RURAL SANITATION MODEL AND STRATEGY(R-SMS)

Kweku QuansahKweku QuansahEHSD/MLGRD EHSD/MLGRD

08/10/11

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Why R-SMS?Why R-SMS?The Statistics?.....The Statistics?.....• GH @13 With 4yrs to go....(target=54)

• Unimproved= 13%, OD= 20%, Shared= 54% (JMP 2010)

• Poor Sanitation costs Ghana USD290M per Year=1.6% of National GDP

• 4.8Million Ghanaians have no Latrines at all and defaecate in the open

• 16 Million of Ghanaians use unsanitary or shared latrines

• OD Costs Ghana USD 79Million per year , yet eliminating the practice will require sensitizing Ghanaians to acquire and use only 1M Latrines

• USD19M lost each year in access Time(Each OD Person spends 2.5 days every year finding an obscure place to hide leading to economic losses)

Why R-SMS?Why R-SMS? USD215M lost each year due to premature

death(Approx. 13,900 Ghanaian Adults and 5,100 children under 5yrs die each year from diarrhoea-nearly 90% of which is directly attributed to poor water, sanitation and hygiene)

USD1.5M lost each year due to productivity losses whilst sick or accessing healthcare (This includes absent from work or school due to diarrhoea and time spent caring for under 5's diarrhoea or other sanitation-attributable diseases)

USD54M spent each year on Health Care (Diarrhoea and its consequences for other diseases like respiratory infections and malaria)

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•Progress and Gaps on MDG Targets

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•By Wealth QuintileThe poorest are 5.4 times less likely to use an improved latrine as the richest

•By Region (Open Defecation)•A person in Upper East is

•27 times less likely to use a latrine as a person in Ashanti

•Disparity in Access to WASH Services

Focus of R-SMSFocus of R-SMS

Continuous consensus building.

Strengthen co-ordination .

Roll out training of resource persons (critical mass) at national, regional, and district levels and SOHs.

Advocate and communicate at national, regional and district and community levels.

key monitoring indicators (training, facilitation, behavioural changes, ODF status and Improved Toilets).

Research into suitable low-cost technology options for the various unique conditions and Support

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Building Blocks of R-SMSAdvocacy – building consensus on sanitation as a priority – all Stakeholders familiar with and committed to Policy and strategy Sanitation champions - all levelsCascading training – common approach, supportive supervision and follow-up - CLTS/SAN MARK network. Outreach programmes to training institutions, mainstreaming the model and strategy into the curriculum of the Schools of Hygiene Natural leaders/community level facilitators – community/community peer influenceDemand-responsiveness at all levels. BUT time bound District and Community Ownership – planning – management – coordination – dedicated finance Creative finance – mutual savings, micro-credit, district sanitation challenge fund

Building BlocksCommercial marketing of latrine technologies – focus affordability

Formative research – to understand: preference, demand triggers,

constraints, the market, the best channels of communication. Convincing

‘mutually reinforcing’ communication channels (multi-media)

Central role of women and children - fulfilling a priority

Enhanced role for private sector – exploit social responsibility

Integrated, cascading monitoring and evaluation (inventories, league tables!) –

performance indicators linked to DDF eligibility

The Strategy

Pillar 1: EnableStrengthen or Create the enabling environmentWe have ..Policy, strategy, declarations

ESP, NESSAP, SESIP, DESSAP, etc

Who knows what these are?..................we need advocacy and communication to share knowledge and build consensus - particularly among traditional, religious and political leaders

We need finance…establishment of Sanitation Fund, microfinance schemes..a shift from using funds to subsidize latrine construction for the few..to building demand for the many!

District, Area, Unit, Ownership…R-SMS and BUDGET

M & E, the all important evidence base

Pillar 2: Build CapacityDevelop ‘at-scale’ cascading training/facilitation modellA national network of ‘certified’ and regulated trainers established with a strong focus on practicum training skills

Standardized training materialsCo-ordinate and harmonize approaches – District Resource Book

Coordinate a common, cascading training approach: advocacy skills, practicum training, supportive supervision and follow-up, network …

training with supportive supervision and follow up - ensuring the post-triggering move people up the ladder to safe, sustainable technologies and behaviours - not FPOD

Pillar 3: Create DemandCascading process of ToT and Facilitation - ToT networksEHAs trained at SOHs (focus on ‘practicum training’, follow up and support distance learning)

LNGOs – selected/certified as facilitators – establish practicum training sites

Convincing ‘mutually reinforcing’ communication materials and channels (multi-media) - Central role for FM radio

Central role of women and children

Work through Natural leaders/community level facilitators – community/community peer influence – lateral diffusion

ODF status acknowledgement (not financial)

Formative research – To understand: preference, demand triggers, constraints, the market,

Pillar 4: SupplyMinimum Improved Sanitation and Hygiene standard for Ghana – latrine, HWWS, HWTS, etc

Use Youth slab building brigades

Commercialise sanimarketing

Develop an enabling advantageous environment for the local private sector

Source available sanitation funding - creative financing mechanisms

Enhance the role of the macro private sector eg GHACEM

Supply chains, technology options

Implementation ModelFocus on high ODF regions for CLTS - others for

SanMark

Select District, area, unit – based on willingness and

demand

Build capacity at all the levels

Promote compliance

Promote ODF status

Develop SanMark strategy

Way Forward towards sustainability

•The identification and use of natural leaders•Intensification of follow-ups •Effective coordination among stakeholders in CLTS implementation•Celebration of ODF Communities•Private sector participation or partnership •Technology support/options that are affordable and socially acceptable•Quality facilitation must not be compromised• Detailed plan and budget on CLTS to be incorporated into District plans•Knowledge sharing among all stakeholders•Advocacy and Lobbying•Continue to involve Children in the entire triggering Process• Formation, training and operationalization of school health clubs•The use of local communication channels like drama, drumming & dancing, games,among others to stimulate/trigger children into action 16

Standardized indicators

Major indicators:Number of communities that have attained ODF

Number of households using improved latrines.

Minor indicators:

#Identified 'CLTS' Communities,

# CLTS Trainings,

#Facilitators (EHAs, NGOs, NLs),

#Functioning DICCS17

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for your Kind Attentionfor your Kind Attention