POST-ASSESSMENT REPORT CHAPTER: University of Alaska ...ewb-uaa.org/projects/rhema_grace/Documents/Phase 1/522(PH1)_P… · In August 2010, three student members of EWB-UAA and two

Rev. 03-2010

Document 522

POST-ASSESSMENT REPORT

CHAPTER: University of Alaska Anchorage

COUNTRY: Cameroon

COMMUNITY: Rhema Grace Orphanage

PROJECT: Assessment of Water Supply and

Other Community Needs

PREPARED BY

Brittany Barkshire

Wesley Phelps

Mentor: Chuck Stilwell

Submittal Date: October 12, 2010

ENGINEERS WITHOUT BORDERS-USA

www.ewb-usa.org

Document 522 - Post-Assessment Report

University of Alaska Anchorage

Rhema Grace Orphanage, Cameroon

Cook Stove & Water Supply Assessment

© 2007 Engineers Without Borders – USA. All Rights Reserved Page 2 of 38

Table of Contents

Part 1: Administrative Information

1.0 Contact Information

2.0 Travel History

3.0 Travel Team

4.0 Safety

5.0 Budget – Implementation and Assessment Trip (August 2010)

6.0 Project Location

Part 2: Technical Information

1.0 Introduction

2.0 Background

3.0 Trip Description

4.0 Community Information

4.1 Community Description

4.2 Community/NGO Resources and Constraints

4.3 Community Relations

4.4 Community Needs & Priorities

5.0 Data and Analysis

5.1 Water

5.2 Materials

5.3 Ownership, O&M, and Sustainability

5.4 Community Health

5.5 Stove

5.6 Electricity

5.7 Flood Control

6.0 Photo-documentation

7.0 Project Feasibility

8.0 Lessons Learned

9.0 Mentor Assessment

Appendices

A. Orphanage Site Layout

B. Rain Catchment Information

C. Materials Assessment

D. Company Contact Information

E. Orphanage Site Survey

F. Orphanage Drainage Plan

G. Electrical Cost Proposal






Part 1: Administrative Information

1.0 Contact Information

Name E-mail Phone Chapter

Project Lead Wesley Phelps [email protected] 907-299-4299 EWB-UAA

President Robert Champion [email protected] 907-841-8434 EWB-UAA

Mentor #1 Nancy Hibbert [email protected] 907-360-3279 EWB-SCA

Mentor #2 Chuck Stilwell PE [email protected] 406-491-1129 EWB-SCA

Mentor #3 John Pepe PE [email protected] 907-830-9231 EWB-SCA

Faculty Advisor (if

applicable)

Utpal Dutta PhD [email protected] 907-786-1952 EWB-UAA

Health and Safety

Officer

Carla Buys [email protected] 907-602-3948 EWB-UAA

Assistant Health

and Safety Officer

Nancy Hibbert [email protected] 907-360-3279 EWB-SCA

NGO/Community

Contact

Peter Njodzeka [email protected] 237-7771-

6288

EWB-UAA

Education Lead Nancy Hibbert [email protected] 907-602-3948 EWB-UAA

2.0 Travel History

Dates of Travel Assessment or Implementation Description of Trip

August 2009 Assessment Collect information sufficient to develop a

plan, based on needs identified by the

orphanage and the goals of EWB, which

can be developed into an engineered design

that could be implemented in two weeks,

one year later.

August 2010 Assessment and Implementation Collect information about the site,

community, and available materials in

order to complete plans for a future water

project. The goal is to finalize and

implement the water project within the

next year. A cook stove was installed in

the kitchen to improve cooking and health

conditions for the children and staff of the

orphanage.

mailto:[email protected]











3.0 Travel Team

Name E-mail Phone Chapter Student or

Professional

Wesley Phelps [email protected] 907-299-4299 EWB-UAA Student

Brittany Barkshire [email protected] 907-244-3045 EWB-UAA Student

Kris Homerding [email protected] 907-947-2260 EWB-UAA Student

Nancy Hibbert [email protected] 907-360-3279 EWB-SCA Professional

Chuck Stilwell, P.E. [email protected] 406-491-1129 EWB-SCA Professional

4.0 Safety

4.1 Safety Incident Reports

No Health and Safety Incidents occurred on this trip.

5.0 Budget

5.1 Cost

Below is a summary of the trip costs, including all actual costs for the travel,

implementation of the stove construction, and assessment (subject of this report).

Expense Total Cost Total Cost

(Sans Advisors)

Airfare 12,130 8,947

On Ground 5,220 4,651

Stove Costs 1,939 1,939

Other 260 260

Total 19,549 15,797

6.0 Project Location Longitude: 9.3680556; 9° 22' 5" E

Latitude: 4.0786111; 4° 4' 43" N

Mailing address of Rhema Grace Orphanage:

P.O Box 1016 Limbe

Fako Division

South West Region

Cameroon – West Africa








Post Assessment Report Part 2 – Technical Information

1.0 INTRODUCTION

In August 2010, three student members of EWB-UAA and two advisors traveled to

Rhema Grace Orphanage to implement a wood burning cook stove and to perform

additional assessment, including the community‟s water usage and needs, material and

services availability and costs, ownership and sustainability, community health, and the

completed stove. These assessment topics were identified in the 521 Pre-Assessment

Report (Travel Dates: August, 2010, Document published June 20, 2010). In addition to

the topics covered above, several other areas were assessed: electricity and flood control.

Finally, several additional tasks were completed which will facilitate the success of future

projects, including: further evaluated the most critical needs of the orphanage;

identifying a core group of individuals who can manage and maintain projects; and

finding reliable and competent contacts within the community who could provide local

information once the club members returned to Alaska.

This 522 document provides information on the assessment portion of the trip, and will

be complemented by a 526, summarizing the implementation of the stove construction.

2.0 PROGRAM BACKGROUND

This water and community assessment was the second assessment trip for EWB-UAA

and was performed concurrently with the construction of a new wood cook stove at the

same location. The project was initially described by Peter Njodzeka, of the Life and

Water Development Group, and proposed to EWB-USA. At that time, the orphanage was

called St. Marks Orphanage. Since then the name has been changed to the Rhema Grace

Orphanage. EWB-UAA applied for and was awarded the project described as kitchen

and water improvements.

