-~~~~ ~ ~ ~ ~ ~ - -- =' - ';i- .. ,- '~~~~~~~~~~~~~~~~~~~A - F' '"'- ~4'. r..I6.w¶.q. ~~~~- aa A s~~*I * / .. _? Ai. U, , * .1,,Q .cj .o :c ... LOW-COST URBAN SANITATION IN LESOTiO Isabel C. Blackett * UNDP-World Bank Water & Sanitation Program O Copyright 1994 Internatnal Bank for Reconstruction and Development/The World Bank 1818 H Street, NW Washington, DC 20433 USA Prited March 1994 Cove photo by Barry Jackson. All photos provided by USIT. Isabe C Blackett is an engineer who served as an advisor to the Urban Sanitation Improvement Team Progran The UNDP-World Bank Water and Sanitation Program was organized as a jont endeavor of the United Natons Development Programme and the World Bank, and has been one of the primary actors in worldwide efforts to meet the chalenge of providing baic water supply and sanitation services to those most in need in the developing world. Partes in this venture are the developing countries themselves and the nultilateral and bilateral agencies that fund the Progam's actvities. TIhe Program is part of the Tranwportation, Water and Urban Development Depatmt of the World Bank and has regional offices in Abidjan, Jakarta, Nairobi, and New Delhi. The Progam's publications include two senes, a Water and Sanitation Program Report series and a Water and Sanitation Discussion Paper series. The Program Report series presents formal discussions of the Program's operations and research as well as examinations of relevant projects and trends within the water and sanitation sector. Program Reports are subject to rigorous extemal review by independent authorwies from appropriate fields. The Discussion Paper senes is a less formal means of communicating timely and topical observations, findings, and opinions coerning Program activities and sector issues. This document has been prepared and published by the Program, and copies may be obtained from te Washington, DC office. Material may be quoted with proper attribution. Any maps that accompany the text have been prered solely for the convenience of readers. The boundaes, denominations, and classifications of maps do not imply, on the part of the UNDP-World Bank Water and Sanitation Program, the Urnted Nations Development Programme, the World Bank Group, or any affliated organizatio, any judgment on the legal or other status of any territory, or endorsement or acceptance of any bundary. The findings, interpretations, and condusions expressed in this paper are entirely those of the authr(s) and should not be attributed in any manner to the LTNDP-World Bank Water and Sanitation Progrm, the United Nations Development Programme, the World Bank Group, or any affiliated organzations. ABSTRACr Lesodhs Low-cst Urban Santation Program started in 1980 as a pilot coaponent of a nuch larger urban development project. This document details the development of the program from that pilot stage to what is now a national program. The keys to the success of the low-cost sarntation program in genera and partculary in the urban areas of Lesoho, have been: (1) an affordable and acceptable latine design; (2) miniral direct grants or subsidies to h lders; (3) all latrine onstruction done by the pvate sector; (4) a mrehensive program of VIP latrine promotion, healtit and hygiene education; ) integation of the project into esting g m t structures; and (6) strong coordination in policy and plarnin between different departments promoting imprvmed sanitation. iii CONTINT Abstract ffl Poewrd vii Abbseviali and Aamrnm be Ex~plmdnm of Tenns xl AckldpofTns xi L Introducdion and SAumary 1 IL History ofitheUM Santat I1provementTeam 3 XL DesignoftheProduct 7 TV. No Subsdis 15 V. Piumotng te Product 24 VL Appropriate hnltitm 29 VIL Future Issu 35 1. LsmtboNatonal VIP & VIDP Desig!- 2. Samles of Promotion Advertisin& Health and User Prhnted Educatina Mateial 3. USIT Sfing and OChart v FOREWORD Lesotho&s low-cost sanitation programs are unusual for many reasons-teir steady growth from sma beginnings, thir substantial quantitative accompli ts, he competence and commit- ment of key staff. But what is realy strikng is their promise of sustainbility. Sustainability is a concept much talked about in development circles nowadays, but regrettably littde in evidence in many develop- ment programs. It means making thngs better in such a way that they stay better, after the outside funds and techncal support have gone It means, almost everywhere in the developmg world, cost- recovery and local capacity building. Now, conventional wisdom holds that anything dose to ful cost-recovery is impossible for low- cost sanitation, and that in some cases it may not even be desirable. So the last thirg e would ewxpect to find is a sustainable low-cost sanitation program And yet tlis is what Lesotho seems to have accom- plished. How? Why? What are the lessons for ote sectors of the economy, and for othe coumtnes? These questions came immediately to mind when I first visited Lesotho in early 1990. The UNDP-World Bank Water and Sanitation Progam (and its predeceo) had been involved in the early stages of both the nrual and the urban sanittion programs in Lesotho. Subsequenty, we concentrated our efforts on the mral progrm but continued to provide techical advisory support on the urban side. We had a fair amount of documentation on the National Rural Sanitation Progam (including Disu- sion Paper No. 3 in this seies), and it seemed important to focus the same attention on the parallel work in urban areas by the Urban Sanitation mprovement Team (USIT). Its approach and its restlts were exciting and deserved to be widely known. At that tne Isabel Blawkett a KfW-financed engine, was advising and generally asising with the management of USIT, and wa- due to complete her assignment in Lesotho a few mmoths later. With the enouragement of Mamaheng Ramona the Urban Sanitation Coordiator, she was per- suaded to wnte a discussio paper during her final months in Lesodio, and revise it though sucoessive drafts after he return to the UK When the subject first came up, Ms. Blaclett pointed out that she was part of USIT, and had worked with them for five and a half years, so could not make an objective evaluation. Insisted thatsuchobjectvitywasnotwhatweneededmost-weneeded theview of an insider, someone who had seen the progam evolve and grow, and who had been through the process of readhing hard decisions. It is not the whole story, of cou-se. In part, that is because the story is not yet over, and it will be several more years before we know if the program is really sustnable. And in part, it is because tere are other valid perpectives yet to be recounted-duding perhaps an "objective evaluafaon' at some point But at this juncture, the Urban Sanitation Imrovement Team has much to be proud of, and the rest of us have much to learn from their experience. JOHN BLAXAU PROGRAM MANAG UNDP-WoRIW BAmN WA1ER AND SANIrAON PRoGRAM vii ABBREVIATIONSANDACRONYMS BRE Building Research Establit Watfor WU BREVAC-LA BRE Vacuum Tanker - Limited Access CIDA Canadian International Development Agency DBSA Development Bank of Souther Africa GKW GKW Consutants, Mannheim Germany IDA Intemational Development Association (of The World Bank) IDRC International Development Rsech Centre IDWSSD Intemational Drinkdng Water Supply and. Sanitation Decade IRCWD Intnationa Referenae Centre for Waste Diposal KfW Kreditanstalt fur Wiederaufbau, Frankfurt, Germany Leho-op Lower Income Housing Corporation MCA Manus Coffey Associates, Dublin, Ireland IPEMD Ministry of Planning, Economic and Manpower Development MoI Ministry of Interior MoH Ministry of Health NRSP National Rural Sanitation Program NSC National Steing Committee for Water and Sanitation in Lesotho ODA Overseas Development Admnistration, U.K PIS Pit latine sludge RSP Rural Sanitation Project TAG Technology Advisory Group (of the UNDP-World Bank Water Decade Program) LUNDP Urnted Nations Deveopment Progamme USC Urban Sanitation Coordinator USiT Urban Sanitation Impvet Team VIP Ventilated Improved Pit (Latrine) VIDP Ventilated Improved Double Pit (Latrine) VWSS Village Water Supply Section WASH Water and Sanitation for Health (USAID Program) WVEMN Miustry of Water, Enry and Ming WSB Water and Sewerage Branch ix EXPLANATION OFTERMS Substructure - The part of a VIP or VIDPbelow the pit cover slab. Superstructure - The part of a latrine above the pit cover slab. On-site sanitation - Any form of sanitation system that is contained within the boundaries of a householder's site. Unimproved pit latrine - A pit latrne without a vent pipe or other means of preventing flies and smells from entenng the sup utu Bucket conversion - The conversion of a bucket (night soil) latrine into a VIP by excavating a pit under the super structure, lining it, adding slabs, vent pipe, and flysaeeL Sector - Generally used to mean the entire water arnd sanitation sector, encompassing both rural and uban areas. xi ACKNOWLBDGMEITS Many persons have conrtrbuted the sucoess of USiT. From the beginig the staff have worked as a team and therefore the redit canntot be attriuted to just a few leaders or senior nmeers. Even though the contrbution of the whole team was paramnt, a few idividuals shold be nmntioned USIT was started in 1980 by the inspiration, hard work, motivation and comnmtment of Barty Jackson. He moved in 1982 from the post of Urban Saritation Coordinator to advisor, remaing until 1988. He slowly decreased his input to USIT as the team gathered local s ;engt he became the general advisor to the Lesotho government on all sanitation issues. He is now working for the Develop- ment Bank of Southern Africa. Mr. Jackson handed over his duties as coordiator to Thabo Khaketia m 1982, who continued to lead the team untdl mid-1988 Seetella Makhetha worked in the key position of Publi Heath ngneer, then as Senior Public Health Engneer from 1982 to 1988. At the end of 1988, Man Ramonahenlg took over the duties of the Utban Sanitation Coordinator and was conimed into the position in 1990. She had been with USIT sie 1981, when she oned as a senior teical officer. There are ohier team mmbes, past and present, who also deserve a mentio for r signifi- cant contributions: Nomsa Dang l Mosabala Lipholo, Chxis Wilas, Niky Koma, Mpho Matebula, and Sello Mkoa. USIT has received geners fdg and assisawe over the last thirteen years. Initialy a World Bank-UNDP prqect USIT later becam a department in the Lesotho govenment reditanstalt fur Wiederauibau (KfM) and the Overseas Development Adminstration (ODA) have sne pvided sigificnmt funding, encouragement and contfiued inerest in the work- In addition to the controns of the major donors, the program received fimding from the Canadian International Development Agency (CIDA) and the itermational Development Research Centre (IDRC). The Save te Chldren Fund (SCF) gave additional assistnce and sdcolarships have been provided by the Bntish Council. Many other people in lso and further afield also offered thi practical help and advice. The regional and local n_agers of GKW cosult, Mennheim have been helpful and supportive of USIT thrughout the 13 town saritation project. With respect to this paper, I wish to thand and anowledge the help of Aim Banerjee, John Blaxall, and Andrew Macoun of the UNDP-World Bank Water and Sardtation Program. Mm. Ramonaheng (USU), Bariy Jacksn (DBSA), Rick Polard (UNDP-World Bank), Alred Winnkies (ICf), Ralf Weiner (KfW Consult) and Dr. Diebold (KfW) also graciously extended their comments and enourgement at various stages of its developmen LSABLACer MI 1994 xiii L INIRODUCnION The advantages of Ventdlated Impoved Pit latries (VIPs) have been demonstrated in several countries, and a good many national and regional sanitation programs have been started based on tis technology. Regrettably, few of these progrms become sustainable, in the sense that they continue without substantial outside support In fact,many have staggaered to a halt despite the contwned avail- ability of exra support The low-cost sanitation program m Lesotho is a renarkable exceptio. It started with the pilot projects for urban sarutation in 1980 and nural sanitation in 1983, and has since evolved into a naion- wide program with very few expatriate personnel, and modest rehiance on govermental or exten financing. What accounts for this success? What lessons are to be learned? This case study of Lesotho's urban sanutation project, named USiT (for Urban Sanitation bn- provement Team), is an effort to provide some answers to those questioru' Some features of Lesotho's economy and soci system are unusual; many men work as igrant workers in South Africa. Consequently, an unusualy hig number of females head househds and maintain jobs in the civil service, private secbr and other decision-makig posioions However, other aspects of the society are common to many developing courtries. Lesotho Basic Data Area: 30,000 kn2 Populafti 1.8 million; 21% urb 79%/6 rural Population growth rate: 2.8% p.a. Growth rate of urban population: 7.0%/ p.a. GNP per capita: $580 GNP growth 7I% p.a. Ifant Mortality Rate: 81/1,000 live birhs Life Expectancy. 