Part I –Administrative Information - EWB … · Web viewIt is the responsibility of the...

526 – Post-Implementation Report

Community: Wacholi, Mayanja – Kibuke, Bungoma CountyCountry: KenyaChapter: Indianapolis Professional ChapterProject ID(s): Wacholi FootbridgeSubmittal Date: April 17, 2016Dates Traveled: January 22 – February 1, 2016, Authors: Andrew E. Olson Moyano, Jenna McGregor, Erica Haas, Roger

Ward

AcknowledgementsThe Project Leads and Mentor Team acknowledge that:(Please initial each line item to acknowledge that each line item has been completed.)

AEOM

The chapter reviewed the accompanying 526 – Post-Implementation Report Instructions for accurate completion of this report.

AEOM

The PMEL lead updated, the 901B – Program Impact and Monitoring Report and it is submitted as a separate document with this report.

AEOM

The PMEL lead completed the 905 – Program Logic Framework and included it as an appendix to the 901B report.

AEOM

The team has included the Signed 903 – Implementation Agreement as an appendix to this report.

AEOM

The most current contact information is updated in this report and all other reports included with this submittal.

AEOM

If there were any health and safety incidents during the trip, a completed 612 - Incident Report document is included as a separate document with this report.

© 2015 Engineers Without Borders USA. All Rights Reserved of 35

http://www.ewb-usa.org/resource/526-post-implementation-report-instructions/

http://www.ewb-usa.org/resource/526-post-implementation-report-instructions/

526 – Post-Implementation Report Revised 11/2015Indianapolis Professional ChapterKenya, Mayanja-Kibuke, Wacholi Footbridge

We, the project team leadership confirm that the above information and tasks have been completed and that this report accurately reflects our chapter’s implementation activities during the implementation trip.

Andrew E. Olson Moyano, PE 5/6/2016_________________________________________________________________________________________________________________________________________

Project Lead Printed Name Project Lead Signature Date


Mentor Printed Name Mentor Signature Date

Erica Haas, PE 5/6/2016_________________________________________________________________________________________________________________________________________

Mentor Printed Name Mentor Signature Date

Or

_________________________________________________________________________________________________________________________________________

Faculty Advisor Printed Name Faculty Advisor Signature Date

It is the responsibility of the Responsible Engineer In Charge (REIC) to ensure that the team’s Post-Assessment report meets the typical engineering standard of care. I have reviewed the subject project. I am qualified by education and experience to design and oversee construction for this type of project. In my best engineering judgement, the implementation carried out on this Implementation trip followed the design approved by the Technical Advisory Committee. The construction quality met the normal standard of care for a facility of this type.


REIC Printed Name REIC Signature Date



Table of ContentsPart I –Administrative Information.................................................................................................5

1.0 Contact Information.........................................................................................................52.0 Budget.............................................................................................................................6

2.1 Project Budget.............................................................................................................62.2 Professional Mentor Team Hours................................................................................6

3.0 Project Discipline(s)........................................................................................................74.0 Project Snapshot for Publicity.........................................................................................7

4.1 Problem Identification (one sentence).........................................................................74.2 Project Goal (maximum three sentences)...................................................................7

4.3 Project Status (maximum 100 words)..........................................................................7Part II – Pre-Assessment Report...................................................................................................8

1.0 Executive Summary........................................................................................................82.0 Trip Description...............................................................................................................8

3.0 Project Summary.............................................................................................................83.1 Project Description......................................................................................................8

3.2 Summary.....................................................................................................................83.3 Difference Between Planned and Actual Implementation...........................................8

3.4 Post Trip Follow-Up/Update........................................................................................83.5 As-Built Drawings........................................................................................................8

3.6 Operation and Maintenance........................................................................................83.7 Sustainability................................................................................................................8

4.0 Photo Documentation......................................................................................................85.0 Lessons Learned.............................................................................................................8

6.0 Project Phase..................................................................................................................97.0 EWB-USA Project Monitoring.........................................................................................9

7.1 EWB-USA Project Status Table..................................................................................97.3 Periodic Maintenance Indicators...............................................................................10

7.4 Community Capacity Indicators.................................................................................107.5 Additional Monitoring Information..............................................................................10

8.0 Next Phase of the Program...........................................................................................11Appendices..................................................................................................................................12

Appendix A – Signed Final 903 – Implementation Agreement................................................12Appendix B – Form 508 - Trip Budget.....................................................................................12



Appendix C – As-Built Drawings..............................................................................................12

