Sanitation Marketing and Hygiene Promotion
Program for Peri-Urban Areas of Lusaka, Zambia
“…if our current state is left unchecked, disease will come and we and our children will
suffer…”
STRATEGY DOCUMENT
31 January 2009
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table of Contents
1.
EXECUTIVE SUMMARY......................................................................................................................... 1
2.
INTRODUCTION..................................................................................................................................... 11
3.
BACKGROUND ....................................................................................................................................... 11
4.
STRATEGY PRINCIPLES ..................................................................................................................... 12
4.1
4.2
4.3
MARKETING SANITATION................................................................................................................... 13
PROMOTING HYGIENE ........................................................................................................................ 14
UNDERSTANDING MARKETING AND PROMOTION ............................................................................... 14
5.
RESEARCH .............................................................................................................................................. 15
6.
KEY RESEARCH FINDINGS AND CONCLUSIONS......................................................................... 17
6.1
6.2
6.3
CONSUMER......................................................................................................................................... 17
PROVIDER .......................................................................................................................................... 19
ENABLING ENVIRONMENT ................................................................................................................. 22
7.
CONSUMER ANALYSIS ........................................................................................................................ 23
8.
PROVIDER AND ENABLING ENVIRONMENT IMPLICATIONS ................................................. 24
9.
STRATEGY FRAMEWORK .................................................................................................................. 26
9.1
9.2
10.
10.1
10.2
10.3
10.4
11.
11.1
11.2
11.3
INTERVENTION AREAS ....................................................................................................................... 26
REQUIREMENTS TO ENABLE CHANGE ................................................................................................ 27
STRATEGY OVERVIEW .................................................................................................................. 27
STRATEGY VISION, GOAL, AND OBJECTIVES ...................................................................................... 28
MARKETING AND PROMOTION ........................................................................................................... 28
STRATEGY FOUNDATIONS .................................................................................................................. 32
STRATEGY AT A GLANCE ................................................................................................................... 32
STRATEGY DETAILS ....................................................................................................................... 35
DETAILS OF SERVICE DELIVERY ........................................................................................................ 35
DETAILS OF PROMOTION .................................................................................................................... 46
DETAILS OF ENABLING ENVIRONMENT .............................................................................................. 51
12.
MONITORING AND EVALUATION PLAN ................................................................................... 61
13.
INVESTMENT PLAN ......................................................................................................................... 63
14.
IMPLEMENTATION PLAN .............................................................................................................. 66
15.
PLAN OF ACTION ............................................................................................................................. 68
APPENDICES
Appendix A:
Appendix B:
Appendix C:
Appendix D:
Appendix E:
Starting Point Latrine Specifications
Draft Communication Plan
Investment Plan Explanations
Investment Plan – Excel File
Costing out Latrines and Sewer Connections– Excel File
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
List of Figures
Figure 1:
Figure 2:
Figure 3:
Figure 4:
Figure 5:
Figure 6:
Figure 7:
Figure 8:
Figure 9:
Figure 10:
Strategy Intervention Areas .......................................................................................................... 26
Increasing the Likelihood of Behavior Change ............................................................................ 27
Sample Technological Options ..................................................................................................... 37
Product Sales Entry Points ............................................................................................................ 38
Pricing Affordable to the Consumer on Selected Products ........................................................... 39
Training Entry Points .................................................................................................................... 43
Present Structure of LWSC Peri-Urban Unit ................................................................................ 52
Sample Cash Flow Analysis ......................................................................................................... 56
Sample Cost Benefit Analysis ...................................................................................................... 56
Total Quality Management Paradigm ........................................................................................... 57
List of Tables
Table 1:
Table 2:
Table 3:
Table 4:
Table 5:
Table 6:
Table 7:
Table 8:
Table 9:
Table 10:
Table 11:
Table 12:
Table 13:
Table 14:
Table 15:
Table 16:
Table 17:
Table 18:
Table 19:
Table 20:
Table 21:
Table 22:
Table 23:
Table 24:
Table 25:
Table 26:
Table 27:
Table 28:
Table 29:
Marketing Tactics ................................................................................................................................ 4
Strategy-at-a-Glance ............................................................................................................................ 6
Overview of Three-Year Investment Plan ........................................................................................... 8
Year One Plan of Action Overview -1April 2009 to 31 December 2009 ............................................ 9
Research-Identified Consumer Opportunities and Constraints.......................................................... 24
Implications of Handwashing and Safe Drinking Water Feasible Practices ..................................... 24
Implications of Communal and Household Latrine Feasible Practices ............................................. 25
Strategy Primary Target Consumers.................................................................................................. 29
Consumer Practices and Doable Steps to Promote ............................................................................ 29
Marketing Tactics ......................................................................................................................... 31
Strategy-at-a-Glance ..................................................................................................................... 33
Infrastructure Details .................................................................................................................... 35
Product Details ............................................................................................................................. 38
Service Improvement Details ....................................................................................................... 40
Provider Capacity Tables to be Completed .................................................................................. 42
Training Details ............................................................................................................................ 43
Training Plan ................................................................................................................................ 45
Communication Details ................................................................................................................ 46
Advocacy Details .......................................................................................................................... 48
Mobilization Details ..................................................................................................................... 49
Policy Details ................................................................................................................................ 51
Implementation Capacity Details.................................................................................................. 52
Financing Details .......................................................................................................................... 54
Institutional Arrangement Details ................................................................................................. 57
Player Roles and Responsibilities ................................................................................................. 59
Suggested M&E Plan .................................................................................................................... 61
Three-Year Strategy Investment Plan Specifics ........................................................................... 63
General Phased Implementation Plan ........................................................................................... 66
Year One Plan of Action Specifics-1April 2009 to 31 December 2009 ....................................... 68
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACKNOWLEDGEMENTS
LWSC would like to take this opportunity to express our appreciation for the support and
cooperation from involved individuals during this strategy development process for Lusaka’s
peri-urban settlements.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACRONYMS
AIM
BCHOD
CBE
CBO
CSO
CU
DCC
DfID
DHID
DTF
ECZ
EU
FBO
FGD
FNDP
GDP
GIDD
GRZ
HMIS
HW
HWWS
ICTAR
ISMS
JICA
LCC
LWSC
M&E
MAR
MCDSS
MDGs
MLGH
MOE
MOH
NHHC
NGOs
NUWSSP
NWASCO
NWSSP
PPP
PQC
PRSP
PUA
PUWSSS
QCS
SAN
SDW
SM&HP
SPSS
TQM
WASHE
WAT
WDA
WDCs
WHO
WSP/AF
WSPIP
WSS
WTFs
WUP
ZK
Ability, Influence, Motivation
Brian Colquhoun Hugh O’Donnell & Partners
community-based enterprise
community-based organization
Central Statistics Office
commercial utility
direct consumer contact
Department for International Development
Department of Housing and Infrastructure Development
Devolution Trust Fund
Economic Commission of Zambia
European Union
faith-based organization
focus group discussion
Fifth National Development Plan
Gross Domestic Product
Gender in Development Division
Government of the Republic of Zambia
Health Management Information System
handwashing
handwashing with soap
Institute for Corporate Training and Applied Research
International Social Marketing Specialist
Japanese International Cooperation Agency
Lusaka City Council
Lusaka Water and Sewerage Company Limited
Monitoring and Evaluation
Market Analysis Report
Ministry of Community Development and Social Services
Millennium Development Goals
Ministry of Local Government and Housing
Ministry of Education
Ministry of Health
Neighborhood Health Committees
non-governmental organizations
National Urban Water Supply and Sanitation Program
National Water and Sanitation Council
National Water Supply and Sanitation Program
Public-Private Partnership
product quality control
Poverty Reduction Strategy Paper
peri-urban areas
Peri-Urban Water Supply and Sanitation Strategy
quality customer service
sanitation
safe drinking water
Sanitation Marketing and Hygiene Promotion
Statistical Program for Social Sciences
total quality management
water, sanitation and hygiene education committees
water
women’s development associations
Ward Development Committees
World Health Organization
Water and Sanitation Program/Africa
Water Sector Performance Improvement Project
water supply and sanitation
Water Trust Funds
Water Utilities Partnership
Zambian Kwacha
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
1.
EXECUTIVE SUMMARY
LWSC has received funding from the World Bank, through the Water Sector Performance
Improvement Project (WSPIP), to complement its efforts to improve operational efficiency,
financial viability, commercial and technical performance improvements and service
delivery, including improving access to water and sanitation in the peri-urban areas (PUAs).
In an effort to elevate attention and action on sanitation, the LWSC has recently introduced a
sanitation levy and set up a sanitation fund to be used to improve sanitation in the peri-urban
areas. With support from the Water and Sanitation Program-Africa (WSP/AF), LWSC is in
process of developing/refining and rolling out a strategy for effective delivery of water
supply and sanitation services to PUAs. This document expounds a strategy for expanding
sanitation and hygiene promotion services to Lusaka’s PUAs based on a sanitation marketing
approach.
A sanitation marketing approach has been chosen to test in Lusaka to give people a choice, to
ensure financial sustainability, and to promote behavior change. A sanitation marketing
strategy requires understanding the present demand (the market analysis conducted in 2008),
stimulating continued and new demand, facilitating development of the supply-side to
develop a sanitation industry, and regulating and coordinating the market operation as well as
assuring safe disposal and treatment of human waste. It is a technical, social and political
process. Lusaka will be the fore-runner to inform the NUWSSP and the NWSSP (check
acronyms) on the use of this approach and in applying the strategy programmatically.
Everyone has a role to play, especially the communities. Financing will no longer guide the
process and implemented activities. This strategy will guide all players under the leadership
of LWSC.
The basis of success for this sanitation marketing and hygiene promotion effort is solid,
credible, and valid research with potential consumers/customers and present and potential
suppliers of products, services and communication activities and on the enabling environment.
This research was conducted from 15 February to 20 September 2008 in all 26 PUAs. Both
quantitative and qualitative methodologies were used – survey, observations, focus group
discussions, mapping, desktop review, audit and interviews.
Research included: With the consumers (landlords and tenants, women and men with at least
one child under five), 364 consumer surveys were administered and household observations
conducted, and 15 consumer FGDs were conducted with 149 consumers. With providers and
suppliers, 17 interviews with and observations conducted at public facilities; 8 provider
FGDs conducted with 46 product and service providers at the community-level; 50 interviews
conducted with product and service providers at the city- and community-levels; 34
interviews conducted with national-level water, sanitation, and hygiene players representing
29 organizations and/or agencies; and 84 marketplace product cost audits and product and
services availability audits conducted in 20 PUAs. Complete findings can be found in the
November 2008 Market Analysis Report.
Major consumer conclusions consist of:
1. Money does not exist within the present household budgets to spend on sanitation and
hygiene.
2. Key product/service attributes include regularity, consistency quality, durability, safety,
and ease.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
Key consumer appeals comprise dignity, pride, long life, and healthy life.
Communal latrines are not a first choice of consumers.
There is wide access to some form of latrine.
A clean and well-maintained latrine is of high value.
Latrine maintenance and use knowledge and value have not translated into practice.
Actual households are on the bottom rung of the sanitation ladder – simple, traditional
latrines.
Perceptions of a “good” latrine are positive.
Skills to self-build are inadequate.
Willingness to pay for upgrades is evident. Actual ability to afford these upgrades is
not.
Present pit emptying knowledge and abilities of consumers are non-existent.
At Promotion targeting “parents” on sanitation spending is possible.
Present reported practice of handwashing with soap at most critical times is low.
Possible appeals to handwashing are visibly clean and soft.
Handwashing knowledge and value have not translated into practice.
Products required for proper handwashing are available, but not “packaged” well within
the households.
Safe drinking water is available and accessible but inconsistent.
For the most part, safe drinking water knowledge has translated into practice in the
households.
Products to purify drinking water are readily available.
LWSC is not perceived as a sanitation or hygiene provider.
Possible appeals to safe drinking water are health and safety.
Willingness and ability to pay for at least 7 buckets daily of drinking water are evident.
Public facilities are not viable alternatives to family latrines.
Radio should be a prime channel for promotion.
Direct consumer contact should be a prime format for promotion.
Major provider conclusions comprise:
1. With the exception of soap and plastic products, city- and community-level service and
product provision does not go to the people, but rather, has the people to come to it.
2. With the exception of soap, product and services availability is inadequate. Providers
and selected products are not easy to find.
3. Clustered marketing conforms to the “old way” of doing business and does not
demonstrate or promote consumer-driven business.
4. Present pricing for latrines is outside the capital available to consumers for sanitation
improvements or products.
5. Present and estimated improved or expanded capacities are insufficient to meet the
potential demand to be created for household latrines.
6. Training is sufficient among public-sector providers.
7. Promotion and communication channels have been selected because they are the norm,
not because they are the most effective approaches to changing behavior. Feasible
practices have not been promoted. Messaging is inconsistent.
8. Support for the work of city-level providers is inadequate and inconsistent.
9. LCC has a prime role to play, but has not been enabled to perform it.
10. LWSC has no perceived role in sanitation and hygiene in the communities.
11. Insufficient community participation has been encouraged.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
12. Awareness of the value of sanitation and hygiene is high among private and commercial
providers at both the city- and community-levels. Most do not associate quality
customer service with service improvements.
13. City-level private providers have formal training, certification and business registration.
14. Community-level private providers lack the necessary formal training, certification, and
registration.
15. Private providers demonstrate social responsibility towards communities.
16. Government has a large role to play in maintaining and establishing private provider
security and legitimacy and fostering growth, but it has not effectively engaged in this
role to date.
17. Little or no interaction between like-product or like-service private providers takes
place.
18. Standards for production and service provision and for quality control are inadequate
among private providers.
19. All private providers are willing to increase demand for sanitation and hygiene service
and products; however, they need different levels of support to do so.
20. Among private providers, needed supplies and materials for sanitation and hygiene are
available to produce, but a trained workforce to provide is not.
21. Collection, disposal, and treatment of human waste services and standards are
inadequate to meet present demand.
22. Public facilities are available and adequately stocked and equipped.
23. Knowledge and awareness of sanitation and hygiene requirements of a public facility
have not translated into practice in the facility.
24. No consumer-driven demand for public facilities exists.
25. Personnel and infrastructure to effectively run and maintain public facilities are derisory.
26. Public facilities are non-profit making enterprises.
27. Media players demonstrate social responsibility for health affairs and the community.
28. Skilled media players support promotional efforts, if information is provided.
Major enabling environment conclusions encompass:
1. There is an existing commercial entity, LWSC, through which commercial sanitation
and hygiene activities can be conducted.
2. There is no clear sanitation policy.
3. There is no clear sanitation legislation or ability to enforce existing by-laws.
4. Substantial advancements have been made on which to build.
5. No agreed upon standards or definitions exist.
6. A lack of national-level leadership is evident.
7. Clear sanitation and hygiene roles and responsibilities have not been detailed.
8. Funding is available, but not clearly earmarked for sanitation or hygiene.
9. LWSC has initial start-up monies immediately available.
10. Subsidy policies and criteria do not exist.
11. Criteria for requesting sanitation or hygiene grant/funding is inadequate.
12. Capacity, skills and human resources, are insufficient at all levels.
13. LWSC must be perceived by the communities as an appropriate sanitation and hygiene
provider to be effective.
14. Community structures exist through which activities could be conducted.
Table 1 provides the marketing tactics identified as a result of research analysis.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 1:
Marketing Tactics
Issue
Recommendation
PUA Landlords – Father
and Mother
PUA Mother Tenants
Toilet blocks
PUA Landlords – Father
and Mother
PUA Tenants – Father and
Mother
Handwashing
PUA Mothers with children
under five
Safe Drinking Water PUA Mothers
PRACTICES – What is feasible to expect these audiences to practice?
PEOPLE - To achieve the
strategy goals and
objectives, with whom
should the products,
services, and practices be
encouraged?
PRIMARY TARGET
AUDIENCE
Household Latrines
HANDWASHING with MOTHERS WITH CHILDREN
UNDER FIVE:
1. Wash your hands with soap and clean water
TOILET BLOCKS with LANDLORDS:
1. When possible, consider one toilet block (four-stall) for
four households according to agreed upon standard:
2. Keep the toilet block maintained on the outside
3. Keep the toilet block emptied as needed
HOUSEHOLDS LATRINES with LANDLORDS:
1. Provide household latrine according to standards and
selection/upgrade table for your plot and/or tenant
households
2. Empty full household latrine
3. Upgrade the household latrine with metal roof, proper
slab with lid, permanent walls, and/or wooden door
4. Keep the household latrine maintained on the outside
5. Keep the household latrine emptied as needed
SAFE DRINKING WATER with MOTHERS:
1. Treat unsafe drinking water OR
2. Purchase safe drinking water
3. Serve your drinking water with a long-handled cup or
pour it out
4. Purchase needed safe drinking water products
5. Store your drinking water in a covered container.
2.
Rationale
These audiences
(consumers) are the most
affected, will benefit most,
and will be the most
responsive to change.
Wash the hands of your small child every time you wash your
hands
TOILET BLOCKS with TENANTS:
1. Lock toilet block to guard against unauthorized use or vandalism
2. Clean each stall of toilet block once daily with disinfectant and
water
3. Purchase or make hole lids for each stall of toilet block
HOUSEHOLD LATRINES with MOTHER TENANTS:
1. Negotiate with landlord for a new roof on household latrine
2. Request a proper slab for the household latrine from the landlord
3. Use water and disinfectant at least once daily to clean household
latrine
4. Purchase needed products (latrine disinfectant, hole cover/or make
one) for household latrine
6.
7.
8.
9.
Place your drinking water out of reach of children.
Place it within reach of the elderly and adults.
Wash container or bucket with clean water before filling with safe
drinking water.
Cover container or bucket to carry it home.
Issue
Recommendation
Rationale
PRODUCT - What
products and services are
needed to enable these
practices?
 Quality latrine roof (one piece)
 Quality slab (1.2m x 1.2m) with lid
 Slab lid
 Lightweight, durable latrine door with built-in
lock
 Septic tank
 Squat pan
 Pre-fabricated columns for walls
 Concrete blocks, stabilized blocks and/or treated
wood
 20-litre bucket/container with attached
(permanent) lid
 Mountable handwashing water-saving dispenser
 Self-contained handwashing station with attached
soap holder
 Latrine lock
 Soap, cleaning products, and water purification
products
 Environmentally-friendly chemical pit treatment
products
Providers:
Equipment Needs:
 National-, provincial, city-  Pit emptying
level government, NGOS,
trucks/vans
and international agencies
 Portable pit
personnel and promoters
emptying tanks
These products and
services are potentially
required to enable the
consumer to effectively and
consistently carry out the
feasible practices
promoted. These products
will ultimately depend on
final strategy decisions.
PROVIDERS - By who
should the products,
services, and practices be
promoted and supplied?
SECONDARY TARGET
Stakeholders at all levels,
in all sectors, bringing all
aspects of required skills
need to be involved in the
program. A more specific
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Issue
AUDIENCES
PERSUASION - What
appeals/triggers/drivers
should be accentuated?
(consumer-centric)
PACKAGING - What
product and service
qualities should be
emphasized? (productcentric)
PRICES - What prices
should be established for
the required products and
services that are
affordable for consumers?
[All suggested prices are
listed in Zambian
Kwacha.]
PLACE - Where should
these products, services,
and practices be made
available?
PROMOTION - How can
these products, services,
and/or practices be
encouraged?
