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House no-741, Road No. 9, Baitul Aman Housing Society, Adabar, Dhaka-1207 Bangladesh. Tel: 880-2- 9128520, 55010253, 58151176 Fax: 88-02-58153413E-mail: [email protected], Website: www.dskbangladesh.org
Revis
iting
DSK
WAS
H Ex
perience in Bangladesh
EditorDr. Dibalok Singha, MD, Executive Director, DSK
CompilationDUSHTHA SHASTHYA KENDRA (DSK)
PublishedApril, 2018
Design & CreativeDSK Communication & Knowledge Management Wing
House no-741, Road No. 9, Baitul Aman Housing Society, Adabar, Dhaka-1207 Bangladesh. Tel: 880-2- 9128520, 55010253, 58151176 Fax: 88-02-58153413E-mail: [email protected], Website: www.dskbangladesh.org
Revisiting DSK WASH Experience in Bangladesh
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AbbreviationADB = Asian Development BankADP = Annual Development PlanBDT = Bangladesh Currency in TakaBGMEA = Bangladesh Garment Manufacturers and Exporters AssociationBKMEA = Bangladesh Knitwear Manufacturers & Exporters AssociationBMGF = Bill & Melinda Gates FoundationBMZ = Federal Ministry for Economic Cooperation and Development, GermanyBOD = Biochemical Oxygen DemandBODA = Bremen Overseas Research and Development AssociationBUET = Bangladesh University of Engineering and TechnologyCAFOD = Catholic Agency for Overseas Development CAP = Community Action PlanCBO = Community Based OrganizationCDF = Community Development ForumCLTS = Community-led total sanitationCMC = Community Management CommitteeCOD = Chemical Oxygen DemandCSA = Community Sanitation AnalysisCSO = Civil Society OrganizationCtC = Children Theatre CommitteeCUET = Chittagong University of Engineering and TechnologyCWASA = Chittagong Water Supply and Sanitation AuthorityDEWATS = Decentralized Wastewater Treatment SystemsDFID = Department for International DevelopmentDMA = Dhaka Metropolitan AreaDNCC = Dhaka North City Corporation DPHE = Department of Public Health Engineering DSK = Dushtha Shasthya KendraDWASA = Dhaka Water Supply and Sanitation AuthorityECOSAN = Ecological SanitationEHCO = European Humanitarian Cooperation Organization EKN = Embassy of the Kingdom of NetherlandsEU = European UnionFANSA = Freshwater Action NetworkFS = Fecal SludgeFSM = Fecal Sludge Management GoB = Government of BangladeshICDDR,B = International Centre for Diarrheal Disease Research, Bangladesh
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iDE = International Development EnterprisesINGO = International NGOIOM = International Organization for MigrationITN-BUET = International Training Network-BUETKNH = Kinder not hilfeKUET = Khulna University of Engineering and TechnologyLGI = Local Government InstitutionLIC = low-income communitiesMIS = Management Information SystemMoLGRD&C = Ministry of Local Government, Rural Development and CooperativesMODS = Maintenance Operations Development ServicesMoU = Memorandum of UnderstandingNBUS = Nagar Bostibasi Uannayan SongsthaNDBUS = Nagar Daridra Bostibasi Uannayan SongsthaNGO = Non-Governmental OrganizationO&M = Operation and MaintenancePSTC = Population Service and Training CentreRLF = Revolving Loan FundSMC = Social Marketing CompanySST = Submergible Septic TankSWA = Sanitation and Water for AllSWM = Solid Waste ManagementUN-Habitat = United Nations Human Settlements ProgrammeUP = Union ParishadUSD = US DollarVEI = Vitens Evides InternationalWAB = Water Aid BangladeshWASH = Water Supply, Sanitation and HygieneWatSan = Water and SanitationWHO = World Health OrganizationWOP = Water Operators PartnershipWP = Water PointWSP = Water Safety PlanWSSCC = Water Supply and Sanitation Collaborative Council WSUP = Water & Sanitation for the Urban Poor
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01 Introduction 05
02 WASH in Bangladesh 06
03 DSK’s pro-poor model outsourcing WASH services to CBOs in Slums 14
04 Community Mobilisation, Participation andEmpowerment 25
05 Chronology of DSK WASH Achievements 32
06 Environmental Sanitation 43
07 DSK Community Toilets 45
08 New Toilet options: Four New Toilet Technologies 48
09 Decentralised Wastewater Treatment Systems(DEWATS) 55
10 Vacutug Service in City Areas 57
11 Hygiene promotion 64
12 Research and improvement 67
13 Research and Innovation in Sanitation 69
14 Water Credit 73
15 Geographical Coverage 76
16 Major Development Partner Organizations 80
17 Baseline Survey Format 81
18 Rain Water Harvesting Design 86
Table of Contents
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Revisiting DSK WASH Experience in Bangladesh
IntroductionDushtha Shasthya Kendra (DSK) is a non-government developmentorganisation (NGO) working for poverty reduction by addressing disadvantaged and hard-to-reach population in Bangladesh. In particular, the vision of DSK on WASH is to facilitate disadvantaged and marginalised peoples access to safe drinking water, sanitation and hygiene practices in Urban and Rural areas.
In urban areas, DSK is serving the slum-dwellers in major cities like Dhaka, Chittagong and Khulna through implementing various types of projects and programs to establish basic rights of the people like access to health care services, microcredit, non-formal education, water and sanitation, and economic empowerment of the extreme poor with special attention towards adolescent girls and women. In rural areas, DSK provides WASH services among the disadvantaged, marginalised and hard-to-reach population by following the same objective.
Empowerment and participation of the communities, especiallypoor women and children is one of the major focus of DSK’s work. As a well-reputed organisation, DSK has been working in lowincome areas and slums of Dhaka and implements different basic service projects including WASH. DSK also advocates for the entitlementof the urban poor to basic services including WASH.
After initiating its activities in Dhaka city, the capital of Bangladesh,DSK has expanded its working areas in some other districts. At present, DSK has been implementing various types of developmentapproaches under different projects in 118 Upazilas of 16 Districts.Depending on geographical locations, project activities of DSK have been broadly identified as-(1) Urban Development Program and (2) Rural Development Program
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WASH in Bangladesh Water SupplyBangladesh has made praiseworthy progress in WASH sectorduring the last couple of decades. Rural water supply was previouslydependent on surface water used by the rural population, however,this was found to be unsafe, contaminated and dirty. This was also related to the fact of widespread prevalence of waterbornediseases. Later Bangladesh population was encouraged to useunderground water and this has been possible, because of availabilityof suitable groundwater aquifer at shallow depth. In this backgroundscenario and as was stated by GoB, Bangladesh reached almost hundred percent safe water coverage (97%) by early nineties. Bangladesh population is mostly dependant on shallow Tube wells.These hand pumps are mostly installed by private citizens. In urbanareas, people use piped water extracting water from the undergrounddeep aquifer and also handpumps extracting underground water from the shallow aquifer. However, because of identification of Arsenic in Bangladesh groundwater in 1993, the access to safe water came down to 78% [WHO/UNICEF Joint Monitoring Program
Slum environment in Urban area
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(JMP) (2010)]. It was found that about 29% of shallow hand pumpswere extracting Arsenic contaminated water. In connection with this,it has been estimated that about 20 million people in Bangladeshlive under the direct threat of drinking Arsenic contaminated water(WB). Arsenic concentration in that water has been higher than fifty micrograms per litre which is above Bangladesh National Standard not to talk about WHO standard which allows only ten micrograms of Arsenic per litre of drinking water. Above actually influenced safe drinking water coverage decline to 78%.
In this background situation Bangladesh government decided to install piped network in 500 most Arsenic affected villages, apart from that use of Deep Tube wells, rainwater harvesting, use of Dug wells, Pond Sand Filters have been encouraged. However,Arsenic contamination of shallow aquifer has increased the risk of using bacteriologically contaminated surface water.
Rural and Urban water supply subsector Department of Public Health and Engineering is responsible for supplying water to the citizens all over the country except where there is Water Supply and Sewerage Authority (WASA) within the City Corporation areas. In 1963, WASA’s were established in Dhaka andChittagong. However, other three WASA’s also has been functioningin Rajshahi, Khulna and Barisal in recent years. All WASAs are functioning following Water Supply and Sewerage Authority Act 1996.
DWASA and supply of safe water to SlumsOne of the problematic parts in DWASA procedure was that itignored ‘slums’ or ‘low-income communities’ (LICs) as customers to access DWASA water. However, through continuous evidenced based advocacy and communication by DSK, DWASA Gazette was published in 2007 that r ecognised rights of slums dweller’s toapply for legal connections from DWASA. This was a breakthrough in DWASA system. Appreciatively, DWASA’s Low-income CustomerSupport Unit (LIC Unit) was established in 2010 under the titleof Community Programme and Consumer Relation Division (CP&CRD).The unit currently has seven staff with responsibility to coordinate
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services to low-income customers. DWASA’s three staff i.e.the Senior Community Relationship Officer, Assistant Consumer Relationship Officer and Community Organizer along with other four (4) appointed employees from LICs are serving the urban slum areas in Dhaka. A key function of the unit is to facilitate new water connections to LICs, coordinate the activities of the NGOs working in LICs, and resolve these with the activities of DWASA.
In Sanitation front, Bangladesh has made good progress in increasingaccess to a fixed place of defecation contrary to widespreadindiscriminate open defecation in the past. The government of Bangladesh had set a national target of 100% sanitation coverage by 2013. The main requirements of achieving that included no open defecation, use of hygienic latrines by all, improved hygienicpractice and proper maintenance of hygienic latrines throughpersistent usage by all. As per information provided by the SanitationSecretariat located at the Department of Public Health Engineering(DPHE) and also as per Joint Monitoring program of WHO and Unicef percentage of open defecation has come down to less than 1% in 2016 as against 43% open defecation in 2003 (JMP report 2016). According to the government report, the government of Bangladesh has been strongly committed to meet its target to
Four chamber toilet with water point
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achieve 100% access to ‘basic sanitation’ within a short periodof time. Having support from donors and NGOs. This has been possible through effective community participation and adoption of community-led total sanitation approach to ignite the communityparticipation across the country. DSK has also promoted womenled, participatory community engaged WASH approach in largeurban centres of the country.
Considering the geographic situation and population density, a vast majority of the population are using ‘shared latrines’ both in urban slums and in rural haor (wetland) areas.
Although if we look at Sanitation value chain that means containment,collection, transport, treatment and safe disposal then there are different difficulties and issues related to it. According to above lens Bangladesh population especially in urban areas dispose filled toilet pit contents or faeces to nearby open drain or waterbodies and finally all these untreated raw faecal matters arereaching nearby rivers and in that way, entire surroundings are getting polluted and carrying a big threat in relation to PublicHealth and Environment. In rural areas population may use one pit and if that gets filled then it is possible for them to close that pit and use another new pit for Toilets as they are not faced
Three chamber toilet
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with constraints in terms of physical space, as compared to theircounterparts living in densely congested urban areas. Emptying pits on a regular interval or septic tanks installation iscostly and willingness of the people to implement that is extremelylow. However, DSK has been taking awareness raising and advocacyinitiatives to popularise different safe sanitation technology options.In rural areas, some of the NGOs including DSK are experimenting with various types of Sanitation technology solutions and as part of that trying to popularise ECOSAN and New Toilet technologyprojects with households and schools to enable efficient and safe excreta management and productive reuse. Apart from that awareness about safe disposal is pretty low among utility agencies,City Corporations and Municipality staff and other related agencies,not to talk about the general public. Recently MoLGRD&C hasapproved a Faecal Sludge Management Policy and ImplementationFramework (FSM Framework 2017) however this needs yet to see the necessary green light of implementation across the nation.
National Hygiene strategy was approved in 2012 and this focused primarily on three aspects Personal Hygiene, Food Hygiene and Menstrual health Management. This strategy became part of SectorDevelopment Plan (SDP 2011-2025) that was approved in late 2011. It was thus felt that school children should be educated in Hygiene behaviours through their school education curriculum and out of school and illiterate communities would be trained or educated through social communication strategy involving CSOs, community clinics, UHFW&Cs, field level community health staffs and building capacities of relevant institutions and also bringing budgetary provisions for Hygiene (National Hygiene Strategy for WSS sector in Bangladesh 2012). In connection with this, a nationalBase Line was done for Planning, Monitoring and Advocacy and abaseline preliminary report was published in June 2014 (BangladeshNational Hygiene Baseline Survey, ICDDR, B, PSU/GoB, Water Aid June 2014).
Sector Development Plan was approved in late 2011. This actuallycovers the short, mid and long-term WASH sector plan of Bangladesh
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Government (2011-2025). This covered thematic areas, legislations,capacity building needs, investment plans and implementationscenarios. As was indicated in this document to implementmedium-term plan (2016-2020) BDT 524,021 crore is required. Also, investment has to be doubled in the sector (SDP 2011-2025 page 145).
ChallengesApart from Arsenic contamination in water other challenge is to face natural calamities such as cyclones, floods, water logging and storm surges, which has had a devastating influence on WASHinfrastructure and as a consequence, it provides negative impacts on extending coverage to the disadvantaged population. While both the government and NGOs are working to increase water supply coverage in the country, such type of natural disastersremains as a real challenge to move forward for a tangible solutionin future. In Sanitation front spread of the second generationSanitation Technology has remained as challenges for the future.
Two chamber toilet
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DSK ApproachIn Bangladesh, DSK has achieved significant successes in WASH sector through the promotion of establishing the rights of the poor, marginalised and hard-to-reach people both in urban and ruralareas. This has been achieved by providing required cooperationwith the government. DSK maintains close communication and work relationship with different types of organisations including theGovernment Ministries, agencies and departments, donors, INGOsand academic institutions for adaptation and implementation of projects, to strengthen advocacy in favour of the most marginalisedand to experiment and adapt WASH technologies. To achieve the above in Bangladesh, DSK tries to facilitate ignition and warrants participation of the grassroots’ beneficiaries (poor, extremely poor,marginalised and hard-to-reach people). Mainly, DSK is providing WASH services in slums/low-income areas in large urban centres and also covers marginalised and hard-to-reach people in selectedrural part of the country. DSK has provided its WASH related supportin implementation of various types of projects and programs through following two different financing approaches i.e.-i) Grant-based approach and ii) Lending approach.
Grant based project DSK has implemented a significant number of projects and programsby taking financial aid from different donor agencies. Under such approach, the beneficiaries received various types of water supply,sanitation service and training on community mobilisation, leadershipskills and hygiene behaviours where entire hardware purchase andinstallation costs were provided by DSK as a grant. The beneficiariesare engaged in procurement of construction materials and supervisionof construction process and remain responsible for operation and maintenance of that hardware. Through DSK approach, communityhouseholds form a local management committee comprised of 5-7 female members linked to each hardware i.e. Water Point or Community Toilet (each water point/community Toilet is used by 15-20 HHs) to ensure effective and efficient use of water supply and sanitation services. Monthly accommodation in a low-incomecompound is inclusive of water, sanitation and electricity charges.Participating HHs or compound owners are encouraged to establish
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a maintenance fund paying 10-15% of hardware cost (hardware is coming as a grant to private compound owners) to cover the future repair and maintenance expenses. Apart from the above target clients, mainly tenants are asked to pay Tk 40-50 monthly(negotiable) for regular cleanliness of water points, Toilets (purchaseof soap, cleaning agents, broom etc.) and solid waste management(SWM) in their compound. DSK facilitates the signing of a MoU between CBO, compound owners, DWASA and DSK, and thus tries to ensure continuing practice of the above.