In August of 2009 a team of two students and one professional engineer traveled to the

orphanage for two weeks to conduct an assessment. They assembled a panel of people

involved with the orphanage to establish the scope of the community and its broader

needs. It was decided that the community would be defined as the orphanage, its

residents, and employees and would not include the surrounding population. The two

groups have different needs and challenges that would require different solutions. With

the current available resources, it would be impossible to aid both the overall village and

the orphanage community. Contacts within the larger population were made so that the

impact and perceptions of the work could be monitored among those outside the

orphanage. The group met with the local clergy, a mason, elders, business people, police,

and the Minister of Social affairs for the region.






It was proposed to the orphanage that a group of students would return in one year and

help them construct a cafeteria with hand sinks. At the time, the group was also looking

closely at options to reduce the cost of pumping water from an existing drilled well.

When the travel team returned to the US and started designing it was found that there

were a number of difficult challenges associated with that proposal. We enlisted the help

of three professional advisors from the Alaska professional chapter of EWB-USA, EWB-

South Central Alaska. As a club, we needed to better understand EWB as an

organization as well as EWB's approach to project development.

In December 2009, with the help of our advisors who had become familiar with the

project, we took a fresh look at the data collected and re-scoped the project. The new

plan included a hand pump to replace the electric one, a rain catchment system to provide

a parallel system for clean water, and a stove to improve the conditions of the kitchen.

We sent the new proposal to the orphanage via e-mail for review. They evaluated

alternatives we had provided and gave us their suggestions and approval. We contacted

Peter Njodzeka of LWDG and he visited the orphanage to obtain information for us. We

provided him with an extensive questionnaire and he conducted video interviews, took

pictures, and documented all this for us.

After additional planning and design, the scope was further reduced to implement a cook

stove only, and to perform a more thorough assessment of the site, community, and

conditions to assure future water and other projects were successful. Given the scope of

the trip, and available funds, it was decided that three students and two advisors would

travel to the Orphanage in August 2010

3.0 TRIP DESCRIPTION

Three students and two advisors traveled to Cameroon, Africa in August 2010 to aid in

the implementation of a cook stove at the Rhema Grace Orphanage. A main focus of the

trip included an assessment of the site, community, conditions, and potential future

projects. As this document focuses primarily on the assessment portion of the project, it

will not cover the construction of the stove.

For planning the assessment portion of the trip, EWB-UAA completed a 521 Pre-

Assessment Report (Travel Date: August, 2010, published June 20, 2010). This report,

along with associated questionnaires and checklists guided assessment activities. The

major areas of assessment from the 521 were: Water (Demand, Current Water System,

Rain Catchment); Materials; Ownership/O&M/Sustainability; Community Health; and

Stove. Added to these shortly before the trip were electricity supply and flood control.

The assessment included three primary information-gathering methods: observation;

interviews/discussion; and measurement and data collection. For instance, water usage

could be observed. Daily, multiple children were seen bathing with water from a bucket.






It was also easy to observe the amount of water collected from the tap, as each time water

was collected a bucket had to be carried to the tap and away from it. Interviewing

individuals was also done. A list of questions regarding overall organization of the

orphanage, water usage, electrical needs, etc. was created prior to the trip. These

questions were asked to Mercy, the founder of the orphanage, the children, and the staff.

By asking multiple people the same questions, it increased our assurance of getting

accurate answers. Multiple perspectives provided details that would not be obtained by

speaking with only one person. Lastly, measurements were taken and data was collected

for various elements of the assessment. For instance, for the rain catchment, each of the

buildings was photographed from every side, and pertinent dimensions were collected

(i.e., height, width, roof angle, etc.).

Early in the trip, a meeting was held with the management of the orphanage to discuss

their most critical needs. The meeting included Mercy (founder/director), Gloria

(finances), volunteer staff, and the EWB travelers. Their highest priority needs discussed

in the 2009 assessment trip were discussed. They established that the largest need of the

orphanage was still electricity. The community has a borehole, a holding tank, and

plumbing to a tap and toilets, but none of it can function without the use of a generator.

Generally, reliance on their current generator it is certainly not sustainable. Electricity

would ensure the orphanage would have a reliable water source as well as provide

lighting. This will be discussed later in this document. In addition to electricity, their

other needs were discussed and are summarized in Section 5.6.

The water-related assessment included a multi-evidence approach to determining water

usage. The current water system was thoroughly evaluated. As described in Section

5.1.2, the system does supply clean drinking water, but it‟s sustainability is questionable

due to maintenance problems. Also, material and site and building conditions were

assessed to better understand the ability to implement rain catchment systems. The group

also attended a meeting with the Limbe Rotary chapter, where the partnership with the

future water projects was discussed.

While all evidence indicates that the creek water is polluted, no tests were done to

confirm this. A water sample was collected from the creek, but this sample could not be

tested in the community due to a time restriction and the extreme cost. A sample was

brought back to Alaska where the team attempted to have it tested, though holding times

were exceeded for an accurate test to be performed.

With the help of Peter Njodzeka and Steve Tataw, the group visited shops in both Douala

and Limbe to assess material availability and cost, as summarized in Section 5.2. Prices

were documented in a spreadsheet as well as with photographs. Added elements of the

assessment included electrical service and flood control. For the electrical service, one

meeting was arranged with the AES-Sonel, the electrical company in the area.

Unfortunately, the company is directed out of Douala, and we were unable to arrange an

appointment. As for the flood control, drainage patterns were observed during several






heavy rain storms, which will be mapped. The assessment of the stove will be presented

in the 526, to be submitted at a later time.

The community health assessment was performed with extensive interviews of staff,

children, and local health officials. General health questions were asked to both Mercy

and the staff regarding the health of the children. Twenty children- ten boys and ten

girls- were asked specific health questions to create a baseline of the overall health of the

orphanage. Nancy also visited the local health clinic where the children go when they are

ill.

Overall, the assessment was completed as thoroughly as time permitted. Documentation,

photographs, and spreadsheets were brought back from the trip. AutoCAD drawings will

be created of each building as well as the general site layout.

4.0 COMMUNITY INFORMATION

4.1 Description of Community

For the purpose of this assessment, we have identified the „community‟ as the Rhema

Grace Orphanage. In August 2010, fifty-four children and 16-18 full- and part-time

employees and volunteers were at Rhema Grace Orphanage relying on its infrastructure.

At any given time, fifty to eighty children are supported by the orphanage (around 15

young adults are supported while at vocational school). The children range in age from

infancy to twenty-one years of age. Mercy Batetataw, the founder and director, is the only

caretaker who lives at the orphanage full time. The other employees and volunteers live

within the surrounding area. These employees include volunteers, teachers, night guards,

cooks, laundry assistants, and babysitters.