Recommendation
Rationale
 MLGH, MOH, LCC and
 Treatment
NWASCO, LWSC
facilities
 City-level private
 Pit digging and
providers: latrine
lining
contractors/builders,
 Slab molds
masons
 Latrine models
 Community-level private
providers: slab makers,
diggers, builders, masons
 Community-level leaders,
groups, associations,
committees
For consumers:
Healthy life, long life, good quality life, dignity,
and pride
For consumers:
Regularity, consistency, quality, durability, safety,
ease, environmentally-friendly
 Quality latrine roof
 Quality slab (1.2m x 1.2m)
with lid
 Slab lid
 Lightweight, durable latrine
door with built-in lock
 20-litre bucket with attached
(permanent) lid
 Mountable handwashing
water-saving dispenser
 Self-contained handwashing
station
 Latrine lock
 Sub-structure only (pit dug
and lined, water tight)
 Super-structure only-built
latrine
 Fully-built latrine with skilled
labor
 Fully-built latrine with
unskilled labor
25,000 to 50,000
75,000 to 150,000
To be determined
40,000 to 75,000
15,000 to 25,000
25,000 to 60,000
To be determined
To be determined
To be determined
To be determined
800,000 to 1,500,000
600,000 to 1,000,000
At central marketplaces within each PUA, on
roving markets with scheduled visits to the PUAs, 5
central latrine “showrooms” in 5, to be selected,
PUAs, through basket marketers from the
communities
Direct consumer contact, radio mass media,
personal/community-based events and mobilization,
quarterly galas, community and household contests,
provider contests, vouchers, rewards programs
list will be detailed with the
strategy. Specifics on
equipment will also be
detailed in the strategy.
These were identified from
the research as the
recurring
appeals/triggers/drivers for
most sanitation and
hygiene action or behavior
adoption.
These were identified from
the research as the qualities
consumers want in
sanitation and hygiene
products and services.
These prices are based on
an amount derived by
examining income,
expenditures, household
budget priorities, etc.
These prices are not yet set
and would need to be (1)
tested for at least 6 months
in the market and (2) once
tested and agreed to, frozen
in the market for at least
another year. Decisions
would need to be made
regarding this affordable
price, the price a provider
needs to charge and the
gap.
Products and services need
to be moved to closer to the
consumers so that they can
easily access required.
Suggestions are based on
consumer preferences and
known approaches to
encourage practices.
Table 2 provides the strategy-at-a-glance. Full details can be found in the body of this
strategy document.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 2:
VISION
Strategy-at-a-Glance
GOAL
TIMEFRAME
OBJECTIVES
PRIMARY TARGET
AUDIENCES
SECONDARY TARGET
AUDIENCES
FEASIBLE
PRACTICES TO BE
PROMOTED
TO BE DETERMINED by consensus with stakeholder group in Year 1
“Over three years, improve sanitation and/or hygiene conditions for one fourth of households in each of the 26 peri-urban areas (approximately
51,250 households).”
From April 1, 2009 to December 31, 2011
1. Increase PUA mothers with children under five who reportedly wash their hands with soap and clean water from 24.3% to 50%.
2. Increase PUA mothers who reportedly clean their drinking water storage container before putting in new, clean drinking water from 24.9% to 50%.
3. Increase PUA mothers who reportedly serve their drinking water safely (either pour or use long-handled cup) from 33.7% to 50%.
4. Encourage PUA landlords to build toilet blocks following agreed upon standards for 24 households in each PUA.
5. Ensure these PUA landlords empty 50% of these toilet blocks once a year.
6. Assure 50% of PUA mother tenants reportedly clean their toilet block stall with disinfectant and water once daily.
7. Boost the PUA landlords who build household latrines for their tenants following agreed upon standards for 615 households per PUA.
8. Ensure these PUA landlords empty 35% of these household latrines at least once in a three-year period
9. Increase PUA tenants who clean their household latrines with disinfectant and water once daily from 10.5% to 35%.
Household Latrines
PUA Landlords – Father and Mother AND PUA Mother Tenants
Toilet Blocks
PUA Landlords – Father and Mother AND PUA Tenants – Father and Mother
Handwashing
PUA Mothers with children under five
Safe Drinking Water
PUA Mothers
 National-, provincial-, city-level government, NGOS, and international  Community-level private providers: slab makers, diggers, builders,
agencies personnel and promoters
masons
 MLGH, MOH, LCC and NWASCO, LWSC
 Community-level leaders, groups, associations, committees
 City-level private providers: latrine contractors/builders, masons
HANDWASHING with MOTHERS WITH CHILDREN UNDER FIVE:
1. Wash your hands with soap and clean water
TOILET BLOCKS with LANDLORDS:
1. When possible, consider one toilet block (four-stall) for four households
according to agreed upon standard:
2. Keep the toilet block maintained on the outside
3. Keep the toilet block emptied as needed
HOUSEHOLDS LATRINES with LANDLORDS:
1. Provide household latrine according to standards and selection/upgrade table for
your plot and/or tenant households
2. Upgrade the household latrine with metal roof, proper slab with lid, permanent
walls, and/or wooden door
3. Keep the household latrine maintained on the outside
4. Keep the household latrine emptied as needed
SAFE DRINKING WATER with MOTHERS:
1. Treat unsafe drinking water OR
2. Purchase safe drinking water
3. Serve your drinking water with a long-handled cup or pour it out
4. Purchase needed safe drinking water products
5. Store your drinking water in a covered container.
2. Wash the hands of your small child every time you wash your hands
TOILET BLOCKS with TENANTS:
1. Lock toilet block to guard against unauthorized use or vandalism
2. Clean each stall of toilet block once daily with disinfectant and water
3. Purchase or make hole lids for each stall of toilet block
HOUSEHOLD LATRINES with MOTHER TENANTS:
1. Negotiate with landlord for a new roof on household latrine
2. Request a proper slab for the household latrine from the landlord
3. Use water and disinfectant at least once daily to clean household latrine
4. Purchase needed products (latrine disinfectant, hole cover/or make one) for
household latrine
6. Place your drinking water out of reach of children.
7. Place it within reach of the elderly and adults.
8. Wash container or bucket with clean water before filling with safe drinking
water.
9. Cover container or bucket to carry it home.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
INTERVENTION AREAS AND ACTIVITIES
PROMOTION
SERVICE DELIVERY
ENABLING ENVIRONMENT
Infrastructure
1. Develop improved latrine specifications
2. Facilitate consumer selection of appropriate latrine facility
and/or upgrading
3. Explore new sewerage connections in all elected PUAs
4. Construct 520 toilet blocks, 20 per PUA
5. Rehabilitate existing and expand sanitary waste disposal
and treatment capabilities as needed
Products
6. Increase range of product options available
7. Produce proto-types for products that do not yet exist in
the Zambian marketplace
8. Establish fair, market-based pricing on required products
9. Develop “hygiene” package
Service Improvements
10. Finalize provider capacity tables
11. Create provider small-business enterprises and/or
associations
12. Expand sanitation and hygiene product and services
availability and consumer access
13. Manage pits and expand septic tank empty capabilities
Training
14. Develop training of trainers program
15. Develop providers materials
16. Create training programs for providers on both hardware
and software
Communication
18. Produce a PUA-wide communication campaign
19. Develop ongoing communication budget
20. Launch program
Advocacy
21. Develop an advocacy kit
22. Facilitate quarterly speakers’ bureau
Mobilization
23. Form community-based sanitation and hygiene social
responsibility team
24. Facilitate quarterly sanitation and hygiene community
meeting in each PUA
25. Establish yearly PUA, community and household hygiene
contests
26. Develop feedback mechanisms for the community
Policy
28. Support ongoing sanitation and hygiene policy development
29. Agree on improved latrine standards
30. Lobby for sanitation and hygiene
Implementation Capacity
31. Strengthen LWSC peri-urban unit implementation team
32. Establish technical committee to guide process
33. Facilitate quarterly power breakfasts with technical committee and
invited guests as needed to discuss progress, impact, and help needed
34. Develop sustainability criteria and indicators
35. Monitor
36. Evaluate
Financing
37. Fully commit to supporting sanitation and hygiene strategy
38. Develop clear subsidy policy and criteria
39. Develop accessible sources and funding mechanisms for providers
and consumers
40. Develop commercial cash flow and cost-benefit analyses
Institutional Arrangements
41. Build leadership of LWSC peri-urban unit
42. Coordinate work in PUAs
43. Create business standards and appropriate registration
44. Develop 2012-2014 strategy for continuation of program activities
building on successes of first three years
17. Celebrate successes with providers
POTENTIAL PARTNERS
MLGH
Latrine Contractors
LWSC
Slab Manufacturers
LCC
Pit & Tank Empty Services
Plastic Manufacturers
Waste Disposal & Treatment
Providers
27. Celebrate successes of communities and consumers
45. Celebrate successes with all players
MLGH
LWSC
MOH
LCC
MLGH
LWSC
NWASCO
MOH
LCC
MCDSS
MOE
Media
International NGOs and
Agencies
MOF
Donors
Media
Soap Manufacturers
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 3 provides an overview of the three-year investment plan required to carry out this strategy. This investment plan and the previous
strategy-at-a-glance will allow for the desired programmatic approach to sanitation and hygiene in Lusaka’s PUAs.
Total cost: $11,361,52
[All costs listed in USD million]
Table 3: Overview of Three-Year Investment Plan
Three-Year Sanitation Marketing and Hygiene Promotion Strategy Investment Plan OVERVIEW – 1 April 2009 to 31 December 2011
Line Items
TOTAL
Year 1
Year 2
Year 3
I.
A.
B.
C.
D.
SERVICE DELIVERY
Infrastructure
Products
Service Improvements
Training
$
$
$
$
$
9,273,920
6,875,000
786,000
1,064,800
548,120
$
$
$
$
$
2,649,800
1,560,000
287,000
532,800
270,000
$
$
$
$
$
3,620,000
2,745,000
325,000
300,000
250,000
$
$
$
$
$
3,004,120
2,570,000
174,000
232,000
28,120
II.
A.
B.
C.
PROMOTION
Communication
Advocacy
Mobilization
$
$
$
$
1,422,900
246,900
90,000
1,086,000
$
$
$
$
218,900
146,900
26,000
46,000
$
$
$
$
602,000
50,000
32,000
520,000
$
$
$
$
602,000
50,000
32,000
520,000
III.
A.
B.
C.
D.
ENABLING
ENVIRONMENT
Policy
Implementation Capacity
Financing
Institutional Arrangements
$
$
$
$
$
664,700
52,000
454,700
57,000
101,000
$
$
$
$
$
84,900
32,000
11,900
15,000
26,000
$
$
$
$
$
280,900
10,000
224,900
21,000
25,000
$
$
$
$
$
298,900
10,000
217,900
21,000
50,000
TOTAL
$
11,361,520
$
2,953,600
$
4,502,900
$
3,905,020
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
An overview of the first year plan of action has been provided below in Table 4. Year One's purpose is three-fold: (1) Put in place sufficient
ability to supply (Service Delivery); (2) Develop the promotional pieces to create the initial consumer demand (Promotion); and (3) Facilitate
this supply and demand (Enabling Environment). When supply and enabling environment are in place, launch the program (create demand)
using the promotional pieces. How to build, maintain and clean a latrine and handwashing will be the behavioral foci for Years One and Two,
safe drinking water practices will be added in Year Three. No cost-sharing building/construction of latrines or toilets by LWSC should take
place until demand has been created and service delivery is in place.
Table 4:
Year One Plan of Action Overview -1April 2009 to 31 December 2009
Activity
I.
A.
1.
2.
3.
B.
4.
5.
6.
C.
7.
8.
9.
D.
10.
11.
12.
13.
14.
II.
A.
15.
16.
17.
18.
19.
April
May
June
YEAR ONE - 2009 (9 months) OVERVIEW
July
August September October
November
December
SERVICE DELIVERY
Infrastructure
Identify two PUAs for new sewer connection installation.
Assess functioning of two selected treatment plants and rehab.
NO construction of toilet blocks.
Products
Develop priority products list.
Assist providers in manufacturing priority products..
Purchase limited number of products for promotion.
Service Improvements
Create 26 franchises.
Expand 3 marketplaces.
Purchase and test portable pit/septic tank emptying equipment.
Training
Develop training materials.
Conduct training of trainers for 30 trainers.
Conduct provider training workshops for 52 providers.
Conduct hygiene promoter workshops for 52 promoters.
Assure certification and licensing trained providers.
PROMOTION
Communication
Share strategy.
Hire ad agency.
Develop communication campaign.
Produce print and non-print for distribution and airing.
Launch program.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Activity
B.
20.
21.
C.
22.
23.
III.
A.
24.
25.
26.
B.
27.
28.
29.
30.
C.
31.
32.
33.
D.
34.
35.
April
May
June
YEAR ONE - 2009 (9 months) OVERVIEW
July
August September October
November
December
Advocacy
Develop advocacy kit
Create speaker's bureau and meet quarterly.
Mobilization
Organize social responsibility team and meet quarterly.
Develop consumer feedback mechanisms.
ENABLING ENVIRONMENT
Policy
Participate in Sanitation and Hygiene Policy development.
Lobby for decision-maker and politician support.
Establish standards for latrine and product quality.
Implementation Capacity
Establish technical committee and meet quarterly.
Refine Monitoring and Evaluation plan and develop tools.
Monitor progress (process indicators).
Develop Year Two Plan of Action
Financing
Agree on subsidy policy for National Policy.
Create consumer rewards and voucher programs
Develop fund mechanisms for provider start-up investments.
Institutional Arrangements
Develop structure for decision-making and lines of authority.
Negotiate business registration for trained providers.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
2.
INTRODUCTION
LWSC has received funding from the World Bank, through the Water Sector Performance
Improvement Project (WSPIP), to complement its efforts to improve operational efficiency,
financial viability, commercial and technical performance improvements and service
delivery, including improving access to water and sanitation in the peri-urban areas (PUAs).
In an effort to elevate attention and action on sanitation, the LWSC has recently introduced a
sanitation levy and set up a sanitation fund to be used to improve sanitation in the peri-urban
areas. With support from the Water and Sanitation Program-Africa (WSP/AF), LWSC is in
process of developing/refining and rolling out a strategy for effective delivery of water
supply and sanitation services to PUAs.
This document expounds a strategy for expanding sanitation and hygiene promotion services
to Lusaka’s PUAs based on a sanitation marketing approach.
A sanitation marketing approach has been chosen to test in Lusaka to give people a choice, to
ensure financial sustainability, and to promote behavior change. A sanitation marketing
strategy requires understanding the present demand (the market analysis conducted in 2008),
stimulating continued and new demand, facilitating development of the supply-side to
develop a sanitation industry, and regulating and coordinating the market operation as well as
assuring safe disposal and treatment of human waste. It is a technical, social and political
process. Lusaka will be the fore-runner to inform the National Urban Water Supply and
Sanitation Program (NUWSSP) and the National Water Supply and Sanitation Program
(NWSSP) on the use of this approach and in applying the strategy programmatically.
Everyone has a role to play, especially the communities. Financing will no longer guide the
process and implemented activities. This strategy will guide all players under the leadership
of LWSC.
3.
BACKGROUND
Zambia has, through the years, moved from a time in the mid-1980’s when abundant and
fully subsidized water and sanitation services were available; to a time, in the 2000’s when
due to unprecedented urban growth and lack of sufficient infrastructure to accommodate this
growth, has resulted in even the most basic of services being universally unavailable.
In the last twenty years, the peri-urban areas have taken the bulk of Zambia’s population
growth. The percentage of peri-urban population in relation to formal urban areas is estimated
to range from about 40% in the smaller towns to 80% in the big cities. In the peri-urban
areas, where 50-70% of the urban-population live, water supply and sanitation services are
poor, inadequate and unreliable; at least 56% of the population do not have access to a water
supply, and as much as 90% do not have access to satisfactory sanitation facilities (Fifth
National Development Plan-FNDP). Available estimates indicate that at least 70% (FNDP)
of the peri-urban population has access to sanitation facilities (FNDP) or pit latrines provided
by the landlords or the tenants. A few individuals with higher income have water borne toilets
with septic tanks and soak-away. Some properties located in site and service areas near trunk
sewers are connected to the main water-borne sewerage system in the city, although these are
very few.
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(31 January 2009)
Provision of water and sanitation services in Lusaka City is the responsibility of LWSC, a
private liability company that is wholly owned by Lusaka City Council (LCC) and the only
institution under the current regulatory systems licensed to provide water supply services
throughout the cities and townships. The company was established in 1988 starting
operations in 1990. The vision for LWSC is to be the water and sanitation industry leader in
Africa. LWSC is further guided by a mission of providing water and sanitation services to
the residents of Lusaka (pulled from the LWSC Draft Peri-Urban Policy, January 2005).
LWSC serves a population of more than 1.75 million people, with more than 65% of this
population living in the peri-urban areas. By the end of 2003, the commercial utility, which
had 482 permanent staff, was producing a monthly average of 76.3 million M3 of treated
water, supplied through 34,500 connections. In line with the national policy action plan for
water and sanitation services in peri-urban area, LWSC set up a peri-urban unit to cater for
the services of the Lusaka peri-uban areas.
Lusaka City has 26 (Central Statistics Office, 2005) peri-urban areas, which account for well
over 65% of the city’s population, more than 1,000,000. Some peri-urban areas are relatively
small with population ranging from 10,000 to 40,000 residents, but larger areas such as
Kanyama, Chawama, George, and Chipata have very large populations of 80,000 or more
(Aquatis Information System, Lusaka Technical Profile Sheet, August 2005). The main
characteristic of these areas is lack of adequate or no basic services provided by the
municipality, making the living environment unhealthy. According to the 2004 Poverty
Reduction Strategy, only 10% of Lusaka poor perceive “living in a clean environment” as
part of a good life.
In all forms of technologies employed, financing and construction are borne by the property
owners or their tenants. There are no consistent designs or construction approach to take into
account issues of contaminating groundwater or the geology of the areas in which the toilet
facilities are built. The facilities are built according to what the residents can afford, or deem
convenient. Sanitation facilities consist mainly of ordinary pit latrines often in close
proximity to the individual/private shallow wells. Providing adequate sanitation in Lusaka is
also made a bit difficult by the fact that the city of Lusaka lies on a dolomite aquifer with
high ground water table, in some cases less than 2m below ground level. This poses a
challenge to the construction and maintenance of toilet facilities, and makes pit latrines a
difficult technological option in some places.
The coverage levels reported are based on installed capacity and not on current operational
situation. There has been significant deterioration of urban services and infrastructure over
the last ten years. This appears to be most severe in urban populations living in the highdensity low-cost peri-urban and informal settlements as evidenced by the high incidence of
water borne diseases especially in the rain season. Water supply services in Lusaka periurban areas vary widely from one settlement to another even within the same urban center.
Service consists mainly of public standpipes and traditional and unprotected shallow wells.
Existing water supply systems in peri-urban and informal settlements are inadequate for the
level of demand and are poorly maintained because local authorities lack capacity to sustain
these services.
4.
STRATEGY PRINCIPLES
This strategy utilizes sanitation marketing and hygiene promotion.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
4.1 Marketing Sanitation
Sanitation marketing ensures that all activities and efforts carried out are consumer-driven
and that needed products, industry and waste treatment and disposal are in place.
4.1.1 Sanitation Marketing Overview
Sanitation marketing creates a demand for a sanitation product, service, or practice. It
promotes an improved sanitation practice. Provision of hardware is not enough. Sanitation
marketing ensures that the hardware, the appropriate media mix, and the required enabling
environment are all in place. It identifies where people are on the sanitation ladder and
moves them up by providing multiple options.
Sanitation marketing can ensure people choose what they want and are willing to pay for;
what is financially sustainable; and what is cost-effective and can be taken to scale.
Successful marketing is based on (1) understanding what people want and what people are
willing to use and maintain, (2) detailing which sanitation technologies are locally
appropriate, and (3) understanding this demand and how it can be encouraged.
Sanitation marketing entails a six-step process:
1. Gain consensus – this requires a policy that establishes minimum standards, a policy on
subsidies, and generally identifies a person to champion and make sure things happen.
2. Learn about the market – this entails research of the consumers, the market, and product
availability.
3. Overcome barriers and promote demand – this requires a supportive environment;
appropriate policy and regulations; solid, well-targeted advertising and campaigns; and
the development of small manageable steps to achieve behavioral outcomes.
