Phase out strategy SheikhanCamp V1 151208...Phase-out strategy plan- Sheikhan Camp December 2015 The “WASH clubs” members will be: - 2 technicians - 2 community hygiene promoters

Phase-out strategy plan- Sheikhan Camp December 2015

ACF

Phase-out strategy for post emergency plan

Sheikhan IDP camp Water, Sanitation and Hygiene Promotion (WASH)

December 2015

Duhok governorate-KRI

IRAQ

Date Version Description Done by

08/12/2015 1 First version ACF WASH Dohuk


Table of Contents List of Acronyms ....................................................................................................................................... 2

1. OBJECTIVE AND SCOPE OF THE DOCUMENT ..................................................................................... 3

2. CONTEXT .......................................................................................................................................... 3

3. CAMP MANAGEMENT AND WATER COMMITTEE: ORGANIZATION AND OPERATION ........................ 4

a. WASH clubs: Creation. .............................................................................................................. 5

4. OPERATION AND MAINTENANCE MANAGEMENT SYSTEM. ............................................................... 7

a. Actual situation and needs identification. ................................................................................. 7

b. Accountability framework ......................................................................................................... 8

c. Role and responsibilities ........................................................................................................... 9

d. Definition of training needs for Camp Management, Water Committee and WASH clubs. ....... 10

5. STEPS OF PHASE OUT STRATEGY. .................................................................................................... 14

a. Information and coordination with different stakeholders regarding this strategy. ................. 15

b. WASH clubs member’s identification. ..................................................................................... 15

c. Training needs identification. .................................................................................................. 15

d. Presentation of WASH accountability framework to the different stakeholders, including

agreement in role and responsibilities (MoU). ................................................................................ 16

e. Implementation: Stakeholders’ training and implementation of activities. .............................. 16

f. Monitoring & Evaluation of the new O&M system. ................................................................. 16

g. Lessons learnt (update strategy) and Fundraising. ................................................................... 16

6. CONCLUSION .................................................................................................................................. 17

7. ANNEXES ........................................................................................................................................ 17

List of Acronyms

ACF BRHA DPD1 HH HP IDP IQD KRI M&E NGO O&M PHAST

Action Contre la Faim Bureau of Relief and Humanitarian Affairs Diethyl-p-phenylene Diamine. Reactive to measure Free Residual Chlorine Household Hygiene Promotion Internally Displaced Person Iraqi Dinar Kurdistan Region of Iraq Monitoring and Evaluation Non-Governmental Organization Operation and Maintenance Participatory Hygiene and Sanitation Transformation

WASH

Water Sanitation and Hygiene


1. OBJECTIVE AND SCOPE OF THE DOCUMENT

The main objective of this document is to define the phase out of the WASH activities in Sheikhan Camp, where ACF is currently the WASH actor leader.

The specific objectives of this document are:

- Present the stakeholders and the organization to achieve the main objective. - List the main activities of the O&M Manual of the camp. - Stated the O&M Management system. - Define the main steps of the phase-out strategy.

The scope of this document is the Sheikhan camp and all stakeholders of the camp. Nevertheless, this document aim to be a guide for further phase out strategies in other camps of the region and that’s why once finished and approved, it will be shared with all WASH actors.

2. CONTEXT

Since the fall of Mosul on 9 June 2014, armed groups have taken control of large parts of Iraq’s governorates of Ninewah, Salah al-Din, Kirkuk and Diyala. Since January 2014 much of Anbar has also been under ISIL control. This has led to massive internal displacement and Iraq is now contending with one of the largest internally displaced populations in the world. Over 3 million have been displaced since January 2014. In one year, the number of people requiring life-saving assistance has increased by 400 per cent.

The complexity of the current environment does point to the conclusion that a national and regional solution ending hostilities will be long in the making. Iraq is likely to witness a protracted conflict within its borders and continue to be directly affected by instability in neighboring countries, throughout 2015 and 2016. A global improvement in the humanitarian crisis is therefore unlikely and ACF, as any other humanitarian actor, should be ready to conduct both, relief and rehabilitation operations, in an ever-evolving and volatile environment.

