SuSanA - Forum Kunena Site Syndication Fri, 09 Oct 2015 01:28:08 +0000 Kunena 1.6 SuSanA - Forum en-gb TDS: SDGs: enough to end the sanitation crisis? - Synthesis - by: Katrin Synthesis
SDGs: enough to end the sanitation crisis?

Dear all,

The synthesis of Urban Sanitation Finance: From Macro to Micro Level is now available!

If you are looking for the key points and a summary of the discussion or want to review some of the issues addressed, check out this synthesis and feel free to share it with colleagues and those interested in the topic.

Also, please note that the four discussion threads will remain open for new contributions.

Thank you for your interest and participation!

Kind regards,
Thematic Discussion - Sustainable Development Goals: enough to end the sanitation crisis? Fri, 09 Oct 2015 00:07:50 +0000
Re: ODF and Slippage - Introduction and questions for discussion - by: TraceyKeatman Ouma Vincent, from the WSSCC CoP has added:

Halo Everyone,

My name is Vincent, I work with Amref Health Africa in Kenya on the GSF Programe. Through my work on S&H in communities, I am beginning to think that slippage or non slippage has a lot to do with sustainability measures that we put in place during our walk with communities towards ODF, if measures are weak then slippage is very likely to be witnessed.

The other challenge I have come across is the vulnerable people, in some of the villages we work in, it is difficult to be certified ODF because of some of the community members who are bedridden or suffering from illnesses that make them unable to control their bowel movements, as a result, the village never gets certified ODF, people loose hope and may as well eventually just slip back.

So the measures we put in place during the journey are key, I will be glad to hear how others are handling those two issues

Theme 3 - ODF and slippage Thu, 08 Oct 2015 16:21:12 +0000
Featured User in October 2015 - Sowmya Rajasekaran from India - by: secretariat

Sowmya is the founder and CEO of Verity Smart Life Solutions, an enterprise engaged in ecofriendly toilets for bringing forward transformative change for human well-being and sustainable environments. She has studied an MBA and has lived and worked in India, Nepal and Sweden as financial analyst and researcher in various companies. Without academic training in sanitation, but with interest and a creative mind, she found her way into sanitation, conceptualized a toilet design and takes actively part the SuSanA forum discussions.

Since Sowmya joined SuSanA, she has made 68 posts, received 43 likes and was given 22 karma points. That ranks her position 26 in the list of most active users. With her detailed posts, Sowmya largely contributes to the warm and friendly atmosphere in the forum discussions.

Questions & Answers to learn more about Sowmya, her professional life, her views on sanitation, opportunities to bring change and what she takes to a remote island will be available here in several parts over the next two weeks. So take a moment to get an insight from another very intersting person from the network.

Part 1

1. You registered with SuSanA on 02 May 2014. Do you remember what made you join the network then?

I started working on my toilet model in Nov 2012 and, by Apr 2014, listed all the design criteria, identified the core technologies and a model of how the toilet apparatus should work, assessed that the model is valid based on my literature review of the sanitation situation in India (epidemiology, health impact, environment, climate change, water, agriculture, economics, policy). And I named my venture, Verity SmartLife Solutions.

A venture starts with making a commitment of time and other resources for a specified purpose even before revenue streams become a reality. So, it is important to be strong on the validation aspect (product & business value potential, competitive analysis, expert advice/opinion) during business discussions, and it is important to be updated with key developments (technology, regulatory changes, etc) which can significantly impact the business environment.

I did not have formal/certified academic training or work experience in sanitation and my development sector experience in India was also quite limited. I needed a reliable method of being updated with the key developments in sanitation sector, know whom to contact when I need expert advice/opinion and be able to present a knowledgeable competitive analysis during business discussions.

I had some experience of how a forum membership can quickly fill knowledge gaps and connect with the right persons to work/collaborate with from being a member of HIFA2015 (health information for all) and EVIDEM Collaboration (multi-criteria decision analysis for health sector resource allocation and priority setting). So, SuSanA appeared to be the perfect solution. So, I joined SuSanA on 2 May 2014 – immediately after naming the venture Verity.

I joined SuSanA because of a business venture imperative. But I got into global health and sanitation because I want to contribute to development and empowering people everywhere, particularly at the grassroots. So, while I followed developments in sanitation technology and projects, I love learning from / participating in discussions on the broader development issues, such as, gender, health, the policy (particularly, SDGs), certification and technology assessment. For me, SuSanA is like an industry association – a place to transcend boundaries and restrictions, and find ways to collaborate with everyone and contribute towards achieving the sector’s goals.

2. What is your nationality and where do you live currently? Have you lived somewhere else before? Where and why – if relevant?

