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TRANSCRIPT
WASH stories from Ghana
Presentation of lessons learnt from
GNWP Phase I
GNWP Closing Conference, Friday 26 June 2015
Colofon
Pictures from: Daniel Maissan (Simavi), Diara Lô (Berenschot) and Jochem Schut (Witteveen+Bos)
www.gnwp.nl
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ForewordMany WASH projects have taken single-sided
approaches: they concentrate on awareness raising,
on the construction of new infrastructure, or on
institutional development. We have embraced the
GNWP concept in its comprehensive scope, where
the entire WASH value and policy chain, hardware
(physical implementation) and software (aware-
ness, capacity building) are combined. For a total
of 5 municipalities clustered in two river basins, a
substantial programme has been formed to achieve
both institutional development and physical WASH
implementation. The combination facilitates stake-
holder commitment, provides ‘practice grounds’ and
ensures tangible, physical progress. It is our convic-
tion that the integrated approach of GNWP will be
key to its success.
The complexity of the GNWP requires different
types of expertise for its planning and execution. The
consortium of the engineering firm Witteveen+Bos,
management consultant Berenschot and WASH
NGO Simavi, together with our subcontractors, was
tailored to this end. People from various countries,
organisations and backgrounds have worked in a
team to create many results in a short time span.
Results achieved by building on the unique compe-
tences and experiences of each partner. Since it takes
time for a partnership to function efficiently and effec-
tively, we are grateful to have had 1,5 years and a bit
sad that our involvement is now coming to an end.
We are particularly thankful for the many close
interactions we have had with representatives
of the Government of Ghana and the Municipal
Coordination Teams in the five municipal and met-
ropolitan assemblies targeted by the programme.
Together we have been able to prepare projects
and interventions that will significantly improve the
WASH situation in these urban areas in Ghana.
On behalf of the TA Team,
Ole Kaare Jensen
Team leader
5 4
Table of contents
Foreword 3
Abbreviations 4
Introduction 71.1 Ghana - Netherlands WASH Programme (GNWP) 71.2 Programme timeline and structure 81.3 GNWP Master Planning and Phase 1 Implementation 9
The GNWP TA Team 152.1 The consortium 152.2 Parties involved in the implementation of GNWP Phase 1 (Subcontractors) 17
STORY 1 Local revenue enhancement for WASH 193.1 Introduction 193.2 Analytical Framework for Local Revenue Mobilisation 203.3 Two examples of local revenue mobilisation in Ghana: Ga West and Tamale 223.4 Recommendations 25
STORY 2 Gender equality in WASH in Schools projects 294.1 Introduction 294.2 Recommendations 36
STORY 3 Waste Business Models in Accra 415.1 Introduction 415.2 Overview waste facilities and planned investments in Greater Accra 425.3 Four business models explored 465.4 Tema engineered landfill site (Kpone) 485.5 Slamson Ghana Ltd. 495.6 Kumasi engineered landfill 515.7 ACARP 545.8 Conclusions 555.9 Recommendations 56
STORY 4 Municipalities creating an enabling environment for SMEs in the WASH sector 59
6.1 Introduction 596.2 The case of Ga Central Municipality 606.3 The example of two enterprises 646.4 Recommendations 66
STORY 5 Master Planning for WASH 717.1 Introduction 717.2 Our approach 717.3 Steps taken 727.4 Lessons learnt 75
Conclusions and recommendations 79
Contact details GNWP TA phase I 83
Abbreviations
BCC Behaviour Change Communication
CB Capacity Building
CLTS Community-Led Total Sanitation
CWSA Community Water and Sanitation Agency
CSO Civil Society Organisation
DA District Assembly
DACF District Assembly Common Fund
DDF District Development Fund
DESSAP District Environmental Sanitation Strategy and Action Plan
DMTDP District Medium-term Development Plan
DUR Department of Urban Roads
EHSD Environmental Health and Sanitation Directorate
EHO Environmental Health Officers
EKN Embassy of the Kingdom of the Netherlands
EPA Environmental Protection Agency
FOAT Functional Organisational Assessment Tool
GAMA Greater Accra Metropolitan Area
GCMA Ga Central Municipal Assembly
GNWP Ghana Netherlands Water Programme
GoG Government of Ghana
GSMA Ga South Municipal Assembly
GWMA Ga West Municipal Assembly
GES Ghana Education Service
GWCL Ghana Water Company Limited
IGF Internal Generated Fund
ISWM Integrated Solid Waste Management
KEEA Komenda/Edina/Eguafo/Abrem Municipal Assembly
LGSS Local Government Service Secretariat
MA Municipal Assembly
MCT Municipal Coordination Team
M&E Monitoring & Evaluation
MLGRD Ministry of Local Government and Rural Development
MMDA Metropolitan, Municipal and District Assembly
MoU Memorandum of Understanding
MWRWH Ministry of Water Resources, Works and Housing
MWST Municipal Water and Sanitation Team
MTDP Medium Term Development Plan
NCT National Coordination Team
NESP National Environmental Sanitation Policy
NESSAP National Environmental Sanitation Strategy and Action Plan
NGO Non-governmental Organization
OC Oversight Committee
O&M Operation and Maintenance
PPP Public Private Partnership
ProNet Professional Network Association
PURC Public Utility Regulation Commission
RSR Really Smart Reporting
SHEP School Health Education Programme
TA Technical Assistance
VIP Ventilated Improved Pit
WASH Water, Sanitation and Hygiene
WC Water Closet
WD Water Directorate, within the MWRWH
WMD Waste Management Department
WRC Water Resources Commission
WSSDP Water and Sanitation Strategy Development Plan
WTP Water Treatment Plant
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Introduction
1.1 Ghana - Netherlands WASH Programme (GNWP)
For decades, the Government of the Netherlands (GoNL)
has been a trusted development partner of the Government
of Ghana (GoG). In 2011, GoNL revised its policies on devel-
opment cooperation, shifting focus from social to economic
sectors, with a larger role for the private sector. In 2012, GoNL
and GoG embarked on a multi-annual programme in Water,
Sanitation & Hygiene (WASH) – the Ghana-Netherlands WASH
Programme (GNWP). The programme among others will
render best practices for urban water, sanitation and hygiene
improvement in Ghana. The sustainability of services, involve-
ment of the private sector, payment for services form new and
innovative elements in the programme.
GNWP Snapshot
Objective The Ghana-Netherlands WASH Programme aims to improve the sustainable access to urban water, sanitation and hygiene services in five municipali-ties, with a focus on poor and vulnerable groups.
Thematic orientation
GNWP encompasses drinking water supply and sani-tation services, liquid and solid waste collection, man-agement and disposal, urban (storm water) drainage, hygiene education, policy development and dialogue.
Geographic orientation
The Densu and Pra river basins basins, and within it five major urban centres with a total population of 1,5 million, have been selected as the geographic focus of the programme. These are regarded as the most vulnerable river basins in Ghana, due to urban encroachment, environmental degrada-tion and pollution. The basins are the watersheds of the municipalities of Ga South, Ga Central and Ga West in Greater Accra Region and Elmina and the metropolis Cape Coast in Central Region.
Funding structure
The programme is funded by the Netherlands Government (€100 million grant) and the Ghanaian Government (€50 million) over the period 2012-2017. On top, the private sector is expected to contribute to projects under the Ghana WASH Window (GWW) PPP-facility and the WASH Fund (together €50 million).
1
8 GNWP Master Planning and Phase 1 Implementation 9Introduction
1.2 Programme timeline and structure
After the Memorandum of Understanding (MoU)
between GoNL and GoG was signed in 2012, and an
ex-ante evaluation was conducted, the programme
effectively started in January 2014. A Technical
Assistance (TA) team was contracted to start imple-
menting a selection of components and prepare the
remainder of GNWP for implementation. This project
is referred to as “GNWP Master Planning and Phase I
Implementation”.
Figure 1.1 Timeline GNWP
GNWP implementation
Phase 1
• Quick gainsprogramme
• Behavioural change activities
• WASH in schools
• Capacitiy-strengthening
• January 2014-June 2015
• Contruction of infrastructure works
• Implementation of activities
• Monitoring of performance
• July 2015-December 2020
CA B
2012 2013 2014 2015 2016
GNWP preparation
• Defining policy objectives govern-ments of Ghana and The Netherlands
• MoU
• Define scope of interventions
• January-December 2012
Result A:Broad set-up of the GNWP
• Ex-ante evaluaation
• Business cases
• M&E framework
• Baseline study
• January-July 2013
Result B:Report recommending that further planning was needed for programme to have intended impact
• Technical assistance to 5 MAs, MLGRD and other stakeholders for development of WASH Master Plans
• Preliminary designs, feasibility studies for infrastructure works + financial & economic analysis
• Tender documents for implemen-tation
• Programme document, imple-mentation manual and M&E system
• January 2014-June 2015
Phase 2
The GNWP consists of several components, as
depicted in figure 2. The WASH Fund is the main
sub-programme of GNWP. A diverse range of infra-
structural and non-infrastructural projects has been
selected and prepared for financing and implementa-
tion in the period until 2020 (marked as Phase II). Part
of the funds has been committed to projects that are
currently being implemented.
Figure 1.2 Programmatic structure of the GNWP
4. Micro-meso financing instruments
SNV project: P2P project: acces to finance
Loans to small-medium sized enterprises involved in WASH services and products
€6m
3. WASH Fund
6 large scale infrastructure projects€70m
Approx €90m
Pillar 1
5 non-infrastructure projects€4.5m
Pillar 2
WASH in schools€9m(I: €3m/II: €6m
Pillar 3
Improving sanitation acces in urban Ghana (UNICEF)€6m
Pillar 4
5. Technical assistance
A) Technical Assistance Master Planning and phase I implementationB) Technical Assistance / Fund manager phase II
6. Programme support
Management, monitoring & evaluation, national-level learning, documentation and scaling up
1. Quick impact programme
Small (non-)infrastructure works in 5 MAs
Approx €0,95m
2012 Jan 2014 June 2015 2020
Phase 0 Phase I Phase II
2. Ghana WASH Window (GWW)
Public-private partnerships in the field of WASH and/or intergral water management
Approx €40m
1.3 GNWP Master Planning and Phase 1
Implementation
The tasks of the Technical Assistance team, con-
tracted to prepare part of GNWP and to start
implementation of Phase I, were divided in 5 Work
Packages. The following table provides an overview
of major results achieved. Related reports and doc-
uments can be found on the website under ‘knowl-
edge platform / GNWP publications’:
www.GNWP.nl
6 infrastructural projects prepared under the WASH Fund
5 non-infrastructural projects prepared under the WASH Fund
10 GNWP Master Planning and Phase 1 Implementation 11Introduction
Summary of results achieved in GNWP Phase I
Work Package
Subject Main deliverables
1 Master Planning • 5 WASH Master Plans providing a vision for 2040 and strategies and objectives for 2020 • 5 Implementing and Financing Plans 2015-2017 pertaining to the Master Plans • Capacity Needs Assessment report of national and regional WASH stakeholders • Action Research on sanitation behaviour in 5 MAs • Short-list with GNWP projects (infrastructural and non-infrastructural)
2 Preliminary designs and feasibility
• Feasibility studies for 8 infrastructural projects in water supply, drainage and waste • Preliminary designs of 6 infrastructural projects (water supply and drainage) • Environmental and Social Impact Assessment (ESIA) of 6 infrastructural projects (water supply and drainage) • Financial-economic assessment of the portfolio of projects • Implementation supported of one infrastructural project (Cape Coast Water Supply Project)
3 Tender documents
• Tender documents for 6 infrastructural projects • Technical assistance to contracting authorities in tender development, tendering and contracting
4 Programme document
• GNWP Programme document • M&E Framework and data sheet • Launch of GNWP website and registration of all GNWP funded projects in RSR (Really Simple Reporting) • Project descriptions (ToRs and project plans) of 5 non-infrastructural projects • Booklet presenting best practices in WASH sector (presented during closing conference Phase I)
5 Implementation of WASH in SchoolsBehavioural ChangeCapacity Building
• 100 Schools provided with WASH infrastructure (toilet blocks, hand washing and drinking water facilities) • Parent and teacher associations of 100 schools trained and supported in sustainable management of WASH Management • 15 open defecation hot spots mapped in the 5 MAs • 15 areas with a population of over 15.000 people triggered by Urban Community Led Total Sanitation activities • > 3.000 people participated in mass awareness raising events to stop open defecation • > 750 home owners and landlords expressing interest in building household toilets • 35 entrepreneurs oriented about market opportunities for the construction of household toilets • 5 social accountability workshops identifying roles and responsibilities of the private, public and civil society players in stopping open defecation • More than 250 civil servants and other stakeholders in WASH trained in the fields of basic ICTs, Waste Management, Law Enforcement, Results Management for WASH, Results oriented Human Resource Management, Drainage planning and Public Private Partnerships • 5 Master Plans launched and promoted in each MA. Promotional and information materials produced and distributed to stakeholders and general public • TA for implementation of WASH Master Plans
5 WASH Master Plans developed and institutionalised
12 GNWP Master Planning and Phase 1 Implementation 13Introduction
100 Schools provided with WASH infrastructure and soft skills
WASH Master Plans launched in each MA
Over 250 people active in WASH trained
Training on effective planning for drainage maintenance
Basic information and communication technology (ICT) training
Cape Coast Water Supply Project: implementation ongoing
Abrem Agona Reservoir 1000m³ (86 m) inflow 14000m³/d2000m³/d supplies the mountain area
Old Brimsu WTP Reservoir 1600 m³ production=8000m³/d
New Brimsu WTP 500m³ production=12000m³/d
Pedu reservoir
Second Ridge reservoirs (existing) (66 m)tank 1 (new)=9000m³ tank 2 (old)= 2365m³
Rehabilitate Elmina reservoir (35 m)
Jukwa reservoir (80 m)
University reservoir
DN500= transport 12000m³/d to New brimsu
Old Brimsu Outflow (83 m):CI375=5700m³/dAC300=4600m³/dNew PE/PVC315= 4200m³/dPumps to jukwa=720m³/d
New Brimsu Outflow (48 m):to old brimsu= 7200m³/dDI500= 13440m³/dPipe to Abura Dunkwa= 3360m³/d
New PVC/PE315 Flow=2000m³/d (current)
AC200Flow=1500m³/d
PVC315 from MawokporFlow=1500m³/d
Abura Dunkwa (110 m)
New PVC/PE500 (optional)
New PVC/PE200 (optional)
GULF OFGUINEA
OPUM
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(Srowia)
Aprapon
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This booklet presents insights and lessons learnt during Phase I implementation of GNWP, with regards to five different WASH subjects. The booklet has been
developed for the closing conference of GNWP Phase I held in Accra on 26 June 2015.