56 years Box 1: Bask DatL Source: WodM Dedopment Report 1993 1. A report on the countrys rural progam was published jointly by the UNDP-World Bank Water & Sanitation PrWgam and PROWWESS in 1990, titled "Rural Sanitation in Lesotho: Prom Pilot Project to National Program (Water and Sardtation Discussion Paper No. 3). 1 In sun=mary, four widely applicable lessons emerged from Lesothos urban and rural sanitation experience: 1. Get the design right. Ensure ftat the system is btchnicaiy adequate, afforable for most people and acceptable to the users; then, stamdardize it for economy and simlicity. In this particular case, the VIP was the most approprate latrie. In odter situations different types of latines may be required. 2. Don't subsidize. Whenever possible, the users should finance their latrines fhemselves, or thuough a credit nechanism The us as should directly employ private sector local builders, who are trained m latrine constructo If subsidies are required, calcu- late the real costs first be very cautious and be aware of the implications and lily problems. 3. Focus on promotion. To attract the users, the issues of health and status shoud be addressed tough various mdia. Promotnal materials need not be prokfsnaly produced, but must be troughly tested 4. Enswte proper intituional arrangements. Work within govemment stucures if possble Encourage colaboration with related progms, and keep runn costs appropriate to goverment budgets, so that the local govemnment can afford to take over the cost one donor financing is phased out Select staff carefully, and create a team spirit Hire a few expatri- ates who demonstate a long-term comWtment to the progam, but lcaize the staff over time. Seting up a successfu sustinable saitafian program cannot be done m a hurry. Secton I, imdiately following sets the stage by des ng the hisboy of the Urban Sanitation Improvement Team and by naming the main proects whic supported it Sections m to VI then present in tum the four main findg smunmized above. Although the Lesotho expeine canbe labeled a sucess, there are still problems to be over- come: Section VII lists some of the issues that miust be addressed m the future. 2 I HISTORY OF THE URBAN SANfTATION IMPROVEMENT TEAM The first significant change to urban sarutation in Lesotho came in the 1930s with the introduc- ton of the bucket latrine system The Britsh protectorate authofities presented this system to prevent the water resources from becoming contamunated by the pit latrines which were being built in urban areas. At that time, water was still drawn from shallow wells and the dangers of water poluuton were real. By the 1970s, water pollution was no longer a major concern as most urban dwellers were using piped water supplies or deep boreholes. The VIP latine was introduced to Lesotho via the first Maseru site-and-seice housing schemes dunng the late 1970s. The implementation of the housing schemes and the latnnes was a leanung experience which led the way for future site-and-seice projects and latine developments. When the Intermational Drinding Water Supply and Sanitation Decade (IDWSSD) started in 1980, the need for improved urban and rural sanitation highighted the lack of a suitable iiv.itutional infrastructure through which to implement improvements. In 1980, an urban on-site sanitation project was started on a pilot basis as part of an International Development Association (IDA) funded urban development project To effect this pilot program, a sanitation team was established within the overall framework of the IDA project The Technology Advisory Group (TAG) of the UNDP-World Bank Water and Sanitation Program assisted in the organization of this team Initially called the Sanitation and Health Improvement Team, it was re-named in 1981 as the Urban Sanitation Improvement Team (USIT. Based on experience with existig VIPs in Lesotho and their successful development and testing in Zimbabwe and Botswana, the VIP was adopted as the preferred sanitation system for the country. In 1981 the details of VIP design, promotion and delivery began to be worked out for the urban and rural commurnties in Lesotho. US1T started pilot work in Maseru by constructing a number of demonstration latrnes and assisting with the supervision of a site-and-service scheme inKhubetsoana. Cofinanced by CIDA and IDA, this scheme provided nearly 900 VIP latrines in one newly developed area of Maseru. The latrines were built by local builders, who were trained as part of the project. USIT extended this important pilot work by assisting in the upgrading of Ha Thamae, an old area of Maseru. This IDA-funded project upgraded roads and water supplies, gave home improvement loans (including money for sanitation) and promoted improved sanitation. Ha Thamae was the first area in which bucket latines were systematically upgraded to VIPs. Again, most of the work was completed by private builders and at full cost to the owner. Further, the pilot work was done with a view toward replication on a national scale, with the practicalities of implementation in mind. In 1983, USIT undertook a nationwide training of all local carpenters who made the traditional zinc sheet superstructures for unimproved pit latrines. The artisans were taught how to upgrade their 3 simple corrugated zinc structures to VIPs (Photo 1). Tlis prqect, funded by CIDA, lasted only 12 months but had a significant impact on the national awareness of VEPs A US1T team went from town to town, holding workshops for the carpentersm Through a mobile tape- slide program as well as through hands-on practical trainung, the arisans leamed how to build a proper VIP and appreciate the advantages and benefits of the 1 improved design. A monitoring tour of the country in early 1985 showed that most of the carpenters were making and selling good VIPs, and very few of the old unimproved ones remained available on the market It was also dear that many improved zinc VIP latrine 5, .Is 'l superstructures were being bought and tansported to tt _ rural areas. By 1984 USiT no longer operated as a part of the Urban Development Project It became an indepen- I dent depent directly responsible to the Mmistr of Interior, with a small annual budget for extending its work in MaserL By tis time, sufficient pilot work had ~ '5 v. been done to indicate the manner inwhih a national Photo 1: A zinc VIPlatrine program could be developed for all urban areas of Lesotho. 13 Towns Sanitation Project During the tme USIT executed the pilot work, the Water and Sewerage Branch (in the Ministry of Water, Energy and Mining) negotiated with Kreditanstalt fur Wiederaufbau (KfW), West Germany, to fund a sanitation project covering 13 district towns. Originally foreseen as a sewerage project, the preparation of the feasibility reports revealed that a significant on-site component was required to achieve the objective of improving overall sanitation in these towns. In 1984, it was further agreed that US1T (despite its assigrunent to a different ministry) was the most appropriate and effective body to handle this new aspect of the project Thus, the "13 Towns Sanitation Project" became an integrated sewerage and on-site sanitation project, spanning two minis- tries and addressing the entire range of sanitation needs in all the district towns. In line with USlT's pilot work, the 13 towns project sought to motivate individuals and institu- tions to effect improvements for their own sanitation Therefore, the on-site work could not be carried out in the conventional "engineering project" manner (using a consultant, doing survey work, preparing designs, tendering and contracting). Instead, US1T trained local builders and provided householders 4 with a technical service and advice to ensure the use of the right technology. In addition to motivating people, US1T educated the people in basic hygiene as well as in the proper use, operation and mainte- nance of the latrines. The project's organizational structure, budgets, stffing plan, and implementation strategy were based on the pilot work in Maseru. USIT wrote a full implementation strategy for the on-site compo- nent of the project in September 1986. The project consultng agreement with the German consultants, GKW Consult, was signed in February 1987, malkng GKW fully responsible for designing and supervis- ing the conventional sewerage work. Further, they assumed oversight of the less conventional on-site sanitationwork. Once the financing was made available, USiT began work in April 1987. At the same time, GKW Consult prepared an overall project inception report which incorporated USlT's plans for the on-site sanitation work. One of the main goals of the project was the eradication of bucket latrines from private and govemment property in all 13 towns. The first year was spent in employing and training additional staff, holding builders trainrng workshops and promotional weeks in all the towns and establishing and equipping the headquarters as well as regional and local offices. Between April 1988 and 1990, well over 1,000 domestic latrines (for private houses and rental properties) were built under the proect. Slightly more than 10 percent had help from the loan scheme (to be descnbed in Section M). In some towns mare than 30 percent of the latrines were constructed with loan assistance. By mid-1990, in two towns as many as 30 percent of the households had VIP's, where practically none existed before. During the third year of the project, latrne construction increased 100 percent over te second year. The number of loans increased slowly and steadily. Three hundred twenty new VIP latrnes had been built in schools, and US1T provided assistance for the construction more than 1,000 latrines in the distict towns under site-and-service housing sdhemes, on govemment property, etc. In all the district towns, an average of 24 percent of the population were using VIP latrines by mid-1990. VIP use has continued to increase, despite the inpediments resulting friom the major droughts in 1991 and 1992. The complete eradication of all budket latrines in the district towns was accomplished by 1993. Persuading the users to change to the VIP latrines involved: advertising the withdrawal of collection services long in advance; converting all government latrin (with the assistance of KfW); offering credit and other inducements to build a new latrine; and finally stopping the collection system. Maseru Sanitation Improvement Project During 1986 US1T negotiated with ODA for funding to expand its work in Maseru. Again, the implementation strategy was based on the pilot work of the early 1980s. This project was to be fully compatible with the strategy for the KfW "13 Towns Sanitafton Project" and with work being under- taken by the National Rural Sanitation Program (NRSP). 