My nationality is Indian and I currently live in Chennai, India.

I lived in Lumbini, Nepal for around 2 years (2006-2008) during which I worked at the Lumbini Eye Institute. This was a turning point in my life that inspired me to decide that I want to apply my knowledge and skills for achieving development goals and empowering people.

I lived in Stockholm, Sweden for 1 year (2009-2010) to complete a Masters Program in Global Health at the Karolinska Institutet, Stockholm. Given that all my academic training and work experience was in business/corporates and I had very little knowledge of healthcare, I wanted to be in an academic program that would help me quickly gain knowledge of the health sector, how to understand clinical medicine, research, evidence-informed policy, how ‘think global act local’ applies to the health sector in actual practice. This MGH course at Karolinska Institutet helped me gain this knowledge, thanks to my course leader, professors and classmates from whom I have learnt a lot.

Working in WASH sector, for me, is continuation of my global health career because sanitation is the most effective solution to eliminating diarrhea, the number one child killer, as well as other diseases transmitted through human feces. Health is defined as a state of complete physical and mental well-being. Therefore, WASH and health sector have other strong linkages as well, such as, gender & women empowerment, human dignity and social determinants of health (SDOH). And, since joining the WASH sector, I have been able to learn of other sectors linked to WASH, such as, agriculture, water and climate change – which are also connected to healthcare.

3.What and where did you study, and why? Which further trainings were important for your career?

I have two decades of academic learning and work experience, each part of which has helped define my learning needs and career goals. I started with a MBA degree and since then, interspersed work experience with further academic training for accelerated learning to fulfill my change in career goals (to include strong development sector focus) and increasing responsibilities at work.

After completing MBA in Apr 2000, I joined a KPO starting in the operations team (cash flow analysis of commercial real estate properties in the US). A year later, I moved to the company’s corporate finance team – an experience that made me want to focus my MBA career in business strategy and corporate finance. Therefore, to build a stronger foundation in this focus area, I enrolled & completed intermediate stage of the 2-stage Chartered Accountancy (the Indian equivalent of US CPA) and Cost and Works Accountancy (the Indian equivalent of CIMA) courses in mid-2004.

Following this, I joined the Strategy & Business Development team of a large corporate group in the telecom space (debt financing mostly and analysis to support strategic decisions). After two years, I moved to Nepal where I started working at the Lumbini Eye Institute (analysis, systems strengthening, new projects, research). This experience broadened my career perspective from MBA to “business management + grassroots development” and also helped me gain a sector focus (health). While working at Elbrus Capital Advisors India Pvt Ltd, an investment banking consultancy in which I am a Co-Founder, I prepared for a career in global health also, thanks to my best friends Meenal Dutia and Ram Sharaph, the key people behind Elbrus, who understood and encouraged my global health career.

Once again, for accelerated learning and strong foundation in my specific career goals, I applied for and completed a one-year Masters Program in Global Health at Karolinska Institutet, Stockholm (Sep 2010). Huge, big, sincere thanks to all my professors and, particularly, Dr. Rolf Wahlström, my course leader, to whom I owe all my global health learning, for his encouragement and for always being there, for showing us how to stand by our convictions and make study/work a most beautiful experience for everyone, and my supervisors, Dr. Birger Forsberg and Dr. Pär Eriksson for all their patience, support and encouragement from whom also I have learnt a lot.

Since the Lumbini work, my learning has also been through being member of forums (HIFA2015 since mid-2008, EVIDEM Collaboration since early 2011, SuSanA since May 2014 and CHIFA since 2014), TEDtalks, MOOC courses (mostly Coursera and Novo-ed) – I learnt a lot from the course material though I did not complete due to time constraints, focused reading on specific themes with reading material from different sources (Wikipedia, John Hopkins, eTOCs of journals – mostly AJPH & BMJ journals, policy documents – different countries, mailing lists – Equidad, Dan Campbell’s listserv for sanitation-zoonosis linkages, Sanitation Updates, SD in Action Newsletter) and general browsing and Google search – find and update myself to the extent possible on cutting-edge research, such as, the Human Connectome Project and FuturICT.

Since understanding the highly interlinked nature of the SDG goals and targets, I have started to pivot all my learning to the SDGs. This is still exploratory – taking the SDG perspective of seeing business, development, systems and policy. I start with a few thoughts on the linkages and choose a specific topic as a research module structured as literature review followed by a solution that fulfills a specific SDG goal for a particular demographic. And, I try to spend some time on other learning (exploratory – anthropology, maths, computer science, etc) – the learning pattern/path varies because I do this for love of learning and after this comes exploring how to apply knowledge from a particular discipline to health/sanitation/SDGs.