The five presentations are explicitly not meant as scientific papers. The subjects are addressed by means
of light illustrative stories or in the form of simple business models. By presenting the themes in this way, we aim to provide food for lively discussions
during the closing conference and food for thought as well as inspiration for GNWP Phase II and other WASH
programmes that will be developed in the future.
15
Witteveen+Bos is a first-rate consulting and engineer-ing firm, with excellent technical skills and a strong track record in Ghana and other sub-Saharan African countries. In the past years, W+B has executed over 20 projects in eight African countries ranging from the design of water treat-ment units to preparing urban infrastructure Master Plans. Currently, Witteveen+Bos is working on several projects located in Ghana, Niger, Burundi, DR Congo and Rwanda. After completion of these projects, the total impact will be that 4,7 million people have gained access to safe and reli-able drinking water. www.witteveenbos.com
Berenschot is a management consulting firm that loves to organize, at all times and in the most complex environments. It has a proven international track record in programme coor-dination, capacity building and institutional development. Amongst others, Berenschot has led a worldwide framework agreement in the field of good governance and home affairs for the European Commission. In Africa, Berenschot is spe-cialized in organizing large and complex projects for public and private sector clients, including PPP constructions, in the sectors water, energy, transport and health. Berenschot has implemented over 50 projects in sub-Sahara Africa and has offices in South Africa and Ghana. www.berenschot.com
Simavi is an international NGO that believes everyone has a right to good health. Simavi is is well-versed in behavioural change and WASH implementation, and excellently con-nected with Ghana WASH stakeholders. Simavi is leader of the one and only Dutch NGO alliance on WASH, coordinating a programme of 45 million euro implemented by six NGOs. Within the programme, 56 projects are executed in Africa. www.simavi.nl
The GNWP TA Team
2.1 The consortium
The consortium responsible for the implementation of
GNWP Phase I consists of engineering firm Witteveen+Bos,
management consultancy firm Berenschot and international
NGO Simavi.
2
16 GNWP Master Planning and Phase 1 Implementation 17The GNWP TA Team
An explicit aim of the consortium was to be lean
and mean, as well as adaptive and pragmatic in
our approach to the various tasks at hand. For this
reason, we chose to work in a small tripartite con-
sortium for the overall management of the project,
assisted by several subcontractors for specific tasks.
For a period of 18 months, the so created TA team
consisted of 6 full-time staff members and over 30
Ghanaian and international experts with different
specialties and backgrounds, involved at different
moments of project implementation.
2.2 Parties involved in the implementation of GNWP Phase 1 (Subcontractors)
Some faces of the members of the TA team
• Capacity needs assessments in the five MAs
• Training ‘management for development results’
• Training ‘HR management’
• Survey, elaboration and preliminary engineering as part of the delivery of preliminary designs for selected GNWP infrastructure projects
• Environmental Impact Assessments
• Behavioural change and capacity building through sport coaches and special designed soccer games at a selection of schools
• Assessment of the existing capacity limitations of MAs and beneficiary communities
• Training on sustainable management of WASH infrastructure and planning for drainage maintenance
• Environmental Impact Assessments
• Design of some of the infrastructure works
• Implementation of behavioural change and capacity-building activities at community level
• Financial assessment of projects proposed for implementation under the WASH fund
• Creation of the www.gnwp.nl website
• Training on ‘Really Simple Reporting (RSR)’ and ‘Akvo Flow’ to members of the GNWP Consortium and staff of the five selected MAs and ministries of Ghana
• Capacity building and implementation
• Coordination and supervision of the provision of WASH facilities at 100 schools in the five selected MAs
19
Story 1 Local revenue enhancement for WASH
This story explores how local governments in Ghana can
improve the generation of internal funds in order to provide
better WASH services to their citizens
3.1 Introduction1)
How Local Governments (LGs) are financed may appear to be
a less significant issue which is often lost to discussions about
international financial crises and other national level politics.
However most of the decisions in the national public sector
have little direct effect on the daily life of the citizens. The real
action that impacts on the lives of citizens in the form of level,
quality and prices of local services is dependent on how local
services are financed at these local levels.
The provision of services at local level is determined by the
ability of LGs to mobilize enough income to finance the cost of
these services. The question of funding is automatically trig-
gered, and very often the centre of the debate, when a certain
task is delegated from central level to local authorities.
Local revenue generation is important considering the growing
demand on LGs to provide essential services to the increas-
ing populations in cities and rural areas. This includes service
delivery in the fields of WASH. Local revenue is never an end
in itself, but should always be a means to finance development
activities or service delivery at local level.
In Ghana, the functions of LGs bestowed upon them by
the 1992 constitution include the formulation of plans, pro-
grammes and strategies for the effective mobilization of the
needed resources necessary for the overall development of the
LG area and the levying and collection of rates, taxes, duties
and fees (Government of Ghana (GoG), 1992). In other words,
any LG may charge fees for any service or facility it provides,
or for any license or permit issued, and have the power to fix
and increase its charges. Even though an Act of parliament, Act
462 provides for the potential sources of revenue, LG is as a
rule unable to meet its revenue responsibilities.
1) This story has been based on the following documents: ‘FOAT Assessment Report Final Version 2012’ of CCMA, GSMA, GWMA and KEEA-MA (LGSS 2012). ‘Local government revenue mobilisati-on in Anglophone Africa’ (ICTD ,2012); ‘TOA Best Practice Handbook’ (JICA, 2013); ‘When Nothing Really Works; The Dilemma of Mobilizing Local Revenues in Ghana: A Comparative Analysis of Local Taxes in the Tamale Metropolis’ (ISS, 2011).
3
Story 1: Local revenue enhancement for WASH20 GNWP Master Planning and Phase 1 Implementation 21Story 1: Local revenue enhancement for WASH
LG Act 462 (Section 86) indicates the sources of
revenue to LGs to include property rates, rents and
other taxes. Some of these sources of revenue are
not significantly viable in rural districts, but in the
case of metropolitan and municipal governments
(MMAs), they may represent substantial revenue if
they are adequately mobilized. MMAs unlike small
districts have potentially viable taxes but the problem
has been largely with the management and practical
implementation of these taxes.
The ‘own sources’ of revenue of MMAs in Ghana are
called IGF (Internal Generated Funds) and are made
up of five (5) major sources of revenue:
I. Rates (Basic and Property)
II. Lands (Stool Lands & Buildings)
III. Fees and Fines
IV. Rents
V. Licenses
3.2 Analytical Framework for Local Revenue
Mobilisation
In general, there are two main categories of revenue
for local government authorities (LGAs) in Africa:
1. ‘Own revenue’, which typically include
a. taxes,
b. user fees, and
c. licences, and
2. Transfers from the central or regional levels,
usually in the form of grants and revenue sharing.
Other sources of revenue exist as well,
although these will not always reflect in the
local government budgets. For instance:
a. In some countries municipalities are
given the right to borrow for finance
investments in local capital infrastructure.
b. External financial contributions provide
considerable funding to the constituencies
at village and local level in some countries.
These sources are dominated by aid
projects or programmes funded by a
mix of international non-governmental
organisations, bilateral and multilateral
donors. Often, the local government has
little or no knowledge of such projects both
in terms of planning and execution phases.
c. In many rural areas, various forms of self-
help (in-kind) activities contribute to the
maintenance of public services such as village
roads, primary schools and health facilities.
These contributions can be significant.
d. Constituency development funds and social
action funds, operating outside the local
government budgets, have become important
funding sources of social and economic
development projects at the local level in
some countries, for instance in Ghana.
The below figure illustrates the various components
of a local revenue system (local government’s ‘own
revenue’ sources).
Figure 3.1 Analytical framework on local revenue mobilization
• Revenue assignment policy
• Administrative decisions
Local Revenues
• Rates• Lands• Licenses• Fees and fines• Rent
Indicators
• Yield appraisal• Political
acceptability• Administrative
capacity• Economic
incidence• Sanction
Revenue chain
• Tax base identification
• Tax base valuation
• Tax base assessment
• Collection of taxes
• Tax enforcement
• Tax appeals resolution
• Tax payer services
Local revenue
mobilication
High revenue
Low revenue
Government policies and administrative decisions
provide the legal framework for the local revenues.
An analysis of several indicators (such as yield
appraisal, political acceptability, administrative
capacity, economic incidence and sanctions) will
inform the MMA on the feasibility of individual
revenue types. The MMA will decide to start levying
certain revenues based on this analysis.
Once the MMA has decided to start levying a type
of revenue source it will have to conduct the seven
steps in the local revenue chain to optimise the col-
lection of the local revenue:
1. Tax base identification: Identify which objects
in the MA are taxable under this tax.
2. Tax base valuation: Establish a tax
value system for the objects.
3. Tax base assessment: Establish value per object
and total potential value of the taxable objects.
4. Collection of taxes: Collect the
taxes of the charged objects.
5. Tax enforcement: Enforce the tax
in case of non-payment.
6. Tax appeal resolution: Resolve issues
with tax payers that have appealed.
7. Tax payer services: Account for the collected
tax by delivering public services related to
the tax (and informing the tax payer on it).
Depending on the effectiveness and efficiency of the
implementation of the steps, the performance of the
MMA (in terms of local revenue yield) will be either
high or low.
Story 1: Local revenue enhancement for WASH22 GNWP Master Planning and Phase 1 Implementation 23Story 1: Local revenue enhancement for WASH
3.3 Two examples of local revenue mobilisation in Ghana: Ga West and Tamale
• Inability of the assembly to generate enough
revenue to support the assembly’s projects arising
from the revenue leakages identified above;
• Inadequate information or lack of
data on valuation of properties in the
Municipality hence the appropriate rates
are not charged by the assembly;
• Finally, lack of means of transport for
the revenue monitoring team.
Ga West Municipal AssemblyThe 2012 FOAT reports on four MAs partic-
ipating in GNWP2) show mixed approaches
and results in the area of local revenue
collection. Three MAs are collecting the rev-
enues with own staff (GSMA, GWMA and
KEEA MA). Only one CCMA contracted their
revenue collection out to a private collec-
tion company (RevNet).
2) By 2012 GCMA was still part of GSMA
GWMA shows the best records in terms of
their annual improvement of the collection
rate and of the actual revenue performance
compared to budget. The percentage of IGF
to Total Revenue remains stable over the
three years (around 30%).
The below table illustrates the performance
of GWMA on Local Revenue Collection:
Revenue performance of GWMA 2009 – 2011
2009 2010 2011
Budgeted Revenue (GHS) 4,265,749 5,299,037 5,442,100
Actual Revenue (GHS) 2,374,506 4,186,555 6,119,784
% of Revenue achieved 56% 79% 112%
Budgeted IGF (GHS) 1,067,647 1,341,450 1,622,100
Actual IGF GHS) 656,731 1,309,631 1,670,221
% of IGF achieved 62% 98% 103%
% Actual IGF of Actual Revenue 27% 31% 27%
Despite their relatively good performance
Ga West MA still reports to have a number
of challenges in their revenue collection:
• Low capacity of some revenue collectors:
The educational levels of some of the rev-
enue collectors are low and this impacts
revenue collection in the assembly. Their
record keeping skills affect accountability;
• Boundary Issues: The Central gov-
ernment’s inability to clearly define
the assembly’s boundaries leads to
boundary disputes. Thus revenue
collectors from other municipalities
having common boundary with GWMA
such as Ga South “intrude” to col-
lect revenue from the municipality;
• Revenue Leakages: These leak-
ages are attributable to some of
the revenue collectors refusing to
account for all money collected;
• There is an inadequate database
on existing and potential rate
payers in the Municipality;
• Inaccessibility to some property own-
ers: It is difficult to get some prop-
erty owners to pay their rate. This is
due to the fact that property own-
ers do not reside in the houses; the
houses are occupied by care-takers;
Story 1: Local revenue enhancement for WASH24 GNWP Master Planning and Phase 1 Implementation 25Story 1: Local revenue enhancement for WASH
The case of TamaleTamale Metropolitan Assembly (TaMA) is
the capital town of the Northern Region
of Ghana and is Ghana’s third city and the
second largest by area size. It has a 2015
projected population of 562,919.
