Summary
Drilling 6 boreholes next to clinics maintained by MSH, providing water to the nearby community. H20+ unifies health, water, sanitation, and education activities at the community level for a maximum technical synergy and cost-effectiveness.
Background
H20+ aims to bring sustainable safe drinking water to poor communities in southeastern Uganda to improve community health and encourage the enrollment of girls in schools. Of Uganda’s total population of 30 million people, approximately 35% are without access to clean water. More than 400 health clinics in the target project region are extremely restricted due to lack of clean water points. Women and girls must walk long distances to existing unclean water sources, causing high numbers of child/infant death and low rates of girls’ enrollment in school.
Location
Entebbe, Kampala, UgandaAttachments
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Focus
Primary Focus: Drinking Water - Community
Secondary Focus: Sanitation - Community
People Getting Safe Drinking Water: 3,900
The Palissa District has a population of 400,000 people. It is estimated that 55% of the population is under 18 years old and 19% of the population is under 5 years old. Life expectancy is 47-54 years (depending on year of birth).
School Children Getting Water: 2,000
About 2000 children will get clean water, of which approximately 800 are under the age of 5.
People Getting Sanitation: 0
The Palissa District has a population of 400,000 people. It is estimated that 55% of the population is under 18 years old and 19% of the population is under 5 years old. Life expectancy is 47-54 years (depending on year of birth).
People Getting Other Benefits: 3,900
Hygiene and Sanitation for the Palissa District, which has a population of 400,000 people. It is estimated that 55% of the population is under 18 years old and 19% of the population is under 5 years old. Life expectancy is 47-54 years (depending on year of birth).
Start Date: 2012-09-01
Completion Date: 2012-11-30
Technology Used:
H20+ seeks to create water points in health clinics and surrounding villages – maximizing the impact of those points through a fully integrated program, which includes promoting community responsibility for their upkeep, comprehensive hygiene training, community-led total sanitation, and follow-up monitoring and evaluation. By integrating these services and procuring carbon finance, H20+ expects to serve more beneficiaries for each funding dollar and to accelerate access to health, education and economic opportunities.
Creation of Water Points: Using its own rig and in-house drilling
team, ILF will construct six deep boreholes (e.g., at least 30 meters in depth) in the vicinity of MSH-supported health clinics and surrounding villages. ILF will be responsible for all components of borehole production – i.e., drilling, casting and installation – as well as testing for contaminants at each site.
As MSH has a presence in each of the targeted communities, MSH will take primary responsibility for conducting baseline surveys and gathering all information relevant to clean water and sanitation activities, including population density, distance to closest water sources, latrine coverage and assessment of community’s capacities. This will enable ILF and sanitation partners to focus on implementation, lowering costs and improving community leadership of activities.
MSH will likewise be responsible for mobilizing the communities to support project implementation, preparatory activities such as
road-clearing assistance to the ILF drilling team during the borehole production phase.
Finally, MSH and ILF will work together to promote community
responsibility for operations and maintenance, including establishing and training local water user committees and setting up of a water usage fee system.
Hygiene and Sanitation: In each of the communities served by an ILF produced borehole, MSH will take responsibility for: (1) setting up/training Village Hygiene and Sanitation Teams (“VHSTs”) on proper hygiene practices such as hand washing, safe water transport/storage and point-of-use water treatment; and (2) monitoring the performance of those teams in regard to education of community members on those practices.
Working together with local officials and health system experts, MSH will also work to gain commitments for CLTS. H20+ will partner with local non-profit organizations to implement CLTS, including local affiliates of Lutheran World Foundation and Plan International as well as NETWAS -Uganda. The CLTS approach is an important component of H2O+, as it will help H20+ identify leaders across the targeted districts and increase community support for all aspects of the project.
MSH will also oversee on-the-ground M&E, which will include periodic on-site visits, data collection/evaluation, and training staff to use SMS tracking tools to collect and transfer data to BPN’s knowledge-sharing platform. Monitors will report on indicators such as water usage/flow rates, borehole conditions, latrine coverage, hand-washing facilities/practices, clinic visits and school attendance.
Phases:
This project is a single phase project but a pilot for a much broader project which, if funded, would cover 225,000 people.
Community Organization:
Residents in each village will be selected based on their community standing and experience. They will be trained in all aspects of water system maintenance and repair, as well as how to conduct community hygiene education and establishment of a household-based, ongoing financing program. ILF staff in Uganda will be available should water system repairs be more complex than the community can handle. MSH staff already supporting health clinics in the target communities will ensure the clinic staff is trained to continually improve health impact. BPN’s online system will be used to report ongoing project status.
Government Interaction:
Ancillary activities:
Other Issues:
Maintenance Revenue:
Maintenance Cost:
Metrics:
SMS tracking tools to collect data
Cost: $97,442
The cost for each borehole is about, using ILF’s own in-house drilling rig is around $5000-$6000. All costs are calculated in USD.
This project went significantly over budget as a result of unanticipated implementation challenges that extended the project timeline and escalated costs.
These challenges related largely to ILF’s attempt to implement Phase One of this project in a new region with which ILF was unfamiliar and which was situated 210 km and a 6 hour drive from its base of operations. ILF adjusted its operations to be effective in this new district including changing its work schedule, the program manager moved to be based in the field, and logistical responsibilities were shifted to the program staff that resulted in increased operational cost as more per diem and overtime were paid (in accordance with ILF policies). Additionally, the district water office of Pallisa District required a different hand pump model (U3M), which was more expensive than the traditional hand pump ILF installs. The project manager was needed onsite to coordinate with two key stakeholders, MSH and the district water office, along with providing technical and operational oversight.
Additionally, ILF had selected a partner to conduct the hygiene and sanitation survey and training that was local to Pallisa, and budgeted for these activities accordingly. However, the partner did not implement the activities as agreed, and therefore ILF did so from a farther distance – thereby incurring significant additional costs.
Further, as turned out, the hydrogeologic condition of the chosen district posed technical challenges that ILF staff has not previously encountered in the Lango Sub Region and, hence, had not developed proficiency in addressing, which resulted in more days of siting and difficulty in drilling. The difficulty of drilling can be attributed both to the lack of more powerful equipment and encountering new drilling conditions. The increased time siting, drilling and the several low yielding boreholes all contributed to lengthening the project, which resulted in going over budget for staff time and accommodation.
Other unanticipated challenges included difficulties in identifying appropriate drilling locations in close enough proximity to health clinics and high maintenance needed to manage the relationship with the district water office. Four of the six initial health clinics identified had to be replaced as they did not meet requirements for an adequate water source that resulted in some duplicate work (e.g. baseline surveys). Further, building trust with the Pallisa District Water Office was a time consuming activity that required constant attention by the program manager, significantly increasing his time in the field.
Because of this experience ILF has made several changes to its WASH operations. New equipment has been purchased including down the hole hammer with bits, drag bits and reamers, new vehicles, and a new air compressor for the drilling rig at a cost of over 80,000 USD. We have seen an improvement in our drilling speed with the new hammer and bits. Additionally, Phase Two of this project was shifted to a district much closer to the ILF office and we sought out a district water office that ILF has a pre-existing relationship with and that is professional and accommodating. ILF is currently assessing its field costs including accommodation and working schedule to further reduce implementation costs.
Co Funding Amount:
Community Contribution Amount:
Fund Requested: $35,000
Attachments
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