4. What were your main employers, work locations or career milestones?

Work locations: India and Nepal.

Main Employers: I started my career at Global Realty Outsourcing India Pvt Ltd (now part of Accenture) where I worked between 2000-03. GRO is one of the first KPOs in India and a pioneer in creating the system to outsource complex analytical work from top banks and REITs in the US to India. In the Operations Team, I worked on cash flow analysis and made asset summaries for commercial real estate properties in the US, learnt advanced MS Excel skills and initiated & implemented work automation. A year later when I moved to the Finance Department, I continued to do work automation and developed a payroll software for which I was awarded ‘Employee of the Month’.

My next role was with the Strategy & Business Development team of the Sterling Infotech Group (later, Siva Group) during 2004-06. I worked in debt side for a pan-India greenfield telecom project, and provided research inputs and analysis to support strategic decisions and performance monitoring.

I then moved to Nepal and worked at the Lumbini Eye Institute (2007-08), during which I got to work with the hospital management and staff of various departments and primary eye care centers and a lot of encouragement from Seva, the major donor supporting LEI. The staff at LEI and several members of Seva Canada, Nepal and US offices found opportunities so I could learn more and were always generous with their time for me. At LEI, I studied the financial sustainability of the primary eye care centers (PECCs), developed database of district profiles for planning community outreach activities, prepared concept paper for a Center for Community Ophthalmology, participated in the 5-year strategic planning meeting and worked on research studies (providing inputs, summarizing data tables and drafting manuscripts) that were published in peer-reviewed national and international medical journals.

Coming back to India, I became part of Elbrus Capital Advisors India Pvt Ltd, founded and led by my best friend, Meenal Dutia. At Elbrus (2008-09), I contributed to charting the strategic growth path, provided research inputs for client pitches, transaction structuring and deal closure as well as co-author papers on developments in finance and regulatory environments. Honestly, this was more of learning program for me! Till I joined Elbrus, I had only known the corporate finance & strategy side of business. At Elbrus, Meenal gave me the opportunity to see the consultancy and investment banking side of business. Though both relate to funding, investment banking and corporate finance have very different perspectives and I am grateful for all that Meenal has taught me.

After completing the Global Health course, I continued to do some research on my own during which time I joined as member of the EVIDEM Collaboration, an independent non-profit organization with members from across the world working to promote multi-criteria decision analysis (MCDA) in health sector resource allocation and priority setting. I was one of the members who worked on EVIDEM’s international survey on decision criteria in 2012.

During 2011-12, I held three jobs simultaneously (all three organizations/projects were founded/led by the same family). These were management positions at Agada Health Sciences and National Network for Organ Sharing and research position at PURSE-HIS study. The work spanned developing new projects, fund raising, assessing business opportunities, drafting legal documents, consultation with experts and analysis.

I worked with my former bosses from Siva Group in building business models for startups as well as large projects (2012-13). I joined Elbrus Capital Advisors Pvt Ltd again (2013-15) but again, quite frankly, this has also been more of a learning program than work! This time I worked with Ram Sharaph, Meenal’s husband and my elder brother, and just kept learning.

I started working on my toilet design in Nov 2012. I used to try product design irregularly since college because, since my early teens, I have wanted to start my own venture. With no academic training in sanitation, I just kept conceptualizing and working on the toilet design, did a lot of secondary research to understand the sanitation space (health consequences epidemiology, environmental impact, sanitation economics and policy status with respect to India). In April 2014, I named my venture Verity SmartLife Solutions and joined SuSanA.

On 3rd Sep 2015 (this month), I joined the Chennai office of Real Foundations.

5. What are the three things you would take to a remote island? Or what are the three “things” that are really important for you in practical terms?

If you mean, what would I want if in a situation like Robinson Crusoe (shipwrecked on an island but without reserves from the ship or Friday), I would want a long roll of strong plastic cord, a cigarette lighter and a hunting knife (I should probably say Swiss army knife but this is adequate). With these three, we can make everything else required to live. The plastic cord is non-biodegradable, can be used again and again. The lighter helps light a fire even if the right sort of dry stones are not available and immediately too rather than starting from sparks. The hunting knife is essentially a shard of hard metal with a handle. For recreation, I would remember all the books I have read, all the music I have listened to, do sand art, look at the stars in the sky and remember the people in my life. And, of course, have a 24x7 smoke signal while I try to find a way to get back to mainland.

Three “things” important in practical terms is my laptop (access to all knowledge I want – including reading books – and I can communicate, pay bills, play, listen to music, watch movies, list goes on and on), comfortable shoes so I can walk anywhere on any terrain for as long as I want and a smart comfortable backpack.

