,
71964
G1W871016 Terminal Report
LOW-COST HUMAN WASTES MANAGEMENT PROJECT (A PILOT PROJECT FOR KUMASI)
GHANA
PROJECT FINDINGS AND RECOMMENDATIONS
Report Prepared for the Government of Ghana by the
UNDPlWorld Bank Water and Sanitation Progranune acting as executing agency for the United Nations Development Progranune
UNITED NATIONS DEVELOPMENT PROGRAMME UNDPIWORLD BANK WATER AND SANITATION PROGRAMME ABIDJAN, JANUARY 1994
The designations employed and the presentation of the material in this document do not imply the expression of any opinion whatsoever on the part of the United Nations or the International Bank for Reconstruction and Development concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. CURRENCY EQUNALENT. ACRONYMS AND ABBREVIATIONS CURRENCY EQUIVALENT Currency Unit: Cedi (C) US Dollar $1.00 = Cedis C880 (January 1994) ACRONYMS AND ABBREVIATIONS CBD Central Business District CDR Committee of the Defence of the Revolution CLS Cleansing Depart of MOH , DCD Department of Community Development GWSC Ghana Water and Sewerage Corporation HED Health Education Division, KMA HRD Human Resources Development IBRD International Bank for Reconstruction and Development KMA Kumasi Metropolitan Assembly KVIP Kumasi-type Ventilated Improved Pit Latrine MOH Medical Officer of Health, KMA MEngD Mechanical Engineering Department, KMA MED Metropolitan Engineers Department, KMA ODA Overseas Development Agency of the British Government PHID Public Health Inspectorate Division PWD Public Works Department RWSG UNDP/World Bank Regional Water and Sanitation Group SSP Strategic Sanitation PJan TNC Training Network Centre UNDP United Nations Development Programme UST University of Science and Technology WC Water Closet WMD Waste Management Department WTP Wi11ingness to Pay for Improved Sanitation Service
• TABLE OF CONTENTS EXECUTIVE SUMMARY 1.0 INTRODUCTION ............. 10 ....... ,. ...................... '" ,. • ,. .. • .. • .. ........... ! ,. 1.1 Project Context 1.2 Locational Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.3 Project Conception and Evolution 2 1.4 1.5 Outline of Official Arrangements Objectives of the Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 3 3 1.5.1 Development Objective. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 3 1.5.2 Immediate Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4 2.0 RESULTS AND CONCLUSIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.1 Strategic Sanitation Plan for Kumasi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 2.1.1 Basic Principle of SSP-Kumasi . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 6 2.1.2 Components of the SSP-Kumasi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 2.2 Design and Implementation of Pilot Project(s) . . . . . . . . . . . . . . . . . . . . . . . . . 8 2.2.1 Home Latrine Programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 9 2.2.2 Public Latrines Improvement/Management Franchise Schemes . . . . . . . . . . 10 2.2.3 Simplified Sewerage Scheme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 11 J 2.3 Privatization of Waste Management Services and Projects Sustainability . . . . . . . . . 12 2.4 Programme of Replication of SSP Approach in other Cities . . . . . . . . . . . . . . . .. 13 2.5 Staff Training and Institutional Development . . . . . . . . . . . . . . . . . . . . . . . . . . 13 • 2.5.1 Staff Development in Kumasi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 14 2.5.2 Establishment of the Waste Management Department . . . . . . . . . . . . . . .. 15 2.5.3 Sector Staff Training and Institutional Development . . . . . . . . . . . . . . . .. 15 • 2.6 Establishment of the Training Network Centre . . . . . . . . . . . . . . . . . 2.6.1 Framework of the TNC Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .. 16 16 • 2.6.2 HRD Activities and Training Materials Development .. . . . . . . . . . . . . .. 17 2.6.3 Strategic Management Arrangement and Business Plan . . . . . . . . . . . . . .. 18 - 2.7 Water and Sanitation Sector Coordination and Support Activities. . . . . . . . . . . . .. 20 2.7.1 The Operations of the RWSG-Accra Office . . . . . . . . . . . . . . . . . . . . .. 20 2.7.2 Sector Coordination and Information Support . . . . . . . . . . . . . . . . . . . .. 20 2.7.3 RWSS Technical Assistance (UNDP, IDA and Bilateral Projects) ........ 21 J 2.8 Logistical and Budgetary Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 2.8.1 GovernmentIKMA/UST inputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . " 21 J 2.8.2 UNDP/IBRD Inputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
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, 3.0 KEY LESSONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 23 , 3.1 3.2 Project Lessons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Outstanding Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 24 , 4.0 RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 , 4.1 4.2 The Need to Keep the RWSG-Accra Sector Coordination Office Opened . . . . . . . .. 25 Focussing Activities on New Frontiers-Urban Waste Management . . . . . . . . . . . .. 26 , 4.2.1 Rational for focussing on Urban Waste Management . . . . . . . . . . . . . . . . 26 4.2.2 Profile of Proposed Follow-up Project-Urban Waste Management Support Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 26 , 4.3 Linkages and Back-stopping of Ghana Sector Activities from RWSG-WA . . . . . . . . 27 , 4.4 Replacement of Obselete Project Equipment. . . . . . . . . . . . . . . . . . . . . . . . . .. 27 APPENDIX 1: PROJEcr STAFF .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 28 , APPENDIX 2: APPENDIX 3: FELLOWSHIPS, STUDY TOURS AND WORKSHOPS . . . . . . . . . . . . 30 MAJOR ITEMS OF EQUIPMENT SUPPLIED . . . . . . . . . . . . . . . . .. 36 , APPENDIX 4: DOCUMENTS PREPARED DURING THE PROJECT . . . . . . . . . . . .. 39 , APPENDIX 5: APPENDIX 7: STATUS OF BUDGETARY EXPENDITURES . . . . . . . . . . . . . . . . . . 45 STATUS OF PROJEcr ACTIVITIES SCHEDULES . . . . . . . . . . . . . . 46 , APPENDIX 9: PROJEcr PACKAGES UNDER THE STRATEGIC SANITATION PLAN FOR KUMASI (1991-2000) . . . . . . . . . . . 51 APPENDIX 10: MAJOR DEVELOPMENT AND PLANNING ACTIVITIES UNDERTAKEN BY LOCAL PROJEcr IMPLEMENTATION TEAM . . . . . . . 52 J J , -
LIST OF TABLES, CHARTS AND FIGURES List of Tables List of Charts List of Figures J , , - - - - - - EXECurIVE SUMMARY Urban sanitation and waste management constitute one of the most problematic issues confronting city authorities. Poor service coverage and inadequate management and institutional support services have become permanent features of the urban landscape in most cities in the developing world. Even though it is unusual for cities to spend 30 percent of generated revenues on sanitation and wastes management the problem continue to grow worse year after year. The use of conventional approaches to the planning and development of urban sanitation has resulted in ambitious , sewerage schemes which are un-implementable or serve only the elite. In most cities the conventional approach leaves in its trail'very serious public health problem for the numerous poor sections of society. The low-cost human waste management project was born out of this dilemma and was , designed as a pilot project to evolve a practical and comprehensive approach to meeting the challenges of urban sanitation which if successful could be replicated in other secondary cities in Ghana and contribute to the global search for sustainable solutions to urban sanitation and waste management. , The project was designed more or less as two symbiotic sub-projects all focussed on capacity building; the Kumasi Sanitation Project and the establishment of the Training Network Centre. The , former was to pilot an integrated and comprehensive approach to urban sanitation employing a mix of technological solutions within an appropriate institutional, financial and social horizon. The TNC component was incorporated principally to increase the capacity of government and other training , institutions to carry out training and human resources development work in cost-effective water supply and sanitation through the sector studies. needs assessment. training courses, providing technical assistance, carry out applied research and disseminating information and training materials to institutions involved in the sector. By their close involvement, its location within UST in Kumasi and linkages with the pilot project, the centre was strategically located to develop expertise in low-cost sanitation for urban areas and produce training material which could then be used in facilitating the replication process in other cities in Ghana. , After five years of project execution, incorporating an extensive evaluation which led to a two year extension of the project, the foundations have been created within the Kumasi Metropolitan , Assembly and the TNC for an accelerated urban sanitation development and even beyond the project horizon facilitating the evolution of a rural water and sanitation sector strategy for Ghana which has generated over $80.0 million in investments from a range of donors. The significant achievements , of the project could be listed as follows; (i) The preparation of a Strategic Sanitation Plan (1991-2000) for comprehensive , sanitation services to all sections of Kumasi. (ii) Establishment of an appropriate institutional framework within KMA (the Waste , Management Department and a crop of private sector waste management and sanitation services operators) and trained staff for overall management of sanitation services in the city. (iii) Implementation of the first phase of the SSP which involves the testing of technical, financial and institutional aspects of the main components of the SSP and includes; J a home latrine programme (about 250 units built and covering about 6,000 people in three pilot communities), design and execution of a pilot simplified sewerage system for the Asafo community to cover about 20,000 people, and the rehabilitation of 3 J public latrines in the Central Business District as well as the introduction of private , (iv) management franchise for public latrine management in the city of Kumasi. Complementary support for the preparation and execution of a parallel solid waste management and health education projects with tinancing from ODA-UK. "vV' 10,rro (v) The establishment and nurturing of the Training Network centre at the University of Science and Technology into a leading and close to sustainable human resources development entity. (vi) Modest replication of project lessons in a number of major ClUes in Ghana, orientation and dissemination of project experiences to urban sanitation managers in all 11 major cities of Ghana and other West African cities (Ouagadougou, Conakry and Cotonou). (vii) Numerous training materials, training courses and study tours designed and executed for sector practitioners in the rural water and sanitation sector. (viii) Support to the Government of Ghana in evolving a national rural water and sanitation sector strategy and strategic investment plan. (ix) Quality technical assistance to other UNDP financed sector projects and to the development of other bilateral and IDA financed sector projects. (x) Immense contribution and leadership in promoting sector coordination and consensus building among external support agencies (donors and non-governmental agencies) and government. In many respects the project has gone beyond its immediate objectives and has contributed substantially to the development of the water and sanitation sector in Ghana as well as providing usefullcssons for the development of the strategic sanitation planning concept in West Africa. This has come about as a result of substantial government inputs and flexible UNDP support over the period leading to the development of a cream of sector professionals and institutions which will in no doubt outlive the project and continue to show commitment in sustaining both project activities and planned programmes. Being a dynamic pilot project, one can conclude that a lot has been achieved. However some "stable cleaning" activities awaits both the Training Network Centre and the Waste Management Department of the Kumasi Metropolitan Assembly. The establishment of a sustainable maintenance arrangement and close monitoring of the pilot sewerage project, consolidation of the business plan and sustainability of the Training Network Centre as well as the translation of the project lessons and experiences into appropriate sector policies and country strategies. A follow-up national sanitation and waste management support project for the development and management of sanitation and waste management services on a sustainable basis is proposed. There is also the need to replace existing project equipment. The replacement of the vehicle is to seen a step to cushion the start-up process of the Waste Management Department of KMA and TNC as they begin to weather the stonn on their own. Much as these outstanding tasks will rest on the shoulder of the KMA and TNC, some modest oversight post-project support should be provided by the Regional Water and Sanitation Group from Abidjan.
1.0 INTRODUCTION 1.1 Project Context 1. All over the developing world, urban waste management constitute one of the most important occupational headaches for city authorities. The problem appears to be getting worse with time and with the growing population situation. The use of conventional approaches to the planning and development of urban sanitation has resulted in ambitious sewerage schemes which are un implementable or serve only the elite sections of society. Ghana has had its fair share of this approach with the result that out of the 11 major cities only Tema and a small section of the national capital, Accra is sewered. Kumasi has had three master plans in the last forty years but not a single one of them has been implemented. With increasing competition for limited resources and rapid urbanization, there is the fear that the already poor sanitation conditions will worsen if no urgent and rational actions are taken. The low-cost human waste management project was born out of this dilemma and was designed as a pilot project to evolve a practical and comprehensive approach to meeting the challenges of urban sanitation which if successful could be replicated in other secondary cities in Ghana and contribute to the global search for sustainable solutions to urban sanitation and waste management. 1.2 LocationaJ Background 2. Kumasi the second largest city in Ghana and the administrative capital of the Ashanti Region is located about 300 km north-west of Accra, the capital city on the atlantic coast. Kumasi has an estimated population of 700,000 and a land area of approximately 150 kIn'. Kumasi is one of the most important market towns of West Africa and a majority of the people of Kumasi engage in trading activities. The city is now a budding industrial centre with formal industries in timber, food processing (including beer brewing and soft drink bottling) and soap manufacturing. There is also a non-formal small scale industry in furniture manufacture, footwear production and the very dominant vehicle repair Magazine Complex. As a result of the high level of entrepreneurial activity Kumasi has a relatively prosperous urban economy. 3. Waste management services in Kumasi, as in other urban centres of Ghana, has followed the general economic decline of the whole country and after two decades of persistent economic decline sanitation infrastructure has deteriorated to levels that did not offer any acceptable quality of service. The repair of this state of affairs then became a priority with central government and its affiliated political organs at the district levels. The management of neighbourhood public latrines by Committee's for the Defence of the Revolution (CDR) from 1983, for example, became the foci of political expression of participation in redeeming quality of service at the community level. Although the management of latrine by political organs, particularly CDRs, brought some improvement in the conditions at public latrines, levels of service were very much below what could be judged as "acceptable" . 4. About 75 percent of Kumasi's population of 600,000 (as at 1989) had no access to improved domestic sanitation facilities: 40 percent use public latrines, another 25 percent use the unhygienic bucket latrines, 5 percent use traditional pit latrines and about 5 percent use the bush; while only 25 percent have access to household water closets, many of which discharge into street drains. Human waste management was inadequate as about 90 percent of the waste removed from the public and domestic latrines end up in nearby streams or in vacant lots within the city limits, creating substantial health risks. Many government offices, schools and public institutions required improved sanitation facilities. Industrial effluent from the breweries, leacheates from the sawmills and waste oil spillage from the vehicle repair complex were also discharged into receiving waters without treatment. The storm water drainage was essentially an open sewer which discharges into the Oda river, and as a result the beneficial uses of the river (domestic water supply, irrigation, livestock watering and recreational activities) were adversely affected for a number of kilometres downstream. 2 1.3 Project Conception and Evolution 5. The Low-cost Human Wastes Management project (GHA/87/016) was fonnally initiated in March 1989. The project was however conceived two years early as part of planned activities to ensure the Government of Ghana's participation in the International Drinldng Water and Sanitation Decade (1980-1990) programme. As a result of a sector review culminating in a donors conference in September 1987, the issue of capacity building in the water and sanitation sector was flagged in the follow-up action plan arising from the conference proceedings as an important foundation for effective delivery of sustainl\ble water and sanitation services. Through a syndication of efforts by the Ministries of Finance, Health and that of Local Government, the Canadian International Development Agency (CIDA) was requested to assist in the preparation of a capacity building project for the water and sanitation sector. 6. A five year project protocol was prepared by a consultant fielded by CIDA (and for CIDA financing) for the establishment of a Training Network Centre for Water and Waste Management. The project was built on the concept of the International Training Network for Water and Waste Management, a product of the UNDPlWorld Bank Water and Sanitation Programme. The original idea was to establish a Training Network Centre for Water and Waste Management at the University of Science and Technology with the prime aim of carrying out human resources development works J in the sector but for locational and symbiotic reasons, incorporate the execution of a pilot project of a very limited scale in Kumasi, designed to act as a laboratory where practical skills and first hand knowledge can be attained and lessons generated by the staff of the centre for replication in the - J training programmes for sector institutions. 7. However, due to funding constraints CIDA could not mobilize funding for the project. Given the importance that the Government of Ghana attached to capacity building, the UNDP Accra office was contacted to finance the project. Due to the load of existing commitments, UNDP Accra office (execution ofGHA/82/004 as well as planning for GHA/88/003 and GHA/88/017), it was very clear that UNDP could not support the anticipated capacity building project as prepared for the Ghana Government by the CIDA consultant. The UNDP office therefore requested the newly established Regional Water and Sanitation Group (RWSG-WA), the decentralized unit of the UNDPlWorld Bank J Water and Sanitation Programme based in Abidjan to assisted in the review of the project protocol to fit UNDP funding. A project preparation task force was subsequently set up involving the Ministries of Finance, Health and Local Government to prepare the new project. Given an outstanding request by the then Kumasi City Council for assistance in resolving its sanitation problems and in keeping with the spirit of the decentralization process initiated by the Government, a staff of the Council was invited to join the project preparation team. - J 8. Several specialized studies commissioned by RWSG established the modalities for the various project components under the project. During the review process, it was realized that, there was a strong demand from the Government of Ghana for a response to the ever increasing and insunnountable problem of urban sanitation and therefore the need to focus as much as possible the new initiative on building capacity in the sector for waste management but nevertheless retain the original idea of the sector capacity building programme element. The two complementary concerns were therefore fussed together into one project but with a clear bias for the urban sanitation intervention, thus given birth to the Low-cost Human Waste Management - A pilot project for Kumasi (GHA/87/016). The capacity building component was considerably trimmed down to fit the conceived resource layout. The project was thus designed more or less as an umbrella project for two major efforts (i) an urban demonstration project - Kumasi Sanitation Project and (ii) a capacity building project for the water and sanitation sector - the Training Network Centre. 