Lending ApproachDSK perceives that existence of a mechanism that enables targetpoor clients to borrow fund to install WASH infrastructures at their home or compound will allow them to access WASH service on a regular sustainable and an accelerated pace. DSK believes such mechanism would promote self-reliance and eventually help poor section of the population to become independent from Aid.
In view of the above DSK through its WASH credit projects providesloan for Water Point, submergible pumps, Tube Wells, Toilets to clients willing to pay and install WASH infrastructures. These loans are provided at below market interest (10% per annum at
Biofil Toilet
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declining) to promote installation of WASH infrastructures by the poor and marginalised community members. Loans are repaid in monthly instalments in twenty-four months. If Pit Toilets are installedat less than ten thousand BDT then such amount is repaid with interest within a year. In some cases when the total amount of loan is more than 150,000 then the client may negotiate with the project to extend repayment period up to thirty-six months. So, DSK having access to capital provided by the project hasestablished a revolving loan fund (RLF) and that is being used on a recurrent basis. Eligible clients are poor and marginalised peoplewho are members of the community groups. Apart from that, compound owners in urban areas where poor workers rentaccommodation to stay and generally in such places status of WASH are poor and the idea is if the project provides a loan to compound owners on below market rate that would help toimprove WASH service situation in these compounds and thus poor and marginalised people will be benefitted. In that way they are supported and thus Public Health, Nutrition and Environmentalsituation are being improved.
DSK’s pro-poor model–outsourcingWASH services to CBOs in SlumsEarly DaysIn 1992 DSK started a primary health care (PHC) project in some ofthe slums of Tezgaon area in Dhaka. Slum dwellers were appreciativeof DSK PHC project, but one day some of them came forward to express their problems related to their limited access to drinking water supply or domestic water needs. In view of the above DSK activists thought to install a shallow water pump to resolve the problem without delay. DSK volunteers went to raise some money to purchase a shallow Tube well, they were successful in raising some fund and went to install a shallow pump near that slum, having no idea about shallow water level or restriction of DWASA to install any hand pump in their command area.
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Because of the low groundwater level in Dhaka city, an initiative to bring water to the doorstep of slum dwellers was a failure and group was upset when there was no water coming out of the shallowpump and money was fully lost. Frustration was enormous. After a while one friend of DSK, who was working as Engineer at DWASAprompted the idea to talk to DWASA top management andencouraged the group to go and to explain why they are looking forthe scope and opportunity for the slum dwellers to bring piped water supply to slums, they provided the logic that this is DSK whois trying to bring standard heath care for the poor and marginalizedliving in congested dilapidated slums and without access to safe drinking water this would not be possible. DSK group prepared themselves with this type of logic, arguments and started tryingto get an appointment of the then Managing Director (MD) of DWASA (1991). After a while they were successful in meeting the MD and subsequently listening to the group’s motivation andintention to serve the poor people living in slums, MD was convinced and going out of his box agreed to provide two standpipeconnection in the name of DSK to be installed in the said slums. This was an exceptional move and the beginning of DSK’s journey in the world of WASH!!
Thus DSK was able to install a water point in Koilar Bastee (slum) near Tejgaon Railway station at Tejgaon! However there were few preconditions in this exceptional decision of DWASA, the utilityagency provided the permission to install legal water point in slums, however DWASA instructed DSK to agree on the condition that if slum dwellers fails to pay for the service, it would be DSK’s responsibility to pay the water bills unpaid by the slum inhabitants.DSK was asked to provide a written guarantee to above condition. So,in 1992 the first two connections were established in two different places of Dhaka-“Koilar Bosti (slum)” adjacent to Tejgaon Railwaystation and “Satrasta slum” in Begun Bari of Tezgaon. DSK initially started with one water point and having a discussion with local slum dwellers formed a committee mostly participated by men from the community. The committee was led by a local slum leader.After a while, it was observed that water supply is intermittent and available in some part of the day and local leader who was
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instrumental in bringing the idea of water supply forward, actuallymade an illegal alliance with DWASA meter readers and started syphon out water fees from water sale into his pocket. The situationbecame worse as the leading person was practically denying any DSK intervention in bookkeeping of the revenue collected from thewater point. It was also observed that local community committeemostly comprised of men is ineffective, as most of the male memberswere not available in the community at day time.
In view of the above and equipped with experience of installation of first water point, after some gap, in 1994, DSK initiated steps to install second water point in Begunbari slum area in Tejgaon ofDhaka city. This was a roadside space and because of intermittentwater supply, DSK went to construct an open reservoir to store water for recurrent use and collection by the clients. This time DSK insisted on forming a mixed committee comprised of five women and three men. This time result related to community participationand engagement had improved, apart from that DWASA bill paymentwas also became regular. It was also possible to recover constructioncost of the water point. On the other, it was also noticed that women from slums were influenced and committee activities becamecontrolled by men. Not all the members were happy with such type of developments. On the basis of the second experience, DSK concluded to organise water point management group exclusively participated by women and to keep male leaders as advisers.
DSK was approached by WSP (UNDP-World Bank Water Sanitation Program South Asia at that time) with a proposal to replicate DSK water point model in an expanded way! This was a real scope to test the approach at scale. DSK agreed to take this challenge and entered into a contract with WSP to install twenty water points inrespective slums of Dhaka city. The project was started in May 1996. Besides the above Water Aid also join hands to support the implementation of ten new water points in Dhaka slums andapproved a project in June 1996. So altogether communitymobilisation and installation work of thirty water points started on a step by step manner. The project was mostly implemented to serve slum populations living in different places of Tezgaon area.
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From DWASA side they also extended their full cooperation to approveincreased number of water points to be installed in different slums of Dhaka city. Although till then this was considered as an ad-hoc initiative by DWASA. After successful handling of watersupply connections in several locations evidenced by regular paymentof monthly bills by the slum dwellers, DWASA accepted CBOs as legal customers and agreed to transfer connections in favour of CBOs (1997). Presently, CBO representative or a willing customer iseligible to apply (with all necessary papers for a water connection) toDWASA Community Programme and Consumer Relationship Division(CPCR&D) for verification and approval of the water connection.
DSK’s Pro-poor model on accessing legal water connectionby LIC Dwellers
DSK/ NGO(Support for CBO formation and capacity building)
Low-income community/ slum dwellers/Water consumers
Forms CBOs, Applies for water connection, pays water bills to CBO DWASA
Community Based Organisation
Applies to DWASA for water connection supports reading of water meters, provides reading to DWASA collects water bill from consumers
DWASA CP&CR Division(Gives permission for water connection)DWASA Maintenance OperationDevelopment Services (MODS) ZoneDWASA Revenue Department
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WASH Programme StrategyThe overall strategy of the programme is based on experiences,guiding principles and national procedures formulated in thegovernment policy.
Strategy for Water SupplyOver the period DSK has developed a model for community-based water supply targeting urban slums which are now replicatedby the NGOs and others through different WASH projects. DSK WASH strategy is now being followed in several urban water supplyprojects and even in rural areas.
DSK WASH model Over the years, DSK WASH projects have established an approach inurban low-income areas especially in Dhaka slums in Bangladesh, which is widely recognised as “DSK Model”. DSK has been highlyrecognised for its contribution and assistance in the supply of waterto urban slum areas. DSK has a commendable success in WASH sector for its accomplishment establishing the legal provision ofproviding piped water supply to urban slums. DSK is a pioneer in this direction.
Two chamber toilet with water point
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BOX : Sector Development Plan (SDP) 2011
Bangladesh: Improving rights to services for slum dwellers in DhakaApproximately 25 percent of Bangladesh's population lives in urban areas. Until very recently, most cities did not permit households without legal entitlement to land to access water supplies. In Dhaka, where 35 percent of the city's 14.8 million Population lives in slums and squatter settlements, this meant that residents unable to proof ownership over land on which they resided, were not entitled to services by Dhaka Water Supply and Sewerage Authority (DWASA).
In 1992, Dhaka-based NGO DSK, a partner of Water Aid in Bangladesh, started to act as an intermediary between DWASAand the slum communities. DSK argued for the separation of access to water supply from ownership of land. It made securitydeposits to guarantee bill payments by the communities. As a result of this arrangement, DWASA approved two water points in poor areas of Dhaka in 1992 and 1994.
DSK Subsequently developed this experience into a model for sustainable water supply for the urban poor and negotiated with DWASA to carry out a pilot project of this model in 12 slumcommunities. DSK worked with them to improve community capacity to manage water points, ensuring regular bill paymentsand full recovery of capital costs.
In 2008, after 16 years of regular payments of bills, A landmarkagreement was secured with DWASA whereby CBO's were allowed to apply for water connections on their own behalf, without an intermediary. Todays, these communities are respectedcustomers of DWASA and the scheme is being rolled out across the country. Those previously excluded are now activelyinvolved in the design and usage of water.
1Water Aid (2016) Case Study: Bangladesh–Low Income Customer Support Units, WaterAid, UK
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“DSK model” approach strategies are as follows• Baseline establishment• Demand creation• Build and empower local community-based organisations• Capacity building training of CBO members and caretakers of WASH systems (Water Point, Toilets, waste bins etc.)• Visible participation of women and poorest of the poor• Establish community-based water supply systems• Cost sharing (community themselves analyse their economic categories [A=Non poor, B=Middle class, C=Poor and D=extremely poor] and ability to pay or lending approach is in place. • Establishment of community-based WASH maintenance fund
or revolving loan fund (RLF)• Follow water safety plan and safe water systems as per WHO
and national guidelines• Strengthen engagement of LGIs and Utilities as key development partners• Participatory planning, implementation and monitoring• Mobilise resources (internal and external)• Sustainability
Strategy for SanitationSanitation has been considered as one of the key issues of health and physical well-being. To improve the health situation, in 2010 GoB for the first time declared its intention to achieve hundred percent sanitation in foreseeable future. DSK is also working on achieving the target through mobilisation of the poor and marginalised section through a community-led process-
• Awareness raising• Demand creation• Baseline establishment• Visible participation of women and poorest of the poor• Capacity building training of CBO members and caretakers of
WASH systems (Water Point, Toilets, Waste Bins etc.)• 100% sanitation access by the project participant.• Cost sharing (community themselves analyse their economic
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categories [A=Non poor, B=Middle class, C=Poor and D=extremely poor] and decide on payment modalities or lending approach • Community Management Committee (CMC) is formed for O&M of community-based sanitation options• LGI / UP/ City Corporation / Municipality is the key agency to
be involved in reaching the target• Promote school sanitation with gender and child-friendly
technologies• Promote utilisation of block grants for Sanitation by UPs for the benefit of the poor and the poorest • Special emphasis-on O&M of sanitation facilities• Promote innovative, sustainable and environment-friendly
low-cost Sanitation Technology• Focus on Sanitation value chain (containment, transport, treatment and safe disposal)
Strategy for Hygiene Promotion (HP) and Behavioral Change CommunicationDSK runs it hygiene education and promotion through following strategies based on 15 years of working experience with poor communities.
• Participatory and small hygiene group based education through courtyard sessions.• Nine key hygiene messages are clustered into six topics i.e.
use safe water for all purpose, safe sanitation by all family members and hand wash at six critical times, food hygiene, solid waste and menstrual health management.
• Different hygiene promotion initiatives for different category of people i.e. Adult female group through courtyard session, Child to Child (CtC) for child group, school hygiene education for school children, tea stall session for men customer and service holders.
• HP by community volunteers and UP members• PRA approaches and tools used for message dissemination• Popular media is used to create awareness• Participatory monitoring by the user group to collect data
on practices and follow-up and feedback mechanism• Special hygiene promotion for differently able persons (disable)
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Figure 1: DSK ModelDSK ModelDSK has secured adequate information, experience, knowledge andwisdom related to slum power structure, kinship network, communityorganization building, work with poor women, adolescent and children in slums, social structure in slums, economic category of population in slums, compound owners and tenants, communityservice and rentals, work and business opportunities, District wise population in slums, number of slums in different DSK workingtowns and cities, size of population in different slums, slums in government and private lands, advocacy for the rights of the slum dwellers, experience of resilience building, DRR , livelihoods (assettransfer, micro credit), WASH, PHC etc. Based on assembled knowledge, DSK has developed a modelWASH approach which is considered by the organisation as a standard procedure to serve the slum dwellers in any slum areasthat are situated in different parts of the city or large towns.This approach to bring water supply, sanitation service, Hygiene education and community organisation building in low-income
Capacity Building Traning (organiza�on and leadership skills) and HyginePromo�on
Forma�on ofCommunity Based groups/Organiza�on's (Women CBO)
Baseline WASH Situa�on analysis of the Project area
Primaryengagemen/projec�onmee�ng
Research and Innova�on
Advocacy: Policy implementa�on at opera�on Levels
Networking With U�li�es
Financing: Grant and LoanWASH Technology
in forma�on dissemina�on and Support
DSK Model
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settlements or slums is recognised as ‘DSK Model’. ‘DSK Model’ has been developed taking into consideration some of the critical orfundamental urban development aspects or specifics. The model orapproach is comprised of seven different elements. These componentsare equally important to ensure successful implementation of any project. Through field level practical experience, this model is found useful, operative and efficient to ensure sustainability of WASH hardware and approaches in slum areas.
Situation analysis (Base Line) of the project areaApart from establishing a baseline, before installation of a WASH hardware, DSK staff visits the project site to assess the WASH status, felt necessity, willingness to pay for the service, socio economicstatus of the target populationetc. This is a regular practice. The field staff of DSK visits and enters into a conversationwith the target communityleaders and groups. The DSK staff organises projection meetings to describe thecontent of DSK WASH project,the importance of safe Water Supply, Sanitation and Hygiene practices, WASH rights and modality of the project. In this way, DSKprovides efforts to collect demographic, geographic, infrastructureand basic rights related information from a given slum to primarilyassess the needs of the poor and marginalised. These are doneinitially through conversation, sample visits and projection meetings.In order to get a strong solid assessment, a baseline is established collecting information through a baseline survey using structured question-based survey instrument. Such information’s are then cleaned, collated, and analysed. On the basis of the above then future WASH action plans are prepared and executed.
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Apart from the above DSK also encourages community groups to gofor a survey of the WASH situation using PRA tools and techniques in their own settlement and establish a status report on a brown paper consulting all the active members of the group.
