fam

ily

recr

uits

loc

al d

igge

rs a

nd

mas

on a

nd

ne

goti

ates

pay

men

t (p

roje

ct g

uide

line

s: 2

.000

F

CF

A f

or p

it-l

inin

g an

d 2

.000

FC

FA

for

su

pers

truc

ture

).

• A

tot

al o

f 47

3 V

IP c

omm

unit

y la

trin

es

have

bee

n bu

ilt

in 2

6 co

mm

unit

ies.

•

Th

e co

mm

unit

y is

res

pons

ible

for

uns

kill

ed

lab

or

cons

truc

tion

whi

le t

he p

roje

ct h

ires

and

tr

ains

mas

ons

to a

ssis

t th

em.

• M

ason

s ha

ve h

ad d

iffi

cult

ies

gett

ing

com

mun

itie

s to

hel

p as

com

mun

itie

s by

far

p

refe

r fa

mily

lat

rine

s.

• E

As

have

spe

nt m

uch

tim

e in

sup

ervi

sing

th

is c

ontr

ibut

ion,

ens

urin

g th

at m

ason

s ar

e ho

used

an

d f

ed.

• V

enti

late

d, i

mpr

oved

dou

ble

pit

lat

rine

s.

Th

e pi

ts a

re f

ully

li

ned.

PR

OJE

Cf/

F

J F

J...-

ffiN

T

MO

UH

OU

N

Dur

l:in.

a P :

uo

(N

E1

HE

RL

AN

DS

)

TA

BL

E 1

0

L A

T R

I N

E S

{ff

iNT

INU

ED

)

MA

RIT

lME

T

ogo

(CA

NA

DA

)

PL

AT

EA

U

SA

VA

NE

T

ogo

(US

A)

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

====

===

Tra

inin

g o

f M

.=>

ns

Par

tici

pati

on o

f th

e C

omm

unit

ies

Pro

mo

tio

n o

f lA

trin

e U

se

Not

e: O

nly

thre

e pr

ojec

ts h

ad l

atri

ne c

ompo

nent

s.

• T

wo

com

mun

ity

mas

ons

are

chos

en b

y t

he

heal

th c

omm

itte

e an

d a

re g

iven

on

e da

y tr

aini

ng o

n ho

w t

o m

ake

latr

ine

slab

s, o

ne

day

for

the

wel

l co

llar

s, a

nd

on

e da

y ge

nera

l tr

aini

ng.

• T

he

proj

ect

feed

s th

e m

ason

s du

ring

the

tr

aini

ng.

• T

he

com

mun

itie

s pa

y th

e m

ason

s 30

0 F

CF

A p

er s

lab.

T

hey

buil

d th

e su

pers

truc

ture

of

the

latr

ines

wit

h lo

cal

mat

eria

ls.

• In

198

7, 2

5% o

f th

e co

mm

unit

ies

wor

ked

on b

uild

ing

latr

ines

.

• T

he

proj

ect

deci

ded

to i

mpr

ove

the

sens

itiz

atio

n by

col

labo

rati

ng c

lose

ly w

ith

the

heal

th d

epar

tmen

t w

orke

rs i

n th

e co

mm

unit

ies.

•

Wit

h re

gard

to

the

sani

tati

on s

ecto

r, t

he

proj

ect

focu

ses

on

the

fol

low

ing

area

s: h

ealt

h ed

ucat

ion

in p

rim

ary

scho

ols

and

latr

ine

cons

truc

tion

. •

Ret

rain

ing

of

heal

th a

gent

s on

en

viro

nmen

tal

cond

itio

ns.

Hea

lth

edu

cati

on

to p

rovi

de p

reve

ntiv

e he

alth

car

e.

32

• 1\

vo m

ason

s ha

ve b

een

trai

ned

to m

ake

pre-

fabr

icat

ed s

labs

in

Tse

vie.

Th

e sl

abs

wer

e th

en t

rans

port

ed b

y th

e pr

ojec

t to

the

co

mm

unit

ies.

Tra

ined

EA

s su

perv

ise

bric

k co

nstr

ucti

on,

over

see

cons

truc

tion

of

pit,

m

onit

or t

he m

ason

wor

k (f

ound

atio

n sl

ab

inst

alla

tion

) an

d ve

nt p

ipe

inst

alla

tion

. •

Sup

erst

ruct

ure

desi

gn i

s le

ft t

o in

divi

dual

s,

and

that

is

why

the

con

stru

ctio

n is

do

ne

by

loca

l m

ason

s.

• M

obil

ized

tow

ns r

eque

st p

roje

ct a

ssis

tanc

e an

d m

ust

coll

ect

1/3

of

mat

eria

l co

sts.