5 Thee are well over 7,500 VIP latrnes in e capital now, and it is estimated that more ta 45 percent of the 130,000 inhabitants are usn them Many latrines have been constructed on rental proper- ties by landlords, and the average number of users per latrine is around eight About 1,500 VIPs are located on vaios low-inome houiwg schemes and around 1,000 are on government-owned prper- tlies The bucket system was stopped in Maieru in May 1993, as all the users had converted to VIP latirnes or conected to the sewe lTus by 198i, USrrs pilot work had expanded into a national urban on-ite sanitation progranL Mistakes were made (as outied in section I), experm ts camed out, and lessons leamed dunng the pilot phase which enabled USIT to plan and implement the large projects with nfidence. 6 III DESIGN OF THE "PRODUCT" Adequate, Acceptable, and Affordable It was dear to USIT at an early stage that any lowcost saitation project was likely to fail if it htied to promote a technically inadequate, socially unaccaptable or generally unffodable sanitation option. Furte, arivg at the most suitable solution could not be expected to happen quiddy and it could not be assumed that a design used in a neighboring country or regin would necessarily be suitable. The locally used anal deansing materal usually dictates certain aspects of technical design. In Lesotho people use paper if they can afford it, but traditionally and more usually com cobs, leaves, grass, rags or stones are used. Therefo the options of a pour-flush or anothe simple water-trap design were exduded as frequent blockages would be inevitable. Also, the people saw no advantage in having a water-flush toilet (rather than a dry pit) outdoors. Those using a water-flush toilet system would nomaly perceive it as part of a conventional indoor bathoom with a washbasin, shower or bath. Such a bathroom remains a luxury for most people, as the average house is a two-room building without water or electricity. The freezing temperatures in winter would pose another technical problem for an outdoor water toilet, and may partly explain why people are not eager to wash in an outdoor bathroom! For these reasons and the problems of disposing of wastewater on smal sites and in day soils, an altemative solution was required. In Lesotho, the domestic VIP concept was adopted from the work camed out in Botswana and Zumbabwe; the model originally used for school latrnes was based on VIPs designed in Kumasi, Ghana. The detailed designs had to be modified for the particular conditions in Lesotho. For example, consumer preferencs dictated that squatting slabs m VIPs were totally unacceptable, and a seat had to be incorpo- rated into the design. Squatting is associated with irite and open defecation behind tees, in erosion gullies or on waste land. Further, due to the influences of the South African way of life, everyone wants to use a pedestl and seat, like those in a flush toilet Liewise, a substntial superstructure, with a door givmg complete privacy, is expected The idea of sharig a latrine between households is not socially acceptable, except in an mergency situation. There are few short cuts in a pilot sanitation sdheme. Plnners must careully conduct economic and social researc, build and demonstration units, and monitor and evaluate the reactions of the potntial users, before a truly appropriate latrine can be found. TIe VIP latrine was introduced in Lesotho in the late 197Os, and it was heavily promoted in Maseru and some rural areas during the early to mid-1980s. Acceptable to the population and techuically adequate, the conet soon became popular and could be made affordable. 7 Accepbble to Local Taste The techology of a particu- lar latrine is just one aspect of design_ If it is intended that the latine be widely accepted and desired by people, thenitinustbeliked. This mLeans it should be attractive, odor- * less, comfortable, easy to use, simple tocdean, suitable for children as well as adults and not offend any cultural or social norms. The qpiral Zimbabwe design, without a door, was not prefered, in part because people in Lesotho are Photo 2: VIP wih b seat often fightened that snakes or other small animals might lurk in the latrine. Likewise, the people wanted a seat, but one that was easy to dean and that an animal would not be able to hide behind. Hence, an acceptable bench seat was devel- oped. Cheap plastic seat covers (costing about M 15.00, equivalent to $5.00, 1993 prices) designed for flush toilets are readily available. By fixing a seatcover to the concrete seat slab over the seat hole, the cmifort and acceptability of the latine was furtier enhanced (Photo 2). This also had the additional advantage of ensuring that the pit was kept dark, while not stopping airflow through the latine. From meetings, discussions, surveys and consumer feedback, it was dear that the preferred construction matedal for most people in urban areas was conaete blocks. Most middle and lower incame people aspired to have a concrete block house with a latrne constructed of the same materals. The Ventilated Double Pit Latrne (VIDP) with alternating pit system seemed a perfect, perma- nent sanitation solution for smal urban plots. It meant that mehanical pit emptig equipment would not need to be considered. The VIDP was heavily encouraged in the early 1980s and was standard on some site-and-service housing schemes. However, from the beginning most Basotho said they would never empty the pits manually, irrespective of what the contents looked and smelled like. USIT assmed that with time this attitude could be changed, especially when people saw how inncuous the pit contents became. After a while, however, it became dear that the attitude was not going to change. Also, people in utban areas said they would have no use for the decomposed contents; they would never put it onto heir vegetable gardens. Furtier, some experiments (SMakhetha, 1986) on how the dosed pits were decompsing revealed that many dosed pits were contaminated due to infiltration from the fresh excreta Poor construction of the dividing wall and water flow around the outside and into the dosed pit through the unmortared joints caused the contamination. From then on less emphasis was put on the VIDP and more on to the development of pit-emptying equipment as well as an economic and effidient emptying service. 8 Despite the above factors, some VIDPs were constructed anyway because certain users felt it was better to have storage capacity, in case the pit-emptying tankers would be unavailable when needed. Until USIT was confident about its ability to keep pit emptying service running, this seemed a sensible precaution. VID)Ps were not actively encouraged after 1987. In rural areas, the likelihood of using decomposed excreta wvas slightlv higher and no pit- emptying service av'ailable. About 10 to 20 percent of all the rural latrines built are VItDPs. Affordable By Whom? In Lesotho, inadequate sanitation is found among all income groups-the rich, the poor, and all those in between-although the very poor are usually the most in need of improved sanitation services. Whatever their level of income, all users are vulnerable to sanitation related diseases and all contribute to an unhealthy environment for the community. Even those with g(oKxi sanitation are not immune as they are still susceptible to the diseases resulting from the insanitary environment. Most of the "rich" have conventional flush toilets, which may be connected to main sewerage, conservancy or septic tanks. But this sector of the population is small, under 20 percent in Maseru, less than 10 percent in the district towns and very few in rural areas. Before the introduction of the VIP few o ptions were available for the rest of the population. In urban areas 40 percent were still using the nightsoil system, even in the early 1980s. The others mainly used old, unimproved pit latrines or squat- ted in the nearest erosion gully (donga) or piece of wasteland. "Affordable" does not mean that the latrine must necessarily be obtainable immediately or that people must pay for it with ready cash. Realizing the type and value of consumer durables the Basotho had in their homes gave USIT the first clue about how to make the VIP affordable. Most major house- hold goods, such as kitchen units, tables and chairs, beds or lounge suits were regarded as "status" items and bought on credit. They vwere often bought at high interest rates with substantial deposits required. Furniture and clothing stores heavily promoted the availability of credit. USIT believed that the VIP must be made available first to the majority of people. This meant the 60-70 percent who were neither the rich (already possessing adequate facilities or desired and could afford a flush toilet) nor the very poor. To target or assist the very poor first would inevitably give the VIP low status and an unfavorable association with poverty. Also, to find a low-cost design or suitable credit system for the lowest 2) percent would be most difficult and time consuming. Section IV gives more details on the credit facilities that are currently available. Assisting the poorest with improved sanitation became a focus of the work in 1990, after eight years of general work and promotion. A standard local concrete block VIP with a fullv lined pit costs about M 1,300 or $400, a zinc sheet VIP M 250 or $75. There are several ways of reducing the cost by reusing old materials or convert- ing an old brick pit or bucket latrine for approximate M 750 or $230 (1993 prices). 9 In 1990 a primary school teacher, typist or clerk earned about M 250-350 per month; a high school teacher, technical or executive officer earned M500-600 per month; cngineers, private sector accountants, managers, etc., earned more than M 1,000 per month. It is fairly common for a household to have a second income in urban areas. The informal sector provides important additional income from hawking goods, sewing, knitting, selling second-hand clothes, selling traditional beer, renting out rooms, keeping chickens or other animals, selling eggs, vegetables or washing clothes, etc. Household income can vary considerably from month to month. The thrust of USfT's work was to get the VIP widely known, accepted and desired. Once that task was well under way, in 1990 a decision was made to start addressing the sanitation needs of the poorest people in more detail. This involved reducing the cost of the design, extending loan repayment periods, reducing the deposit required, use of cheaper (and less popular) construction matenals and introducing very limited inducements and subsidies to targeted groups. Old people living alone were identified by a socioecononust as a particularly poor social group in need of help. They became the first target group for USlT's help. National Designs or 'Standardization" In 1985, four VIP designs were being promoted by different agencies in Lesotho. Each design used different sized slabs to cover the pit, and people began to buy slabs that sometmes did not fit the substruc- tures they had built. One design was significantly more expensive than the others, some designs re- quired parts or materials that were not readily avail- able and another needed three sizes and types of slab for each lattin. This mnaeasg confusion led to thei agreement that a national design standard was needed. Annex 1 gives the design criteria and plans of K . the National VIP and VIDP latrines. After considerable _ debate with the other main promoters of VIPs, i.e. the - Rural Sanitation Project (RSP) and the Lower Income Housing Corporation (Lhc-op), a standard national design was established. The national design does not restrict the type of materials that are used for the . F....r superstructure. These can be altered according to taste, local availability of materials, financing, etc. It can be built as a ringbeam VIP, fully-lined VIP, VIDP or VIP bucket conversion (Photos 3-6). Photo 3: Brik VIP under construction 10 A Photo 4: Block