The Rhema Grace Orphanage is located in the village Ombe (Quarter 20). Ombe is

located within the town Mutengane, which is in the Tiko subdivision. Ombe is about 3

km west of Mutengane along Route N3, down a dirt road leading south on the east of a

river. About 2.5 km south of Route N3, the Orphanage is located on the east side of the

road. It is the first of a number of buildings after passing through farmland. The name of

the orphanage is painted prominently on the front of the building. The village of Ombe

is composed of 77 homes and around 300 people. According to Mercy, the founder and

director of the orphanage, the recent population is diverse and composed of many tribal

groups from other parts of the country. The land is owned by the Bakwerian people, but

inhabited by Bebe, Meta, Bayange, Keaka, and Keyak (Manfi) Tribes. The main group is

the Bebe people, who compose 75% of the population. She indicated that the

government had recently made inexpensive land available in the area and that is what had

drawn the people from many different areas.






The infrastructure relevant to the orphanage community includes 3 km dirt road access

from Route N3, a 37m deep borehole, two dormitories (main dorm and new boy‟s dorm),

a partially-complete reading room, a bathhouse with latrines, and a kitchen structure. Of

those, the orphanage owns all except the road, and main dormitory building. All of this is

located on two adjacent properties, one rented and one owned by the Orphanage; the

main dormitory is on the rented land and everything else is on the parcel owned by the

orphanage. A copy of the Orphanage‟s site survey is in Appendix E. The Orphanage

owns an additional plot of land up the road towards Route N3 that they use to raise crops,

although this provides very little value because many of the crops are stolen. The

Orphanage grows a portion of the food they need. They would like to raise meats as well

but currently do not have the capacity besides a few chickens. There is a gravel pit about

a quarter mile further down the road that provides crushed stone of different, sorted sizes.

Agriculture is the largest employment in the area. The orphanage grows plantains,

bananas, squash and other crops. Palm plantations are common in the area. Limbe has a

cement works and there is much oil produced in the area. There is a French refinery

about 20 miles away on the coast near Limbe.

The borehole is part of a larger water system built in partnership between the Limbe

Rotary Chapter and a Spanish Rotary Chapter. It includes the borehole, a submersible

pump, a small generator, an elevated water tank, a tap near the kitchen and a bathhouse

with latrines. Wastewater from the showers and latrines flows to a poured concrete tank

underground next to the bathhouse.

4.2 Community/NGO Resources and Constraints

Until recently, the orphanage has not kept any record of their economical transactions.

The funding and resources of the orphanage are unclear, as they seem to be extremely

inconsistent, and change frequently, thus making planning difficult. The orphanage is

mainly funded by Mercy. Over 50% of all costs are paid directly through her personal

money. Mercy donates all of her income that is not absolutely necessary for her own well

being. This money is made from various sources. For instance, as a minister, Mercy

receives $1000-$4000 per month from each person she has trained as a minister. A few

years ago she had a car business, where she would import used vehicles from Europe, re-

fabricate them, and then sell them to make a profit. Due to high customs fees, this is no

longer a profitable or feasibly mode of income, so Mercy has stopped these endeavors.

Mercy has also tried making a profit in the flea market. She imports large bales (or

shipments) of clothing, bags, etc. from Europe and other parts of Africa, keeps the

clothing that the children can use and sells the rest. This can make anywhere from $10-

120 (US currency) per day. Similarly, Mercy stitches African clothing and sells it in the

flea markets. Four years ago, Mercy owned a boat maintained by a crew that could bring

in up to $4000 per month, unfortunately this boat was stolen to Nigeria and never seen

again. Mercy's last source of funding is agriculture. She owns 3 hectares of land that






produces plantains, squash, etc. This land does not make much profit because most of the

crops are either used to feed the orphanage or stolen since the area is very dangerous.

In the past, the orphanage has received assistance from the US Navy, a Spanish Rotary

Chapter, banks and other charitable organizations but these seem to be one-time

donations. Mercy appears to be well-connected with several community leaders. Mercy

has an old friend and classmate who is a high-ranking instructor at the police academy

nearby and he helped us with secure transportation and frequently makes things happen

for the orphanage. Another contact we met of which Mercy has a good relationship was

the Minister of Social Affairs, who oversees private orphanages such of Rhema-Grace.

Yet, the organization of the orphanage relies almost entirely on Mercy. We have

assembled a panel for the purpose of collecting information and ideas but Mercy is

clearly the strong leader. The older children contribute significantly to the running of the

orphanage and care of the other, younger children. The employees include a man named

Allen who was educated as a mechanical engineer and seems interested in helping with

our projects. Two to seven schoolteachers are also employed. The rest of the help is not

formally trained to our knowledge but provide domestic help. Some of the older children

are studying accounting and management. The orphanage‟s administrative capacity is

strained and they identified this as an area of great need. Pidgin English is spoken in this

area and in Limbe but French is spoken in Douala. The first day there we found a little

trouble communicating but after a day or two we became more accustomed to the accent

and could understand each other. It is important for travelers to speak slowly and with

common, simple words. We have made contacts with a local mason, Christopher Boh,

who was instrumental in the construction of the stove. He would be a very reliable

contact for future projects. The orphanage is about 15 miles from Limbe and 35 miles

from Douala. Vendors of construction materials are in both cities as well as in

Mutangene. Traveling any distance can take some time however, due to police stops and

crowds/ livestock in the roads.

We have established a formal partnership with Life and Water Development Group and

the Limbe Rotary Chapter. LWDG has provided us in the past with a guide and

translating services. They have also sent a representative, Peter N., to Rhema Grace to

collect information for us. The Limbe Rotary Chapter was a part of the previous water

project at the orphanage and has pledged to assist us in improvements. They can provide

business connections in Limbe and be a link to funding. The travel team attended two

Limbe Rotary meetings while visiting, and met many of the Rotarians. They seem eager

to learn about the future projects and willing to assist with them. These groups have the

connections we need to accomplish this project; the key will be responsiveness. Our

group‟s biggest constraint is time and business is conducted at a much slower pace in

Cameroon.

LWDG is our primary NGO partner and has provided us with guide, language and

information collecting services. They can provide us with cultural information and trends






in water development in the area. However, they cannot provide any financial assistance,

and in face, need to be reimbursed for their costs.