Appendix D – Photos...............................................................................................................12



Part I –Administrative Information

1.0 Contact InformationCorrespondence regarding report reviews will be sent to the emails listed below.

Project TitleTravel

Name Email Phone Chapter Name or Organization Name

Project Lead X Andrew E. Olson Moyano, PE

[email protected]

317-508-8627

Indianapolis Professionals

Additional Project Lead (if applicable)

X Jenna McGregor, PEErica Haas, PE

[email protected]@hntb.com

314-330-8448219-771-3200


President X Andrew E. Olson Moyano, PE

[email protected]

317-508-8627


Responsible Engineer in Charge

X Andrew E. Olson Moyano, PE

[email protected]


Traveling Mentor

X Erica Haas, PEAndrew E. Olson Moyano, PE

[email protected]@gmail.com

219-771-3200317-508-8627


Faculty Advisor (if applicable)

X N/A N/A N/A N/A

Planning, Monitoring, Evaluation and Learning (PMEL) Lead

X Andrew E. Olson Moyano, PE

[email protected]

317-508-8627



mailto:[email protected]





2.0 Budget

2.1 Project Budget – See Appendix A for form 508 – Trip Budget Worksheet

2.2 Professional Mentor Team Hours

Name(s) of Professional Mentor(s)

Pre-trip hours

During trip hours

Post-trip hours

Total Hours

1.Andrew E. Olson Moyano 80 80 202.Erica Haas 80 80 203.



3.0 Project Discipline(s)Check the specific project discipline(s) addressed in this report. Check all that apply.

Water Supply (Project Type)____ Source Development (Project Discipline)____ Water Storage____ Water Distribution____ Water Treatment____ Water Pump

Sanitation____ Latrine____ Gray Water System____ Black Water System____ Solid Waste Management

Structures__X__ Bridge____ Building____ Retaining Wall

Civil Works____ Roads____ Drainage____ Dams

Energy____ Fuel____ Electricity

Agriculture____ Irrigation Pump____ Irrigation Line____ Water Storage____ Soil Improvement____ Fish Farm____ Crop Processing Equipment

4.0 Project Snapshot for Publicity

4.1 Problem Identification Community members have been crossing a 20-foot wide by 15-foot deep ravine using a very dangerous footbridge consisting of little more than unstable logs and boards thrown across the stream.

4.2 Project Goal This project will replace the existing logs and boards with a new footbridge featuring hand rails and a solid floor. The bridge is used daily by children and water bearers accessing nearby schools and Wacholi Spring Box. The new bridge will reduce the likelihood of severe injury due to falls and unstable flooring.

4.3 Project Status Project was completed in May 2016 by local forces constructing brick steps on the abutments. Previously, the north abutment and stem as well as the south abutment were constructed during the January trip while the superstructure was constructed during the March trip. The maintenance manual needs to be written and given to the community. A follow up trip is programmed for winter of 2017 to assess and monitor the facility.



Part II – Pre-Assessment Report(Please provide pertinent figures, tables, and photographs with figure numbers, table numbers and photograph numbers in the section where discussed. Full drawing sets, complete lab reports, and any information larger than 2 pages should be included at the end of the report as an appendix.)

1.0 Executive SummaryChapter Name: Indianapolis Professionals. Project Name: Wacholi Footbridge. Project Number: 008683. Trip dates: January 22 – February 1, 2016 and March 2016. These were the last two trips of a three trip implementation effort.

The project consists of replacing an existing deteriorated footbridge made of logs and boards thrown across a 20-footwide stream ravine. The new bridge will consist of a timber deck on timber poles set on reinforced concrete abutments. The footbridge will have a timber and steel hand railing.

Kibuke Location is a small dispersed rural community with a market center (Mayanja Village) located at Latitude 0°35'32"N, Longitude 34°29'27"E in Bungoma County, Kenya. The current Kibuke Location Chief is Mathew Kasisi. The community has a population of approximately 20,000. The Implementation Agreement for this project has been executed by Community representatives and the Indianapolis Professionals Chapter.

The community program started in 2011 as a safe water supply project. There have been three implementation trips (2012, 2013, and 2014) during which 4 new spring boxes were constructed and 3 existing spring boxes were rehabilitated In 2014 an assessment trip was made to document the design needs to replace the existing footbridge that provides access to the Wacholi Spring Box.