3 9. The Project was original designed and earmarked for completion in March 1992. It went through three Tripartite Reviews as a result of which some major revisions in scope, budget and implementation strategy were made. The revisions in project implementation and outputs have given credence to the dynamism and pilot character of the project design. On the other band, the expanded framework imposed additional challenges to project management which resulted in non-completion of some project outputs and activities during the intended project duration of three years. Following a terminal in-depth evaluation of the project in February 1992, UNDP and the Government of Ghana accepted the recommendation of the external evaluation team to extend the project duration by another two years. This was based on the findings of the team which were generally positive but pointed to the conclusion that, even though a lot had been achieved under the project in the three years of execution, the Objectives were higbly ambitious for the time frame and more so the non-completion of some critical outputs will not allow for a full judgement on the sustainability and the realization of the full impact on the project on the water and sanitation sector. The two year extension of the project was thus to allow for the consolidation of project lessons and pave the way for the development of a sustainable model of urban sanitation that could be replicated in Kumasi and other urban centres in Ghana. It was also to allow the TNC to be guided towards sustainabil ity. 1.4 Outline or Official Arrangements - 10. The formal project document was signed in December 1988 between the UNDP, the International Bank for Reconstruction and Development (World Bank) as executing agency and the - J Ministry of Finance and Economic Planning representing the Government of Ghana. The Kumasi Metropolitan Assembly (then Kumasi City Council) and the University of Science and Technology were designated government implementing agencies on account of the two major components of the project (the Kumasi Sanitation Project and the Training Network Centre). In addition to the Executing Agency and Government Implementing Agencies, cooperating agencies envisaged in the project were the Ministry of Health, Department of Community Development and the Ghana Water - J & Sewerage Corporation. The selection of the executing agency was based on the fact that the World Bank was the executing agency for the global UNDP/World Bank Water Supply and Sanitation Program and through the implementation of similar sector projects will develop comprehensive guidelines for water supply and sanitation projects that are appropriate for low-income communities. It was therefore mutually beneficial to GHA/87/016 and the UNDP/World Bank Program to come under the same Executing Agency namely the World Bank. The Project was designed to be - technically supervised by the Regional Water and Sanitation Group in Abidjan which is part of the Water Supply and Sanitation Division of the Infrastructure and Urban Development Department of the World Bank (now under the Environmentally Sustainable Development Vice-Presidency). J 1.S Objectives or the Project 1.5.1 Development Objective J 11. The development objective of the original project document was as follows: "The project will support one of the Government basic development objectives of improving the health and standard of living of the people of Ghana by providing affordable and cost-effective sanitation facilities through improved implementation . strategies that strengthen the planning and management capabilities of the concerned . agencies; . .. . .. 12. The above did not provide the key word "sustainability" as observed by the Terminal evaluation team. The development objective was thus appropriately reworded to emphasize the need for sustainability, as per local Project Appraisal Committee meeting of May 1992, and finally reads 4 as follows: "The project will support one of the Governmenfs basic development objectives of improving the health and standard of living of the people of Ghana through the establishment of a sustainable framework for the provision and management of affordable and cost-effective sanitation services by adopting implementation strategies that strengthen the planning and management capabilities of the concerned agencies" 1.5.2 Immediate Objectives 13. The project started off with the four (4) listed immediate objective below. Original Immediate Objectives i. Develop and implement a pilot human waste management project for an area in Kumasi city. ii A programme for the provision of sanitation facilities in Kumasi J iii. Strengthen local capacity to plan, design and implement urban sanitation projects, iv. making such projects more effective in attracting and utilizing investments. Establish the Training Network Centre for Water and Waste Management at the - , 14. University of Science and Technology. The above objectives were subsequently, substantially revised in the course of project execution in keeping with the dynamism and pilot nature of the project and culminated in a new set , of five (5) immediate objectives after the in-depth evaluation in 1992; Revised Immediate Objectives , i. ii. Develop and implement a pilot human waste management project, consisting of three pilot schemes, in Kumasi city. Ensure replication of the pilot project results, through the preparation of a follow-up , iii. sanitation investment programme in Kumasi and identification of resources to implement it. Strengthen local capacity to plan, design and implement urban sanitation projects, , iv. making such project more effective in attracting and utilizing investments. Establish a sustainable Training Network Centre at the University of Science and Technology. , v. Promote the formulation and implementation of sectoral activities in line the National Rural Water and Sanitation (RWSS) Sector Strategy and Action Plan. , 15. The first four revised objectives were in conformity with the original objectives but recasted to reflect the implementation strategy, incorporated changing trends in project execution and define outputs and activities in a more rational fashion. The fifth objective was introduced as a practical step , to take care of on-going support for broader sector activities to the Government of Ghana through the RWSG-Accra office. The management support cost for the Accra office was originally covered under a combination of UNDP inter-regional and regional funds (lNT/87/013, RAF/87/049 and Headquarters' overheads from the UNDP/Worid Bank Water and Sanitation Progranune). Arising from the conclusions of a review of the UNDP/World Bank Programme, UNDP decided to discontinue globally funding for RWSG country offices such as the one in Accra from inter-regional , and regional funds and subsequently recommended the use of country IPF funds for such support activities. The only resort in Ghana was for UNDP and the Government of Ghana to integrate these sector programme management support arrangement under the umbrella project GHA/87/016 thus introducing another dimension to the project. In total, the revision of objectives resulted in the increase of Outputs from 10 to 17 and Activities from 48 to 75 . I. 5 16. A substantive budget revision. I. by the local Project Appraisal Committee in May 1992 based on the recommendation of a UNDP. World Bank and GoG Terminal Evaluation mission of February 1992 resulted in the extension of the project for a further 2 year term to provide for adequate time to formulate the appropriate cost-recovery mechanisms on a revolving Joan scheme of the home latrine programme under KSP to ensure substainability and allow for delays in the commencement of the pilot sewerage scheme. For TNC it was considered appropriate to allow for time for consolidation of its effectiveness in the sector. The new project termination date was extended to March 1994. I, I 6 2.0 RESULTS AND CONCLUSIONS 17. The results and lessons generated on key components and outputs on the project are presented below based on more or less the order of the five immediate objective of the project. A commentary is 31so given on 10gistic31 and budgetary arrangements and other relevant outstanding issues. 2.1 Strategic Sanitation Plan for Kumasi 18. A Strategic Sanitation Plan for Kumasi (SSP-Kumasi) resulted from the refocusing of a Feasibility Report envisaged under the origin31 project document and evolved as experience was gained during project implementation. SSP-Kumasi has thus become the reference document for 311 sanitation activities in Kumasi. SSP-Kumasi provides feasible technic31 options for the housing segments of Kumasi and outlines the organization31 and institution31 restructuring of KMA's departments responsible for waste services, financi31 and human resources requirements for impJementing a comprehensive service coverage plan for 311 segments of Kumasi. It was prepared by staff of the KMA-Waste Management Department together with the UNDP/World Bank Region31 Water and Sanitation Group (West Africa). 19. The SSP-Kumasi is a response to the inadequate sanitation conditions prevailing in Kumasi and reflects the willingness of the Kumasi Metropolitan Assembly to taJce the institution31 and financial actions needed to ensure delivery of affordable sanitation service to 31J segments of the popuJation by the year 2000. The first objective of the SSP, which covers the period 1991-2000, is to define a flexible strategy which can be used to improve the city's environmentaJ conditions by preventing the indiscriminate dispos31 of human and industri31 waste. The second objective is to satisfy the urgent demand of over 120,000 low and middle income households (about 600,000 people out of a tot31 population of 770,000 by the year 2000) for improved and affordable sanitation services. And the third objective is to improve sector performance by establishing within the Kumasi Metropolitan Assembly (KMA) a Waste Management Department able to provide sustainable sanitation services. The SSP defines the approach to be followed, however, its details will evolve over time as technical, institutional, and financi31 strategies are refined with experience. 20. The SSP has gone through a number of reviews, 1st Draft 1990, 2nd Draft 1991, Draft Fin31 Report 1992. A final review was done in January 1994 incorporating lessons from pilot activities and is due for public domain publication in March 1994. The SSP-Kumasi seeks to provide the extension of the piloting activities under GHA/87/016 for city wide adoption through follow up investment progranunes within a 10-15 year time frame. As indicated earlier, project execution has been flexible with changes in objectives, outputs and scope. Dissemination of the contents of SSP-Kumasi through seminars and fora is to be the basis for replication of the pilot project. To date this has proven very useful. The last seminar for the four sub-metropolitan district assemblies comprising 60 Assembly members of KMA organized by the project implementation team did provide the necessary impetus for the extension of franchisee operations of public latrines management from the Centr31 Business District (CBD) to neighbourhood areas in the districts. The preparation of an abridged Non-technic31 Summary of the SSP-Kumasi for seminar participants has achieved a vitaJ requirement of information dissemination to decision maJcers. 2.1.1 Basic Principle of SSP-Kumasi 21. SSP-Kumasi present a complete profile of sanitation in Kumasi by having as planning elements a situation31 an31ysis, review of technic31 solution, institution31 arrangements and implementation strategy for providing full sanitation coverage for Kumasi. The centr31 departure of the SSP approach to previous master plans covering sanitation in Kumasi is that it (i) tailors recommended technic31 options to each type of housing in the city, (ii) considers user preferences and willingness-to-pay, (iii) uses a relatively short planning horizon (10-15 years), emphasizing actions that can be taken now, and 7 (iv) breaks the overall plan into projects that can be implemented separately but incrementally provide total coverage. The intent is to move away from a focus on conventional sewerage alone, and to consider a range of proven technologies which address the needs of all segments of the urban population, recognizing resources constraints, and paying due attention to wiJlingness and capacity of users to pay for improved services. This underlying assumption of the SSP-Kumasi emerged from a large scale pioneering contingent evaluation survey on Willingness to pay for improved sanitation carried out with the support of consultants fielded by the UNDP-World Bank Ware and Sanitation Programme headquarters. , 2.1.2 Components or the SSP-Kumasi 22. Service and Coverage Plan: The overall service goal is the provision of sanitation facilities in all homes and the elimination of untreated human waste from the environment in Kumasi. To , enhance the quality of life for all citizens of Kumasi, service standards will aim at (i) improving convenience and privacy, (ii) containing excreta safely, thereby improving both public health and aesthetics in the city, and (iii) eliminating the handling of raw excreta by conservancy labourers. In , pursuance of these objectives, KMA will define minimum service standards that will apply to the metropolis. For the purpose of SSP-Kumasi, four sanitation planning areas were identified on the basis of their housing characteristics and geographical homogeneity; tenement, indigenous, new government and high cost housing areas. 23. Plan for domestic services: Matching technologies to housing types, income levels and user preference, the SSP-Kumasi recommends that sewers be used in the tenement area, latrines in the indigenous area, and WC/septic tank systems in the high cost and new government areas. However, homeowners are encouraged to use the technology of their preference, provided it meets the "Guidelines for the Construction of Sanitation Facilities", an internal KMA document prepared to direct provision of domestic services. ' 24. Plan for institutional services: There are many government offices, schools and private institutions in Kumasi that require improved sanitation facilities and so as part of their normal operational costs, all government offices and private institutions are expected to provide proper sanitation facilities. However, financing will be sought for improving the sanitation facilities in the city's pre-school, primary and junior secondary schools whilst KMA mounts a promotional campaign to encourage Parent-teacher Associations in individual schools to participate in the programme, and will introduce a complementary hygiene/user education program in participating schools. 25. Plan for public services: Minimum services standards as set by KMA will require KMA financing the construction of new public latrines onJy in areas that are well frequented by the general pubJic (markets, lorry parks, the central business district and light industrial areas). Neighbourhood latrines will continue to play an important role in meeting the sanitation needs of Kumasi, and Sub metropolitan District Councils will have the responsibility of their management. 26. Institutional Arrangements: The Kumasi Metropolitan Assembly, as a matter of policy, will move away from direct provision of sanitation services, and instead will promote active involvement of both communities and the private sector in their delivery. To effect this change KMA will establish a Waste Management Department, staffed by management and engineering professionals, who will be responsible for guiding the implementation of the SSP. In all cases it shall be the policy of KMA to fuJly recover operation costs and a part of the construction costs from users. Private contractors will be used to design, construct, operate and maintain facilities and communities will be called upon to play an active role in planning, constructing and maintaining their facilities as well as ensuring that individuals pay their sewer fees and on-site loan installments . 8 27. Financing of SSP: The investments cost of the full sanitation plan is US$28 million over a ten year period. This includes US$15 million for home latrines (10% financed by users), US$9 million for sewers (00 financing by users), US$3.0 million each for school and public facilities, and US$1 million for support to the Waste Management Department. On a per capita ,basis this corresponds to USS 31.0 in the indigenous area (target population: 470,000) and US$53.0 in the tenement area (170,000 population). SSP-Kumasi relies on and recommends that financing for the , city-side program in Kumasi be aggressively solicited, as conditions will get worse even with the limited services program th<\t KMA is introducing on its own. However, if only partial financing can be secured, investments should be weighted toward the home latrine program in the indigenous area , but with work continuing on the school and public latrine programs. 2.2 Design and Implementation or Pilot Project(s) , 28. The strategic planning is a dynamic process built on learning from experience, where piloting activities get larger and more comprehensive with time, leading to city wide implementation. Throughout the process, refinements in technical, institutional and financial strategies are expected , to be made and fed back into the sanitation plan. The three key piloting activities or broad slices of the SSP-Kumasi cover approximately 10% of each of the areas of Kumasi suitable for the selected technology options - household latrines construction in the three pilot areas represent 10% of the , indigenous housing sectors of Kumasi, the public latrines improvement scheme represent 10% of the total cost for reconstruction/rehabilitation for selected sites within the CBD whilst the pilot simplified sewerage represent 10% of the total tenement/central business district area population that requires sewering. The change in project scope and hence output and activities demonstrates the underlying principles of the strategic sanitation planning process of review and adaptation which was adopted for project implementation. , 29. The original project scope emphasized the construction of a simplified sewerage system estimated to cost some US $50,000 and the construction of 6-8 ventilated improved pit latrines for demonstration purposes. GoGIK!"vIA will have catered for physical costs whilst UNDP provided , technical assistance, equipment, transport and back stopping. However, a baseline study of household demand for improved sanitation services indicated the need for household and public latrines. Thus a major refocussing of project scope was made with on-site sanitation gaining prominence The , project outputs were therefore accordingly revised. The water-borne component of the project became re-emphasized only after UNDP's commitment of a further US$0.40 million was gained after the first TPR meeting of September 1990 in Kumasi. , 30. The selection of the areas for the three main piloting activities followed the broad division of the city into sanitation planning zones. For the home latrine programme, the selection of Moshie , Zongo (Manhyia sub--district), Ayigya (Asokwa sub--district) and South Suntreso (Bantama sub district), was to compare the impact and response in typical indigenous and old government areas of Kumasi. The areas should require an intervention in sanitation and demand surveys for imprOVed , sanitation services should indicate that residents are enthusiastic. The Asafo tenement area (sub in sub district) was selected for the simplified sewerage scheme for ready access of an already reserved 16 hectares by the city for provision of waste treatment facilities. The Central business district (CBD) , which experience a high transient population of about 100,000 persons a day was selected for demonstration of the latrine improvement programme. The Kedjetia lorry tenninus latrine site which has the highest attendance in the metropolis was originally selected for the purpose. Problems of site , extension at the latrine site influenced the relocation to three other sites which needed reconstruction and rehabilitation. The selection of one pilot area per Sub-Metropolitan District was also based on the decision of the Metropolitan Assembly to ensure the demonstration effect of the pilot project in all sub--districts of the city instead of the originaHy planned one pilot area . I. 1 9 1 2.2.1 Home Latrine Programme 31. Project Design; The initial pilot project design targeted the construction of 300 home latrines extending coverage to some 1500 households. This was subsequently revised downwards to 250 units including the conversion of bucket latrine to KVIP latrines. The piloting activity involyed home KVIP latrine construction in three neighbourhoods, one in each of three (out of four) sub-metropolitan districts in Kumasi, (Moshie Zongo, South Suntreso and Ayigya). In the process 4-8 trained private small-scale contractors were expected to gain experience in competitive bidding procedures and construction of facilities. 'Qle financing arrangements as proposed in the SSP, was to involve a revolving fund administered by a local bank. Community Sanitation Steering Committees (CSSCs) were to be involved in the program both as a means of generating support for the program and to exert peer pressure which will encourage homeowners to repay their construction loans. The home owner applies and pays a down payment of 10-20 percent of the estimated cost of the facility which was either $250, $400 or $600 depending on the type ie. one-seater conversion, one seater new/two seater conversion or a two seater new construction respectively. A single unit is designed for 25 people (5 households). A lot contract system involving a minimum of 5 units to a maximum of 10 units were let to one of the pre-qualified contractors. A month after construction, the homeowner receives a statement of cost and a monthly repayment schedule with a 10 percent interest. 32. Status of Implementation: The recovery rate on the construction loans can be considered modest. Relatively high default rates in some of the pilot areas could be attributed the absence of an effective Joan recovery mechanism. Identification of effective loan recovery strategies has been pursued by 1 the KSP team and the main issues identified include poor monitoring procedures of payment to steering comminee collectors and non-transparency in payment transactions between tenants and landlord or caretakers of houses. In several instances non-collection by steering committee collectors and non-payment by landlords or caretakers have been the main reason of default. Poor monitoring and record keeping like cross-posting of loan repayments to different households have contributed to apparent defaulting. The above problem is a basic problem of predominantly zongo areas of Moshie Zongo and Ayigya Zongo where recurrence of commonly used household names led to cross-postings. The introduction of a passbook by project staff and a house-to-house cross checking has resolved the issues ofdefaulting substantially. Transparency has been ensured with contributing householders now much aware of their obligations and non-paying collector-landlords exposed. Table 1: Home Latrine Promotion Programme (December 1993) PILOT AREA HOMES FAClUTIES UNITS TOT. LOANS GRANTED (e) EXPOCTED MON1liLY REPAYMENT EXPECTED RECOVERY (~) AClUAL RECOVERY (e) % RECOVERY MOSHlE ZONGO AYlGYA 91 38 168 44 22.6M 6.5M 902.180 293,370 15.6M 4.5M 9.0M 2.8M 58% 62$ 33 37 5.2M 230,890 4.IM 2.9M 71% S. SUNTItESO TOTAL 162 249 34.3M 1.426.530 24.2M 14.7M 64" 33. As recommended by the Terminal Project Evaluation team the crux of this programme is the determination of an appropriate technology and financial management matrix that will ensure sustainability and not number of facilities. Currently, 249 out of the targeted 250 units serving about 1,200 households have been completed at a cost of C 34.3 million.The home latrine programme has been pursued with the training of five private contractors in the construction of KVIP facilities and gaining experience in competitive bidding procedures. The creation of CSSCs has provided the required community participation and has served as entry points for further user and hygiene education programmes .
