Moving People Up the Sanitation Ladder

An answer to the Open IDEO Challenge

Ensuring safe and sustainable public

sanitation solutions in urban and semi urban

Ghana

BACKGROUND

STARTING ASSUMPTIONS

• Innovations on a technical level exist and have been implemented extensively in developing areas, some with great and some with lesser success. There are a number of successful technical solutions that can be imported both in terms of waste management and disposal (e.g. ECOTACT)

• In our view, innovation needs to happen on a HOW rather than a WHAT level, meaning we will attempt to innovate a PROCESS rather than a PRODUCT.

• Both factors of successful implementation need to be addressed: SUPPLY as well as DEMAND

• Success needs to be measured by scalability and transferability; while the ideas here represent an approach for Ghana and its urban landscape, the ideas must be applicable to universal factors rather than merely geographical factors.

PERSISTENT

ISSUES

“Who wants their name attached to toilets”… Kumasi Assembly man on sanitation

ACCOUNTABILITY

Toilets consistently have been poorly managed and have been the site of local political conflicts – toilet wars – despite efforts at franchising them and involving communities in their management. This is attributable to the politics of patronage at the urban level, the relationship between city government patronage and community level groups, and the failure of regulation. Public-private partnerships have not worked.

TRUST

SKILLSWhile Ghana is a top 10 country according to the overall Ibrahim index, when it comes to key functions important to sanitation (urban private sector development, infrastructure and public management), the score is less impressive

KEY PROBLEMApproaches have been

fragmented and nobody “owns”

sanitation

THE CORE IDEA

3 ASPECTS A SUSTAINABLE PROCESS NEEDS TO ADDRESS

supplydemand

ownership and accountability

PROMOTING

‘SOCIAL HEALTH’

FROM SANITATION TO SOCIAL HEALTH

ownership and accountability

WOSUK

demand supply

THE WOSUK def: Women’s Sanitation Union of Kumasi

WHAT IS WOSUK

• The Women’s Sanitation Union of Kumasi is a neutral organization with a CHARTER signed by Unilever, the Kumasi government and the ‘population’ which will champion, promote and monitor healthy and safe sanitation solutions in Kumasi. The key functions of the Union will consist of:

– ‘Moving people up the sanitation ladder’ through awareness and demand driving initiatives

– Play and active role in designing alternative, transparent and improved supply chain and maintenance solutions

– Act as a benevolent watch dog to ensure proper and ongoing maintenance standards

– Be the financial broker or facilitator between good ideas and funding

WHAT IS THE WOSUKIn short, the UNION will act as the

anchor of ownershipand accountability in sustaining

SOCIAL HEALTH of thecommunity

WHY THE WOSUK?• Sanitation is not about sanitation

– Sanitation is about choosing how to spend money (buyer)– Sanitation is about civility (proof of functioning society)– Sanitation is about economic power (seller)

• Because it is not just about sanitation, proper sanitation is not the easier choice

• Because it is not just about sanitation, different agenda’s and priorities change and corrupt

• The UNION would leverage skills that Ghanese Govt is less equipped (and more importantly not trusted) to handle like urban demand creation, project management, gaining trust from locals.

Sanitation is a part of the social health of a human being

Sanitation is a part of the social health of a human being

WHY WOMEN

• Sanitation needs are of a higher order for women and girls due to privacy, menstruation…yet due to cultural factors women’s needs in society are placed in a secondary priority

• WOSUK will empower women to address and solve issues directly related to their needs

• Women are the natural care takers of a community

WHY UNILEVER

• In many developing countries, brands have the power, infrastructure and business acumen (along with social missions) to deliver services, create habits and maintain accountability of quality.

• Their attachment makes sanitation to big to fail, thus creating

faith amongst locals that change is possible to sustain. • A great example is the CEMEX “Patrimonio Hoy” program in

Mexico, who have attached their name to improved living quarters and have started empowering civilians to do work themselves alongside the local government to great success.