Through the use of these tools, DSK staff provides efforts to identifyproblems based on previously mentioned aspects having direct participation of the community members and document thatinformation on a brown paper with the consensus and participationof local dwellers. Major aspects of the situation analysis (Base Line) are as follows:
• Geographic situation• Socioeconomic data: Demographic Information, income
status etc.• Main problems• Status of water supply, sanitation, solid and liquid waste disposal, Hygiene Promotion and Health (disease prevalence) related
practices and understandings.• Existing status of WASH Infrastructures
Thereafter DSK takes concrete steps to develop a project byaddressing some of the problems on which DSK may support the community of that area to improve their access to WASH.
Community Mapping Exercise
25
Community Mobilisation,Participation and EmpowermentThe significance of CBO Formation more specifically, the concept of forming a CBO is developed based on some specific objectives. These are as follows: Bangladesh development process witnessescolossal disparity and inequality between the rich and themarginalised. Denial to the marginalized and the poor is the hallmarkof the development process in Bangladesh. In this background, the concept of formation of CBO is to promote solidarity and unity of the marginalised to fight jointly against the system and earn some space and benefits in the favour of the marginalised, to influence development process in favour of the extremely poor and the marginalised and strengthen the voice of the deprived groups. It is important to facilitate organisation building of thepoor and marginalised to ease their problems, agonies andrelease them from the clutches of exploitation and inequalities.It is critically important that marginalised, poor women are beingorganised in this type of community-based organisations to achieve a recognition and niche, to bring them to the forefront of the struggle, facilitate their leadership skills and thereby drive for democratic governance in the society. In this way they gradually become engaged in decision making related to community-based development projects and thus poor women’s leadership space, rights are gradually established and recognised. Through CBOs, marginalised women acquire the chance to play a key role in the implementation of projects thus making their contribution towardsthe development of an organisation, raise their voice, and preparean effective work plan and its implementation.
The WASH project implementation strategies generally have been dependent on the analysis of the existing situation, felt necessity,community needs and demand, national policy guidelines andtargets, project objectives etc. DSK specifically stresses on demandresponsive and community empowerment approaches. It also focuseson gender especially to remain sensitive to the rights and space for disadvantaged women living in desperate condition of a slum and to advocate in favor of the poor in WASH sector of Bangladesh;
26
to facilitate increased access of the poor, marginalized, disadvantagedand extremely poor to water and sanitation services; in this journeyhygiene practice issue has been considered as an integral componentof WASH. DSK tries to facilitate strong community participation to enable sustainable results from different WASH initiatives.
Figure 2: Community Led Participation
The topic of community participation is addressed in following ways:• Community situation analysis to identify problems and establish a Community Action Plan (CAP)• Establish community management groups, ensure predominantly women participation, eventually facilitate formation of CBOs, open bank account, capacity building training on organization building, leadership skills, O&M fund and its procedures,
Community Action plan development (CAP), to build members capacity to procure quality construction materials, supervise
construction and maintain operation of WASH hardware’s. • Execution of CAP• Supervision and monitoring of WASH projects by the community• Facilitate development of community WASH maintenance
fund (amount or percentage of the hardware installation cost negotiated)
• Maintenance of WASH revolving credit fund
Projection meetings, Establish WASH base line (use survey instrument and or participatory tools) to identify problems
Attend DWASA zone coordination and LIC meetings, Link and coordination with DSCC/ DNCC Regular CBO group’s monthly meetings, Regular communication with DSK etc.
Elimination of illegal connections, Maintenance, Installment collection, Payment of CP fees, Hygiene refreshers, Regular cleaning of WASH installations, MoU signing with DWASA, and DSK CBOBank account, Legal registration of CBO
Site identi�cation, community procurement, construction supervisionand monitoring by the community, Hygiene trainings (six topics), Caretaker trainings
Formation of community groups (women and male advisory groups), women, adolescent, Children engagement, capacity building trainings (organizationbuilding and leadership skills), DWASA rules and procedures, CAP preparation, O&M and sustainability,fund maintenance procedures, MoU of CBO with DWASA and DSK, DSCC/ DSCC engagement
DSK MODEL(CommunityledParticipation)
27
As its strategy, DSK facilitates to ensure active participation of the target beneficiaries while implementing any program or projects in the field. Hence, DSK always tries to facilitate building a strong and stable Community Based Organization (CBO) under each of the program or projects it does implement. The approach of CBO formation facilitates building effective influence to advancethemselves to mobilise their own resources, access public resourcesand society upon which they have a legitimate claim. DSK believes that implementation of any projects through CBO’s ensures most effective utilisation of the limited resources and establishes their ownership and strongly influences the future sustainability of such projects.
Process of formation of a Community Based Group, orOrganization (CBO)As per its constitutional obligation and its strategic vision, DSKfacilitates the formation of community-based groups in all its project and program activities across DSK. Generally, members of such groups are women. These organised community-based groups are the backbone of all community-based activity that DSKimplements through different programs or projects. Before startinga WASH project in a given slum, DSK develops a mutual relationshipwith the community people through a rapport building exercise to establish some common understanding, confidence and trust with the dwellers. DSK also gets in touch with local slum power structure to clarify that DSK is not to challenge them, on the contrary,DSK is here to facilitate improvement of WASH access of these poor dwellers, if basic service situation improves that wouldgo further in their favor and local dwellers would look at their leadership more positively. Possibly that would also help themto improve their leadership base. In that way, DSK tries to first establish a space and prepare a base for its future activities. DSK also looks at the felt necessity of the community, the scope of women engagement, their willingness to participate and pay for the service.
28
The purpose of organising a CBO is as mentioned below:• Community empowerment • Community participation in problem identification planning,
implementation, supervision and monitoring• Promote women leadership• Participation of the poor and extremely poor• O&M by the community • 100% coverage • Negotiate to agree on percentage of cost recovery
Capacity Buildingconsidering the sustainability aspect, capacity building of communityand service providers are important activities for DSK WASH project.
• To form CBO and build their capacity through training, meeting, refreshers, exposure visit, dialogues, lobby, advocacy and network.• Engage LGIs/utilities as the focal point to promote WASH initiative and enhance their capacity through training, meeting, refreshers, exposure visit and dialogue.• Training on O&M for the caretakers [50% are female] and local mesons. • Functional linkage between community and service providers in general and LGIs in particular.• Facilitate to develop and enable community based local entrepreneurs, meson, private suppliers, contractors etc.• Provide adequate information to the community and other
stakeholders.
At the start, DSK organizes a projection meeting to clearly elaboratewhy DSK is there and what type of project it intends to implement,what are the activities of the project, what is the amount of moneyinvolved, how that is going to benefit the local dwellers, who are going to be benefitted, what is the benefit of DSK in implementing this type of projects etc.
DSK tries to pass this information that at the end of the project DSK would transfer the project under community management and at the stage of implementation, it is going to be implemented having slum and communities green lights and support.
29
The assigned DSK staff work to craft their acceptance among the slum dwellers, provide efforts to understand their problems through exchanging views from all the sections and ignite them to organise themselves to address their problems collectively. DSK explains about the prerequisite to forming a Community Based Organization (CBO). DSK staffs encourage dwellers to form a CBO within the community by mobilising willing community members who are poor, extremely poor and marginalised. DSK encourages to form women community groups. The primary committee or group could be formed through a selection or voting. According to the field level experiences, it has been observed that primarily community members show interest to form a community group ora CBO through a consensus; in such a situation all the interested dwellers meet in one place, propose the name of a person who has the leadership skills and all other persons in attendance raise their hands expressing their agreement in favor of that particular community member. Later they go through a training on organisationbuilding, leadership skills and then draft their own constitution or memorandum of articles of the association.
Characteristics of a CBOKey features of a CBO are as mentioned below:
• The committee members consist of community dwellers (poor, extreme poor, marginalised women)
• A constitution should be drafted and approved by the members.• To follow a method of participatory development plan • A yearly work plan needs to be prepared and approved by
the community members. (WASH, Livelihoods and or any other project)
• Regular monthly meeting of the CBO.• Initiatives to be taken to solve conflicts among the community members.• Cooperation and consensus building strategies are followed.• The decision should be taken on the basis of consensus and if not possible then by majority vote.• Follow a standard financial management (WASH operation and maintenance fund management, community procurement etc.)• Operate finance through a bank account.
30
• Regular annual AGM. • Annual Activity Report and the Financial report should be
placed before AGM.• Rich and influential vested interest group members, criminals, terrorists and convicted should not be admitted as a member.
WASH Maintenance Fund In relation to grant based WASH projects, DSK at different times raised the issue of operation and maintenance of WASH infrastructureswith the community and compound owners. DSK also motivates community members that DSK project is facilitating installation of WASH infrastructures through grants in private compounds. However,following the closure of the project, there will be no resource available from the project to assist if there is any difficulty related to repair or maintenance.
DSK also believes that WASH infrastructures quality should allow its functioning to last for at least next eight to ten years. In view ofthe above establishment of a community operation and maintenance,fund is urgent and critical. In view of the above and also accordingto DSK experience and understanding it was possible to set up “WASH maintenance fund” (since 2013) setting aside ten percent (10%) of hardware cost or a negotiated amount for that purpose. Fifty percent amount of the above had been upfront deposited to a designated bank account, before the start of the physicalconstruction of the project and left over were repaid through monthly instalments within the life of the project. This fund has been kept in a separate bank account and jointly operated by CBO office bearers and one of the staff members of the project. CBO sets up rules and procedures to operate this fund.
Besides the above through Water Aid supported project collection ofmaintenance fund was arrived using pay according to ability formulawhere target population was divided into economic categories such as A-Non poor, B-low middle income, C: Poor, D: Extreme poor.
DSK had assisted in articulating written operating procedure for this fund. Some examples of the existence of such fund have been already in existence across DSK projects.
31
WAS
H fu
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atus
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OP
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ecem
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Nam
e of
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ASA
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Shar
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Shar
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(C
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/C)
2 Ch
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2,00
02,
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264,
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-26
4,00
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122,
800
131,
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254,
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3 Ch
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81,7
29
WP-
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105,
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630,
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63,0
0094
,626
157,
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88,8
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31,0
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5,00
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EWP-
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60,0
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180,
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473,
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653,
130
405,
294
3,20
662
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50,0
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100,
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315,
420
415,
420
280,
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28,2
4818
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327,
142
Tota
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910,
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1,08
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935,
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206,
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390,
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1,53
1,67
1
WAS
H fu
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Pro
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Nov
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(Wat
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Targ
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7.0
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WAS
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atus
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Dec
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%
50,7
4941
,227
9,52
229
,54,
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22,4
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27,
07,6
55(7
6%)
32
Service Fee: There is monthly service fee that is paid by the localdwellers and is related to cleanliness of the water points and Toilets.This is a negotiable fee reached with each household in a given compound in low-income areas. Fee per month may range from Tk 35-50. Through this fee following recurrent maintenance activitiesare covered i.e. fee for community bill collectors, collectioncharge for solid waste management and cleaning of water points and toilets on a periodic basis. Collection of such fees and its maintenance is generally left with the CBO leaders and this needs to be further strengthened.
Chronology of DSK WASH AchievementsRecognition of slum dwellers as legal clients by DWASA and fundraisingA groundbreaking achievement of DSK has been its catalysingadvocacy efforts in influencing DWASA to recognise slum dwellers as its legal clients and facilitate the provision of water supply in different slums of Dhaka. In line with the above Dhaka WASA has now been regularly trying to raise funds to extend its coverage in Dhaka slums. Currently, DWASA is working with donors to reach most of the unserved slums in Dhaka.Reduction of security deposit against connectionpermission (CP)As it is known poor and extremely poor people are living in Dhaka slums. Payment of DWASA security fee was a burden to them and in this background, they were advocating to decrease the security fee for water point connection in Dhaka slums. DSK also went for advocacy to reduce the security fee for this group of poor dwellers.Finally, DWASA came to an agreement to decrease the security deposit fee for low-income areas and the fee has came down from BDT 20,000 to BDT 5000 only.2012: Memorandum of Understanding (MoU) between DWASA and DSKIn 2005, DSK was successful in signing a Memorandum of Understanding(MoU) with DWASA Maintenance Operations Development Services
33
(MODS) Zone-5. Based on the success and achievement, DSK felt highly inspired and encouraged to continue its campaign and ad-vocacy to persuade DWASA to sign a MoU to bring all the slum areas under such legal framework to serve all the slum areas in Dhaka city. Long run advocacy initiatives of DSK finally met with success in 2012, when a formal MoU was signed between DWASA and NGOs, where it was clearly mentioned that NGOs would be eligible to serve all slum areas under all Zones of DWASA.2012: Memorandum of Understanding (MoU) between DWASA and NGOsIn 2007, a Memorandum of Understanding (MoU) was signedbetween Dhaka Water Supply and Sewerage Authority (DWASA) and a NGO group comprised of Dushtha Shasthya Kendra(DSK), Population Service and Training Centre(PSTC), Nagar Sheba, NagarDaridra Bostibasi Uannayan Songstha (NDBUS), Nagar BostibasiUannayan Songstha (NBUS) to provide legal water servicesin slums under the banner of ‘Improving access to safe water,environmental sanitation, and hygiene promotion services in a coordinated way for the urban poor living in slums in Dhaka and Narayanganj’ Cities dated January 25, 2012. It was mentioned on the MoU that based on WASA Act 1996 the organisation (DWASA)has been taking the responsibility to ensure water supply and sewerage facilities for the improvement of the hygienic environmentof the slum dwellers of Dhaka metropolitan city and Narayanganj town.Objectives of such initiatives were as followsDWASA initiative is to facilitate provision of improved access tolegal safe water supply, environmental sanitation and hygienepromotion services for the slum dwellers in Dhaka city and Narayangonj town in a coordinated way, through organizing strong Community Based Organizations (CBOs), community WASHmanagement bodies having special emphasis on women, persons with disabilities and children's needs. Further to contribute toenhancing the revenue of DWASA by increasing legal connections in slum areas and slum dwellers would be released from the burdenof exorbitant charges for safe drinking water. Moreover, it has been expected that misappropriation of illegal connections will be also reduced; as well as awareness on legal approach to DWASA
34
service would be increased among the clients living in low-income settlements; also priority would be given to extending DWASA water supply network where slums are located and steps would be taken to implement Citizen Charter considering the rights of slum dwellers.
2011: SDP 2011-2025 about DSK Water Point Model2010: Groundbreaking experience of bringing legal water connection to Korail SlumDSK continues to work relentlessly to establish rights of the poor, marginalised and extreme poor groups. In line with the above DSK has been working hard to establish entitlements of slum dwellers to legal water supply and sanitation services. Through a continuous advocacy effort at both sides meaning raising awareness among the slum-dwellers about their rights and at the same time strugglingto change the mindset of the concern government agencies; finallyDSK became successful to convince and motivate DWASA to installa dedicated deep pump inside the Korail slum and open the path to secure legal water connections for more than twenty-five thousandslum dwellers.