6. What books or magazines can be found on your bedside table?

My bookshelf and bed are on opposite walls – so the moment I open my eyes, I can read the titles of the books, think of the content, visualize. When I want to read on a particular topic, I take a selection of books and read the relevant pages.

7. What are your hobbies?

Books, music, movies, recipes / cooking, travel, trekking. Used to swim but it’s been a long time since I did this.

8. Do you have a personal slogan or a motto that keeps you motivated at all times?

I have a prayer that I drafted around 8 years ago. The first sentence of this prayer is, “May I always live in the Truth so that the Truth may live in me”. It is special because it is an adaptation of a conversation between Krishna and Rukmani in Krishnavatara, a book my best friend Meenal and I loved reading so much. And, I think of “half a million years of peace and prosperity, health and happiness for the whole world” – this is my dream and my vision. All my work (sanitation, SDGs, OneWorld, inter-sector collaboration, etc) is aimed at realizing this dream. And, the faith that my friends, family and teachers have in me that I will do what is my best at that point of time keeps me motivated at all times.

Congratulations, Sowmya. We are looking forward to the remaining parts of the interview and also to see you in action!

Posted by Jona on behalf of the SuSanA secritariat]]>
Featured Users Thu, 08 Oct 2015 16:15:20 +0000
Global Sanitation Fund-supported programmes empower close to 10 million to end open defecation - by: OUmelo this link.]]> Behaviour change and user psychology issues Thu, 08 Oct 2015 15:00:11 +0000 Re: WASH awareness and practice among health staff in PHCs (primary health centres) - by: Augustino in my country South Sudan and in my town Malakal in IDPs camp. we have a small PHCs, i was working as daily paid to register the patient that are seeking treatment what we are doing we giving them lesson call health education , give them awareness about affect of hygiene if we didn't take it series and many awareness we give them. and addition of that in the clinic we have a small container fill with clean water for hand washing after visit the latrine that made from wood and plastic sheet after dining it 10 meter deep and provide them with soap same time for washing at home and also the floor of the clinic is always clean by the worker specific for the purpose.

Dak Victor
South Sudan]]>
Health issues and connections with sanitation Thu, 08 Oct 2015 14:39:53 +0000
Re: FDAL et la retour a la DAL (slippage) - Introduction et questions pour la discussion - by: TraceyKeatman Jonathan Ekhator, de la communauté de pratique (CoP) du Conseil de Concertation pour l’Approvisionnement en eau et l’Assainissement (WSSCC) a fait part des commentaires suivants :

Dans les communautés rurales au Nigéria, où je fais partie d'une équipe de mise en œuvre du programme financé par le GSF sur l'assainissement, la question du slippage « dérapage » est un défi duquel nous tirons des leçons et pour lequel nous cherchons des idées novatrices pour en atténuer les occurrences.

Je m’appelle Jonathan Ekhator et je travaille avec Concern Universal comme un agent de support technique WASH. Mon intervention portera sur les différents type de slippage, les facteurs pouvant le provoquer ainsi que son impact tant au niveau social qu’au niveau de la santé.

Les trois types de slippage que j’ai constaté sont les suivants :
  1. Slippage au niveau communautaire : La communauté dans son ensemble retourne à la pratique de défécation à l’air libre après avoir obtenu un statut FDAL. Les facteurs externes qui y contribuent sont entre autre un faible niveau de déclenchement ATPC.
  2. Slippage saisonnier : Les membres de la communauté retournent à la défécation à l’air libre pendant la saison des pluies et n’utilisent les latrines qu’en périodes sèches. Ce type de glissement est principalement dû au fait de l’effondrement des latrines, car dans les zone marécageuses l’eau de pluie les remplit et en interdit toute utilisation correcte. Durant la saison des pluies, les facilitateurs actifs dans le domaine du lavage des mains ne peuvent se rendre dans certaines communautés en raison des zones humides. Ce slippage ne touche pas l’ensemble de la communauté, mais est plus limité à certains foyers plus durement touchés par les inondations.
  3. Slippage dit de convenance ou d’opportunité : La communauté est déclarée FDAL et il n’y pas à proprement parler de défécation à l’air libre. Mais certains de ses membres ne se formalisent pas à l’idée de déféquer à l’air libre dans leurs champs ou en dehors de la communauté. Les larges espaces ainsi que la faible facilitation des communautés qui ne comprennent pas et qui n’ont pas pris conscience qu’ils doivent mettre un terme à cette pratique en sont les principaux facteurs.
Theme 3 - ODF and slippage Thu, 08 Oct 2015 14:18:19 +0000
Re: ODF and Slippage - Introduction and questions for discussion - by: TraceyKeatman Jonathan Ekhator, from the LinkedIn WSSCC CoP has added:

In rural communities in Nigeria, where I am part of a team implementing the GSF supported programme on Sanitation, the issue of slippage is a challenge we are learning from and also seeking innovative ways of mitigating.