Construction carried out during the 2015 trip consisted of structure layout, south foundation excavation, pouring of the south foundation, and construction of gabion stabilization at the toe of the north stream bank under the bridge. Construction carried out during the January 2016 trip consisted of north foundation layout, excavation, pouring of footing and abutment stem, as well as construction of south abutment stem. Construction carried out during the March 2016 trip consisted of erection of the superstructure including beams, deck, and railing. The steps leading up the abutments were completed by the community in the weeks after the March trip.



Deviations from the approved design consisted of moving the bridge approximately three feet to the north and setting the foundation elevation one foot higher than designated on the plans. These changes and others are reflected in the as-built plans.

The footbridge is complete and currently in operation.

2.0 Trip DescriptionJanuary Trip:

Thursday: Left Indianapolis to Amsterdam with a stopover in Detroit.

Friday: Flew from Amsterdam to Nairobi, met the tour operator, and overnighted in Nairobi.

Saturday: Drove from Nairobi to Bungoma Countryside Hotel in Bungoma Town. Met community liaison Ezekiel Wanyonyi.

Sunday: Met Chief Mathew Kasisi, lead mason Rafael Bulinya, Explained the anticipated construction schedule for the week. Visited the project site and toured various springbox sites.

Monday: Visited hardware store for materials, laid out structure at the site. Began excavation of the north foundation. Began cutting rebar.

Tuesday: Sourced timber supplier. Poured north abutment footing. Began construction of abutment forms.

Wednesday: Visited tree site and inspected logs. Visited railing welder to inspect prototype rail posts. Gave go ahead to complete remaining rail posts. Completed stem form construction.

Thursday: Tied north abutment stem cage, erected formwork, and poured concrete.

Friday: Tied south abutment stem cage, erected formwork, and poured concrete.

Saturday: Travelled from Bungoma Town to Nairobi. Boarded flight to Amsterdam.

Sunday: Flew from Amsterdam to Indianapolis with stopover in Detroit.

March Trip:

Thursday: Left Indianapolis to Amsterdam with a stopover in Atlanta.



Friday: Flew from Amsterdam to Nairobi, met the tour operator, and overnighted in Nairobi.

Saturday: Drove from Nairobi to Bungoma Countryside Hotel in Bungoma Town. Met community liaison Ezekiel Wanyonyi.

Sunday: Met with Chief Mathew Kasisi, Ezekiel, and team. Visited the site to measure logs, and purchased materials at the hardware store. .

Monday: Oxen were used to haul seven large logs down the path to the bridge site. Rope and manpower were used to hoist the logs over the stream, into the concrete abutments.

Tuesday: Drove to construction site to pick up the generator, drill, and operator Organized delivery for the railings, and drilled holes in a few railings before lightning began.

Wednesday: Drill operator completed railing hole drilling, and all railings and most of the decking was installed.

Thursday: Completed the decking and staining of the bridge. Governor Lusaka and entourage visited the site for photo opportunity. Friday: Visited several spring boxes and future spring box sites, visited schools and met with community members and children.Saturday: Travelled from Bungoma Town to Nairobi. Boarded flight to Paris.

Sunday: Flew from Paris to Indianapolis with stopover in Atlanta.

3.0 Project Summary3.1 Project Description- Community members have been crossing a 15-foot

deep ravine using a very dangerous footbridge consisting of little more than unstable logs and boards thrown across the stream. This project will replace the existing logs and boards with a new footbridge featuring hand rails and a solid floor. The bridge is used daily by children and water bearers accessing nearby schools and water wells. The new bridge will reduce the likelihood of severe injury due to falls and unstable flooring.

3.2 Summary - During these last two implementation trips we completed building the substructure and superstructure of the bridge. The structure was left in a state so that the local community could complete the build by laying the brick steps from the approach paths to the bridge deck.



3.3 Difference Between Planned and Actual Implementation – The largest difference was the fact that we were able to complete everything in two trips. This was due in large part to familiarity with the project site and local community from the first trip. Most material sources had already been identified and the local community was aware of what was required of them in terms of resources.

3.4 Post Trip Follow-Up/Update – The local community has completed the approach steps on their own as planned. The governor of Bungoma State held an opening ceremony at the bridge after the work had been completed.

3.5 As-Built Drawings – As-built drawings are included in Appendix C

3.6 Operation and Maintenance - No Operations and Maintenance (O&M) activities took place on the trip since the project had not been completed when the team left.