As a part of its strategy in the country, ACF has been working for the last year in Sheikhan IDPs camp in the maintenance and improvement of WASH facilities. Due to the shortage of funds for this activities and the fact that all WASH needs are well covered in Sheikhan camp, ACF decided as a part of its strategy for 2016, to build up a phase-out plan to transfer ACF WASH responsibilities in the camp to BRHA and the population in the camp by doing capacity building.


In the current response, ACF Dohuk has limited the WASH software components to 3 main activities:

- Creation and reinforcement of WASH committees: 1 committee per camp (15 to 25 persons). The WASH committee is under the supervision of camp management and all members participate to all the activities implemented in the camp according to their availability.

- Hygiene promotion sessions: PHAST, Primary health and hygiene promotion session (according to the diseases observed in the camps), door to door visit, water conservation campaign and other main event (global Hand washing day, sanitation day…)

- Residual chlorine test: WASH committee members were trained to perform FRC analyses on the water provided in the camp

These activities are "classics" in emergency WASH interventions and setups. It reflects ACF (and other main agencies) emergency experience in other country of the world where populations are not familiar with latrine use and maintenance, basic body hygiene, fletching water from protected sources… These classic activities address effectively the primary health problems, but this answer can be clumsy, ineffective and/or inappropriate whenever the needs are getting less vital (egg. Water conservation, empowering WASH comities on conducting assessment, planning…).

In order to improve the resilience of the camp population, to forecast a longer term presence of the IPDs in the camps and to anticipate the decreasing available funds for WASH activities, it is crucial to enlarge the scope of WASH software activities toward full population participation, and to build up the population capacity.

Consecutively, O&M could be addressed more effectively and with limited external funds.

To reach this objective, ACF need to increase WASH software response and include a variety of tools to raise awareness, self-appropriation and action taking, such as advocacy, accountability to the population, community participation and capacity building, behavior change communication.

3. CAMP MANAGEMENT AND WATER COMMITTEE: ORGANIZATION

AND OPERATION

Currently water committees are 23 persons and they got some training (like PHAST, water chlorination and awareness about WASH diseases such as diarrhea, scabies, lice and dehydration) with the help of camp manager. Currently the role of this committee is to


work as hygiene promoters while for new phase out strategy will be to cascade the HP training and supervising all club HPs and to make weekly report with the help of ACF employees and the camp manager.

By the time ACF will leave the camp, ACF will have empowered the camp management to take the lead for WASH activities. Ideally, camp manger will be the WASH focal point (for ACF, government and cluster) and will be in charge for regular meetings with the WASH committee and WASH clubs members to help to organize the work and sort out work priorities. Camp management would be able to report the needs to the BHRA and WASH cluster and elaborate a work plan for WASH activities.

a. WASH clubs: Creation.

WASH club member will be selected among the population of the camp. They will work as volunteers and the selection process will be based according with the following points:

o advertisement at camp level, o meeting with the population of the blocks that the club covers o or selection by focal points (BHRA, camp management, WASH committee) o or selection by local leader (religious, mohktar…)

Ca

mp

m

an

ag

em

en

t

WA

SH

co

mm

itte

eW

ASH

clu

b Beneficiries

Supervising WASH

club and reporting

to camp

management

Implementing

little maintenance

Feedback from

WASH committee

and communicate

with the BRHA

Feedback related

to WASH in

specific box

ACF supervision and support


The “WASH clubs” members will be:

- 2 technicians - 2 community hygiene promoters

ACF will assure that selected members are literate, minimum 18 years old, technically competent (for technician: ability to perform manual tasks, for HP: communication and interpersonal skills, primary health knowledge or similar). The members of the WASH clubs will be trained by ACF staff as explained in the section 4. d).

Sheikhan camp has four sections divided in 63 plots. Please refer to Annex I. O&M Manual.