KEY SATRTEGIC PLATFORMS1. Leverage assets across all stakeholders

• Employ resources from private sector – logistics, management, demand creation, quality control, buying power

• Involve Ashantee Diaspora through Sanitation remittance program• Get local government to agree “not to add red tape”• Open sourcing program for parts/services to be assembled locally

2. Drive visible changes to the environment• Import working (African) solutions and knowledge• Empower women through proven practices to own good sanitation in their

neighborhoods• Create quality control and evangelist teams • Rapid response number (complaints will be dealt within 24 hours)

3. Drive ‘culture of social health’ • Community wide health initiatives about the broader value of sanitation• Sanitation pledges – CLTS style workshops• “Teach through tech” program

• Source used camera’s and recording equipment for schools so they can learn to use it and help document bad practices around sanitation (again part of social health)

IMPLEMENTATION

A. OWNERSHIP & ACCOUNTABILITY:

CREATING THE WOSUK

WOSUK CHARTER MEMBERS

EXTERNALUnilever: sponsor

NGO/AID ORG: technology & funding

EXTERNALUnilever: sponsor

NGO/AID ORG: technology & funding

INTERNALKUMASI Govt: regulating

support

INTERNALKUMASI Govt: regulating

support

WOMEN’S LEAGUELeading women

champions/activists

WOMEN’S LEAGUELeading women

champions/activists

technology & know how

regulation and administrative

facilitation

local representation

regional/city district women’s chapters recruited by WOSUK

representatives

STEP 1: drafting and committing to a CHARTER on sanitation standards – this will create a sense of commitment but also an objective and measurable definition of what proper sanitation standards are

AUDIT OF CURRENT DEMAND AND SUPPLY

STEP 2: mapping out the Kumasi settlement, auditing current supply, identifying needs (e.g. number of latrines per square kilometer), regional special needs - e.g. school districts assessing current standards and developing an action plan for upgrades, new construction – additionally review existing technical solutions to source

ENERGIZE ALL PARTIES INVOLVED

STEP 3: Planting a public flag that the WOSUK is here to stay and committed to improving the Kumasi sanitation situation. Not by creating aid dependency, but by being demand driven, implementation focused and aware that in order for sanitation to be improved other life aspects need to be better as well.

OWNERSHIP AND ACCOUNTABILITY

1.WOSUK CHARTER & STANDARDS2.AUDIT, MAP AND PLAN3.PLANTING THE PUBLIC FLAG –

COMMIT

B. ENDORSING A VALUE ORIENTED AND

TRANSPARENT SUPPLY CHAIN

CURRENT SUPPLY CHAIN

• Non standard constructions which leads to inconsistent quality – sub standard quality

• Corruption and lack of transparency

• Poor maintenance - lack of upgrading on a systematic level (e.g. adaptation to new technologies)

• Stigmatized industry• Lack of funding (market

driven or otherwise)

SUPPLY CHAIN INSPIRATION

Objective: standardized for quality and economies of scale – construction materials, toilets, ventilation…

Service offer: two tiered service – standard and premium. Both offer the agreed sanitation standards and cleanliness/functionality – the premium service would include added values services such as bathing facilities – this accounts for various income levels and price elasticity while creating aspiration to ‘move up’

AUDIT BEST PRACTICE IN AFRICA AND OTHER BOP MARKETS

STEP 1: mapping out proven business models and practices that move people up the sanitation ladder. The UNION is not here to reinvent the wheel, but to improve the sanitation situation. If something works somewhere else, the UNION is eager the get those practices on board, obviously tailored to the Kumasi situation.

CREATING A NEW SUPPLY CHAIN

STEP 2: creating an open bid for a new industry – latrine building materials (creating the latrine IKEA)

The best business model (s) will receive venture capital to source and market standardized and quality assured construction materials

This will be the supplier of record for entrepreneurs bidding for sites to build and operate neighborhood latrines

A franchising model will create value throughout the supply chain.

The WOSUK will act as a financial broker, facilitating the financing of sound business ideas.

CREATING A NEW SUPPLY CHAIN

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local franchisees Open bid for

contracts

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators and maintenance

crews

Local operators

and maintenanc

e crews

Local operators

and maintenanc

e crews

CREATING ADDITIONAL FUNDING STREAMSSTEP 3: By being transparent about cost and allegiance, the UNION can now start tapping the Ashantee Diaspora for funding/seed money.

The Ashantee (of which Kumasi is a part) receive highest remittance (average $412 p.p per year).

But this money is often given without specific purpose and through informal channels.

The UNION can be a channel that is secure, and provides and investment opportunity for the Diaspora and anybody else wanting to invest.