4. Develop the right products – this means affordable, appropriate, and bottom-up products
with government investment in new products as needed; products that are designed to a
target price and market niche first, then examine technical specifications.
5. Develop a thriving industry – consumer demand creates the “pull,” now it is necessary to
create the PUAh, i.e. capacity-building through training, credit and other services for
small businesses, continued research to monitor the evolving market, monitoring to
ensure public-sector interests of serving the under/unserved and private-sector interests of
greater financial gains.
6. Regulate waste transportation and final disposal – this ensures sustainability by asking
the appropriate, needed questions, e.g., Can they dig a new hole when present pit is full?
What is the lifetime of a pit? Is there a safe/hygienic pit emptying method? Are there
emptying services which can extend the life of the household investment? Are there
public subsidies and regulations outside the home?
4.1.2 Role of the Government and Public-Sector
Solid government and public-sector involvement in sanitation marketing and hygiene
promotion is essential to the success of the marketing effort. The public-sector:
must:
 understand existing demands and limits
 overcome limits and promote demand
 stimulate development of right products to meet
demand
 facilitate development of sanitation industry
 regulate and coordinate transportation and final
must talk to:
 consumers,
 manufacturers, builders, etc of sanitation facilities
 providers of supply services, e.g. pit emptying,
septic tanks, etc.
 other public departments, e.g. urban land tenure,
environment, small business development.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
disposal of wastes
4.1.3 Role of Private-Sector
Furthermore, significant involvement of the private-sector/commercial-sector is required if
any marketing and promotion are to succeed. The private-/commercial-sector:
must:
 understand the market and their customers
 be competitive
 ensure quality of their products to meet
expectations
 have business skills to manage and invest
in the future
 meet and grow with the demand as it
expands
 provide appropriate, needed products and
services
must seek to:
 gain new customers
 expand customer-base
 work collaboratively
with government and
public-sector
4.2 Promoting Hygiene
Hygiene promotion advances three inter-related and inter-connected domains: handwashing
with soap; safe disposal of feces; and safe storage and use of drinking water. While research
shows that any one domain can reduce diarrheal disease in children under five by 32% to
45%1, research shows that advocating a combination of these domains increases the
likelihood of behavior change and sustained practices2.
Hygiene promotion seeks to encourage specific behavioral practices in each area of
handwashing with soap, safe feces disposal, and safe storage and use of drinking water.
Specifically:
Handwashing with soap
Safe disposal of feces
Safe storage and use of
 Wash hands with soap
 Use proper facility
drinking water
and clean water at at least  Keep it clean from
 Drink only safe water
2 critical times
odor, flies, and
 Cover drinking water
• After defecation
feces/urine
 Keep out of reach of small
• After handling child’s
children
feces
 Remove water with long• Before eating
handled cup
• Before preparing food
• Before feeding child
4.3 Understanding Marketing and Promotion
This strategy will answer the following nine, key “P” questions to determine for whom, by
whom, how, what, when, where, and why activities will take place.
1. People - To achieve the strategy goals and objectives, with whom should the products,
services, and practices be encouraged?
2. Practice - What feasible consumer practices should be encouraged?
3. Product - What products and services are needed to enable these practices?
4. Providers - By who should the products, services, and practices be promoted and
supplied?
5. Persuasion - What appeals/triggers/drivers should be accentuated?
1
2
Curtis, et. al., “Saving Lives,” 2004.
EHP II, “Changing Hygiene Behaviors,” 2002.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
6.
7.
8.
9.
5.
Packaging - What product and service qualities should be emphasized?
Price - What prices should be established for the required products and services?
Place - Where should these products, services, and practices be made available?
Promotion - How can these products, services, and/or practices be encouraged?
RESEARCH
The basis of success for the eventual sanitation marketing and hygiene promotion effort is
solid, credible, and valid research with potential consumers/customers and present and
potential suppliers of products, services and communication activities. An enabling
environment scan was carried out in Phase I. This scan provided insight into the present
environment in which the marketing research would be conducted and the strategy would be
developed and implemented. Phase II carried out demand-side and supply-side research.
Demand-side research was conducted with potential consumers/customers to assess what
sanitation and hygiene they want, what they can afford, and what they are willing to use and
maintain. The supply-side research was conducted with present and potential “suppliers” of
sanitation products, handwashing products, training and capacity-building, and
media/communication provision. This research confirmed existing research and collected
new information as required.
Primary demand-side data sources comprised women and men of children under five years
old, and tenants, owners, and landlords living in the selected peri-urban areas. Primary
supply-side data sources comprised government/public providers at city- and communitylevels and private/commercial-sector providers at city- and community-levels. More
particularly, the commercial-sector was broken down by (a) maintenance services (exhauster
and emptying); (b) soap manufacturers; (c) cement, iron, metal, and plastic manufacturers
and suppliers; (d) slab manufacturers; (e) bricklayers/masons; (f) latrine/toilet construction;
and (g) community-based enterprises. Enabling environment data sources included major
governmental players at national-, provincial-, district- and community-levels; international
donors, agencies and non-governmental organizations; and local community-based
organizations, enterprises, and groups.
Research design, preparation and conduct were carried out from February 15 to September 20,
2008. For demand-side research, all 26 peri-urban areas (PUA) were chosen from the total
number of 26 settlements available. For supply-side research conduct, site selection used 20
PUAs randomly selected from these 26 PUAs and all 26 PUAs were used in researching
public facilities.
The enabling environment scan utilized (1) a desktop review of relevant documents, (2) an
in-depth interviews, and (3) a mapping process which detailed who is providing, supplying,
and/or promoting sanitation and hygiene. The mapping matrix provides a list by audiencetype of what organizations are working in sanitation, handwashing, and/or water and broadly
indicates what type of activities each conducts.
The supply-side research employed two quantitative and qualitative methodologies. A
products and services audit was conducted of products and services available. The audit
examined proximity and frequency of availability. A costs audit was carried out to detail the
present, actual market cost/value of selected products and services. Interviews were
conducted to examine service and product provision and market demand. A second set of
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
interview questions combined with an observation checklist focused on communal/public
sanitation facilities examining operational costs, community preferences, and challenges and
benefits of these types of facilities. A limited amount of quantitative data was collected
during interviews as well. Finally, focus group discussions (FGDs) were used with (1)
government players, (2) international NGOs, (3) local NGOs, and (5) commercial-sector,
specifically (a) maintenance services (exhauster and emptying); (d) slab manufacturers; (e)
bricklayers/masons; and (f) latrine/toilet construction.
Demand-side research utilized both one quantitative and qualitative methodology. A market
survey and observation checklist was used. This survey assessed housing details, sanitation
and water use patterns, as well as income, assets, ability to pay information, etc. The survey
included a section that allowed data collectors to corroborate reported information with
observations. Three types of FGDs were used employing photos and/or puzzles as well as
guiding questions to examine facilitators and motivators to sanitation and hygiene, consumer
financial priorities, and willingness, ability and costs.
Research for this work included: 364 consumer surveys administered and household
observations conducted, 15 consumer FGDs conducted with 149 consumers; 17 interviews
with and observations conducted at public facilities; 8 provider FGDs conducted with 46
product and service providers at the community-level; 50 interviews conducted with product
and service providers at the city- and community-levels; 34 interviews conducted with
national-level water, sanitation, and hygiene players representing 29 organizations and/or
agencies; and 84 marketplace product cost audits and product and services availability audits
conducted in 20 PUAs.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
6.
KEY RESEARCH FINDINGS AND CONCLUSIONS
This section represents a brief summary of major findings and the conclusions drawn from
each summary. All conclusions, consumer, provider, and enabling environment, assisted in
the consumer behavioral analysis of each potential area – household latrines, handwashing,
safe drinking water, and communal facilities – as well the delineation of provider and
enabling environment implications. Complete findings can be found in the November 2008
Market Analysis Report.
6.1 Consumer
(1) Average monthly incomes are ZK 175,000 to ZK 275,000, monthly expenditures are
ZK 90,000 to ZK 250,000 and monthly rents are ZK 30,000 to ZK 200,000. Money does not
exist within the present household budgets to spend on sanitation and hygiene.
(2) Key product/service attributes include regularity, consistency quality, durability,
safety, and ease.
(3) Key consumer appeals comprise dignity, pride, long life, and healthy life.
6.1.1 Household Latrines
(4) Communal toilets3 are not liked, are dirty, and promote more disease among children
than they reduce. Communal latrines are not a first choice of consumers.
(5) The majority has access to some form of household latrine4 located on the household
plot, but usage is heavy with five to twelve users. Most were observed to be accessible5 to
elderly, sick and children. There is wide access to some form of latrine.
(6) Cleanliness is the number one quality and value of a good latrine. Half of the
household latrines observed were clean, no visible feces. Most were not odorless or private
and only one third of the consumers being satisfied with their present household latrines.
Cleaning the latrine is cited as the number one priority. A clean and well-maintained latrine
is of high value.
(7)
Consumers are knowledgeable about sanitation matters, but they still want/need
constant reminders and help to perform these practices well. The need for concrete slabs was
seldom mentioned as essential. Products and tools needed for latrine cleaning, i.e.
disinfectant exist within the households. Latrine maintenance and use knowledge and value
have not translated into practice.
(8) The most common type of latrine seen was a traditional latrine with mud floor, some
form of roof, generally cloth or plastic, plastic/cloth walls, and a semi-permanent door, such
as plastic or cloth. Very few have actual concrete slabs. There is little or no demand for
slabs, but high demand for roofs. Actual households are on the bottom rung of the
sanitation ladder – simple, traditional latrines.
(9) Consumers want to be perceived as having a latrine with a plastic roof, concrete slab,
metal or cloth door and brick walls. An ideal latrine is described as an iron roof, VIP slab
with vent hole and lid, wooden door, and cement walls. Perceptions of a “good” latrine are
positive.
3
A communal latrine has been defined as a latrine facility shared by several households with two or more stalls
centrally located for user households.
4
A household latrine has been defined as a latrine facility used by one household or one plot with only one stall
located on that plot.
5
Accessibility has been defined as the ability to get to and use the item or facility.
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(31 January 2009)
(10) Technical know-how to build a quality latrine is low. Pits are shallow, structures are
unstable, and floors are made of mud or sticks. One third provided labor in building their
latrines. Skills to self-built are inadequate.
(11) Upgrading has been possible, with installing a slab of some sort, but not necessarily
concrete or adding bricks to the walls. Most see roofing as a priority upgrade, but
unaffordable. Many indicate the intention and desire to upgrade with slabs or roofs, but need
financial or material assistance to do so, paying back any monies monthly. Most are willing
to pay, on the average, up to ZK 235,000 to upgrade their latrines. Willingness to pay for
upgrades is evident. Actual ability to afford these upgrades is not.
(12) Pit emptying is a priority concern. Consumers are unaware of how, how much and
when to empty; how to properly use the latrines so that emptying is possible; and where and
how to construct the latrine so that emptying is safe and feasible. Present pit emptying
knowledge and abilities of consumers are non-existent.
(13) At least half of the households jointly, mother and father together, make decisions about
household improvements and large purchases. Promotion targeting “parents” on sanitation
spending is possible.
6.1.2 Handwashing
(14) Most report washing their hands with water only and after using the latrine. Less than
half report using soap and wash their hands before eating, but few, including mothers, wash
their hands after cleaning a baby’s bottom. One quarter of those observed actually used soap.
Present reported practice of handwashing with soap at most critical times is low.
(15) The prime quality and value of clean hands is “visibly not dirty” and softness. Possible
appeals to handwashing are visibly clean and soft.
(16) They are knowledgeable about ways to prevent water-borne diseases and diarrhea, i.e.
wash hands with soap and clean water. Handwashing6 with soap before eating is the number
two priority. Handwashing knowledge and value have not translated into practice.
(17) Some form of bar, liquid or powder soap is readily available in the household – both
reported and observed. At least half of the households have some form of handwashing
station, i.e. basin and source of water, though most stations did not include soap anywhere
nearby and not all pieces were necessarily together. Few stations were located near the
latrines or the cooking areas. Products required for proper handwashing are available, but
not “packaged” well within the households.
6.1.3 Safe Drinking Water
(18) Communal taps are the most widely used source of drinking water7, with less than one
quarter having individual connections. Three quarters have a communal tap within three
minutes of their home. Most felt their safe drinking water access was satisfactory. Water is
consistency available. Consumers feel they cannot perform well without consistent sources
of water. Safe drinking water is available and accessible but inconsistent.
(19) They are knowledgeable about ways to prevent water-borne diseases and diarrhea, i.e.
purchase safe drinking water, purify or boil water, and cover water. The majority report
covering and were observed to cover the drinking water they stored at home. About one half
store this water out of reach of small children. For the most part, safe drinking water
knowledge has translated into practice in the households.
6
Handwashing has been defined as washing hands with clean water and some form of soap after using the
latrine, before preparing food, before eating, before feeding children, and after cleaning a baby’s bottom.
7
Safe drinking water has been defined as water drawn from a safe source, transported properly, and stored and
served well in the household.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
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(31 January 2009)
(20) Most have available and use liquid purification products. Products to purify drinking
water are readily available.
(21) While the majority of consumers cite LWSC as the prime water provider, none cite it as
a sanitation or hygiene provider. LWSC is not perceived as a sanitation or hygiene provider.
(22) Clear is cited as a prime quality of clean drinking water as well as healthy and safe.
Possible appeals to safe drinking water are health and safety.
(23) The majority pay for their safe drinking water either by the bucket or monthly through
their individual connections. The average spent monthly, on per bucket purchase, is ZK
24,000 (ZK 800 per day) and for individual connection is ZK 6500. The majority of
consumers are willing to pay for their drinking water. Willingness and ability to pay for at
least 7 buckets daily of drinking water are evident.
6.1.4 Public Facilities
(24) Consumers do not want to use a public facility8 as their household alternative. Though
these facilities are accessible and within fifteen minutes of the household, consumers cite
expense, unfriendliness, dirtiness, and location as the four main reasons for their lack of
satisfaction with these facilities. Public facilities are not viable alternatives to household or
communal latrines.
6.1.5 Communication Channels and Promotion
(25) While at least half have access to a TV, almost all consumers possess a radio. Most
listen to the radio in the morning and in the evening. Radio should be a prime channel for
promotion.
(26) Door-to-door visits, workshops, sensitization campaigns, clinic events, and radio news
and music programs in local vernacular, specifically, Nyanja and Bemba, were the most
requested channels and formats. Direct consumer contact should be a prime format for
promotion.
6.2 Provider
(1) PUA populations are served from the providers place of business which is usually
home-based or close-to-home kiosks or from central stores in two or more city centre
marketplaces. With the exception of soap and plastic products, city- and community-level
service and product provision does not go to the people, but rather, has the people to come
to it.
(2) Soap products for handwashing are widely available. Few packaged handwashing
stations are available. Door makers, soap suppliers, plastic goods suppliers were available,
but only in select areas. Concrete slabs have limited availability and again are only found in
select areas. With the exception of soap, product and services availability is inadequate.
Providers and selected products are not easy to find.
(3) Products and services are “clustered” in a few PUAs, not widely dispersed throughout
all PUAs. Clustered marketing conforms to the “old way” of doing business and does not
demonstrate or promote consumer-driven business.
(4) Cost for a VIP latrine is ZK 6,000,000 for a VIP latrine using skilled labor. The
average cost for a concrete slab is ZK 175,000. An average cost for roofing material is ZK
8,000. The average cost to empty a pit is ZK 150,000. Present pricing for latrines is
outside the capital available to consumers for sanitation improvements or products.
8
A public facility has been defined as an open to the public, for-fee toilet/latrine found within the community
characterized by male/female stalls, some with shower and laundry facilities, most often located near the market.
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Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
(5) Presently, on the average, 288 slabs, 35 households, and 10 latrines respectively per
year per provider are produced or serviced. An estimated improved or expanded capacity is
1500 slabs produced, 150 households exhausted, and 95 VIP latrines built per year per
provider. Present and estimated improved or expanded capacities are insufficient to meet
the potential demand to be created for household latrines.
6.2.1 Public-Sector and Government Providers – City- and Community-Levels
(6) City-level public providers and hygiene promoters have received significant training
and most have “sound ability and confidence” to do the work. Only a few community-level
promoters have received limited training. Training is sufficient among public-sector
providers.
(7) Sensitization, brochures, school visits and events, drama and door-to-door visits are the
main methods used to educate and inform populations on sanitation and hygiene. Promotion
efforts to date have been unsuccessful because alternatives have not been offered and/or
practices promoted have been unreasonable. Promotion and communication channels have
been selected because they are the norm, not because they are the most effective
approaches to changing behavior. Feasible practices have not been promoted. Messaging
is inconsistent.
(8) City-level public providers lack the human and financial resources to meet any
increased demand. Equipment, such exhausters, transportation, personnel and volunteers,
materials, financial resources are hard to obtain. Support for the work is inadequate and
inconsistent.
(9) LCC has prime responsibility for sanitation and hygiene work in PUAs, but does not
enforce” by-laws in communities. LCC has a prime role to play, but has not been enabled
to perform it.
(10) LWSC has not been fully involved in sanitation service delivery and has not partnered
with locals. LWSC has no perceived role in sanitation and hygiene in the communities.
(11) Community members are not responsibility toward their communities and households,
but they are willing to pay for hygiene practices that improve their health. Insufficient
community participation has been encouraged.
6.2.2 Private and Commercial Providers – City- and Community-Levels
(12) Providers understand the importance of good sanitation, hygiene and safe drinking
water. They are confident and knowledgeable about the service that they provide.
Awareness of the value of sanitation and hygiene is high. Most do not associate quality
customer service with service improvements.
(13) City-level private providers have received formal training and hey are confident in their
ability to provide products and services. City-level private providers have formal training,
certification and business registration.
(14) Community-level providers have received informal or observational training only.
They have the “technical skills” required to perform well, though some were unclear how to
produce/build the “best.” They do not have registration or certification, but are willing to pay
for the training required to be certified. Community-level private providers lack the
necessary formal training, certification, and registration.
(15) Most private providers provide support to the communities in which they work, but do
not have any formal or ongoing mechanisms to provide social support to communities.
Private providers demonstrate social responsibility towards communities.
According to all private providers, government policies hinder their business efficiency and
financial banking laws favor big companies with capital to invest. Present business
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
regulations and certification favor medium- to large-scale and foreign businesses and not
small community-based enterprises. Government has a large role to play in maintaining
and establishing private provider security and legitimacy and fostering growth, but it has
not effectively engaged in this role to date.
(16) Private providers have formed no associations, do not interact to discuss challenges or
needs, do not cooperate, and do not share tactics or techniques on quality and quality control.
Little or no interaction between like-product or like-service providers takes place.
(17) Lack of competition among most providers; however, has discouraged them from
expanding and providing quality. No standard prices are set and outside providers do not
respect any local agreements. Standard pricing and building codes, so that the “community
gets a fair deal” have not been established. Standards for production and service provision
and for quality control are inadequate.
(18) Private providers need to expand or improve their present materials and equipment
capacity to increase demand and meet it. They want to expand, but need financial assistance,
an understanding of sanitation and hygiene demand, and assistance in creating it and meeting
this demand once created as well as for community-level private providers, a permanent
trading place and training. All private providers are willing to increase demand for
sanitation and hygiene service and products; however, they need different levels of support
to do so.
(19) Needed supplies and materials are available in the markets. Staff or laborers to provide
many services are inadequate. Larger, city-level contractors bring their own workers,
bricklayers/masons, and builders and do not use PUA-local workforce. Needed supplies and
materials for sanitation and hygiene are available to produce, but a trained workforce to
provide is not.
(20) Emptying and disposal pick-up equipment and trucks are limited and in disrepair.
Disposal collection points and containers are insufficient and standards for disposal and
treatment are inadequate. Treatment facilities are too few for an increase in demand.