Ribon cutting event at Korail Water Point by Engineer Taqsim A Khan,ManagingDirector, DWASA, among others, Engineer SDM Kamrul Alam Chowdhary, then DMD (O&M), DWASA, Engineer Uttam Roy, Commercial Manager DWASA, Dr. Dibalok Singha, ED, DSK and Salina Begum, President of Korail CBO were present on the occasion
35
In 2004, DSK with support from WAB had implemented a WASH project in Korail Slum where about 20,000 households were livingwithout access to legal drinking water supply provision. From the beginning, DSK took nonstop efforts through negotiation with DWASA to establish a legal piped water supply connection in Korailslum areas. However, till 2010 all the attempts to establish a legalwater supply connection was not successful. In 2010 a CBO ofKorail slum along with DSK resubmitted the application to DWASAand raised demand for legal water supply connection at their dwellings. This was progressed and DWASA approved a project with support from ADB. Underground piped network was laid, however, work again was halted because of the fact that localdwellers in Banani and Gulshan area were completely against inmaking a diversion part of their water to Korail slum. Then after a while DWASA took the decision to install a dedicated Deep Tube Well, to serve the clients in Korail slums; however, the installationprocess was slowed down as there was no legal land space availableto install the pump. The place where the slum is located belonged toanother government authority and they declined to allow installationof DWASA pump on their land. DSK leadership took special initiativeto meet the Ministry of Housing and Works to get a temporary permission to install the pump on their land, however process wasnot successful. Following the above finally with a special initiativefrom DWASA leadership a piece of land in the area of this slumin front of Ershad School (Jamai Bazar area) was identified andthe deep pump was ultimately installed in 2013. This was a groundbreaking event, the first successful breakthrough of such kind, establishing rights of the poor urban slum dwellers to access legal regular water supply to the largest slum in Dhaka, even in Bangladesh.
However, adequacy and availability of water supply still remains a question in Korail, in any way through the help of newly installed deep pump about 500 connections were established at different corners of the slum in a step by step manner. 15-20 HHs were reached through each of these water points. DSK facilitated the construction of water points through support from Water Aid and Unicef and also facilitated the formation of community groups
36
responsible for paying DWASA bills and its future maintenance.DSK project provided training to local clients on how to formcommunity groups, organisation building and leadership skills. Apart from that hygiene training were also imparted. LocalCBO which is named as central CBO took the responsibility ofsupervision and maintenance of all 500 water points; Korail isdivided into four parts and there are numerous small lanes inside the slum, so all the community groups formed around these 500 Water Points has been supervised and guided by a central CBO andthey eventually appointed two meter readers and bill collectors, so that they inform DWASA about reading of the meters and get bill prepared and also collect monthly bills from the compound owners or accommodation owners. As they became connected with legal DWASA water supply, the cost for the service came down dramatically, in the past with limited volume it was around 250-300 BDT per month, where now it has been reduced to BDT 100 per month and water has been available round the day! Anothersignificant achievement of such effort was that the water points are fitted with water meters, thus any future wastage of water could be prevented or effectively blocked. Thus the right of the slum-dwellers in Korail has been established through ensuringadequate, available, safe and legal water supply for the inhabitants. 2008: Legal Rights of the Slum DwellersThrough constant advocacy efforts of DSK, DWASA had provided administrative guidelines in favour of slum dwellers. These are as follows:
1. Slum dwellers are allowed to obtain the permission of water connection in the name of CBO.
2. Slum dwellers are entitled as DWASA legal customer (DWASA incorporated the matter in its by-laws).
2007: Legal Rights of the Slum DwellersThrough continuous advocacy initiative of DSK, Dhaka WaterSupply and Sewerage Authority (DWASA) agreed to bring change in its procedures, an amendment was made in its organisationalrules and procedures recognising slum dwellers eligibility toapply for DWASA connections and this was published as a Gazettenotification by DWASA on December 9, 2007. According to this amendment, slum-dwellers became eligible clients to access
37
DWASA water supply and past eligibility preconditions to have landproprietorship to apply for DWASA connection was abolished.In the same year, another progress was made, DWASA agreed that DSK need not to remain as guarantor for the slum dwellers when they apply for legal water connections. DWASA also agreed to transfer all water points issued in the name of DSK to respectiveusers living in slums. 2005: Memorandum of Understanding (MoU) of DSK with DWASAIn 2005 DSK was successful in convincing DWASA to provide watersupply connections to slum areas as part and parcel of mandateelaborated in Citizens’ Rights Charter. In connection with this DWASAtop management agreed to go ahead to facilitate the provision of water supply connections in slums under Zone 5. In view of the above subsequently, a MoU was signed between Maintenance Operations Development Services (MODS) Zone 5 and DSK. 2001: Reduction of security deposit fee for LICsTill 2001 it was the rule of DWASA that in order to apply forconnection permission (CP) a client required to pay a sum of BDT ten thousand as a security deposit to DWASA. This was expensive forthe poor slum inhabitants and through advocacy and communication,it was possible for DSK to convince DWASA to consider to reduce it and fix it at BDT 1000 per connection for slums areas.1992: Installation of first Water Points1992 was the start year for DSK in urban WASH, when the then DWASA MD after having a successful meeting with DSK leadership,agreed to allow installation of two water points in two distinct slums in Tezgaon area of Dhaka city, this was to test the approach on a pilot basis. Water point connections were provided in the name of DSK and there was a condition that if slum dwellers fail to pay their water bills, then DSK would remain obligated to pay the bills. This was an exceptional step by DWASA and way forward for DSK to test its argument that if slum dwellers are allowed to access legal water connections they would be paying DWASA bills regularly contrary to public servants perception that slum dwellerswould not pay the bills and this will again accrue as non-revenuewater (NRW) in DWASA accounts. Also, the environment was
38
against the extension of public services, at that time in a city like Dhaka there were provision of public stand posts and this was seen as a big wastage for the utility agency and at the prescriptionof international financing institutions (WB, ADB) installation of public stand posts were abandoned. Rainwater harvesting system in SchoolsOver the years, DSK has provided a total of twenty (20) watersupply connections into 10 schools in Dhaka and Chittagongcities. Under the water supply component at schools, rainwater harvesting technology, as an alternative option was promoted and also introduced in different schools. Total four Rain Water Harvesting Systems (RWHS) were installed in schools in Dhaka and Chittagong with a reservoir capacity of 25,000 litres each. These schools are mostly located in low-income settlements. Til a date, DSK has ensured access to safe water supply for 3,341 students (2013). The design of Rainwater harvesting system has been attached at the annex: Now rain water is being harvested during the monsoon season of the year and roof top is treated as a catchment area. Water from the rooftop catchment through pipes drains to the underground reservoir and stored. A chlorinedispenser is attached to tap so that when the tap is open to supplywater, it is disinfected; generally stored water is used for toilet or
Rain water harvesting at Suravi School, Bauniabadh
39
other public use rather than to be used as a source for drinkingwater. Such kind of RWHS was installed first in Dhaka havingsupport from Water Aid and then further in some other schools. Water Supply through Mobile VanDSK has been running mobile water supply service targetingpavement-dwellers and street food vendors through engagement ofcommunity operators. Presently, mobile water supply is provided through two mobile vans in urban areas of Dhaka city. It can serve 175 persons in a day. DSK has promoted this option to organise the supply of safe drinking water to small scale food shops and this also helps low-income people to take this as a tool to gener-ate small scale employment.
Installation of community managed Submersible PumpsDSK has facilitated installation of several submersible pumps on grant and loan basis, DSK is encouraging community membersto use submersible pumps because of its advantage which isfunctional through community managed process in urban slum areas in Dhaka city. The major advantage of a submersible pump is that it never has to be primed because it is already submerged in the fluid. Submersible pumps are also very efficient because they don’t really have to spend a lot of energy moving water into
Mobile Van for water supply
40
the pump. Water pressure pushes the water into a submersible pump, thus “saving” a lot of the pump’s energy. They must be fully submerged. The water around a submersible pump actually helps to cool the motor. If it is used out of the water, it can overheat.The major disadvantage is corroded seal and if that happenswater may seep into the motor and it becomes dysfunctional. DSK has already provided cooperation for installation of 247 minisubmersible pumps in different slums and low-income communitiesin urban and rural areas.Pond Sand FilterInstallation of pond sand filters (PSF) were done in Sharankhola(Bagerhat) and Dakope (Khulna) Sub-Districts, as the shallowwater aquifer in this place are saline. After the cyclone Sidr and Aila supply of drinking water was a difficult problem for affected HHs. Because of the rocky layer underneath the soil, hand drilling of deep tube well was also not possible. In such a situation access to sweet drinking water was extremely difficult for the families. In view of that, use of surface water from the pond is the only available option. However, pond water is unclean, turbid and not recommended for drinking purpose. In such a situation PSF is the
Water collection from a submersible pump
41
only option to provide safe drinking water to the families. Underthe DSK project, PSF has been installed in several identified ponds, which ensured safe and drinking water to approximately 100families per PSF. PSF water is bacteriologically safe, clear and itremoves Arsenic and Iron from the water. Each PSF consists of three (3) filtration chambers with one platform, one storage tank and one hand pump. The filtration chamber consists of one down floor dynamic roughing filter (DDRF), one up floor dynamic roughingfilter (UDRF) and two slow sand filters (SSF). In the UDRF and DDRF, three lairs of coarse aggregate have been used for filtration of the pond water. In the SSF, one layer of coarse sand has been used. There is inlet from the pond to the hand pump through GI and PVC pipelines. The whole PSF mechanism has been installed ina chamber constructed by a brick wall, C.G.I. sheet with MS angle. The design of this PSF was developed by Water Aid Bangladesh.
Each PSF has been able to store approximately 1500 litres of safe drinking water at a time. The community is responsible to pump the water for filtration according to their needs and do the maintenance after a certain interval of time. A community group responsible for the maintenance was trained by DSK during the project implementation period.Water Quality TestsDSK always provide high order priority in making provision of safe drinking water to the beneficiaries. According to the projectstrategy, it is mandatory to test water quality at a regular interval of different water supply options installed by DSK. Through Water Quality tests following parameters are being monitored and DSK generally evaluates two basic parameters i.e. bacteriological (FC) and chemical (Arsenic).
If water is contaminated then DSK discuss the problem and dangerof that contamination with the community, tries to identify the source of such contamination and also facilitates to take necessarycorrective measures.
42
Bacteriological parameter
Parameters WHOguideline 2004
Bangladesh standard
Standard for DSK
ThermotolerantColiform(TTC)
0 CFU/100 ml 0 CFU/100 ml
Bangladesh guideline accepts some relaxation where peopleuse un-chlorinated water with progressive improvements, DPHEin such cases accepts a limit of 10 CFU/100 ml
EscherichiaColi (E Coli)
0CFU /100 ml 0 CFU/100 ml
As per Bangladesh standard
Cyanobacteria No guideline Noguideline
Bangladesh guideline
Physical parameter
Color No guideline value
15 TCU 15 TCU
Odor No guideline value
Odorless notobjectionable
Acceptable to users
Turbidity No guideline value
10 NTU Bangladesh standard
pH No guideline value
6.5-8.5 Low pH: corrosive, high: taste soapy feel, <8 for effective Chlorination
Chemical parameter
Arsenic 0.01/ 0.05 Bangladesh standard
Iron No guideline value
Rural :0.3-3 mg/l
As per Bangladesh standard,DPHE recommends a higher level up to 5 mg/l in cases wherethere are no alternatives.
Chlorine Free/Residual
>0.5mg/l >0.2mg/l As per Bangladesh standard. Tobe tested only for chlorinatedsupplies. For any disinfection activity test for free Chlorine should be done.
Manganese, Chloride, Boron,Phosphate
- - Not used in DSK
Ref: WAB Water Quality Testing Protocol 2015
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Environmental SanitationDSK intended to achieve 100% sanitation coverage in its target areas through WASH interventions. In the bygone period (2016), DSK has installed 198 community toilets, 59 deep pit toilets and two (2) ring slab toilets. During this period, 700 feet (rft) drain, 7000 rft lane, bi-lane 1360 rft footpaths in urban slums wereimproved.
Box 2.3: The sanitation ladder (From SDP 2011)The sanitation ladder means improvements in the technologies used and the level of services received. Sanitation may be as cheap and simple as a pit latrine or as expensive and complex as a flush toilet with septic tank or sewerage. The higher up the ‘ladder', the greater the benefits for people and the environment. A schematic diagram of a sanitation ladder in a rural context in Bangladesh is provided below. A user may skip one or more steps to move up the ladder.
Flush latrines to sewerage system
Flush latrines to septic tank
Pour flush pit latrines with slaband water seal
Pour flush pit latrines with slabbut no water seal
Pit latrine without slab
Open defecation Sanitation Ladder
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Box from SDP 2011-2025, LGD, MoLGRD&C GoB“3.9: Innovative community latrine model for vulnerable groups in slumsAbout one-third of the population in the cities of Bangladesh lives in slums. The habitation is extremely dense, for example, in Dhaka slums the population density is 2, 20,000 persons per km2, which is seven times higher than that of Dhaka city. Generally, a family in a slum lives in a very small single room house (size varies between 7-10 sq m). The slum dwellers are mostly deprived of basic urban services including WSS.
The latrines are mostly pit-type, which get filled up very quickly due to the large number of users and the absence of proper de-sludging and safe disposal. The excreta are disposed of in nearby open drains or water bodies causing serious health hazards. According to BBSUNICEF Multiple Index Cluster Survey of 2009, only 12 percent of the slum dwellers are covered by improved sanitation facilities. Several largeNGOs like Water Aid, Dushtha Shasthya Kendra (DSK) and PlanInternational, in association with other partner NGOs, are providing community latrines in the slums as an attempt to address their needs. Innovative community Latrines have been designed in consultation with slum dwellers to cater to the needs of all sections of peopleincluding vulnerable groups like women, children, elderly persons and differently Able people. Community latrines are managed by a CBO with members from the neighborhood. CBOs also engage a caretaker and a cleaner. The users pay fees to the caretaker and the cleaner For O&M. Community latrines are brick structure buildings with corrugatediron sheet roofing.
Because of the very limited space in slums, the community latrine is constructed on top of the Septic tank. There is a space of about half a meter between the roof and exterior walls so that there is enough light and air. Some portion of the roof has semi-transparent plastic corrugated sheets to allow additional light inside. Usually a tube well or a water tap is present inside the building or very near to it. There isa bathing space inside the building. A community latrine typically has four To eight chambers-each chamber is used by about 10 families.There are separate sections for Men and Women with separateentrances. The women’s latrine chamber is relatively bigger to allow Menstrual hygiene management. Similarly, the bathing space in the women’s section is bigger to allow bathing of children. Railings are attached in entrance staircases and are attached to the inside walls of
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the latrine chamber for convenience and safety of pregnant women, elderly persons and people with disability.
Hygiene promotion messages like hand washing after defecationare displayed on the walls. An evaluation (DevCon, 2007) of thecommunity latrines revealed that the communities were mostlysatisfied (78 percent) with regards to the distance of the community Latrines from their houses. A majority of them (82 percent) was also satisfied with the indoor space. A high proportion (92 percent) was satisfied with ventilation arrangements. An encouraging finding was that women’s privacy (90 percent) and social dignity of the family (91 percent) had increased tremendously by using community latrines. However, the satisfaction level was lower (55 percent) With regards to inside light arrangements. The community latrine model is beingreplicated By public agencies and NGOs. Source: DevCon, 2007:Assessment of Functionality and Sustainability of Community Latrines under ASEH Urban Program”.