4.3 Community Relations

For the Rhema Grace Orphanage, the primary contact is via e-mail with Mercy, the

director. Mercy was ill this winter, however, we were able to maintain regular contact

through one of the oldest orphans, Gloria. While at the orphanage we were able to hold

discussions with a good cross section of the orphanage from residents to staff and

volunteers. We met with the local clergy, a mason, elders, business people, police, the

American consulate, and the Minister of Social Affairs for the region. The clergy tend to

the people in the surrounding population; the mason aided with the stove construction

and would like to help us in our project; elders are not as in traditional African

communities but their care is partially provided by the orphanage. The business people

sell materials or are a part of Rotary; Rotary may work with us to fund our water project

and they previously drilled a well and constructed a water system at the orphanage. The

police officer who helped us with transport and general information was a high school

classmate of Mercy‟s and is now the head instructor at the nearby commando/police

academy. The Ministry of Social Affairs provides some measure (it is unclear how much)

of support for the orphanage. He mainly expressed a distaste for the corruption in the

politics in the region and warned us to be cautious of this. Our primary NGO partner is

The Life and Water Development Group and specifically Peter Njodzeka. The orphanage

is willing and excited to help with the implementation and maintenance of future projects.

The surrounding community seems less likely to aid in implementation, costs, or

maintenance unless the project specifically impacts them as well, such as electricity. The

Orphanage signed a Memorandum of Understanding regarding their responsibilities

related to the EWB-UAA projects.

4.4 Community Priorities

The top needs identified by the orphanage in 2009 were as follows (with notes on status):

1. Electricity (see assessment, Section 5)

2. Classrooms (Reading room may help, once complete)

3. Administration and Organization

4. Medicine

5. Food

6. Financial Support

7. Dining Facilities

8. Dormitories (new boys dorm was completed in 2009)

9. Improve the Kitchen (stove project will assist)

10. Reading Room (already being built; expected to be complete by 2011)






After our meeting with the orphanage management, it was clear that the top needs have

not changed drastically over the last year. The orphanage now has a better understanding

of our capabilities and restrictions. With a new understanding of our restrictions, the

orphanage felt we could best help them with the following needs:

1. Electricity

2. Dormitories

3. Classrooms

4. Clean Water

5. Dining Facilities

This list is the staff‟s perception of the orphanage‟s needs. In evaluating future projects

and EWB‟s involvement in those, we will consider this list. Yet, some of these needs are

already being met (e.g., new boy‟s dorm recently built, reading room/classroom in

process of being built), and some needs may not be a good fit for EWB involvement.

5.0 DATA COLLECTION AND ANALYSIS

Data collection and analysis was performed on the following assessment areas: Water

(demand, current system, rain catchment); Materials; Ownership/O&M/Sustainability;

Community Health; Stove; Electricity; and Flood Control. This section summarizes key

data collected and the analysis of the information with respect to the objectives of each

area.

5.1 Water

Clean water is essential for the success of any community. As a basic need of all

humans, water was a top focus for the assessment. The water assessment portion was

divided into four sub-sections: demand/usage: current system; hand pump; and rainwater

catchment.

5.1.1 Usage

The water usage at the orphanage was observed routinely during the trip. Usage of tap

water was the most critical issue, along assessing use of water from other sources was

also performed. Water usage was assessed by observing amounts taken from the tap, by

interviewing staff and children, and collecting information on water pumping. Table 2

summarizes the results of water usage, with the Volume being the amount of water stated

being used (or observed being used), and the Alternative Volume being a likely range of

usage given all information collected on usage.






Table 1: Water Usage Per Day

Water

Use

Water

Source

Volume

(L)

Alternative

Volume (L)

Notes

Baby

Bathing

Tap 75 75-125 Water is heated and used to bath

children under 6 of age on a daily basis

Bathing

Girls

Creek 75 25-150 Creek water brought into showers with

buckets

Bathing

Boys

Creek 75 25-150* Bathe directly in Creek; so estimate is

based on if boys also bathed in

showers*

Cooking Tap 80 75-120 Creek or Rain if Tap is unavailable

Volume depends on dish being made

Dishes Tap/ Rain 30 25-75 Rain when available

Clothing Creek/

Rain

150 125-175

Drinking

(Children)

Tap 25 20-75 Interview: Each child drinks 1-3 cups

per day; Observation: Many take

water directly from tap, so difficult to

estimate.

Drinking

(Adults)

Tap 20 20-40 Older boys fill 2 20L jugs every day or

two for adults in the dorm area.

Garden Creek 100 0-100 Garden is only watered in the dry

season when the creek has not dried

completely

Hand

Washing

Tap/Creek/

Rain

25 20-100 Wherever convenient; many children

wash hands at tap, allowing several

liters at a time, thus difficult to estimate

and a source of wasted water.

Total Tap

Usage

255 230-535 Does not include potential waste from

overflow in using tap, or leaks.

Other

Usage

400 175-575

Total 655 405-1110 Dependent on Season

While the WHO (World Health Organization) standards are known, the orphanage

apparently uses drastically less water than is suggested, even during their wet season.

At the orphanage, another key finding regarding tap water usage was their estimate of

filling the 2000L tank once every-other day. If so, then the higher end of the Alternative

Volume appears more accurate. Higher water usage may be due to certain inefficiencies,

such as kids washing their hands directly from the tap and allowing several liters to fall to






the ground in the process. Also, we cited water leaks at the tap and other parts of the

system (which were fixed, but could be a source of higher usage).

During our stay, we depleted the 2000L several times in one day. Though at first this

appears an indicator of even higher usage by the orphanage, it is believed that water

usage during our stay was much higher than their normal usage for the following reasons:

the showers were turned on for our use and by other adults such as the guards; leaks in

the shower‟s plumbing caused a lot of waste during our stay (normally showers water is

turned off); and there was much more food preparation and dish washing during our stay.

5.1.2 Current Water System

Currently the Orphanage relies on a borehole, submersible pump powered by a diesel

generator, elevated storage tank, and gravity fed tap and showers/toilets for all clean

water. Each component of this system was assessed during the trip. The largest

complication of this system is the generator. The pump cannot work without power, and

the generator is in extremely poor condition. When the generator is out for repair, water

cannot be pumped, and thus creek water is used for everything.