Collection, disposal, and treatment of human waste services and standards are inadequate
to meet present demand.
6.2.3 Public Facilities Providers
(21) All public facilities providers provided latrine services with soap, some sort of
ventilation and running water available. Public facilities are available and adequately
stocked and equipped.
(22) They were aware of and understood the importance of good sanitation in their facilities
and the dangers of poor management to public health. Based on observations, most were
clean, but few were fly- or odor-less or safe and private. They have little management
experience or training on running a public facility. Knowledge and awareness of sanitation
and hygiene requirements of a public facility have not translated into practice in the
facility.
(23) To date, demand had come for market committees, LCC or international
agencies/NGOs. No consumer-driven demand for public facilities exists.
(24) Public toilets are difficult to maintain and managers would like community volunteers
to clean the toilets. Most have a “desperate” need for running water and have no sewerage
systems and poor drainage. Few have ever treated or emptied their systems. Personnel and
infrastructure to effectively run and maintain public facilities are derisory.
(25) Reported average monthly income is ZK 950,000 and reported average monthly
expenses are ZK 1,450,000. It takes six months to one year to build with the cost to build a
public toilet ranging from ZK1.5 million to ZK 25 million, but finding land on which to build
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
is a problem. A LCC-imposed levy and the lack of sufficient number of customers force the
need to partner with donors. Public facilities are non-profit making enterprise.
6.2.4 Communication and Promotion Providers
(26) Media players run “health” broadcast or project, but not on an ongoing, year-round
campaign basis for sanitation or hygiene. They carry out regular community volunteer
projects involving their staff. Media players demonstrate social responsibility for health
affairs and the community.
(27) They generally “just run” the information and do not develop the concepts, but one
does provide funding to develop programs. They are skilled and capable at listening
monitoring and evaluation. Skilled media players support promotional efforts, if
information is provided.
6.3 Enabling Environment
(1) Zambia established an independent regulatory agency - National Water Supply and
Sanitation Council (NWASCO). As well, it commercialized water and sanitation provision.
There are 10 CUs, including LWSC, operating in Zambia covering 90% of the urban and
peri-urban population. There is an existing commercial entity, LWSC, through which
commercial sanitation and hygiene activities can be conducted.
(2) No “sanitation only” policy or strategy was identified. While policies cite sanitation,
emphasis is still on water. There is no clear sanitation policy.
(3) No “sanitation only” legislation was found. Clear, cohesive by-laws need to be
established with a clear line of authority for enforcement of these by-laws. LCC, to date, has
been unable to enforce most by-laws in PUAs. There is no clear sanitation legislation or
ability to enforce existing by-laws.
(4) Tangible achievements have been made: service delivery decentralization;
establishment of ten commercial utilities; improved performance in the sub-sector; and the
creation of the Devolution Trust Fund (DTF) which supports water supply and sanitation
service providers to with the peri-urban poor. Substantial advancements have been made
on which to build.
(5) Standards and definitions have been detailed; but no documented agreement reached on
these standards or definitions, e.g., per-urban areas, sanitation coverage, and sustainable
access. No agreed upon standards or definitions exist.
(6)
Six agencies/units play a role in sanitation and hygiene with the MLGH/DISS
assigned primary responsibility. The other five include MEWD, MOH, NWASCO, LCC and
CUs. While appropriate units/agencies are on board to participate, no direction has been
provided. A lack of national-level leadership is evident.
(7) The delineation of sanitation sector roles is unclear. A “functioning management
system” is required to coordinate and implement activities. Other well-placed agencies have
been insufficient involved. International NGOs are involved in sanitation and hygiene, but
not Lusaka-wide. Clear sanitation and hygiene roles and responsibilities have not been
detailed.
(8) Zambian Kwacha (ZK) 644.3 billion has been budgeted for water and sanitation. No
amount has been allotted solely to sanitation or hygiene. No breakdown exists for urban area
work or peri-urban services and improvements. Funding is available, but not clearly
earmarked for sanitation or hygiene.
(9) LWSC has collected ZK 5 billion since 2006 from its sanitation levy. This sanitation
levy has been temporarily suspended until clear plans for these funds have been delineated.
LWSC has initial start-up monies immediately available.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
(10) Cost-sharing is considered the way to move forward, but with cost-recovery has the
eventual “ideal” goal to achieve. There is no clear policy on use of subsidies and guidelines
need to be established for all to adhere. Subsidy policies and criteria do not exist.
(11) No clear criteria for obtaining grants for sanitation or for accessing funds, in most cases,
has been delineated. Soft loans have been suggested as a possible mechanism, a thought
echoed by providers, but no guidelines exist from how these might be administered. One
agency clearly stated that any loan mechanisms put in place should empower communities,
promote the creation of new businesses, and/or support the maintenance of existing
community-based businesses. In addition to the traditional sanitation funding sources, i.e.
JICA, WSP, DfID, EU, etc.; the DTF provides another mechanism, according to prescriptive
plans, to access funds for sanitation activities. It is unclear whether these same funds can be
assessed for hygiene activities. Criteria for requesting sanitation or hygiene grant/funding
is inadequate.
(12) Current capacity of players and LWSC, both skills and humans resources, is
insufficient. Training in quality customer services and management at a minimum is
required. Capacity, skills and human resources, is insufficient at all levels.
(13) Before a CU can implement or supervise sanitation, it needs to be familiar with grassroots-level management and understand the needs and challenges of the peri-urban
communities. LWSC must be perceived by the communities as an appropriate sanitation
and hygiene provider to be effective.
(14) Community structures exist through which activities could be conducted.
7.
CONSUMER ANALYSIS
Drawn from these findings and conclusions, the analysis examined potential target audiences,
derived pricing, ideal behaviors, opportunities and constraints (Table 5) to these ideal
behaviors, and potential feasible practices to promote in the four topic areas researched –
household latrines, handwashing, safe drinking water, and public facilities as well
implications of these feasible behaviors for providers and the enabling environment. An
analysis done in this manner, not only allows for a clear behavioral perspective, which will be
required for success, but necessarily dictates that all decisions will be taken from a consumer
point of view to ensure that the strategy is consumer-driven. The following represents a
synopsis of this examination. The complete analysis can be found in the full report. This
analysis led to the suggestion of several feasible consumer practices (Table 9) and potential
marketing tactics for the strategy (Table 8 and 10). Based on international standards of
potential ideal behaviors for household latrines, handwashing, safe drinking water, and toilet
blocks, the following consumer opportunities and constraints were identified for/to these
ideal practices. Consumer-driven, generic behavioral objectives were prepared to guide the
process:9
1. Increase the number of mothers with children under five who use some form of soap and
clean water to wash their hands.
2. Increase the number of toilet blocks as an interim option to personal household latrines.
3. Increase the number of households who have upgraded their present latrines and
maintained them properly.
4. Increase the number of community members who transport, store, and serve their
drinking water properly to maintain its quality.
9
These will be revised and fine tuned as part of the strategy development process.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 5: Research-Identified Consumer Opportunities and Constraints
Consumer Opportunities
Consumer Constraints/Barriers
- Accessibility of household drinking water for elderly
and sick and of present drinking water sources
- Availability of cleaning products
- Casual labor available
- Clear dissatisfaction with present latrines
- Confident can perform good practices
- Demand by tenants for partnership and participation
- Desire for dignity, improved conditions, individual
privacy, long, healthy life, quality
- Desire for soft, clean hands, the latrine to be safe and
easy for all users
- Desire to take good care of family and children
- Good reported treatment practices are high
- High demand for roofing
- Items needed to “put together” a handwashing station
are found in the households
- Knowledge and awareness are high for most issues
- Materials and supplies available, in limited quantities
- More opportunities for tenants
- Often maintain and share cleaning burden now
- Often share smaller latrines now with neighbors
- Pride of “ownership”
- Reasonable requests for improvements – none
suggested or requested flush or pour-flush
- Recognize need to improve situation
- Willingness to pay up to ZK 235,000 for latrine
improvements
- Willingness to provide labor
-
Ability to afford upgrades is minimal
Access for emptying
Accessibility of household drinking water for small children
Community participation inadequate
Cost of construction, emptying, priority products, treatment
Inconvenient and time consuming
Increased risk of disease if communal facility is dirty
Insufficient disposal and treatment facilities
Lack of present consistency, safety and ease
Lack of standards for building or upgrading
Lack of technical know-how to construct oneself
No perceived need to use clean water, use soap, or use of
concrete slab
Handwashing stations items are scattered in the household
Communal not first choice for latrine
Perception that “clear” water is safe to drink
Public facilities not a choice of community
Reduced dignity and privacy
More constraints for landlords
Landlords feel little or no responsibility toward tenants
Resistance to taking on responsibility for facility
Skilled labor unavailable
Some products not readily found in marketplaces
Space requirements
Sub-standard super- and sub-structures presently in place
Unavailability of appropriate slabs, consistent water, emptying
equipment
Unrealistic financial support expectations
This examination of consumer opportunities and constraints allowed the team to detail
specific feasible practices and doable steps to promote (see Table 9 in Section 10.2).
8.
PROVIDER AND ENABLING ENVIRONMENT IMPLICATIONS
These feasible practices, as detailed in Table 9, have implications for the providers and for
the enabling environment. These implications have been cited in Tables 6 and 7.
Table 6: Implications of Handwashing and Safe Drinking Water Feasible Practices
Implications of Consumer Handwashing and Safe Drinking Water Feasible Practices
Enabling Environment
Provider
Provider
Provider Implications
“Must-Do’s”
Opportunities
Constraints
There is a need to:
Leaders and players must:
-
Skilled government
promoters
Interested
community
members
Work regularly in
communities
Most products
conveniently
available
Existence of semiskilled personnel in
the communities
-
Lack of sufficient
volunteers,
personnel
“Volunteer” need
for payment
Insufficient
promotion
materials
Lack of business
skills in
community-level
No “bundling” of
hygiene products
-
-
Establish fair, market-based
product pricing
Produce/design needed priority
products, e.g. water-conserving
dispenser, drinking water,
buckets with “attached” cover,
mounted dispensers
Develop clear promotion
campaign that all agree to
adhere
Include these activities in social
responsibilities programs
Train in quality customer
service (QCS)
-
Fix hygiene product prices
Support key messages and
campaign
Provide funding for promotional
efforts
Work through existing
community structures to conduct
activities
Coordinate work in PUAs
Train community and staff in
proper hygiene promotion
Select appropriate
communication channels to
encourage practice adoption
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Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Furthermore, these implications and “must-do’s” have been translated into activities and/or tasks in the program strategy.
Table 7: Implications of Communal and Household Latrine Feasible Practices
Implications of Consumer Communal and Household Latrine Feasible Practices
Provider
Provider Implications
Provider Constraints
Opportunities
There is a need to:
-
-
-
Desire to increase
businesses and
demand
Willingness to pay to
be certified
Desire to improve
conditions in the
communities
Present participation
in social
responsibilities
programs
Some skilled citylevel providers
Desire to increase the
value of Zambianmade products and
services
Willingness to “listen”
to the consumers
Existence of
community-based
structures
Desire for standards,
quality and safety
Request for security
and legitimacy
-
Inadequate skilled manpower at cityand community-levels
Lack of sufficient supplies and
materials
Reliance on foreign businesses and not
local businesses
Lack of certification and registration
among community-level
Clustered markets inconveniently
located for consumers
Pricing has been provider-driven
Lack of government support
Lack of required equipment
Insufficient disposal and treatment sites
Inadequate capital to invest
Insufficient understanding of sanitation
marketing and hygiene promotion
Unfavorable regulations
Lack of quality control
Insufficient number of providers solely
for slabs or latrine construction
Unreasonable cost of slabs and roofing
materials
Lack of marketing and business skills
at community-level
 Organize locations to view selection table
options, ask questions, and pick best household
fit (physical and technological options matched
to consumer desires)
 Develop professional funding arrangements
 Consider traveling and permanent product and
services provision
 Establish standards and corresponding product
quality control (PQC) measures
 Re-orient provider-driven marketing to
“untapped market” consumer-driven marketing
by educating them on the value of consumerdriven markets.
 Train and test all personnel in QCS and PQC
 Develop combination product and services
packages, e.g., combine hygiene rewards with
positive sanitation and household latrine use
and maintenance
 Provide feedback mechanisms to PUA
consumers to praise QCS and PQC and offer
suggestions and complaints
 Promote same consistent, feasible practices
across providers and PUAs
 Involve more media players on an ongoing
basis in activities and efforts
 Develop new sources of pit emptying providers
 Investigate emptying technologies suited to
limited access
 Continue to compile player profile
Enabling Environment “Must-Do’s”
Leaders and players must:
 Establish sanitation leadership and take charge
 Prepare selection and standards table
 Develop household latrine standards and toilet block
standards
 Develop criteria for subsidies – financial, material and
labor
 Develop QCS and PQC criteria standards and training
materials
 Support key messaging and campaign and coordinate
communication campaign and phasing
 Provide funding for promotional efforts
 Develop funding mechanisms for reward program
 Work through existing community structures to conduct
activities
 Coordinate work in PUAs
 Establish criteria for and opportunities to obtain provider
certification and registration
 Celebrate successes with consumers and stakeholders
 Develop think tank to expand creative technological
options
 Develop clear roles and responsibilities for players as well
as terms of reference for working
 Put in place increased number of effectively functioning
disposal and treatment facilities
 Designate and budget clear money for sanitation-only and
for hygiene-only
 Develop multi-tiered, phased program for sanitation and
hygiene
 Utilize LWSC ZK 5 billion sanitation levy to carry out
Phase I of this program
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
9.
STRATEGY FRAMEWORK
The framework for this strategy encompasses overarching and overlapping intervention areas as
well as enabling behavior change.
9.1 Intervention Areas
It is essential to ensure all the needed elements are in place to enable consumers to adopt and
practice promoted behaviors. Figure 1 delineates the overarching intervention areas required for
an effective strategy to bring out sustained change.
Figure 1: Strategy Intervention Areas
Strategy Intervention Areas
Service Delivery
Promotion
•Infrastructure
•Communication
•Products
•Advocacy
•Service Improvements
•Mobilization
•Training
Enabling
Environment
•Policy
•Implementation Capacity
•Financing
•Institutional Arrangements
There are three broad strategy areas to consider: (1) infrastructure, products, and services
improvements; (2) hygiene promotion; and (3) enabling environment. It is essential to ensure all
the needed elements are in place to enable consumers to adopt and practice promoted behaviors.
9.1.1 Service Delivery
Infrastructure specifies what needs to be built to enable the desired practices e.g. build safe
water points, construct latrines, etc. Products lists other materials, items or hardware necessary
to effectively practice the health behavior, e.g. soap, water storage containers, handwashing
facilities, etc. Service Improvements recommends possible changes to present services that will
facilitate the adoption and sustained practice of health behaviors, e.g. open new local markets
with slabs, provide emptying services in hard-to-reach locales, etc. Training delineates possible
training audiences, training needs, and training content, e.g. train non-government organization
(NGO) workers in proper handwashing, etc.
9.1.2 Promotion
Communication Activities details specific materials that can be developed to encourage the
behavior change and activities during which these materials can be used, e.g. brochures, videos,
etc. They bring mass media and direct consumer contact methods, e.g. road shows, into an
effective promotional mix. Advocacy provides guidance on with whom and how to address
issues of enabling environment. Mobilization proposes additional activities that can take place
within the community to encourage the health behavior change and help to sustain its practice,
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
e.g. Hygiene Day, marketing of water purification tablets, etc. Training and mobilization
interventions are usually used in conjunction with communication and social marketing activities
and tools.
9.1.3 Enabling Environment
Policies and direction suggest ways that the government can create a more favorable
environment in which to practice the desired health behaviors, e.g. inclusion of hygiene
messages into ongoing programming, hygiene line item in national, provincial, and district health
budgets, etc. Institutional arrangements and implementation capacity provide guidance on the
systems and organizational structures needed as well as capacity building required to support an
effort, e.g. hygiene management committee, community water committees, “threshold”
assurance, etc. Financing itemizes options and choices for financing the necessary elements, e.g.
use of existing credit unions for investment capital needs, voucher system for latrines, soap
coupons, grants for NGO communication activities, etc.
9.2 Requirements to Enable Change
The ultimate goal of any sanitation and hygiene strategy is to affect change in health conditions
and the behaviors that improve those conditions within the communities and households. While
any one above strategy intervention areas (Figure 1) can encourage healthy practices, all used
together effectively, increase the likelihood that the practice will be adopted and that it can be
sustained. Figure 2 illustrate how, if the main intervention areas and their respective activities
happen in the same places at the same time, it can increase the likelihood of behavior change.
Figure 2: Increasing the Likelihood of Behavior Change
Behavior Change
Promotion
Service
Delivery
Increased
likelihood of
behavior
change
Enabling
Environment
When all the
conditions exist in
the same place at
the same time, it
increases the
likelihood of
behavior change.
10. STRATEGY OVERVIEW
This strategy provides a menu of activities and a plan of phased implementation so that activities
build upon one another constructing the foundation for solid sanitation marketing and hygiene
promotion in peri-urban areas as well as conducting activities in a manner appropriate to the
needs of the consumer and the capacity of the providers. The more comprehensive the
implementation of program activities, the more likely it will be that the program can have the
desired impact and outcomes. If subsequent changes are made, it is essential that reviewers and
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
implementers go back to the “PUA Market Analysis Report, 21 November 2008” to ensure that
decisions continue to be consumer-driven and evidence-based.
10.1 Strategy Vision, Goal, and Objectives
An overarching vision, broad strategy goal and specific behavioral objectives guide the strategy
and focus the evaluation of strategy success. The vision and goal reflects not only the GOZ’s
desire to improve sanitation and hygiene conditions in PUAs and meet sanitation MDGs, but also
(MLGH and) LWSC aspiration to be a driving force in this improvement.
10.1.1 Vision
The vision will need to be developed collaboratively with all partners, players and stakeholders.
This vision will extend far beyond the three period of this initial program strategy.
10.1.2 Goal
The goal for this sanitation marketing and hygiene promotion strategy is “Over three years,
improve sanitation and hygiene10 conditions for one fourth of households in each of the 26 periurban areas (approximately 51,250 households).11”
10.1.3 Objectives
Over three years12 (by end of 2011)13:
1. Increase PUA mothers with children under five who reportedly wash their hands with soap
and clean water from 24.3% to 50%.
2. Increase PUA mothers who reportedly clean their drinking water storage container before
putting in new, clean drinking water from 24.9% to 50%.
3. Increase PUA mothers who reportedly serve their drinking water safely (either pour or use
long-handled cup) from 33.7% to 50%.
4. Encourage PUA landlords to build toilet blocks following agreed upon standards for 24
households in each PUA.
5. Ensure these PUA landlords empty 50% of these toilet blocks once a year.
6. Assure 50% PUA mother tenants reportedly clean their toilet block stall with disinfectant and
water once daily.
7. Boost the PUA landlords who build household latrines for their tenants following agreed
upon standards for 615 households per PUA.
8. Ensure these PUA landlords empty 35% of these household latrines at least once in a threeyear period
9. Increase PUA tenants who clean their household latrines with disinfectant and water once
daily from 10.5% to 35%.
10.2 Marketing and Promotion
What is meant by “sanitation” and “hygiene” has been defined through the objectives and the outcome indicators.
This figure has been derived based on an approximate total PUA population of 1,230,000 with an average of 6
members per household for a total of 205,000 households. ¼ of this total number of households is approximately
51,250 households.
12
Only those behaviors that fell below social norms percentages of 60% (as based on research) were selected as
objectives for this first three-year period.
13
All statistics are based on quantitative findings of the 2008 November Market Analysis Report.
10
11
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(31 January 2009)
“Sacrifice is Essential to Focus and Focus is Essential to Impact!!!”