Source: Page 79 Box 3.9 Sector Development Plan 2011-2025 Water supply andSanitation sector in Bangladesh, November 2011, Local Government Division,Ministry of Local Government Rural Development and Cooperatives
DSK Community ToiletsPublic Toilets in Urban areas
Gabtoli Public ToiletThis is a pilot to demonstrate the need and effective deliveryof service by a well-managed and functioning Public Toilet. This
Gabtoli Public Toilet
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dilapidated public toilet was located at Gabtoly Bust terminal and was nonfunctional. The Toilet was renovated having initiative,design, and financial assistance from WaterAid. The total cost of renovation was BDT 2.8 million.
A committee consisting of following organisation DNCC, WaterAid,Bus owners association, Truck owners association, Labour Federationand DSK took the responsibility to oversee the management of this public toilet.
In this public toilet, there are three chambers, four urinals, one bathing place and two hand-washing basins for men and one chamber for men with disability. There are three chambers for women (one including bathing facilities), two hand-washing basinsand one chamber for women with disability. It is to be noted that entrances of the toilet are separate for men and women. In additionto those facilities, luggage lockers are available for toilet users. It is worth mentioning that a submersible pump has been installed in the toilet supported by DWASA. Therefore a safe drinking water station for the travellers and running water facilities in the toilet are ensured through this pump. The separate sitting arrangement is there for caretakers. Electricity facilities are available and in the case of power failure, solar panel systems are there to cope with the power cut. In order to ensure cleanliness nine cleaners areengaged in three shifts and a professional cleaning service provider
Gabtoli Public Toilet
47
remain responsible for this activity. Since inauguration, it has served clients and the total amount of fee generated till December2016 was BDT 26,64,298.0. Monthly fee generation for the month of December was BDT 190,715 and expenditure was BDT 62,223.0 this experiment reveals that a standard Public Toilet serviceprovision in Dhaka may run on sustainably through the sale of its services. Thus through a renovated public toilet proper service at Gabtoly Bus terminal area has been ensured. It’s encouraging to know that DNCC has acknowledged this toilet as a Model Public Toilet approach.
Public Toilet in marketplaceDSK has introduced a community managed mechanism for ensuringeffective functioning and Operation and Maintenance (O&M) of the Public Toilets. In 2013, DSK continued to manage the PublicToilet at a marketplace at Kamrangirchar and in a Truck Stand at Saidabad under Dhaka City. The uniqueness of such initiative is that DSK has provided the initial capital investment cost as a loan to the community. The community-based management committeesof the Public Toilets are paying back the capital cost with service charge through monthly instalments. On an average, about 500 people have used the public toilet per day. The monthly average income is BDT 15,000.00.
Public Toilet
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Mobile ToiletsDSK has introduced Mobile Toilets in Dhaka city to provide toilet facilities to a mass population that are needed to travel on a dailybasis in the city areas from one corner to another for variousprofessional, social and personal reasons. Presently, two Mobile Toilets are functional and on an average, 100 people are using each toilet on ‘Pay and Use’ basis. The demand of Mobile Toilet is rising,especially to support any short-term events that are organisedfor a couple of days or a day long program etc.
New Toilet options: Four New ToiletTechnologiesDSK has experimented four on-site composting toilet technologiesunder San Mark City project for slums in Dhaka, Bangladesh with the help of ICCO Cooperation and Bill & Melinda Gates Foundation.The objective of the project was to reach 1,750 households inMirpur areas in Dhaka. The new toilet technologies were asfollows: 1. Tiger toilet, 2. Enbiolet, 3. Biofil and 4. San Mar.
Starting with a Human-Centered Design (HCD) approach to develop
Mobile Toilet
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appropriate designs for these toilet technologies and bydemonstrating their technical potential, SanMark City project has tried to develop a business model engaging national level private sector agencies.
Tiger toiletThe tiger toilet harnesses the capabilities of composting worms such as the tiger worm (Eisenia fetida), to digest the solids within the system. The technology links a pour-flush or flush system to bio-filter combining worm digestion with effluent filtration.
EnbioletEnbiolet is a biological toilet which consists of a purpose built multi-chambered biodigester tank involving bacterial digestion of human waste by a specific mix of micro-organisms, followed by disinfection of the water prior to discharge. The system needs no emptying and the effluent is safe.
BiofilThe biofil digester is a simple compact on-site organic wastetreatment system that uniquely combines the benefits of the flush toilet system and those of the composting toilets. Thedigester is essentially a biological filter consisting of a medium of soil and pervious concrete, Bacteria and Earth Worms.
Enbiolet Toilet
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San-MarSan-Mar composting toilets work on the principal of aerobicdecomposition with a Bio-drum processing vessel. The technologyis robust and resilient, produce no smell, require no water and generate small quantities of safe and nutrient rich compost.
Biofil: An environmentally sound and cost effective sanitationdigesters in urban settlementsIn the recent past, DSK has implemented a project namely ‘SanMarkCITY’. The objective of the project was to experiment with some of the technologies for identifying the effectiveness and acceptanceof those options under a concept named as ‘Intelligent Design in Urban Sanitation Marketing’. The project duration was January 2014to December 2015. There were two other implementing partners ofthe project. They were ICCO Cooperation and International DevelopmentEnterprises (iDE). The Bill & Melinda Gates Foundation (BMGF) provided financial support for the project. More specifically, the “SanMarkCITY” project aimed to explore the potential of four toilettechnologies to overcome the existing barriers and challenges that faced in delivering a sustainable sanitation solution.
San-Mar Toilet
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The toilet technologies include: • Tiger Toilet• Enbiolet• Biofil Toilet System, and • Sun-Mar Composting ToiletUnder the SanMark-CITY project, a total of six slums/low-income communities were selected of varying sizes and populations in Dhaka city. The selected slums/low-income communities were as follows: Muktijodha Complex Chatbari, Panchgachia, Bordeshi, Gudharaghat, and Nawab-e-Bag.
Altogether 50 toilets of different four types of technologies were experimented in those areas. Among those, 15 numbers of Tiger toilets, 15 numbers of Enbiolet toilets, 15 numbers of Biofil toilets,and 5 numbers of San-Mar toilets had been installed in the projectareas with some necessary modification and customization to suit local conditions.
All four different technology based toilets were closely monitored within the project period on a continuous basis. Periodic assessmentof its impacts was also recorded and analysed after a regularinterval. At the end of the project, final evaluation of all thealternative toilets options was to assess the level of acceptance of the new technology among the users, environmental impacts andsustainability aspect of those technologies. Through detail analysisof all different types of technologies, the Biofil toilet has been identified as mostly accepted toilet among all different optionswhere it suited with the local condition. And the community peopleexpressed their high satisfaction to be using this toilet in their local-ity as an effective faecal sludge managed toilet option.
The Biofil Toilet SystemThe Biofil Toilet System is an on-site faecal sludge treatment system. It is a simple compact on-site organic waste treatment process that uniquely combines the benefits of the flush toilet system and those of the composting toilets and eliminates the disadvantages and drawbacks of both systems. It comes as a flush and micro-flush unit. As a flush unit, it typically replaces the septic
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tank by receiving and treating faecal matter directly from the waterclosets or pour flush seat. As a micro flush unit, the superstructuresits on top of the biofil digester and faecal matter is directlydischarged into the biofil digester by the micro flush seat with their lease of a foot flap.
How it worksIt is a technology that works by providing an enclosed environmentfor the natural process of aerobic decomposition of faeces includingtoilet paper and degradable materials. The digester is constructedas a living filter where oxygen inflow into the vault allows the seeds (bacteria, fungi, micro-organisms) within to degrade solids at the top layer aerobically and liquid are filtered into the lower layers before being directed out of digester through a pipe into constructed drain field or collected and treated for reuse. Living organisms (both micro-organisms and macro-organisms) in anenclosed environment treats all organic degradable matter through the natural process of aerobic decomposition. The digesteris essentially a biological filter consisting of a medium of soil and porous concrete. Bacteria, other organisms such as degrade solid faecal matter into Black Soil (Humus). This process is called RAB system: Rapid separation of solid and liquid, Aerobic decompositionof solid, Bio-filtration of waste water. This is the same type of
Biofil Toilet
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environment in the forest where wildlife droppings are decomposedand converted into valuable nutrient for vegetation. The disaster operates as a filter via:• Rapid separation of solids and liquids• Aerobic composting of solids• Biofiltration of waste waterThe Biofil Toilet Digester can be applied to replace the septic tanks for the water-closet system; correct existing failed septic tanks and replaced non-flush systems/micro-flush system in places where water supply is an issue. In a waterlogged area to dig a septic tank is an issue, therefore, if successful, Biofil Toilet Digester will be a perfect one in replacement of the conventional septic tank.
Advantages of Biofil SystemGood sanitation practice: Biofil Digester is completely aerobic.It requires minimum maintenance without requiring any kindof mechanical or electrical aeration of solid mass to achievedecomposition. There is no human contact with excreta. It isodorless. Design considerations of the system (digester made of concrete) make it impossible for rodents to tunnel into Digester, unlike conventional pit latrines.
Minimum land uptake: The basic digester is 2ft X 2ft X 6ft (600mm X 600mm X 1800mm) means 24 cubic ft and so land-take is minimized.
Number of Users: Under a standard practice, the typical digester (2ftX2ftX6ft or 600mm X 600mm X 1800mm) can accommodate 25users in the micro-flush (0.5 litre/flush) setting and 10 users when operated as a flush unit. These are average typical usages the digester can tolerate considering the occasion of heavier use.
Environmental friendliness: the digester and effluent pipes are always installed above the ground water table, water contaminationis completely eliminated. Waste is treated under complete aerobicconditions eliminating odour and air pollution. The system eliminatespossibility of costly site remediation and clean-up (as in the case offailed septic/KVIPs: The KVIP is a twin-pit VIP latrine, which allows thecontents of one pit for composting while the other pit is in use)
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Portable water savings: Bio-filtered water from the digester isideal for landscaping in the case of flush toilets.
Health impact mitigation: The hazards of unsafe sanitation includediseases like cholera, dysentery, scabies and intestinal worms, and environmental pollution. Biofil toilets are well ventilated, well illuminated and meet the specific needs of user groups. Misuse of toilets and open defecation is often avoided. Tiled Interiors make cleaning toilet easy. The digester provides a complete barrier to insect vectors that spread diseases.
Ecological impact mitigation: The system eliminates ground/surface water and air contamination. It has a potential of reducinggreenhouse gas emissions through the avoidance of methaneemissions directly into the atmosphere.
Key benefits of toilet digester:Following are the key benefits of the toilet digester:
• Quantifiable economic benefits as the digester is cheaper than the conventional septic tank• Long-term saving capacity; as a result, the issue of frequent dislodging is eliminated• No operating cost; it eliminates the possibility of costly site
remediation and clean-up• Appropriate for all different types of soil condition (clay, rock
or high water table area)• Requires very small space • Eliminates water and air contamination; water can be reused for landscaping; no potential discharge of effluent into water courses;• Positive environmental and health impacts• Mitigation of ecological impact• Digester reduces greenhouse gas emissions as methane is
not released directly into atmosphere; waste is treated under aerobic condition
• Biologically filtered of effluent does not trigger prolific plant growth e.g. algal blooms
• Prevention of diseases as no direct contact with the excreta
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• Promotes good sanitation practice for having no odour and sludge accumulation to attract flies which are the causes of spread out of water-borne diseases.
• The standalone digester eliminates open defecation, and• Reduces the risk of dumping untreated waste into the environment.
Decentralised WastewaterTreatment Systems (DEWATS)IntroductionDEWATS stands for “Decentralised Wastewater Treatment Systems”.It is a technical approach rather than merely a technology package.DEWATS applications are designed to be low-maintenance where most important part of the system is that it works without technicalenergy inputs and cannot be switched off intentionally. DEWATS applications provide state-of-the-art technology at affordable prices because all of the materials used for construction are locallyavailable.
Introducing DEWATS in urban slum areas is one of the major achievements of WASH Programme. At Present, installation of totalfive (5) DEWATS had been completed and those were operational in Bowniabadh slum in Dhaka city. A total of 1,250 households werebenefited from the facility. However the coverage had expanded and additional 4412 extreme poor households were also able to use safe sanitation. Under this scheme, sanitation situation of ten (10) schools also had been improved.
Features and Advantages of DEWATSMajor features and advantages of DEWATS are as follows:
• DEWATS applications provide treatment for both domestic and industrial sources
• Systems can be designed to handle organic wastewater flows from 1-1000 m3 per day
• Systems are built to be reliable, long lasting and tolerant towards fluctuations in loads
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• DEWATS applications do not require sophisticated maintenance• Provides treatment for domestic and industrial wastewater• Low initial investment costs as no imported materials or components are needed• Efficient treatment for daily wastewater flows of up to 1000m3• Modular design of all components• Tolerant towards inflow fluctuations• Reliable and long-lasting construction design• Low maintenance costs
Contribution of DSKPresently, DSK has installed a total of six (6) of Decentralized Waste Water Treatment Systems (DEWATS) at Bauniabad and anotherone at Vashantek in Mirpur, Dhaka.
DSK had installed a total of five (5) DEWATS at Bauniabad Mirpur in Dhaka. These DEWATS were constructed in 2012. Detail of the outcome was as mentioned below:
Table 1: Information of DEWATS at Bauniabad SLNo
DEWATS Location, Baunieabad
Beneficiary ConstructionCost in BDT
Management by
1 DEWATS-1 Block-A 1,261 900,000 Block-A, CBO
2 DEWATS-2 Block-A 1,300 1,000,000 Block-A, CBO
3 DEWATS-3 Block-B 1,260 1,100,000 Block-B, CBO
4 DEWATS-4 Block-C 1,320 1,000,000 Block-C, CBO
5 DEWATS-5 Block-D 1,000 1,200,000 Block-D, CBO
Total (approximately) 6,141 5,200,000
One DEWATS was constructed at Vashantek of Mirpur in Dhaka. Detail of the DEWATS is given below:
Table 2: DEWATS Project Detail at VashantekParticular Specification
Project Name UNICEF WASH Project
Location Vashantek
Construction Period 2012-2013
Construction Cost in BDT 2,700,000
Beneficiary 800 people
DEWATS Input Source Septic tank
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Number of Connected Toilets 14
Management by Vashantek CBO
Vacutug Service in City AreasDSK’s Vacutug serviceDSK’s Vacutug service commenced in 2000 when a Vacutug was imported from the UK through DSK’s longstanding partnership with WaterAid.
The vacutug machine is mounted on a truck provided by UNICEF 2012. The vacutug service now operates self-sufficiently without further external financial assistance. The service is active in DhakaNorth City Corporation (DNCC) area that consists of approx. 150,000 holdings where the majority use onsite septic tanks or pit latrines. DSK works in the Mirpur area slums focused on reaching the disadvantaged population. It also serves (wealthier) residentialcustomers and institutions/commercial establishments, who enablefinancial viability by providing cross-subsidization of poor customers.