I am Jonathan Ekhator, I work with Concern Universal as a technical support officer on WASH.
My comment is on patterns of slippage, factors influencing slippage and its social and health impact on the community.

Three patterns of slippage I have noticed are:
  1. Community wide slippage: This is were whole community or large population of the community returns to Open Defecation after attaining ODF. External factors contributing to this type of slippage is weak CLTS Triggering facilitation.
  2. Seasonal Slippage: community members defecating in the open during raining season and using household latrine during the dry season. This type of slippage is chiefly the result of collapsing latrine, water filling up latrines dug in swampy areas during the wet season. This season too, WASH facilitators are unable to visit communities hinterland due to wet terrain. This on-and-off slippage is not by whole community but only a few individual households whose latrines are affected.
  3. Slippage of convenience: in this pattern, community is ODF and you actually don't find any defecation in the open. But community members are happy to defecate in the open in their farms or any where outside their community. The availability of space, and poor facilitation of community not understanding and realising why they should stop open defecation is responsible for this.
Theme 3 - ODF and slippage Thu, 08 Oct 2015 14:13:38 +0000
Re: FDAL et la retour a la DAL (slippage) - Introduction et questions pour la discussion - by: TraceyKeatman Kimberly McLeod a dit:

Bonjour à tous,

Merci à WSSCC et SuSanA pour l'affichage de ce thème. C'est formidable de lire les commentaires de l'organisation susmentionné, et j'espère que d'autres sont en mesure de partager leurs réflexions et expériences afin que nous puissions tous saisir ces idées et inspirer une certaine durabilité dans nos villages FDAL. Je travaille avec Medical Care Development International (MCDI) et nous implémentons les programmes GSF en tant qu’agent d'exécution au Madagascar et au Bénin.

Mes commentaires répondent expressément aux questions 2 et 3de Matilda, mais aussi aborder les autres.
Il y a un grand besoin de développer un système d'évaluation solide afin de maintenir le statut FDAL d'un village.

En plus de maintenir la routine quotidienne d'un village FDAL, on doit évaluer le village afin de déterminer où se produisent les problèmes et se trouvent les domaines dans lesquels ils excellent. Par exemple, il ne serait pas très utile évaluer ces villages avec des questionnaires avec des cases à cocher« Oui » ou « Non »; « Oui, ce village a atteint le statut « FDAL » ou « Non, ce n'est pas un village FDAL ». Dans un village ayant échoué, ceux essayant de maintenir le nouveau statut FDAL ignore peut-être comment améliorer ce statut voire ne savent pas où commencer en se basant sur de telles questions.

Au lieu de cela, nous proposons de poser des questions plus directes telles que « Pourquoi ce village a-t-il échoué dans le maintien de son statut? », « Où est le village a-t-il échoué » et « Quelle est la fréquence de l'échec ?». De cette façon nous pouvons mieux déterminer les prochaines étapes afin d’amener un village donné à obtenir et garder son statut FDAL.

C'est presque comme si on essayait de s’équilibrer sur une balançoire ou de faire comme une araignée tissant sa toile entre deux brins d'herbe mais toujours capable se balancer avec le vent.

Comme décrit dans l'introduction de Matilda, il existe 3 principes reconnus pour les villages FDAL :
  1. le village ne doit plus pratiquer de défécation à l’air libre,
  2. les latrines doivent être munies de couvercle anti-mouches ; et
  3. les villageois doivent avoir des stations de lavage des mains et se laver correctement les mains aux moments cruciaux

Est-il judicieux de dire que ces principes ont le même impact lors de l’évaluation d’un village ?
Nous pensons que non.

Par exemple, disons qu'un village échoue car les membres de la communauté ne se lavent pas systématiquement les mains, mais après une analyse plus approfondie, il apparaît que le village manque d’eau en raison de la saison sèche ! Une fois le problème connu, il ne reste plus qu’à trouver une solution pour y pallier. Dans ce cas que dire si un autre village échoue en raison d’un retour à la défécation à l’air libre synonyme d’un retour de mauvais comportement ? Nous pensons que ce dernier cas mérite plus d’attention et travail en raison de la gravité du problème qui exige plus de planification et des ressources pour trouver une solution adéquate pour éradiquer un comportement néfaste.