An ISS research paper, written in 2011 by
Abdul-Basit Issah, compares the five local
taxes of the Tamale Metropolitan Assembly
(TaMA): Rates, Lands, Fees and Fines,
Licenses and Rent. The study shows the
inefficient manner of local revenue mobi-
lization in TaMA which is endowed with
broad revenue bases (this means: high
potential for tax revenue).
Internal Generated Revenue (IGR) accounts
for about 14% of total revenue in TaMA.
The case study of TaMA confirms that
rates (basic and property) are the most
viable local tax, followed by fees and fines,
licenses, lands and finally rent. The rather
low ranking of land related taxes (ranked
4th out of 5) is because of the domain of
responsibility of this taxation which is the
Office of Stool Lands and not TaMA.
Many constraints influence efforts of TaMA
in local revenue mobilization. These factors
include: (i) CG regulations, (ii) expenditure
assignments of LG (budget discipline), (iii)
CG transfers, (iv) cultural and ethnic prob-
lems in the area, (v) corruption and political
patronage, (vi) inadequate capacity and
logistical constraints, (vii) poor financial
management expertise, (viii) lack of trans-
parency and accountability and (ix) poor
monitoring and evaluation of local revenue
mobilization strategies.
3.4 Recommendations
Based on these two cases several recommendations can be
formulated for the enhancement of local revenue in Ghana.
Below we have categorised the recommendations according to
the seven steps of the local revenue chain (see figure 1).
Step Recommendations
Tax base identification • Continuously update the tax register to include new spatial developments. • A lot more needs to be done in bringing potential taxpayers into the tax registers • Proper demarcation of the boundaries must be done by the appropriate authorities so as to eliminate encroachment or intrusion by the neighbouring assembly
Tax base valuation • A professional valuation of properties should be instituted and constantly updated. • A point-system or hybrid system could be developed to determine rates. This will reduce over and under assessment. • A survey could be conducted to place values on the tax bases of fees and fines. • On the part of licenses, which are both a regulatory and revenue measure, the policy allows LGs to vary rates. Therefore a strict adherence to the rules of the game is suggested to avoid the imagining and importation of charges from other districts.
Tax base assessment • Develop a data system to computerize records of tax bases and billing. • Accurate bills must be printed and delivered on time to the customers to pay.
Collection of taxes • A system of data management is important to ensure that LG keeps records of the coverage level of tax bases. • The policy on licensing of vehicles should be enforced to ensure that the power to issue these licenses is controlled and executed by LG. • The capacity of budgeting and tax administrators should be improved to ensure professional budgeting and financial planning. There is need to put in place checks and balances to prevent embezzlement. Incentives are also necessary if the goal of increase revenues is to be achieved. • There is the need to improve the capacity of the revenue collectors through training. • Revenue leakages in the Assembly must be identified and blocked;
Tax enforcement • Rigorous enforcement of tax laws through incentives and punishment is important. • Like other taxes, collection and enforcement need to be stepped up.
Tax appeal resolution • Complaints and appeals should be dealt with transparently, swiftly and accurately.
Tax payer services: • The lack of accountability ought to be corrected to ensure probity and accountability in LG revenues and confidence in the taxpayer. • Generally there is a need to improve tax education to minimize the rate of resistance to taxes due to poor justification of rates. • LG should also provide basic services to make a justification for tax collection for all taxes.
In the following text box we will put these challenges and
recommendations in a broader perspective by looking
at the general experiences in local revenue collection in
(Anglophone) Africa.
Story 1: Local revenue enhancement for WASH26 GNWP Master Planning and Phase 1 Implementation 27Story 1: Local revenue enhancement for WASH
General experiences in local revenue mobilisation in Africa
‘Own revenue’ sources: challenges and enhancement strategies
The main sources of ‘own revenues’ are usually property rates in urban councils, business licenses, market fees and various user charges. Experiences from a number of African countries, including Ghana, show that these revenue instru-ments have serious shortfalls. For instance, property taxes can be very costly to administer, and the enforcement of user fees has resulted in widespread resis-tance to pay from the poorer segments of the urban population. Moreover, com-plex business licensing systems have proved to be major impediments for the start-up and expansion of especially micro and small enterprises. However, expe-riences also show that when well administered, local revenue instruments can provide substantial and reliable revenues; in particular for urban municipalities.
Below we have summarized the main challenges and enhancement strategies for each revenue source:
Revenue source
Current challenges Enhancement strategies
Property tax
• Property markets are not well developed; • Property registers and valuation rolls are often outdated or not in place; • Administrative capacity and equipment are often limited; • The tax base is generally narrowed by extensive legal exemptions; and • Lack of political support to enforce the property tax and political interference in revenue collection.
• Reform the property tax system (revise legislation). • Build local administrative capacity, • Prioritize appropriate training of property valuators • Upgrade relevant skills of municipal staff. • Use of simple parametric methods for the evaluation of property values. • Administration could be left local, but the legal framework should be centrally provided.
Business licences
• High compliance costs to businesses, due to multiple licensing and complex procedures; • Tariff structures that are complicated and do not reflect ability to pay; • Process loaded with ineffective regulatory requirements; • Poor administration and evasion, which reduce the tax base and generate inequities; and • Generates relatively little income for local governments.
• Reform local business licence systems: • To enable local authorities to collect significantly more revenues, and • To reduce the compliance burden on the businesses. • By making them simpler, more transparent, and effective.
User fees • Equity considerations (i.e. ability to pay is not equally distributed among the citizens), • Collection and billing methods are inadequate, • The quality of the services provided is often poor, • Persistent resistance to pay for various reasons.
• Improve service delivery, • Improve administration and payment schemes, • Improve community involvement by: • Citizens’ involvement in identifying problems and setting priorities • Prompt redress of complaints will convince people that the municipality means business. • Link payment directly to visible improvements in services. • Co-operation between local government officials, councillors, and community leaders in setting common goals.
Outsourcing local government tax collection?
Local government authorities commonly experience difficulties in collecting taxes, fees and charges. There are many experiments being carried out to find solutions to make tax collection more revenue productive. Practices for collec-tion of local taxes range from cases where local government authorities collect the taxes themselves to cases where tax collection is outsourced to private agents, semi-private partners and the central government.
Evidence is inconclusive whether outsourcing has led to better revenue admin-istration performance compared to tax collection remaining a function of local government officials. However, outsourcing can establish a platform from which change can be facilitated, but its initial impact and longer-term successful performance depend on:
• The strength and quality of the management of the local government authority;
• Political commitment to support the reform; and
• Transparency reflected in the provision of accessible and updated information to the general public on the tendering process and bids received, as well as data on the revenue
potential and actual collection.
4
29
Story 2 Gender equality in WASH in Schools projects
This story looks into gender-related requirements
to bear in mind when designing and implementing
WASH in Schools projects
4.1 Introduction
School sanitary environments should always be safe and con-
ducive for mental, physical and emotional health of the pupils
in order to achieve maximum results from education. It is
striking to see how many public primary schools in Ghana still
lack adequate toilet facilities. Many school authorities remain
to regard the provision of toilet facilities a privilege rather than
a necessity.
One of the objectives of GNWP is to increase the access to
school WASH services. As part of GNWP Phase I, 100 schools
were identified to participate in the ‘WASH in Schools’ sub-pro-
gramme. The selected schools received a package of infrastruc-
tural investment in water supply and sanitation. Furthermore the
capacity of school WASH institutions has been built and hygiene
behavioural change activities targeting pupils and teachers and
surrounding communities have been implemented. The GNWP
has a football for WASH component implemented by World
Coaches that uses the popularity of football for awareness rais-
ing and education on water, sanitation and hygiene.
One of the debates in the ‘GNWP Wash in Schools Phase I‘
project focussed on gender equality. How do we ensure that
boys and girls equally benefit of provided WASH services and
how are the special needs of girls addressed? By means of
the story of Yaa and Kwesi we explain how a WASH in Schools
Programme can positively address gender issues. We also
share insights in the approaches used in GNWP to address
gender in the WASH in Schools sub-programme. Finally, we
provide general recommendations for WASH in Schools Phase
II and other WASH in schools programmes on the basis of
GNWP experiences.
Story 2: Gender equality in WASH in Schools projects30 GNWP Master Planning and Phase 1 Implementation 31Story 2: Gender equality in WASH in Schools projects
Current situation of toilet facilities
Figure 1. Current situation: The entrances of the girls and boys facilities are next to each other.
During the assessment phase of the GNWP WASH in schools
Phase I project, a survey was developed and distributed to 234
basic schools in the 5 MAs to understand the current state of
WASH in schools, knowledge, attitudes and practices of school
stakeholders towards WASH.
Results of this survey show that
nearly 40% either have indecent or
no latrines at all. An on-the-spot
assessment during this phase in
targeted schools to benefit from
WASH Services also brought to
the fore that quite a number of
latrine observed are unisex and
not gender friendly at all.
As part of the survey a questionnaire was designed that cap-
tured the school WASH issues in a number of key indicators.
Based on these indicators, the representatives of the different
MAs ranked all schools in their municipalities in order of need.
One indicator was concentrated on ‘female population’. As part
of measuring this indicator, several questions were included
in the survey concerning: female / male pupils, female / male
teachers, number of latrine seats for girls / number of latrine
seats for boys etc. The higher these rates, the more points
were allocated to the school. Through this approach the
GNWP-TA tried to push resources to schools that give special
attention to the matter of gender equality.
Approximately 26% of the world population consists of women
between the age of 12-49. Most of the women in this age
group menstruate between two and seven days each month.
When converted, this means that on average, a women spends
seven years of her life menstruating. In most parts of the world
menstruation remains a subject that is hardly ever discussed.
The neglect of good menstrual hygiene management has
implications towards the educational participation of girls with
regard to access, retention, attendance and final completion.
Absence during the period of menstruation may result in a
girl missing 10 to 20 percent of her school days. Inevitably, it
will be extremely hard for these girls to keep up. According
to a study of Unicef about 1 in 10 school-age African girls do
not attend school during menstruation, or even drop out at
puberty because of the lack of clean and private sanitation
facilities in schools.
Not only female pupils suffer from the lack of sanitation
facilities, female teachers face a similar problem. This issue
highlights the importance of providing clean and private
sanitation facilities in order to achieve gender equality in
society.
Joke MuylwijkGender and Equity Alliance
“Proper sanitation facilities deter-mine the future of a country”
“The next generation mothers have the
right to quality education to bring up their
children well. It would be a shame if the
lack of toilets in schools would deny them
that education, and as a result hold back the
development of the country.”
Yaa and KwesiMeet Yaa (12) and Kwesi (11), both pupils at a primary school in Ga South. They are typical buddy buddies. They first met in kindergarten at the age of 4, and have moved together through kindergarten and primary school. Yaa’s favour-ite course is Math, while Kwesi prefers Science. During lunch breaks, both like to hang out with friends to play games such as ampe and football and engage in heated discussions. Yaa and Kwesi spend most of their weekends with their families and friends. On Sundays, they attend the same charismatic church where Yaa is part of the choir and Kwesi occasionally has the privilege to lead the children worship service.
Lets talk aboutOne subject the friends don’t talk freely about is the sanitation condition in the school. Yaa finds it increasingly difficult to cope with the bad sanitation situation in her school and really aims for change, unlike Kwesi. Both Yaa and a few of her female friends have, in the journey from girl to woman, got their first period a few months ago. For them, the topic has become very relevant since some of her friends have been performing badly lately in school. Reason for this is that they miss school days; they skip school for the entire period of their menses.
Current situation at school of yaa and kwesiYaa and her friends recently had a discus-sion about the current sanitation facilities in the school. They would love to discuss this with the SHEP coordinator in the school.
Initially, the toilet facility Yaa was using was only separated from the boys facility by a low wall. Most girls felt very uncomfortable and unsafe. Boys, especially the older ones, could easily jump over the wall and assail the girls. Although the wall between the two facilities is now high enough, Yaa still would prefer separate buildings for the sanitation facilities instead of having the entrances next to each other. Especially since the locks are not always working. Ama, Yaa’s friend, also mentioned that the toilets should be cleaned more regularly. The surroundings of the facilities are unpaved, which results in a lot of sand entering the facilities. In addition, soap is often nowhere to be found. Yaa and her female class mates are assigned to clean the toilets. This feels unfair since the boys’ toilets are often even dirtier! Yaa would also like to ask the SHEP coordinator if dustbins can be arranged for each toilet which are emptied regularly (she already pointed it out to her teacher). It would help to make toilets look much cleaner.