Key features of service The service seeks to demonstrate hygienic FS collection and the advantages of effective FSM services. The 2000 litres capacity
Vacutug machine assembled on a truck
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vacutug is operated by three (3) staff: a driver and two operators. The DSK service has the capacity to empty 5000 cubic metres of FS per annum. The sludge is discharged at designated discharge points in the sewer network in accordance with a MoU with DhakaWater and Sanitation Authority (DWASA). The fees charged per 2000 L load are 1400 Taka for commercial enterprises; 1200 taka for domestic residents; 1000 Taka (negotiable) for slum dwellers.Between July 2011 and June 2014, DSK emptied 167 septic tanks and 962 pit latrines, generating 2,350,000 Taka. Expenditures over the same period were 2,220,000 Taka, yielding a small break-even balance. Manual emptiers help to market the service, informing DSK of clients who need emptying services in return for a payment.DWASA contractors also provide information about where servicesare needed. The services are also publicised through customers, promotion leaflet distribution, website, promotional video and coordination with DNCC and DWASA.
Overall Objectives of the serviceThere are specific objectives of providing such type of service among the people. These are:
• To demonstrate city-wide safe, accountable and sustainable Faecal Sludge Management (FSM) services contributing to improved health among urban population in Dhaka city
• To design more convenient and effective vacutug device through required modification of the existing one.
AdvantagesIn general the vacutug is an effective tool in sludge management. Major advantages of the vacutug are mentioned below:
• The vacutug has a small footprint and can access sites that are hard to reach
• The Vacutug works efficiently and hygienically• The Vacutug is relatively inexpensive to operate• The Vacutug needs minimal maintenance• Spare parts are inexpensive and readily available at many local
markets• Offering a Vacutug service is a potentially viable micro-enterprise,
and
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• Vacutug operators wearing protective clothing throughout the process will not come into direct contact with sludge.
Resources• Mechanical resource: Vacutug Machine , Capacity-2000 liters• Human resource: Driver-01, Operator-02
Marketing Policy• Engagement with Manual emptier, through Mobile Communication, Leaflet distribution, Video Show, Coordination meeting with DNCC/ DSCC & DWASA.
Emptying Charges• Price for Commercial Industries: For 2,000 liter feces: BDT 1,400• Price for domestic resident: For 2,000 liter feces: BDT 1,200• Price for slum dwellers: For 2,000 liter feces: BDT 1,000 (Negotiable)
Challenges• Heavy Traffic Jam, Distance of dumping site, Absence of FSM
Policy and operational procedures.
Desired Outcome• City-wide service delivery framework and enabling conditions developed and adopted by city authorities.• "Viable Business Models" for Sanitation services targeting different consumer segments developed, tested and established.
Operating systemThe vacutug is a simple machine of a motorised tank on wheels, which creates a vacuum within the tank and, through a plastic hose, sucks the human waste sludge from the pit or septic tank. The tank is then wheeled to an end disposal site, a pressurecreated within the tank and the waste pushed out of the tank into the end disposal site. DSK has been running a vacutug unit with a capacity of 2,000 liter. Vacutug is an essential device for emptying pits and septic tanks both for the urban and small town as well as forrural areas. This service is considered as an essential component
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of using a toilet in a sustainable manner and safe disposal offaecal sludge to ensure standard public health and to keep the environment protected.
ChallengesDemand for sanitation services is low. There are easy alternatives for households, instead of calling for the services. Septic tanksare connected to storm water drains so there is little pressure toempty overflowing tanks. Manual cleaning is relatively cheap. There is low enforcement of pit cleaning, infringement notices are not served. Government institutions are not aware of the criticalseverity of the situation. Traffic jams create problems for movement.The sanitation business doesn’t attract many. Householders’ ‘flushand forget’ perspective is a factor in low demand generation for downstream services. The government must discharge its respon-sibility to uphold public health and environmental protection. PPPs can be of help, but the government should also invest in FSM. Enforcement is very important. Government leadership is critical and there are signs for optimism that the government will deliver on establishing FSM regulatory framework. FS treatment facilities need to be made available. Incentives are required to encourage the entry of FSM service providers.
Vacutug is completely a new innovation in Bangladesh adopted by DSK as a part of its WASH services to address effectively the crisis of safe disposal of human sludge. As the sewerage system is all most absent both in urban as well as rural areas, people heavilydepend on pits and septic tank based sanitation options. The Vacutug is a latrine emptying machine and for emptying of sanitaryfacilities. This mechanical device is used for collection, transportation& disposal of sludge from the septic tanks of various types of sanitarylatrines and safe discharge of fecal sludge at the disposal site.
Through massive WASH promotion initiatives in slum areas, DSK
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has successfully ensured access to sanitary toilets and safe drinkingwater for all along with regular hygiene practices in a slum and low-income areas under various projects in different cities.Conceptually it was assumed that after couple of years thosesanitary latrines would be filled with faeces. Therefore, a mechanicalsystem would be needed for emptying the pit or septic tanks of those sanitary latrines and safe transfer of faecal sludge through an effective faecal sludge disposal process would be required. By keeping this essential issue in consideration, the vacutug service was introduced and promoted targeting slum and other low-in-come areas. Vacutug is a mechanical device that hygienically and efficiently could exhaust and transport latrine sludge to a place for temporary storage and/or transport to a suitable disposal or treatment site.
DSK has come up with vacutug mechanical device in 2000. The service was initially provided in the north-west part of Dhaka city and more specifically in Mirpur areas. Though the service was mainly provided to slum areas, however, DSK has also beenserving the entire residential and commercial areas along with different market places. At the initial stage, DSK has startedits journey by engaging one vacutug mechanical device with the objective to make this service sustainable both from financial and environmental perspectives. Presently, DSK is managing one vacutug and the expansion of such service would be completelydependant on generated demands and intends to continuethe service on a sustainable basis. Since 2000, DSK has beenmanaging the vacutug service in Dhaka city. This service isexecuted based on ‘Pay and Use’ basis. On an average, the monthlyearning from this service is DT 80,000.00. In 2013, total 111 septictanks and 233 pit latrines were cleaned. Total income through vacutug service was BDT 835, 850.00 against the expenditureof BDT 770,322.00 in 2013. It is making a break-even andself-sustained.
Status of Service Delivery The vacutug service demand is increasing on a continuous basis.The service seekers are appreciating the vacutug service as a
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replacement for the manual process. In last three years, total 169 septic tanks and 966 pit latrines were emptied through the vacutug service.Table 3: Status of Vacutug Service Delivery from July 2010 to June 2013
Period Type of serviceTypes of Clients
TotalSlum Residential
area Institutions
July - June 2010 2011
Septic Tank 0 20 14 34
Pit Latrine 107 166 0 273
July - June 2010 2011
Septic Tank 17 40 22 79
Pit Latrine 117 232 54 403
July - June 2010 2011
Septic Tank 10 26 20 56
Pit Latrine 87 150 53 290
Total Septic Tank 27 86 56 169
Pit Latrine 311 548 107 966
Financial StatusThe financial aspect of the vacutug service is providing evidencebased impression that it becomes a self-sustainable service deliverysector. By considering the present situation, it already has gone over the breakeven point. Presently, income and expendituresituation has provided positive indication that it is a profitable sector to provide service to the people. Last three years profit margin is identified as BDT 113,062 (USD 1,478)2.
NetworkingThe main objective of adaptation of community-based approachesis to empower the community people on accessing and enjoying their basic rights as the citizens of the country. Unless the peopleof the communities come up through diversify movement for achieving their rights, all efforts would be done in vain. Therefore,DSK has been considering the issue as a serious challenge for the poor and disadvantaged people that are living in slum areas. In this regards, DSK always has taken a proactive role to encourage the people for establishing a relationship with different governmentand nongovernment organisations and institutions. This issue is 2USD 1 = BDT 78.11; 04 September 2016; Bangladesh Bank
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addressed as establishing a network with other stakeholders. As community people need to get access to legal water supply and sanitation facilities, DSK guides them to communicate with the concern government organisations like DWASA, CWASA and also withthe city corporations in different cities. Similarly, the community people also have established a network with other NGOs that are serving the same communities may under other different types of agenda. Moreover, as the slum dwellers are mainly livings in slum areas without having any legal entities, they also need supportand cooperation from the legal aid organisations. This way, the community-based approach encourages the community people for developing and establishing a network with other stakeholderswhich in the long run would be useful to get access to their basic rights. As such, DSK has considered the network issue as an essentialcomponent of DSK Model and always guides and encourage the poor and disadvantaged people on establishing a network with all other relevant stakeholders.
School WASHSince 2006, DSK has been extended its service throughimplementing another WASH component in schools for creating afavorable environment to get safe drinking water supply, sanitationfacilities and personal hygiene behaviour of school students byintroducing an innovative approach, namely “School Sanitation and Household Hygiene Education (SSHHE). The approach is found effective as the school going children got the opportunity tolearn intensively on WASH in systematic way. In the bygone periodDSK had executed SSHHE approach in 58 urban schools and 26,400 school children (boys and girls) were covered through this activity. Through a joint initiative of student forums and resource teachers, hygiene promotions were conducted in schools as well asin the community. Significant improvements of personal hygiene knowledge and practices have been observed among school children. More importantly, a partnership has been established among schools (Education Department, SMC, teacher and student),community (CDF, LGI, and family) and NGOs in the Programme areas.
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Solid Waste ManagementDSK has also been addressing and implementing solid wastemanagement component in urban slum areas along with providingwater supply and sanitation facilities. Based on practical experience,DSK has promoted two different operating systems in the slum areas.These are 1. Community managed waste collection arrangementfrom households and disposal at city dumping points and 2. Solid waste composting means community managed waste collection arrangement from households and disposal at a specific place where a small composting system is developed within the slum are.At present, there is a total of 13 small composting systems in 13different slums n Dhaka and Chittagong cities. The poor communitypeople pay for the solid waste collection service. Each of the household pays within the range of BDT 20-30/- per month, which is used to manage the required expenses of the operating system including the monthly salary of the operators. For facilitating the entire process, DSK has provided 16 waste collection vans/ trolleysto different communities.
Hygiene promotionImprovement of personal hygiene practices among the target populations is the key activities that DSK performs along with
Van trolley and service operators responsible for solid waste management
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water supply, sanitation and community mobilisation activities. DSK provides hygiene education in following key areas (1) Water hygiene, (2) Sanitation hygiene, (3) Food hygiene, (4) Menstrual hygiene and (5) Personal hygiene (hand WASH with soap at critical times) 6) Household hygiene.
DSK Hygiene ApproachA six-hour training session shall be conducted spread over in few days. One hour shall be kept for each topic. Main discussion topicsin above-mentioned hygiene training are as follows: Main Topics: 1) Safe water, 2) Safe Sanitation, 3) Personal Hygiene (menstrual health management, Hand Wash, Food Hygiene), 4) Solid waste management (Not to through solid waste indiscrimi-nately and establish a collection point)
Safe waterTopics: Safe water and sources, contamination of drinkingwater and its reasons, water-borne diseases and strategies of itspreventions, method of collection and preservation of drinking water, methods to keep water safe for drinking purposes (boiling, chlorination protocol maintenance etc.)
SanitationMain topics: danger and spread of diseases related to openand indiscriminate defecation and related health hazards and vulnerabilities, characteristics of safe Toilets (fixed pit, cut diseasetransmission routes, dry and odour free, MHM box, hand device for physically challenged etc.) and its benefits, Maintenance of toilets and related procedures. How to prevent the community from water-borne diseases-
Personal HygieneTopics: Hand wash, Menstrual Hygiene Management, Food Hygiene
Hand WashTopics: Importance of hand wash, hand wash at critical times (Hand wash before taking food, defecation, cleaning of baby’s bottom, before food preparation, serving food and waste disposal,use of soap at critical times) Menstrual Health Management (women and Adolescents) and Food Hygiene.
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Solid Waste ManagementTopics: Waste, types of waste, problems related to solid waste, establishing solid waste collection system etc.
All the above are done through conducting courtyard sessions foradults, Child to Child hygiene promotion sessions, Menstrual HygieneManagement sessions with adolescent girls and women; hygiene activities also covers tea stall sessions, community conferences, training to food vendors and occupation health risk groups (rag pickers, cleaners, sweepers), organize popular theaters, IEC/BCC, set up hand WASH devices, observe sanitation month, world waterday, global hand wash day etc.
Methodology to conduct courtyard sessionsParticipatory and interactive hygiene promotion method (ParticipatoryHygiene and Sanitation Transformation-PHAST) is one of the key components of DSK’s WASH interventions. It provides hygiene promotion sessions to adult, children and adolescent girls, food vendors etc. Key domains of Hygiene Promotion are water hygiene,sanitation hygiene, personal hygiene (hand Washing and menstrualhygiene) and food hygiene.
Courtyard sessionSession time: 6 hours (one hour for each item or topics) spread over in six days
Courtyard session
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A group is composed of 15-20 participants. Each Household in the project shall be part of such discussion and training Tools: Participatoryignition of Hygiene discussion. Use of visual tools i.e. flash card, Games, flip chart, child to child approach, MHM Booklet, pictorialmonitoring card, demonstration. Strategy: Participatory groupapproach, CBO building, Focus on women, adolescents and children,special meeting of different stakeholders in the community(Local Leaders, Teachers, Students, Local Government and Health Department staff etc.), Day observation (World Water Day, Hand Wash Day, Sanitation Month etc.).
Research and improvementDSK always worked for innovation in the program, based on the experiences, knowledge, community demand and context, which provides extra value for the community. Under DSK’s WASH initiativefollowing action research took place to provide benefit to the poor communities both in rural and urban areas.
Water Safety Plan (WSP) DSK implemented a pilot research on water safety plan on 800 families for a period of twelve months. The main activities of the pilot were:
MessageDissemination: group formation, methods, materials, tools etc.
WASHinfrastructure installation/supply procurement /management
Follow up and analysis of failures
Re planning
Monitoring: DSK and CBO
Progress Review AREA SELECTION
Behavior analysis of target population
Communityconference andpublic statement
Work Plan on Hygiene promotion
Hygienepromotion
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• Establish a baseline of water quality [Arsenic, Bacteria, pH, Iron, Turbidity] with a field-testing kit.
• Community awareness through the meetings, IEC materials, user book.
• Caretaker training on safe water sources, water storage, transportation, cleaning of the water jar.
• Hygiene promotion at a family level on safe water by a community volunteer.
• Repairing and maintenance of water sources.
• End survey of water quality.
a. Community-based Mini Pipe water supply system: DSK implemented a community-based mini piped water supply system targeting the poor and marginalised people who had no access to safe water. Projects were implemented in four different locations of Dhaka city and Harirampur union in Dhaka district.