# of WASH committee members

supervising

# WASH club (2 HP and 2 Technical)

Section of the camp

Number of plots covered by the

WASH club 1 1

A

1,2,3,4 1 2 5,6,7 1 3 8,9,10,11 1 4 12,13,14 1 5

B

15,16,17,18 1 6 19,20,21 1 7 22,23 1 8 24,25,26 1 9 27,28,29,30 1 10 31,32,33 1 11 34,35,36,37 1 12

C

38,39,40 1 13 41,42,43 1 14 44,45,46,47 1 15 48,49,50,51 1 16 52,53,54 1 17

D 55,56,57

1 18 58,59,60 1 19 61,62,63

The four remaining members of WASH committee will be able either to replace other members that will not be interested to continue supporting or to support the WASH clubs with more activities.


4. OPERATION AND MAINTENANCE MANAGEMENT SYSTEM.

a. Actual situation and needs identification.

WASH emergency response is often weak on accountability, behaviour change, advocacy, however, this components of WASH software are crucial to enhance the potential of WASH activities and make possible the saying "software helps hardware to work harder".

ACF needs to:

Lead advocacy about the need for community based WASH O&M at cluster, camp management, WASH committee, WASH clubs levels. ACF must inform everyone about the running costs that are not going to be longer covered by the program budget. ACF can provide examples from experience of the situation in other camps to testify that when funds reduce, a stronger participation is required from camp population to keep a similar level of service. This advocacy should also emphasize on the necessity for all agencies to limit cash or food incentive for WASH O&M in camps. This can be sensitive and that is why this should be discussed in the WASH cluster.

- An operation oriented accountability system: ACF description, charter and code of conduct, donor description and funding mechanism, description of our program time frame, amount spent on O&M in the past and forecasted, ACF’s staff role and responsibility, camp management, WASH committee and WASH clubs role and responsibility (once agreed), a feedback mechanism. This will be implemented through communication boards that will be explained to the population through a large community meeting. All messages on these boards should be reviewed and agreed with the different stakeholders (BHRA, camp management, WASH committee, WASH clubs…)

- An effective community leadership on community participation‘s program management: Assessment and problem identification, decision making, action planning, implementation, M&E.

- A strong capacity building mechanism: to detect and address training needs for all O&M actors (Camp management, WASH committee, WASH clubs, private contractors).


b. Accountability framework

The accountability framework can possibly made of 3 main physical elements:

- ACF program description mainboard :

At camp management level, a large mainboard can be installed to describe to any visitor:

• Brief description of the country program • ACF’s objectives, partners and stakeholders in KRI • Organization structure for ACF KRI/Iraq • The codes, laws, and standards within which ACF KRI/Iraq is committed to

working • Description of the institutional donors and grant mechanism • ACF KRI relations to beneficiaries

o Program stakeholders (ACF, camp management / village authorities, KRI authorities)

o Community Based Development (planed and possible training) o Feedback mechanisms

• List of current programs

- O&M activity mainboard:

At the same location than the ACF program description mainboard, another board can be installed to describe:

• All O&M operation: A hard copy of the O&M and the sketches of the different parts of the camp with an explanation of the definitions of each O&M activities, including the responsible of each O&M actions.

• Monitoring and surveillance system: Advance of the current O&M activities and the level of the stocks and the consumption to date will be part of this section.

- Feedback system

The members of the WASH committee will be responsible to collect the feedbacks and report them to the camp management. Once identify the feedbacks related to the WASH part, will be discussed within WASH committee and Camp management trying to find solution.

Feedback boxes can be installed to collect feedbacks raised on WASH O&M activities. On the feedback box should be a panel stating: “Only feedbacks related to WASH O&M”.


Different system can be analysed and discussed further with camp management / WASH comities and WASH clubs, but it might be necessary to “screen and channel” the feedbacks through the WASH clubs until the WASH committee, in order to select only the WASH O&M relevant feedbacks and not to have to deal with matters that can be solved by WASH local stakeholders.