10 34. The Home Latrine Programme has gained extension to other areas of Kumasi. The project implementation team has designed the extension of the programme to four other indigenous and old government housing areas of Kumasi. Four localities, one in each of the four sub-metropolitan areas are to be covered by this extended programme. Financing of this programme is to be derived from loan repayment of the piloting activity which has been consolidated into a city level "Sanitation fund". To accelerate coverage and provide a more rational means of home latrine delivery, beneficiaries who are able to provide upfrODt 60% (either in cash or kind) of the total cost of a facility qualify for a grant of the remaining 40%, This strategy is based on lessons from project execution; the recovery rate of around 60% and by-pass the numerous problems associated with the cost recovery process which are bound to increase as the city scales up implementation. 2.2.2 Public Latrines ImprovementlManagement Franchise Schemes 35. From the baseline studies carried out under the project, residents of Kumasi are heavily dependent on public latrines. Close to 40% of the population are dependent on some 320 public facilities located 00 over 100 sanitary sites in the metropolis. The focus of SSP-Kumasi is a shift from a dependence on public latrines and replacing the services with home facilities which will guarantee convenience, privacy and enhance hygiene as well as remove the public health hazard associated with treatment of nightsoil from the numerous public facilities. However, it was also the considered view that the promotion of improved and better managed public facilities in selected places like the Central Business District (CBD), market, lorry parks and railway stations and light industrial areas which experience a daily influx of people will provide the completeness required to maintain an appreciable public health status. 36. Project Design: This component was to involve the rehabilitation and reconstruction of five blocks of latrines at 3 selected public sites in the CBD, bringing the total number of sites with new or reconstructed facilities to eight. These facilities have already been placed under franchise management with on-going training and supervision will be provided by WMD. This effort was targeted to improve service to 30,000 transient population in the city centre. 37. Status of Implementation: All 3 sites with 34 units of WCs and 42 units of KVIPs have been completed and commissioned. UNDP contributed 60% (C45.0 million) whilst KMA contributed 40% (C27.0 million). The feasibility studies for the extension of the piloting activity involves the improvement of the nine remaining sites located in the CBD and six others in an extended CBD area has been finalized. Financing for the extended phase is expected to be from local financial and lending institutions. A proposal for the improvement of CBD latrines has been forwarded to the Social Security and National Insurance Trust (SSNIT), currently one of the leading infrastructure development financing institutions in the country for consideration. 38. Complementary to the Public Latrine Improvement Scheme is the introduction of private and/or community management franchise of public latrines for sustained operation and maintenance management and cost recovery of any investment. Franchisee operations at twelve public facility sites in the CBD based on guidelines submitted by the KSP team served as the piloting activity for this programme. The guidelines address organizational, administrative, financial and, operation and maintenance elements of public latrine management that would allow the assembly to meet its commitment in providing "acceptable levels" of sanitation services and ensure private participation in public latrines management in the Kumasi metropolis. After close to three years of private franchise management of the facilities in the CBD, the city has reversed a net cash outflow situation of close to C 0.5 million per month to a situation where it picks up about C 0.8 millon per month in surtaxes from the private operators.
11 39. Subsequent to the above and following the dissemination of the contents of SSP-Kumasi to decision makers at the sub-metropolitan assembly level, franchise operations have been extended to neighbourhood latrines. In all, close to 285 neighbourhood latrine sites are now managed by franchisees. In current franchise negotiations for public faciJ ities in the Subin, Asokwa and Manhyia sub-metropolitan districts, community participation has been initiated with a number of communities registering as Community Development Companies in order to satisfy pre-qualification requirements. Franchisee operations have indicated the viability of private management of public latrine facilities and the potential for extenping reconstruction and rehabilitation to other sites through borrowed investments. The programme has also induced private ownership of cesspit emptiers for better management of nightsoil and septage at these public latrine sites. 2.2.3 Simplified Sewerage Scheme 40. Project Design: The pilot simplified sewerage in the Asafo tenement area of Kumasi was designed to provide 8 k.m of sewer network with appropriately located junction boxes and the provision of a four-hectare waste stabilization pond for treatment of 90 m3 per day flow of sewage. A total of 320 houses in a 45 hectare area of high density tenement housing was to be sewered (excluding house connection), providing services to 20,000 people (4,000 households) or 10% of the tenement area population of Kumasi with sewerage facility. Maintenance and revenue collection for the sewer network was to be contracted to a private maintenance firm. However, community participation and block overseeing of operation and maintenance arrangements will be encouraged. The estimated cost of the sewerage scheme was 300 million cedis (US$ 0.6 million) with a 60% :40% share of the construction cost between UNDP and KMA/GoG. So far sewerage systems allover Ghana have been designed to conventional specifications hence the Asafo pilot simplified sewerage scheme is the first of its kind in the country as weJl as in the west Africa sub-region. Lessons gained from this output was thus of tremendous importance. 41. One of the crucial issues raised by the baseline survey concerns house connection costs. Financial arrangements considered the limits of willingness to pay and the principle of cost sharing between the project and users. Cost sharing being very important nevertheless financial arrangements finally proposed for the Asafo tenement area suggested the provision of subsidies to ensure appreciable connection rates. The Asafo piloting activity is to lead to an extended sewerage programme for all tenement areas of Kumasi where population densities cannot be technically sustained by on-site systems and therefore warrant the employment of low-cost simplified sewerage systems for both excreta and waste water conveyance. 42. Status of Implementation: Delays in the commencement (January 1993 instead of January 1992) of this component of KSP and its importance has made it one of the most critical activities of the project implementation team. All sewers have been laid and the waste stabilization ponds constructed. Extensive consultations have been on-going between the KMA-KSP team, the design/supervising consultant (Messrs Asato Boakye and partners and the contractors (Messrs Environmental Engineering Ltd. and the Asafo community. These discussions are currently focused on strategies to provide clear inputs on issues relating to financing requirements for in-house plumbing and sewer connections as well as operation and maintenance management issues. 43. A survey of house connection costs indicated the provision of Wcs as a major cost item to the total costs due each house, typically representing about 60% of total house connection costs. House connection costs per dwelling range from ...... to ...... with per capita cost ranging ..... to ..... The need for subsidies notwithstanding cost overruns on the project dictate that beneficiaries bear the full costs for house connection. The perceived benefits of the project are readily acknowledged by the beneficiaries and discussions have shown that despite previous concern about ability to pay for house connections incident costs are within the means of majority of the householders of Asafo . 12 44. Although Water and Sewerage Regulation 1919 (U 1233) stipulate 10 persons to one toilet and one bath, results of the house connection survey suggests that a gross modification of this requirement for the Asafo area to 50 persons per one facility is the realistic figure. Hence proposed bye-laws by KMA-WMD declaring the Asafo tenement area a connection area will have to incorporate this requirement. Any figure below this will require the provision of additional facilities to serve the total population in each house. GWSC have agreed to the concept of private management of the scheme. Specific management procedures and tariff levels incident of households for a sustainable service are substantially completed. Due to unanticipated additional works and cash flow problems on the part ofKMA, the pilot project suffered a four month delay in completion. House connections are therefore expected to start in April 1994 and the maintenance contract in place by June 1994. 2.3 Privatization of Waste Management Services and Projects Sustainability 45. As discussed under previous sections above, privatization of sanitation services is a central theme in the institutional restructuring provision of SSP-Kumasi. Reduction in management, operation and maintenance costs which will result in making available resources for extension of sanitation infrastructure are benefits to be derived from the privatization drive. Besides the above, , central government's policy on decentralization and labour rationalization required that KMA institute appropriate measures that will meet such policy requirements. The privatization drive is designed to have the following objectives; , • relieve KMA of direct activities in order to focus efforts on regulatory, resource mobilization and supervision od services provision by the private sector and , • community groups; improvement in service quality and reduced costs to KMA and increased revenue generation as demonstrated by the franchised management of public latrines; , • • provide KMA with solutions the GoG's labour rationalization policy with the private sector absorbing laid off staff of the metropolitan assembly; the initiatives will also enable KMA meet manpower ceilings prescribed by the , Manpower Services Division of the Office of the Head of Civil Service; • meeting the requirements of Sub-metropolitan District assemblies controlling management arrangements of public facilities in line with GoG decentralization , policy. 46. Piloting activities in franchise management of public latrines, cleansing of the central market , (cleansing arrangement has since been reversed to MOH cleansing unit for reasons beyond the comprehension of project staff but has been proved to provide better service!), contracting of pan latrine services and private desludging services have all contributed to meeting the objectives outlined , in SSP-Kumasi. From 1991 KMA's manpower level have been revised downward annually and this trend was expected to be matched with the programme of institutional transformation outlined in the SSP-Kumasi to cushion the effect of labour retrenchment which affected mostly conservancy and , refuse labourers. About 300 labourers have been shed off so far. Privatization as a reformation tool will promote the concentration of a few professional staff dedicated to the management of services delivery and systematically shedding off wastes collection. transfer and transportation services to the private sector and where appropriate Community Development Companies. 41. The successful franchise management scheme has achieved the above to varying degrees. KSP J formulated modalities for franchising twelve latrine sites to five service contractors in November, 1990. Franchisees have absorbed a sizeable portion of KMA's laid of staff and offered employment opportunities to others. Currently franchisees engage a higher number of staff per latrine site than • J when under city management. The transfer of operations and maintenance costs including desludging and labour costs to franchisees have absolved the city of this cost obligation. Add to this the remits
13 by franchisees to the city and it is not surprising than the city now generate revenue from operations that formerly required expenditures with no returns. The operation of cesspit section tankers was also regularized and tipping charges introduced. Table 8 gives a breakdown of expected surtax payments from franchisees. Currently. the 12 sites employ the following category of personnel - supervisors (12), vendors (26) and labourers (I4) compared to a total of 20 city employees at the beginning of the programme. 48. Privatization have b~en pursued cautiously but with encouraging results; KSP and KMA WMD staff have acquired expertise in service contracts management covering the whole cycle of contract preparation, tendering and evaluation procedures, awards and monitoring. As indicated earlier piloting activity in franchise management has been extended to all Sub-metro areas of Kumasi. Thus the vision expressed in SSP-Kumasi regarding privatization has largely been demonstrated as achievable, what remains for total coverage of the programme outlined are enabling policies from central government and KMA. 2.4 Programme of Replication of SSP Approach in other Cities 49. According to the 1984 population census, Kumasi had a population of close to 500,000 persons. The primary beneficiaries of the project are the residents of the pilot project areas. The project document envisaged that the pre-feasibiJity study of 113 of the city will involve approximately 145,000 persons representing about 1450 households. However the pilot project was to cover at least 200 households of the lower income bracket. Ultimately, through the projects replication it will benefit most middle and low income urban communities. A plan of action for the dissemination of the SSP approach has been developed and discussions with Ministry of LocaJ Government and Rural Development (MLG), the line ministry of District Assemblies (DAs) have been held. The discussions led to a national workshop for all secondary cities staff responsible for waste management with material on SSP case study circulated. This provided a forum for inter-city exchanges of experiences and follow-up visits to the KSP and TNC has given in-depth exposure to the SSP methodology and implementation strategy. 50. The privatization of waste management services and the pilot home latrine programme are being replicated under World BanklMLG&RD Urban II projects in the metropolitan areas of Tema, Tamale, Accra, Koforidua and Sekondi-Takoradi. The World Bank/MLG&RD Urban III projects for third-tier district capitals and towns ofBolgatanga, Wa, Bawlru, Sunyani, Techiman, urban Koforidua, Swedru, Cape Coast, Ho, Elmina and urban KetalAnloga, also endorse the SSP-Kumasi approach for waste management services delivery. Current discussions on the preparation of a National Sanitation Policy document have seen active participation of RWSG-WA and key project staff of KMA-WMD. The SSP-Kumasi approach has been suggested as an appropriate planning and implementation tool for waste management and when turned into policy. the SSP approach will have gained credence and the necessary government support for adoption throughout Ghana. In the West Africa Sub-region, a SSP concept paper prepared with the assistance of RWSG-W A has led to the preparation of an SSP for Ouagadugou, the capital of Burkina Faso. Sub-regional workshops in Ouagadugou by RWSG-WA have been based on a case study of SSP-Kumasi and follow-up field visit to KSP by a number of sector staff from francopbone countries including those from Ouagadugou (Burkina Faso), Conakry (Guinea), and Cotonou (Benin), has provided participants with field experience of the SSP-KSP concept. 