Comment dès lors pouvons-nous montrer cette pondération différente ? Une suggestion commune mais souvent méprisée est la matrice des feux de signalisations. Peut-être cette idéologie pourrait être incorporée dans les seuils critiques des principes FDAL.

En résumé, ce système d'évaluation permettra spécifiquement de mettre en évidence les aspects (positifs et/ou négatifs) et ensuite de résoudre tout dérapage dans le système pour retrouver rapidement le statut d’un village FDAL.

Il serait formidable et très enrichissant d'entendre et d’échanger avec d’autres villages sur les techniques et moyens mis en place pour le maintien du statut FDAL ainsi que de connaître les mécanismes d’évaluation mis en place pour assurer la pérennité du village.

Merci d’avance de vos réponses et commentaires.]]>
Theme 3 - ODF and slippage Thu, 08 Oct 2015 14:09:59 +0000
Re: Honey bucket?? Shouldn't it be called bucket toilet or bucket latrine? An argument on Wikipedia. - by: Carol McCreary No, Wikipedia. The term 'honey bucket' doesn't cut it. That's a bucket toilet.

As I see it, 'honey bucket' as a colorful, almost endearing but hopelessly out-of-date term. It's derogative and disparaging. A 'honey bucket' would have been used by a country or small town person without the wherewithal to construct a proper outhouse.

To really test this, keep asking a lot of people. What is the first thing that comes to mind when you hear the term "honey bucket"? I'd bet for a significant proportion of Americans it would be a porta potty. The Honey Bucket corporation is one of the major providers in a very powerful sector of the economy.

When I google "honey bucket," this nice 5 gallon bucket for beekeepers also pops up . Wikipedia page does not.

A honey bucket in emergencies? Not if there's a risk of flooding or a pipe breaking seismic event.

In emergencies you need a toilet with two buckets: One for PEE and one for POO.
Urine separation and safe containment of feces is the system chosen by dozens of emergency agencies.

Kudos to the bright folks in the New Zealand Permaculture Guild who figured it out and helped the people of Christchurch as they waited three years for sewer service to be restored. Find them at Relieve Portland, Oregon toilet activists PHLUSH met them online in Sept 2011, the month they posted first instructions on line. The City of Portland Department of Emergency Management adopted the system in October 2011 and now is working with many other jurisdictions to document various options for safe, longer term waterless sanitation following the predicted Cascadia Subduction Zone earthquake.]]>
Definitions, glossaries, dictionaries, mapping tools Thu, 08 Oct 2015 13:30:59 +0000
Re: Key documents for the sub-category on hand washing - by: Augustino i think it is a good idea if it leave open cause any one can select the intrest one like me i see them all are benefit for me and any time i can came to read, i am supporting the idea of the Mughal.
let it be open will give more knowledge

Victor Dak/]]>
Hand washing Thu, 08 Oct 2015 12:27:10 +0000
Re: Honey bucket?? Shouldn't it be called bucket toilet or bucket latrine? An argument on Wikipedia. - by: muench
South Africa

The "bucket system" was used by low-income communities in South Africa. The South African government aims to replace this bucket system with sanitary sewers and other sanitation systems, but as of 2015, this has not yet been completed in the entire country.[citation needed]

I have heard about how apartheid was related to the bucket system and forced a sub-standard sanitation on a huge number of Black people in poor townships (theoretically with the right kind of bucket, wood chips, composting, perhaps urine diversion etc. a "dry bucket toilet" could also work but this is not how it was done back then, and what is meant with the term "bucket toilet"). Without me having to do a lengthy literature search, could someone please tell me the most pertinent pieces of information to quote? Or, even better, just add it directly to the article yourself. (or get one of your students or interns to do it)]]>
Definitions, glossaries, dictionaries, mapping tools Thu, 08 Oct 2015 08:55:19 +0000
Honey bucket?? Shouldn't it be called bucket toilet or bucket latrine? An argument on Wikipedia. - by: muench The first time I heard about it was when I came across its page on Wikipedia:

I realised it's actually a bucket toilet (or a bucket latrine if you prefer). I made some small changes to improve the article and then I suggested that the page should be re-named from honey bucket to bucket toilet.

This has caused a huge discussion on the talk page of the article, see here:

It seems that the two sides of people arguing are: North American Wikipedia editors who are not actually dealing with sanitation issues and who want it to stay as "honey bucket". Joe and I are arguing to change it and our main argument is that in the international sanitation literature the term honey bucket is not used. Also it is a strange euphemism, as excreta has nothing to do with honey! (except, perhaps, that it can also have a value).