VIDP Photo 5: vIP with hessian-cement superstructure Photo 6:Double VIP unit (2 cubides, 3 pits) > 1_<~~~~~~~~~~~~~1 For a family of six, the VIP will require emptying or relocating after a period of about six to eight years. USIT has made a policy decision that a pit-emptying service will be operated in most urban areas for the reasons outlined above. Therefore, the most popular model is the fully-lined VIP. In rural areas, NRSP decided that pits will be abandoned and the superstructure relocated, hence the wide use of irngbeam VIPs or double pit latrines The national standard allows for an emptying interval which is longer than theoretically needed. Often the pit will fill faster than expected, not slower. Ground conditions vary considerably in Lesotho, and, generally, more people will use a particular latrine than initially envisaged. As USIT was unsure of its ability to empty pits in 1986, the larger pit was encouraged. By 1990, however, when an efficient emptying service had been established, the standard depth and hence size of the pit was reduced. For individual cases, the depth is still increased or decreased as the specific situation necessitates. Pit Emptying and Sludge Disposal USiT has operated a pit-emptying service in Maseru since 1986. First a homemade tank mounted on a Toyota chasis with a sliding-vane pump was tried. This tanker is still working satisfacto- rily for wet pits, but it cannot empty dense or fairly dry sludges. Then with ODA funding, and assistance from the UK Building Research Establishment (BRE), the BREVAC-LA system was tried and tested. It compnses a vacuum pump and a 0.7m3 tank unit, each mounted on a Landrover chassis. The pump unit proved very auick and effcient for emptyig and could access almost any pit However, the maitenance problems and runmng costs were greater tian USiT could manage or the client afford. This was primarily due to the vehicles being on imported chassis and the system requiring two vehicles and rivers, and therefore double fuel, maintenance and laborbills. Currently, the US1T is also using some irish-made equipment for emptying pit latrines. It has been developed by Manus Coffey Associates (MCA) with internatianal funding, specifically for the purpose of providing an affordable, lasting, and practical solution to emptying pit latrnes i relatively crowded conditions. The pump is sufficiently powerful to be able to evacuate dense sludges. After two years of use the MCA Micra-Vacs looked promising, but more recent expeience has revealed mechani- cal problems and high maintenance costs. Regular maintenance and chcks, while simple have not been regularly conducted, and this neglect has contributed to the additional wear and tear on the vehidles. In addition, USIT has also been using a 6m3 Mercedes tanker as a transfer tanker between the MCA vehicles and the disposal site. This vehicle has been in operation for six years and has proved sturdy and reliable. It has been fitted with a generator and pump and can also be used to empty wet pits. The effort to find appropriate pit-emptying equipment then led to concerns about how to dis pose of the pit-latrine sludge safely and econmically. Experiments so far have indicated what will not 12 work, rather than what will. For the past four years pit latrine sludge (P1S) has been disposed of at nightsoil farms in Lesotho. These sites are fenced areas, outside of the towns and away from habitation where nightsoil from the bucket system is dumped into large hand-dug ditches. Unfortunately, the ideal of reglarly covering the waste does not work, as a soil covering splashes through the nightsoil and settles at the bottom of the ditch. The same problem applies to covering PLS. Atts to cover with wood shavings, sawdust, etc., have also failed for a vanety of reasons. In time, the ditch fills up and a dry crust fonns on the surface that prevents any further drying underneath. Clearly, ths imperfect procedure requires improved practices and facilities. It has proved very difficult to obtain extra land for experments inside Maseru city limits, as the land would be needed for several years and for what is regarded as a very unpleasant use. Areas far outside the city boundaries would involve long and costly haulage. In the distnct towns, there is insufficient PIS at present to obtain worthwhile results. However, USfT conducted some research in 1986 (Williams, WEDC paper 1987) and a detailed literature search more recently. Land was allocated many years ago for sludge disposal at the Maseru sewage treatment works. In 1990, together with the consultants working on the sewage works extension, US1T agreed to try a series of four large shallow earth lagoons, with simple liquid draw-off for sludge disposal. The contents would dry and decompose over a penod of months and then be removed by manual methods, dumper or tractor. Normally, Lesotho has more than 300 days of sunshine per year. It was assumed that if the lagoons were kept shallow (300mm), tien as the sludge decomposed there was a good chance itwould also dry sufficiently to become manageable. Within four to six months, under the dry climatic condi- tions, even the hardiest of viruses and hehiinths should have died off, rendering the sludge harmless This option was chosen because keeping sludge in a liquid state would mean pumping and tanker costs at the end of the process. A semi-dried, gel-like substance poses considerable problems for handling and should be avoided if possible. 13 IV. "NO SUBSIDIES Fmancing by The User Experience indicates that once subsidies are offered, it is often very difficult to discontinue them and persuade people to finance the entire cost of the latrine themseves Sufficiet funds to subsidize latrines for an entire naton are unlkely to become available. But even if they were, would subsides be the best policy? USIT evaluated this subject dosely i 1986 and conduded that subsidies, grants or free latrines were generally inappropriat for domestic sanitation in Lsotho because * A significant percentage of trban people were buying fairly large household consumer items that they desired, with the asistan of credit * In several counties, whle creating short-term benefits subsidies have also created serious problms that affect the long-term susabhty of what migt oterw have been an effective program; * They intrisically contadict the pcoicy of susaiability, * Users have less han full responsibility for their sardtation, and, herefore, proper cleaning upkeep and man dnance is less likely. * They place a permanent drain on govenment or donor resoure; * They are very difficult to target and rarely assist those who have geuine need of help; and * If USIT offered subsidies, it would contradict the policy of te Rual Sanitation Program (seving people with generally lower inomes). On the other hand, if a low-cost sanutation program is to be feasibe, exdended paynent arrange- ments are reeded. USIT was aware that to adhieve subswantal saitatin impovents, some people would have to spread their costs over a year or two. A revolving fund in th form of a loan scheme was designed which had the followg advantages: * Finaning was available for sanitation imovementso a long-term basis; • There is no limit to th number of people who could be assisted, and testing for eligibility would be unnecessary; * Repayment with interest means that full spi ty for sanitation remains with the householder, thereby iren g the probaility of proper cleaning, upkeep and use; * Donor or govenmment seed money is given a long-term value; and * Sustainbility of the system is more likely. Credit Angement Many large household items that people owned were comparable in cost to a VIP latrine As explained in section m, these larger consumer items were purchased dutrgh commerdal credit schemes. Many people were also buidig house-normally to live in and sometmes for an inestent though credit schemes. Although the cost of a latrie appears to be an additona burden to the cost of buildg a house, it acually constitutes a very small amoumt in comarisn to the total cost. 15 After two years of discussions, a loan scheme was set up in conjunction with the parastatal Lesotho Bank. It was a key point that the govenmment should not be seen as the lender. In other credit schemes, poor repayment rates have been partly attributed to the borrowers' awareness of the govemment's inefficiency at collecting debts and prosecuting defaulters. Therefore, promotion of the scheme advertises US1T as giving the technical advice and assistance, but the actual loan comes from Lesotho Bank. Box 2 is a sample of a flyer that gives information on how one may apply for a sanitation loan. Lesotho Bank bought the idea of managing the scheme as it helped them to increase their range of services and further utilize their newly acquired computer system They have since stared similar credit schemes in conjunction with low-cost housing projects and for extension of urban infrastructure services. hi Lesotho, married women have the legal status of minors and are not able to sign legal documents, unless they have been given permission by their husbands. Hence, a woman could only sign the loan agreement if she had a letter of agreement from her husband or if she was separated or divorced. This posed quite a problem, and often time lagged, as some husbands were working in South Africa as miners. US1T, therefore, had to specifically target their promotions to men. For the sdheme to be successful, it had to be as simple as possible to manage, acceptable to the accountant general and legally sound so that defaulters could be prosecuted. The satisfactory levels of loan repayment are attributed to several factors: * The loan application is submitted to a Loan Approval Committee of two US1T officers and thee or four local people such as the town derk, chief, hospital matron or military officer. The LAC must interview the dient before the loan can be approved. The LAC is also respnsible, along with US1T, for following up on late repayments. * A substatial deposit (30-40 percent of total cost) is requred. This involves not only money but organzation, time and effort and helps to ensure the dient is serious about wanting the latrine. * Lesotho Bank is regarded as an efficient institution that would certainly try to redlaim debts if they were owed. * Reminders are given or sent out automatically after 30,60, and 90 days when a repayment has been missed. The 90-day reminder is copied and circulated to the local chief (or town dlerk) who will also follow up the debt * USIT strongly encourages people to visit the office to discuss repayment problems. Community staff folow up on clits who are defaulting on their loans. * No repayments are expected during December and January when everyone has the costs of Christ- mas as well as the sdhool fees to pay. The loan is actually tobe repaid in 20 inshlltents over 24 months. 16 HOW TO GET CREDIT FOR YOUR VIP' If you do not have the funds to build a VIP now, then you can apply to US1T for a loan from Lesotho Bank. This is what you have to do: 1. Go to your nearest USfT office and ask for a full explanation of the Loan Scheme and the various options available. 2. With US1T assistance, complete the Loan Application Form You can choose to repay your loan over any period of up to 20 months Interest wil be charged at the normal Lesotho Bank rates on the loan. In exceptional circumstauces, repayment of the loan could be negotiated for a longer period. 3. You will then be called for an interview by the Loan Approval Committee (LAC). They need to check that you are over 18, that you can produce a site ownership certficate and that you are likely to meet your monthly repayments. Before you can receive for the loan, you will have to collect 120 blocks and sand for the substructure. You must also dig your own pit. 4. When you have collected the materials, you will have to sign an "Acknowledgement of Deb agreement and commit your collateral agaunst the loan amount You should then pay the M 10.00 registration fee. This fee covers the cost of paperwork, flyscreen, roofscrews and a few small items. You will then be given a "loan number." 