Basic statistics of the current water system are:

Borehole:

37‟ Deep

Water level 6‟ Below Surface on 8/11/2010

After filling empty tank, Water Level 11‟ Below Surface 8/11/2010

5 meters from tank

Pump:

Rate: ~60L/min (we observed filling the 2000L tank in 30-35 minutes)

Storage Tank:

2000 L tank

5‟ high

4‟ Diameter

Plastic, with large mouthed lid

Transmission Line:

1” Diameter black plastic flex-hose (HDPE)

Tap:

Valve controls flow

No lock on the system

Toilets/Showers:






8 shower heads

8 toilet water holders

Cost of Water:

Pumping water: Less than $1/day (given 30 minutes to pump 2000L, which usually lasts

2 days; 1 liter diesel powers generator for ~1 hour; $1/liter diesel)

System Maintenance: Not fully quantified (generator maintenance could be $10-

50/month, based on observations and our direct experience during our trip. Water lines

and valve maintenance also contribute to maintenance costs.)

A schematic showing the system‟s components and distribution lines will be developed

as part of the future assessment/project development.

The generator donated to the orphanage with the Rotary water system has broken and at

the time of our first assessment had not been repaired and there were no plans for this.

They are using another, smaller generator to power the pump which appeared to be

undersized. Before the generator had broken, the orphanage found it was difficult to pay

for diesel fuel for the generator. The orphanage also uses the generator to power a

limited number of loads in the dormitory. Due to the cost of diesel fuel for the generator,

the borehole water is only used for drinking and cooking. Bathing, flushing the latrines,

etc. is done with creek water. The creek is downstream from Mutengene, is believed to

be polluted from domestic waste, and a perceived source of illness in both the orphanage

and the surrounding village. The showers are typically unused due to the cost of

pumping water, although they did turn them on for the travelers.

While the basic costs of pumping clean tap water is not great (less than $1/day),

reliability and maintenance cost of the current generator is the cause for concern. With

no back-up if the generator is not working, the orphanage resorts to using creek water for

all their needs. Further evaluation and consideration of projects to make the current

system more reliable appears warranted.

5.1.3 Hand Pump

Since the current water source is unavailable when the orphanage cannot afford fuel, a

hand pump would be an excellent alternative. Unfortunately, no system available nearby

could function in the same borehole as the current electric pump system.

After meeting with a distributor in Douala, it became apparent that there were two main

options: choose between the electric system or a hand pump; or drill a new borehole for

the hand pump. After discussing the pump issue with Mercy, she felt strongly that a hand

pump would be beneficial to the orphanage. Her ultimate concern is the health and safety

of the children, and clean water is essential for maintaining this. Because of the high cost

of fuel, Mercy is increasingly concerned that she will not be able to provide clean water






for the children. She feels a hand pump would be an excellent solution to this concern as

long as the system is reliable.

Yet, the main pump system used in the area is the Indian Mark-II Handpump. This pump

has three basic components, the lever, the cylinder assembly (pump), and the base with

spigot. These pumps can only pump around 120L/hr which is significantly less than the

4000 L/hr that the electrical pump is capable of. This would be a problem with

individuals needing to hand-pump for several hours per day to deliver enough water for

the orphanage‟s need. On the other hand, the hand pump is simple to use, easy to

maintain, and simple to repair. All of the parts are available locally, and can be replaced

with common tools.

An estimated cost, provided by the pump distributer, Ste Camatel Sarl in Douala can be

found below:

Quantity Item Price

Each

Total

Price

01 Pump 193.000 193.000

01 Tank 122.500 122.500

03 Bore hole Pipe

(3m sections)

27.500 247.500

01 Tank Stand 56.500 56.500

Sum 619.500

Tax 119.255

Total

(FR)

738.755

This cost translates to $1477. Also, this cost does not include drilling a new borehole,

which would be a significant add-on that could be further verified given several local

contact in Duoala.

5.1.4 Rainwater Catchment

A rainwater catchment system could be extremely beneficial to the orphanage during the

rainy season and possibly into the dry season. While the orphanage currently relies on

their borehole system, this water is used sparingly because of its high cost. Because of

this, water is only pumped into the tank every evening to fill it and it is not filled

throughout the day. When the water runs out, the children and staff must rely on other

water sources, namely, the creek. The creek is viewed as a contaminated source because

unofficial evidence has shown it to cause illness within the children. In order to conserve

tank water, creek water and rain water are used for most of the general, everyday tasks.

These include washing laundry, cleaning, and bathing. When money is short, creek water

is also used for washing dishes, cooking, and drinking. During the rainy season,






frequently small buckets (5-20 L) are placed outside to catch rainfall, but no official

system is in place.

Generally, after assessing the available buildings, the recently-completed boy‟s dorm and

the new reading room, projected for completion in 2011, would be the best candidates for

a rain catchment system. This is due to their new roofs, relative high profile (allowing

different sized tanks to be slightly elevated and still below the roof gutter), and they are

owned by the orphanage. With new roofs, cleaning would not be necessary. Gutters

would have to be installed, but they are locally available and relatively cheap. The

largest expense of the system would be the tank; ranging from 390.000-900.000 CFA

($780-$1800) depending on the size. This expense as well as general maintenance

expenses would still be more affordable than fuel prices over several years.

Primary data collected for the rainwater catchment assessment was material availability

and cost, building and site conditions and measurements, as well as a better

understanding of rainfall patterns in the area. See Section 5.2 and the associated

Appendix C for the materials assessment, including availability and cost. See Appendix

B for the building dimensions. Regarding local rainfall, quantifiable meterological data

was not available. Yet, a better understanding of the wet and dry seasons was gained.

Generally, the wet season goes from March to November. Often the wettest months are

July-September, but rain is frequent during the entire wet season – sometimes daily,

sometimes several times per week. During the dry season, rain can still occur, but much

less frequently and less intense. The true dry season may only be 4 months of the year.

Mercy feels this system would be extremely beneficial to the orphanage. While she

realizes this water would probably not be safe to drink, it would be safer to was clothes

and bathe with compared to creek water, in emergency situations. She was willing to

spend the money on parts for maintenance of the system if the older boys were shown

how to properly care for it. Mercy was even willing to redesign the roof of the reading

room in order to facilitate a catchment system.

5.2 Material Assessment

Please see Appendix C for a list of materials and their costs at various stores, both in

Limbe and Douala. Also, given the established contact made during the trip (see Table 1,

page 18 for a list of community contacts), we will be able to develop specific materials

lists for future designs, then have our contacts get more precise material availability and

costs for the projects. Finally, additional contacts at each suppliers assessed are listed in

Appendix D.







