RURAL SANITATION MODEL AND STRATEGY

1. RURAL SANITATION MODEL AND STRATEGY
(R-SMS)
Kweku Quansah
EHSD/MLGRD

2. 08/10/11

3. Why R-SMS?
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)
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4. 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) 4

5. •Progress and Gaps on MDG Targets
•8
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6. •Disparity in Access to WASH Services
•By Wealth Quintile •By Region (Open Defecation)
The poorest are 5.4 times •A person in Upper East is
less likely to use an improved latrine as •27 times less likely to use a
the richest latrine as a person in Ashanti

7. Focus 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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8. Building Blocks of R-SMS
Advocacy – building consensus on sanitation as a priority – all
Stakeholders familiar with and committed to Policy and strategy
Sanitation champions - all levels
Cascading 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 influence
Demand-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

9. Building Blocks
Commercial 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

10. The Strategy

11. Pillar 1: Enable
Strengthen or Create the enabling environment
We 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

12. Pillar 2: Build Capacity
Develop ‘at-scale’ cascading training/facilitation model
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A national network of ‘certified’ and regulated trainers established
with a strong focus on practicum training skills
Standardized training materials
Co-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

13. Pillar 3: Create Demand
Cascading process of ToT and Facilitation - ToT networks
EHAs 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,

14. Pillar 4: Supply
Minimum 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

15. Implementation Model
Focus 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

16. 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
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action

17. 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 DICCS
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18. for your Kind Attention
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