This strategy cannot be all things to all people. If it is to have an impact on behavior and
ultimately on the reduction of diarrheal diseases and improvement of sanitation and hygiene, it
must stay focused; focused on targeted, segmented consumers, focused on specific providers,
and especially focused on key feasible practices, promise and message. This means while there
might be many things that could be done, this strategy will focus on what research has shown to
be the priorities, the essentials to bring about sustained changes over the next three years. It is
with this in mind, that the following “Ps” are proposed (Tables 8-10). Table 8 provides specifics
on the primary target consumers.
Table 8:
Strategy Primary Target Consumers
Issue
Recommendation
PEOPLE - To achieve the
strategy goals and
objectives, with whom
should the products,
services, and practices be
encouraged?
PRIMARY TARGET
AUDIENCE
Household Latrines
Toilet blocks
Handwashing
Safe Drinking Water
PUA Landlords – Father
and Mother
PUA Mother Tenants
PUA Landlords – Father
and Mother
PUA Tenants – Father and
Mother
PUA Mothers with children
under five
PUA Mothers
Rationale
These audiences
(consumers) are the most
affected, will benefit most,
and will be the most
responsive to change.
As detailed in the Consumer Analysis section, feasible practices and doable steps to promote
emerged from the opportunities and constraints expressed by the consumers towards sanitation
and hygiene practices. Table 9 provides the set of feasible practices and doable steps being
proposed. The feasible practices represent the actual behavior desired and doable steps provide
consumers with some guidance on how to facilitate the practice of these desired behaviors.
Table 9: Consumer Practices and Doable Steps to Promote
Feasible Practices and Doable Steps to Consider over 3 years by Audience and Practice Area
HANDWASHING
MOTHERS WITH CHILDREN UNDER FIVE
1. Wash your hands with soap and clean water:
 Create two handwashing stations with clean water and soap (1) near latrine and (2) near cooking area
 Purchase/Obtain two handwashing basins
 Purchase/Obtain two bars of soap
 Purchase:/Obtain two bar soap holders
2. Wash the hands of your small child every time you wash your hands
TOILET BLOCKS
LANDLORDS
1. When possible, consider one toilet block for four households according to agreed upon standard:
 Assess physical possibilities of constructing a toilet block
 Consider possibility of septic tank
 Provide at least four-stall toilet block
LANDLORDS
2. Keep the toilet block maintained on the outside
 Develop a list of responsibilities f or outside structure maintenance, e.g. financing, materials, labor
3. Keep the toilet block emptied as needed
 Sign contract to empty the toilet block for tenants when full.
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Feasible Practices and Doable Steps to Consider over 3 years by Audience and Practice Area
TENANTS
1. Lock toilet block to guard against unauthorized use or vandalism
 Buy locks for all fur doors (one door per toilet stall)
 Provide each household with copies of their specific stall door key
 Designate a place to keep the toilet block door key with easy access for user households
2. Clean each stall once daily with disinfectant and water:
 Develop cleaning schedule per household for their individual stall
 Jointly purchase cleaning supplies
 Jointly purchase water needed to clean toilet block
 Store products in central, locked location
 Store cleaning water near the toilet block
 Provide each household with product storage key
3. Purchase or make hole lids for each stall
HOUSEHOLD LATRINES
LANDLORDS
1. Provide household latrine according to standards and selection/upgrade table for your plot and/or tenant households
 Request selection/upgrade flow chart from LWSC
 Meet with tenants and LWSC to discuss options
 Choose an option and budget it
 Identify funding options
 Build or upgrade latrine
MOTHER TENANTS
1. Negotiate with landlord for a new roof
2. Request a proper slab from the landlord.
LANDLORDS
2. Upgrade, in order listed below:
 Add metal roof
 Provide slab with lid
 Put in permanent walls
 Supply wooden door
LANDLORDS
3. Keep the latrine maintained on the outside
 Develop a list of responsibilities f or outside structure maintenance, e.g. financing, materials, labor
4. Keep the latrine emptied as needed
 Sign contract to empty the household latrine for the tenants when full.
MOTHER TENANTS
3. Use water and disinfectant at least once daily to clean latrine
 Store water near the latrine
 Store disinfectant and cleaning broom near the latrine
4. Purchase needed products (latrine disinfectant, hole cover/or make one)
SAFE DRINKING WATER
MOTHERS
1. Treat unsafe drinking water OR
2. Purchase safe drinking water:
 Identify the closest safe drinking water source to your home.
3. Serve your drinking water with a long-handled cup or pour it out.
4. Purchase needed products
 purification product as required
 one long-handled cup for use with your safe drinking water
 one, 20-liter covered container or bucket for the family
MOTHERS
5. Store your drinking water in a covered container.
6. Place your drinking water out of reach of children.
7. Place it within reach of the elderly and adults.
MOTHERS
8. Wash container or bucket with clean water before filling with safe drinking water.
9. Cover container or bucket to carry it home.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
The final pieces to the Marketing Ps comprise recommendations on product, providers,
packaging, persuasion, prices, place, and promotion - all essential details to encouraging
behavior adoption. Table 10 provides the specifics.
Table 10: Marketing Tactics
Issue
PRODUCT - What
products and services are
needed to enable these
practices?
PROVIDERS - By who
should the products,
services, and practices be
promoted and supplied?
SECONDARY TARGET
AUDIENCES
PERSUASION - What
appeals/triggers/drivers
should be accentuated?
(consumer-centric)
PACKAGING - What
product and service
qualities should be
emphasized? (product-
Recommendation
Rationale
 Quality latrine roof (one piece)
 Quality slab (1.2m x 1.2m) with lid
 Slab lid
 Lightweight, durable latrine door with built-in
lock
 Septic tank
 Squat pan
 Pre-fabricated columns for walls
 Concrete blocks, stabilized blocks and/or treated
wood
 20-litre bucket/container with attached
(permanent) lid
 Mountable handwashing water-saving dispenser
 Self-contained handwashing station with attached
soap holder
 Latrine lock
 Soap, cleaning products, and water purification
products
 Environmentally-friendly chemical pit treatment
products
Providers:
Equipment Needs:
 National-, provincial, city-  Pit emptying
level government, NGOS,
trucks/vans
and international agencies
 Portable pit
personnel and promoters
emptying tanks
 MLGH, MOH, LCC and
 Treatment
NWASCO, LWSC
facilities
 City-level private
 Pit digging and
providers: latrine
lining
contractors/builders,
 Slab molds
masons
 Latrine models
 Community-level private
providers: slab makers,
diggers, builders, masons
 Community-level leaders,
groups, associations,
committees
For consumers:
Healthy life, long life, good quality life, dignity,
and pride
These products and
services are potentially
required to enable the
consumer to effectively and
consistently carry out the
feasible practices
promoted. These products
will ultimately depend on
final strategy decisions.
For consumers:
Regularity, consistency, quality, durability, safety,
ease, environmentally-friendly
Stakeholders at all levels,
in all sectors, bringing all
aspects of required skills
need to be involved in the
program. A more specific
list will be detailed with the
strategy. Specifics on
equipment will also be
detailed in the strategy.
These were identified from
the research as the
recurring
appeals/triggers/drivers for
most sanitation and
hygiene action or behavior
adoption.
These were identified from
the research as the qualities
consumers want in
sanitation and hygiene
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Issue
Recommendation
Rationale
centric)
PRICES - What prices
should be established for
the required products and
services that are
affordable for consumers?
[All suggested prices are
listed in Zambian
Kwacha.]
PLACE - Where should
these products, services,
and practices be made
available?
PROMOTION - How can
these products, services,
and/or practices be
encouraged?
products and services.
 Quality latrine roof
 Quality slab (1.2m x 1.2m)
with lid
 Slab lid
 Lightweight, durable latrine
door with built-in lock
 20-litre bucket with attached
(permanent) lid
 Mountable handwashing
water-saving dispenser
 Self-contained handwashing
station
 Latrine lock
 Sub-structure only (pit dug
and lined, water tight)
 Super-structure only-built
latrine
 Fully-built latrine with skilled
labor
 Fully-built latrine with
unskilled labor
25,000 to 50,000
75,000 to 150,000
To be determined
40,000 to 75,000
15,000 to 25,000
25,000 to 60,000
To be determined
To be determined
To be determined
To be determined
800,000 to 1,500,000
600,000 to 1,000,000
At central marketplaces within each PUA, on
roving markets with scheduled visits to the PUAs, 5
central latrine “showrooms” in 5, to be selected,
PUAs, through basket marketers from the
communities
Direct consumer contact, radio mass media,
personal/community-based events and mobilization,
quarterly galas, community and household contests,
provider contests, vouchers, rewards programs
These prices are based on
an amount derived by
examining income,
expenditures, household
budget priorities, etc.
These prices are not yet set
and would need to be (1)
tested for at least 6 months
in the market and (2) once
tested and agreed to, frozen
in the market for at least
another year. Decisions
would need to be made
regarding this affordable
price, the price a provider
needs to charge and the
gap.
Products and services need
to be moved to closer to the
consumers so that they can
easily access required.
Suggestions are based on
consumer preferences and
known approaches to
encourage practices.
10.3 Strategy Foundations
This strategy is predicated on the following, the strategy will:
 Support and encourage innovation.
 Promote cost-sharing eventually leading to cost-recovery.
 Be demand-driven and consumer-oriented.
 Balance the needs of the consumer with the needs of the providers.
 Utilize a programmatic approach, i.e. all players will feed into and fund aspects of this
strategy for PUAs in Lusaka.
10.4 Strategy At a Glance
The strategy includes vision, goal, timeframe, behavioral objectives, primary and secondary
target audiences, activities by intervention area and component, as well as possible partners for
the intervention area activities. Table 11 provides this information “at-a-glance.” More details
have been provided in Section 10.5.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
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(31 January 2009)
Table 11: Strategy-at-a-Glance
TO BE DETERMINED by consensus with stakeholder group in Year 1
VISION
GOAL
TIMEFRAME
OBJECTIVES
PRIMARY TARGET
AUDIENCES
SECONDARY TARGET
AUDIENCES
FEASIBLE
PRACTICES TO BE
PROMOTED
“Over three years, improve sanitation and/or hygiene conditions for one fourth of households in each of the 26 peri-urban areas (approximately
51,250 households).”
From April 1, 2009 to December 31, 2011
1. Increase PUA mothers with children under five who reportedly wash their hands with soap and clean water from 24.3% to 50%.
2. Increase PUA mothers who reportedly clean their drinking water storage container before putting in new, clean drinking water from 24.9% to 50%.
3. Increase PUA mothers who reportedly serve their drinking water safely (either pour or use long-handled cup) from 33.7% to 50%.
4. Encourage PUA landlords to build toilet blocks following agreed upon standards for 24 households in each PUA.
5. Ensure these PUA landlords empty 50% of these toilet blocks once a year.
6. Assure 50% of PUA mother tenants reportedly clean their toilet block stall with disinfectant and water once daily.
7. Boost the PUA landlords who build household latrines for their tenants following agreed upon standards for 615 households per PUA.
8. Ensure these PUA landlords empty 35% of these household latrines at least once in a three-year period
9. Increase PUA tenants who clean their household latrines with disinfectant and water once daily from 10.5% to 35%.
Household Latrines
PUA Landlords – Father and Mother AND PUA Mother Tenants
Toilet Blocks
PUA Landlords – Father and Mother AND PUA Tenants – Father and Mother
Handwashing
PUA Mothers with children under five
Safe Drinking Water
PUA Mothers
 National-, provincial-, city-level government, NGOS, and international  Community-level private providers: slab makers, diggers, builders,
agencies personnel and promoters
masons
 MLGH, MOH, LCC and NWASCO, LWSC
 Community-level leaders, groups, associations, committees
 City-level private providers: latrine contractors/builders, masons
HANDWASHING with MOTHERS WITH CHILDREN UNDER FIVE:
1. Wash your hands with soap and clean water
TOILET BLOCKS with LANDLORDS:
1. When possible, consider one toilet block (four-stall) for four households
according to agreed upon standard:
2. Keep the toilet block maintained on the outside
3. Keep the toilet block emptied as needed
HOUSEHOLDS LATRINES with LANDLORDS:
1. Provide household latrine according to standards and selection/upgrade table for
your plot and/or tenant households
2. Upgrade the household latrine with metal roof, proper slab with lid, permanent
walls, and/or wooden door
3. Keep the household latrine maintained on the outside
4. Keep the household latrine emptied as needed
SAFE DRINKING WATER with MOTHERS:
1. Treat unsafe drinking water OR
2. Purchase safe drinking water
3. Serve your drinking water with a long-handled cup or pour it out
4. Purchase needed safe drinking water products
5. Store your drinking water in a covered container.
2. Wash the hands of your small child every time you wash your hands
TOILET BLOCKS with TENANTS:
1. Lock toilet block to guard against unauthorized use or vandalism
2. Clean each stall of toilet block once daily with disinfectant and water
3. Purchase or make hole lids for each stall of toilet block
HOUSEHOLD LATRINES with MOTHER TENANTS:
1. Negotiate with landlord for a new roof on household latrine
2. Request a proper slab for the household latrine from the landlord
3. Use water and disinfectant at least once daily to clean household latrine
4. Purchase needed products (latrine disinfectant, hole cover/or make one) for
household latrine
6. Place your drinking water out of reach of children.
7. Place it within reach of the elderly and adults.
8. Wash container or bucket with clean water before filling with safe drinking
water.
9. Cover container or bucket to carry it home.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
INTERVENTION AREAS AND ACTIVITIES
PROMOTION
SERVICE DELIVERY
ENABLING ENVIRONMENT
Infrastructure
1. Develop improved latrine specifications
2. Facilitate consumer selection of appropriate latrine facility
and/or upgrading
3. Explore new sewerage connections in all elected PUAs
4. Construct 520 toilet blocks, 20 per PUA
5. Rehabilitate existing and expand sanitary waste disposal
and treatment capabilities as needed
Products
6. Increase range of product options available
7. Produce proto-types for products that do not yet exist in
the Zambian marketplace
8. Establish fair, market-based pricing on required products
9. Develop “hygiene” package
Service Improvements
10. Finalize provider capacity tables
11. Create provider small-business enterprises and/or
associations
12. Expand sanitation and hygiene product and services
availability and consumer access
13. Manage pits and expand septic tank empty capabilities
Training
14. Develop training of trainers program
15. Develop providers materials
16. Create training programs for providers on both hardware
and software
Communication
18. Produce a PUA-wide communication campaign
19. Develop ongoing communication budget
20. Launch program
Advocacy
21. Develop an advocacy kit
22. Facilitate quarterly speakers’ bureau
Mobilization
23. Form community-based sanitation and hygiene social
responsibility team
24. Facilitate quarterly sanitation and hygiene community
meeting in each PUA
25. Establish yearly PUA, community and household hygiene
contests
26. Develop feedback mechanisms for the community
Policy
28. Support ongoing sanitation and hygiene policy development
29. Agree on improved latrine standards
30. Lobby for sanitation and hygiene
Implementation Capacity
31. Strengthen LWSC peri-urban unit implementation team
32. Establish technical committee to guide process
33. Facilitate quarterly power breakfasts with technical committee and
invited guests as needed to discuss progress, impact, and help needed
34. Develop sustainability criteria and indicators
35. Monitor
36. Evaluate
Financing
37. Fully commit to supporting sanitation and hygiene strategy
38. Develop clear subsidy policy and criteria
39. Develop accessible sources and funding mechanisms for providers
and consumers
40. Develop commercial cash flow and cost-benefit analyses
Institutional Arrangements
41. Build leadership of LWSC peri-urban unit
42. Coordinate work in PUAs
43. Create business standards and appropriate registration
44. Develop 2012-2014 strategy for continuation of program activities
building on successes of first three years
17. Celebrate successes with providers
POTENTIAL PARTNERS
MLGH
Latrine Contractors
LWSC
Slab Manufacturers
LCC
Pit & Tank Empty Services
Plastic Manufacturers
Waste Disposal & Treatment
Providers
27. Celebrate successes of communities and consumers
45. Celebrate successes with all players
MLGH
LWSC
MOH
LCC
MLGH
LWSC
NWASCO
MOH
LCC
MCDSS
MOE
Media
International NGOs and
Agencies
MOF
Donors
Media
Soap Manufacturers
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
11. STRATEGY DETAILS
This section on strategy details offers more specifics on activities and steps to completing them as well as explanations on suggestions made in
the activities. It explains what, why, and how.
11.1 Details of Service Delivery
Infrastructure, products and service improvements must be in place prior to or at the same time as the promotion activities begin. If they are
place, consumers can successfully practice the promoted behaviors. If they are not in place, the program runs the risk of frustrating and
alienating the consumers, and, thus, discouraging behavior adoption.
Infrastructure activities provide the needed hardware to practice promoted feasible behaviors. Table 12 details activities, tasks and further
explanations for infrastructure.
Table 12: Infrastructure Details
ACTIVITY (What)
1. Develop improved latrine
specifications and standards
2. Facilitate consumer selection of
appropriate latrine facility and/or
upgrading
TASKS (How)
Further Explanations
a. Detail “parts” of improved latrine, i.e. slab, roof, door, walls, pit
b. Detail physical conditions found in PUAs impacting on latrine construction and
maintenance
c. Detail requirements to certain technologies
d. Pull together “parts” specification from three countries
e. Write and agree upon each part specification
f. Test specifications with eight providers and at 20 households in four PUAs
g. Adjust specifications as needed
h. Prepare illustrations and specifications for each type of latrine/toilet to be
included in choices provided, including toilet block, septic, VIP, pour flush
single
i. Produce a minimum standards building manual for latrine and toilet
construction
j. Finalize for use in training workshops and distribution
a. Assist selection by consumer and provider through participatory decision
making
b. Create selection flow chart
c. Detail technological options available, possible, and to consider
d. Detail consumer-based latrine attributes and appeals
e. Organize a location in each PUA where “options” presented in flow chart can
Specifications should include provision of
covers to septic tanks, access to emptying
all types, considerations for determining
site, location, topographical features, water
sources and lines, and wind direction as well
as particular structural needs such as
reinforcement, concrete mix ratio, and
should establish criteria to prevent ground
water and soil contamination, provision of
vent pipes with fly screens for adequate
ventilation, access features for children,
elderly and infirm and proper soak away.
(See Appendix A for starting point
specifications on selected latrines.)
Selection of latrine and toilet type needs to
be made easier for both the consumer and
the provider. Developing a flow chart can
assist with this process through participatory
decision making. Putting in place a
“viewing” location will allow the consumer
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
be physically viewed, options discussed, financing discussed, questions
answered and latrine facility or upgrade selected
3. Explore new sewerage connections in
selected PUAs
4. Construct 520 toilet blocks, 20 per
PUA
5. Rehabilitate existing and expand
sanitary waste disposal and treatment
capabilities
a. Link all decisions to LWSC’s sewerage Master Plan
b. Contact “Output-Based Aid” and see what funding opportunities might exist
for expansion of sewerage connections
c. Assess capacity of existing truck mains (sewers) and identify areas of need for
connections
d. Expand 2 PUAs per year starting in Year One – for a total of 6 PUAs.
a. Determine selection criteria for toilet block construction, including land
ownership, no increased cost to tenants, emptying responsibilities
b. Reconfirm numbers for construction, e.g. % of total population in each PUA
c. Detail cost-sharing arrangements between responsible landlord and program
d. Advertise construction possibilities to landlords
e. Select landlords
f. Construct per established standards
a. Link all decisions to LWSC’s Master Plan
b. Investigate the possibility of marketing manure to farmers
c. Consider concentrating rehabilitation on treatment systems of sewerage,
conventional such as screens, communal detritus, block filters, thickeners and
unconventional such as stabilization ponds.
d. Assess at least 1 plant per year and rehabilitate
Further Explanations
to see what s/he might be buying and the
provider to better explain visually the flow
chart options identified.
Several possibilities exist to expand the
sewerage connections, but carefully
consideration and investigation need to be
carried out to determine where and how.