Story 2: Gender equality in WASH in Schools projects32 GNWP Master Planning and Phase 1 Implementation 33Story 2: Gender equality in WASH in Schools projects
During the design phase and hardware construction, we incor-
porated national standards for gender friendly sanitation facili-
ties. Below, the most important hardware measures applied in
GNWP are listed:
• Separate sanitation blocks for male and female pupils.
In case there was not enough space for separate
blocks for men and female, we made sure that the
walls between the facilities were high enough.
Separate entrances were built for girls and boys.
• Changing rooms for female pupils. Again, space
was crucial. In case insufficient space was available
to build changing rooms, toilet rooms were made
50 percent bigger for girls than for boys, so they
will still have sufficient space to change.
• Sufficient access to water. This is especially important
for the hygiene practices of girls. In schools with no
or low access to water, the programme contributed to
sustainable improvement in access to water through
the construction of boreholes and GWCL connections.
• Squat toilets for the female pupils were built.
• Provision of dustbins in the facilities, so girls can
throw away their waste (for example: used pads).
• Complimenting environment to the behavioural
change activities. Put hygiene materials in place so
students can immediately implement the lessons
learned. Create a supporting environment to use these
facilities (nobody is intimidating or laughing).
New situation
Boys
• Toilets
• Hand washing facilities
• Dustbins
• Good locks
Enough spacein between
Girls
• Spacious toilets
• Hand washing facilities
• Dustbins
• Good locks
Every school requires appropriate WASH initiatives that keep
the school environment clean and free of smells and inhibit
the transmission of diseases. Therefore, GNWP also focused
on the development of behavioural change skills among pupils
and the mobilization and involvement of parents, communi-
ties, Ghana Education Service and MAs to work together to
improve hygiene, water and sanitation conditions in schools.
The following activities have been undertaken to assure gen-
der equality in the behavioural change activities:
• The ‘Football for WASH’ approach by World Coaches:
The trained coaches were given instruction in football
and play a role as a social coach by teaching issues
related to rights of women/girls, hygiene and water
and sanitation related life skills’. The coaches training
programme includes both male and female coaches.
This is very significant because it will allow the female
coaches to address girl-specific life skills issues, such as
menstrual hygiene. Special Life Skills were designed to
teach the coaches and school teachers on their role in
relation to the WASH-principles and personal hygiene.
• Health clubs: Establishing health clubs in schools in case
they were not yet one in place. Both the members of the
new and existing health clubs were trained to lead school
level WASH interventions and implement relevant WASH
promotional activities at the school. Equal rules for boys
and girls were enforced during the development of rules.
• Cleaning and maintenance of the facilities: The cleaning
and maintenance of the WASH facilities should be the
responsibility of the users themselves. Before, mostly girls
cleaned the facilities. To assure gender equality, schedules
were prepared for both boys and girls to undertake
the cleaning under the supervision of Health Clubs.
Yaa’s conversation with SHEP coordinator yields successYaa and her friends have organized a meeting with the SHEP coordinator, Mrs Amantey, a friendly woman with great inter-est for their suggestions of improvement. She was aware that the facilities in school could be improved, but also reminded the girls that the facilities in the school were better than that of most schools in the coun-try. She named a few schools in the neigh-bourhood without sanitation facilities where pupils had to defecate in a nearby bush, as well as schools where the available space was so little that boys and girls were forced to use the same facility. To the delight of all, a few months later, Mrs Amartey could announce that a WASH project would build new sanitation facilities at the school and that most of the issues raised by the girls would be taken into account while building the new facilities.
Story 2: Gender equality in WASH in Schools projects34 GNWP Master Planning and Phase 1 Implementation 35Story 2: Gender equality in WASH in Schools projects
• Courses about menstrual and personal hygiene:
Courses are introduced to teach the pupils about
menstrual and personal hygiene. Girls and boys
are taught separately about the menstrual cycles.
Where the lessons for girls mainly focus on menstrual
hygiene, the lessons for boys rather focus on the
necessity of proper toilet facilities for girls.
• Posters: Distribution of posters that clearly show the
correct use of the facilities and hygiene practices.
• Focus group discussions: Data collection was done
through focus group discussions. We trained district
officers to keep focus group discussions with female
pupils about menstrual hygiene management. In
each district, 5 MA offers were trained, including the
SHEP coordinators. The information collected was
used for the design of the hardware construction
and the behavioural change programmes.
Victoria Norgbey, GLOWDEP
“More of the money available for WASH in school programmes should be invested in software to make programmes sustainable”
“Clear messages should be communicated
with the school children to assure a sus-
tainable programme. To formulate such
key messages, a rapid need assessment is
required at the start of the project as well as
a dialogue with stakeholders representing
both men and women! Important parties
to involve are amongst others the district
assembly, Ghana Education Service, Parent
Teacher Associations, Ghana Health Service
and of course teachers and students. SHEP
coordinators and school heads need to be
informed about the programme and the
importance of discussing gender issues to
create support. Commitment and enthusi-
asm from the headmaster has proven to be
very important in the process.”
Comfort Monica DordorHead mistress of Nglestrimary school
“I am so proud of this new sanita-tion facility”
“In the past, our pupils had to pay money
to make use of the toilet facilities in the
neighbourhood. The toilets used to be
located quite far away and pupils tend to
stay away too long. With this new facility
we are an example for the community.”
Yaa and Kwesi are involved in the new WASH programmeYaa and Kwesi both attended a stakeholder meeting where the new WASH in schools programme was discussed. Yaa was invited as member of the health club, and she asked Kwesi to join her. Movies where played showing the effect of proper school facili-ties in schools. At the end of the meeting, both were asked to join the health club in school. Kwesi went home, full of new knowl-edge and impatient to tell his parents and his little sister about the new programme at school. He told his parents that he was proud to become one of the first boys joining the health club and as an result becoming an example for peer students.
Launch of the WASH in school programmeYaa, Kwesi and the other members of the health club started the campaign for the official launch of the WASH in school pro-gramme. ‘Feel free to invite your parents and siblings to this wonderful event during which the WASH in schools programme will be launched in an educative and joyful way’. The headmaster was proudly telling his pupils.
The new facilities really looked good. ‘We don’t even have this at our homes. Sharing this with our parents might truly inspire them to invest in better latrines’ said Kwesi. Yaa firmly agreed.
On the day of the launch, both Yaa and Kwesi attended the event with their par-ents. Through posters, a short but impres-sive movie and speeches, a clear message was sent by the school. ‘We should know better’ exclaimed the mother of Yaa after seeing the movie. ‘I will discuss this during the next meeting of my women association’. The movie showed the current sanitation in the community, and although Yaa felt a bit ashamed of her mother’s loud reaction, she was glad knowing that the message had its expected impact.
The headmaster told the public that he is very committed to further improve the WASH situation at the school. He men-tioned that boys and girls should have equal changes in society and that this starts with an equal treatment at school. This programme is an excellent opportu-nity to emphasize the significance of gender equality.
While the event was coming to a closure, Yaa suddenly remembered the discussion she had with her friends about the past situation a few months ago and smiled proudly.
Story 2: Gender equality in WASH in Schools projects36 GNWP Master Planning and Phase 1 Implementation 37Story 2: Gender equality in WASH in Schools projects
4.2 Recommendations
The incorporation of gender equality in WASH facilities is
very important, as it prevents girls from non-attendance or
dropping out of school. Ensuring gender quality in WASH in
Schools programmes requires resources. The costs of WASH
infrastructure are high, and investments need to be made in
soft skill approaches as well.
Next to resources, sufficient conviction and commitment at
different levels is needed. The empowerment of women and
girls is essential. The establishment of for example health clubs
and focus groups can contribute in the ambition to give more
women a meaningful voice.
For WASH in schools II, we have formulated the following
lessons learnt:
1. Focus on the empowerment of women. This can be
achieved by incorporating a module about gender in
the hygiene education training. This module should
include lessons about gender empowerment and
discuss the current issues related to the theme.
2. Orient district authorities on the significance of gender
friendly sanitation facilities. To make WASH in school
programmes successful, it is very important that the district
authorities have the right mentality to appoint this issue in
the budgets and planning and construction of the facilities.
Subsequently, gender sensitivity should be included in
monitoring of WASH in School programme to measure
gender equality results. Currently, most authorities do not
significantly understand the concept of gender equality.
3. Land constraints often make it impossible to build separate
sanitation blocks for men and women. Even though, it is
definitely the preferred option as it guarantees the privacy
of girls. Boys can have very mischief ways of misbehaving
on schools. If the facilities are built next to each other, they
can easily find ways to make the girls feel uncomfortable.
4. Repeatedly and consistently demonstrate
commitment to gender mainstreaming at all
levels (policy, programme and project level)
5. Tell stories about girls hygiene issues and gender
attitudes at schools regularly to ensure that best
practices are identified, updated and shared.
Patrick ApoyaSimavi
“The beauty of the GNWP WASH in schools approach is the emphasis on software next to hardware. It is not about the struc-tures that we are putting up but about the enhancement of the school environment of boys and girls to maximize their academic opportunities. This means that if at the end of the day, students are still falling sick and are not attending classes, or if toilets are still dirty, we have not achieved anything.”
Story 2: Gender equality in WASH in Schools projects38 GNWP Master Planning and Phase 1 Implementation 39Story 2: Gender equality in WASH in Schools projects
WASH in Schools Gender Equity planDeveloped by UNICEF (2015)
Construction stage
• Facilitate meetings between
contractors, PTA, SMC and
school staff to agree on how
to reduce negative impacts of
construction on girls and boys
learning and playing area.
• Monitor the physical,
technical and social aspects
of construction, ensure
that construction is not
endangering children;
disrupting classes; and crew
is behaving appropriately
with boys and girls,
men and women.
• Seek school children’s opinions
in the designs of the facilities.
Post Construction Monitoring
• Ask girls and boys as well as
male and female teachers/staff
about their level of satisfaction
with the facilities, the level
of respect they were shown
by the construction team.
• Train male and female staff
and pupil on good water point
and hygiene management.
• Provide facility user education
on operation and maintenance.
• Train male and female
caretakers and ensure
they have access to
toolkit and spare parts.
• Encourage an equitable
rotation of work among
men and women or, if
required, among older
girls and older boys.
• Ensure both males and
females are included in the
cleaning of sanitation facilities.
• Duty roaster for teachers
responsible for monitoring
and supervision of
sanitation facilities should
be available and visible.
Facility Management
• Prepare a gender sensitive
facility management plan.
• Prepared a gender friendly
duty roaster, display where
children responsible for
cleaning will be identified.
• Provide gender sensitive
roles and tasks where girls
and boys are involved.
• Appoint males and
females as School-based
Health Coordinators.
• Facilitate gender training
for SHEP Coordinators,
officers and facility
management teams.
• Record and analyse usage
and management of facility
by boys and girls.
• Facilitate a gender sensitive
sanitation and hygiene
trainings for boys and
girls as well as teachers
Menstrual Hygiene
• Ensure support for menstrual
hygiene for girls.
• Provide changing rooms
and privacy for girls
in their menses
• Support access to
sanitary pads for girls.
• Train girls in adoption of
menstrual hygiene practices
and best hygiene behaviours
during menstruation.
• Provide for disposal of
used sanitary pads
• Provide hand washing
facilities with soap
• Provide girls with contacts
of Menstrual Hygiene /
reproductive health support
teams in communities,
health centres.
• Sensitize men and boys
to see menstruation as a
natural occurrence and
provide support for girls.
School Health Clubs
• Ensure the involvement of all
pupils both boys and girls
• Prepare gender sensitive
training manuals for
boys and girls
• Provide gender sensitive and
trained SHEP Coordinators
and focal points
• Facilitate interactive
and practical gender
sessions and topics.
Monitoring and Evaluation
• Ensure gender sensitive
M&E indicators
• Include quantitative and
qualitative indicators
for measuring gender
sensitivity and response in
use of school facilities
• Include both men and
women, boys and girls
in participatory M&E
5
41
Story 3 Waste Business Models in Accra
This story provides an overview of waste investments and
initiatives in Accra, investigates five different business models
and provides recommendations for policy makers, private
sector actors and others to improve sustainable waste
management in the country
5.1 Introduction
Accra, the capital of Ghana, has over 2 million inhabitants,
more than one-quarter of whom are living below the poverty
line. About 2,500 MT of waste are generated daily in Accra.
Although Accra provides full waste collection services in parts
of the capital, waste is not collected from more than half of
the households. Waste is collected by private companies that
are regulated by the city. Accra does not have a formal organic
waste diversion program.
Accra’s dumps have all been closed and the city does not have
its own solid waste disposal site. Collected waste is trucked
to a landfill in Tema, approximately 37 kilometres away. The
added strain on that landfill has shortened its expected lifetime
by half. Talks about a new engineered landfill for Accra have
been ongoing since years, but a site has not been determined
and financing has not yet been secured. More than half of the
liquid waste the city generates is desludged directly into the
ocean at the infamous dumpsite Lavender Hill, which has been
receiving over 100 trucks a day.
Hence, the fast growing metropolis Accra has an evident
challenge to manage its urban waste now and into the future.