Please see Section 4, Community Information for a summary of ownership and

sustainability issues, and our assessment. In summary, over the short term with Mercy as

the director, it is clear that the orphanage will take ownership of projects we assist with.

However, because the orphanage is highly dependent on Mercy, it is not clear of the

ownership and sustainability of the orphanage if/when Mercy is not the director. While

this appears to be an area of long-term concern, it is an issue with which we may assist to

further define and manage.

In addition to the community information, issues, and potential solutions related to

ownership and sustainability for the orphanage, we initiated a maintenance program for

infrastructure and projects at the orphanage. Given the current water system is less than 4

years old, and the orphanage‟s heavy reliance on it for drinking water, maintenance of the

system is critical. Yet, there was no concerted effort for upkeep of the system. Primarily

with Wesley working with the older boys, there was an effort to educate them on

maintenance issues. Though rudimentary, the maintenance program had the following

elements: 1. identify maintenance problems through routine observations; 2. fix those

minor problems, if they had the skill and tools to do so (e.g., minor leaks in valves); 3.

periodically service the generator (preventative maintenance) with a local technical; and

4. for more significant issues, identify cost-effective means for local technicians to assist

with maintenance. We provided a set of tools which would help them with minor

maintenance tasks around the orphanage.

Community Contacts One of the largest challenges of planning and designing a project at the orphanage is

overcoming the great distance between Alaska and Cameroon. Key to communication

and coordination in planning future projects are utilizing the contacts made during the

trip. Below is a table listing some of the most helpful and knowledgeable contacts in the

area.

The address for the Rhema Grace Orphanage is:

P.O Box 1016 Limbe

Fako Division

South West Region

Cameroon – West Africa

Table 2: Community Contacts (Helpful Contacts for Future Use)

Name Relationship Email Phone Number Expertise

Batetataw Mercy

Beyang

Orphanage

Director

[email protected] (0037) 75 21 41 13 Orphanage Needs/

Management

Gloria Orphan [email protected] (237) 77 94 18 15 Orphanage/

Finances

Peter Akote Limbe Rotarian Need phone

number

Water Projects/

Financing

John Ndukwe Rotary President [email protected] (237) 99 98 95 34 Rotary Support;







77 86 85 77 Medical

Peter Njodzeka NGO [email protected] (237) 77 71 62 88 General Guidance

Steven Tataw Mercy‟s Nephew [email protected] 77 20 35 89 Douala/Supplies

Allen Ntoko Orphanage Staff

Member; assistant

76 21 46 18 Assist with

Maintenance

Program

Pokam Joseph Brick Maker 99 97 36 09 Burn Bricks

Christopher Boh Mason/ Elder [email protected] 75 19 54 19

79 38 57 14

Masonry Work

Oben Mbeng

Johnson

Assistant Chief of

Regional Control

77 56 00 01

96 64 40 02

Government Social

Services

Victor Njiogo

(French Speaking)

Cogeni Material

Supply Store

Employee

99 32 32 99

77 64 45 44

Supply Availability

and Pricing

Foraec Driller 99 91 11 70 Borehole Drilling

Nfor Francis

Nformi

Mercy contact 99 57 98 40 Welder

5.4 Community Health Assessment

The community health assessment was conducted by the travel team in order to have a

baseline health status for the children and staff at the Rhema Grace Orphanage by which

to judge the success of current and future development projects carried out by EWB-

UAA. The assessment had three parts: community census, community resources and

health education.

The community census entailed gathering information about the children and staff at

Rhema Grace. Initially two staff members, Mary Ayuk and Gloria Besong, were

interviewed and information was recorded about the age and health of the children,

sanitation and hygiene practices at the orphanage, nutritional information and individual

children suffering from specific diseases. Gloria provided a complete list of all the

children living at the orphanage and the length of time they have been there. Ten female

and ten male children were interviewed with simple survey questions concerning overall

health, handwashing and water use practices, and the frequency of malaria symptoms and

digestive issues. Malaria is common in the area. To mitigate risks involved with the

little children getting malaria and not detecting it until it may be too late, each child under

the age of eight receives malaria treatment every six months. This way the parasites that

might be accumulating in their system aren't able to develop into the fatal disease. In the

dry season, digestive conditions are much more problematic since the creek water

contaminants are a much higher concentration since the water levels are lower. The

children were asked how many times each month they have running stomach (diarrhea),

cramping or feel ill after eating or drinking. On average, the answer was twice a month.

No children were sick in the two weeks the travel group was there but this rainy season

has been extremely wet. Overall, the children seemed in good health.

To assess the community health resources available to the community the travel team met






with a doctor at the hospital where the children are treated. Dr. Immanuel Benna is one

of two doctors who work at the Regina Passis hospital in Mutengene. He was educated

in Nigeria and has been practicing medicine for ten years. He indicated that the greatest

medical problem for children in the area is malaria. In his opinion the children at Rhema

Grace are in healthy and well fed and the staff takes good care of them. In Cameroon,

only doctors treat patients; nurses only assist doctors. Competent medical professionals

are in short supply in the area due to few training programs.

The main focus of this health study was to gather information, but educational activities

were also part of the program. The younger children participated in a handwashing

games, coloring projects and instruction. Several of the older children assisted in the air

quality testing in the kitchen by building collectors and helping to analyze results. On

future trips the team plans to take a more active education role since we now better

understand the issues the community faces and current practices and areas of

improvement.

In the next month data collected in the surveys and observations at Rhema Grace will be

interpreted by a partnership between EWB-UAA and the nursing community in

Anchorage. Plans are in progress to involve masters students of public health to develop

future surveys and educational activities.

5.5 Stove

See the 526 report for assessment of the stove constructed in this same trip in August

2010. The 526 report will be available at a later date.

5.6 Electricity

Electricity was stated as the number one need of the orphanage. This is apparent from

observing their daily activities. Electricity would allow the orphanage to pump water

whenever necessary and provide lighting for the evenings. Electricity was added to the

assessment once the need was brought up.

The group met with AES-Sonel in Limbe Cameroon to discuss the necessary steps to

have the village surveyed for electricity. AES-Sonel actually had a previous project

survey for the Orphanage. There were two options, a three phase power service or a one

phase power service. As Mercy could not afford either at the time of inquiry, her request

for services was abandoned.