A toilet block consists of four separate, but
connected toilets/latrines emptying into a
common pit or septic tank. Privacy is
assured as each household would have its
own locked door entrance. Ease of use is
assured as the toilet block would be in
between the households. While this activity
states “construct,” the landlord would still
be expected to contribute to the building of
this toilet block in a cost-sharing
arrangement.
As the demand for sanitation increases so to
will the need to safely dispose and treat
human waste. Before expanding this
capability, it will be essential to rehabilitate
existing plants.
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Figure 3 depicts some technological options traditionally available to PUAs. It will be the
responsibility of the program to expand these options and develop the flow chart that will
allow consumers and providers to select the best option for consumer needs.
Figure 3: Sample Technological Options
Arbor Loo
Fossa-Type (alternate pits)
The latrine
that walks.
Superstructure
moved when
pit is full and
placed on new
pit while tree
is planted on
old pit
Twin pit with .6m
diameter and 1
meter deep.
Single house
covers both pits.
Ash or soil is
thrown in the pit
after use
Upgraded Traditional Latrine
SkyLoo ( twin pits)
Traditional
latrine
constructed
without lining
in areas with
stable soil.
Sky loo with
twin pits build
above ground
level. Useful
for area with
high water
table.
Preferred
where manure
is in demand:
Must be 30m
from shallow
well
VIP latrine
Latrine type
approved For
urban areas as
minimum
standard
Ventilated
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Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Products provide essential products required to perform feasible practices. Table 13 details activities, tasks and further explanations for products.
Table 13: Product Details
ACTIVITY (What)
6. Increase range of product options
available
TASKS (How)
Further Explanations
a. Develop “priority products” listing, i.e. those required to successfully perform
promoted practices
b. Detail standards and product quality control (PQC) measures for these priority
products
c. Incorporate these standards and PQC measures into Training
d. Specify product packaging requirements, including logo and tagline on all,
color-identification, bio-degradable, easy to open/operate, illustrated user’s
guide, use of local languages.
e. Delineate product sales entry points
Figure 4: Product Sales Entry Points
Traveling
Kiosks
PUA
Central
Markets
Mother &
Father
Landlords
Permanent
Kiosks
7. Produce proto-types for products that
do not yet exist in the Zambian
marketplace
Permanent
Kiosks
Mother &
Father
Tenants
City centre
Markets
Traveling
Kiosks
a. Detail list of “must” develop products
b. Investigate to see in what other countries these products might exist and obtain
samples, such as the foot-operated water dispenser in Senegal
c. Design two-three possible proto-types of each product
d. Test proto-types in 20 households in four PUAs (different households and
different PUAs than used in latrine specifications testing)
e. Select ONE proto-type for each product to produce and adjust as needed based
on testing
Based on feasible practices to be promoted,
priority products include:
 Quality latrine roof (one piece)
 Quality slab (1.2m X 1.2m)
 Slab lid
 Lightweight, durable latrine door with
built-in lock
 20-litre water bucket/container with
attached lid
 Mountable handwashing water dispenser
 Self-contained handwashing station with
soap holder
 Latrine lock
 Soap
 Latrine/toilet cleaning disinfectant
 Environmentally-friendly chemical pit
treatment
 Septic tank
 Squat pan
 Pre-fabricated columns for walls
 Concrete blocks
 Stabilized earth blocks
 Treated wood
It is important to promote innovation in new
product development. Some discussed
products to be developed include:
 Mounted handwashing water-economizing
dispenser
 Long-handled drinking water cup
 Foot-operated water dispenser
 Bucket/container with attached water-tight
38
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
8. Establish fair, market-based pricing
on all priority products
TASKS (How)
f. Produce limited numbers for “give-away” introduction and introduce through
road show and community event
g. Manufacture and distribute for sales
a. List all priority products
b. Delineate appropriate price ranges for all priority products
c. Encourage suppliers to focus on least-cost-value-for-money range of products
d. Detail “economies-of-scale” to determine these “least-cost-value-for-money”
price ranges
e. Support start-up investment on new products
f. Negotiate advertising opportunities for sponsorship of costs
g. Test prices for three months in all PUAs and adjust as needed
h. Freeze finalized prices on all priority products for one year
Figure 5: Pricing Affordable to the Consumer on Selected Products
Based on market research findings, the following have been determined
affordable for the consumers:
 Quality latrine roof
25,000 to 50,000
 Quality slab (1.2m x 1.2m) with lid
75,000 to 150,000
 Lightweight, durable latrine door with built-in lock
40,000 to 75,000
 20-litre bucket with attached (permanent) lid
15,000 to 25,000
 Mountable handwashing water-saving dispenser
25,000 to 60,000
 Fully-built latrine with skilled labor
800,000 to 1,500,000
 Fully-built latrine with unskilled labor
600,000 to 1,000,000
9. Develop “hygiene” package
a. List items to be included in hygiene package, for example, scrubber, broom,
disinfectant, and gloves put in a latrine/toilet sanitary bin.
b. Set combination price that is less than total of each product individually
c. Package and introduce through road show and community event
d. Distribute for sales
Further Explanations
lid that is easy to clean
Pricing of sanitation and hygiene products
requires a balance between what has been
determined affordable for the consumer
(Price A) (see Figure 5) and what the
provider/supplier needs to spend to produce
or manufacture the same (Price B). It is
often, in the beginning of a sanitation
marketing program, necessary to make up
the difference between Price A and Price B
through other means such as vouchers,
investment grants, etc. What is important;
however, it that any kind of initial costsharing program be designed to move from
partial cost-recovery to eventual full costrecovery.
A hygiene package is a combination of two
or more products required to practice the
promoted behaviors. By combining them,
the price can be reduced for the consumer
(less than if all products were purchased
separately), while demonstrating the value of
practicing the behaviors and using these
products as well as making it easier to
practice by obtaining all products at one
time. A package of this sort is best promoted
for “first-time” use as the entire package
might not be needed the second time, but just
replacement of selected items.
39
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Service improvements ensure consumer-driven services. Table 14 details activities, tasks and further explanations for service improvements.
Table 14: Service Improvement Details
ACTIVITY (What)
TASKS (How)
10. Finalize provider capacity tables
a. Continue to compile capacity tables from Market Analysis Report (see Table
15 below)
b. Detail yearly capacity quotas to reach
c. Build these capacity quotas in to the Training Plan
11. Create provider small-business
enterprises and/or associations
a. Detail franchise/association requirements, rules and regulations – compliance
and non-compliance
b. Enumerate what franchising and associating brings to each provider and why
participating is advantageous
c. Determine and detail benefits of participating in the LWSC sanitation
marketing and hygiene promotion program
d. Organize city- and community-level meetings to introduce franchise- and
association-concept to potential providers
e. Recruit providers, train and provide signage for franchise/association
f. Hold quarterly franchise/association meetings
g. Assess adherence of providers to franchise/association regulations
(1) Consider creating marketplace stall for services and product provision in each
PUA
a. Investigate the details of obtaining a marketplace stall
b. Determine the dimensions and equipment requirements for a functioning
sanitation and hygiene stall
c. Detail the needed members of a full sanitation and hygiene team to staff the
stall
d. Advertise for team providers
e. Organize sanitation and hygiene teams
f. Assess existing skills and capacities of team members and develop training
program
g. Train
h. Specify team-rotation calendar so that 6 days a week a full-team is available at
12. Expand sanitation and hygiene
product and services availability and
consumer access
Further Explanations
For service delivery to succeed, a certain
level of provider capacity will need to be
found in the PUAs. This will require a reexamination of research findings on the
existing capacity and a determination of
where this capacity needs to be taken to
ensure that a consumer has access to a
provider s/he needs when s/he need this
provider.
A franchise is a small-business enterprise
that has been trained, certified, and licensed
by the program to operate as part of the
program. Receiving this “stamp” of
approval from the program will also entitle
the provider to any other programs benefits
to be determined. If an individual prefers to
work with others, s/he can form an
association, receive the same training and
function as a group rather than along.
At present, marketplaces are clustered
requiring that the consumer go to the
provider. If stationary, in every PUA,
sanitation and hygiene market stalls could be
created, it would greatly facilitate availability
and access for the consumers. As well,
presently existing kiosks could be
strengthened so that availability and access
are increased.
Providers running these stalls or kiosks
would be trained by the program.
40
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
the stall for consumers
(2) Consider creating cadre of traveling product providers
a. Detail roles and skills required for “traveling sales persons” including
establishing minimum qualifications for participation, if any
b. Advertise for participants
c. Assess existing skills and capacities of team members and develop training
program
d. Train
e. Equip with needed supplies and products
f. Meet quarterly city-wide to discuss challenges and find solutions
13. Manage pits and expand septic tank
empty capabilities
a. Investigate pit emptying technologies and options for “limited space”
conditions
b. Investigate innovative on-site desludging equipment, e.g. scooping shovels,
hand tractors with trailers
c. Support purchase on desludging vacuum tankers (total to be determined)
d. Purchase two portable emptying options per PUA (52 total)
e. Train new cadre and existing, interested providers in use of portable
equipment (at least 1 provider per PUA or 26 total providers)
Further Explanations
In addition to permanent stalls or kiosks,
many of the required products could be taken
to the homes of the consumers via traveling
sales persons offering everything from soap
to disinfectant. The more often the products
are available and accessible, the more often
the consumers will purchase and use.
Traveling providers would be trained by the
program.
Access to many latrines is extremely difficult
and equipment to reach these locations is
unavailable. New equipment will need to be
found and tested and providers located and
trained in their use. As well, these providers
will need to have access to disposal locations
so that they can easily and safely dispose of
human waste. For larger areas, more easily
accessible and/or septic tank emptying,
additional equipment and providers will be
needed that service the PUAs to meet the
increased demand.
41
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 15 provides an overview of the capacity as assessed during the research phase from 20
February to 20 September 2008. Additional information will need to be collected, possibly
through advertisements on who exists where serving what PUAs and with what capacity.
This will enable the program to reexamine as needed the training plan to ensure that all PUAs
are adequately covered for increased demand.
Table 15: Provider Capacity Tables to be Completed
Private-Sector City-Level Services and Product Providers
Type of
Service or
Product
Length of
Time in
Business
Equipment
Available
Number of
Households
Served per
Year
Monthly
Income
Customers
Served
Cost per
Household
(to the
Household)
Materials
Needed
Volume
Managed
Daily
Sewer
service
8 years
1200
15
million
Garden
470,000
N/A
6000 cum
Sewerage
Treatment
50 years
Not provided
Not
provided
Local
community
Not provided
Not provided
32,000
cum
VIP
Latrine
Contractor
8 years
2 to 4
2.5
million
Mid- to
upper
income
8,000,000
[10-15% of
cost is labor]
1 year
400
200
million
Mid- to
upper
income
25,000,000
Blocks
Cement
Vent pipe
Roofing
1200 litre
polythane
tank
N/A
Waterless
Toilets
2 tankers:
12 cubic
meters (cum)
20 cm
11 tankers
6
sedimentation
trucks
Excavation
machine
Base maker
Slab mold
Excavation
machine
8
Private-Sector Community-Level Services and Product Providers
Type of
Service or
Product
Length
of Time
in
Business
Equipment
Available
Number of
Households
Served per
Year
Monthly
Income
Exhauster,
Septic Tank
Exhauster,
Septic Tank
Building
Contractor14
17 years
2 vehicles
50
1,000,000
Garden
150,000
N/A
6 years
Truck
20
200,000
Low-cost areas
Not cited
N/A
2 years
Not cited
10
Local PUA plot
owners
1,350,000
Rock Seller
3 years
Chisel
Hammer
N/A
Income
not from
pit latrines
10,000,000
Not cited
Rock Seller
2 years
N/A
6,000,000
Not cited
Rocks
Transportation
2 years
N/A
500,000
Local PUA plot
owners
Construction
companies
Local PUA plot
owners
Blocks
Cement
Stones
Rocks
Not cited
N/A
14
Wheelbarrow
Customers
Served
Cost per
Household
(to the
Household)
Materials
Needed
Not a “latrine contractor” only, builds latrines as part of a larger construction business.
42
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Training strengthens the capacity of providers to supply quality products and quality services. Table 16 details activities, tasks and further
explanations for training.
Table 16: Training Details
ACTIVITY (What)
14. Develop training of trainers program
TASKS (How)
Further Explanations
a. Using training topics detailed in Table 17, prepare corresponding TOT
materials with a focus on quality customer service (QCS) and product quality
development/assurance
b. Delineate training entry points (see Figure 6)
c. Finalize training plan – with whom, how many, on what, when, how long
Figure 6: Training Entry Points
Government
Ministries
National-level
City-level
Community-level
NWASCO
INGOS
International
Agencies
Media
Private
Sector
Transit
Points
Lusaka City
Council
LWSC
WDCs
Hygiene
Promoters
NGOs, CBOs,
FBOs
Schools
WDAs
Water Trusts
WASHEs,
NHHCs
Market
Health C.
15. Develop providers materials
a. List out all providers materials to be developed, to include:
 Social responsibility community-based monitoring tools
 Building manuals (developed as part of Infrastructure)
 Training of Trainers (TOT) facilitation guide
Training activities will first need to create a
cadre of trainers in the areas needed. These
trainers can be pulled from any provider
category as appropriate and desired. These
trainers will then be available to train and
certify provides on the needed hardware and
software topics. All materials developed for
the training should contain the overarching
theme key concept and promise.
Topics to be covered include:
 Business
 Marketing
 Quality customer service (QCS)
 Quality control and inspections
 Quality installation and production
 Latrine construction
 Slab casting
 Peer education
 Monitoring and evaluation
 Program management
 Community development
 Computer skills
See Table 17 for suggested “audiences” for
the different training topics. As well,
trainers and trainees should be pulled from
all 7 constituencies in Lusaka.
There will need to materials on all training
topics, both for trainers and for trainees. It
will be especially necessary to provide
trainees with manuals they can take with
43
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
b. Prepare materials in conjunction with consumer materials
16. Create training programs for
providers – hardware and software
17. Celebrate successes for providers
a.
b.
c.
d.
e.
f.
Delineate quality customer service (QCS) standards
Design QCS training module for all providers
Detail minimum standards for provider participation
Advertise for participants
Assess present capabilities in required hardware and software skills
Train in hardware: PQC, Quality latrine construction, Quality slab
manufacturing, Quality roof installation
g. Train in software: Business plan development, QCS, Value of consumerdriven marketing, Hygiene promotion
h. As part of the training process, continue to identify locally appropriate
solutions to supply and production needs
i. Distribute program certification and signage of certification and process
business registration at training
See #44
Further Explanations
them and use regularly as well as provide
certain tools and equipment required.
Training should be 1 week for the easier
software topics and from 2 to 3 weeks for the
hardware content.
QCS will be the heart of all training. To
effectively market, it is essential for a
provider to present him/herself well, to treat
the consumer with respect and to work with
the consumer to meet his/her needs. As well,
for the consumer to continue practicing a
behavior, s/he needs to perceive the value
and see and experience the quality.
Praise is essential to continued success.
44
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 17 delineates a draft training plan showing the provider audiences to be trained, the training to be given, and number to be trained over the
course of three years. This plan will need to be finalized along with a list of training materials needed – what is already available and what
needs to be developed. As well, certification/accreditation criteria will need to be detailed. Training for the providers will need to cover detailed
technical information, technical skills, and communication skills. The number of trainers listed under “TOT” indicates total number needed of
each audience type. As well, the training program should provide certification, licensing and registration as part of the process.
15
2
X
X
X
X
X
2
X
X
2
2
4
1
3
4
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
LCC Site
Officers
1
TOTAL
Sanitation
Task
Team15
Grass-roots
level
Ministry
Staff
Community
Media
LWSC PeriUrban Unit
Staff
1
Pit/Septic
Tank
Emptiers
2
Latrine
Builders
2
Slab
Casters
Landlords
Selected
Community
Members
2
Masons
2
Pit Liners
TRAINERS
SERVICE PROVISION
CAPACITY
Business
Marketing
Quality customer services (QCS)
Quality control and inspections
Quality installation and
production
Latrine construction
Slab Casting
Peer Education
Hygiene promotion
PROGRAM
IMPLEMENTATION
CAPACITY
Monitoring and evaluation
Program management
Community development
Computer skills
TOTAL
Environ
Techs
Topics
Hygiene
Promoters
Table 17: Training Plan
30
X
X
X
X
X
X
X
X
X
52
X
X
X
X
26
X
X
X
X
6
X
5
13
26
13
13
13
26
X
X
X
X
X
X
X
26
10
X
X
26
4
259
See Implementation Capacity for details on Sanitation Task Team.
45
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
11.2 Details of Promotion
Promotion efforts must be well-designed, focused, and clear so that consumers can understand what is expected of them and feel that they can
successfully fulfill those expectations because they want to and perceive the need to adopt the promoted practices.
Communication ensures that consumers know what to do, how to do it, what is needed, where to find the needed to do it, and the benefits of
doing it by promoting the same, consistent feasible practices across all PUAs and among all participating providers and players. Table 18 details
activities, tasks and further explanations for communication.
Table 18: Communication Details
ACTIVITY (What)
18. Produce a PUA-wide communication
campaign
19. Develop communication budget
TASKS (How)
a. Select local communication firm to design, develop and produce
communication campaign. Tasks for firm comprise:
(1) Delineate a key promise and message as a tagline to be used on ALL
materials, media and signage
(2) Develop logo for program
(3) Develop a program sogn
(4) Develop promotion plans/creative briefs (one per target audience and
topic area)
(5) Develop media plan
(6) Identify program mascot
(7) Generate musical jingle to include tagline
(8) Utilize appropriate channels of communication to include: Radio spots,
Road show, Weekly radio program, Community drama and/or comedy,
Life-size puppet show
b. Have players participate in ad agency campaign development and sign “letter
of commitment” to campaign design and principles
c. List all elements that require a “quality” cue/indicator, i.e. trained providers,
well-produced products, etc.
d. Detail recognizable “quality” cues
e. Prepare signage, name badges, etc. with logo and tagline
f. Distribute signs, badges, etc. to providers who have received training, opened
program-supported small business and/or joined association
a. Detail costs for:
 Ad Agency – campaign development, testing and roll out
 Media – ongoing distribution, airing, and activity conduct
Further Explanations
The campaign is the heart to the promotion
effort. See Appendix B: Communication
Plan - Communicating for Behavior Change
for additional information to assist the Ad
Agency and assist in the development of the
Campaign.
The Communication Campaign will cover all
of Lusaka and will saturate the marketplaces
with constant reminders of sanitation and
hygiene.
Appendix B provides some tools to assist
with this process.
46
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
20. Launch program
TASKS (How)
 Mobilization Events
a. Organize launch day
b. Prepare and distribute press kit:
 2-minute radio spot (script only)
 Newsletter article
 5-minute TV spot (text only)
 Photos
 Contact information
 Souvenir (key chain or bag) with program logo and key message
Further Explanations
How the press embraces this program can
ensure its success and their continued
support throughout implementation. Provide
them with all the information they need to
print, air, talk about the program positively
and accurately. Write the pieces for them.
47
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Advocacy heightens awareness on necessity of sanitation and hygiene practices, activities, policies and support. Table 19 details activities, tasks
and further explanations for advocacy.
Table 19: Advocacy Details
ACTIVITY (What)
21. Develop an advocacy kit
22. Facilitate quarterly speakers’ bureau
a.
b.
c.
d.
a.
b.
c.
d.
e.
TASKS (How)
Further Explanations
Delineate information needs for each issue and material-type required (kit)
Prepare first drafts of each kit piece and test at with audience
Finalize pieces
Distribute pieces of kit at speakers’ bureau discussions as appropriate
Delineate purpose and function of speakers’ bureau
Detail calendar of advocacy issues to be discussed at speakers’ bureau
Invite speakers
Involve PUA councilors to minimize roadblocks in the field
Hold meetings quarterly
This kit will be a multi-media kit developed
once in the first year of the program and used
throughout for lobbying, for meetings, for
speakers’ bureau issues.