2.5 Starr Training and Institutional Developmentl 51. SSP-Kumasi emphasizes the need for capacity building of infrastructures responsible for waste management services delivery. Towards this goal piloting activities under KSP have been complemented with staff exposure and institutional reorganization within KMA . I. 14 2.5.1 starr Development in Kumasi 52. The need for institutional sustainability inherent in the third immediate objective makes the building of local staff capacity a priority under the piloting activities of KSP. Right from the commencement of GHA/87/016 the need to orientate project staff to meet the requirement of this objective has been emphasized. A start-up workshop organized in March 1989 in Kumasi clearly defined the future roles of all key staff. Subsequent involvement of staff in field implementation of major piloting activity components has enhanced the capability of project staff in similar project undertakings. 53. All staff from KMA have received on-the-job training and have participated in sector seminars, short courses and study tours both locally and abroad. Staff of other departments of KMA notably the Environmental Health Division of MOH have benefitted from training and exposure sessions to the project. It is important to record that as from March 1991 with the withdrawal of the project coordinator, field implementation of the KSP component has been rendered by project staff. The creation of a new Waste Management Project (discussed below) with project staff in key positions has established a basis for a co-ordinated approach to wastes management covering both solid and human waste management. Trained personnel have demonstrated the ability in policy and plan formulation, project preparation (as demonstrated by extension of piloting activities), training of community groups and identified and promoted the involvement of private sector actors. 54. In the main, reviews of piloting activity shortfalls after the terminal evaluation of March 1992 have offered project staff practical lessons on problems involved with urban sanitation Planning, management and project execution. Thus the need to review and revise implementation approaches of piloting activities as and when appropriate have imbued in project staff the basic concepts of the strategic sanitation planning approach. The upgrade in skills of a cadre of local staff in tune with the philosophy of SSP-Kumasi ensures that the requirement of the third objective are substantially met. Table 2: Profile of KSP staff and Current Location NO. NAME OF STAFF KUMASJ SANITATION NEW ROLE PROJECT ORGANIZATION ROLE 1. C. AMPOMAH Co-manager/Metro. KMA-MED same MENSAH engineer 2. EVAASARE Planner KMA-WMD Manageress, Human BEDIAKO(Ms) Waste Division. 3. ANTIIONY MENSAH Project Engineer KMA-WMD Manager, Contracts &. Landfill 4. PETER EDUFUL Health Education KMA-HEU Same Specialist 5. KWADWO BOAKYE Comm. Devp. Specialist KMA-WMD same 6. CHARLES MENSAH Comm. Devp. Assistant KMA-WMD same 7. LUKMAN SAUFU Resource KMA-WMD Deputy Director Engineer/Database 8. OWUSU AKYAW Sewerage Overseer KMA-WMD Seweragcllandfill supervisor 9. FRANK FOSUHENE National Service KMA-MED Resource person. Personnel documentation I. 15 2.5.2 Establishment or the Waste Management Department 55. An evaluation of the existing structure for waste management services delivery at the inception and during the early stages of implementation of KSP indicated conflict in organizational,roles as a major problem area which needed to be resolved. The then fragmented roles of the Mechanical Engineers workshop (vehicle repair depot) and the Environmental Health Division of the MOH (field operations management) led to task oriented management procedures with little concern for developmental issues. The need for a unified organization was further buttressed by the requirements of ODA prior to the inception of a Kumasi Waste Disposal Project to cater mainly for solid waste as a complement to UNDP initiatives in human waste management under GHA/87/016. KSP proposed and initiated the creation of a Waste Management Department which will provide a focus for the roles prescribed for effecting human and solid wastes management within the metropolitan area. The proposed transitional structure of KMA-WMD amalgamated the roles and functions of the two main KMA institutions involved in waste management. The final structure proposed for KMA-WMD is based on the institutional development profile suggested in SSP-Kumasi. The transitional Arrangement for KMA-WMD and the ultimate organizational structure are attached as Appendix .... AlB. 56. With the integration of key staff of KSP into KMA-WMD (since January 1993), all KSP activities have been implemented from this new department. Furthermore, the execution of the pilot ODAIKMA-Waste Disposal Project provided the opportunity for staff exposure to issues affecting both solid and human waste management. The parallel establishment of the Health Education Unit completed the basis for the total and integrated approach to public health issues and waste management in the metropolis. 2.5.3 Sector Staff Training and Institutional Development 57. The SSP-Kumasi proposes KMA's role as a promoter of waste management services with a shift from direct provision of sanitation services. The rational for this institutional policy is to improve the delivery and management effectiveness of KMA with derived benefits in cost savings in management and maintenance duties, promote KMA's role in development issues concerning waste management and induce consciousness and maintenance culture in beneficiaries of waste management services. The creation of a functional KMA-WMD, promotion of private sector and community level participation, enhancement of the roles of sub-metropolitan districts as specified by Legislative Instrument 1432 establishing the KMA and further consolidated by the Local Government Act 462 passed recently by the Fourth Republic Parliament in support of the government's decentralization policy w~re recognized as vehicles of change towards sustainable waste management services delivery in Kumasi. The creation of KMA-WMD and the promotion of private sector participation were considered to be the main activities that will catalyze other events that will consolidate the institutional development programme. 58. During the execution of the Kumasi Sanitation Project, various components of the original schedules of institutional transformation have been achieved to varying degrees but the expressed consideration of effects of the creation of KMA-WMD and privatization has been observed to be largely true. As already indicated, the extension of franchise operations to neighbourhood public latrines have mainly been effected by sub-metropolitan district councils with the direction of KMA WMD. Thus privatization has prompted the exercise of the mandate of LI 1432 to sub-metropolitan district councils. Communities are also playing their roles in waste management with the creation of Community Development Companies for franchise latrine management. Confidence of the private sector as actors in waste management services has been created with private companies entering into leasing arrangements with other outlying smaller District Assembl ies for use of their desludging trucks in Kumasi. I. 16 59. The private participation in the franchise management of public latrines in the CBD led to purchase and lease of desludging trucks by a number franchisees for effective service with the result that private services are gradually edging out KMA'sdesludging service. Indications are that KMA WMD will have to enter into similar arrangements with franchisees or other entrepreneurs!as private owned \:esspit emptier trucks are logging many more trips than those of KMA-WMD. The number of trucks bas increased from 5 to 13. The city is now credited with only 20% of septage haulage in the ci~·. 60. Baseline studies on solid waste and situational analysis of its management in Kumasi which needed to be provided by KMA and the creation of KMA-WMD to indicate KMA's readiness for extel"IUl support from ODA, the sharing of UNDP resources and KSP offices prior to the completion of JQ.l-\-HEU premises, are all indications of the KSP team's underlying commitment to the philosophy of SSP-Kumasi which embraces all aspects of wastes management in a bid to afford a unified tffort to resolving the public health problems facing the metropolis. Added to this is the fact that }(sP staff are now in key positions in KMA-WMD and KMA-HEU. These are all significant achiev;ments that need not be glossed over. The implementation of KSP has therefore being pivotal , in addr~ing the public health needs of the people of Kumasi in pursuance of the development objective of GHA/87/016. 61. The model developed in Kumasi has had ramification in other urban centres in Ghana and in the W~L African SUb-region. Target training and study tours have been developed and executed for sector professional in other secondary staff. These events have largely been coordinated through the TNC. .-\ "lessons learnt" workshop based on the experience of KSP was held for city waste managers of all ihe 11 major cities in Ghana. This has triggered modest activities in privatization of waste management services as well as significant institutional reforms in urban waste management operations in a number of secondary cities. The direct involvement of local consulting firms, university profes..'Ors, provision of facilities for student course work and thesis have also assisted in an accelen!ed dissemination of ideas and practical ways of addressing urban sanitation issues. The new strucrure for waste management in city management incorporated in the new local Government Act derived partly its basis from consultants exposure to the SSP process and institutional development work in Kumasi. , 2.6 62. Establishment of the Training Network Centre Tbe need to adopt sustainable solutions to low-cost sanitation options through improved , implem~ntation strategies that strengthen the planning and management capabilities of sector actors as expr~ed in the development objective of GHA/87/016 required that an organization be put in place to assume a central role in the planning, development and implementation of sector related , training and capacity building programmes. TNC was therefore established to achieve the above. 2.6.1 Framework of the TNC Operations , 63. The objectives of the TNC as per the project document was to increase the capacity of government and other training institutions to carry out training and human resources development work in cost-effective water supply and sanitation through the sector studies, needs assessment, training courses, providing technical assistance, carry out applied research and disseminating , infoI1D3lion and training materials to institutions involved in the sector. By their close involvement, its locaion within UST in Kumasi and linkages with the pilot project, the centre was strategically located to develop expertise in low-cost sanitation for urban areas, pick tested strategies which emerge , from field implementation as tools for producing training material which could then be used in facilitating the replication process through appropriate training course for sector professionals. 17 64. The role ofTNC as derived from the above is one of coordination of sector programmes with particular emphasis 00 information dissemination and exchange of experiences, and training material developments. In all these, TNc"s involvement is to provide the centre with a birds' eye view of an array of appropriate solutions to particular situations. The University of Science and Technology (UST) was appropriately chosen as the implementing agency for the TNC component of GHA/87/016 and was subcontracted for staff recruitment and provision of infrastructure for the establishment of the centre. A cost sharing arrangement was agreed upon whereby Government and UNDP jointly support the TNC. The comprehensive Terms of Reference was embodied in a Memorandum of Agreement between UST and the World Bank signed in January 1991 to formalism the management , of the TNC by the UST. 65. The TNC is DOW fully established. despite initial staff recruitment, with a staff of a Centre Manager and 6 suitably qualified and motivated multi-disciplinary key personnel. supported by a management board drawn from key sector agencies and a training advisor (provided by Danida). The centre has gained recognition as one of the key resource centres and outreach wings of UST. Linkages have been established with sector agencies and a good start made with the preparation of , training materials for specific target groups in the sector. Following the in-depth evaluation of the project, a business plan was prepared for the TNC and a new organizational chart with three operational units (training, technical support and applied research and information management) was , adopted. The organizational chart and the staff Jist is attached as Appendixes ... and .... 2.6.2 HRD Activities and Training Materials Development , 66. After a number of training engagements, experience made it clear that the Centre needed to take the following actions regarding training materials: , 67. • • • Develop illustrations to reflect local practices and cultures; Develop a comprehensive range of materials that will suit the needs of the field project; Produce durable products to withstand constant handling. A skilled Graphic Artist was subsequently recruited to offer support to the Documentation , Unit under the extension phase of the project as recommended by the Terminal Evaluation mission. The Centre now boasts of a comprehensive portfolio of field tested training materials. The preparation of training manuals and handouts got a boost when a World Bank consultant, Sue Laver , facilitated in a Writers workshop which was followed up by training in participatory methods conducted by Ron Sawyer from the World Bank. , 68. Center staff acquired essentiaJ skills from this workshop and immediately set about to revise training manuals already produced as well as guiding future work by the principles learnt. The full Jist of manual and other training material developed by TNC is attached as Appendix-. These , include draft curricula, training materials and implementation manuals/field kits, etc. for a whole range of field/project based staff and sector professional (extension officers, project personnel, community leaders· WATSAN committee members and women's groups, private latrine and hand dug well artisans, urban waste management operators and undergraduate students). Most of these materiaJs were developed under the TNC's linkage programme with the two UNDP financed district based water and sanitation projects in Volta and Eastern regions. Over 50 workshops and training J events involving a cross section of sector personnel (about 1,500 trainees) have been organized so far and on demand from a range of clients including the UNDP/GWSC Volta and Eastern region projects, GWSC Rural Water Division, the Department of Community Development, EnvironmentaJ Health J Division of the Ministry of Health, the Danida financed Rural Water and Sanitation Project in Volta region, UNICEF, and a host of NGOs including Wateraid, Isodec, Village Water Reservoirs, etc . I. 18 69. To achieve any meaningful results, linkages to training institutions was essential. Identified institutions included the following: • Community Health Department of the School of Medical Sciences, Uni;versity Of Ghana. • • Center For Development Studies, University of Cape Coast. Ministry of Local Government College and training schools for community developmeItt officers. • Ministry of Health School of Hygiene. • • Ghana Institute of Management and Public Administration. Faculty of Environmental and Development Studies, UST. • Ghana Water and Sewerage Training Schools • Department of Civil Engineering, UST. , 70. TNC carried out a needs assessment and human resources development survey of training activities for the Ghana Water and Sewerage Corporation, the Ministry of Health and the Department , of Community Health. Review and modifications of the curricula and current training programmes were also undertaken through Training of Trainers Workshops. Links between the Centre and these institutions have however not been as strong as desired. Though attempts have been made to establish , channels of collaboration between TNC and some of the sector institutions, more needs to be done. The need for local networking of training institutions should be put on the agenda of TNC for the coming years. , 71. The TNC has however prepared a core Jist of targeted key institutions where assistance could be directed. These key institutions include the GWSC Training Schools in Weija, near Accra and , Owabi, near Kumasi. Also included are the Ministry Of Health Training Schools in Accra, Ho and Tamale. TNC staff made inputs into teaching of third year and final year EQE courses in the Department Of Civil Engineering. Substantial support was also given to fmal year students in their , Civil Engineering Design Project work in Water Supply and Sanitation. Unfortunately however, there is no well defined mode of collaboration between the Centre and the Department of Civil Engineering. This has not enabled optimal use of the Centre's resources by the Department. , 72. 