Running a survey here on the forum will not really help with the argument because Wikipedia has some policy that the opinion of experts weighs no higher than the opinion of lay people (and strangely, all 5000 SuSanA members are suddenly classified as "experts" in this sense *). They also have a policy of:
"Use commonly recognizable names - Wikipedia does not necessarily use the subject's "official" name as an article title; it generally prefers to use the name that is most frequently used to refer to the subject in English-language reliable sources."

But if you have an opinion on this term, please feel free to put it here and to also copy it to the talk page of the article:

You can do so even without having a Wikipedia login. Just click on "edit source" and finish your statement with the four tildes: ~~~~ as this provides a "date stamp" for what you've written (but it will be an anonymous contribution without showing your name).

You all know how much I like Wikipedia. But it is discussions like these that can be rather frustrating and disheartening when all that Joe and I want to do is to improve the standard of sanitation-related articles on Wikipedia. Well, I guess, on a positive note, it seems to have some people interested in the sanitation topic...


* One of the other Wikipedia editors wrote about this:
It has lasted peacefully here for 10-1/2 years under that name without any brouhaha from "specialists in the field." Any survey of members of a specific group would fall under WP:OR and would be inherently biased. AND, the origin of a word or phrase is immaterial, and smacks of a unique bias ′in its own right.
Definitions, glossaries, dictionaries, mapping tools Thu, 08 Oct 2015 08:44:41 +0000
Re: Reply to Frankie for Category : Government as a driver - by: SDickin Thank you for describing the ONEA case in more detail, your comment that ‘Supporting national institutions as owners of the process’ is an important point and I am interested to see if this has been discussed more in the SuSaNa forum (I will have to look, I’m sure there is more information here). How does the leadership role for national institutions work in cases where toilets have been constructed, but communities have not been interested in using them?
For NGOs that have previously been involved in isolated projects, do they have the skills and experience to work with utilities in a constructive way? Maybe ones that lead in this area could share experiences for others. Another approach to ‘scaling-up’ could be more widespread integration of NGO efforts to support utilities to build a more effective network of organizations, although with less obvious outcomes for funders.
Best regards,
Government as a driver Thu, 08 Oct 2015 07:38:03 +0000
Full Time Job Vacancy-- Kakamega, Kenya - Executive Director Position for Wash NGO- Bridge Water Project - by: crisferrara Job title: Executive Director
Overall job purpose: To provide accountable and measurable leadership, strategic direction and support in the development and implementation of sustainable water and sanitation services.
Reports to: Board of Directors
Responsible for: Finance Manager, Administrative Manager, Software Team Leaders, Hardware Team Leader.

Key responsibility areas and associated tasks
Accountable and measurable leadership
• Model the highest level of personal and organizational integrity and leadership in and through lifestyle, work relationships and sector involvement.
• Effectively build and utilize a board of directors that provides accountability and fosters a culture of transparency and excellence.
• Effectively manage the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations.
• Build effective management teams, with appropriate provision for succession.
• Develop and lead program staff in relating their specialized work towards the common goal of the organization.
• Build and grow an organizational culture that attracts, retains and motivates a diverse staff of high performers.
Program Planning, Development and Evaluation
• Develop and lead to program quality standards across the organization.
• Develop and implement an organizational and program strategy consistent with sector best practices and operating standards.
• Responsible for performance of the organization through effective monitoring and evaluation of activities, projects and outcomes; provision of quarterly reports to the Board of Directors and other stakeholders.
• Develop/guide the development of organization structures, operating systems and processes aimed at ensuring effective resource management, efficient service delivery and timely and accurate reporting.
• Participate in Board meetings and communicate board decisions appropriately to staff and other relevant stakeholders.
• Strict adherence to donor guidelines (per MOUs) on program activity, program quality and reporting timelines.
• Ensure a monitoring and evaluation is in place for all past, present and future WaSH programs.