There is considerable interest from both private investors and
bilateral and multilateral development partners to tackle this
waste challenge. However, infrastructure investments in the
waste sector are difficult to realise and progress has been slow
for various reasons. This case study assesses – on the basis of
the business models of current waste disposal and treatment
solutions and an inventory of initiatives within Greater Accra
– the factors that are conducive and hampering the develop-
ment of the waste sector, and on the basis of this assessment
provides some policy recommendations.
Story 3: Waste Business Models in Accra42 GNWP Master Planning and Phase 1 Implementation 43Story 3: Waste Business Models in Accra
5.2 Overview waste facilities and planned investments in Greater Accra
5.2.1 Map GAMA Waste Facilities and Initiatives
Map showing initiatives and current facilities in GAMA area.
Facilities and Ongoing initiativesfor Waste management in GAMA
TMA Engineered Landfill
Blowplast Recycling facility
Tema Septage treatmentfacility-Nungua Farms
Rehabilitation of Teshie-Nungua STP
Nungua Waste TransferStation
Kokomlemle/Britania MiniWaste Transfer Station
E-Waste Recycling Centre
Illegal dump-Tricycles
Rehabilitation works on ASTP
Slamson Ghana-Faecal SludgeDewatering and composting
Slamson Expansion phase2(lavender Hill)
Illegal Dump-Tricycles
Waste to Energy by JSO
Waste to Energy by JSO
Expansion of ACARP toinclude liquid waste treatment
Nsumia Landfill
Ga Integrated WasteManagement Centre
W2E, Recycling and LiquidWaste treatment
Safi Sana
City Waste E-Waste Recycling
GAMA
GAMA Waste Facilities and Initiatives
Map showing initiatives and current facilities in GAMA area.
Facilities and Ongoing initiativesfor Waste management in GAMA
TMA Engineered Landfill
Blowplast Recycling facility
Tema Septage treatmentfacility-Nungua Farms
Rehabilitation of Teshie-Nungua STP
Nungua Waste TransferStation
Kokomlemle/Britania MiniWaste Transfer Station
E-Waste Recycling Centre
Illegal dump-Tricycles
Rehabilitation works on ASTP
Slamson Ghana-Faecal SludgeDewatering and composting
Slamson Expansion phase2(lavender Hill)
Illegal Dump-Tricycles
Waste to Energy by JSO
Waste to Energy by JSO
Expansion of ACARP toinclude liquid waste treatment
Nsumia Landfill
Ga Integrated WasteManagement Centre
W2E, Recycling and LiquidWaste treatment
Safi Sana
City Waste E-Waste Recycling
GAMA
Facilities and ongoing initiatives
for waste manegement in GAMA
A TMA engineered landfill
B Blowplast recycling facility
C Tema Septage treatment
facility-Nungua Farms
D Rehabilitation of Teshie-
Nungua STP
E Nungua Waste Transfer
Station
F Kokomlemle/Brittania Mini
Waste Transfer Station
G E-Waste Recycling Centre
H Illegal Dump-Tricycles
I Rehabilitation works on ASTP
J Slamson Ghana-Faecal
Sludge Dewatering and
composting
K Slamson Expansion phase 2
(Lavender Hill)
L Illegal Dump-Tricycles
M Waste to Energy by JSO
N Waste to Energy by JSO
O Expansion of ACARP
to include liquid waste
treatment
P Nsumia Landfill
Q Ga Integrated Waste
Management Centre
R W2E, Recycling and Liquid
Waste treatment
Map showing initiatives and current facilities in Greater Accra
Story 3: Waste Business Models in Accra44 GNWP Master Planning and Phase 1 Implementation 45Story 3: Waste Business Models in Accra
5.2.2 Explanation of the map
Overview of current waste infrastructure and planned
waste investments in Greater Accra
A. Tema/Kpone Landfill. Located in Tema MA.
The Kpone Landfill site (in operation since
2013) is a well-engineered landfill site (total
area 17 hectares) with four cells (2.5 hectares
each), an anaerobic pond and two facultative
ponds (for leachate treatment) and a hazardous
waste section. The site has been developed by
TMA with financial support by the Worldbank.
About 1,500 T/day reach the landfill from all
sections of greater Accra, equivalent to 100 to
150 trucks/day. Expansion and construction
of new cells at the Tema landfill are planned.
A feasibility study and EISA are ongoing.
B. Blowplast Recycling Facility. Located in Tema
MA/ Kpone.
The company buys and recycles plas-
tics, mainly thin film plastics from water
sachets. Blowplast buys the (clean) plastic
at around 650 GHC/ ton, depending upon
the quality. Approximately 10T/day tons of
plastics comes to the plant. The plants has
been established with private funding. It is
functional and working at full capacity.
C. Tema Septage treatment facility (Nungua
Farms). Located in Tema MA / Adenta.
The facility was commissioned in 2002 to
serve TMA, developed with the financial
support of the Worldbank. The installed capac-
ity is approximately 150 m3/day. However,
the site is currently unusable and not func-
tioning as designed, due to ineffective
management arrangements. Crude dump-
ing of liquid waste into the environment
(open space ) currently occurs at the site.
D. Rehabilitation Teshie-Nungua Treatment plant.
Located in LEKMA (Nungua Estate)
The Teshie-Nungua waste water treatment
plant with an installed capacity of 80 m3/day
was closed in 2009 as a result of partly over-
loading and a lack of maintenance. Under the
GAMA project of the Worldbank, the plant has
been selected for rehabilitation. This will be
combined with a sewer network extension.
The GAMA project is in the preparatory phase.
Consultancy services are being recruited for
the development of a liquid waste master
plan for 11 MAs. Waste water treatment plants
that are to be rehabilitated will be mapped.
E. Nungua Waste Transfer station. Located in LEK
MA.
A transfer station for skip trucks and other
waste vehicles is operating in AMA and
LEKMA. Its total capacity is 350 tons/day. At the
site, the waste is compressed and hauled by
70 ton container trucks to the TMA landfill. The
transfer station is operated by Zoompak, a sub-
sidiary of Zoomlion. The site is in operation.
F. Kokomlemle Britania Mini Waste transfer sta-
tion. Located in AMA (Kokomlemle Britania)
This mini waste transfer station serves to
temporarily store, compress and transport
solid waste. Its current capacity is 46 tons/day.
The transfer station is operated by Zoompak,
a subsidiary of Zoomlion. It was established
with private funding. The site is in operation.
G. E-Waste recycling facility. Located in AMA
Recycling facility for all sorts of electronic
waste. The facility extracts more than 30
tons/day if valuable metals from damaged
electronic waste parts and wires. It was
established by the Blacksmith Institute and
the Government of Ghana. The facility has
been completed but is not patronized.
H. Illegal dump sites for Tricyles (bola taxis)
Located in Agbogbloshie (behind ICGC) and
Mallam (behind the market). Tricycles carry
solid waste dump at these site. Tolls are col-
lected before dumping. An estimated 50 to
100 tons/day are dumped on a daily basis.
I. Rehabilitation of the Accra Sewerage
Treatment Plant at Mudor. Located in AMA
(Korle Gonno)
The Accra Sewerage Treatment Plant at Mudor
was constructed in 2000 with a design treat-
ment capacity of 16000 m3/d. Due to a myr-
iad of factors, the sewerage treatment plant
has been underutilized and out of function
for 15 years now. Furthermore, equipment
and pipelines are currently not functioning
due to corrosion and poor maintenance.
The plant is considered for rehabilitation
under the Accra Sewerage Improvement
Project (ASIP) of the African Development
Bank. Under this project the facility will be
refurbished and expanded to make it an
operational, cost effective and technological-
ly-tested faecal and sewerage treatment plant
for the disposal of effluent and liquid waste.
J. Slamson Ghana dewatering and compost
plant + expansion phase 1 and 2. Located in
AMA (Lavender Hill)
This plant, run by Slamson Ghana Ltd, started
operating in mid-2012 with the aim to dewater
liquid waste and turn it into fertilizer. The plant
has an installed capacity of 600 ton/day which
allows it to handle about 40 to 60 Cesspool
emptier trucks a day (about 1/3rd of the total
number of trucks desludging on a daily basis).
The installation consists of 6 containers and a
sewage pit to collect faecal waste. After mat-
uration, the faecal waste is put on a concrete
slab for drying. In its 2,5 years of operation, the
plant has functioned on and off, hampered by
irregular supply of liquid waste. Finance from
the Danish Government has been secured for
expansion to 800 ton/day capacity in order to
handle 80 or more cesspool emptier trucks.
K. Slamson Expansion phase 2.
Further expansion of the Slamson plant up to
1.200 ton/day capacity for 120 to 160 Cesspool
emptier trucks. This is needed following
AMAs decision to close Lavender Hill, which
currently receives 100 trucks/day. Moreover,
phase 2 will include the composting of the
dried faecal sludge and conversion of the
sludge into Bio-Coal. The compost plant’s
capacity will be 30T/day. Funding for this
investment has been secured (GWW-3).
L. Illegal dump sites for Tricyles (bola taxis)
See description H.
M/N. Waste to Energy plant by J. Stanley Owusu
Gasification Facility project plus landfill
gas extraction and cleaning for cooking
gas and transportation trucks. Planned
capacity of 36 MW. A feasibility study is
ongoing. Funding is not yet secured.
O. Accra Composting and Recycling Plant
(ACARP).
Located in GWMA (Adjen Kotoku)
ACARP is in operation since 2012. Bulk items
such as glass, textiles, leather, metal, tires
and e-waste are hand-picked and isolated.
Organic compost is one product. Another
products is Refuse Derived Fuel (RDF), which
can be used as a source of energy to fire
kilns and furnaces in the cement industry.
Treatment of feacal sludge to be added to
operations at ACARP. The plant receives
approximately 500 tons of municipal solid
waste per day (organic and non-organic).
Capacity is 600 T/day. There are two shifts
per day. There have been plans to extend to
include the treatment of liquid waste, capacity
unknown. The plant is owned and operated by
Zoomlion, via a PPP-arrangement with AMA.
P. Nsumia Landfill. Located in GWMA
Landfill for solid waste from AMA and
other MAs. Estimated: 100 tons/day.
Operated by Zoomlion for GWMA and
MLGRD. There are plans to revamp the
landfill, the status of which is unclear.
Q. Ga Integrated Waste Management Centre.
Located in GSMA (Sakla Ayidan)
Centre for sanitary landfill, recycling, waste
to energy, liquid waste. The total size of
the land secured for the facility is 65 acres.
Rexel Waste Ltd., GSMA. There are plans
to acquire 100 acres more when the facility
starts full operation. 900 tons/day (planned)
for solid waste. 40Tons/day for Liquid waste
(planned). Funding is partially secured.
R. W2E , sorting plants, transfer station, Liquid
waste treatment. Located in Nsawam, GSMA
Plan for establishing waste-to-energy and sort-
ing plants and 5 transfer stations. Gasification
Story 3: Waste Business Models in Accra46 GNWP Master Planning and Phase 1 Implementation 47Story 3: Waste Business Models in Accra
Facility project by J. Stanley Owusu plus
landfill gas extraction and cleaning for cook-
ing gas and transportation trucks. 36 MW
capacity (planned). Project site Nsawam (250
acres) has been acquired by Stanley Owusu
and a Swedish biogas company. Project is
planned to take off in August 2015. Planned
capacity is 5,000 T/day of liquid waste, result-
ing in 1.000 T/day of compost produced.
Funding needed, estimated €50M of which
€2,5M for the five transfer stations, is partially
secured. Finance has been partially secured.
S. Safi Sana project. Located in Ashaiman
The Safi Sana plant in Ashaiman is fully oper-
ational. Local organic waste and the output
of the Communal Service Blocks are collected
and brought to this location. Every day, 1 ton
of waste is brought in, which will be increased
to 25 tonnes per day as of the summer of 2015.
This waste is treated in a number of stages,
resulting in biogas and organic fertilisers. The
investment has been financed with private
funding and a subsidy from the GWW-2.
T. City Waste E-Waste Recycling. Located in
Teacher Mante
Recycling plant with training facility for all
sort of electronic waste, extraction of valu-
able metals from damaged electronic waste
parts and wires. The company also carries out
degassing of fridges, recycling of metals and
saw dust. The City Waste Group consists of
two (2) subsidiaries: City Waste Management
Co. Ltd. And City Waste Recycling Ltd. The
former was founded in 1997 and located at
Ga West in Accra. It mainly recycles plastic
waste, degassing of fridges and pressing
metals. City Waste Recycling Ltd on the other
hand recycles e-waste and lead acid batter-
ies.City waste has a staff base of 68 (plus
an additional 400 informal collectors).
5.3 Four business models explored
5.3.1 Introduction
This part presents the result of an analysis of the
business models of four waste management compa-
nies in Ghana:
1. Tema engineered landfill
2. Slamson liquid waste treatment plant
3. Kumasi engineered landfill
4. Adjen Kotoko ACARP Recycling plant
For our analysis of different approaches in the waste
sector in Accra, we have used the Business Model
Canvas (BMC) tool. The BMC is a strategic man-
agement and lean tool for developing new or docu-
menting existing business models. It is a visual chart
with elements describing a firm’s or product’s value
proposition, infrastructure, customers, and finances.