2.6.3 Strategic Management Arrangement and Business Plan Sustainability of the Centre has been a primary concern to all since ESA funding is not , expected to be available permanently. The comprehensive evaluation of 1992 indicated a number important requirements including the need for a clearly defined development strategy for the centre and recommended amongst others the adoption of a business-oriented strategy and approach by the , Centre. The production of a Strategic Business Plan born out of a management study by local consultants, John Young and Associates, is in line with the requirement of turning the Center into a viable and self-supporting establishment. The need for long term sustainability of the Centre required that enabling procedures which will prompt financial autonomy be pursued. In the main TNC is to derive earnings from consultancy engagements and the modalities for the disbursements of such earnings have been studied and proposed. Following this diagnostic study, the TNC re-organized its J consultancy management and business activities and continues to gradually build up its resource base. , Total accrued earning so far is over ¢70.0 million. TNC has secured firm contracts with projects financed by Danida, UNICEF, UNDP and lately the World Bank over the next four years. These inflow coupled with the modest government subvention to the centre give concrete assurance on the sustainability of the operations of the TNC. This will however depend on the continuous delivery of quality output and efficient internal management of both human and financial resources. I 19 2.6.4 Emerging Role or the TNC in the Water and Sanitation Sector 73. A vision and mission statement of the TNC is captured by the following due to Dr. Bob Roche formerly of RWSG-WA who together with Dr. Letitia Obeng of the same office provided the initial orientation of Center staff during its early stages of operation; .....In the next decade the Government of Ghana will make substantial investments in rural water supply and urban sanitation. and while most of this investment will go towards the construction of new f~ilities, much effort will go towards training the many people required to implement the envisioned programmes. In this training effort the Network Centre will become the focal point for information on the full range of water and sanitation tecbnologies and the latest training techniques. Network Centre staff will also playa leading role in developing the training materials that will be needed to implement large scale water and sanitation programs and will assist personnel in other training institutions to update their curricula. The required work is a bit daunting but the rewards of playing such an important role in extending water and sanitation coverage to the nations poor will make the effort well worthwhile. As the Network Centre has successfully recruited a group of talented. higbJy , motivated professionals. we have every expectation it will be a big success. -I 74. It is envisaged that by 1995 the TNC will be a leading institution Human Resources and , Institutional Development for the water supply and sanitation sector. TNC is gradually assuming this role. The centre is currently involved in all major training initiatives in the sector. The formulation of a Strategic Business Plan by a local consulting firm an in-depth orientation of centre staff regarding vision, team-work and excellence towards sustainability by DANIDA,s Training Advisor has , substantially resolved most of the shortfalls commented on by the in-depth evaluation in 1992. Thus the basis has been laid in preparing the centre as an effective unit capable of providing and coordinating training and information exchange in low-cost technology among sector institutions and , professionals. 75. TNC's participation in sector initiatives particularly that of DANIDA in the Volta region has , exposed centre staff to the requirements and roles of communities (end-users) as managers of projects. Highlighting demand-driven approaches as central to project implementation strategies TNC's participation in the DANIDA project and HRD needs assessment carried out by centre staff as part , of the national RWSS sector strategy has given the centre the background as an important program delivery agents for the National RWSS Sector Strategy and Action Plan adopted at Kokrobite in May 1992. , 76. As the outline of the training modules and workshops organized by TNC (appendix v) indicates demand for field-based training, technical visits for needs assessment and testing of low-cost , technologies as well as participatory techniques for project implementation is growing. At this stage an appraisal of TNC activities and outputs in pursuance of its specific objectives indicate significant achievements. In the short term in-house orientation and capacity building of centre staff will be , pursued with the aim of consolidating recent gains. In the medium to long term it is expected that the scope of TNC operations will broaden to cover other aspects besides the specific objectives listed above including technical support to projects such as design, sector studies and projects monitoring , and evaluation. In effect TNC in the very near future is expected to assume. among others. the roles being played by the RWSG-Accra office. J 20 2.7 Water and Sanitation Sector Coordination and Support Activities 77. The expressed development objective of GHA/87/016 and revised immediate objectives (ii) and (iii) suggested a scope beyond those of piloting activities in Kumasi as is obvious from TNC's role in the water supply and waste management sector in Ghana. The change in UNDP funding arrangements for RWSG- country offices and the subsequent introduction of immediate objective (v) lent GHA/87/016 a national character, a requirement for achieving any long-term development objective as envisaged in the project document. Coordination of these efforts is without doubt very crucial and the impact of th~ role being played by the RWSG-Accra office is a manifestation of this requirement. 2.7.1 The Operations or the RWSG-Accra Office 78. The RWSG-Accra office has proved to be very effective in its coordinating role both , nationally and with RWSG-WA, Abidjan, for the West Africa sub-region. Besides the monitoring and supervision of the KSP and the TNC, the RWSG-Accra office provided coverage for the following activities; (a) develop in conjunction with the Ministry of Local Government a programme to replicate the Strategic Sanitation Planning (SSP) approach in other secondary cities in Ghana focussing on institutional support and situation analysis, (b) assist the RWSG-WA office in Abidjan in disseminating the lessons learned from KSP and the SSP approach within the West Africa programme, J (c) promote the formulation and implementation of sectoral activities in line with the National RWSS , , sector strategy and action plan, and finally (d) ensure effective technical, institutional and human resources development assistance to on-going UNDP-funded RWSS projects in the Volta and Eastern regions of Ghana (GHA/88/003 and GHA/88/017). The office also has managed field visits for a number of sector actors from neighbouring countries in west Africa thus achieving in no small way the requirements of information exchange among actors. , 79. 2.7.2 Sector Coordination and Information Support The focus of the RWSG-Accra oft1ce has increasingly become one of facilitating sector activities acting as an information exchange center for sector professionals, defining roles for capacity , building and support to private sector development which has become important for sustainable water supply and urban waste management services delivery. The office has played very important roles in almost all ESAs initiatives in the Ghana. Major land marking events supported by the office include , ;- making assessment of demand for handpumps and manufacturing potential in support of the Ghana RWSS programme; assisted government in drawing up specifications for handpump standardization; assisting in the preparation of tender documents and providing technical assistance to a number of , ESA and NGO funded projects; preparation of a 100year Strategic Investment Program (1993-2004) for GoG and support in the preparation of an IDA-fmanced Community Water Supply and Sanitation Project; coordination among other ESAs financed sector projects (notably CIDA-financed , interventions in the three northern regions, Danida in Volta region, Caisse Francaisse de Development iIi the Central region, GTZIKFW in southern and northern Ghana, JICA in Brong-Ahafo and Western regions). In all the office could be partly credited for assisting government in mobilizing about $80.0 , million for the rural water and sanitation sector for ESAs. 80. RWSG-WA, through Working Group meetings organized in collaboration with the Ministry of , Works and Housing for the preparation of the multi-donor financed National CWS programme, brought together all major ESAs, NGOs and key government sector agencies for deliberations and sharing field experiences and lessons. Thus in Ghana the UNDP/World Bank-Regional Water and Sanitation Programme is gradually attaining the goal of implementing sector projects via pilot , activities, expanding into comprehensive sector appraisal work, demonstration before scaling up. In all these phases coordination by the RWSG-Accra office has offered opportunities for information dissemination on a national scale thus marketing the use of a structured learning process which will ensure sustainable programs development and delivery . 21 2.7.3 RWSS Technical Assistance (UNDP, IDA and Bilateral Projects) 81. The initiating rote and support of RWSG-WA in promulgating of the National Rural Water and Sanitation Sector Strategy and Action Plan which was approved by GoG in May 1991 has brought about new project design and implementation elements aimed at increasing service coverage, strengthening community management ofservices and decentralization of maintenance systems, human resources development, institutional restructuring and capacity building, and enhanced roles of the private sector and NGOs in the delivery of goods and services. 82. The above is seen in RWSG's support in the redesigning of a number of projects to reflect the aims of the outlined sector strategy, including the UNDP supported pilot projects in Volta and Eastern regions (GHA/88/003 and GHA/88/017) and Danida initiatives in the Volta region. Currently one of the major tasks of RWSG-W A is in liaison with the Ministry of Works and Housing towards defining modalities for the creation of an autonomous Community Water and Sanitation Division within Ghana Water and Sewerage Corporation. The creation of the division is seen as very crucial in providing a coordinated approach to field implementation of projects in line with the sector strategy. With coordination of ESAs, NGOs and government activities in the sector and providing technical assistance for an accelerated transformation of the sector towards the achievements of the sector strategy, the RWSG-Accra office has substantially achieved outputs and effected activities scheduled under objective(v) of the revised immediate objectives. In the process the office has emerged as a nerve center for sector initiatives and collaboration. 2.8 Logistical and Budgetary Arrangements 83. Both UNDP and the GoG have met appreciably their commitments on staff, equipment and office facilities and logistics. A commentary of respective inputs are as below; 2.8.1 GovernmentlKMAJUSf inputs 84. The GoG through the KMA and UST has made substantial inputs into the project. The KMA provided the anticipated 4 core project staff and other support staff, provided adequate office space and furnishing and a modest operational reimbursable imprest (about CO.2 million) per month. On top of this largely in-kind contribution as dictated by the project document, GoG/KMA provided cash contribution on a cost sharing basis with U NDP to all construction sub-contracts of the order of about c130.0 million. On top of this KMA spent another c40.0 million in renovation work on the new Waste Management Department building as well maintained a level of about c60.0 million per year on other sanitation projects (completion of on-going community K-VIP latrines) that was placed under the management of the project staff. 85. Apart from the study stream of c5-10.0 million subvention per year from GoG, the UST provided the core staff (Centre Manager and communications expert, secretarial and auxiliary staff) to the TNC in addition to office space and recurrent operational cost. Under the reimbursable loan agreement with the project, TNC hired other professional staff on NPPP status for two years after which the staff were absorbed by the university. Two generations of core staff have gone through process; four member of staff were absorbed at the end of 1992 and the two remaining staff are to be integrated into the university system at the end of the project. The TNC through its internal earnings have also brought on board two more staff and maintain a stream of two national services personnel annually. 2.8.2 UNDPIIBRD Inputs 86. UNDP input went into the provision of four project vehicles, two motorcycles, about six desktop and laptop computers and all the necessary pieces of equipment and accessories for the orderly functioning of the project. IBRD through RAF also provided one vehicle, 4 desktop and
22 laptop computer and operation cost for the RWSG, Accra office but maintenance costs for the office has since March 1992 reverted to GHA/87/016. UNDPflBRD provided the position of the COUDtry coordinator, Project Coordinator (until March 1992), and four NPPP staff to the TNC initially and two additional staff whose support comes to an end in March 1994. The only staff input into the Kumasi Sanitation project was the position of the project Coordinator. All staff position was filled by nationaJ except for the position of the Country Coordinator in the first two years which was occupied by an expatriate professionaJ. UNDP input originally pegged at $0.64 million was significantly increase after ,the in-depth evaluation to the current level of $1.34 million. Total estimated expenditure was spread across the following key cost centres; Project Personnel (including staff cost, nationaJ consultants and travel costs) - $0.37 million, Subcontracts (including TNC and 3 pilot projects) - $0.61 million, Training - 0.11 million, Equipment (including office equipment and rent) - $0.17 million, and Miscellaneous (including operation and maintenance of office vehicles and equipment) - $0.07 million .