•

Th

e fa

mily

rec

ruit

s lo

cal

digg

ers

and

m

ason

s an

d ne

goti

ates

pay

men

t. F

or

line

d pi

t la

trin

es h

ouse

hold

pro

vide

s 2

bags

cem

ent,

m

ason

an

d s

uper

stru

ctur

e.

• H

ealt

h e

duca

tion

cam

paig

ns w

ere

carr

ied

ou

t by

EA

s.

In t

he s

anit

atio

n se

cto

r th

e se

nsit

izat

ion

focu

ses

on t

he f

ollo

win

g ar

eas:

pr

inci

pal

dise

ases

, vi

llag

e cl

eanl

ines

s, l

atri

ne

cons

truc

tion

and

uti

liza

tion

, dr

aina

ge a

nd

ex

cret

a di

spos

al.

• P

roje

ct h

ires

and

tra

ins

mas

ons,

who

ass

ist

the

unsk

ille

d la

bor

cont

ribu

tion

of

the

com

mun

itie

s.

• C

omm

unit

y is

res

pons

ible

for

uns

kill

ed

labo

r co

ntri

buti

on.

Mas

ons

have

had

di

ffic

ulti

es g

etti

ng c

omm

unit

ies

to h

elp

as

they

pre

fer

fam

ily l

atri

nes.

• E

As

mob

iliz

e w

omen

to

sens

itiz

e th

e po

pula

tion

in

the

proj

ect

area

s in

hea

lth

educ

atio

n.

9. TRAINING MATERIALS

As part of the study, an attempt was made to collect and identify the different types of training materials which were used in these projects. The majority of the materials collected pertained to the mobilization of the communities, and training of the water committee members. They described how to: hold community meetings; keep accounts; repair the various pumps; conduction extension; monitor progress; prepare contracts etc. In addition there was material on drilling of boreholes and manuals for training the trainers of extension agents as well as information on latrine construction. Annex VI lists the types of training material collected at the different project sites Annex VII provides a bibliography of th{: training materials collected including a brief abstract for each item.

Training materials are essential tools for preparing all those involved in the project for their respective roles. Guidelines on how to do things, and clearly defined messages to be presented to the target audiences are invaluable to a project. A range of training materials were used by the projects. The majority of materials were typed guidelines and instructions on how to carry out various activities. Very few used audio-visuals as communication tools although there was agreement during discussions held with extension agents and other project staff, that these tools would be very useful during discussions with communities, to help explain what the project was offering.

Training materials should provide specific messages and recommend alternative methods of service delivery. The messages should not be cornplicated and should be clearly presented. Suitable ones should be developed for use with the different audiences, the young as well as the old (males and females).

33

ANNEXES I TO VII AVAILABLE ON REQUEST

34

ANNEX VIII

LIST OF ABBREVIATIONS

AM Area Mechanics

EA Extension Agents

DNHE Direction Nationale de !'Hygiene et Energie

FED Fonds European de Devloppment

GOT Government of Togo

IDA International Development Association

IMII India Mark II

ORT Oral Rehydration Therapy

NGO Non- Government Organization

CDR Revolutionary Committee

35

SKAT

Ref: ME

............................................................................... Swiss Center for Appropriate Technology Centre Suisse pour la technologie appropriee Schweizerische Kontaktstelle fi.ir Angepasste Technik postal address: Tigerbergstr. 2, CH-9000 St.Gallen.Switzerland phone: 071 30 25 85. telex: 881 226 skat ch, fax: 071 22 46 56 ••..••....••.....•.......•.•.......••••....•••...••....•...•....••........•••••

St.Gallen. August 29. 1991

Handpump Meeting in Islamabad

Dear Madam or Sir,

Enclosed you fmd the report of the Proceedings of the Handpurnp Meeting held recently in Islamabad, Pakistan.

The report covers the main part of the meeting from 24 - 27 June in Islamabad. and also the optional field trip to Lahore and Karachi from 28 - 29 June. A separate appendix to the report contains the papers which were presented to the meeting by delegates. This appendix has not been circulated with the main report but is available from SKAT on request.

One of the important outputs of the Meeting was agreement on changes to the Afridev Specification to reflect field and manufacturing experience since the original Specification was issued in October 1989. These changes are now being incorporated, and the revised Afridev Specification is expected to be published by SKAT in October 1991.

Yours sincerely. SKAT- Swiss Center for Appropriate Technology

Gi 53-4-o Markus Eisenring sw~~

Encl. Report of the Proceedings of the Hand pump Meeting Distribution: Participants and according to the separate list