Within the village of Ombe there are 70 homes that could use the electricity, not

including the orphanage. The village is less than 2 km from the nearest transmission line.

The AES-Sonel representatives had not realized the potential need for electricity in the






village since the need for electricity all over Cameroon is extremely high. The

representative explained that the community would have to provide a letter with a list of

all interested parties explaining the need for electricity in the village in order to begin an

investigation of the project. Wesley spoke with the Quarter head and established that this

information had already been assembled. This request, including a letter and signatures

of the majority of community members, was provided to AES-Sonel. In turn, the AES-

Sonel provided a cost proposal for electrical service to Ombe (see Appendix G for

electrical request and cost proposal). Unfortunately, a meeting with the main office in

Douala could not be scheduled during the travel dates. For now, the electrical portion has

been left in the hands of the village and Mercy to proceed. We can further assess our

involvement, considering assisting within our ability and within the EWB guidelines to

facilitate the process.

5.7 Flood Control

During our trip, we observed several major rain events which generated significant run-

off through the orphanage property. It is situated adjacent to a creek, which is where

storm flows mostly drain from the property. A site map with drainage patterns was

developed, and is provided in hand-drawn form in Appendix F. If flood control is

pursued as a project, it will be developed into a site map via Auto CAD at a later time. In

general, most buildings and infrastructure are not susceptible to major flooding. Yet, the

new boy‟s dorm is located near the creek, and has already experience flooding and de-

stabilizing its foundation. Some rip-rap was installed near the edge of the building,

which will provide a temporary fix to the problem.

Several options for permanent flood control to better protect the boy‟s dorm were

assessed. Generally, they entail cutting a diversion ditch in one or two locations

upgradient of the dorm to direct flood water to the creek before it reaches the dorm. The

size, exact location and configuration of the ditch(es) need to be determined.

5.8 Mapping

See Appendix F for the survey of the Orphanage‟s property.

See Appendix G for an AutoCAD layout of the site.

See Appendix H for a hand-drawn drainage map of the site.






6.0 PHOTO DOCUMENTATION

6.1 Water

6.1.1 Water Usage

Photo 2 (above): Contaminated water from the creek is

still used routinely for uses other than drinking, and

sometimes for drinking in the dry season or when the well

system is down.

Photo 1: The current well system is used

primarily for drinking water and bathing of

small children.

6.1.2 Current Water Supply System

Photo 3: Current system‟s generator Photo 4: Elevated 2000L storage tank






6.1.3 Rain Catchment System

Photo 5: New Boy‟s Dorm, the best Photo 6: The “Reading Room” is a second

Option for a rain catchment system. option for a rain catchment system, when done.

6.2 Materials

Photo 8: Materials for most potential projects can

be found at several supply stores in Duoala,

including plumbing fittings and piping, as shown.

Photo 7 (left): Water tanks of various sizes are

available locally, including this 2000L tank.







Photo 9: The orphanage‟s director, Mercy, Photo 10: Wesley Phelps oversaw training

Took a keen interest in the stove, indicating the older boys in plumbing repairs of the

taking ownership of it. Orphanage‟s existing water system.

6.4 Community Health

Photo 11: Nancy Hibbert and Kris Homerding led the Community Health Assessment, in which

training the children in proper hand-washing was emphasized.






6.5 Stove

Photo 12: The completed stove. Photo 13: Previously, the orphanage‟s cooking

Was done completely over a 3-rock fire.

6.6 Electricity

Photo 14: Consider further assessment of getting

electrical service at the orphanage will help the

reliability of the water system, as the diesel

generator powering the system now frequently

breaks down.






6.7 Flood Control

Photo 15; Looking upgradient from the boy‟s Photo 16: Drainage runs directly against the

Dorm, showing a moderately intense run-off. Dorm‟s foundation, but could easily mitigated

With some re-routing of the run-off..

7.0 PROJECT FEASIBILITY

Given, the information and analysis presented in Section 5, the section provides a

summary of the entire assessment, particularly providing specific recommendations for

future projects. A primary focus of the assessment was water-related issues, and several

projects are recommended to address them. The other recommendations are based on

several other issues assessed, and generally fulfill a stated need of the community (e.g.,

electricity), or fulfills an obvious need (e.g., flood control).

Potential projects recommended to consider implementing, or least merit further

assessment, are:

Rain Catchment – Given material availability, local skills, maintainability, a rain

catchment system utilizing the new roofs on one or two of the new buildings

(boys dorm and reading room) are very feasible;

Current Water System Improvements – Though the system is a good system for

supplying clean drinking water, its reliability needs improvement particularly with






regard to maintaining the generator and distribution lines/valves, Working with

the staff and others, it is feasible to improve the system and an approach to

maintain it;

Provide water to surrounding village – Though the orphanage‟s attempt to provide

clean water to the surrounding village residents was not entirely successful,

several approaches to provide them water appear feasible. These include, but are

not limited to, providing a separate secured tap, setting up a system for villagers

to pay a nominal fee for water, and providing a new separate source of water.

Flood control – Though not considered a specific need by the orphanage, the fact

that the new boys dorm has already flooded since being constructed in 2009

should make this a priority project. Constructing diversion ditches to direct flow

which routinely direct high run-off from the building is very feasible.

Stove optimization – From testing performed shortly after the stove‟s construction

was completed, several approaches to optimizing the stove‟s performance can be

evaluated and potentially implemented, including but not limited to modifying the

flume channel to improve draft; and

Electrical service – This was partially assessed and is considered a priority need

of the orphanage. As it is a project which would benefit both the orphanage and

surrounding community, further assessment of its feasibility and EWB-UAA‟s

ability to assist with this should be further assessed.

Hand pump – At this time, a hand pump is not recommended to either replace or

augment the current electrical pump system. This is due to not being able to have

dual hand pump/electrical pump in the existing borehole, and the high cost

relative to providing a hand pump via a new borehole compared to improving the

reliability of the existing generator-driven system.

There is strong potential for a water project to augment the existing system. The

orphanage sees the need for a redundant source of clean water for those occasions when

the borehole system is inoperable and a source of cheap clean water would allow for

sharing with the community and set an example in the village (which is desperate for

clean water too). Several of the above potential projects would offer opportunities for the

orphanage to work cooperatively with the surrounding village, benefitting both and

reducing possible tension of the orphanage solely receiving the benefits of EWB‟s

assistance. Expanding our focus to the surrounding village would also leverage EWB‟s

and Rotary Club‟s resources to a community over 300 people.