It assists firms in aligning their activities by illustrat-
ing potential inconsistencies and trade-offs.
The BMC describes and visualises as easily as possi-
ble the basic principles for an organisation to create,
deliver and retain value. On the basis of nine build-
ing blocks, it is easy to see how a company aims to
earn money.
Figure 5.1 Business Model Canvas
BMC building blocks Key questions
Customer segments
For whom does the company create value? Who are their most important clients?
Value proposition
Which value does the company offer to its customers? Why do customers buy and use the product or service? What customer problems does it solve?
Channels How do the customers want to be reached? How are these propositions promoted, sold and delivered? What are cost-effective ways of reaching the customer?
Customer relation
What relations do customers expect per segment? What ser-vice level is needed for which type of client?
Revenues What do customers want to pay for the product or service?
Core activities Which activities are needed for the value proposi-tion, the channels or the customer relation?
Resources What resources are needed for the value proposi-tion, the channels or the customer relation?
Key partners Who are the most important partners? Which resources do they have and which activities can they perform better?
Costs What are the important cost structures in the model? Which import-ant resources are most costly? Which key activities are most costly?
Story 3: Waste Business Models in Accra48 GNWP Master Planning and Phase 1 Implementation 49Story 3: Waste Business Models in Accra
5.4 Tema engineered landfill site (Kpone)
The Tema engineered landfill located in Kpone
started operations in 2013. It is owned by the Tema
Metropolitan Assembly (TMA) and managed by the
Waste Landfill Company Limited. The landfill has a
land coverage area of 42 acres and consists of the
following:
• Four (4) cells
• An anaerobic pond
• Two (2) facultative ponds for leachate treatment
• A hazardous waste section.
The site was engineered for a lifetime of 15 years.
Each cell was engineered to take up to 500 tons per
day for a life time of between 2 to 3 years. The approx-
imate height for the filled cells is 10 meter. Large vol-
umes of waste from the Accra Metropolitan Assembly
(AMA) have however significantly shortened the
site’s lifetime. Already three cells have been filled. The
fourth cell is expected to be full by end 2016.
The landfill currently receives an average volume of
1200 tonnes/120 trucks per day.
Key activities on the landfill site are the weighing,
disposal, spreading, compacting and capping of solid
waste and the treatment of leachate. The garbage is
compacted at 1 meter interval and covered with later-
ite mined from the adjacent landfill. Gas vents have
been installed in each cell, to extract or flare gas from
the landfill when capped after its lifetime.
The primary clients of the landfill are private waste
collectors operating in Tema, Accra and surround-
ings. The collected waste is transported by trucks and
“Bola” taxis to the site and dumped for a tipping fee
of 15 (TMA),18 (AMA) and 30 GHS (industrial waste)
respectively. Waste collection companies are directly
billed. The billing is carried out by administrators at
TMA. The revenue stream for the Kpone landfill is not
always secured and there are frequently problems.
In 2014, solid waste collection companies from AMA
were unable to pay their tipping fees because of a
large outstanding debt they owed from AMA.
Monthly stakeholder meetings, hosted by TMA,
allow the clients of the landfill site to discuss rele-
vant issues. Members of the Environmental Service
Providers Association (ESPA), the main users of the
landfill site, use these meetings to voice out their
opinions on issues such as tipping fees and manage-
ment of the landfill site.
Lessons Learnt from the Tema Landfill site
• The Tema Landfill site is well-engineered and
properly set-up. It has the necessary structure
needed to keep it operational as an engineered
site. However, the height of tipping fees is not
sustainable to recover costs. For waste operators
from Accra, the revenues received for waste col-
lection are insufficient to cover the costs incurred
for travelling all the way to Tema (37 km one way).
• The idea of having one central landfill site
for Tema, Teshie and Accra has proven to be
ineffective due to an overload of volumes of
waste being disposed at Kpone. As a result,
the site is almost full after only 2,5 years
(whereas it was planned to last for 15 years).
• At the end of the waste chain, the landfill is par-
ticularly vulnerable to irregularities ‘upstream’.
Landfill sites should always be in operation.
In Kpone, there have been shutdowns due to
worker strikes or delayed payments to opera-
tors. Crucial activities on the landfill site were
halted, resulting in huge “back logs” combined
with increased volumes per day. This has led to
compromises in terms of proper waste disposal
management, such as disposal without compact-
ing, which has negatively impacted the lifetime.
5.5 Slamson Ghana Ltd.
Current situation
Slamson Ghana Ltd. is a liquid waste disposal
and treatment facility located near the infamous
“Lavender Hill” in Accra. The plans is owned by AMA.
It has been operated by Mr. Frederik Sunesson since
April 2013.
Slamson receives an average of 40 trucks per day
with a maximum capacity of 60 trucks. Liquid waste
from cesspit emptiers goes through a processes
of dewatering and is then dried out. This treatment
requires a truck, six (6) digestors, two (2) pumps, a
generator , a holding tank and an office building with
a staff of five (5).
Tipping fees are the only current source of revenue
for AMA from the plant. These fees of 25 GHS per
truck cover 80% of the operational costs, approxi-
mately 20,000 GHS per month. The major cost com-
ponent of Slamson concerns the purchase of Polymer
(chemicals) which is approximately 75% of the total
costs. With the current level of tipping fees, the plant
might break even on its initial investment in about
5 to 6 years. However, in the past 2 years, Slamson
was not guaranteed of continuous supply. Now it is
no longer connected to its earlier business partner,
this situation has improved.
The primary clients of Slamson are cesspit emptiers,
registered by AMA, who collect liquid waste from
Accra. The facility is opened from 5am – 8am for
trucks to discharge waste into the holding tank.
The first two years of operation as a liquid waste
treatment facility has been made possible through
contributions from key partners such DANIDA (fund-
ing), AMA (Land) and the continuous promotion of
Slamsom’s concept by the Environmental Protection
Agency and Ministry of Local Government and Rural
Development.
Key Partners Value Proposition
CustomerSegments
Structure Revenue Streams
Key Activities
Channels
CustomerRelationships
Key Resources
• Providing a solution to urban solid waste disposal
Private household waste collectors from:• TMA• AMA• GAMA
Private Industrial waste collectors from TMA.
“Bola” Taxis
• World Bank Grant(90% of funding)
• Operations and Maintenance
• Security
• Tipping Fees billed to TMA, AMA and waste collectors
• Weighing • Waste Collection • Billing• Spreading• Compacting• Capping • Leachate treatment• Sorting by Scavengers
• Road Transport from Tema and Accra to Kpone (40km)
• ZoomPak Transfer Station at Teshie
• Plans to extract methane gas at end life of landfill (gas vents have been installed)
• Gas processing equipment for landfills
• Gas (if commercially viable)
• Monthly meetings with ESPA, TMA and waste collectors
• 42 acres of land• 4 cells• Anaerobic pond• 2 ponds for leachate
treatment• Hazardous waste
section• 22 technical staff,
9 TMA staff and 5 private security
• 1 compactor, tipper, bulldozer, water tanker, excavator and cesspit emptier
• World Bank• ESPA• TMA
current desired / plannedFigure 5.2 Business Model of TEMA engineered landfill (Kpone)
Story 3: Waste Business Models in Accra50 GNWP Master Planning and Phase 1 Implementation 51Story 3: Waste Business Models in Accra
Plans for the near future
The technology and institutional arrangements of
the Slamson plant have been tested on a pilot level
(phase 1), with a relatively small scale of operation.
With the imminent decommissioning of Lavender
Hill, plans to relocate and expand operations are in
an advanced stage (phase 2).
The current installed capacity to handle sewer sludge
of 16,000 m3 will be increased to 18,000 m3. For
faecal sludge treatment, a capacity of 200 m3 is
planned. The daily handling capacity will increase
from 40-60 Cesspool emptier (600 T/day) to over 80
trucks a day (1.200 T/day.
The business proposition of the Slamson plant is to
monetise the dried sludge, by turning it into compost
for farming and coal. This process awaits approval
from the Environmental Protection Agency. Once
approved, both compost and coal products will ren-
der additional revenue streams, which are needed to
establish a sustainable business.
In conclusion, Slamson Ghana Ltd. seems to be able
to recover most of its costs due to the innovative
low-cost method of treating liquid waste. Planned
revenues streams through additional products such
as compost and coal may enable Slamson Ghana Ltd.
to evolve from cost recovery to being profitable in a
matter of a few years. However, it will require a good
feasibility to ensure that costs associated with expand-
ing the infrastructure are covered by future revenue
streams. In this light, a good route-to-market strategy,
including a marketing strategy to convince users
of the benefits of the end products, are imperative.
Customer relationships need to be further developed.
Figure 5.3 Slamson liquid waste treatment approach
5.6 Kumasi engineered landfill
The Kumasi Metropolitan Assembly (KMA) is the
largest metropolitan assembly in Ghana in terms
of population, according to the 2010 population
and housing census. As a metropolitan assembly in
charge of such a populous city, the KMA has a well-
staffed waste department whose vision is “to make
Kumasi one of the top five cleanest cities in Africa by
2025”. According to the Head of Waste Management,
about 80% of the waste collected in KMA is collected
via communal containers provided by the city. The
rest is gathered through door-to-door collection.
The authority has approved small-scale collection
activities by tricycle operators, which has given a
major boost to clearing the filth out of the city. Even
residents in poor neighbourhoods find this arrange-
ment affordable and attractive. They can hand over
their refuse to the tricycle operators without having
to travel some distance to dump in a communal
bin. More often than not, the prices charged by the
tricycle operators are similar to those charged by the
caretakers of the communal containers.
KMA owns an engineered landfill where both solid
and liquid waste are dumped. A range of 800 to 1.200
tons/day of solid waste reaches the landfill. All the six
main private waste contractors that manage refuse
collection in the city of Kumasi - namely Zoomlion,
Kumasi Waste Management Ltd, SAK-M Ltd, Asadu
Royal Ltd, Vemark and Antoko Waste Ltd - make use
of the engineered landfill. The facility is located 15km
from the city centre at Dompoase. The total size of
the facility is estimated at 100 acres. About two-thirds
of the total site have been developed.
Currently, five cells of the Kumasi landfill have been
filled with solid waste and there are two more cells
which are under development, with financial support
of the Agence Française de Dévelopment (AFD). The
main activities performed at the landfill includes
weighing (visual estimation used when weigh bridge
is broken down), receiving of the waste, spreading,
compaction, covering (capping), treatment of leach-
ate, treatment of faecal sludge and scavenging.
Structure
Key Partners
• AMA• DANIDA• Ministry of Local
Government and Rural Development (MLGRD)
• EPA• EGNWP (GWW-3)
Value Proposition
• Disposal site for liquid waste
• Dewatering
CustomerSegments
• Cesspit Emptiers from AMA
• Chemicals (Polymer)• Operation and
Maintenance• Energy• Human Resource
Revenue Streams
• Tipping Fee
Key Activities
• Intake of liquid waste
• Processing (dewatering & drying)
• Storage
• Processing of dried sludge into compost and coal
Channels
• Road Transport from Tema and Accra to Kpone (40km)
• ZoomPak Transfer Station at Teshie.
• Turning raw liquid waste into fertilizer and bio fuel
• Coal and Fertilizer • Sales• Grant from RVO
& DANIDA
CustomerRelationships
• Meetings with AMA
Key Resources
• Staff (5)• Digestors (6)• Holding Tank• Pumps (2)• Generator• Truck
current desired / plannedFigure 5.4 Business Model of Slamson Ghana Ltd.
Story 3: Waste Business Models in Accra52 GNWP Master Planning and Phase 1 Implementation 53Story 3: Waste Business Models in Accra
Liquid waste (faecal sludge) is directly dumped into
one of the five leachate ponds on site. Measures
are put in place to ensure that the treatment of both
liquid waste and leachate are efficient. The ponds
are regularly dredged and the sludge dried onsite.
Overall, the management of the site is reasonably
good with standard best practices adopted, despite
challenges with funding. Scavengers, technicians and
engineers on site undergo regular medical screening
to ascertain that their health is not adversely affected
by the emissions and filth at the landfill.
Since the landfill was commissioned about 11 years
ago, the KMA has depended on governmental funds
and support to pay for the operation and maintenance
of the site. Hence, all waste contractors used to dump
for free at the landfill. Already a few years ago, KMA
introduced tipping fees for liquid waste providers.
The current tipping fee per trip for a cesspool truck at
the landfill is twenty Ghana cedis (GHs 20) per trip. In
2014, 18,609 trips of cesspool trucks got to the land-
fill. By implication, the revenue from the liquid waste
alone would be approximately GHs 372,000 for 2014.
No tipping fees apply for the disposal of solid waste
today, but KMA intends to introduce these in 2015.