3.7 Sustainability - The primary sustainability challenge identified to date is the lack of emphasis on maintenance within the local culture as well as general poverty and lack of financial resources. Due to this, infrastructure facilities have a tendency to be neglected after initial construction. Through the Indianapolis Chapter’s involvement with the community, it has been attempted to counteract these forces in order to produce a sustainable impact on the community. A Water Board with the power to maintain and assess fees has been formed within the community as part of past implementation projects and education on the importance of long-term maintenance has taken place. This bridge project will reinforce this effort with administration of the facility by the Water Board and education on the importance of maintenance through the Operation and Maintenance Plan to be developed for the facility. Members of the Water Board were informed of project progress during the trip.

4.0 Photo DocumentationSee Appendix D

5.0 Lessons LearnedCommunity engagement: Sensitivity to local culture and experiences needs to be emphasized. While the local community was glad that we were there and appreciative, instances where travel team members were not sensitive to local pride in their own abilities and methods of work caused friction between local and travelling team members as well as some resentment by local community members. Local community interpreted some teaching attempts as arrogance or disrespect for their



way of doing things. More formal training for travel teams in this aspect of development work before project implementation would improve EWB effectiveness.

Community Engagement: Travel team members should seek out training or information on the culture of the country they will be travelling to. Current available cultural awareness resources used or referenced by EWB are not enough to prepare travelling team members for some of the more significant cultural differences encountered. For example, frequently, travel team members would be asked in private by local workers on the project if they would be willing to sponsor their children’s school tuition or fill some other significant financial need. It was later explained by a tour guide that it is acceptable in their culture to ask someone higher up the economic or power ladder for assistance. This was demonstrated later when the local Chief asked the state Governor point blank for an award for himself for his effort at bringing about the improvements EWB and the community had been working for. This approach would be viewed much differently in US culture. This difference in cultures, and travel team member’s lack of preparedness in how to address it, took a toll and contributed to accelerated burnout and fatigue over the program’s duration. EWBs effectiveness would be improved if travel team members underwent more training in cultural differences and how best to address them.

Health and Safety: Ensure that lunch arrangements are made for work crews and that workers are getting adequate water and food throughout the day.

6.0 Project PhaseProject Type Implementation

ContinuesMonitoring &

EvaluationStructures -

BridgeX

7.0 EWB-USA Project Monitoring

7.1 EWB-USA Project Status Table

Project ID

Project Type

Project Discipline(s) (list all in one cell)

Date of Completion(mm/dd/yy)

Functionality (check one range per project)

Periodic Maintenance(yes or no)

Demonstration of Community Capacity(yes or no)0-

50% 51-

75%76-

100%Structures Structural 05/01/16 X no yes



- Bridge

7.2 EWB-USA Project Functionality Indicators

Project ID Project Type

Project Functionality Indicator (select from document 906)

Monitoring Result (include baseline data where applicable)

Structural -

BridgeNumber of students attending school

Number (or percentage) of

community members satisfied with

the project

Number of injuries while crossing.

7.3 Periodic Maintenance Indicators


Periodic Maintenance Indicator (select from document 906)


Structural -

BridgeObserved evidence of routine

maintenance on the bridge done

accurately without EWB-USA (rip rap

or decking maintenance)

Number of days per month that the

bridge is not passable

Observed evidence of scour control

measures



7.4 Community Capacity Indicators


Community Capacity Indicator (select from document 906)


Structural -

BridgeObserved evidence of routine

maintenance on the bridge done

accurately without EWB-USA (rip rap

or decking maintenance)

Number of days per month that the

bridge is not passable

Balance available in maintenance fund

7.5 Additional Monitoring Information: N/A

8.0 Next Phase of the ProgramThe next phase of the program will be monitoring and evaluation. An operation and maintenance document will be written and delivered to the community. Anticipated travel dates to monitor the facility are in January of 2017.



Appendices

Appendix A – Signed Final 903 – Implementation Agreement



Appendix B – Form 508 - Trip Budget



Appendix C – As-Built Drawings



Appendix D – Photos



Inspecting logs on the way to Bungoma

Reviewing plans with the Chief and workers.



Purchasing materials

Inspecting wood for forms and deck boards



Inspecting the purchased logs



Laying out the bridge, view from south abutment



Laying out the bridge at north abutment



Digging out the south foundation

Breaking ground on the north foundation



South foundation excavation ready for rebar and concrete

North foundation cleared and ready for stem construction



Laying rebar at the north foundation

Erecting rebar at the south stem



Constructing formwork

North abutment poured and forms struck.



Placing south foundation stem form



South stem concrete poured and ready for curing.



The work crew.


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