A speakers’ bureau allows “experts” to come
and appeal to decision-makers and program
management on issues of important to the
success of the program. Topics could
include:
 Promoting “Made in Zambia Products”
 Easing the Tax Burden of Water,
Sanitation, and Hygiene Providers
48
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Mobilization assures community and consumer participation and decision-making. Table 20 details activities, tasks and further explanations for
mobilization.
Table 20: Mobilization Details
TASKS (How)
Further Explanations
23. Form community-based sanitation
and hygiene social responsibility
team
ACTIVITY (What)
a. Detail structure and rights and responsibility of a “social responsibility” team such
as community-based monitoring, conduct of quarterly meeting, design and
organize contests, give health talks
b. List existing community structures through which promotion can be conducted
c. Use existing when can, when one doesn’t exist, create the team
d. In PUAs where there are no existing structures, work through WDAs to form team
e. Distribute necessary tools and materials to perform functions agreed upon
24. Facilitate quarterly sanitation and
hygiene community meeting in each
PUA
a. Identify list of topics for ten meetings
b. Detail calendar of meetings
c. Organize participants, facilitators, actors, etc. and supplies, products, etc needed
for each meeting
d. Prepare budget for conduct of ten meetings
e. Obtain community approval of meetings
f. Organize each meeting one month prior to conduct
g. Advertise meeting and gain community support
a. Design contest rules and participation
b. Enumerate criteria for selecting winners
c. Decide “prize” for winning at PUA-, community- and household-levels
d. Prepare budget for conduct of contests
e. Lobby public/private for contest sponsorships
f. Organize committee to review and decide winners
g. Announce winners and present prizes at organized community event
It would be most effective if these teams
are formed using already existing
structures. But when one doesn’t exist,
consider a team with a member of the
water trust, a community development
assistant, a member of a home-based care
group, CBO, NHHC, CBE, FBO, WDA,
WDC for example.
Meetings could be combined with
training on special topics or skills.
Decisions for these meetings –when,
where, how, who-should be the
responsibility of the team with LWSC
supporting only.
25. Establish yearly PUA, community
and household hygiene contests
26. Develop feedback mechanisms for
the community
a. Categorize types of feedback to elicit, such as on QCS, on promotion activities, on
PQC and methods to elicit this feedback
b. Advertise feedback points and methods
The program should consider organizing
yearly competitions for PUAs,
communities, and households. Criteria
for competing and for success would
need to be established. Clear prizes
would need to be budgeted and
advertised. Prizes could include: for a
winning PUA, a four-stall public latrine
in the location of their choice; for a
winning community, two new water
kiosks; and for winning household, a full
VIP latrine with cleaning supplies for
one year.
It will be important to ensure that the
feedback is two- way:
Community
LWSC
49
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
27. Celebrate successes of communities
and consumers
TASKS (How)
c. Share how have utilized and acted upon feedback through media players
d. Investigate possible use of existing Landlord/Tenant Association.
See #44.
Further Explanations
The program should consider feedback
mechanisms like door-to-door, drama.
Consumers and communities need to
know they are doing a good job.
50
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
11.3 Details of Enabling Environment
Enabling environment activities must be secured and in place by the time promotion efforts and provision of infrastructure, products and service
improvements measures begin. If these pieces are in place, players, providers and consumers will be confident and encouraged in their actions.
Policy provides a clear policy framework. Table 21 details activities, tasks and further explanations for policy.
Table 21: Policy Details
ACTIVITY (What)
28. Support ongoing sanitation and
hygiene policy development
29. Agree upon improved latrine
standards
30. Lobby for sanitation and hygiene
TASKS (How)
Further Explanations
a. Request an invite for LWSC to attend meetings
b. Provide policy development group with updates and ongoing information
from consultant work (see #29)
c. Host at least 2 working meetings
a. Liaise with local and international organizations on standards to be used
b. Include ECZ during the formulation of policy and standards
c. Contract consultant to:
 Compile standards from three countries
 Design standards list
 Prepare definitions of key terms
 Present and review with technical committee and agree upon standards and
definitions
 Prepare standards and definitions document to use in training, distribute and
include in policy paper
a. Advocate for public-private partnerships (PPP)
b. Provide detailed information to decision-makers and politicians on sanitation
and hygiene
c. Assign one Peri-Urban unit staff member with “lobbying” responsibilities
LWSC will need to be involved and even
initiate action for this policy development. It
can facilitate the work by sponsoring some of
the working meetings.
It would be best if an outside consultant
worked on developing the standards for
approval. This person could focus on the
details as well as focus on the task at hand.
S/he could assist in developing the
specifications, standards, definitions, and
language as well as in designing and testing
the latrine selection flow chart (see #2).
See Advocacy Kit 21. When lobbying,
consistency is essential. It would be useful, if
the same person could deal with decisionmakers and politicians, only pulling in others
as expertise or support is required.
51
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Implementation capacity strengthens the capacity of leaders and program managers to guide, supervise, and encourage the program process.
Table 22 details activities, tasks and further explanations for implementation capacity.
Table 22: Implementation Capacity Details
ACTIVITY (What)
31. Strengthen LWSC peri-urban unit
implementation team
TASKS (How)
Further Explanations
a. List skills required of implementation team
b. Reexamine structure of LWSC peri-urban unit (see Figure 7 below for present
structure) and adjust if needed
c. Develop job descriptions for each team member and adjust as needed
d. Train as needed
e. Orient others and other LWSC staff on strategy and program:
 LWSC top management
 LWSC directors and managers
 LWSC superintendents and support staff
 WDC, water trusts, LCC settlement officers, active CBOs, NGOs, FBOs
f. Consider hiring 1-2 more unit staff
At present, the peri-urban unit is composed of
strong, qualified individuals. However, clear
roles and responsibilities as they relate to this
strategy need to be detailed. As well, team
strengthens and weaknesses should be
elucidated so that gaps can be filled and
strengthens can be maximized.
Figure 7: Present Structure of LWSC Peri-Urban Unit
Commercial
Director
Manager
Peri-Urban
ZONE HEAD
SOUTH
ZONE HEAD
EAST
ZONE HEAD
WEST
SENIOR
ENGINEER
ENGINEER
Supt.
Water
Supt.
Water
Supt.
Water
52
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
32. Establish technical committee to
guide process
a. List skills and decision-making powers required of technical committee to be
called “Sanitation Task Team”
b. Specify terms of reference for each task team member
c. Particularize a calendar of meetings for each year
33. Facilitate quarterly power breakfasts
with technical committee and invited
guests as needed to discuss progress,
impact, and help needed
a.
b.
c.
d.
e.
f.
a.
b.
34. Develop sustainability criteria and
indicators
35. Monitor
36. Evaluate
Itemize power breakfast calendar of events (topics should be based on needs)
Organize and invite quarterly speaker
Prepare information kit for each power breakfast
Celebrate successes
Detail specific support and help required from attendees
Hold awards ceremony for up to four members
Define sustainability for strategy components and feasible practices
Delineate assessment tool to incorporate into monitoring and evaluation plan
a. Review and revise program strategy M&E plan
b. Using November 2008 Market Analysis Report, establish baseline. For any
missing data, conduct pocket survey.
c. Delineate 10, 3-month process monitoring benchmarks
d. Detail 10-15, 10-month outcome monitoring and evaluation benchmarks
e. Prepare tools for monitoring and for evaluation (adapted from market analysis
research)
f. Conduct routine compliance inspections by multidisciplinary team
g. Build M&E activities into ongoing events, meetings, and social responsibility
team activities
Further Explanations
This team should be made up of LWSC,
WDC, LCC, water trusts, international
organizations, and other CBOs.
Responsibilities for this team could include
identifying the availability of land space for
construction of facilities, examining the
recruited landlords to ensure they meet
established criteria, ensuring the quality of
materials and constructions, just to name a
few. See Table 17, Training Plan for more
topics on which this team should be trained.
These breakfasts will be organized around
specific topics corresponding to ongoing
activities and tasks at the time. This will
allow the program to directly address issues
as needed and ask for the support or help
required.
This activity must consider sustainability of
program, of behaviors, of durability of
products, of services, of ability to meet
demand, etc.
M&E will need to look at compliance of
providers/suppliers, of consumers, usability
and effectiveness of latrine selection flow
chart.
53
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Financing details how activities and efforts that fall within the scope of this PUA-wide strategy will be funded. Table 23 details activities, tasks
and further explanations for financing.
Table 23: Financing Details
ACTIVITY (What)
TASKS (How)
Financing: Finance activities and efforts that fall within the scope of this PUA-wide strategy.
37. Fully commit to supporting sanitation a. Request that LWSC monies be specifically earmarked for sanitation and
and hygiene strategy
hygiene activities
b. Assign agreed upon amount of specifically earmarked monies to activities and
efforts falling within this strategy
c. Request from NWASCO for removal of sanitation levy hold and for use of
funds where deemed appropriate in Year 1
38. Develop clear subsidy policy and
a. Detail subsidy policy to recommend
criteria
b. Share and discuss with all players
c. Revise and present to government for approval
d. Incorporate into all subsidies applied by all players
39. Develop accessible sources and
funding mechanisms for providers
and consumers
CONSUMER:
a. Create a consumer incentive program
b. Detail voucher program for slabs and roofs
PROVIDER:
c. Create centralized funding source (Utilize existing funding source) for PUA
sanitation and hygiene providers and suppliers with consistent criteria applied
across the board for accessing funds, such as must fulfill activity from
program strategy; must have been trained, certified and registered through
program; must agree to QCS and PQC standards and pricing.
GENERAL:
d. Funnel ALL funding received through this strategy encouraging a
programmatic approach to sanitation and hygiene in PUA of Lusaka
Further Explanations
Negotiations with NWASCO will be ongoing,
but if the available monies could be approved
for use on certain Year One activities, it
would allow LWSC to continue moving
forward and maintain the momentum built.
In the beginning of an effort such as this, full
cost-recovery will be difficult. Instead, a
compromise needs to be made between what
the consumer can afford (see Pricing under
Products) and what the provider needs to
earn. The difference will need to be covered
through some form of subsidy, but with the
intend to phase out the subsidies as the
products and behaviors become social norms
and no financial differences exist between
what the consumer can pay and what the
provider needs to make.
As previously mentioned, though the eventual
goal to full cost-recovery, the gap between
what a consumer can afford and what a
provider needs to make is evident. While
balancing out this gap, funding mechanisms
will be required that move the market toward
full cost-recovery.
Consumer incentive programs could include
hygiene rewards for positive sanitation use
and maintenance – free disinfectant for
cleanest latrines, etc. Reward programs could
entail discount on purchase price, for
54
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
Further Explanations
Financing: Finance activities and efforts that fall within the scope of this PUA-wide strategy.
landlords buy one slab get one free, etc.
40. Develop commercial cash flow and
cost-benefit analyses
a. Detail cash flow analysis for Years One to Three (see Figure 8 for an
example)
b. Enumerate a cost-benefit analysis (see Figure 9 for a simple example) for:
 Construction of toilet blocks
 Rehabilitation of treatment plants
 Communication campaign
 Lobbying
 Training
As well, since providers will be asked to
improve them quality and accessibility, it will
be necessary to assist them, in the beginning,
with start up costs, initial investments and/or
capital assets. Access to these funds need to
be clear and easy.
To ensure that this program is eventually
revenue-based and profit-making, it will be
essential to track the cash flow in the first
three years to determine changes required and
progress made. Though the goal is to market
sanitation so that it is profit-making,
admittedly this will not happen in the first
three years and most likely, will take at least
10 years to get to this stage. Nevertheless, all
transactions need to be handled in a
professional and commercial manner from
day one. Developing these analyses will
assist with this process.
55
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Figure 8 provides a sample of a very simple cash flow analysis.
Figure 8: Sample Cash Flow Analysis
Figure 9 details a cost-benefit analysis sample of monthly costs amortized over three year.
Figure 9: Sample Cost Benefit Analysis
Cost Benefit Analysis - Purchase of New Stamping Machine
(Costs shown are per month and amortized over three years)
1.
Purchase of Machine .................... -$20,000
includes interest and taxes
2. Installation of Machine ..................... -3,125
including screens & removal of existing stampers
3. Increased Revenue .......................... 27,520
net value of additional 100 units per hour, 1 shift/day, 5 days/week
4. Quality Increase Revenue ..................... 358
calculated at 75% of current reject rate
5. Reduced material costs ...................... 1,128
purchase of bulk supply reduces cost by $0.82 per hundred
6. Reduced Labor Costs ....................... 18,585
3 operators salary plus labor o/h
7. New Operator ................................. -8,321
salary plus overhead. Includes training
8. Utilities ............................................ -250
power consumption increase for new machine
9. Insurance ......................................... -180
premiums increase
10. Square footage ...................................... 0
no additional floor space is required
Net Savings per Month ........................... $15,715
This cost benefit analysis clearly shows the purchase of the stamping machine is justified. The machine will
save the company over $15,000 per month, almost $190,000 a year.
56
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Institutional arrangements assure total quality management of PUA sanitation and hygiene activities. Table 24 details activities, tasks and
further explanations for institutional arrangements.
Table 24: Institutional Arrangement Details
ACTIVITY (What)
TASKS (How)
41. Build leadership of LWSC peri-urban
unit
a. Detail total quality management protocol (Figure 10)
b. Incorporate sanitation M&E into LWSC M&E plan
c. Delineate clear roles and responsibilities for all players and partners (see # 42
and Table 25)
Further Explanations
Program management will be essential if this
program is to succeed. Training might be
required for the peri-urban unit team, but it
will pay off ten-fold.
Figure 10: Total Quality Management Paradigm
Decrease
Costs
Improve
Quality
Productivity
improves
Capture market with
better quality, affordable
service
Profitability
Sustainability
Greater
Impact
42. Coordinate work in PUAs
a. Organize “think tank” to expand creative options for technologies, examine
and investigate other country creative promotion activities, etc.
b. Define clear roles, responsibilities, and terms of references for national-level
players
43. Create business standards and
corresponding registration
a. Describe certification requirements
b. Obtain necessary government approval and support
There are many players, partners, and
stakeholders involved in and concerned by
sanitation and hygiene in PUAs. Collectively
the creativity and innovation abound. Use it.
Provide them with a clear role and let them
carry out their individual activities to achieve
the program strategy.
Each provider trained through the program
will be certified: (1) Month 1 - receive
57
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
ACTIVITY (What)
TASKS (How)
c.
d.
e.
f.
g.
44. Develop 2012-2014 strategy for
continuation of program activities
building on successes of first three
years
45. Celebrate successes with all players
Detail three-stage certification program
Train and certify providers involved in the program
Detail present requirements and procedures for business registration
Examine ways to streamline, detail, and present for approval
Incorporate business registration process into training workshop as a last step
a. Conduct final evaluation of 2009 to 2011 strategy implementation, impact,
and outcomes
b. Delineate successes and changes needed
c. Prepare revised market analysis report based on evaluation findings
d. Prepare 2012-2014 program continuation strategy
e. Present and agree upon continuation strategy
a. Hold “celebrations” every six-months – 5 total
b. Ask stakeholders to nominate consumers, providers, implementers for
outstanding performance
c. Develop criteria for this “honoring”
d. Form committee from persons who are not involved in any way in the
program to review possible honorees and select
e. Honor consumers, providers, implementers whose performance was
outstanding
f. Advertise the winners every six months at the celebration and through other
media sources
Further Explanations
training, (2) Months 2-4 - have work
monitored, (3) Last Week on Month 4 - attend
refresher discussion, and (4) be certified. For
those whose monitoring revealed more
training was required, a plan would be
developed to get them up to speed in
providing QCS and quality products/services.
As part of this training and certification
process, it would be most effective to be able
to grant licensing/registration for each
business. This would facilitate the process for
providers and encourage them to participate.
This activity must take place in the last three
months of this strategy, from 1 October to 31
December 2011 so that the program can
continue smooth functioning into its next
three-year phase.
It is vital to celebrate the successes of the
program, of the consumer, of the provider, and
of the players as well as celebrate these
successes with the consumer, provider and
players.
58
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Table 25 details present and potential roles and responsibilities of sanitation and hygiene players. This table needs to be completed as
institutional arrangements are finalized and players are brought on board and oriented on the strategy and the sanitation marketing and hygiene
promotion program.
Table 25: Player Roles and Responsibilities
Stakeholder
Government
MLGH/DHID
MOH
MOF
MCDSS
MOE
LCC
NWASCO
Present Role(s)
Suggested Additional Responsibilities
Formulate policy
Develop national budget proposals on sanitation and hygiene
Mobilize funds
Take responsibility for water and sanitation utilities
Provide clear leadership by attending and chairing all sanitation
marketing and hygiene promotion activity events
Clarify and reinforce legislation
Finalize National Sanitation and Hygiene Policy
Provide monitoring and inspection
Monitor water quality
Coordinate WASHEs and NHHCs
Provide disinfectants
Provide Public Health inspectors
Approve budget
Solicit funds from partners
Coordinate national planning such as Fifth National
Development Plan
Mobilize communities for development
Fund community projects
Monitor community projects
Coordinate community-based organizations – women’s
development associations
Educate communities on health issues
Work in schools on health and hygiene
Execute sanitation and hygiene directives
Enforce by-laws
Is patron of water utilities
Mobilize communities
Conduct city planning
Promote sustainability of service provision, improve
efficiency and profitability of commercial utilities
Provide business registration
Work together with local authorities/LCC to inspect health and
hygiene activities
Expand hygiene services
Enhance coordination with other players on the ground
Create a vote on sanitation (MLGH)
Create steering committee on line Ministries (steering committee
exists in MOE/PS)
Participate in field mobilization and community events
Develop enforcement protocols and cadre to enforce within players
Supervise provision of municipal services of Ministries
Reinforce city planning regulations
Work in partnership with LWSC to implement program
Provide tariff guidelines (not setting up tariffs)
Work with scheduled training activities to provide business
registration as part of training process
59
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Stakeholder
Present Role(s)
International Non-governmental Organizations/Agencies
Funders such as DTF, WSP, JICA,
Inject financial support into activities
EU, CEEC, etc.
INGOs, such as CARE, WaterAid,
Provide specialized training
Plan, Concern, World Vision, etc.
Construct sanitation facilities
Provide logistics in implementation
Technical Assistance agencies, such
as UNICEF, WSP
Local Non-governmental Organizations, Community- and Faith-based Organizations
WDAs
Conduct meetings for WASHE groups
Provide information and training on health related issues
WDCs
Facilitate water and sanitation issues
Consult on planning, budgeting, implementation and M&E
Work in partnership with LCC/NGOs
Mobilize community participation
Link the community and LWSC/NGOs
Propose and plan ward projects including sanitation projects
Hygiene Promotion Agencies, such
Line toilets, spray of cholera affected homes and take care of
as WASHE and NHHC
cholera victims
Chlorinate and bury of shallow wells
Distribute of chlorine during outbreaks
Sensitize the community on cholera issues
Private-Sector
LWSC
Mobilize resources
Plan for water supply and sanitation
Provide water and sanitation services
Collect revenue from customers
Provide technical assistance to water trusts
Builds capacity of community kiosk agents
Disseminates information on health and hygiene
Monitors and evaluates
Media – national-, city- and
Air public service announcements, airs health messages,
community-levels – such as MUVI,
provides coverage of health issues
etc.