The sustainability of the systems researched all showed promise in largest part because

the demand for clean, cheap water is so great. Materials required for all three options are

commonly available in the region as is expertise. Ecologically, this region is the second

wettest in the world so water availability is less of an issue than capturing and containing

clean water.

There are also challenges to the sustainability of each of these systems. The rainwater

capture system would not be a reliable source of water in the dry season unless very large






tanks were employed. Of concern is the system not being used because smaller tanks

could only be used part of the year. Also there is the issue of tank contamination.

Finally, project feasibility should also consider the long-term maintenance of the projects

by the orphanage. The biggest problem facing all these project options is the lack of

disposable income of the orphanage. There is little record keeping so an accurate picture

of financial resources is hazy but the impression is that affording food is at times a

challenge so maintenance and replacement needs may be difficult. Knowing this, it is

imperative that low-maintenance approaches are taken, which can be maintained

routinely by the orphanage personnel with minimal cash.

8.0 LESSONS LEARNED Maintenance is probably the largest need at the orphanage in terms of infrastructure.

Improvements may be made but they have the essentials of what they need; if they can

keep it up. One of the biggest challenges is tools. The orphanage had none when we

arrived. They had to go beg through the village to borrow a wrench if they needed it to

work on the generator. We left a number of tools for them to help with maintenance and

established a locked location for their storage. Even so, the place is full of children and

keeping them from grabbing and running with anything you put down proved

challenging.

In addition, beware of low quality plumbing parts! Too many of the valves used for the

existing water system were obviously low-bid and failing after two years. We replaced a

number of valves and trained a number of the older orphans how to do simple repairs and

provided the tools.

Blocks are made and not purchased in Cameroon. An experienced block maker can

produce about 350 blocks per day.

The welders in Cameroon can do a lot with a little but do not have the capacity to cut

thick metal. Grinders and hacksaws do most of the cutting.

Quality control can be very challenging. In our case, welders stood on the plancha while

working and bent it. We were able to make it work but this may not be the case in the

future.

Performing work with EWB in Cameroon requires prudence in terms of security and

avoiding corruption or being subject to paying unnecessarily high costs for materials and

services. While our safety was never directly threatened, there were several situations

where we were asked to pay bribes. Also, in paying for certain materials or services, we

would have likely paid more given we were not native to Cameroon. Resolution of these

situations was to have our Cameroonian partners (or driver) involved in the transactions

or during any interactions with government authorities.






9.0 MENTOR ASSESSMENT

9.1 Chuck Stilwell (Overall Assessment, except Community Health)

The assessment portion of our August 2010 trip was led by engineering student, Brittany

Barkshire, with my assistance. Other members of the travel team also contributed to

aspects of the assessment. As the mentor directly involved in most of its aspects (Kris

Homerding and Nancy Hibbert performed the Community Health Assessment), I believe

the findings of this assessment are accurate and its evaluation to be sound. I fully support

the recommendations of continued future involvement of the chapter in assessing and

implementing potential projects listed in Section 7 for the orphanage and potentially the

surrounding village.

9.2 Nancy Hibbert (Health Assessment)

As the mentor overseeing the community health assessment I, Nancy Hibbert, give my

endorsement that it was planned and executed in a professional manner. In conjunction

with healthcare professionals in Anchorage and student involvement, the surveys used for

gathering information were complied and reviewed with the assessment goals in mind.

Once the travel team arrived at the orphanage, all aspects of the health assessment were

discussed with Mercy due to the sensitive nature of some health topics and programs.

Mercy directed us to work with staff members to facilitate information gathering,

surveying and education activity implementation. I interviewed ten female children from

ages 5-17 and Kris Homerding interviewed ten male children in the same age range.

Now that the travel team is back with the health data, we will work with medical

professionals to organize and interpret the information into an established baseline. On

subsequent trips the data will be updated and reviewed to determine if the health of the

community is improving.






APPENDICES






F. Orphanage Drainage Map

G. Electrical Service Demand and Cost Proposal













Buildings for possible rain catchment systems:

Boy’s Dorm (top) and Reading Room (bottom)







Materials of Three Local Suppliers:

Item Size *Cogeni S.A. (Douala)

*Quifeurou (Douala)

ETS Patou (Limbe)

Cement 50 kg 4,600 4,900

Imported Cement 50 kg 4,500 4,400

Plaster 12,000

Rebar (11 m length)

6 mm 1,200 950

8 mm 2,000 2,500 2,400

10 mm 3,950 3,400 3,700

Wire Bundle 1,000 1,400

Cable 8 mm, 400 m 8,500

Paint 25-30 kg 14,000-18,000 18,000

Sand 40 cubic cm 45,000

Sand Paper Sheet 300

PVC Pipe 4 m Long 4,300

PVC Fitting Varies 500-3,000 1,000-3,000

PVC Glue 1 kg 8,000

Sheet Metal Roofing Pure Zinc: 0.35 mm Alloy Zinc

3m Long 6,200 5,950 6,300

2m Long 4,200 3,950 4,400

2 m Long 3,700

Gutters 4 m Long 6,900 8,000

Gutter Hangers 500-2,000 850

Screen 1 m width 1,000

Nails 5 kg 3,500

Screws 800

Duplex Nails 1 kg 2,000

Hosing 20 mm 12,000

HDPE Tank (with valves and attachments)

2000L (4' Dia.) 390,000

3000L 460,000

5000L 900,000

Brick Molds

20x40x20 cm 17,600

20x40x15 cm 13,500






Item Size Timber (Limbe)

Lumber (4 m long)

2 by 1 1500

2 by 2 1200

2 by 4 1900

2 by 6 3800

4 by 4 6000

3 by 3 3500

Plywood 2 by 1.5 (m) 3700


Name Location Contact Notes

Cogeni S.A. Agence Beach

Douala, Cameroon Victor Njiogo 99-32-32-99

French Speaking

ETS Patou BP 772 Limbe, Cameroon

(237) 33-33-20-46 Free Delivery

Quifeurou Douala, Cameroon 33-39-30-05 French Speaking

Ste Camatel Sarl 368 rue sylvani BP 5855 Douala, Cameroon

(237) 22-03-44-14 [email protected]

Pump Distributor French Speaking

Timber Limbe Market William 77-33-53-96












F. Orphanage Drainage Map






G. Electrical Service Demand and Cost Proposal