Experience from other NGO has shown that an “open feedback box” is not an effective system in KRI as it leaves to much room for non-relevant feedbacks and people asking for non-WASH related items/services (cash distribution, jobs, food…)

c. Role and responsibilities

Under entire responsibility of camp management: (to be agreed by the camp

management)

• Camp management will organize Weekly or Monthly Meeting: inviting participants,

providing a meeting room, proposing the agenda, facilitating the meeting and taking

the minutes.

• Water tank and boreholes: chlorination, cleaning, electric supply will be responsible of

camp management.

• Water network (until HH connection)will be responsible of camp management

• Camp management, with the support from BRHA, will carry out the desludging of

sceptic tank/cesspool and garbage collection/transport to final dumping point.

• Storage of plumbing items for HH small repairs, Storage of cleaning kits and Storage of

unblocking kits in camp management warehouse. The follow up the warehouse should

be under camp management and WASH committee responsibility.

• Ensure the proper follow up of feedback system.

Under the responsibility of the WASH committee

• Follow up of community work progress

• Collecting O&M material and kits requests

• Providing requested O&M materials and kits

• Collecting kits after use from population and WASH clubs

• Distribution support (voucher and hygiene kits)

• Collection and answer to the feedbacks


Under responsibility WASH clubs with the support of population

• WASH club will have access to the necessary items for the reparation/maintenance of

HH water pipe connection: Shower/Toilet and Kitchen. Items that will be available

through WASH committee in Camp management warehouse.

• WASH club will have also access to the necessary items for clearing and cleaning

drainage channel (including blocked sewer lines).

• WASH club will ensure garbage deposit at indicated collection points and cleanliness of

the HH environment by giving awareness among population.

• Health and hygiene awareness with the help of WASH committee.

d. Definition of training needs for Camp Management, Water Committee and

WASH clubs.

The table below is an initial proposition of the training needs based in ACF experience. These training needs should be updated with the implementation of this phase out strategy.

No. Anticipated training topic Camp

management

WASH

committee

WASH club

Technician HP

1 Presentation of the new

O&M strategy √ √ √ √

2 Water quality test √ √ √ 3 Awareness session about

diarrhea (Cholera), scabies

and pediculosis

√ Refreshing

√ √

4 Personal, food and

environmental hygiene

session

Refreshing

√ √ √

5 Communication/facilitation

skills √ √ √ √

6 Water conservation √ √ 7 Reporting (weekly and

monthly report) √ √ √ √

8 Basic technical

maintenances (Soldering

welding pipe and iron

(normal) and Connection of

drainage and toilet.

√

10 Basic Project management

and proposal writing skills. √ √


All training needs identified will be carrying out by ACF technical and Hygiene Promotion team. The exact schedule of the training sessions will be set together with the camp management, water committee and WASH Clubs.

The organization of the training session is as follow:

1) Presentation of the new O&M strategy

Objective of the session: At the end of the session, the participants will understand the new O&M strategy proposed by ACF and will give inputs to improve it.

Performance by: Two ACF staff by session of 10 participants.

Duration: One hour session.

Materials: The present document.

Estimated cost: N/A

2) Water quality test.

Objective of the session: At the end of the session, the participants will understand the concepts of the Free Residual Chlorine, turbidity and pH and its relation to the water treatment. They will be also able to measure these factors with the pool tester.

Performance by: Two HP ACF staff by session of 10 participants.

Duration: Two hours session including practical part.

Materials: Pool tester with DPD1 and Phenol red tablets, turbidity measurement

Estimated cost: 50 USD per each pool tester (including measurement instrument, 250 DPD1 tablets and 250 Phenol red tablets). One pool tester is valid for 10 sessions.

3) Awareness about diarrhea (Cholera), scabies and pediculosis

Objective of the session: At the end of the session, the participants will understand the main water-borne diseases in terms of prevention, ways of transmission, symptoms, and treatment.


Duration: two hours session.

Materials: Posters and flipcharts, projector, Laptop

Estimated cost: Around 20,000 IQD for printing cost for each session.