Disseminate information on sanitation and hygiene
Suggested Additional Responsibilities
Provide funding through support of strategy activities and in
programmatic approach
Work within strategy activity details in each of the PUAs supported,
conducting the same activities being carried out in the other PUAs
Create revolving fund through cost-recovery – partial then full
Share best practices and new technologies in technical areas
Share best practices and new technologies in technical areas
Provide water/sanitation advocacy
Provide quarterly monitoring visits to randomly selected sites to
inspect compliance
Participate in inspection and M&E on sanitation related issues
Empower water trusts to incorporate sanitation issues
Participate actively in M&E on sanitation issues
Provide firm leadership to coordinate and implement program
Facilitate and supervise construction of latrines and toilets
Take responsibility for program execution
Participate in communication and mobilization activities
Participate in development of communication campaign
60
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
12. MONITORING AND EVALUATION PLAN
Table 26 provides a simple monitoring and evaluation (M&E) plan based on the strategy
goals, objectives, and activities. The figures used here are based on findings of November
2008 Market Analysis Report. To make this M&E effective, it will be necessary to establish
an agreed upon baseline for each indicator listed here and new ones added. The Market
Analysis Report provides this baseline and should be used as the starting point. Any
additional baseline information required should be detailed and gathered before any activities
start. As well, it has been suggested in the Strategy Activities and Tasks table that process
and outcomes indicators be broken down further by 6-month monitoring benchmarks and 10month evaluation benchmarks that can be tracked during regular monitoring and interim
evaluations. Evaluation should include an Interim Evaluation during Month 10 (January
2010) and Month 20 (November 2010) and a Final Evaluation for first three years of program
in Month 31 (October 2011).
Table 26: Suggested M&E Plan
Strategy Objectives:
1. Increase PUA mothers with children under five who reportedly wash their hands with soap and clean water from 24.3% to
50%.
2. Increase PUA mothers who reportedly clean their drinking water storage container before putting in new, clean drinking
water from 24.9% to 50%.
3. Increase PUA mothers who reportedly serve their drinking water safely (either pour or use long-handled cup) from 33.7% to
50%.
4. Encourage PUA landlords to build toilet blocks following agreed upon standards for 24 households in each PUA.
5. Ensure these PUA landlords empty 50% of these toilet blocks once a year.
6. Assure 50% of PUA mother tenants reportedly clean their toilet block stall with disinfectant and water once daily.
7. Boost the PUA landlords who build household latrines for their tenants following agreed upon standards for 615 households
per PUA.
8. Ensure these PUA landlords empty 35% of these household latrines at least once in a three-year period
9. Increase PUA tenants who clean their household latrine with disinfectant and water once daily from 10.5% to 35%.
Target Audiences:
Household Latrines - PUA Landlords – Father and Mother AND PUA Mother Tenants
Toilet Blocks - PUA Landlords – Father and Mother AND PUA Tenants – Father and Mother
Handwashing - PUA Mothers with children under five
Safe Drinking Water - PUA Mothers
Evaluation Questions
What do you want to know
about your key behaviors?
IMPACT
How have the practiced
behaviors affected THE
PROBLEM?
(reflection of vision and
goal)
Information Needed
Type of Information
What type of information
do you need to answer your
questions?
Indicators
What will indicate success?
Prevalence rates of
diseases
1. 2% reduction in diarrheal disease in under five year olds
in target areas
2. 51,250 households with improved sanitation and/or
hygiene
61
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Evaluation Questions
What do you want to know
about your key behaviors?
Information Needed
Type of Information
What type of information
do you need to answer your
questions?
Indicators
What will indicate success?
OUTCOME
How well is the intended
audience practicing the
promoted behaviors?
(reflection of behavioral
objectives)
Observed or reported
behaviors
PROCESS
To what extent are the
activities being carried
out?
(reflection of doable
steps and strategy
activities)
Access to needed
services
Access to needed
materials, equipment,
and products
Completion of
communication, training
and other activities
3. 50% of mothers reportedly wash hands with soap and
clean water
4. 50% of mothers reportedly clean their drinking water
container before adding new drinking water
5. 50% of mothers reportedly serve drinking water with a
long-handled cup
6. 50% of toilet block stalls observed to be clean and
disinfectant used
7. 35% of household latrines observed to be clean and
disinfectant used
8. 35% of household latrines reportedly emptied by landlord
at least once
9. 50% of toilet blocks reportedly emptied by landlord at
least once
10. 67% of households observed to have one handwashing
station
11. 35% of households observed to have long-handled cup
12. 45% of households observed to have durable latrine roof
13. 55% of households observed to have a quality slab
14. 78% of toilet blocks observed to be well-built, according
to standards
15. 65% of household latrines observed to be well-built,
according to standards
16. 200 qualified sanitation and hygiene providers trained
and certified
17. 78 sanitation and hygiene businesses facilitated
18. 85% of the communication activities carried out on time
and as planned
62
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
13. INVESTMENT PLAN
This investment plan details expenditures by year. Table 27 provides line items that correspond to the Strategy-at-a-Glance. Necessary
investment plan details explanations are included in Appendix C. [Appendix D provides this investment plan as well as the overview plan found
in the Executive Summary in Excel and Appendix E provides detailed costs for toilets/latrines by type as well as sewer connection costs.] If
deemed necessary, the investment plan can be broken down by PUA, but for the most part, expenditures are spread evenly over the 26 PUAs.
Total cost: $11,361,52
[All costs listed in USD million]
Table 27: Three-Year Strategy Investment Plan Specifics
Three-Year Sanitation Marketing and Hygiene Promotion Strategy Investment Plan SPECIFICS – 1 April 2009 to 31 December 2011
Line Items
TOTAL
Year 1
Year 2
Year 3
I.
SERVICE DELIVERY
A.
Infrastructure
1
2
3
4
5
B.
6
7
8
9
C.
10
11
12
13
Develop improved latrine specifications ($$ under
Policy)
Facilitate consumer selection of appropriate
latrine facility and/or upgrading
Explore and add new sewerage connections in all
selected PUAs
Construct 520 toilet blocks, 20 per PUA
Rehabilitate existing and expand sanitary waste
disposal and treatment capabilities as needed
$
$
$
6,875,000
-
$
$
$ 3,620,000
1,560,000
$
$ 3,004,120
2,745,000
$
2,570,000
-
$
-
$
-
$
50,000
$
-
$
-
510,000
-
$
$
$
50,000
$
$
2,510,000
1,675,000
$
$
$
$
2,640,000
786,000
200,000
$
1,000,000
287,000
75,000
$
400,000
$
$
$
$
$
$
16,000
170,000
1,064,800
10,000
$
1,500,000
925,000
$
$
$
$
320,000
325,000
75,000
$
1,320,000
174,000
50,000
150,000
$
150,000
$
100,000
$
$
2,000
98,000
300,000
-
$
$
$
12,000
50,000
532,800
10,000
2,000
22,000
232,000
-
36,000
$
12,000
$
12,000
$
12,000
$
9,800
$
3,800
$
3,000
$
3,000
$
1,009,000
$
507,000
$
285,000
$
217,000
$
$
Service Improvements
Finalize provider capacity tables
Create provider small-business enterprises and/or
associations
Expand sanitation and hygiene product and
services availability and consumer access
Manage pits and expand septic tank empty
capabilities
$ 2,649,800
$
Products
Increase range of product options available
Produce and distribute proto-types for products
that do not yet exist in the Zambian marketplace
Establish fair, market-based pricing on required
products
Develop and distribute “hygiene” package(s)
9,273,920
$
$
$
$
$
$
500,000
750,000
$
$
$
63
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Three-Year Sanitation Marketing and Hygiene Promotion Strategy Investment Plan SPECIFICS – 1 April 2009 to 31 December 2011
Line Items
TOTAL
Year 1
Year 2
Year 3
D.
14
15
$
$
548,120
100,000
20,000
$
$
270,000
100,000
15,000
$
$
$
250,000
5,000
16
Develop training of trainers program
Develop providers materials
Create training programs for providers on both
hardware and software
$
413,120
$
150,000
$
240,000
$
23,120
17
Celebrate successes with providers
$
15,000
$
5,000
$
5,000
$
5,000
II.
PROMOTION
A.
Communication
18
19
20
B.
21
22
C.
Training
Produce and run a PUA-wide communication
campaign (includes hiring an ad agency)
Develop ongoing communication budget
Launch program
Develop an advocacy kit
Facilitate quarterly speakers’ bureau
27
Celebrate successes of communities and
consumers
28
29
30
B.
31
218,900
$
602,000
$
602,000
146,900
$
50,000
$
50,000
$
230,000
6,900
10,000
90,000
6,000
84,000
1,086,000
$
$
$
$
$
$
$
130,000
6,900
10,000
26,000
6,000
20,000
46,000
$
$
$
$
$
$
$
50,000
32,000
32,000
520,000
$
$
$
$
$
$
$
50,000
32,000
32,000
520,000
$
$
$
26,000
$
26,000
$
30,000
$
10,000
$
10,000
$
10,000
$
$
1,000,000
10,000
$
$
10,000
$
$
500,000
-
$
$
500,000
-
$
20,000
$
-
$
10,000
$
10,000
$
$
664,700
52,000
$
$
84,900
32,000
$
17,000
$
2,000
$
$
25,000
10,000
454,700
359,500
$
$
$
$
25,000
5,000
11,900
2,500
Implementation Capacity
Strengthen LWSC peri-urban unit implementation
$
28,120
-
$
$
$
Policy
Support ongoing sanitation and hygiene policy
development
Agree on improved latrine standards (includes
consultant contract)
Lobby for sanitation and hygiene
1,422,900
$
$
$
246,900
III. ENABLING ENVIRONMENT
A.
$
$
$
$
$
Mobilization
24
26
24
$
Advocacy
Form community-based sanitation and hygiene
social responsibility team
Facilitate quarterly sanitation and hygiene
community meeting in each PUA
Establish yearly PUA, community and household
hygiene contests
Develop feedback mechanisms for the community
23
$
$
$
-
$
$
$
$
$
$
$
$
280,900
10,000
7,500
2,500
224,900
177,000
-
$
$
$
$
$
$
$
298,900
10,000
7,500
2,500
217,900
180,000
64
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Three-Year Sanitation Marketing and Hygiene Promotion Strategy Investment Plan SPECIFICS – 1 April 2009 to 31 December 2011
Line Items
TOTAL
Year 1
Year 2
Year 3
32
33
34
35
36
C.
37
38
39
40
D.
41
42
team
Establish technical committee to guide process
Facilitate quarterly power breakfasts with
technical committee and invited guests as needed
to discuss progress, impact, and help needed
Develop sustainability criteria and indicators
Monitor
Evaluate
$
5,000
$
2,000
$
1,500
$
1,500
$
$
$
$
3,600
1,000
15,600
70,000
57,000
$
$
$
$
$
1,200
1,000
5,200
15,000
$
$
$
$
$
1,200
5,200
40,000
21,000
$
$
$
$
$
1,200
5,200
30,000
21,000
$
$
3,000
1,500
$
$
1,000
1,500
$
$
1,000
-
$
$
1,000
-
$
50,000
$
10,000
$
20,000
$
20,000
$
$
$
$
2,500
26,000
14,000
10,000
$
$
$
$
25,000
14,000
10,000
$
$
$
$
50,000
14,000
10,000
$
1,000
$
-
$
-
-
$
-
$
25,000
1,000
$
1,000
Financing
$
Fully commit to supporting sanitation and hygiene
strategy
Develop clear subsidy policy and criteria
Develop accessible sources and funding
mechanisms for providers and consumers
Develop commercial cash flow and cost-benefit
analyses
$
$
$
1,000
44
Build leadership of LWSC peri-urban unit
Coordinate work in PUAs
Negotiate business standards and appropriate
registration
Develop 2012-2014 strategy for continuation of
program activities building on successes of first
three years
2,500
101,000
42,000
30,000
$
25,000
45
Celebrate successes with all players
$
3,000
43
$
Institutional Arrangements
$
TOTAL
$
11,361,520
$
$
1,000
$ 2,953,600
$
$ 4,502,900
$ 3,905,020
65
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
14. IMPLEMENTATION PLAN
Phasing of feasible practice introduction and promotion is recommended to facilitate
implementation and M&E. Practices on building, maintaining and properly using a latrine
and toilet block (Objectives 4-9) will be promoted first, followed by practices on
handwashing (Objective 1) that can overlap at the end of the first phase, ending with practices
on safe drinking water (Objectives 2-3). This phasing not only corresponds to what activities
need to be completed before others can be carried out, but also reflects movement of the
consumers through the behavior change continuum (see Appendix A). Table 28 shows, in
general, what types of activities should be conducted in what quarter and in what year.
Specifics will need to be worked out in a yearly Plan of Action for each of the three years.
See Section 15 for Year One Plan of Action. Adjustments should be made based on ongoing
monitoring and yearly interim evaluations.
In general Year One will put in place sufficient ability and capacity to supply (Service
Delivery); develop the promotional pieces to create the initial consumer demand (Promotion);
and facilitate this supply and demand (Enabling Environment). When supply and enabling
environment are in place, launch the program using the promotional pieces. Years Two and
Three will then build and expand on service delivery put in place in Year One, maintain the
practice promotion, and continue to strengthen the infrastructure. How to build, maintain and
clean a latrine and handwashing will be the behavioral foci for Years One and Two, safe
drinking water practices will be added in Year Three.
Table 28: General Phased Implementation Plan
Activities
2009
--Q2
Q3
Q4
Q1
PUT IN PLACE
SERVICE
DELIVERY
(Prepare to meet
demand)
Develop standards
for production and
construction
Create new
industry and
businesses
Train and certify
providers and
suppliers
Rehabilitate
needed plants
Provide new
connections
Manufacture
products and
supplies
Construct toilet
blocks in costsharing
arrangement with
consumers
DEVELOP
PROMOTION
X
2010
Q2
Q3
Q4
Q1
2011
Q2
Q3
Q4
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
66
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Activities
--Prepare
communication
campaign and all
materials
Launch program
Update and revise
materials as
required
CREATE
ENABLING
ENVIRONMENT
Establish policy
and standards
Lobby and
advocate for
sanitation and
hygiene
CONDUCT
PROMOTION
(Create Demand)
Air, distribute,
conduct messages
on household
latrines and toilet
blocks
Air, distribute,
conduct messages
on handwashing
Air, distribute,
conduct messages
on safe drinking
water
MONITOR on an
ongoing basis
Provide regular
quality assurance
visits
EVALUATE
Establish baseline
Conduct interim
evaluation
Make adjustments
Conduct final
evaluation for first
three years
2009
Q2
Q3
Q4
X
X
X
Q1
2010
Q2
Q3
Q4
Q1
2011
Q2
Q3
Q4
X
X
X
X
X
X
X
X
x
x
X
X
X
x
X
X
x
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
x
x
X
x
x
X
X
X
X
[Small “x” indicates on an ongoing manner combined with other activities.]
67
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
15. PLAN OF ACTION
The first year plan of action has been provided below in Table 29. Years Two and Three should be developed in the last quarter of the year
basing activities on monitoring and evaluation results. As previously stated, Year One's purpose is three-fold: (1) Put in place sufficient ability
to supply (Service Delivery); (2) Develop the promotional pieces to create the initial consumer demand (Promotion); and (3) Facilitate this
supply and demand (Enabling Environment). When supply and enabling environment are in place, launch the program (create demand) using
the promotional pieces. How to build, maintain and clean a latrine and handwashing will be the behavioral foci for Years One and Two, safe
drinking water practices will be added in Year Three. No cost-sharing building/construction of latrines or toilets by LWSC should take place
until demand has been created and service delivery is in place.
Table 29: Year One Plan of Action Specifics-1April 2009 to 31 December 2009
Activity
I.
A.
1.
2.
3.
B.
4.
5.
April
May
June
YEAR ONE - 2009 (9 months) - SPECIFICS
July
August September October
November
December
SERVICE DELIVERY
Infrastructure
Identify two PUAs where new sewer connections can be
installed and install
a. Develop selection criteria
b. Contact Output-Based Aid for co-financing, and begin
installation.
c. Select 2 PUAs
d. Begin installation
Assess functioning of two selected treatment plants and begin
rehabilitation.
a. Prepare engineering specifications for assessment
b. Contract in-house and conduct assessment
c. Begin rehabilitation
NO construction of toilet blocks.
Products
Develop priority products list (those that are required for
consumers to practice the feasible behaviors promoted.)
Assist providers in manufacturing priority products in
sufficient quantities.
a. Agree on manufacturing standards and initial prices
b. Develop prototypes
68
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Activity
6.
C.
7.
8.
9.
D.
10.
11.
12.
13.
14.
April
May
June
YEAR ONE - 2009 (9 months) - SPECIFICS
July
August September October
November
December
c. Test prototypes
d. Determine start up costs required and provide
e. Produce
Purchase limited number of products for promotion.
Service Improvements
Create 26 franchises - 1/PUA (grant for start-up costs).
a. Develop funding qualifications
b. Detail program and participation
c. Advertise
d. Invite to participate in training and program
Expand 3 marketplaces - 1/PUA
a. Select 3 PUAs based on criteria
b. Visit and discuss with potential businesses
c. Advertise
d. Invite to participate in training and program
Purchase and test portable pit and septic tank emptying
equipment and train providers - 26 total - 1/PUA
a. Hire consultant to investigate what is available
b. Purchase 1-3 types and test
c. Purchase equipment deemed appropriate
Training
Develop training materials.
a. Design standards and specifications guidelines (see #26)
b. Prepare user manuals
Conduct training of trainers - 30 trainers
Conduct provider training workshops - 52 providers - 2/PUA
a. Develop selection criteria
b. Advertise and select (be sure to include providers from #7
and #8)
Conduct hygiene promoter workshops - 52 promoters - 2/PUA
Assure certification and business registration of 52 trained
providers.
a. Enumerate certification criteria and responsibilities
b. Complete registration negotiations and license as part of
training process
69
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Activity
II.
A.
15.
16.
17.
18.
19.
B.
20.
21.
C.
22.
23.
III.
A.
24.
25.
26.
B.
April
May
June
YEAR ONE - 2009 (9 months) - SPECIFICS
July
August September October
November
December
PROMOTION
Communication
Share strategy through orientation meetings.
a. Orient LWSC top management
b. Orient other LWSC staff
Hire ad agency.
Develop communication campaign.
Produce materials - print and non-print for distribution and
airing and mobilization activities.
a. Develop media plan
b. Put together press kit for launch
Launch program.
Advocacy
Develop advocacy kit
Create speaker's bureau and meet quarterly.
Mobilization
Organize social responsibility team and meet quarterly.
a. Establish existing structures and interested structures
b. Prepare roles and responsibilities and tools
Develop consumer feedback mechanisms.
ENABLING ENVIRONMENT
Policy
Participate in National Sanitation and Hygiene Policy
development.
a. Gather what has been prepared to date
b. Share standards and specifications presently available to
LWSC
Lobby for decision-maker and politician support of sanitation
and hygiene for PUAs in Lusaka.
Establish standards for latrine specifications and product
quality.
a. Hire consultant
b. Prepare standards and specifications guidelines
c. Design flow chart (decision making tool for consumer)
Implementation Capacity
70
Lusaka Peri-Urban Area Sanitation Marketing and Hygiene Promotion Program
Sanitation Marketing and Hygiene Promotion Strategy
(31 January 2009)
Activity
27.
28.
29.
30.
C.
31.
32.
33.
D.
34.
35.
April
May
June
YEAR ONE - 2009 (9 months) - SPECIFICS
July
August September October
November
December
Establish technical committee and meet quarterly.
Refine Monitoring and Evaluation plan.
a. Establish baseline using November 2008 Market Analysis
Report.
b. Establish M&E benchmarks
c. Develop tools
Monitor progress (process indicators).
Develop Year Two Plan of Action
Financing
Agree on subsidy policy and include in National Sanitation
and Hygiene Policy.
Create consumer rewards and voucher programs
Develop funding mechanisms for provider start-up
investments (see 4 above).
a. Determine mechanisms principles, e.g. soft loan or grant,
contractual agreements, requirements, etc.
b. Put together full budget for providers/businesses to be
supported in Year One (see #7 and #8)
Institutional Arrangements
Develop structure for decision-making and lines of authority.
Negotiate business registration for trained providers.
a. Identify agency responsible for business registrations
b. Prepare and present concept paper to have registrations
facilitated and granted at end of training process
71