23 3.0 KEY LESSONS 3.1 Project Lessons 87. During the 5 years of execution, the project gone through three Tripartite Reviews as a result of which some major revisions in scope, budget and implementation strategy were recommended. The revisions in project implementation and outputs as weB as the systematic evolution of project activities and integration of lessons have given credence to the dynamism and pilot character of the project. On the other hand ... the fact that this project was in actual fact two project fused together, the expanded framework imposed additional challenges to project management and generated useful lessons which need to be carefully isolated and discussed. a. The most important lesson from the project emerges from the project design, its flexibility and its focus on capacity building. The execution of the project almost entirely by national professionals, rooted in appropriate national institutions and with minimal external support could be isolated as the principal ingredient for the successes chalked on the project. It is important to record that as from March 1991 with the withdrawal of the project coordinator from Kumasi, field implementation of the KSP component has been rendered by project staff. The creation of a new Waste Management Department with project staff in key positions has established a basis for a co ordinated approach to wastes management covering both solid and hUman waste management. Currently, trained personnel have demonstrated their ability in policy and plan formulation, project preparation (as demonstrated by extension of piloting activities), training of community groups and private sector actors. Right from the beginning the TNC component was also grafted into a sustainable environment. The project inputs were more or less limited to mangement guidance and resourcing the internal capacity building process. The rooting of the TNC into broader sector activities provided the needed exposure for staff development as well as provided opportunities for meeting and developing responsivity to their future clients. b. The comprehensive preparation of the Strategic Sanitation Plan covering the whole city as against a feasibility study covering a third of the city (as per the project document), provided the opportunity for proper identification of the problems as it relates to different sections of the society and in the process helped identify appropriate pilot projects and targeting of beneficiaries. This implementation strategy allowed the project to provide improved sanitation coverage to about 4,000 households in the newly sewered area of Asafo, 1,200 households in three low income communities and an additional 30,000 transient population who use facilities in the central Business district as against the targeted 200 households in the original project document. The implementation of wide range of pilot projects within the context of the strategic plan offered ground for staff development and a vision for continuity. Signiiicant lessons from the pilot project includes; (i) people are prepared to invest substantially into provision of improved sanitation facilities if the price is right and meets their willingness and ability to pay, the technology is right and meets their socio-cultural environment and image. The home latrine programme proved successful in this light. However, to accelerate coverage and provide a more rational means of home latrine delivery, there will be the need to adopt a straight forward grant programme as against the revolving loan scheme. Experience from the willingness to pay survey and subsequent experience at cost recovery suggest that beneficiaries who are able to provide upfront 60% of the total cost (either in cash or kind) of a facility should qualify for an outright grant for the remaining 40%. This strategy is based on lessons from project execution; the recovery rate of around 60% and by-pass the numerous problems associated· with the cost recovery process which are bound to' increase as the city scales up implementation. 24 (ii) private sector participation in sanitation services delivery if possible and feasible. The largely successful pilot of management franchises for public latrine in the central business district and cleansing services and the subsequent expansion into neigbourhood facilities and emptying services confirms the above assumption. Privatization have been pursued cautiously but with encouraging results; KSP and KMA-WMD staff have acquired expertise in service contracts management covering the whole cycle of contract preparation, tendering and evaluation procedures, awards and monitoring. (iii) simplified sewerage,scheme are technically feasible and cost effective but require time to plan and execute effectively. The delays in planning hinges on adequate mobilization of the appropriate levels of funding and the participatory character of the consultation process between, donors, city authorities, consultants and contractors all interfacing with the communities and households. c. The cascading effect of privatization initiatives under KSP is without doubt unfolding and even in the absence of policy back.ing. market forces wiH dictate the direction of institutional reforms towards those prescribed in SSP-Kumasi albeit slowly. The KSP has thus achieved the creation of a functional KMA-WMD, prompted the participation of private enterprise and enhanced the roles of decision makers at the sub-metropolitan district levels - all significant contributions to the foundation of the software infrastructure" of waste management services delivery. What remains II for total coverage of the programme outlined are enabling policies from central government and KMA. d. A project of this nature is not without problems. Political changes, overall - government policy reforms and budgetary constraints have tend to slow down project activities and cause occasional adjustment in implementation strategy. Annual budgetary "jolts", internal cash flow problems within KMA since 1993 and inherent bureaucracy within the university system had to be encountered. These constraints have in some respects also provided opportunities for reflection. Living with these constraints, finding alternative ways round the problems and keeping the dialogue going has been a worthwhile real life experience for project management, KMA and TNC staff. e. The project experienced some over-load with the addition of Objective 5 - sector support functions through the RWSG, Accra office. This was however largely management through - the shedding off project activities to the trained and capable staff of KMA and TNC. The situation in turn provided project management with the opportunity to observe the performance of the staff in a real mode even before project termination. - 3.2 88. Outstanding Issues Due principally to overload of tasks and the need for rational management of priorities and some incidental delays, some residual activities could not be consolidated. These include, (i) the - completion of the house connection exercise and monitoring of maintenance arrangements under the Asafo sewerage scheme, (ii) enhancement of the autonomy of TNC and the networking of training institutions and (iii) support to the Ministry of Local Government in the definition of urban sanitation - and waste management sector policy and the preparation of an investment strategy document and lastly (iv) the replacement of obsolete and over-used project equipment and vehicles. 89. While some of these outstanding commitments (however ambitious in their inclusion in project activities) are manageable under post-project environment other might require some immediate attention. The replacement of the vehicle is seen a step to cushion the start-up process of the Waste Management Department of KMA and TNC as they begin to weather the storm on their own. The first two issues however require some post-project advisory support from RWSG office in Accra and Abidjan. These issues and the agenda for support to the MLG is covered extensively under the recommendations section . I. 25 4.0 RECOMMENDATIONS 4.1 The Need to Keep the RWSG-Accra Sector Coordination Office Opened 90. Following the evaluation of the project in February 1992, funding arrangements for GHA/87/016 was increased to cater for the RWSG-Accra office. With the termination of the UNDP financing in March 1994, funding of the operations of the office is in jeopardy. This is coming at a time when the water and sanitation sector in Ghana is going through a new phase. A phase of demand orientation with large scale projects and multi donor investments of about S80 million primarily due to active work by the Program in the last 3-4 years. The Accra office has positioned itself as a reference centre, institutional memory for sector development work and enjoys enough credibility in becoming the centre stage for the -learning agenda" in community water supply and sanitation in the West African sub-region. The mass transfer of government provision of goods and services to the private sector, the development of a sustainable and decentralized maintenance infrastructure and extension support services by the private and NGO sectors, the transformation of • institutional responsibility within the lead agency GWSC in support of the demand orientation will require careful observation and tracking of lessons leading to future refinement of the sector strategy adopted by the government and ESAs. • 91. New programmed initiatives arising from the demonstration work in Kumasi, has called for some focus on urban sanitation and the scaling up through replication of lessons both in Kumasi and to other secondary cities. The Ministry of Local Government has requested a systematic development • of an overall National Sanitation and Waste Management Policy and accompanying strategy and Action Plan which provides opportunities for considerable networking with the Bank's (AF4IN) urban activities and investment strategy. Furthermore a number of bilateral donors, notably the ODA, have • , expressed the need for the leading role of an institution like RWSG any future initiatives in Kumasi. If the objectives of rep I icating the Kumasi experience to other cities of Ghana is to be meaningful and those of information dissemination in the West-Africa sub-region is to be continued (as effectively as carried out by RWSG-Accra) the need for continued operation of the office is apparent. The RWSG , Accra office without doubt will play an important role if this is to be realized. It is tempting to forward here that, currently, the RWSG-Accra office is unique in this regard. 92. With the momentum so far generated, and the active involvement of the office in the implementation of the Bank financed CWS Project, the closing down of the office will thus represent - a good example of lost opportunity. The temporary close down of the office does not represent a viable option. Alternative arrangements need to be put in place for the continued operations of the office. Funding to meet operational expenses of the office is estimated at SO. 15 million for two years. The activites of the office will however cover the following; J , 1. Actively sustain and promote sector coordination, consensus building and collaboration among sector donors (multilaterals, bilaterals and non-governmental organizations) and assist , government in setting up appropriate mechanisms for sector and donor coordination. 2. Assist the Ministry of Local Government in developing a national strategy for policy formulation, planning, project development and management of sanitation and waste management services. This should lead into the development of a urban waste management support project. 3. Provide post-project and follow-up support to the Kumasi Sanitation Project and the Training Network Centre at UST. Kumasi. 26 4. Facilitate the documentation and dissemination of case studies and comparative monitoring of project implementation approaches as part of the overaJl structured learning process within the sector 5. Provide bridging informationaJ and technicaJ support to AF4IN and other biiateraJ funded water and sanitation projects and sector reviews. 4.2 Focussing Activilie$ on New Frontiers-Urban Waste Management 93. The past and present decades have seen a major thrust in ruraJ water and sanitation programmes. These efforts have been largely influenced, and justifiably so, by poor conditions of ruraJ folk - in Ghana poverty levels are in the ratio of 1 to 13 for ruraJ and urban areas. Nevertheless. the need to provide sustainable solutions to the problems of urban water supply and particularly sanitation systems is as chaJlenging, if not more, as for ruraJ areas. For urban areas, the impact of incompetent waste management practices is greatly pronounced by greater populations, higher housing and population densities and the stress of urban life settings. In certain instances the plight of the urban poor and conditions in peripheraJ and slum areas are much worse than in ruraJ areas. Thus poverty aJleviation and the improvement of the environment are aJl as relevant to urban areas as in ruraJ areas. 94. 4.2.1 Rational Cor Cocussing on Urban Waste Management Given the foundations laid, so far, for the ruraJ water and sanitation sector in Ghana, and - indeed across the west africa sub-region, major eftorts in the future will tend to drift towards urban sanitation where in recent times some successes have been recorded and specific strategies are emerging but are not consolidated for a consensus to be reached. Piloting activities under - GHA/87/016 have imparted some lessons. The chaJlenge now is to build the necessary nationaJ institutionaJ infrastructure tor the development of a wel.l defined strategy that will lead to scaJing up initiatives. 4.2.2 Profile oC Proposed Follow-up Project-L"rban Waste Management Support Project - 95. The private sector has been demonstrated by piloting activities in franchise management of public latrines as an untapped resource for sustainable waste management services delivery, decentraJization at metropolitan, municipaJ and district assembly levels, as a major theme of centraJ - government's policy could be enhanced by programmes that induce sub-metropolitan district management and furthermore where enabling environments prevail institutionaJ restructuring and capacity building are achievable. In aJl these the commitment of DAs is an important requirement. At the nationaJ level, the proposed Urban Waste Management Support Project will seek to provide - the required enabling environment through a nationaJ policy document. A request has been made by the Ministry of LocaJ Government to evolve the project. The objectives of the proposed follow-up project is presented below; - 1. Prepare a comprehensive nationaJ policy document and implementation strategy for the development and management of waste and sanitation services in Ghana; - 2. Put in place in the Ministry of LocaJ Government and RuraJ Development (MLG&RD) an institutionaJ arrangement and infrastructure tor supporting the planning and management of - waste and sanitation services in District Assemblies (DAs); activities under this objective could be used to facilitate and support pilot projects in some secondary cities as well as provide inputs into the design of programmes and the utilization of funds under the IDA funded Urban II & III projects for about 15 urban centres . I. 1 27 3. Develop and execute a human resources development (training) programme for waste management and sanitation services staff in Metropolitan/MunicipallDistrict Assemblies; 4. Prepare and implement a support programme for the enhancement of the role of the private sector in the delivery of infrastructure and services. 