4) Personal, food and environmental hygiene.

Objective of the session: At the end of the session, the participants will be familiar with the good habits in terms of personal, food and environmental hygiene.


Duration: Two hour session including practical part.

Materials: Hygiene and cleaning kits, posters and flipcharts, projector, laptop and pen

Estimated cost: Around 20,000 IQD for printing cost for each session. 19 USD for one hygiene kit, valid for 20 training sessions. 10 USD for one cleaning kit, valid for 15 training sessions.

5) Communication/facilitation skills.

Objective of the session: At the end of the session, the participants will improve their skills in terms of communication and facilitation towards the other stakeholders of the camp.

Performance by: two of HP ACF staff by session of 10 participants.

Duration: Two hour session.

Materials: Metallic board, markers and printings.

Estimated cost: Around 5,000 IQD for printing cost for each session. White board with markers cost 16,000 IQD and it will last for at least 30 sessions.

6) Water conservation.

Objective of the session: At the end of the session, the participants will be familiar with the good habits in terms of water conservation and it relevance for the good operation of the camp.


Duration: One hour session.

Materials: Posters and flipcharts.

Estimated cost: Around 5,000 IQD for printing cost for each session.


7) Reporting (weekly and monthly report).

Objective of the session: At the end of the session, the participants will be able to prepare a basic report with the main information collected during the week and the month.

Performance by: One technical and one HP ACF staff by session of 10 participants.

Duration: Two hours session.



8) Basic technical maintenances (Soldering welding pipe and iron (normal) and Connection of drainage and toilet.

Objective of the session: At the end of the session, the participants will be able to assure the basic maintenance in the water and sewage network of the camp.

Performance by: Two technical ACF staff by session of 5 participants.

Duration: Three hours practical session.

Materials: Plumbing and construction materials.

Estimated cost: Around 20,000 IQD in plumbing and construction materials for each session.

9) Basic project management and proposal writing skills.

Objective of the session: At the end of the session, the participants will be able to create and use basic M&E tools and the will understand how to prepare a basic proposal.

Performance by: One technical and one PM or Deputy PM ACF staff by session of 3-5 participants.

Duration: Two sessions of three hours session each.




5. STEPS OF PHASE OUT STRATEGY.

The following schedule is a tentative implementation calendar and should be reviewed in the first weeks after launching the strategy. ACF is considering the possibility of starting a pilot project in a part of the camp prior to a wide implementation and in order to increase the probability of success.

Date Activities

3rd Week of Dec.

4th Week of Dec.

1st Week of Jan.

2nd Week Jan. 2016, to end of Feb. 2016

1st WK of March. 2016

Information and coordination with different stakeholders regarding this strategy

WASH clubs member’s identification

Training needs identification (update)

Presentation of WASH accountability framework to different

stakeholders, including agreement in role and responsibilities (MoU).

Implementation: Stakeholders’ training and implementation of activities.

Monitoring & Evaluation of the new O&M system.

Lessons learnt (update strategy) and Fundraising.


a. Information and coordination with different stakeholders regarding this

strategy.

This document will be shared with BRHA and Camp management in the first place. Once the document will integrate the feedback from both stakeholders, one presentation meeting will be carried out with the Water Committee first for final validation before launching the other activities.

The stakeholders of the camp are: BRHA and Camp Management, WASH Committee, WASH Clubs, the rest of camp population and ACF and the responsibilities of each stakeholder are listed in section 4.b) of this document.

b. WASH clubs member’s identification.

The WASH clubs are geographically organized as explained in section 3.a) of this document. The members of this WASH clubs will be identify by WASH committee together with ACF staff, since some of the WASH club’s members will also integrate the WASH committee.

The selection criteria for the WASH clubs will be based in technical and communication skills, leadership and motivation. The identification process will be transparent and will be shared with the whole population through information panels and sessions.

c. Training needs identification.

The main training session are explained in the section 4.f) of this document. This constitutes the base of the training needs but it will be updated according with the continuous identification training needs along the phase-out process.