About 287,600 tonnes of solid waste got to the landfill
in 2014. The trucks that make use of the landfill range
from 12 tonnes to as low as approximately 1 tonne
(for heavily loaded tricycles). Assuming an average
of 7 tonnes for all traffic into the landfill and a fee of
GHs 10, about GHs 410,000 could have been realized
from solid waste tipping fees. From assessing the
operations, an average operation and maintenance
cost of approximately GHs 1,2 million annually (USD
300,000) may be required. In light of the potential
revenues from tipping fees for solid waste, KMA has
been engaging the private waste collectors to start
the scheme.
Even though the potential revenue to be realized when
the proposed solid waste tipping fees are adopted
may not be able to offset the total maintenance cost
of the landfill, they will help keep the facility running
more efficiently than it is currently. In due course, the
fees will be raised until full cost recovery is attained.
Coverage: The coverage of solid waste services is rel-
atively good in KMA. It is foreseen that more entre-
preneurs using tricycles to collect waste will be in
operation in the future. Importantly, the Waste depart-
ment has plans to smoothly integrate their activities
into the overall waste management chain. However,
a low percentage of people rely on door-to-door col-
lection particularly from registered waste collection
companies. More has to be done to encourage res-
idents to subscribe to the services of the registered
waste companies to keep them in business
Haulage: Comparatively, a round trip distance of
30km for the collection and disposal of waste in KMA
is highly commendable. In Accra, a round trip for the
collection and disposal of waste range from 60 to 80
km or more depending on which part of Accra the
truck is collecting the waste to the TMA landfill. Plans
to establish transfer stations for tricycle operators
will also make their business more lucrative. The
initial concept which the waste department hopes to
adopt is to allow the tricycle operators to dump into
large skip containers at low cost. The skips will then
be transported to the landfill. In the future, sophisti-
cated equipment will be added to recycle part of the
waste and compress the residue before it is sent to
the landfill.
Capacity: With the ever increasing collection rate,
increasing the capacity of the solid waste collection
and disposal infrastructure must be a high priority.
Fortunately, KMA has a well-engineered and managed
landfill with space available for further expansion.
However, the capacity available is not enough for the
next 10 to 15 year as shown in the forecast above. It
is therefore necessary to reduce the volume of waste
that end up at the landfill. Material recovery and
recycling facilities must be built in order to reduce the
volume of waste getting to the landfill and thereby
extend the life of the landfill. In view of this, it is
welcoming news that construction has begun on the
Zoomlion-funded Composting and Recycling Plant.
Regulation: The KMA waste department seems to
have a good grip on the management of waste
compared to other MMAs in the GNWP i.e. Ga South,
Ga West, Ga Central, Cape Coast Metropolitan and
KEEA. KMA waste department signs and manages
contracts with all the waste service providers with
comparatively better efficiency. Nonetheless, they are
a few challenges when it comes to managing large
contracts closed at the national level particularly
GYEEDA and Zoomlion contracts.
Business climate: There is a large private sector
involvement in solid waste (collection, disposal and
treatment, cleaning of public places, etc.). KMA waste
department prioritizes and invests in relevant sur-
veys (and research) to ensure the business climate is
favourable as well as regulated.
KMA landfill at a glance
Key Partners
• World Bank (Initial funding and Capex)
• AFD (Funding for the next phase)
• ESPA ( 7 members in KMA)
• EPA
Value Proposition
• Provide a solution to the disposal of urban waste (Solid and Liquid) in Kumasi.
CustomerSegments
• KMA (Host)• 7 Solid waste
collectors• Several private
Cesspit tank emptier truck operators/companies
• Private investors (waste to energy)
• Scavengers and recyclers
Structure
Investment cost(World bank)Operations • Human resources • Equipment• Security• Material for capping
Revenue Streams
Solid Waste:• KMA pays operator (JSO) for
management and operations of landfill. Liquid waste• (20ghs per
trip)
Key Activities
• Weighing & billing
• Spreading, compac-ting & Capping
• Leachate treatment• Gas extraction after
lifetime / flaring• Informal sorting/
recycling by scavengers
Channels
Private waste collection• Road transport from
Kumasi metropolis to Landfill site (30 to 40 Km turnaround from city centre)
1. Plan to extract methane gas at end life of landfill
2. Plan to use dried sludge as fertilizer
After lifetime• Gas processing
equipment for landfills
• Security up to 30 years after closure
Planned to collect tipping fees• 10 ghs for compacter and 23cubic meter trucks• 5 ghs skip truck• 2 ghs for bola taxis
CustomerRelationships
Monthly Stake-holder Meetings:• Waste collectors
(ESPA)• KMA (Host)• JSO
Key Resources
• Land area of 100 acres
• Equipment • Office building and
weighing bridge• Scavengers plus
Managers
Planned Transfer Stations:• For bola taxis
current desired / plannedFigure 5.5 Business Model of KMA engineered landfill
Story 3: Waste Business Models in Accra54 GNWP Master Planning and Phase 1 Implementation 55Story 3: Waste Business Models in Accra
5.7 ACARP
The Accra Compost & Recycling Plant Ltd. (ACARP),
a subsidiary of the Zoomlion Group, was constructed
in 2011 and started commercial operation in 2012 at
Adjen Kotoku (GA-West). The plant currently has a
sorting and composting plant and has future plans of
setting up faecal treatment, plastic, waste to energy,
medical and E-waste processing plants. The plant
receives an average of 600 metric tonnes of per
day of Municipal Solid Waste (MSW) from GA West,
South and Central which is transformed to compost
and sorted materials. Waste from sources such as
processing factories are sent directly to the compost-
ing section of the plant.
A secondary source of waste is via the collection of
plastic waste by Zoomlion from homes and institu-
tions. Approximately 40-70 T/day plastic is recovered
from waste sorted at the plant. The plant has an
average turnaround time of 15 minutes for waste
delivery. This is relatively low as compared to landfill
sites. Tipping fees are billed to MAs for MSW dis-
posed at the plant. The central government then pays
ACARP and deducts these amount from allocated
funds (Common Fund) of the MAs. Private compa-
nies pay their tipping fees directly to ACARP.
Currently the plant produces organic compost and
recovers recyclable plastics (PET, HDPE & LDPE).
Organic compost produced is sold through Zoomlion
regional offices to park and gardens, farms, agricul-
ture input suppliers such as Dizengoff. Recovered
plastics in the form washed HDPE and PET is sold to
local industries while raw unwashed PET is exported
through agents to China and Malaysia. (Price: Raw
Plastic – 250 GHS & Washed Pelletized Plastic -
2500GHS per ton).
In addition, ACARP has recently enter into a partner-
ship with the United Kingdom to sell carbon under
the Clean Development Mechanism (CDM) and
forecasts to sell approximately 6,800 tons of carbon
annually thus increasing its current revenue stream.
ACARP also plans convert waste into Refuse Derived
Fuel (RDF) which can be used as a source of energy
for furnaces in the cement industry.
Major costs identified at ACARP are operation
and maintenance costs, labour (300 staff) and
energy. There are also plans to purchase a shred-
ding machine (capacity: 5 tons per day). ACARP
is supported mainly by the Government of Ghana
through the Ministries listed in the business model
canvas, the Standard Bank Group (CDM) and the
Environmental Production Authority which promotes
the use of such facilities for waste disposal.
5.8 Conclusions
Ghana reached middle income level in 2010 and,
since then, the city of Accra has made much progress
towards sustainable waste management. It closed
the last open waste dump within the city, constructed
a new sanitary landfill, started operations at the new
material recovery and composting facility, and is
encouraging the informal waste recycling sector to
organise. Accra should now strive for 100% collection
of municipal waste, increase of public awareness and
participation in reducing littering, and stopping the
open burning of waste, which constitutes a major
threat to public health through dioxin and particulate
emissions.
The overview of current and planned waste infra-
structure reveals that the installed capacity to
process liquid waste in Greater Accra is currently
insufficient. However, if the intended investments by
J. Stanley Owusu and Slamson – which are both in
an advanced stage - are realised, this capacity will be
more than enough to process the city’s liquid waste.
For solid waste, it is a different story. There is an
urgent need to improve the waste disposal capac-
ity in Greater Accra. The city is now unsustainably
served by the Tema sanitary landfill, over 30 km
away. Developing a new project or realising infra-
structure for waste handling requires time (approxi-
mately 5 years) and endurance. The context of Accra’s
waste sector is complex with many stakeholders
and even more (often conflicting) interests. There
is a strong appetite for investments by the private
sector, but the challenging environment has resulted
in withdrawal of interest or failure of completion.
Coordination between stakeholders (and initiatives)
is marginal, and an overarching agenda seems
absent. Government (MLGRD) is overwhelmed by
NGO’s, donors and companies who have ideas and
initiatives for improvement of the waste sector. While
often these initiators have very good intentions, the
effectiveness is frequently less well conceived.
The business models analysed in this story make
clear that waste infrastructure is costly to construct
and operate. A continuous revenue stream from gate
Key Partners Value Proposition
CustomerSegments
Structure Revenue Streams
Key Activities
Channels
CustomerRelationships
Key Resources
• Ministry of Local Government and Rural Development (MLGRD)
• Ministry of Food and Agriculture (MoFA)
• Ministry of Environ-mental Science and Technology (MEST)
• Standard Bank Group• Plant Protection
Regulatory Services Department (PPRSD)
• Environmental Protection Authority (EPA)
• Organic Compost• Material Recovery
• Retailers of Agro – Inputs
• Parks and Gardens• Farms• Households• Plastic Industries• Textile, Carpet and
Film production industries in China and Malaysia.
• Operations and Maintenance
• Energy• Salaries of Staff• Equipment
• Sales of organic compost and recovered recyclable materials
• Tipping Fees for waste disposal
• Export of recovered plastics to China and Malaysia
• Weighing• Composting• Recycling• Material Recovery• Storage• Distribution• Sales
• Zoomlion Regional Offices
• Refuse Derived Fuel
• E – Waste processing
• Faecal Sludge Treatment
• Medical Waste Processing
• Energy Recovery
• Sales of Refuse Derived Fuel
• Carbon Trading
• Purchase of Shredding machine
• Customer Services• Website
• Composting & Sorting Plant
• Staff• Vehicle Fleet• Energy• Finance• Warehouse
current desired / plannedFigure 5.6 Business Model of ACARP
Story 3: Waste Business Models in Accra56 GNWP Master Planning and Phase 1 Implementation 57Story 3: Waste Business Models in Accra
fees charged per ton of waste is needed. The experi-
ence with several developing and developed nations
has shown that the necessary gate for sanitary
landfills ranges from a low of $15/T in Latin America
to $70/T in the United States. Because of lower cost
of living, the gate fee required in Accra needs to be
somewhere between $5-15/T to operate a sustainable
business.2) In the absence of an adequate tipping fee
charge, landfills are not properly maintained and run
the risk of filling up too quickly and causing environ-
mental damage.
5.9 Recommendations
Having acted in the waste sector for the past 18
months, the GNWP-TA has identified room for
improvement in various regards. Various strategies
for increasing the performance in the waste sector
have been elaborated in the WASH Master Plans.
Given the current situation and occurring issues in
the sector, we propose specific actions to be taken
at national government level. The recommended
actions at national level have been incorporated in
the so-called “Waste Management 2.0 project”, a
technical assistance project proposed for funding
under GNWP phase 2. These comprise the following
recommendations:
1. Enhance the short-term and building the long-
term capability of the Environmental Health
and Sanitation Department (EHSD) within
the Ministry of Local Government and Rural
Development (MLGRD) with the aim to: a)
improve the business climate and support the
realisation of investments in the waste sector,
and b) eliminate barriers for local authorities
(MMDAs) to fulfil their constitutional mandate
in the field of environmental sanitation. Do so
through the deployment of a technical assistance
(TA) taskforce of three full-time experts for a
period of several (e.g. 3) years. The taskforce will
assist EHSD/MLGRD in the effective execution
of the national policy frameworks on integrated
solid and liquid waste management in Ghana;
2. Ensure the realisation of a private-led investment
in an engineered landfill, recycling and/or
waste to energy facility serving Cape Coast and
Elmina. Compared to the Greater Accra region,
which knows a lot of investment(proposal)s of
considerable size in waste, there are few private
initiatives addressing the needs for proper
waste disposal in Central Region. Hence, recruit
a Technical Assistance team and task them to:
a) assist the MAs and national government to
create the right conditions for such an investment
project to succeed; b) strengthen the capacity
of the waste management departments of
CCMA and KEEA; c) increase the door-to-door
collection rate in the region, and d) decrease
the level of illegal dumping in the cities.
3. Encourage the development and introduction
of a certification system for liquid waste
service providers. Support the private sector
to develop standards and procedures for the
certification of the liquid waste collection
chain, and facilitate the establishment of
an independent licensing authority for the
monitoring of standards adherence. A successful
certification system will provide advantages
for the certificate holders (such as preferential
loan agreements and concessions to work
in a certain area) and will encourage desired
behaviour. Private waste collectors who dump
their waste illegally will not be certified and
will thus not enjoy special benefits. An effective
certificate system will create a continuous
stream of liquid waste and ensure that dumping
fees are properly paid. This will gives private
companies the opportunity to build, operate
and maintain liquid waste treatment facilities.