5. US1T will help you fnd a traired builder and give you a purchase order for the remaming materials and the builder's fee. 6. After you collect the materials yourself from the suppliers, the builder can start building. A USIT Technical Officer will check that it is built correctly. When it is finished, you will have to sign a completion certificate, stating that you are satisfied with the VIP - before the builder is paid. 7. When the invoices have al beenpaid, USlTwi setup theloan with Lesotho Bank You will be given a Loan Repayment Card to take with you to the Bank The repayment should be made on or before the first day of every month. 8. If you have any financial problems and camot make z repayment, talk to USfT community staff about it and USIT will try to help you. Remember, if you repay in less than 20 months, you will pay less money in interest 17 Invariably, the bad debtors have been the wealthier people who think no one will follow up on the debt. Most poorer people are concerned about falling into debt and thus repay regularly. Many people have repaid more quickly than their chosen loan period, to reduce their interest payments. No one has been prosecuted yet, but legal proceedings have started against a few clients. The default rate has risen slowly since the scheme started. This is mainly due to understaffing in the USIT Community Section, which makes it difficult to follcw up on everyone who is behind on payments. Schools and Other Institutions For urban schools and other institutions, the program provides some financal assistance for inproving sanitation-when the institutions are sufficiently motivated. This also provides positive demonstration for all the people who use these facilities. The subsidy takes the form of a 50 percent reimbursement after the work is done. Photo 4: Multklbice VIPs at Lesibe Methodist Phimary School Box 3 outlines USrT's policies for communal and institutional sanitation. This scheme has helped finance VIP latrines built in schools, clinics, creches, communal workshops, churches, community buildings and nurseies. Although financal help is given, the emphasis remais on community partci- pation and motivation. Latines are only built when the school is sufficiently motivated to organize the work, raise the funds and purchase the matenals. US1T has orgamzed school poster competitions, held workshops for teachers and has a promotional tape-slide program for teachers and managers. All of these help to motivate schools and institutions and teach them about the value of good sanitation for students. 18 For institutions, the basic national VIP design has been adapted into multi-cbid&e models with a proecting wall around th outside. The earlier school design (based on work in Ghana) was adapted in 1987 so that the school latrines would use the same slabs and similar dimeons to the domestic la- trines. Urinals and hand-washing basn are often added. See Photo 4. Within five years of starting the "13 Towns Sanitation Project, almost all the schools in the 13 towns had VIP latrines. In some towns 100 percent coverage was acheved in four years. In Maseru it took longer to achieve the desired coverage, but in 1993 all the schools had VIP latrines. In tis case a policy of subsidies appears to have been effective in encouraging the schools. DOES YOUR SCHOOL NEED PROPER TOILETS? Are you concered about the health of your students? Are you trying to teach them good hygiene and health habits? Do you tell them how inportant deanliess is? US1T WILL HELP YOU BUILD VIPs FOR YOUR SCHOOL THIS IS WHAT YOU NEED TO DO... 1. Get all the teachdrs and parents togeer, tell them what you plan to do and get their ideas and support Ask them to help think of ways to raise funds. 2. Go to your local USIT office, tell them the number of people to be served in your school - number of boys, girls and staff. Discuss what your current failies are the layout of the schoo, etc A techical officer will come and look at your school and advise you on the best thing to do. You will then be given a rough quotation of the cost, material lists and plans. 3. Meet again with the teachers, parents and students and decide how best to raise 50 percent of the quoted price. USIT Community staff will come and talk at the meeing, if you ask them hey will explain the importanc of good sanutafaon and how the VIP works. Look for a buider to do the construction. 4. When you are ready, and have bought some of the materials, go back to USIT. A Tediucal Officer will come out and decide where the pits should be dug. You then organze the digging of pits, and then call USIT to approve the work when you have finished. 5. When you have bought about half the materials, take your receipts to USIT. You wil be re- funded with 50 percent of the cost; then buy the oher materials. 6. When the builder has finished, US1T will refund you with 50 percent of the cost from reminig receipts. US1T community staff will come to give health and user education to all your teachers and students. GIVE THE CHILDREN A GOOD START Wr1T GOOD SANfTATION Box 3: USIT's Pblicy on Sdcl Saiaion 19 Training Local Builders A key question which arose early i USiT's work was, "Who will build the latrines?" Apart from the tme taken to design and modify the VIP at the pilot stage, US1T staff have not built latrines themselves. In urban areas, people do not build their own houses, but employ a local builder to do it for the erefore, the latrines have been constructed by the same local pnvate house builders. Training and supervising builders who had already built latines were also seen as much more efficient than trainig householders with hmited or no buildmg skills who would build ordy one or two latnnes each. US1T is responsible for training, supervising and following up the builders. Labor costs are controlled and USlT endeavors to ensure that essential materials are available. Wherever possible, this is done through local shops and retailers. USll also tries to maintain a good relationship with the builders, representing the builder's interests as well as those of the householder (although they sometimes appear to conflict). The "drop-out rate" after training is often related to the demand for latines. If the builders can get latrine-building work soon after training they are more likely to keep building than if they have to wait months for the first latrine. In many towns, three or four builders have emerged as the community's main latine builders and work almost full time on latries. The latrine builders are trained during ten-lay practical courses held in each town (Photo 5). Between 10 and 30 builders attend; usually every builder who wishes to attend can do so. Various USIT staff assist with different sections of the training timetable, with the Techical Section being the main organizers. A typical VIP builders' training course includes: * Teaching about the relationship between water, sanitation and disease. - Explaining what costitutes good sanitation. • The working principles of the VIP latrine. 4 How to read the VIP plans and the crucial dimensions of the VIP. * Theoretical and practical demonstration on the making of reinforced concrete latrine slabs. • The actual construction of two or three demonstration units, each illustrating a different model, e.g., a fully lired VIP, ringbeam VIP, VIDP, bucket conversion, etc. * Teaching the builder the basic user education as the maintenance requireents of the VIP; this information can then be passed on to the clients. * A discussion about the cost of labor for construction of a VIP. * Advising the builders on the best way to advertse their skldls in the community. The builders are already experienced in basic bricdaying and construction. A trade certficate and/or some building experice are prerequisites to training. USIT judged it would be too costly and take to long to train people in briclaying. It would also be difficult to select who would be eligible to attend the course. In urban areas women rarely construct houses, and tend to pursue selling, sewing or oher income generating activities. The building trade is perceived as being for men. Each builder is given a set of plans, a poster to adverise his skills and a certificate. His certificate means he is qualifed to build latrnes for people who have taken a loan under the US1T Loan Scheme (see Annex 2). After a great deal of discussion, redrafting and revision the National Rural Sanitation 20 Program produced a VIP constructaon manual. US1T was involved in the process, and, seeing the amount of work involved, decided against attempting a similar exercise. IThey make use of NRSPs manual if necessary. Training local builders to build latrnes has the foilowing advantages: * Latrine-building skills become part of the skldls available in the community - an asset of the com- munity. House-builders also become competent at building latrines and the two jobs become associated. In 1993, it is rare for a new house to be built anywhere in the country witout a VIP latrine. * Should the government discontinue the sanitation program for any reason, VIP latrine buildmg wil continue. * USIT is able to concentrate more on promotion, health and user education, good adniastrtion, better designs and expandmg the program to new areas. These are things which are unikely to be done by the private sector. * Latrine building gains a momentum of its own and increasingly becomes independent of govern- ment assisance. By 1992, more and more VIP latines were being built all over the country - without any input from USIT. - The govemment department is able to keep the number of staff down and liit operating costs. As the program has gained its own momentum m Maseru and the other towns, the number of USIT staff has dereased. * It encourages initiative, self-reliance and creates employment opportunities. Photo 8: VIP Uuidea Twinin Wodcshop held i Maputsoe June 1986 21 V. PROMOTING THE "PRODUCr" Health Benefits or Status Value? It is generally accepted that improved health starts with the basics of dean water, good sanita- tion and health education. But in any given developing country, how many people understand tiis? How many are prepared to divert their very limited resources to sanitation when they also have the priorities of food, shelter, dothing, transport, medical costs and school fees to pay for? Is it necessary for people to fully appreciate the health benefits? If they desire improved sanitation, does it matter what the motivation is? Good sanitation can be viewed as a product which must be marketed to the public. It is likely to be quite low among their priorities, and it is the job of the community worker,, public health workers, heaith a3sistants, sanitation teams, etcr, to create a demand for improved sanitation. At the start of any sanitation project, it cannot be assumed that people will automatically desire or poritize the product that is being promoted. The primary requisites were mentioned earlier (the product must be adequate, acceptable and affordable). After that, a lot of hard work must go into con- vincing people that they need or want improed sanitation. An initial lack of willingness-to-pay for improved sanitation can be changed by education and promotion. Two prmary approadces were identified for advertg the VIP latrine. USIT has successfully used both of them, separately and togetier The first is to publicize the health, hygiene and deanliness benefits of improved sanitation, and the second approach heightens the status of a VIP latrine as a new, desirable, modern, and convenient product The health and cleanliness benefits are well documented. One has to be careful that they are translated into a language that is easily understood by ordinary people. Do people understand germ theory? If they