The trainings aim to improve the skills of the stakeholders of the camp in order to be able to manage the camp with a progressive reduce support from ACF. That is why; the most part of the participants in the trainings will be WASH clubs members and WASH committee.


d. Presentation of WASH accountability framework to the different

stakeholders, including agreement in role and responsibilities (MoU).

After the first steps detailed above and overall after all the feedbacks that will normally show up, ACF will be capable to clarify and detail the accountability framework, roughly explained in the present document.

The accountability framework will be first presented to BRHA and camp management for validation.

The next step will be to validate the roles and responsibilities of all stakeholders and to sign different Memorandum of Understanding (MoU) with all of them.

e. Implementation: Stakeholders’ training and implementation of activities.

This is the main step of the present phase-out strategy and it will last at least two months. In this phase most of the training will be carried out after the training identification.

It will be essential for this part identify the key actors of each stakeholder and have their motivation and implication in order to increase the capacity building and trying to transfer all the tools that they will need to manage the camp.

f. Monitoring & Evaluation of the new O&M system.

All over the previous step, one M&E will allow us to follow up the good implementation of the strategy and give some feedback in order to correct the eventual improvement points.

Most of the part of this step will be managed for Camp management and WASH Committee. Specific adapted tools will be created by all of them with the support of ACF via specific training.

g. Lessons learnt (update strategy) and Fundraising.

After the phase out implementation, it will be need to analyses the results achieved in order to update the present document and to complete the transfer of responsibilities from ACF/BRHA to BRHA, WASH Committee and WASH Clubs.

It is expected that BRHA in general and camp management of Sheikhan camp in particular, will not probably have at the beginning enough funds to all O&M WASH, it is planned to


offer a training to improve the proposal writing skills of camp management and WASH committee, that will allow them to submit proposals to the different donors.

6. CONCLUSION

Community capacity building and involving community into the activities of O&M is the key for improvement of the all services been conducted by NGOs and BRHA. By the end of this strategy, the community will be able to manage the camp without or much less external support.

This document is not a document finished, it is only one guide line that should be updated regularly with the support of the feedbacks of its implementation.

7. ANNEXES

- O&M Manual of Sheikhan Camp.

Phase-out strategy plan- Sheikhan Camp. Annex. December 2015

O&M Manual of Sheikhan Camp.

Table of Contents List of Acronyms .................................................................................................................................................................................................... 1

a. Layout of the camp. ....................................................................................................................................................................................... 2

i) Water distribution ...................................................................................................................................................................................... 2

ii) Sewage system: .......................................................................................................................................................................................... 6

b. Maintenance activities: Description and estimated cost. ................................................................................................................................ 9

Water system. .................................................................................................................................................................................................... 9

Sewage system. ............................................................................................................................................................................................... 10

Hygiene promotion. ......................................................................................................................................................................................... 11

List of Acronyms

ACF BRHA DPD1 FRC GI

HH

HP

IQD

O&M

PPR

PVC

WASH

Action Contre la Faim

Bureau of Relief and Humanitarian Affairs

Diethyl-p-phenylene Diamine. Reactive to measure Free Residual Chlorine

Free Residual Chlorine

Galvanized

Household

Hygiene Promotion

Iraqi Dinar

Operation and Maintenance

Polypropylene Random copolymer

Polyvinyl Chloride

Water Sanitation and Hygiene


a. Layout of the camp.

i) Water distribution

Sketch 1) Layout water network


- Main water tank and boreholes:

There are two main water tanks in the camp. Both located close to plot1 37 (sector B) and interconnected. There are two operational

boreholes in the camp connected to main water tanks by 3” GI pipes; lines marked in yellow in the above sketch. The first borehole

is located close to the water tank and the second one in front of plot 17 (sector B). There is another borehole (not operational)

located close to plot 50 (sector C) but is not in use because high level of turbidity and the maximum flow is around 7 m3/hour.