The community formed a management committee for eachproject. A female member of the user families’ acts as facilitatorrepresenting the community. 750 families were provided with water tap at their home from the project. Each family paid BDT 50.00 per month as a user fee to the committee. Community ran the system as a small-scale community business. By motivating community it could run as a social business to meet water crisis in rural and municipality areas.
b. Research on water quality surveillance: In the bygoneperiod DSK implemented two action research on water quality surveillance in its project areas. The main objective of the researchwas to establish a community-based water quality monitoring mechanism for safe water supply.
d. Safe Water System: With the technical and financial supportof WHO and CDC [Atlanta, USA] DSK carried out an action researchtargeting 6000 households in Dhaka urban slums to keep water safe.
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The main components of the research were:• Carried out a baseline survey on Water Quality, Bacteria,
Chlorine, pH and Turbidity
• Use narrow-mouth water container
• Water treatment at home by Sodium Hypo-chlorate (5%).
• Hygiene promotion to user groups on hand WASH, safe handling of water, cleaning water pot and reservoir.
• A regular laboratory test of treated water.
• Replication and scale-up the successful intervention in other project areas.
The three years research work was completed in December 2007.
WASH Harware OptionsOther specific types of hardware support that has been provided by DSK are as mentioned below:
Water options• Water point, Stand post, STW, DTW, Submersible pumps,
Mini pipe water supply, Mobile water Van
• Water safety (awareness + Treatment), PSF (Pond Sand Filter)
Environmental Sanitation Options• Household latrine, Community Toilets, Toilet Block, EcoSan
Toilet, Public toilet, Mobile toilet, DEWATS, New Technology Toilets, Vacutug, Biogas Plant, Drainage, Footpath, Solid waste management etc.
Research and Innovation in SanitationAction Research on Sanitation Options for Slums over WaterBodies or in Low-lying Areas [Submergible Septic Tank (SST-2004)] with the technical support of ITN- BUET DSK took a researchinitiative to find out an appropriate sanitation option for the peoplewho live on water body or low-lying areas. Lack of sanitationoption did force dwellers of those areas to use hanging latrines or defecate in the open that creates serious health hazards.
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Under this research initiative, a special type of submerged seepagetank was constructed in a pond, which was connected with 22 hanging latrines used by 220 families. The water quality of SST andthe pond was being monitored in each month through laboratorytests. Concentration of following parameters were tested over thetwo subsequent years. Parameters were-
• Chloride, Nitrate, Ammonia, Phosphate, Total Dissolved Solids, Total Suspended Solids, BOD, COD, Fecal Coliform etc.
Possibly it was the only research initative in Bangladesh at the time to find out a scientific solution for people who live in a water body or low-lying areas.
It is needless to say that the aforesaid Pilot Research Project was to help to identify suitable sanitation options for low lying areas/hanging slums on water bodies in different areas of Bangladesh.
The development of sanitation options was to help to improve the overall condition of public health via improvement in sanitationservice options and hygiene environment in low lying areas, howeverbecause of decrease in water flow experiment was abanoned.
Policy Advocacy at implementation level:One of the major and strong components of the DSK Model isAdvocacy. As DSK is committed to serving the poor and disadvantagedpeople creating a favorable environment to ease access to enjoybasic WASH rights; DSK believes that the mindset of the concerned authorities would only be possible to change through continuous advocacy initiatives. DSK has learned about the importance ofadvocacy initiatives through practical experiences while working with the urban poor. For instance, previously DWASA didn’t providewater supply connection to slum areas. DSK took continuousinitiatives to logically raise issues with the concerned authority. As aresult, slum dwellers are now allowed to access legal water supplyfrom DWASA which came through an amendment to previous DWASA Rules and Procedures.
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Advocacy PlatformsDSK maintains a close association with a number of internationalassociation engaged in international, regional and nationaladvocacy. This helps DSK to secure information from different platforms about practical experiences and research, connect with academics and NGO organisations on how to manage and acquire further in-depth knowledge and expertise from global practices. DSK continues to maintain a close association with following globalinternational platforms and national research organisations:
• Water Supply and Sanitation Collaborative Council (WSSCC)
• Freshwater Action Network (FANSA)-grassroots platform on WASH rights
• End Water Poverty (EWP)
• Sanitation and Water for All (SWA)
• International Training Network (ITN) at Bangladesh University of Engineering and Technology (BUET)
Coordination mechanismA coordination mechanism has been established with different stakeholders accommodating sector actors such as WASA, City Corporation, DPHE, factory owners, compound owners, Pourashova,Union Parishad, CSOs and the CBOs.
Monitoring Plan and Evaluation • DSK has developed a list of WASH infrastructures that has
been installed till date. The intention is to track down status of infrastructures that have been installed ten years back and update this list on a regular basis. This provides information on the WASH hardware installed, when was installed, GPS location, and also photo of the infrastructures. • Usually, DSK also maintains MIS for the project, based on the
project information and achievements. MIS information’s are shared with the project team.
• DSK HQ also has a monitoring team to monitor ongoing project on a bimonthly basis.• Apart from that CMC/ CBOs regularly do participatory monitoring
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of the projects on a monthly basis and provide their oral feedbacks during monthly project stakeholder’s meeting.
• A mid-term evaluation of the project is also done by DSK and the Donors.
• Besides, end of the project evaluation to be carried out by DSK and by external evaluators.
Knowledge Management Plan• Good practices, case studies, stories and most significant
documented achievements (both success and failures) have been collected by the team members’ on a regular basis and submitted to DSK management and donors.
• Apart from that, DSK continues to have a knowledge exchange forum participated by Engineers and managers employed
by DSK and an expert is invited to update their professional knowledge and practical understandings.
Exit and Sustainability Plan DSK helps to build a strong community-based organisation thatremains as the backbone of a DSK initiated community-based WASH project. From the beginning through user’s active engagementDSK facilitates building ownership of deprived communities over the WASH project process. Another fundamental characteristic of DSK project are emergence of operation and maintenance fund (10% cost of the hardware) and third is the presence of creditrevolving fund (depending on the mode of project implementationmodality) that helps to go for future sustainable maintenance and installation of WASH hardware’s. Apart from the above DSK is also advocating communities to establish service fee provision in their settlements to cover the cost of water bills and solid wastecollection and cleaning cost of Water Points. Besides the above DSK approach persistently promotes the regular functioning of CBO groups and hygiene behaviour practices. In such exercise, DSK encourages its project members to raise their voice to establishtheir entitlements on WASH and strongly engage with utilities and LGIs.
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Water Credit Apart from the above DSK also uses a loan instrument to install Water Points or Toilets at ten percent flat interest rate and that also targets poor and marginalised living as tenants in private compounds in low-income areas or slums.
Water Credit is a financial tool to promote access to WASH by the poor and marginalised population residing in low-income settle-ments or in rural areas. This tool allows target poor clients, mainly from low-income and vulnerable section of the society, to access small loans for water connections or toilets. This provides them scope to access WASH in an accelerated way and enables their way to access safe water and sanitation and a healthy life.
Revolving Loan Fund (RLF) for WASHRLF provision has been introduced with a view to supportconstruction of water and sanitation hardware facilities in low income and non-served communities. This fund is generated by receiving the capital grant and repayment of WASH infrastructure loans borrowed and refunded by the community.
Product Features1. Water: target clients may borrow loan for Deep set submergible pumps, Tara Dev-Tube wells or Water points connected to
DWASA/ CWASA/ KWASA piped network. 2. Sanitation: Multi-chamber septic Tank based Toilets, Single
Pit Toilets and Double Pit Toilets etc. 3. DSK will provide standard design and cost estimates.4. To ensure the quality and ensure construction on the supplied design, DSK will also provide technical supervision by Project
Engineers.
Loan Administration and Financing DSK forms community groups and trains them about WASH creditprocedures. A house/compound owner or a poor community dwellerwho is interested in applying for such loan will be eligible to apply.The interest rate is 10% flat per annum. Target clients will be requiredto pay monthly savings @ minimum Tk 100/month (optional).
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Table 5: Project Implementation Process
Primary Informa�onCollec�on
Community Situa�onAnalysis (CSA)
Forma�on ofCommunity
Based Groups
Community Ac�onPlan (CAP)
Delega�on ofResponsibilityand Execu�on
Project Ac�vi�esReview, Evalua�on
and Comple�on
● Demographic Informa�on● Geographic Areas● WASH Infrastructure status● Supply network having major focus on which target popula�on
● Use of PRA Tools and Techniques● Problem Iden�fica�on● Market demand assessment (market size, supply network, sanita�on demand)● Demand genera�on: Mo�va�on, Opportunity and Ability● Communi�es willingness to pay for the service
● CAP on Safe Water Supply, Sanitary Toilets and Hygiene Prac�ces● Other basic problems (based on project objec�ves)● Short-term, Mid-term and Long-term Plan
● Community based group forma�on● Hardware based commi�ee forma�on
● Forma�on of sub-commi�ees by the community groups and delega�on of authority● Community member's demand for WASH loan ● Physical site visit and field communica�on● Technical design and cost es�mates by DSK● Approval of loan applica�on by DSK● Purchase Commi�ee● Community procurement● Contract with meson● Hardware Installa�on, Monitoring and Supervision by the community groups
● Review and Comple�on● Handover● Regular payment of monthly instalments in 24 months● Monthly community group mee�ngs● Overall payment review, problem iden�fica�on (loan default, Technical issues ) and way forward
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DSK provides standard design and estimates of WASH installations.Loanee will enter into an agreement with the project and shall sign a MoU on legal stamps. The loan shall be repaid within 24 months through monthly instalments inclusive of interest. In the case of single pit latrines, this should be repaid within 12 months through monthly instalments. The credit line will be used to providerepeated loan on WASH infrastructures. Standard indicators, such as on-time repayment rate (OTR), default rates, portfolio at risk (PAR) and delinquency rates (DR) are used. DSK will encourage compound owners to borrow for WASH to improve WASH service in their compounds.
DSK has been implementing WASH through different projects inDhaka, Chittagong and Khulna cities following the above approach.The loan is provided charging ten percent interest per annum. Slum-dwellers are borrowing loans to install water points and toilets and repaying the cost as per repayment schedule (12-24 monthly instalments). In December 2016 amount of RLF was BDT 4,79,09,065.
Gender ApproachAs per its constitutional direction, DSK works with women representingpoor, marginalised, disadvantaged and hard-to-reach communitiesto establish their rights, strengthen their social capabilities and facilitate the improvement of their socio-economic status; theorganisation provides its support through “DSK WASH model” that includes overwhelming women engagement and participation.Such issues have been considered as one of the important elementin this WASH discourse. Thus, DSK has developed a gender approachto ensure the active contribution of both male and female to achieve any particular goal or objective through implementing any projects in a given community.
At the community level, DSK encourages the dwellers to form community-based committees where women are encouraged tobecome members and this women water management committeesplay all necessary management roles to implement the project. These committees are consisted of eight to nine women members,
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besides that to support their work to manage water point activity an advisory committee consisted of five men are also nominated by the respective community members.
As DSK experience goes, a committee participated by men and women restricts and prevents women member to speak out, in view of the above and also to avoid power structure influence DSK follows an evolved strategy that is to facilitate formation of a water point or Toilet management committee participated solely by women and in order to balance that a five-member committee is formed solely participated by local male leaders sympathetic to improve the WASH situation in the respective settlement.
DSK perceives that in all its projects women active participation from design to implementation, supervision and monitoring is critically important to sustain a community-based project. So, in all its project’s DSK follows this strategy to facilitate the formation ofwomen community groups and in that way to make such project’s community controlled and sustainable.
Geographical CoverageThough DSK has initiated its activities in slum areas of Dhaka City, however gradually expanded its working area over other districts to address socio-economic challenges and problems of both urbanand rural poor. Presently, DSK has been contributing with WASH programme in three main large cities in Bangladesh i.e. Dhaka,Chittagong and Khulna. Area coverage in these cities are asmentioned below:Table 6: WASH credit programme initiatives in different districtsUrban Cities Thanas Wards
Dhaka Cantonment, Kafrul 15, 16
Tejgaon, Ramna, Dhanmondi,Mohammadpur, Adabar
20, 36, 37, 38, 39,46, 47, 48
Lalbagh, kamrangirchar Sultanganj 58, 59
Gabtali, Mirpur, Pallabi 2, 4, 5, 6, 8,10,11,17
Uttara Uttarkhan, Dhakhinkhan,Hariram pur
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Urban Cities Thanas Wards
Dhaka Gulshan, Badda, Khilkhet 15, 17, 18, 19
Khilgaon, Moti jheel, sabuz bagh 24, 54, 55, 57, 58
Demra , shampur, sutrapur 79, 80, 81, 82, 83,84, 85, 86, Sharulia,Tarabo, Kanchpur
Khulna Dawlatpur, Dumuriya, Dighalia 3, 4, 5 wards, Dighalia& zabdipur union
Khalishpur 14
Sonadanga 16, 17, 18, 24, 25, 27
Rupsha 22, 27, 28, 29, 30, 31
Chittagong Halishahor 11, 23, 24, 26, 38
Dampara 8, 13, 14, 15
Khulshi 9, 10, 11, 12
Kotoali 16, 17, 18, 19, 20, 34
Chandgaon, Shitakonda 4, 5, 6, 17, 18
Kumira Kumira unionOver the time, DSK has also extended its working arena in themajor districts covering rural areas. DSK has been already working in15 districts having its presence in 74 thanas (subdistricts). Detaildistrict wise coverage in rural areas is as mentioned below:Table 7: District-wise DSK Activities in Rural Areas in Bangladesh
Districts Thanas Union/Ward
Gazipur Sreepur Razabari, Prohladpur
Netrokona Durgapur Durgapur, Birishiri, Bakaljura,
Kishoreganj Kishoreganj Sadar Kadirjangal, Mohit Nanda, Ward No. 1-9 of Kishoreganj Pourashava
Karimganj Karimganj Sadar, Gazadia, Nowabad, Neamatpur
Khulna City and Dakope Tildanga, Kmarkhola and Sutarkhali Unions
Bagerhat Sharankhola Southkhali, Rayenda
Barguna Barguna Sadar Burirchar, Badarkhali
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Noakhali Sadar,Subornachar,Begumganj,Sonaimury,Companiganj,Hatia
All Unions
Laxmipur Sadar, Roypur,Ramgati
Charbadam, Charalaqjander, Charalgi,Charromij, Charkalkini, Charranj,Charfalkon, Hajirhat, Charkadir, NorthHamchadi, South Hamchadi, Dalalbazar,Cabarhita, Parbatinagar, Vangakha,Bosikpur, Dattapara, North joypur,Hazirpara, Charsahi, Dighli, Mandari,Laharikandi, Sakchar, Vhabaniganj,Kushkhali
Feni Sonagazi Charmajlishpur, Bogdana,Mangalkandi, Motiganj, Charlarbesh,Charchandia, Sonagazi, Amirabad,Nowabpur
Sunamgonj Dharmapasha Modhanagor
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Major Development PartnerOrganizationsDSK has been serving poor and disadvantaged people throughextending its reach both in urban and rural areas. In last 28 years, DSK was able to reach millions of people with its service andprofessional experience and expertise; DSK has provided cooperationby providing WASH installations in slum areas, as well as in rural areas among poor, disadvantaged and hard-to-reach populations. DSK also has provided expert cooperation to ignite, motivate and enhance knowledge level of the target people through creating learning opportunities in their favour. This is also a truth that DSK has been successfully reaching them and as an organization was ableto tap necessary financial and technical cooperation from differentinternational organisations. The clients' base of DSK consists of a large number of reputed and established donor, UN, International NGO organisations, Academia at home and abroad. Its persistent service and sincere commitment has earned the organization that level oif reputation. A short-list of DSK supporting agencies are as mentioned below.UN Agency: Unicef Bangladesh, United Nations Human SettlementsProgramme (UN-Habitat)Private Foundations: Bill & Melinda Gates Foundation (BMGF), USA INGOs: Water.Org, USA, Water 1st International, USA, SaveInternational, USA, Water Aid, United Kingdom, Practical Action, United Kingdom, Water & Sanitation for the Urban Poor (WSUP), United Kingdom, Catholic Agency for Overseas Development (CAFOD),United Kingdom, Oxfam International, United Kingdom, PlanInternational, United Kingdom, Christian Aid, United Kingdom, Dan Church Aid (DCA), Denmark, SIMAVI, the Netherlands, AWO International, Kindernothilfe (KNH Germany), BORDA (Bremen Overseas Research and Development Association), Germany, ICCO Cooperation, the Netherlands, International Centre forDiarrheal Disease Research, Bangladesh (ICDDR, B), Dhaka, Bangladesh. Government Agencies: Dhaka Water Supply and Sewerage Authority(DWASA), Bangladesh, Chittagong Water Supply and Sewerage Authority (CWASA), Bangladesh, Department of Public HealthEngineering (DPHE).