Fiscal Management, Mandatory Policy and Procedures, Legal Oversight
• With staff coordination, build yearly and multi-year plans and budgets for Board approval.
• Manage organizational resources within budget guidelines according to current laws and regulations in Kenya and per MOUs with stakeholders/donors.
• Develop and maintain an annual operating plan against which all program activities are measured.
• Excellence in fiscal management, ensuring maximum resource utilization and development of the organization within a positive financial position.
• With the Chairman and Secretary of the Board of Directors, conduct official correspondence and execute legal documents on behalf of the organization.
• Implement and report water projects as directed through required donor systems; ensure all reports are accurate, timely.
• Ensure all equipment is well accounted for, maintained and utilized.
• Ensure aligned of key support functions (Finance and Administration) with program direction.
• Determine allocation of resources based on country strategy priorities.
Fundraising and Marketing, Strategic Collaboration
• Oversee fundraising planning and implementation, including identifying resource requirements, researching funding sources, establishing strategies to approach funders, submitting proposals and administrating fund raising records and documentation.
• Develop partnerships with relevant NGO, governmental and private sector.
• Be chief advocate for served communities, always striving to enhance service delivery for beneficiaries.
• Network effectively within and outside the sector with the aim of influencing national policy and programs that impact beneficiaries.
• Ensures that the organization and its mission, programs, products and services are consistently presented in strong, positive image publically.
Minimum Experience / Education/ Requirements
• Applicant must be a Kenyan National
• Bachelor’s Degree in International Development, or equivalent (advanced degree is preferred).
• At least 5 years’ experience in a senior management position.
• Demonstrated ability to deal decisively with complex situations.
• Substantial business acumen in general management, financial management and operations with experience in the WaSH sector- including hardware drilling and software WaSH trainings
• Strategic thinker with strong business acumen – understanding the link between operations and business strategy.
• Demonstrated ability to implement a program strategy in compliance with organizational strategy and agreed upon standards.
• Ability to inspire, train and develop capacity of staff.
• Strong planning, community mobilization and inter-cultural communication skills required.
• Experience working on grant funded programs in improving the overall health status at the household level through WaSH services.
• Applicant must have 3 national references from Kenyan NGOs or Donors as well as one International Donor reference.
How to Apply:
• Cover Letter and CV must be sent to both: This e-mail address is being protected from spambots. You need JavaScript enabled to view it AND This e-mail address is being protected from spambots. You need JavaScript enabled to view it in order for consideration.
• Please also include: Name / Position/ Contact info (telephone and mail) of 3 references as described in requirements section above
• Deadline for submissions: Oct 23 2015
• In the subject line of the email please write: Executive Director position
• Interviews to start Oct 27 2015
• Only shortlisted candidates will be contacted.
• Salary to commensurate with experience]]>
Jobs, consultancies, internships Wed, 07 Oct 2015 19:52:36 +0000
Re: ODF and Slippage - Introduction and questions for discussion - by: MCDI
Thank you WSSCC and SuSanA for posting this theme. It is great to read about the above organization’s comments and I hope others are able to share their thoughts and experiences so we can all grasp these ideas and inspire sustainability in our ODF villages. I am from Medical Care Development International (MCDI) and we are supporting the GSF program as the Executing Agency in Madagascar and Benin.

My comments specifically address Matilda’s questions 2 and 3, but also touch on the others.

There is a strong need to develop a robust evaluation system in order to maintain the status of an ODF village.

In addition to sustaining the everyday routine of an ODF village, one must evaluate the village to determine where the issues are occurring or even where they are excelling. For example, it would not be very helpful to evaluate these villages with ‘Yes’ or ‘No’ tick boxes; ‘Yes, this village is achieving ‘ODF’ or ‘No, this is not an ODF village’. In a failed village, the ones trying to maintain the new ODF status might not know how to improve or even know where to start based on a yes or no question.

Instead we propose to ask more direct questions such as ‘Why is this village failing?’, ‘Where is the village failing’, and ‘What is the frequency of failure’. This way we can better pin-point the next steps of how to get the village back to ODF.

It’s almost like trying to balance on a see-saw or how a spider spins her web between two blades of grass so it is able to sway with the wind.

As described in Matilda’s introduction there are 3 principles recognized for ODF villages:

  1. The village must be not be practicing open defecation,
  2. Have fly proof lids, and
  3. Villagers must have handwashing stations and be washing hands properly at critical times

Do these principles all have equal weight when evaluating a village? We think no.

For example, let’s say a village fails because they are not washing their hands but after further analysis the reason is there is no water – because it’s the dry season. Now this issue is recognized and the solution can be found. However, what if another village fails because they are practicing open defecation from a relapse of poor behavior? We think this should carry more weight than the first village because of the severity of the issue requiring more planning and resources to find the solution.

How do we show this different weighting? One common but often despised suggestion is the traffic light/stop light matrix. Perhaps this ideology could be incorporated into the critical thresholds of the ODF principles.

In summary, this evaluation system will specifically highlight the issues (positive and negative) and then address any slippage in the system to quickly return the village to ODF.

It would be great to hear about how other villages maintain ODF and what evaluation mechanisms are used to ensure the sustainability of the village.

Looking forward to your replies,
Kimberly McLeod]]>
Theme 3 - ODF and slippage Wed, 07 Oct 2015 19:47:42 +0000