- Water network:

There are two outlets lines (HDPE 225mm) of the water, which distribute the water by gravity. The first one supplies water to

sectors A and B (Plots 1 to 35), and the second one supplies sectors C and D (Plots 36 to 63). Both lines are connected almost at the

end of sector B and C (with a HDPE 225 mm line between blokcs 26-27, 30-31,. The main lines are also connected at the end of the

camp (camp clinic in sector D) and before the wash line (HDPE 125mm) which discharges outside the camp.

From the main lines, the plots are connected by HDPE 75 mm line (for connection of two plots) or HDPE 50 mm line (when only one

plot is directly connected to the main line) and finally HDPE 25 mm line for the households; water tank (2m3) on the top of the

kitchen set.

There are 8 main valves (four for each main line). Please refer to the main sketch for exact location.

1 There are 63 plots in the camp. Every plot has 4 blocks except for plot 48 (only 3 blocks). Every block has 6 tents but only used by 4 families.


- Household. Shower/Toilet and Kitchen:

There is one HDPE household water tank of 2 m3

located on the top of the kitchens of every block, as showed in the sketch 2).

This water tank supplies water to four kitchens and therefore to four families as showed in the sketch 3). The household

water tank has one ¾” float valve to avoid overflowing.

Sketch 2) Layout single block


As explained the household water tank is connected to

the water network by a HDPE 25mm pipe. From this tank,

a PPR ¾” line connects the water tank two four water

distribution points inside each kitchen. The distribution

water point has a stainless steel tap at the end. There is

an additional metallic water tank of 200 liters for every

shower/latrine block (sketch 4) and it is located in one of

the size of this shower/latrine block. This tank is not

connected to the water network but every two families

have one house pipe to connect the household water

tank to this additional water tank. The additional water

tank outlet is connected by a ¾” PPR line to the two

showers and the two latrines, as also showed in the

sketch 4).

Sketch 3) Kitchen water tank and connections

Sketch 4) Latrine and shower connections


ii) Sewage system:

The sewage system has two different parts for the black water and grey water.

- Black water:

There is two septic tank and two cesspool for every 4 blocks as showed in the sketch 4). Every 8 latrines are connected to the septic

tank by a PVC 4” and 6” lines. There are 5 manholes (40 x 40 cm) along each line.

Sketch 5) Plot black water network.


- Grey water:

The shower and the kitchen are connected to the open channel by PVC 4” line2 as showed in the sketch 5). There are 3 manholes (20

x 20 cm) along every kitchen line.

Sketch 6) Plot grey water network

2 Inside the kitchen there is a PVC 2.5” pipe connected to a PVC 4” pipe the kitchen.


There are two final degreaser pools located close to plot 1 (sector A) and 62 (sector D), please refer to sketch 6). The pool located in

sector A should be connected by gravity to the pool of sector D pool but due to a bad design, it doesn’t happen and currently the

grey water of pool A is pumped, by an electrical pump located in the pool of sector A, to the highest point between pool of sector A

and D, which is located at the end of plot 9. From there, the grey water reaches the poll of sector D, which is also the outlet of the

grey water to a dry riverbed.

Sketch 7) Grey water network


b. Maintenance activities: Description and estimated cost.

Water system.

The main water maintenance activities are related to the HH connection. In the sketch 3) is showed the schematic connection for the

kitchen in the water tank. The main materials that ACF use every month for the kitchen water system are listed below.

ACF carries up around 220 Free Residual Chlorine and pH test to monitor the correct quantity of chlorine in the water. A pool tester

with the measurement receipt, 250 DPD1 tablets for the FRC measurement and 250 Phenol red tablets for pH measurement, costs

around 50 USD.

ACF did also use in average 1 sand truck (8m3): 160,000 IQD/truck, 1 gravel truck (8m

3): 75,000 IQD/truck and 50 cement sacks

(50Kg): 5,500 IQD/sack.

