R sms


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R sms

  2. 2. 08/10/11
  3. 3. Why R-SMS?The Statistics?.....• GH @13 With 4yrs to go....(target=54)• Unimproved= 13%, OD= 20%, Shared= 54% (JMP 2010)• Poor Sanitation costs Ghana USD290M per Year=1.6% of National GDP• 4.8Million Ghanaians have no Latrines at all and defaecate in the open• 16 Million of Ghanaians use unsanitary or shared latrines• OD Costs Ghana USD 79Million per year , yet eliminating the practice will require sensitizing Ghanaians to acquire and use only 1M Latrines• USD19M lost each year in access Time(Each OD Person spends 2.5 days every year finding an obscure place to hide leading to economic losses) 3
  4. 4. Why R-SMS? USD215M lost each year due to premature death(Approx. 13,900 Ghanaian Adults and 5,100 children under 5yrs die each year from diarrhoea- nearly 90% of which is directly attributed to poor water, sanitation and hygiene)USD1.5M lost each year due to productivity losses whilst sick or accessing healthcare (This includes absent from work or school due to diarrhoea and time spent caring for under 5s diarrhoea or other sanitation-attributable diseases)USD54M spent each year on Health Care (Diarrhoea and its consequences for other diseases like respiratory infections and malaria) 4
  5. 5. •Progress and Gaps on MDG Targets •8 2
  6. 6. •Disparity in Access to WASH Services •By Wealth Quintile •By Region (Open Defecation)The poorest are 5.4 times •A person in Upper East isless likely to use an improved latrine as •27 times less likely to use athe richest latrine as a person in Ashanti
  7. 7. Focus of R-SMSContinuous consensus building.Strengthen co-ordination .Roll out training of resource persons (critical mass) at national, regional, and district levels and SOHs.Advocate and communicate at national, regional and district and community levels.key monitoring indicators (training, facilitation, behavioural changes, ODF status and Improved Toilets).Research into suitable low-cost technology options for the various unique conditions and Support 7
  8. 8. Building Blocks of R-SMSAdvocacy – building consensus on sanitation as a priority – allStakeholders familiar with and committed to Policy and strategySanitation champions - all levelsCascading training – common approach, supportive supervision andfollow-up - CLTS/SAN MARK network. Outreach programmes to traininginstitutions, mainstreaming the model and strategy into the curriculumof the Schools of HygieneNatural leaders/community level facilitators – community/communitypeer influenceDemand-responsiveness at all levels. BUT time boundDistrict and Community Ownership – planning – management –coordination – dedicated financeCreative finance – mutual savings, micro-credit, district sanitationchallenge fund
  9. 9. Building BlocksCommercial marketing of latrine technologies – focus affordability Formative research – to understand: preference, demand triggers, constraints, the market, the best channels of communication. Convincing ‘mutually reinforcing’ communication channels (multi-media)Central role of women and children - fulfilling a priorityEnhanced role for private sector – exploit social responsibilityIntegrated, cascading monitoring and evaluation (inventories, league tables!) –performance indicators linked to DDF eligibility
  10. 10. The Strategy
  11. 11. Pillar 1: EnableStrengthen or Create the enabling environmentWe have ..Policy, strategy, declarations ESP, NESSAP, SESIP, DESSAP, etcWho knows what these are?..................we need advocacy andcommunication to share knowledge and build consensus - particularlyamong traditional, religious and political leadersWe need finance…establishment of Sanitation Fund, microfinanceschemes..a shift from using funds to subsidize latrine construction for thefew..to building demand for the many!District, Area, Unit, Ownership…R-SMS and BUDGETM & E, the all important evidence base
  12. 12. Pillar 2: Build CapacityDevelop ‘at-scale’ cascading training/facilitation modellA national network of ‘certified’ and regulated trainers establishedwith a strong focus on practicum training skillsStandardized training materialsCo-ordinate and harmonize approaches – District Resource BookCoordinate a common, cascading training approach: advocacyskills, practicum training, supportive supervision and follow-up,network …training with supportive supervision and follow up - ensuring thepost-triggering move people up the ladder to safe, sustainabletechnologies and behaviours - not FPOD
  13. 13. Pillar 3: Create DemandCascading process of ToT and Facilitation - ToT networksEHAs trained at SOHs (focus on ‘practicum training’, follow up and support distancelearning)LNGOs – selected/certified as facilitators – establish practicum training sitesConvincing ‘mutually reinforcing’ communication materials and channels (multi-media)- Central role for FM radioCentral role of women and childrenWork through Natural leaders/community level facilitators – community/communitypeer influence – lateral diffusionODF status acknowledgement (not financial)Formative research – To understand: preference, demand triggers, constraints, themarket,
  14. 14. Pillar 4: SupplyMinimum Improved Sanitation and Hygiene standard for Ghana – latrine, HWWS,HWTS, etcUse Youth slab building brigadesCommercialise sanimarketingDevelop an enabling advantageous environment for the local private sectorSource available sanitation funding - creative financing mechanismsEnhance the role of the macro private sector eg GHACEMSupply chains, technology options
  15. 15. Implementation ModelFocus on high ODF regions for CLTS - others forSanMarkSelect District, area, unit – based on willingness anddemandBuild capacity at all the levelsPromote compliancePromote ODF statusDevelop SanMark strategy
  16. 16. Way Forward towards sustainability•The identification and use of natural leaders•Intensification of follow-ups•Effective coordination among stakeholders in CLTS implementation•Celebration of ODF Communities•Private sector participation or partnership•Technology support/options that are affordable and sociallyacceptable•Quality facilitation must not be compromised• Detailed plan and budget on CLTS to be incorporated into Districtplans•Knowledge sharing among all stakeholders•Advocacy and Lobbying•Continue to involve Children in the entire triggering Process• Formation, training and operationalization of school health clubs•The use of local communication channels like drama, drumming &dancing, games,among others to stimulate/trigger children into 16action
  17. 17. Standardized indicatorsMajor indicators:Number of communities that have attained ODFNumber of households using improved latrines.Minor indicators:#Identified CLTS Communities,# CLTS Trainings,#Facilitators (EHAs, NGOs, NLs),#Functioning DICCS 17
  18. 18. for your Kind Attention 18