don't, then one cannot start tlking about the transfer of germs from faeces to food. Do people understand that diarrhea is caused by poor hygiene practices? In Lesotho, people put a lot of emphasis on buying dothes and furiture. These things convey status, prestige, and position. Therefore USIT also works on promoting the VIP latrine as a desirable, modern and attractive product It is marketed as affordable but not cheap, as this would reduce its status value. Pictures are shown of neatly cntructed and painted VIPs which have attractive doors and plastering inside and outside. Mirrors, potted plants, a tiled floor, and tilet paper holders can be added to improve the appearance and status value. These extras add prestige to the basic affordable latrine. Education Materials and Advertising USIT has produced posters, leaflets, a calendar and handouts using a simple computer program (Newsmaster), photocopier, colored paper, a lot of glue, and a little imagination! In the early days, some 23 materials were produced by a commercial advertising company and professional printers. Somewhat expensive but very good-looking materials were thus produced. It is questionable, however, whethe they achieved any more than the homemade designed materials. The vital issue is not the quality of production or sophistication of the materials, but the care taken to test the interpretations f messages and pictures and the way the materials are to be used. Learning and using some of the tools of commercial advertising can help. For example, frequent spots on the radio with simple messages such as: Geta VIP-it's goodfor yourfamily Build a VIP-it's goodfor your health A VIP is modern, clean and goodfor you are being used to achieve the desired effect. Another successful advertising method has been the adoption of a jingle tune based v on a traditional mining song and familiar to the target audience. The song has become associated with good sanitation and the VIP; the USIT staff recorded it. An alternative would be to use a locally popular singer or music group. Likewise, an adverts- ment was placed repeatedly in widely read newspapers and magaznes. Standard, inexpensive posters with big, dear pictures and simple messages were produced (Annex 2) and displayed in offies, clinics, schools, churches, shops and homes. Testing Promotional Materials Box 4: The "Mr. W7Pl ov The materials used for latine promotion, health and user education must be carefully researched and produced. They must consider the needs of semiliterate or illiterate people, address all income groups, and be carefully targeted and economically produced. Ideas taken from other projects are useful, but must be carefully adapted to ensure they suit the particular sociocultural context at hand. Miinterpretation is much more common than is normally realized. When program staff are all well educated and fairly sophisticated, it often proves difficult for them to perceve the materials in the same manner as someone who can hardly read. It is, therefore, very important to define the messages that are to be conveyed and to stage their delivery properly. The messages should be divided into: 1. promotion, 2. user education, and 3. follow-up. 24 Some of USIrs earlier promotional materials and work could have been better. For example, it was learned that one should not give user education messages to people who have not yet constructed latrines. Prior to latine construction, it is only appropriate to disseminate promotional information and hold discussions about the availability, cost, design, construction, etc., of the latrne. Testing of promotional materials takes time but is essential. USIT occasionally failed to do this - and leamed the cost. Thousands of commercially produced promotional leaflets were prnted without thorough testing. Although not totally useless, they could have been better. In one case, for example, a promotional leaflet had a questionnaire about sanitation on the back which was to be filled in and returned. In an ensuing lottery, the first respondent to have all the correct answers was to be awarded cover slabs, a plastic seatcover, a ventpipe and flyscreen for a VIP. However, by filing in the answers and returning the leaflet, the client also lost the information on the inside of the leaflet that he or she should have kept. The leaflet was very attractive and nicely produced, and the USIT staff were more impressed by this than the practical aspects of using it This raises another problem with the use of professional or commercial producers; every new draft, modification and change adds considerably to the overall cost of promotion. The time delays in conducting and evaluating the testing are not popular with commercial companies who wish to get the work finished and paid for. Variety of Media USIT makes use of printed matter (posters, pamphlets, leaflets, handouts, stickers, tee-irts, flashcards and flip-charts) as well as radio, tape-slide programs and videos. In district towns and peri-urban areas, audiovisual equipment powered by a generator can always be guaranteed to attract a crowd and hold people's attention. Unfortunately, although videos and tape-slide programs can be used in the open, they have a rather limited audience because of the small screen size. Effective use of a projector requires finding a hall that can be blacked out; such roos are not commonly available except in schools. USrr has developed a series of tape-side programs; each targets a different audience. All programs are set in Lesotho and the slides are all of Lesotho. The diffent programs address priary school children, school managers and head teachers, local district government officials, primary health workers, and zincsheet latrine builders. In 1986 the Community Section wrote and recorded a six-act serial radio play. UST staff per- formed the play, which tried to realistcally present the problems encountered with poor sanitation and bad hygiene practices. Further, the solutions available for improving the situation were also presented. It took a long time to record and edit the play, but it was an interesting exercise. Because of the time it took and the rustrations encountered when trying to work with the local radio station, the exercise has not been repeated. However, USIT would recommend this as an effective and far-reaching publicity device. Most people have radios, and even people who are not literate can berefit from listng to a radio program. 25 Community workers must learn how to use promotional materials to their best advantage. It is common for good equipment and materials to be of limited use because the community workers have not been well trained. However, traimng community workers m the proper use of education matenals is an area of special expertise. If there are no trained people available to in turn train the implementing teams, a short-term consultant could be employed for an initial period. As USIT lacked this expertise at the begiunn it has not always been able to channel its efforts in the most efficient wai. Annex 2 provides examples of materials that have been producecl. Local Culture, Attitudes, and Aspirations Cultural attitudes are unlikely to be the same in any two countries. In many countries, they will also differ from region to region. Sanitation work often touches on local traditions, beliefs, habits and customs. It is essential for the implementng agency to have a clear understanding of these factors. Such infomation must be researched thoroughly and treated with sensitivity. In some cases this knowledge can also be used to assist in the aims of promoting better sanitation. It is wrong to assume that the better educated and partly westerized local staff automatically know what is appropnate for the general population. As in all societies, understanding, aspirations and attitudes vary according to families, income and educational background. In Lesotho, for instance, use of '"cal mateals" for a latrie is unacceptable to most people living in Maseru and some of the other larger lowland towns. However, in the remote towns in the : mountains where life is more traditional, people are . L. F quite happy to consider the use of stones or thatch for hi Lesotho, spreading the news of proper sanitation has been made easier due to the local culture *4 and its traditions of cleanliness around the home and @O ITLOI in personal habits. However, special efforts had to be made to dispel the commordy held misconception tha idren's faeces are not dangerous. Aspirations are also being developed to indude a nice looking latrine as part of having a good house. It is becoming increas- ingly embarrassing in urban areas tobe unable to offer house guests the use of a latrine. Thus, as advertising, educati travel, films and visitors affect and slowly E change a country's values and aspirations, a sanitation promotion program must aim to do the same. - r Photo 9: USIT Staff participating m a local carniWa 26 VI. APPROPRIATE INSTITUTIONS Intrasectoral Collaboration USIT's work is only a part of the overall water and sanitation sector activities in Lesotho (Box 5 shows the main actors). This means that in order to be fuly effective usrr simply cannot afford to ignore what the other agencies and departments imvolved in the sector are doing. Nor can it achieve its goal of improving health by working alone. In particular, tiere is a need to work dosely with the National Rural Sanitation Program and the Water and Sewerage Brandh Also, the low income housing site-and-service schemes invariably involve construction of VIPs, and, hence, USlT's involvement is required. National Rural Sanitation Program Ministry of Hedth Village Water Supply Section (VWSS) Mini of Interim Urban Saritation Improvement Team Ministry of Inteior Water and Sewerage Authority (WASA) Mnistry of Water, Energy and Ming Box 5: The Water a.d Sanitadon Sector in Lesotho This cooperation was institutionalized in 1981 by the formation of the National Steering Com- mittee for the IDWSSD. The committee included all the sector departments and major donors, and was chaired by the Ministry of Planning. During the Decade, practical coordination has been carred out by smaller working committees such as the On-site Sanitation Coordinating Committee (OSCC) and the School Sanitation Subcommittee. Within the sector there are several interdepartmental and joint projects, of which the "13 Towns Sanitation Project" is an example. On a more informal basis, health and hygiene education and training materials have been developed jointly; also the sections in the National Building Code regulations related to low-cost and other forms of on-ite samitation and the standardization of the national VIP/VIDP designs were agreed upon and implemented together. "The Team" and Decentralization The nature of low-cost sanitation work often means dealing on a one-on-one basis with the poorer sections of the community. This includes working with people who've had little formal educa- 27 tton, many older people and those with lower icomes and status. Some builders have just tre- els, squares and spirit levels and are not registered contractors. Worlkng with these people in a sf , highly bureaucratic way will not help achieve the aims of mprovig santation. USIT had to be easily ap- proachable, with a structure that enabled people to get the help they required with a minimum of fonns and waiting time. With this in mmd, teamwork evolved as the appropiate way of working. On the US1T team everyone has his or her own job but is expectd to be able to assist others when neessary. A balance of tedrical and comrninity staff is required. A seniority structure must exist (Annex 3), but all staff are encouraged to communicate regularly and freely with each other. Junior staff and their opuiions, atti- tudes, problems, needs and traing were condsidered as quite important to the team's success. Senior staff must be prepared to go out to the field, get dirty and tired and