96. Implementation will be through the Ministry of Local Government with technical assistance from the RWSG office in A~cra and Abidjan. The project is estimated at about $0.70 miJIion. The cost break down is as follows; Item Cost ($'000) I.Personnel 25.0 2.Operation Expenses 25.0 3.Project(s) Development 50.0 4.Case Studies Documentation 70.0 5. Demonstration Projects 300.0 6.Training 100.0 7. Equipment 100.0 8. Miscellaneous 30.0 Total 700.0 4.3 Linkages and Back-stopping of Ghana Sector Activities from RWSG-WA 97. Given the momentum generated in both the rural water sector and lately in urban sanitation, it will be ideal for the RWSG-WA to continue to support sector development work in Ghana. Even though the focus will be on developing a comprehensive learning agenda for scal ing up sector investments, linkages and backstoping activities should continue to assist KMA to mobilize additonal resources for the implementation of the SSP, provide technical assistance to the UNDP financed district based waste and sanitation project in Eastern region and continue to provide leadership in secror coordination until such time that the institutional capacity for such activities are developed with - the Ghana Water and Sewerage Corporation and the Ministry of Local Government. RWSG-WA should also continue to provide likages between the TNC and its international network as well as link up sector work in Ghana with best pratices in the sub-region. - 4.4 Replacement of Obselete Project Equipment 98. The extension of the project by an additional two year has increased the wear and tear of - project vehicles and equipment. Some equipment have in the meantime become obsolete or have broken down as a result of over-use during the five years. The replacement of the vehicle is seen a step to cushion the start-up process of the Waste Management Department of KMA and TNC as they - begin to weather the storm on their own. The replacement of the equipment is critical to the sustainability of the the TNC and also the new Waste Management Department of KMA. Abudget of S50,000 is proposed to meet this requiement. I I 28 I APPENDIX 1: PROJECT STAFF I REGIONAL WATER & SANITATION GROUP - ACCRA Post Post Title Name. gender and Entry on duty Departure I No. nationality0' incumbent Idate) Idate) Scheduled Actual Scheduled Actual , IEstl lEst) I IPPP Country Coordinator Joe Gadek. Male. American Jan. 1989 Sep.1989 Mar. 1992 Mar. 1992 NPPP Ato Brown. Male, Mar. 1992 Apr. 1992 Mar. 1993 Jul. 1993 Ghanaian , Annoh Collins. Male. Jun. 1993 Sep.1993 Mar. 1994 Jun. 1994 Ghanaian Project Coordinator Ato Brown. Male. Jan. 1989 May 1989 Mar. 1992 Mar. 1992 , Ghanaian Adrnnistrative Florence Hammond. Jan. 1989 Oct. 1990 Mar. 1992 Mar. 1994 Assistant Female, Ghanaian Driver John Matrevi. Male. Jan. 1989 Jan. 1990 Mar. 1992 Sep. 1993 Ghanaian Thomas Agbo. Male. Oct. 1993 Nov. 1993 Mar. 1994 Jun. 1994 Ghanaian TRAINING NETWORK CENTER , Technical Cooperation Personnel Post No. Post Title Name. gender and nationality0' Entry on duty Idate) Depanure Idatel , incumbent Scheduled Actual lEst) Scheduled Actual lEst) , UST Centre Manager James. G. Monney IDrl. Jan. 1989 Mar. 1989 Mar. 1992 Mar. 1993 Male, Ghanaian NPPP Eugene Larbi. Male. Mar. 1993 Mar. 1993 Mar. 1994 Mar. 1994 Ghanaian , Sanitary Engineer ISpecialist) Robert Dodzie Simpson Male. Ghanaian Jan. 1989 Sep. 1989 Mar. 1992 Mar. 1994 , Community Lawrence Agbemabiese Jan. 1989 Oct. 1989 Mar. 1992 Mar. 1994 DeveJopmem Lecturer Male. Ghanaian Sanitary Engineer (1) Eugene Larbi Jan. 1989 Oct. 1990 Mar. 1992 Mar. 1994 , Male. Ghanaian Sanitary Engineer 12) Sa'uratu M. Tahiru Jan. 1989 Oct. 1990 Mar. 1992 Mar. 1994 Female. Ghanaian , Graphic Artist Eric Anane·Antwi. Male Ghanaian Oct. 1992 Oct. 1992 Mar. 1994 Mar. 1994 , Prowess Personnel Betty Yanks on. Female. Oct. 1992 Jun. 1993 Mar. 1994 Mar. 1994 Ghanaian Administrative Nana Akua Sangmuah Oct. 1992 Jun. 1993 Mar. 1994 Assistant I, 29 KMA POllt POllt Title Name, gender FUll/part time Asllumed Duty No. of incumbent Idatel SchedUled Actual I IEllt) 1. Project Co-Manager C. Ampomah Mensah 1M) Part time Jan. 1989 Mar. 1989 2. Project Engineer Anthony Mensah 1M) Full time Jan. 1989 Apr. 1989 3. Community Dev. Officer Kwadjo Boakye 1M) Full time Jan. 1989 Apr. 1989 4. Urban Planner Eva Asare Bediako IF) Full time Jan. 1989 Apr. 1989 , 5. Health Specialist Peter Eduful 1M) Full time Jan. 1989 Apr. 1989 6. Health Specialist Beatrice Sekyi IF) FuJI time Aug.1989 Aug. 1991 7. Sewage Overseer Robert Owosu-Akyaw 1M) Full time Jan. 1989 Apr. 1989 8. Community Dev. Asst. Charles Mensah 1M) Full time Nov.1989 Nov. 1992 9. National Service Personnel/ Resource Engineer Lukman Salifu 1M) Full time Sep.1989 Nov. 1989
10. National Service Personnel/Resource Personnel Frank Fosuhene 1M) Full time Nov.1992 Nov. 1992 30 APPENDIX 2: FELWWSlDPS, STUDY TOURS AND WORKSHOPS REGIONAL WATER & SANITATION GROUP· ACCRA Fellowship, Training Duration Name. gender of FeDowlsl Started Completed Cour.e. Study If training undertaken Idatel (date I Tour.Conference., abroad, indicate COUl'lUy Sched. Actual Sched. Actual Workshop. or In- and institution of .tudy. Service Training. IEsti lest) , In-Service Training Mr. Ato grown 8/11/91 22/11191 · Financial Appraisal Washin:;ton. USA.
Workshops. Rorencl! Hammond • Mastering MSDOS, Aquinas, Accra 15/04/91 26/04191 Conferences, Field Trips Mr, Eric Saumann. 22/05/91 25/05191 · CIDA Seminar, Tamale, Ghana
· AFRID£V meeting Pakistan 16/06/91 06/07191 · Rusaf.<, a Project 12/11/90 17/11190
Lagos, ~'igeria Joe G~~k. 18/02/91 19/02191 • Works::vp. Ho, Volta
Region Mr. Ata 3rown • Decad~ Conference on 10/09190 14/09/90 Water S:Jpply & Sanitation. New De;ni, India 31 FELLOWSIDPS, STUDY TOURS AND WORKSHOPS TRAINING NETWORK CENTER Fellowship. Training Duration Name. gender of Fellowls) Started Completed Course. Study If training undertaken Idate) Idate) Tour.Conferences, abroad, indicate country Sched. Actual Schad. Actual Workshops or In- and institution of study. Service Training•. lEst) IEstl Study Tour 0.50 Dr. J.G. Monney 1M) and 2/12/91 10/12/91 10/12191 Mr. E. Larbi.
• Water and Sanitation projects in E. Africa. Lawrence Agbemabies. • RWSG. Abidjan 23/9/91 30/10/93 01/11193 Training Courses • Rusafiya Project, 01/11190 17109190 Oju, Jos, Nigeria
12 Safuratu M. Tahiru (F) 30/10194 • MSc. Environmental 15/8/92
Engineering. london. UK. Robert D. Simpson (M) 22/11/91 In-Service Training · Msc. Environmental Engineering. Canada. TNC Staff 0.25 • Training skills by DANIDA Training Advisor. TNC Staff. 3 HEU Staff · Workshop on Theatre For Development. TNC Staff. 1 HEU Staff Video Production. Workshops, Conferences, Field Trips TNC Staff • 19th WEDC Confetence, Accra Dr. J.G. Monney ·1 st Meeting of Heads of 10/09190 14109190 ITN. Calcutta, India - Visit to IRCWD. 15109/90 17109190 Zurich, Switzerland Oliver Frimpong - Participatory Evaluation 10111/90 24/11/90 and Monitoring, Kibwesi. Nairobi. Kenya Eugene larbi & Safutatu M-Tahiru 18/11/90 28/11/90 · Sector Familiarization, Accra-Tema. Volta Region , 32 FELWWSInPS, STUDY TOURS AND WORKSHOPS TRAINING NETWORK CENTER r Fellow.hip. Training Duration Name. gender of Fellowlsl Started Completed Course. Study If training undertaken Idate, Idatel Tour.Conference... abroad. indicate country Sched. Actual Sched. Actual Workshops or In- and institution of study. Service Training•. IEstl lest) In-service Training TNC StaH , -Writers Workshop. UST 10/04/91 18104/91
- Workshop on the Use of Audio Visuals. UST - Workshop on Participatory Techniques 06/1/90 Workshops, Conferences, Field Dr. J.G. Monney 27/10/90 29/10/90 Trips ·1 st Regional Meeting of Heads of ITN Centers. Ouagadugou. Burkina Faso Oliver Frimpong 29/04/91 30/04/90 - ICOUR Workshop on Visual Aids & Audio Visuals in Project Implementation. Tono, U. East. Ghana. Dr. J.G. Monney/ E. Larbi - ITN Managers meeting. Harare. Zimbabwe 02/12/91 14/12/91 Dr. J.G. Monney -Rural Water & Sanitation Projects, Abidjan, Cote 29/04/91 02105/91 d'ivoire Lawrence Agbemabiese - Goal Oriented Project 23/11/91 29/11/91 Planning(ZOPP). Moderators Training Course. Ringway Hotel. Accra. Eugene larbi - Accra Conference on Sustainable Operations & 20/04/93 23/04/93 Maintenance of Rural And Urban Water Supplies in Ghana. Kokrobite. Accra - Regional Workshop for Women and Environment in Africa. Abidjan. Cote 14/10/91 18110/91 d'ivoire. Safuratu M-Tahiru - Field visits to KSP project sites. Kumasi. 15/11/90 16/11/90 Dr. J.G. Monney/ L. Agbemabiese - 4th coordinating Conference of 13/08/90 14/08/90 NGOs.Bilaterals & Multilateral, in RWS • Gimoa. Accra 33 FELWWSHIPS, STUDY TOURS AND WORKSHOPS TRAINING NETWORK CENTER Fellowr;hip. Training Duration Name. gender of Fellow(s) Stened Completed Courr;e. Study If training undertaken (date) (date)
Tour.Conferences, Worbhops or In- Service Training •. abroad. indicate country and institution of r;tudy. Sched. Actual (Er;tt Sc:hed. Actual IEatl In-service Training TNC Staff · Workshop on 22110/90 31/10/90 Participatory Techniques -Workshop on Preparation 19/10/89 20/10/89 of Workplan
lawrence Agbemabiese , - Preparation of TNC 18/08/90 25/08/90 Training Programme, Workshops, Abidjan, Cote d'ivoire Conferences, Field , Trips Dr. J.G. Monneyl E. larbi 29/11/91 05/12/92 • Heads of ITN meeting, Kumasi, Ghana 12110/91 20/10/91 Eugene larbi • workshop Organized by PROWESS L Agbemabiesel E. larbi 9/07/92 -Danida Volta Region Project , L. Agbemabiesel Betty Yankson - Roles of Partner •./10/93 ../10/93 , Organization in the CWSS Robert Simpson • Bolgatanga CWSS, Yatenga Water Supply Project. Burkina Faso. lawrence Agbemabiese - workshop on Evaluation of UST/Univers;ty of Dortmund(G ermany). SPRING programme J 18/10/91 , - visit to Sector institutions with DANIDA Field Mission Adjei Doku • UNDP/GWSC Community Management WSSP, Hohoe. Volta Region •./••/93 ••1••/93 - 34 SECfOR TRAINING ACfIVlTIES TRAINING NETWORK CENTER Wodulho.,. 0' Name ProJect. Targat Number of Start Completa ISector Training 0' OrouP. Place Workllhop Participant. Schad. Idatal Actual Schad. Idata) Actuaoi Organized by TNe I lEst) (Est) Workshops. Workshop for Artisans Conferences. from North Birim ../../92 ../../92 Field Trips District. Workshop for ..1..1.. ..1••1•• Environmental Health Assistants. Ho. Volta Training Workshop for 10 H_PLft'p 03/08/93 13/08/93 MecNnic:a from HIS latrine construction Birim DiII1rictJ48 Artisans and Area ..u-IromS. Mechanics. Akim Oda. Sirim District• • E. Region. Workshop for 28106/93 02/07/93 WATSAN Committees, Akim Oda. E. Region J Workshop for Community· Based Handpump Contractor, 68 Hrodp..rnp C....I...... _23 WATSAn chair~..... 'rom 23 Communities in • 30/08/93 02/09/93 Akim Oda, E. Region Workshop for 28/06/93 02107193 WA TSAN Committees. Akim Oda. E. Region Training Workshop for .. /9193 .. / •./93 Environmental Health Assistants. Ho. Volta Region. Workshop for District 22/11/93 26/11/93 Management Committees, North/ South Birim. Akim Oda, E. Region. Workshop for DMC/Extension 21107/92 25/07/92 Officers of UNDP/GWSC Water Supply and Sanitation Management Project. Volta Region. 11 OMCalExl""';on ollie... a. 66 member. of Workshop for 21107/92 29/07/92 WATSAN UNDP/GWSC· Eastern &. &. con"'ltninea.. Region Project. 29/07/92 01/08/92 Akim Oda. Workshop for Line 07107/92 09/07/92 Managers of Waste Management Division of Tamale Municipal 40 .tisana flom Assembly. 8irim Norlh Dastric:t a. 16 meehonics 0' 1M R..alWol", Workshop for latrine Division of GWSC. 31/08/92 12/09/92 construction Artisans 35 FELWWSHIPS, STUDY TOURS AND WORKSHOPS KUMASI SANITATION PROJECT Fellowship. Training Duration Name. gender of Fellowls' Started Completed COline. Study Tour or If training undertaken Idate' Idate) In-S.rvice Training. abroad, indicate country Sched. Actual Sched. Actual and Institution of study. (Est) (Est' Study Tours C. Ampomah Mensah 1M), Simplified Sewerage Systems, Brazil; USA KSPMlMD staff Treining Courses Anthony Mensah 1M) - Urban Drainage/Sanitation Germany, Essen • Urban Drainage/Sanitation Germany, Essen Eva Asare-Bediako IF), France Eva Asare-Bediako (F). Germany In-Service Training Conferences KSPMlMD Staff 19th WEDC Conference
36 APPENDIX 3: MAJOR ITEMS OF EQUIPMENT SUPPLIED Cost Date or Deliver)' EqaipmeDt Jtem Status/Proposed Budget Actual Scheduled Actual Beneficiary (Est) , RWSG-ACCRA I. Vehicles a. Toyota Landcruiser 16.500 1989 Sold out , b. Nissan Patrol 1991 Good 2. Computers &: Accesaoriel a. CPU Toshiba laptop 665 7/89 Obsolete b. Zenith PC XT with monitor &: keyboard 11/89 Fair c. DeD 486150 daktop with 2.683.90 12192 Good monitor &. keyboard d. DeD 486133 desktop with 2.238.90 12192 Good monitor &:keyboard e. dell 3251N N~book 2.417.00 12/92 Good r. HP Ias.trjet mprinter 1.859 12192 Good g. Hp Laserjet lIP 3191 Good f. Epson LQ 1050 dot 7189 Fair matrix prinler. 12192 Good g. Kodak Diconix Printer 2190 Good h. UPS APe 8001 2190 Good i. UPS APe 8001 wordperfect. Lotus. Q&:A. j. Softwares Windows. MS-DOS, Harvard Grsphics etc. 3. Audio-visuals 4. Others , 37 APPENDIX 3: EQUIPMENT Cost Date of Dwn.,. Equipmeot Item StablslProposed Budget Acbml Scheduled AcbmI Beoeliclary (Est) TRAINING NETWORK CENTRE , I. Vehicles Involved in road accident a. Nisan Patrol 18,000 Jan. 1989 Oct. 1989 Write-<>ff b. PeugeOl 505 caravan 15,000 Jan. 1989 May. 1989 Fair 2. Computen &.Accessories a. CPU Toshiba laptop 5,000 665 July 1989 Sep.1989 Obsolete, irreparable b. Zenith PC XT with 1,248 July 1989 Sep. 1989 morutor &. keyboard Good condition June 1991 c. Del 386SX deaktop with 2.548.00 April 1991 Excellent. Drive upgraded monitor &. keyboard toHD 1.238.90 Dec. 1992 d. Dell 486/33 deaktop with Good monitor &. keyboard d. HP laserjet 0 printer 2,360 July 1989 Sep.1989 Good condition. Parallel port needs servicing e. £pson LQI050 Dot 750.00 April 1991 June 1991 Broken roller matrix printer. f. £pIOn LQ I050 Dol 750.00 April 1991 June 1991 Good matrix printer g.Softwares Sep.1991 Good condition h. UPS APe SMART-600 370.00 March 1991 June 1991 240V spec. excellent i. UPS APe SMART-600 370.00 March 1991 June 1991 IIOV being serviced 3. Audio-visuals a. Olympus 35mm camera 320.00 July 1989 April 1990 Needs repair b. Cassene recorder 342 July 1989 April 1990 Excellent c. Film projector 16mm 1,150 July 1989 April 1990 Excellent d. Overhead projector 389 July 1989 April 1990 Excellent e. Slide projcc:tor 1,512 July 1989 April 1990 Excellent f. Carousel (40 no.) 589.00 July 1989 June 1991 Good condition g. Video camera 300 1,570.00 July 1990 Aug. 1990 Good condition 4. OIhen a. Photocopier Canon 1215 C1,200,OOO July 1989 1989 Frequent breakdowns b. mM Typewriter C350,OOO.00 July 1989 Excellent c. Binding Machine Good d. Standard Easel Good 38 APPENDIX 3: EQUIPMENT Cost D:lte or Deli,eIY Equipment Jtem Status/Proposed Budget Actual Scheduled .-\ctwIJ Beneficiary (Est) KUMASJ SANITATION PROJECT I. Vehicles a. Nissan 4WD Double 15,C!OO Jan. 1989 Mar 1989 Poor Cabin Pick-up b. Suz.uk.i 4wd 8,000 Jan. 1989 Mar 1989 Fair c. Honda motorcycles (2) 3,000 Jan. 1989 ~Iar 1989 Fair 2. Computers & Accessories a. Zenith PC XT wilb 5,000 2,496.00 July 1989 monitor & keyboard (2) s.:p.1989 Componeou could rail anytime due to age. b. Epson LQI050dot 1.500.00 July 1989 s.:p. 1989 Poor malrix printcr(2) c. Dell 386116 Desktop 2,500.00 March 1991 Good condition with monitor, keyboard & , mouse Poor r. Softwares g. UPS APe SMART (2) 740.00 March 1991 );.:n.: 1991 Good. Poor .::ondition 3. Audio-visuals
a. Olympus 35mm camera 325 April 1989 April 1989 ....ug. 1990 Fair Good condition b. Camera Flash Vivatar 50
, 550FD 4. Others 1,632.00 May 1990 ....ug. 1990 Fair , a. Photocopier Canon 25 GoodlPoor Condition b. Stabilizer Nulec: 1600 (2) Satisractory , c. Transrormer VA 500 (2) , , , 39 APPENDIX 4: DOCUMENTS PREPARED DURING THE PROJECf Title Rport, paper, manual etc. Remarks KUMASI SANITATION PROJECT t. Technology Review for Kumasi Sanitation Project (Final Report), Asafo Boakye &: Partnen D«ember 1990}. 2. Privale Partieipation in Ihe FraDC:hised Management of Central Business Distriet Public Facilities (lnlemal Doeument- KSp), October, 1990. 3. Guidelioe. for Management of PubUe Lauinc. in Ihe Kumasi Metropolis. 4. Development and Implementation of UNDP\KMA Low Cost On-Site sanitation Projeet, Mission Report, Adu-Asah S., Deeember, 1989. S. Feuibility Report of Asafo Simplified 5cwerage Pilot Project, (lnIemal Doeumenl- KSP). April 1991. 6. Household Demand for Improved Sanitation Services in Kumasi, Ghana, (Presentation to Ihe World Bank D. and Lauria D. University of North Carolina- Chapel Hill, April 1991. 7. Srudy of Willingnessto Pay for Improved Sanitation in Kumasi. Ghana (Draft R~port to Ihe lnfrastrueruR and Urban Develop menta, World Bank Whittington et aI., February 1991. 8. Moshi Zongo Domestic }{VIP Latnn.: Seheme (Phase I-m Report lnlemal Doeument - KSp) April, 1991. 9. Kumasi Sanitation Project Financing Options Study, Owusu- Myaw 1. and Mbanefo U., March. 1991. to.Stralegic Sanitation Plan for Kumasi, Draft fmal RPon), RWSG, July 1991. II. An Overview of Sanitation siruation Kumasi and proposed solutions, Whittington. November, 1990. 12. Preliminary Results of Kumasi Sanitation Demand Study, World Bank Research Team, Wright. Whittington and Laura, November, 1990 . 40 APPENDIX 4: REPORTS Tille of report. paper. manual etc. Remarks J:WMASI SANITATION PROJECT 13. NOtes 00 City CelllR Latrine. and Nightsoil and Sludge Treatment ponds for Kumasi. Laura. November 1989. 14. Proposals for Addrc.uing the b e of local saaff incentives 00 the UNDP-KSP. Brown, August. 1989. 15. Guidelines for tho Management of Public Lalrioes in Kumui, F.A. Brown. December 1989. 16. MoDlhly Progress Reports (up 10 June 1991). 17. Revised Budgets (A.B.C,D,E and F). 18. Project Doc:umenl (signed), December 1988. 19. Draft Pre-feasibility Report Kumasi Sanitalioa Project RWSG. Accra. Awaited May 1990. 20. Initial Project Workshop NOles. RWSG. Abidjan. April 1989. 2 I. NOtes 00 Training needs of User Ag~!lCies. RWSG. Abidjan. November 1990. 22. R~OI1 00 Workshop on Hygiene and User Educatioo. TNC. March 1990. 23. ~sign of Stabilization Ponds for NigbtsoiJ and Sludge Treat ment in Kumasi. Doku &. Brown Mar;h 1990. 24. Back 10 Office Mission Reports