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Academia: ITN-BUET Bangladesh, Dhaka, Bangladesh, Chittagong University of Engineering and Technology (CUET), Chittagong, Bangladesh, Khulna University of Engineering and Technology (KUET), Khulna, Bangladesh.
Baseline SurveyImplemented by: Dushtha Shasthya Kendra (DSK)
A. Socio-economic Data Organization code
Name of Area code: 1=Mirpur, 2=Korail, Mohakhali
Name of Respondent Code Gender: M/F
Father/Husband’s name House owner name
Village
HH information
Nam
e
Rela
tion
with
Fam
ily H
ead
Gend
er
Age
Mar
ital s
tatu
s
Educ
ation
Phys
ical
lych
alle
nged
No
of To
tal
HH m
embe
r
No
of m
ale
No
of F
emal
e
No
of U
5 ch
ildre
n
Leng
th o
f sta
y
Vote
r ID
No
Housing Information HH ownership 1. Personal,
2. lives in neighbors homestead Land ownership 1. Landless 2. Land >0.5-1.0 acrePhysical situation of House 1. Bamboo wall with CI sheet Roof
2. CI sheet structure 3. others
Main income source of the HHs
1. G
O S
ervi
ce
2. D
ay la
bor
3. S
mal
l ven
dor
4, sk
illed
wor
ker
5. u
n-sk
illed
wor
kers
6. G
arm
ent
wor
ker
7.M
aid
serv
ant
8.Co
nstr
uctio
nw
orke
r
9.Ri
cksh
aw/
Van
pulle
r
10.S
mal
l bus
ines
s,
11.
Non
GO
serv
ice
12. O
ther
( sp
ecify
)
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No of income earner in the family 1. One 2. Two 3. more than two Average monthly family income BDT 1. <5000 2. > 5000 3. < 10,000 Average monthly expenditure BDT 1. <5000 2. < 5000 3.<10000
B. Drinking Water supplyWhat is your source of drinking water?
1. Legal DWASA supply, 2. Privatetube well, 3. Public tube well orhand pump, 4. Private vendor
What is the availability of water? 1. 24 hrs, 2. 2-3 times a day,3. Once daily
Is the source used by single or multiple users?
1. Single use2. Multiple use
If multiple users, how many HH collects water from the source?
1. >50 2. <75 3. >100 <5; 2. 5-10 3. >10
What is the distance between the water sources and your house (meter)?
1. <5 Meter 2. <50 Meter3. > 50
Are you able to collect sufficient quantity of drinking water?
1. Yes 2. Average3. Insufficient
How many buckets of water do you collect daily (bucket/ day)
1. 5-10 2. 10-15 3. >15
How much do you pay for water? (Taka/Month)
1. 50 2. 100 3.>150
To whom do you pay? 1. I do not pay; 2. To Dhaka WASA(water consumption is metered);3. To the community or NGO; 4. To my house owner; 5. To awater vendor 6. To someone else;
What is the quality of the water you collect?
1. Good, no problem; 2. Water smells badly; 3. Water is not clear; 4. Water tastes badly;
How much time do you spend tocollect water each day (minutes/ day)
1. 10 minutes 2. <20 minutes 3. > 30 minutes
No of total community water points in your place? (Community perception?)
1. Nil 2. 4 3. >4
Generally who does collect water in your HH?
1. Male 2. Female 3. Children 4. Every body
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C. Sanitation FacilityDo you have toilet facility at HH level?
1. Yes 2. No
What type of toilet you and HH members use?
1. Septic Tank, 2. Pit Toilet3. Hanging toilet/ open toilet4. Open defecation
If it is shared what is the number of chambers in shared toilets?
1. Single chamber 2. Two chamber? Multiple chambers?
Is there separate chamber for women?
1. Yes 2. No
Do you consider environment is safe for women to use toilets?
1. Yes 2. No
What is the physical condition of the toilet facility?
1. Broken 2. Old3. Dirty 4. Clean.
Is water available in the toilet facility?
1. Yes 2. No
Whether there are any special needs of women in Toilets?
2. Yes 2. No
Whether is there any need to construct toilets considering specialneed of physically challenged?
1. Yes 2. No
Who owns the toilet? 1. Private ownership 2.Shared toilet owned by community or 3. NGO Public Toilet
How do you contribute towards the maintenance of the toilet facility?
1. All users pay a regular fee to the owner (indicate level of fee paid); 2. The users clean and maintain the facility themselves3. We do not maintain the toilet
Distance of toilet from your house (Meter) ?
1. <5 Meter 2. <10 Meter3. >10 Meter
How much do you pay for toilet use (Tk/Month)
BDT…../month
How many HHs use this toilet facility every day?
1. Single HHs 2. 5-10 HHs3. More than 10 HHs
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Whether water seal of your latrinesis intact or broken?
1. Intact 2.broken 3. No water seal 4. Do not know
D. Household Solid and liquid waste disposal systemDo you have solid waste collectionsystem at HH or community level?
1. Yes 2.No
Where you dump yourhousehold waste?
1. DCC dustbin, 2. Dump in a fixed place 3. Through here and there
Do you want a proper solid waste collection system in place?
1. Yes 2. No
Whether you are willing to pay for waste disposal?
1. Yes 2. No
Do you have proper drainage system? 1. Yes 2. No Condition of drainage system 1. No drain 2. Earth drain
3. RCC drain
E. Hygiene Promotion and Health i) Knowledge level Do know what is safe water? 1. Yes 2. Partly 3. No
Do you know what a safe toilet is? 1. Yes 2. Partly 3. No
Do you know at what times to wash hand with soap?
1. Yes 2. Partly 3. No
How many soap you use in a month? 1. <1 2. 1 3. >1Do you cover food and water all the time?
1. Yes 2. Partly 3. No
ii) Practice level (Observation by interviewer)Does the family use safe water? 1. DWASA supply
2. Piped water from neighborhood3. Dug well4. Dirty water 5. Water bought from vendors
Does the family store water in a clean container?
1. Yes 2. No
Does the family use safe toilet? 2. Septic Tank 2.Pit Toilet3. Open Toilet
Does the family has soap which is used for hand washing ?
1. Yes 2. No
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Does the family cover food and water all the time ?
1. Yes 2. Partly 3. No
iii) HealthAre there frequent episodes of sickness of HH members in your community?
1. Frequent 2. Not frequent3. Not aware
Did you notice any episode ofdiarrheal disease in last one month?
1. Yes 2. No
No of person suffered from such Diarrhea in last one month?
1. >1 2. Not aware
No of children U5 suffered from diarrhea episodes?
1>1 2. Not aware
No of children U5 suffering from Acute Respiratory Infection (ARI)?
1.<5 2. >5 3. Not aware
Amount of money spent for treatments (TK) at HH level per month?
1. < 100 2. >200 3. <500
Length of diarrhea sickness in your family in last one month (if any)?
1. <7 days 2. > 7 days3. Not observed
Female personal HygieneFrom female respondent: What do you use during your menstrual period?
1. Cloth 2. Sanitary pad
From female respondent: If you usecloth, how many cloths do youhave to use during your period?
1. 2 2. 3 3. 4 4. >4
From Female respondent: If you use cloth, can you wash and dry them easily?
1. Yes 2. No
From female respondent: If you use sanitary pad, where do you dispose them?
1. in the bin 2. In the pond 3. On the road 4. Other …
Name of data collector Date
Name of supervisor Date
Note: Total No of respondents will be 10% of the total HHs for each slum. Data will be pre-coded and questionnaires will be in Bengali.Slums which will be included in the survey will bear a code number
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Desi
gn o
f Rai
n W
ater
Har
vest
ing
faci
lity
at C
omm
unity
TW
PLA
N
87
G.L
G.L
SE
CTI
ON
A-A
88
Desi
gn o
f Rai
n W
ater
Har
vest
ing
faci
lity
at S
choo
l
89
Estimate for RWHS at Community1. Under ground Storage
SlNo. Name of the Item Unit Quantity Unit Price
(Taka)Amount in Taka
01 36" dia RCC Ring nos 8.00 600.00 4,800
02 36" dia RCC Slab nos 1.00 800.00 800
03 Cement bag 3.00 480.00 1,440
04 Sand (F.M. = 1.2 to 2.5 ) cft 15.00 20.00 300
05 Khoa cft 8.00 120.00 960
06 4" PVC Pipe (water grade class-D Wall thick 3.5mm) rft 25.00 75.00 1,875
07 First flash Device nos 1.00 600.00 600
Sub Total 10,775 2. Gutter & Hangers
SlNo. Name of the Item Unit Quantity Unit Price
(Taka)Amount in Taka
01 Gutter (.20mm Thick Plansheet 10"X6"X12:) rft 30.00 85.00 2,550
02 Hanger (Made by1"X1"X.25" Ms Angle) nos 4.00 130.00 520
Sub Total 3,070 3. Water collection Place
Sl No. Name of the Item Unit Quantity Unit Price (Taka) Amount in Taka
01 Earthwork cft 0.00 0.00 -
02 Bricks nos 380.00 9.00 3,420
03 Filing Sand (F.M. = 0.80) cft 17.00 12.00 204
04 Sand (F.M. = 1.2 to 2.5 ) cft 24.00 20.00 480
05 Cement bag 4.00 480.00 1,920
06 Khoa cft 10.00 70.00 700
07 Hand pump nos 1.00 3200.00 3,200
08 25mm dia PVC Pipe rft 30.00 20.00 600
09 25mm dia G.I Pipe rft 2.00 56.00 112
10 25mm dia G.I Elbow nos 3.00 45.00 135
11 100mm dia uPVC Pipe rft 10.00 60.00 600
12 100mm dia uPVC Bend nos 1.00 250.00 250
Sub Total = 11,621
Total materials 25,466
Labor cost 6,367
Head carrying 1,000
Total = 50,051
90
Estimate for RWHS at School1. Under Ground Water Reservoir (12'-0" dia Circular Type 25000 Ltr Capacity)
SlNo. Name of the Item Unit Quantity Unit Price
(Taka)Amount in Taka
01 Brick, piece nos 2100.00 9.00 18,900
02 Sand (F.M=0.8) cft 80.00 10.00 800
03 Sylet sand cft 50.00 45.00 2,250
04 Sand (1.2 F.M & above) cft 120.00 20.00 2,400
05 Cement bag 40.00 480.00 19,200
06 Khoa cft 75.00 120.00 9,000
07 MS Wire 8mm dia (6" c/c virticaly &7"c/c horijantaly ring)
Kg 140.00 48.00 6,720
08 10mm dia MS Rod(5"c/c both side of top Slab Kg 90.00 48.00 4,320
09 Wire Mesh Rolls 2.00 2200.00 4,400
10 16mm dia MS Rod for Stair Support Kg 12.00 48.00 576
11 Out to Out 22" dia Manhole Cover (Lock System) nos 1.00 1500.00 1,500
12 4" PVC Pipe (water grade class-D Wall thick 3.5mm) rft 80.00 75.00 6,000
13 Shuttering & Centering sft 138.00 20.00 2,760
Sub Total 78,826
2. Gutter & HangersSlNo. Name of the Item Unit Quantity Unit Price
(Taka)Amount in Taka
01 Gutter (.20mm Thick Plansheet 10"X6"X12:) rft 80.00 85.00 6,800
02 Hanger (Made by1"X1"X.25" Ms Angle) nos 24.00 130.00 3,120
03 Clump for Hanger nos 24.00 60.00 1,440
04 First flash Device nos 1.00 600.00 600
Sub Total 11,960
3. Catchment Area For Rain Water Hervesting (One Side)SlNo. Name of the Item Unit Quantity Unit Price
(Taka)Amount in Taka
01 C.I Sheet (.036mm Abul Khayer Cow Brand)Bundil rft 2.00 4800.00 9,600
02 G.I Hooks & Others nos 1.00 300.00 300
Sub Total 9,900
4.Water Supply LineSl No. Name of the Item Unit Quantity Unit Price (Taka) Amount in Taka
01 1" GI Pipe rft 90.00 70.00 6,300
02 1" G.I Elbow nos 10.00 40.00 400
03 1" G.I T nos 8.00 40.00 320
04 1" G.I Bond Plug nos 5.00 40.00 200
Sub Total 7,220
5. Handwashing Place including Hand washing Device -1(6'-0"X5'-0")Sl No. Name of the Item Unit Quantity Unit Price (Taka) Amount in Taka
01 Earthwork cft 38.30 0.00 -
02 Bricks nos 250.00 9.00 2,250
03 Filing Sand (F.M. = 0.80) cft 17.00 10.00 170
04 Sand (F.M. = 1.2 to 2.5 ) cft 30.00 20.00 600
05 Cement bag 4.00 480.00 1,920
06 Khoa cft 8.00 120.00 960
07 Water Tap nos 1.00 200.00 200
08 4" dia PVC Waste Water Pipe rft 10.00 50.00 500
09 Soap case nos 1.00 60.00 60
10 Handwashing Device nos 1.00 400.00 400
11 Tiles sft 45.00 65.00 2,925
Sub Total 9,985
Total Materials 117,891
Labor cost 29,473
Materials Transpotation cost 3,000
Total = One lac fifty thousand taka only 150,364
House no-741, Road No. 9, Baitul Aman Housing Society, Adabar, Dhaka-1207 Bangladesh. Tel: 880-2- 9128520, 55010253, 58151176 Fax: 88-02-58153413E-mail: [email protected], Website: www.dskbangladesh.org
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