THE ROLE OF THE WOSUK

• Lead the Latrine Audit and develop a development plan

• Monitor and lead the open bid process for transparency and ethical standards

• Act as the steering committee for assessment of submitted business models

• Facilitate ‘seed money’ and technical support (sanitation best practice/systems)

• Act as a monitoring body of latrine maintenance – apply a system of accountability for sub standard service (according to charter)

ACCOUNTABILITY & FAIR PRACTICEBUSINESS THAT SIGNS UP MUST:

– Publicly commit to produce against pre set price levels frozen for the duration it takes to go break even (3 to 5 years on average, based on the ECOTACT business model )

– Provide technical and aesthetic expertise to the WOSUK

– Agree to leverage their marketing and PR resources to spread message

– Agree to random inspections to ensure commitment and quality

SUPPLY1.AUDIT OF BEST PRACTICE GLOBALLY

– SEARCH AND REAPPLY TECHNICAL SPECS

2.OPEN BIDS FOR STANDARDIZED CONSTRUCTION & FRANCHISEE/OPERATORS

3.ADDITIONAL FUNDING

C. ASPIRATION, DEMAND AND

USAGE

OVERDELIVER AT LOWER PRICES

• STEP 1: Creating faith through visible changes.

– Working from the sanitation map the neighborhoods with highest chance of impact will receive support in establishing their business.

– Public commitment ceremony– A temporary immediate reward system for proper disposal of

human waste (C.O.D. in the form of books or school clothes) – Opening up a direct line of communication between the

people and the WOSUK for complaints and question via SMS

AWARENESS & EDUCATION• STEP 2: The UNION funds and

executes district campaigns and educational programs promoting the concept of SOCIAL HEALTH with a focus on:– Progress through better sanitation

– Health issues and standards

– ‘for the good of the community’

– Part of modern and progressive living – The latrine as the ‘pride of the neighborhood’

– Entrepreneurship education through entire value chain of sanitation

– Accountability. Via African mix of Brazilian ‘Punto de Cultura’ program. Women and schools improve ‘social health’. in return safeguard standards

VALUE BASED PRICING AND PAID USAGE

• STEP 3: Create a ‘no free defecation’ community

– Members of the community can get a pre paid card that is valid for a predetermined number of uses. This to sustain and promote habitual use and make paying for proper latrines as part of everyday life. The cards can be for Standard or Premium service.

– When topping up the card (via mobile device or ‘bank’) the user accumulates bonus points redeemable for other services of value: discounts on hygiene products, volume discounts for latrine use…

THE ROLE OF THE WOSUKEnsuring that participating parties:

– Publicly commit to the project for the duration it takes to go break even (3 to 5 years)

– Agree to enforce or report violations of sanitation practices

– Get the local community leader to endorse the Charter and WOSUK

– Agree to joint bank account with the WOSUK so that finance is transparent

– Evangelize one new neighborhood

– Agree to sell at set prices (based on demand research) to make sure as many people as possible can use better sanitation tools.

– Agree to random inspections to ensure commitment and quality

DEMAND1.OVERDELIVER TO CREATE FAITH2.PR, EDUCATION AND COMMUNITY

INVOLVEMENT INCENTIVES3.VALUE PRICING STRUCTURE WITH

‘UPGRADING’ OPTIONS

OUTCOMEMOVING PEOPLE UP THE SANITATION LADDER

1. Starting point: sub standard public latrines

2. Standardized supply and organized maintenance operations

3. Standardized supply and organized maintenance operations

4. Two tiered ‘service’ offer that raises aspirations and demand

5. Value oriented pricing structure to push habit, high perceived utility or value

6. Seeding the desire, demand and expectation of home plumbing

SUMMARY

FROM SANITATION TO SOCIAL HEALTH

ownership and accountability

WOSUKdemand supply

PR, EDUCATION, COMMUNITY INVOLVEMEMT

VALUE PRICING MODEL WITH UPGRADING OPTIONS

AUDIT OF BEST PRACTCE – SEARCH AND REAPPLY

OPEN BIDS FOR STANDARDIZED RESOUCRES AND FRANSHISES

INNOVATE FUNDING

RECRUIT, ORGANIZE AND ‘OWN’

DEFINE STANDARDS

AUDIT AND PLAN

Establish the UNION

and CHARTER

Establish the UNION

and CHARTER

Audit of status quo and needs

Audit of status quo and needs

Open tender for sourcing

and franchisees

Open tender for sourcing

and franchisees

Awareness and

education

Awareness and

education

Habitual usage

incentives

Habitual usage

incentives

Ongoing monitoring of best practices, technical advances in sanitation aspects for upgrading the system on an ongoing basis

WHAT’S NEXT

WOMEN’S SOCIALhealt

h UNION OF

KUMASI

Thank you@jo_vanna

@NikoHerzeg