Material Average quantity per month Estimated unit cost (USD)

Pipe PPR 3/4" (4m) 0.5 2.5

Elbow 90° PPR 3/4" 2 0.25

Tee PPR 3/4" 2 0.25

Socket PPR 3/4" 6 0.25

Elbow 90° PPR 3/4" - female threaded 2 1.25

Float valve 3/4" – Stainless Steel 10 7

Tap - Ball Tap GI 3/4" 25 2.5

Tap - Ball Tap GI 1/2" 25 1.6

Nipple GI 1" 8 0.9

Valve PPR 3/4" 4 2.5

Pipe HDPE 25mm (3/4") (1m) 2 0.5

Elbow 90° HDPE 25mm (3/4") 2 2

Tee HDPE 25mm (3/4") 1 1.9

Socket HDPE 25mm (3/4") male threaded 3 2


In the sketch 4) is showed the schematic the water connection for the latrine/shower block. The main materials that ACF use every

month for the kitchen water system are listed below.

Sewage system.

As per the water system, the main sewage maintenance activities are organized by facilities. For the kitchen, the main materials

used by ACF are detailed in the table below.


Pipe PPR 3/4" (4m) 0.5 2.5

Elbow 90° PPR 3/4" 1 0.25

Tee PPR 3/4" 2 0.25

Socket PPR 3/4" 4 0.25

Elbow 90° PPR 3/4" - female threaded 1 1.25

Tap Plastic 1/2'' 25 0.6

Valve PPR 1/2" 2 2.5


Pipe PVC 4" (6m) 4 12

Elbow 90° PVC 4" 2 1.2

Tee PVC 4" 1 2.3

Socket PVC 4" 6 1.15

Pipe PVC 2.5" (6m) 2 7.5

Elbow 90° PVC 2.5" 4 1

Tee PVC 2.5" 4 2

Socket PVC 2.5" 2 1

Manhole cover 20x20 cm (plastic) 1 9


Regarding the latrine/shower block, the list of materials used by ACF monthly is:

In addition, in the entire cross road with the grey water open channel, the open channel continues under the ground through a

plastic corrugated pipe. Over the time many of this plastic pipes were broken and we decided to change them by concrete pipes of

50 cm diameter and 1 meter length. In the last month we have used an average of 40 pieces per month with a cost unit of 52 USD.

Finally, there are two other WASH activities with an important monthly cost. For both activities we use 75 unskilled daily workers per

month with a cost of 25,000 IQD.

1) Desludging: This activity consists in the empting of the cesspool and septic tanks that due to the low infiltration rate of the soil of

the camp. We carry out between 80 (dry session) to 110 (rainy session) trips per month. Each trip has an estimated cost of

25,000 IQD.

2) Garbage collection. The average of trips per month is 100 and the unit cost is 12,500 IQD.

Hygiene promotion.

The HP system in the camp does not have an important monthly cost and is very variable with the different events that ACF could

organize; hand washing day, sanitation day, cleaning campaigns, trainings…


Pipe PVC 4" (6m) 3 12

Elbow 90° PVC 4" 4 1.2

Tee PVC 4" 2 2.3

Socket PVC 4" 4 1.15

Y junction PVC 4" 2 3

Siphon PVC 4" 2 3

Pipe PVC 6" (6m) 2 22

Joint PVC 6" 2 2.9

Manhole cover 40X40 cm (plastic) 5 15

Plastic pan for toilet- stander size 4 4


In addition, ACF distribute via voucher 4,000 IQD per person and per month for hygiene items in a few of the partner shops in

Sheikhan city.

ACF also distributes every three month one cleaning kit per family with the following content: Strong broom (x1), Strong plastic dust

pan (x1), Plastic Bucket 10L with metallic handle (x2), Toilet brush with holder (x1), Bleach bottle 1L (x3), Antibacterial liquid (x1) and

Scrubbing brush with handle (x1), with an estimated unit price of 10 USD per kit.

Documents

Phase out strategy SheikhanCamp V1 151208...Phase-out strategy plan- Sheikhan Camp December 2015 The “WASH clubs” members will be: - 2 technicians - 2 community hygiene promoters