Missions. RWSG, Abidjan. May, July 1990. 25. FUlliocial Arrangements For Home Latrine Delivery
And Sewerage Management Under The SSP For Kumasi. August, 1991. 26.Tender Documents For Domestic KVIP Scheme For Kumasi Metropolis 27. Pn: QualiflCatioo Report On Contractors Asafo PilOI Sewerage Scbeme. 28. Tender Evaluation Report - Public Latrine lmprovemcnl Scheme For The Central Business Disuiet Of Kumasi. 29. ~sign Calculatioos On The Sizing Of Septic Tanks And Absorptioo Systema For Three Public Latrines In the CBD. 30. Huhh Aspect Of Waste Management - Facilitator Handbook. 31. KVlP Introduction And It's Impact On Moshie Zongo. 41 APPENDIX 4: REPORTS Tille oCReport. paper, manuals elC. Remarks K,YMASI SANITATION PROJECT 32. AsaCo Pilot Sewerage Scheme - PI'\: QuaJification DoQier. 33. Asafo Pilot Sewerage Scheme - Working Drawings 34. Asafo PiJol Sewerage Scheme - Ttndcr DocumenlS 35. Asafo PilOl Sewerage Scheme - Contract DocumenlS 36. SuppJemeDlafy Information On Redesign And Costing Of Wuee StabilizatioD PQDds For The Asafo PiIOl Sewerage Scheme in Kumasi. 31. Worbbop Handbook On PromOlioD And User EducatiOD Of KVIP's. 3S. I'roJnIu Report On Moshie Zongo Domestic KVIP Lalrinc Project. 39. NOll-T"lmicaJ Summary, StraICgic Sanitation Plan Cor Kumasi. 40. Seminar Notes, Dissemination of SSP-Kumasi, Decision Makers and sector Institutions, KMA conf':Rnce CentR, 41. Loan Recovery Passbook - Home Latrine Promotion Programme. 42. House Connection Costs - Asafo Pilot Simplified sewerage Scheme. 42 APPENDIX 4: REPORTS nile of report, papcr. manual etc Remarks IRAINING NETWORK CENTRE FIELD REPORTS AND MANUALS 1. A guide to rapid Assessment of Water and Sanitation Needs in Rural Communities. 2. Mission Report on Rusafiya Projcc:t - Nigeria. 3. Participatory Tcc:hnique. for ~ Water Supply and Sanitation Projcc:ta. 4. Insttuc:tiooal Manual for the Operation of the TNC Database Syttcm on Publications. 5. Report on Operations of Conservancy Labouren Within the Kumasi MelropOlitan Area. 6. Report On Study Tour To The
lntcgnrcd Development Project. Burtina Faso. the Bolgatanga COllllWnity Supply Water Supply
and Sanitation Project and Watered Bolgatanga. Ghana. 7. The Kibwesi Experience - Report on Workshop On Participatory Methods for Monitoring and Evaluation of Water Supply and Sanitation Activities held in Kenya from 11th - 16th November. 1990. 8. Report on Training Of Evaluation Worton and Disuic:t Management Committee Memben of UNDP\GWSC Water and Sanitation Management Projtct. 9. Report of Workshop on Pal1icipatory Methods. 10. Report of Ooc Day Workshop on Community Management of Home Latrine and Promotion. 11. Report of Workshop Strategic Plan for the Development of COllllWnity Hygiene and User Education. 12. DnA Guideline. on role. and Rosponsibilitie. of Actor's in Rum Water and Sanitation Programme. 13. The Wattc Management Division of the Accra Metropolitan Assembly - A Study Trip Report. 14. The GWSC (Sewerage Division) And The Tema Sewerage Scheme - A Study Trip Report . 43 APPENDIX 4: REPORTS Title of Report, paper, manual Remarks TRAINING NETWORK CENTER IS. Waler Supply and Sanitation Situation in Bolgatanga. 16. The Waste Stabilization Ponds at Akuse - A Study Trip Report. 17. Training Workshop for Managc,rial Peraonncl of the Newly Suuctured Waste Management Division of Ihe Kumasi Metropolitan Assembly. 18. Construction Manual on , Mozambique - Slab VIP Latrine. 19. A ppropriale Sanitation Technologies - Technology Review. , 20. Draft Manual on Ihe Construction of Hand-Dug Wens. , 21. Draft Manual for Ihe Design and Construction of Septic Tank Systems in Ghana. H uman Resource Development Proposal For National 22. , Rural Water Supply & Sanitation. 23. Proposal For The Recruitment & Management Of Consultants By The TNC. February, 1991. , 24. Draft Proposal For The Training And Infonnation Dissemination For The Rural Drinking Water Supply Programme In The Volta Region. May, 1992. , 25. Report On Rapid Reconnaissance Survey Of The UNDP/GWSC Waler & Sanitation Management Proje.:t. April, 1992. , 26. Report Of The Evaluation Mission. Fcb., 1992. 27. Secondary Cities Study - Overview Of Existing , Situation. September, 1992. D raft Report On Orientation For District Managcment 28. Committee Members Of The UNDP/GWSC Wat.:r And , Sanitation Management Project. September, 1991. 29. Course For Training Of Field Assistants and Extension Supervisors. , 30. TNC Newslener Vol 3. January, 1993. 31. Workshop Report On The Training Of Artisans For The , UNDP/GWSC EaS\ern Region Rural Sanitation Proje.:t. 32. Workshop Report On The Training Of Community DevelopmeOl Officers Of The o"partmcnt Of , Community Development. 33. Workshop Report On The Training Of Extension Supervisors Of The Volta Region Rural Water Supply Project. 34. Workshop Report On ·Lessons Learncd From The Kumasi Sanitation Project· . I I APPENDIX 4: REPORTS 44 I Tide of Report, paper, manual etc. TRt!INING NETWORK CEJ'lITRE Remarb TRAINING MODULES I I. Promolina Community Participation Throuah Adult Education. 2. Participatory Techniques for Plaonina Water Supply and Sanitation Project. 3. Participatory Techniques in Data Gathering and Analysis. 4. Workplan Design and Organization For Water Supply and Sanitation Projecu. 5. E1emenu of Feasibility Studies. 6. Water, Sanitation and Health. 7. Excreta Disposal SYStems. 8. Hydrologic Cycle. 9. Slow-Sand Filters and Rapid Gravity Fillers. 10. Wells. II. Handpumps. 12. Gravity-Flow Water Supply Systems. 13. Rainwater Roof Catchment Systems. 14. SpriDJ Catchment. ~ 45 APPENDIX 5: SI'ATUS OF BUDGETARY EXPENDITURES , - - I~ 46 APPENDIX 7: STATUS OF PROJECT ACTIVITIES SCHEDULES UNITED NATIONS DEVELOPMENT PROGRAMME Project Number and nt1e ExecutiDg SfATUSOF Date Last Report Date this Report GHAJ87JOI6 Agesx:y ACTIVllTES LOW COST HUMAN IBRD-RWSC Jan., 1993 January, 1994 WASTE MANAGEMENT Activhlee Scheduled in the Original 0r\cI.MI Act...... Actual. c-n._1a SdMcI"W cv.......111 curr-1l1 (If _pladoD _Ie hal .......... project document Scheduled 'startiuc date .... -plcIIooo fIIIIIsIH oIarIIII&~ _1ImaIM .....pladoD .... IDdIcaIe ' - ...., Ume) OBJECTlVE I 2!!e!..!:.!. MeI>ilizaIk>a 1.1.1 R<oc:nJitmenc. Logiatica Mar. 1989 July 1989 Mar 1989 July 1989 Completed 1.1.2 Workplan Mar. 1989 April 1989 Mar 1989 April 1989 Completed 1.1.3 Workshop Mar. 1989 April 1989 Mar 1989 April 1989 Completed 1.1.4 Progress Report July 1989 July 1989 Jul1989 Feb. 1994 On-going 1.1.5 Terminal Report Aug. 1991 Nov. 1991 Aug.1989 Feb. 1994 - Output 1.2 Planning 1.2.1 ReviewlMonitoring Mar. 1989 April 1989 Mar 1989 April 1989 Completed 1.2.2 TOR Mar. 1989 May 1989 Mar 1989 May 1989 Completed 1.2.3 Investigative Issues Mar. 1989 Jun. 1989 Mar 1989 June 1989 Completed 1.2.4 Site Surveys Mar. 1989 Aug. 1989 Mar 1989 Aug. 1989 Completed 1.2.5 Technical Review May 1989 Nov. 1989 Dec 1989 Mar. 1989 Completion date had to be changed twice. Causes: Delayed fielding of consultant and request of consultant for extension of submission 1.2.6 Demand Survey date. June 1989 Sept.1989 Jun.1989 Nov. 1989 Completed 1.2.7 utlbl..,., Mhtct. etit.,i. May 1989 Sept.1989 May Apr. 1990 Completed 1.2.8 Select Pilot Arees 1989 Oct. 1989 Oct. 1989 Apr. 1990 Completed Mar.1990 47 APPENDIX 8: STATUS OF PROJECT ACTIVITIES SCHEDULES J>rojed Number aad 11tJe Execuq STATUS OF Date Last Report Date this Repon GHAJ81/016 ACTIVITIES Ageocy LOW COS!' HUMAN IBRD - RWSG JaB, 1993 JaBWU'y, 1994 WASTE MANAGE.\fENT , Activitie. Scheduled in the Original OrigiDaJ Ac_.,. Ac_.,. C............100 .,..,..,1Iy cUI',.ndy IIf .......""'..... .... ' c:hM!IM project document Scbeduled Scbeduled ........1AId ..1Im,,1AId Indcelt> how _ donee' startiug dale comPletion date .t"rdno ..tit .... com"",lIon OBJECTIVE 1 , Output 1.3 System Design Feb. 1990 Jun.1989 Feb. 1990 Completed 1.3.1 Identify Comm. Organis. June 1989 1.3.2 Review NGO's etc. Nov. 1989 Nov. 1989 Feb. 1990 Feb. 1990 Nov.1989 Nov. 1989 Feb. 1990 Feb. 1990 Completed Completed 1.3.3 Preplinitiate strategy 1.3.4 Preliminary designs Nov. 1989 Feb. 1990 Nov. 1989 Feb. 1990 Completed 1.3.5 Public/private roles Nov. 1989 Feb. 1991 Nov. 1989 Feb. 1990 Completed 1.3.6 Detailed site surveys Feb. 1990 Jun. 1990 Feb. 1990 April 1990 Completed 1.3.7 Prepare O&M manual Feb. 1990 Jun. 1990 May 1990 Nov. 1993 Under preparation with assistance from TNC 1.3.8 Prepare Trg. material May 1990 Jul. 1990 Aug. 1990 Drafts being finalized by TNC Output 1.4 Construction 1.4.1 Secure agreement July 19S9 Sept.19S9 May 1990 Jan. 1991 Completed 1.4.2 Order material June 1990 Dec. 1991 Jun. 1990 Dec. 1992 On-going 1.4.3 Train workers June 1990 Dec. 1991 Jun. 1990 Mar. 1994 On-going 1.4.4 Intensify ewareness Aug. 1990 Dec. 1991 Aug. 1990 Dec. 1991 On-going 1.4.5 Construction Nov. 1990 Dec. 1991 Aug. 1990 Mar. 1994 On-going 1.4.6 Evaluation Nov. 1990 Dec. 1991 Aug. 1990 Nov. 1993 Cl>w'oge due to projltct .xt_OR. Feb. 1992 Nov. 1990 Feb. 1994 Substantially completed 1.4.7 Final Report Nov. 1990 48 ' APPENDIX 8: STATUS OF PROJECT ACTIVITIES SCHEDULES Project Number and Tit/e Executing STATUS OF Date Last Report Date thia Report GHAJ87/016 Agency AcnvmEs LOW COST HUMAN IBRD· RWSG January. 1993 January. 1994 WASTE MANAGEMENT Orig\nlo! Origlnol Act\lOl Of Act\lOl c_", Activities Scheduled in the Of ~ed Sc:Mduied currently c:urrenlfy II' ccmp'do.....'" ... project documant .",nllllJ ""e compledo" da", ..1Im.ted .tot1I"g date ......1:IId compl._ date -, "-00<1 1ncIca'" how ......, OBJECTIVE 2 Outl2ut 2.1 Strategic Plan 2.1.1 Conduct Ext. Surveys April 1990 May 1991 April 1990 Nov. 1991 Completed 2.1.2 Review public latrines June 1989 Feb. 1990 Jun. 1989 Feb. 1990 Completed 2.1.3 Institutional surveys June 1989 Mar. 1991 Jun. 1989 Mar. 1990 Completed 2.1.4 Resource assessment Nov. 1990 Dec. 1991 Nov. 1990 Sep. 1992 Completed 2.1.5 Funding possibilities April 1990 Dec. 1990 April 1990 Nov. 1992 Completed 2.1.6 Strategic plan June 1990 Dec. 1991 April 1990 June 1992 Completed Outl2ut 2.2 ReQlication Programme 2.2.1 Revi ewIMonitoring May 1992 July 1992 Completed 2.2.2 TOR July 1992 July 1992 Completed 2.2.3 Investigative Issues April 1992 Nov. 1992 Completed 2.2.4 Site Surveys Oct. 1992 Mar. 1994 2.2.5 Technical Review OutQut 2.3 Disseminating Lessons Learnt 2.3.1 With RWSG prepare Feb. 1991 Nov. 1992 Completed concept paper 2.3.2 Plan study tour Feb. 1992 Jan. 1994 On-going ~ 49 APPENDIX 8: STATUS OF PROJECT ACTIVITIES SCHEDULE Actlvitie. Scheduled In the OdQlnol OdQlnol All"'" 01 N;tuIII 01 c_ project document ....- ~ ........ ..... Sd>ecI&AcI _plellon .......... .......... .....r...1Iy ....-no ..... .........1Iy Of _pletloft ........ chonoed •......... how_ .....' ..... _pl.1Ion OBJECTIVE 3 OutQut 3.1 Training 3.1.1 Training Project staff Jan. 1989 Dec. 1991 Jan 1989 Dec. 1993 Substantially completed 3.1.2 Training Program Oct. 1991 Dec. 1991 Oct. 1991 Mar. 1994 On-going 3.1.3 Review training Feb. 1990 Dec. 1991 April 1990 Nov. 1993 On-going Output 3.2 Secondary Cities 3.2.1 Identify secondary Feb. 1990 April 1990 May 1990 July 1990 Completed towns' staff 3.2.2 Wolitshops for May 1990 April 1990 Aug. 1990 April 1991 On-going secondary towns' staff Output 3.3 Institutional framework for SSP 3.3.1 Institutional Assessment Jan. 1991 Jun. 1991 Completed Jun. 1991 July 1991 Comple'ed end integ,a,ed into SSP 3.3.2 Plan of Action report. On-going. 260 e""""",..,.y 3.3.3 Monitor Redeployment Jan. 1992 Dec. 1993 1.0""",. ,_ployed. Completed 3.3.4 Networking with ODA Jan 1991 Dec. 1993 Solid Waste project. OBJECTIVE 4 I TNC I Output 4.1 Staff limited qualified oppIie ....... 4.1.1 Recruit staff Oct. 1988 Jan. 1989 Sep. 1989 Aug. 1990 Deltyed recruitment 0' TNC ".If 4.1.2 Staff workshop Jan 1989 Feb. 1989 Oct. 1989 Sep. 1991 Completed 4.1.3 Detailed workplan Dec. 1989 Dec. 1989 Dec. 1989 Dec. 1990 On-going 4.1.4 Wolitplan for KSP Dec. 1989 Dec. 1989 Dec. 1989 Dec. 1993 On·going 4.1.5 Implement workplan Dec. 1989 Dec. 1989 Dec. 1989 Dec. 1993 Output 4.2 Courses On-going 4.2.1 Unkages with institutn. Sep. 1989 Dec. 1991 Sep. 1989 Dec. 1993 On-going 4.2.2 Prepare courses May 1990 July 1990 May 1990 Dec. 1993 Ool.y<od , _ of irwtituti..... on curricula. 4.2.3 Incorporate WS material Dec. 1989 Dec. 1989 Dec. 1989 Dec. 1993 ., 50 APPENDIX 8: STATUS OF PROJECT ACTIVITIES SCHEDULE Activities Scheduled in the OligirMII Origin.! Acl\llllcw Acfutl Of c_ Sc:/>oodtJecI Sc_ C\If,....1ty """,...1ty Of comlll..s.... date _ projec:t document . .lima"",, c....ged ........te how ......., ....11'" date compl.llon ..1Ima1Od date "telling doote """,pie""" date -I OUTPUT 4.3 HRO 4.3.1 Identify trg. Dec. 1989 Feb. 1990 Dec. 19S9 Feb. 1990 Completed institutions Dec. 1989 May 1990 Dec. 1989 May 1990 Completed 4.3.2 Identify projects Dec. 1989 Dec. 1991 Dec. 19S9 Dec. 1993 Oo.going 4.3.3 Prepare trg. materials June 1990 Jun. 1991 Jun. 1990 Dec. 1993 Oo.going 4.3.4 Training for trainers Oct. 1990 Oct. 1991 Oct. 1990 Dec. 1993 On-going 4.3.5 Sector personnel trg. Jan. 1990 Dec. 1991 April 1990 Dec. 1993 On-going 4.3.6 Info. dissemination July 1989 Dec. 1991 April 19S9 Dec. 1993 On-going 4.3.7 Assist KSP SSP Oct. 19S9 Dac.1991 April 1989 Dec. 1993 On-going 4.3.8 Applied Rasearch OBJECTIVE 5 Oumut 5.1 RWSG sUQQon to IDA RWSP 5.1.1 Information to Washington April 1992 Dec. 1993 On-going 5.1.2 Project preparation and appraisal Oct. 1992 Dec. 1993 On·going 5.1.3 Regularly brief sector donors April 1992 Mar. 1994 On·going OutQut 5.2 RWSG's assistance for HRD 5.2.1 Regularly brief donors Sep. 1992 Mar. 1994 On-going on HRD 5.2.2 Guide TNC on HRD Jan. 1992 Mar. 1994 HRD Strategy prepared component for RWSS. Out[!ut 5.3 Assistance to UNDP funded RWSS [!roiects 5.3.1 Advice on sector April 1992 Dec. 1993 On-going developments 5.3.2 Assist in project April 1992 Dec. 1993 On·going implementation 5.3.3 Advice on operational April 1992 Dec. 1993 Oo.going matters 5.3.4 Assist in training 5.3.5 Participate in project Jun. 1992 Dec. 1993 On·going meetings . I. 51 I APPENDIX 9: PROJECT PACKAGES UNDER THE STRATEGIC SANlTATlON PlAN FOR KUMASJ 11991-2000' , , , •<I I 52 APPENDIX 10; MAJOR DEVaOPMENT AND PLANNING ACTIVITIES I ITEM UNDERTAKEN BY lOCAL PROJECT IMPlEMENTATION TEAM AC1lVl1Y TARGET INDUeD> RESPONSFJ BENEFIClIJ(Y OtrrPUT INDICATOR I 1. SEMINAR ON SSP·ICUMASI fOR fOUR S~METROPOUTA." DISTRICTS. CENTRAL ADMINISTRATION OF KMA AND SECTOR INS1lTU110NS DECISION MAKERS(ASSEMBLYMEN). GWSC. SSNIT. INFORMATION EXTENDED FRANCHlSEI! OPERATIONS TO S~ METJlOS. I SERVICES. CONSULTANTS EXTENSION OF HOME LATRINE PROGRAMME (OLD TAroZONGO) I 0 PRODUcnON OF NON·TECHNICAL SUMMARY. ssp· ICUMASJ. I 0 fOUOW-UP DISCUSSIONS WITH GWSCON OPERATIONlt:MAJN I ASAro COMMUNITY T.OFASAFO SEWERAGE ESTABUSHED BASE UNE 2. HOUSE-CONNECTION COSTS SL1WEY FOR ASAro SIMPUAED COSTS fOR HOUSE SEWERAGE CONNECTIONS 3. FOUOW-UP DURBAR, ASAro CO~IMUNITY MARKET OlJTREACH fOR HOUSE CONNECTION 4. " RECOVERY MECHANISM REVIEW OF LO...... oPRODUcnON OF LOAN REPAntENTS PASSBOOK S. PREPARED ANAL FORMAL AGREE.\tENTS FOR FRANCHISE LATJU::';'E MANAGE.\!£NT 6. MONITORING AND EVALUATI~G OF FRANCHISEE OPERATIONS 7. MONITORING ON ACCOUNTS BOOKKEEPING It: SUBMISSION OF QUARTERLY CASHFLOWS ON I~COME AND EXPENDITURE OF FRANCHISEES 8 SUPERVISED THE CONSTRUCTIOS OF PUBUC LATRINES UNDER THE CBD IMPROVE.\!ENT SCHE.\!E 9. SETUP OPERATIO~S AND MAI:--"TENANCE PROCEDURES fOR FRANCHISEES 10. PRETESTED CONSTRUCTED FACILITIES AND CONDUCTED AELD USER COUNTS FOR RENTAL PAnlENrS(SURTAX) TO KMA INITtATED FULL SCALE PROJECT DOCUMEXTATION II. WRITING OF PROGRESS REPORTS \3. MANAGING OF MONTHLY IMl'REST REPORTS 14 PREPARED WORKING DRAwn-US FOR PROPOSED SSNIT IS. FUNDING OF PUBUC LATRINE L\fPROVEME}.'T PROGRA.\4:\fE. ORGANIZED AELD TRIPS fOR LST SlUDENTS. VlSmNG TEAMS TO PILOT PROJECT AREAS. 16. UNDERTOOK DEMAND SURVEYS FOR EX1'EiDED DEMONSTRATION OF HOME lATRINE PROGRAMME