not expect others to do what they are not prepared to do for or by themselves. Monthly staff meetings are held to air views, problems and complaints, and discuss new ideas or educational materials and posters. The geography of Lesotho has dictated the need for three "regional subteams" (see Box 6). Maseru has almost twice the population of all the oher towns combired. It is also located approximately in the cnter of the country. Therfore, the Maeru team is the largest and AA covers the central region. The "13 Towns THAOr T Prject" has two regional offices-one based in Moales Hoek, the middle of the Southern region and one in Leribe, the middle of the Northem region. Each of these offices is staffed with a serior tehnical officer, a tehnical officer, and a driver with a vehide. They are exected to supervise the work in all the towns within teir region. Each town has one tchical assistant, Box 6: Map of Lesotho wi USIT's HQ in Masen,, who does the routme work (heIpmg Rers Rgial offices in Lerie and Mohades Hoek, and and dients fill in loan applications, chase up builders, etc). Flexibility and Adaptability of Approach USIT started with a set of ideas that were tested in a pilot phase. These ideas were continually tied, tested and evaluated, and refined when necessary. Successes, failures, ideas and proposals were colected from other sanitation projects and from anyone who had a suggestion. At staff meetings, such ideas were discussed to reach a consensus on whether and how a paricular idea should be tied. A "right way" to procede should not be expecbed from year one. Progress will require changes and modifications to latrine designs, community work metiods, promotion techniques, staffing struc- 28 tures as well as the ability to admit when something has not worked and the willingness to try some- thing else. After thirteen years, USIT continually adjusts and chges the program, as new circum- stances arise or a better way of doing tiungs is found. alization of Skills USIT began as a small govenmment department run by an expatriate. As the staff irncreased, a Mosotho coordinator, Thabo Khaketla, who was a recent graduate in sociology, was appointed as counterpart to the expatriate. In time, after worldng with the expatriate and attending a postgraduate course in England, the Mosotho coordinator assumed responsibility for all activities and the expatriate became an adviser. During this penod, two international volunteers, the author and Chris WilLiams came to assist with particular tasks, one to set up and manage the "13 Towns Project" and the other to work on pit-emptying equipment and to support the work in Maseru. The latter left USIT after his two- year contract expired, having achieved considerable progress with pit-emptying equipnet and other tasks. The adviser left at the end of 1988, leaving just one KfW-funded expatriate to assist US1T in its work until the middle of 1990. At this stage, after almost 10 years, complete localization was adhieved. Training of local staff involved overseas and local courses and practical hands-on experience. Allowing the local staff to do their jobs with support and advice, and without continual interference from expatriates who thought they could do the job better, proved to be fundamental to localization. It is important that the local staff occupy their posts with full responsibilities for several years, while expatri- ates may or may not be around as advisors. It's impractical to have an expatriate run the program and then expect a local manager to take over after a short transitional period. The organizational structure and staffing of USIT is presented in Annex 3. There are now three sections: the community sectiont, the technical section, and a small administrative section. The staff are split between the 'Maseru Sanitation Improvement Prtject" and the "13 Towns Project-" The four senior positions were established by the govenmment of Lesotho as civil service posts in 1987. In 1992 more posts were established by govenmuent, thus accepting permanent responsibility for the team and reducing the donor inputs. Because of the many problems encountered when establishing new departments and recruiting staff in developing countries, an appropriate and practical staff structure has to be looked at very care- fully. In many countries, during the first years, expatriate assistance will be needed. Ideally, this will be withdrawn progressively as the team gains expeience and can be run completely by local staff. This is a slow process and is likely to require five years or longer. Continuity USlT's experience has been that the services of one or two committed expatriates who are prepared to stay for several years will be much more constructive than several people coming in for shorter durations. Several people working on two-year contracts could spend too much settling in, 29 exchanging many different opinions and promoting changes of direction. US1T had one expatriate stay seven years, one for five and a half and another stay for two. However, short-term consultants (those on site for a few weeks up to a couple months) have provided valuable help and training for specific sujects, e.g., the production of health education materi- als, community section training and management, a socioeconomic review of the loan scheme, etc. Hring such consultants allows the prqect work to continue during trn and precludes an expatiate from assuming responsibility. USIT needed years to establish localization before all extenmal technical assistance could be withdrawn. This time frame appears to be realisfic, since the nature of the work is such that it can never be done quicldy and also requires long lead times for pilot phases, research and evaluation. Going from the inutial stages of pilot work into a national program will also require consistent govemment commit- ment, aided by external suppo4z staff training and builders' workshops. Further, material supplies and logistics regarding trasport, offices and equipment must be arranged. The commitment of team members (ocal and expatriate) to the aims, methods and ideas behind mplementing a low-cost sanitation project is of the utmost importance. This type of work cannot be done effectively by someone who doubts its appropriateness or would prefer to be designing sewers or a water reticulation network For an expatriate in a advisory role, a basic knowledge of community and public health issues, economics and accounting is important, in addition to a technical or engineering background. Staff Selection and Motivation USIT was fortunate that the 13 Towns Project could be set up with a newly selected team of people. This is definitely preferable to trying to change the habits and pracies of an existing govern- ment department However, the new team of people came from within and not outside of existing govemment structures. Most of the best staff arrxved directly from school, aollege or uruversity, or from another department which had a similar teamwork philosophy. In Lesotho great emphasis is generally placed on paper qualifications. USlT's consistent experi- ence, however, has been that the level of technical knowledge required in this kind of work is not very high. Instead, a confident manner and ability to express oneself politely and dearly when dealing with builders, local officials, suppliers and clients is essential. Before conducting interviews for particular posts, US1T found it helpful to think about the type of personality that was needed to do the job well rather than to focus on particular academic or technical qualifications. It was found that students straight from college could often be trained quite easily and were open to the "teamwork' spirit of USIT. With a general terhical background, the particular techni- cal requirements of the project can be quidckly taught. 30 Women in USiT Many of the best uSfT staff are women, and USfl get fewer complaints and more comliments about the work that they do-whether it be in site supervision, cmamunty worlk, builder training or administration Mot of the dients who come to the office for assistance are woame, as mnuy of the men work in the umines of South Africa or are busy with othe thngs during working hours. Wome techni- cal and community officers have the partctla advantage of being able to understand, empatize and work better with the female dient& Most of the person-to-person community and education work is done with children in schools, teachers and women at clinics, dubs and in their homes. Female commu- nity workers have always been the most appropriate conveyors of promotion and education messages. in the early days of USir, until around 1988, men held most of the nuddle and senior positions on the team. This has smice changed as most of them have moved to other jobs, and junior and mid-level females have been promoted, In 1989, only one senior staff member was male. Since then the propor- tions of male and female staff have changed, depeding on who was available and most suited to the job. Women still hold the majority of senior positions and the USIT coordinator is a woman. Low Admidnistrative and Running Costs i the ultimate intention is that the program will be taken over by the local govemmen and exteral support withdrawn or limited, then it is important that rnwng costs are kept low enough to be fitted intDo the govwement budgetary constraints. To this end, USIT tnes to have only the eqpment that is really needed. Donos often urge projects to spend more of their budgets, and additional capital equipment is an easy way of doing this. Once a piece of equipment had been bought, however, U51T found that persone did not like to be without it If a machine broke down, work would come to a halt, whereas before it had been purchased everyone could have managed. All equpment bris with it service, maintenance and repair costs. Often these are higher than expected and can substantay affect montly runming costs. On-site sanita- tion is labor intensive. Hen, it is important to use labor-intensive methods in many cases, but for certain jobs modern dhnology is considered appropate. It was necessary to ensure that all equipment bought coudd be mintained and serviced locally and at minmum cost This meant the very cheapest item was not always puchased - if the cheape item would have meant mowre nmiternce problems. Unfortunately, Maseru had no efficient outlet for repairing audiovisual equipment; in this case the nearest possible source was used. Staff were usually employed accoding to the staffing plans in the project prposal, but alter- ations were made according to actual rui However, before any additional team meber was taken on, careful consideration was given to whedter this was really necessary. The all-too-common "civil service lethargy" has been largely avoided because USIT is unable to employ many people in established and pmanent positions. Unfortunately, this has also had the adverse effect that good staff have left for more permanent employment in other places. 31 In 1990, the Governmet of Lesotho provided the salanes of the four established positions and an annual budget of about M 180,000, or $72,000, as counterpart funding to the ODA budget of M 200,000 or $75,000. Since 1990 eight more posts have been taken over by the govenment, although not al of them are currently filled. The budget covers wages, office and transport running costs; the ODA funds cover promotion, training, new vehicles, capital equipment and evaluation and monitoring, etc. These budgets support the work in Maseru and the headquarters teaim The total annual running cost for the 13 Towns Sanitation Project (KfW-funded) is about M 200,000, or $80,000. 32 VII. FUTURE ISSUES Although USrr's activities have been generally successful, there remain areas of weakness. The difficulties of reaching the very poor, gettung the govemment to take over more running costs, improv- ing the rate of loan repayments, the problems of latrine emptying in smaller towns, and the treatment of pit-latrine sludge are of particular concer If the program is to become truly sustainable, these issues must be resolved. The program was designed quite deliberately around the notion that people can and will pay for unpioved sanitation. Although a lot of work went into making designs affordable, clearly there are some people who are too poor to benefit from the program. Efforts to address their needs are under way, but much more needs to be done, both to reduce costs further and to find efficient ways to target any subsidies that may be necessary. Helping the 20 percent of the population with the lowest income remains the greatest challenge. Tne govemment of Lesotho has now assumed responsiblty for more US1T staff salares as well as for all the program costs in Maseru. However, thdre is still a need for government to take over the additional runring costs for the 13 Towns work. The running costs are not high, but while the donor presence allows additional work to be carried out, there is little incentive for government to provide a budget The scale of this and the Maseru future budget depends partly on how USrT plans its future operations. It is important that the loan scheme continues to function well and allows the funds to revolve, thereby increasing the number of people who can benefit from a loan. USIT must concentrate more effort on ensunng consistent repayments, thus allowing all the funds to revolve. Finding good equipment is only the beging of the pit-emptying story. The logistics of work- ing in small towns, where numbers do not requre an emptying vehile on a full-time basis, still have to be worked out. People are naturally reluctant to pay for their pit to be emptied before it is full, but once it is full they want prompt service. So, at any one time there are likely to be a few people in each town demandig that their pits be emptied. Sending the vehides back and forth between towns is very expensive, especially if there are ordy a few pits to service in each town. Additionally, the supervisory and maintenance problems increase when vehiles are scattered over a wide area. A long-term plan for pit-emptying around the cuntry is badly needed. Related to pit emptying is the unresolved problem conerng the disposal of sludge. As noted earlier in Section m, USfT has some ideas, but these are not yet fully tested. Dedicating time and staff to monitoring the drying lagoons in Maseru will be necessary to obtain worthwhile results and progress on this issue. Also, as the positive cumulative effects of ten years of health education and promotion are being felt, US1r must plan its future operations. There is much evidence to indicate that the whole attitude toward latrnes has changed in urban Lesotho, very much along the lines that USrr intended. In newly 33 developing areas, people are now building VIP latrnes when they bild a house. Landlords must provide sanitation to get a reasonable rent on property, and it is becoming sociay unacceptable and e-barrassing not to have a clean latrine. USIT must soon decide if it will continue in the same role or if it can leave more of its activities to nmmtum and the private sector. In the future, operating the pit- emptyi service and managing sludge treatment in the distrcts will be important, but it is still unclear whete USiT wl aontinue to supervise and diect these operations. 34 p.1Io2 The National VIP and VIDP Desi8ns 1. INTRODUCl7ON After much discuson between the officers of USIT and RSP, the critea and ideas around which the USlT-RSP latrine design were established. 1.1 Sabs * Avoid the use of crushed stons. * LLower cost than dte slabs te in use. Simple formwork-one size of fonn for all e slabs. Ease of quality cntrol. Made from materials available all over Lesotio. 'The slabs should cover at least a 1-m span. 1.2 Latrine Use of bench seat rather than a pedestal seat. * Any material could be used for te ssueuctue Can be built as fully-lined VIP, Ringbeam VIP or VIDP (double pit VIP). 2. SLABS I.1 Size The agreed slab size is 1.2 x O.85m, and the tickness should be 50mm. This size of slab is pracical for the purposes of the VIP & VIDP designs. Also it is suitable for cover, vent ard seat slabs. 2.2 Bening Moment To withsand 2 x 100kg "men standg at ceter spanL B.M. = P1/4 = 2 x 100 x 93 x 1.2 /4 = Z352 Nm 23 Area of Re ifome - Required Using te Modular Ratio Method the balnced design is adueved when A. = 200 mm! Using the Lurit Stat method a similar cakulation woudd give A, = 180 m It is assumed that the stress concetration around a 110-mm diuanit hole (vent pipe hole) wil not significantl weaken the slabs. A weaker slab stength can be accepted for the seat slab, as it is sup- ported on all four sides and wl not need to ary more thanone peson at a am 35 p. 2of 2 2.4 Reinfrcemett Eight bars of 6mm diaeter reinoring bar gives A, = 226 mnr, which is sufficient It is also the dheap- est and most widey available tpe of rnforSg bar It is ed that six bars be used to rein- force the short (0.85 m) span Hence, the total reifoeent needed is (8 x 12) + (6 x 085)= 14.7 m,. The cost of the bar is 0.60 lsente/metr, and so the total reinorcement cost is M 9.00. 2.5 Cost of Sand/Ceement The slab volume is 1.2 x 0.85 x 0.05 = 0.05 3. With a mix of 1:25 cement/sard 1 n30 of nx requires: Approximate cost 1.0m3 sand 50.00 12pkscementOM 15.0 Man Total M 200.00 Cost per slab is 200 x 0.05 = M 10.00 for cement/sand. 2.6 Specmen Costs for the USIT/IP Slab Item CoswIV" Sand/cermt 10.00 Reifocnt 9.00 Labot (2hrs@M1.50/hr) = Subtotal 22.00 Profit @ 15%/. _a. Total 25.00 (apprx $7.50 in 1993 prices) 3. VOLUMES AND LFE OF Pls 3.1 Fully liwd VIP Thepithasatopareaof 0.9x2.2m = 1.98zi Atadepthofl185mtwevolhmeis3.66m1x8W0%= 2.93WiP of whchis usable With an accumulation rate of 0.06m7 per person per year, the pit life is 49 person-years or eight years for a famuly of six. 3.2 VIDP Each pit has an area of (0385 x 0.735) + (0.75 x 0.985 - 1.02 2 At a depth of L5m, 80o usable volume - 122m Using the accumulation rate of 0.06m3 per pemson per year gives a life of 20 pemon-yeas o 3.4 years for a family of six. 36 A22 Promotion, Advertsing, Health, and User-Printed Education Mawedals All materials are in Sesotho. English taslations are used for this report only. Item Media & biefdesation The 10 Point Plan* School Poster to reinforce messages hfom tape-slide program, A2 white Teach Children to use ...' General poster produced as a result of a tahers' workshop, A3 pink. Builders' Cerficates Certificate for builders who have attended a VIP buildeWs' worklhop, A4 white card. "We build VIis"' Poster for trained builders to advertise their skills, Al green. Latine door sticker' Self-adheswve poster for the back of the VIP door, to remind users of five user and hygiene messages, A4 white. 1990 Calendar Mr. VIP wishng everyone a Happy and Healthy 1990, A4 orange or green cad -Mr VIP"* General Information leaflet, including competiin n the back Flipdharts Series of 13 drawings t be used by health worers when teaching about saritation, A3 white. Flashcards Series of 13 large photographs to be used with a verbal cmentaryby healt. worker T-sairts Adiuts & CbildrerVs t-shuts with the Mr. VIP logo. These are sold and used as incentives. Stopping the Budket ....' Poster tellir ,the public tat the bucket colecin service wil be sWped, A3 yelow. "M. VI" on Loans* Simple leaflet illustrating how to apply for and get a lan to build a VIP. Don't Put Rubbish in the Pit User education reminder leaflet/poster, A4 orange. 'A copy of the material descibed is included in the following pages. 37 (Original In Sesotho) Now that we have new latrines Remember: The Ten-Point Programme 1. Always use 2. Help litle ones the L to use 3. ClOse 4. Wash your hands ? dooe when you are 1 door. finished A 5. Keep the latnne 6. Keep the school clean surroundings Don't throw VIP 7. rubbish 8. Tell a teacher if III into the you see a fauft w w 10. Tell your parents about improved . ~ z 9. Learn about latrines Jt l tY __ ;M\, good heafth r - }~~Fri Thusa b :ana ba banyenyane ho sebelisa ntloana Ventilated Improved Pit-latrine Haeba u hloka thuso kapa thalosetso ka matloana ana, ikopanye le ba Moifo oa Ntlafatso ea Matloana le Bohloeki Litoropong USIT Lekaleng la Interior e~~ &g~ y,e~, i53 This is to ce.Lr..tify.............. ta.... .... g;j ~attended a Latrine Builders Training Course held at. EMonn.BF He is therefore entitled to Build and Improve pit latrines of the type recommended by US,T En X I ~~~~~~~~~~~D ate : ............................. ................... S ig ned : .....I.............................. . ._ Urban Sanitation Co-ordinator 1 S '~~~~~~~~~~~~~~~~~~~~~~~~~~. koala sekoahelo sa setuloana le lemati la ntloana ka linak.o tsohle 1.~~ ~ ~~~~~ I IT hlapa matsoho ________hopola: boloks ruta bana ntloana e ho sebelisa hloekile ntloana Urban Sanitation Improvement Tearm *.31T. wishes everyone a Happy & Healthy 1990 .Auery February Na"zh Su No Tuo e Th Fr Sa Su ho Tu We Th Fr Sa Su Ho Tu Ve Th Pr Sa 1 2 3 458 6 1 2 3 1 2 3 78 810 11 12 13 45S 789 10 45 8 7 8 910 14 15 18 17 1a 13 20 11 12 13 14 15 16 17 11 12 13 14 15 18 17 21 22 23 24 25 20 27 18 19 20 21 22 23 24 18 19 20 21 22 23 24 28 28 30 31 25 28 27 28 25 26 27 28 29 30 31 April may June Suo o Tu Vo Th Pr Sa Su Ho Tu Vs Th Fr Sa Su Ho Tu NV Th Fr Sa 1 2 3 4 5 8 1 l 2 3 4 5 1 2 89 10 11 12 13 14 878910 11 12 3 4 5 6 7 89 15 18 17 18 19 20 21 13 14 15 18 17 1819 10 11 12 13 14 15 16 2 23 24 25 26 27 28 20 21 22 23 24 25 28 17 18 19 20 21 22 23 29 30 27 28 29 30 31 24 25 28 27 28 29 30 Juj1v August September guo o TuVo eTh FP Sa Su Ho Tu Ve Th Fr Sa Su No Tu We Th Fr Sa 1 2 3 4 5 8 7 1 2 3 4 1 8910 11 12 13 14 58789 10 11 23 4 5 8 S 78 1 18 17 18 18 20 21 12 13 14 1 16 118 1 910 11 12 13 14 15 22 23 24 25 28 27 28 19 20 21 22 23 24 25 18 17 18 18 20 21 22 298 30 31 26 27 28 29 30 31 23 24 25 28 27 28 29 30 Oetober Norember Deoeaber guo o Tu V STh Pr Sa Su Ho Tu Ve Th Pr Sa Su No Tu We Th Fr Sa 1 2 3 4 5 8 1 2 3 1 7 8 810 11 12 13 4 5 8 7 8 910 2 3 4 5 8 7'\ 8 *14 15 18 17 18 19 20 11 12 13 14 15 16 17 b10 11 12 13 14 15 21 22 23 24'25 28 27 18 19 20 21 22 23 24 18 17 1 181 20 21 22 28 29 30 31 25 26 27 28 29 30 23 24 25 28 27 28 29 30 31 USJ.Lt Prlvate Bag A41, Maseru 100. Tel:- 326489 U TS.T, P.O. Box 5S8, Mobales Hoek. Tel:- 785290 U.S.I.T., Private Bag 007, Lerlbe. Tel:- 400520 TL.OUSANO ENA E KA KENELOA KE BATHO BA. t TO * i~~~~~~~~~~~~~e u loketse, U ka ikhapela karolo ea thepa ea ntloana - chomela es monko e nang le lerabs la iitinntsi. matiapa a ntloana let sekoshelo sa setuloana. Araba lipotso tsena: 1. Ke ntloans e fe e loketong bophelo ba hau? 2. Ke mang ea ka u ahelang V.I.P.? 3. V.I.P. ke ntloana 68 sekoti kapa ea metsi? Lebitso Is hao: ._-_-_-_____*___ ____ _._-_._._-_- Atere se:_______ MaeWla Se..a4e mosa s Lsotho lanmno Is So b e . : m- u te utloa hore no lkao te _ lpetutn titlb hutWa neng, boe hwe oea Iehak*OnOl Ir mR le IWheoso .I"e Ira" tao ttoJsno enu. Tsebiso ea 'Muso U tlameha ho aha ntloana ea V.I.P. kapa ea Metsi Hobane 'Muso 0 felisa litsebeletso tsa ho ntsa Matloana a Mapakete Iteanye le ba ofisi ea USIT kapa Water & Sewerage Branch bakeng la litl;ha osetso le lithuso Ka ntioana ea sokoti a ntlafalltsoong E no le chometa e utitang mnonko Is leraba Uk ioay ob srtrpn ahn la litkinti, soetuloana so ne lo skoahato ba tie u hiaOsetso bka USatT toar°pos theno masobana 'ohle a lebiteng ka sekoting a ba tlau ho s sa koalehile. ho uu ~~~\ | 1 4e e~~~~~~~~~~ loketse bo vI P. joany? ?S2 U ka e aholoa ke seahi so ruptsoong ke ba I . K oala sekoa h olo sa s atu loa n a USiT. U tia tseba seahi ka phosetara a tale 2. Rutokbaba b nonyana ho sebelisa ntkoina to lengolo la bopaki. 3. Bolokapnoatao ha tloa nokie r w 7 Evl k ~~~~~~~~~~~~4. Hlspa matsoho ha utsoa atoaneng. ANNX3 Urban Sanitation Improvement Team (USIT) Staffing and Organization Chart _~~~~~ Goe-t se go E t : Post I : I~ ~ ~ ~ ~ ~~~~~~~~o E8he N TO 13Tons Prso 19 _ Eta .> .d