2) Earth Engineering Center Analysis of Waste Management in Accra, March 2013
6
59
Story 4 Municipalities creating an enabling environment for SMEs in the WASH sector This story explores how local government authorities can
provide a conducive context for private WASH service provision
6.1 Introduction
One of the typical themes having the attention at national
and local level is the involvement of the private sector in the
provision of WASH services. It must be said that most policy
documents make reference to this ambition although there is
little practical guidance on how local governments can sup-
port the inclusion of companies which suits their mandate and
capabilities.
In developing the WASH Master Plans for the 5 MAs, the lack
of means was often referred to as a reason why MAs could not
provide the support as they would like to in order to upgrade
the service level, also in relation to the private sector. Although
the financial constraint should not be underestimated (see
also story 1), there are in our view ways for MAs to support
local SME’s in relatively simple and practical ways which can
enhance the start-up and operations of these companies.
In this chapter the example of Ga Central Municipality has
been taken. We looked how the MA provides practical support
to companies operating in their municipality. These have been
briefly described. We also took the perspective of two entre-
preneurs providing WASH services. What has been their expe-
rience in the support they obtained from the MA? Finally, some
recommendations are provided on how MAs can improve their
enabling environment.
Municipal Coordinating Director
Municipal Chief Executive
Admin, Plan & Budget
Internal Audit Planning andcoordinating unit
Public Affairs unit
Cen
tral
Ad
min
istr
atio
n
Social Sector
Ed
uca
tio
n, Y
ou
th &
Sp
ort
s
So
cial
Wel
fare
an
d
Co
mm
un
ity
Dev
elo
pm
ent
Env
iro
nm
enta
l Hea
lth
InfrastructureSector
Wo
rks
Urb
an R
oad
s
Phy
sica
l Pla
nn
ing
Economic Sector
Trad
e, In
du
stry
an
d To
uri
sm
Tran
spo
rt
Ag
ricu
ltu
re
Environ-mental
WaterLiquid wasteSolid waste
DrainageSanitation & Hygiene
Dis
aste
r Pr
even
tio
n
Nat
ion
al R
eso
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on
serv
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Financial
Fin
ance
Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector60 GNWP Master Planning and Phase 1 Implementation 61Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector
Key strategy from WASH Master Plan GCMA
“Create enabling environment for sanitation business models as a key driver of pro-poor sanitation deliv-ery”. GCMA will pursue policies that remove obstacles to doing business in sanitation. A clear framework will be established for working with micro and meso-sanitation enterprises in the Municipality. Licensing procedures will be streamlined, and strategic partnership with business development service providers would be forged to help sanitation enterprises identify, package and implement sustainable business models in sanitation
6.2 The case of Ga Central Municipality
The Environmental Health Department (EHD) of the
Ga Central Municipal Assembly (GCMA) is the core
department which is responsible for providing and
monitoring WASH amenities for its residents. They
share this task with other departments in the MA,
who play a role in the 5 sub-sectors (water, liquid
waste, solid waste, drainage, sanitation & hygiene),
see organigram below.
As stipulated in the WASH Master Plan, the private
sector has a role to play in almost each sub sector.
However, water and waste are sectors with more
business opportunities than for example drain-
age and the promotion of sanitation and hygiene
practices.
For example, the water network coverage in Ga
Central is low. Although this is a great challenge for
the MA, which needs to be solved jointly with GWCL,
this also provides business opportunities for private
water operators selling water to non-connected areas.
The evolution of more decentralised water supply sys-
tems next to a more centralised system can be consid-
ered a positive development, as it is the only way to
increase access in a reasonable short period of time.
In waste, you see that a relatively large part of the
population in Ga Central does not make use of door-
to-door collection services. Private waste companies
are servicing the municipality directly in emptying
communal containers. It can be expected that in the
near future the demand for door-to-door collection
services will increase. This demand – just as for
example the demand for household toilets - evolves
automatically, when the living standard improves.
This creates opportunities for the private sector.
Ga Central happens to have a relatively well devel-
oped private sector. The Southern section of the
Municipality boasts of retail shops, small and
medium scale enterprises, small scale manufactur-
ing, hotels, restaurants and financial institutions.
Since recently, the MA is also developing itself as an
educational hub. It is expected that the local econ-
omy will further grow as well as the living standards
of the residents in the municipality.
This provides more and more reason for the MA to
pro-actively involve the private sector in realising
its ambition to upgrade the WASH service level. The
MAs can support private companies in setting-up
their business via more reactive (e.g. transaction of
permits) and proactive approaches (tax incentives or
partnerships).
Below an overview of the interventions and the
corresponding activities that Ga Central Municipality
undertakes in order to create an enabling environment
for SMEs to operate a business in the WASH sector.
Overview interventions Ga Central Municipality in stimulating enabling environment SMEs active in WASH
Interventions Type of activities
1 Issuing business oper-ating licenses to SMEs
• Ensure SME fulfil the necessary requirements (checklist) to operate within the municipality. • Facilitate in the filling of the application forms. • Conduct necessary inspections of business sites and recommend changes (building designs, hygiene) if necessary.
2 Create a platform for interaction
• Host quarterly meetings with SMEs operating WASH facilities to discuss challenges and propose solutions. • Communicate concerns of households with regard to SMEs operating in the WASH sector in their area and vice-versa.
3 Policies to ensure residents use WASH facilities provided by SMEs
• Oblige residents within the municipality to dispose household waste via approved waste collectors. • Stimulate usage of public latrines privately operated.
4 Promotion of SMEs within the municipality
• SMEs are awarded with “Suitability Reports/Certificates” to show to their customers that they are approved and recommended by the municipality (e.g. water processing plants). • Waste collectors are formally introduced to residents through “door-to-door” visits with Environmental Health Officers and introductory letters.
Figure 6.1 Departments within MA involved in WASH
Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector62 GNWP Master Planning and Phase 1 Implementation 63Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector
Interventions Type of activities
5 Fixing and approval of fees for SMES
• GCMA fixes standard rates for waste collectors and latrine operators that oblige residents to pay for using WASH services provided by SMEs
6 Provision of hygiene training
• Environmental Health Officers of GCMA periodically train the staff of SMEs in hygienic practices in relation to WASH services. • Staff of water processing companies and latrine operators is educated by the MAs on the need for high hygienic standard within their facilities.
7 Medical screening of staff of SMEs in WASH
• Medical screening of staff, e.g. at sachet water processing companies
GNWP interventions
As part of GNWP Implementation Phase 1 various
interventions have been implemented with the final
aim to improve the enabling environment of SME’s,
active in the WASH sector. In doing so, GNWP
focussed on a few specific bottlenecks.
Bottlenecks GNWP interventions Outcome/Solution
Capacity constraints of MAs to address specific needs of SMEs adequately and quickly (e.g. dealing with licensing request of SMEs)
• Training on Private Sector Cooperation in Waste Management. The principles taught at that course are replicable to other WASH sectors as well. • Training on PPP. This training discussed the principles of co-operation with the private sector at all levels.
• MA recognizes the need to ensure quick facilitation of licensing process.
Poor communication and relationship with SMEs
• Multi stakeholder dialogues facilitated between MAs and WASH Enterprises facilitated. • Sanitation Business Fora organised in Central Region and Accra. • Organisation of launching events to inform stakeholders on the WASH Master Plans. SMEs were also involved in these launching events.
• Shared responsibility accepted among stakeholders to stop open defecation and built household toilets. • Entrepreneur’s platform created for learning in sanitation marketing. • Entrepreneurs are ready for interaction with support organizations as credit facility.
Lack of market information on WASH business opportunities
• Synthesis made of sanitation market studies presented at sanitation entrepreneurs forums. • Sanitation entrepreneurs manual to promote household sanitation developed as part of BCC interventions Phase I.
• Public reports available with valuable market information.
Limited capabilities MAs to bridge financial gap between supply and demand
• Joint NGO (HFFG) and municipality facilitation of community triggering and post triggering events to create demand for household toilets. • Micro-finance for household latrine construction being organised in 5 MAs through P2P Project by SNV.
• Demand created for household toilet construction and households and municipality are ready to engage with sanitation credit facility. • Micro-finance credit facility for households and SMEs available in the form of a revolving fund with a value of EUR 4 million managed by SNV and Fidelity Bank.
Non supportive policies to ensure patronage of WASH SMEs
• Training of Environmental Health Officers on New Public Health Act, prosecution skills and procedures and confidence building for court processes. • A model bye-law on environmental health and sanitation, which can be replicated by all MAs, has been developed with support of GNWP. Enforcement of this bye-law will lead to more patronage of SMEs in WASH. • Meetings organised with judges and magistrates: courts in all MAs agreed to set one day per week aside for sanitation cases only.
• Environmental Health Officers trained on prosecution for ensuring public sanitation. • Policies to ensure that residents use WASH facilities provided by SMEs.
Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector64 GNWP Master Planning and Phase 1 Implementation 65Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector
6.3 The example of two enterprises
The story of Mr. Daniel Quaye, public latrine owner in GCMA
Daniel is a mini – bus (trotro) driver and a proud
owner of a 6-seater public toilet located in the
Anyaa area of GA Central. In 2012, Daniel was
very concerned about his 80 year old mother
having to walk approximately 600 metres to use
the nearest public latrine located at the Anyaa
Market.
He decided to take a loan and built a 3-seater
toilet for not only his mother, but also the
other tenants of the compound house in which
he lived. After 6 months, other people in the
area suggested to pay a fee for using the toilet
facility. After consultation with his family, he
approached the Municipal Assembly (then GA
West) to seek clarification on the procedures
required to operate his facility as a private
business.
The assembly gave him advice on the health and
safety measures, he had to put in place and then
facilitated in getting him officially registered as a
public latrine operator.
After 2 years, Daniel finished repaying his loan
and expanded his small facility to a 6-seater
toilet. He charges 30 pesewas for usage of his
unisex facility. An average of 150 people use
Daniel’s latrine a day (45 GHS per day). Daniel’s
wife also helps him to clean and manage the
latrine.
The GA Central Municipal assembly was very
supportive of Daniels initiative to provide a
latrine to residents within proximity. The MA
also supports him by occasionally inviting him
to hygiene and sanitation workshops to educate
him on proper hygiene practices and mainte-
nance approaches for public latrines. His facility
is also visited regularly by Environmental Health
Officers who do not only inspect his facility but
also give advice on cheaper but effective ways
of ensuring his facility has a good hygienic
standard. The assembly also ensures that public
latrines within the Municipality are spread out
in order to increase the coverage area of resi-
dents. The impact of this is less competition for
Daniel’s business.
How GCMA and Asadu Royal Waste started collaborating
Asadu Royal Waste was incorporated in 2002
as a waste management company. It operates
Kumasi, Takoradi and Accra. It has 23 waste
collection trucks that collect waste within GCMA
and AMA.
In 2011, Asadu Royal Waste was approached by
GCMA to collect household waste within the
municipality. The Municipal Assembly guided
the company to acquire an operating license
and Asadu Royal Waste commenced with the
collection of waste among 500 households. After
annual reviews of the company’s performance
as a waste collector, the number of households
within their operating territory has increased to
the current 1500 households.
GCMA has created an enabling environment for
Asadu Royal Waste to operate in the municipal-
ity in the following ways:
1. Enforcing bye – laws and policies on waste
disposal in residential areas: Residents are
obliged to practice proper waste disposal
at their residences by registering with
approved operators. In cases where there
is resistance, Asadu Royal Waste reports
the issue to the MA for assistance (MA
may decide to summon/prosecute).
2. Promotion: The MA promotes the company
to residents through announcements.
MA supports household visits with
EHOs to introduce the company to
residents and further monitoring.
3. Communicates approved collection fees
to residents: Residents are informed with
official letters of the approved collection
fees by the MA and thus reduces resistance
to operators due to new or increased fees.
Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector66 GNWP Master Planning and Phase 1 Implementation 67Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector
6.4 Recommendations
To create an enabling environment for WASH entrepreneurs – or for enterprises
in general – we recommend the following:
• Take into consideration the development
stage and economy of an enterprise;
entrepreneurs have different needs depending
upon the stage their business is in.
• In addressing these needs, support should be
provided broadly within and outside the MA.
Supporting SME’s active in the WASH sector
is not a responsibility of EHD but is shared
with other departments in the MA. Further, the
MA should liaise with external parties; other
governmental institutions at local level and
non-governmental stakeholders in order to
support SMEs to start or grow a business.
• The table below provides an overview of the
different development stages of an enterprise
and their corresponding needs. It also gives an
indication of which stakeholders at local level
should be involved in addressing these needs.
• Next to providing services to entrepreneurs,
local governments can consider to enter in
so-called public-private partnerships. It essentially
means that a municipality shares the risk with
an entrepreneur but also benefits of future
profits. This requires a different mind-set of local
governments as it asks for a certain risk appetite,
which governments usually don’t have. When
local governments, consider entering in a PPP
all steps mentioned in below overview are in
fact taken jointly. This means a local government
also plays a pro-active role in exploring market
opportunities and developing business concepts.
• MAs should incorporate SMEs involvement
in large WASH projects sponsored by donors.
SMEs in WASH can be given a role within
the project and adequate funds should be
allocated to support their activities.
• WASH market assessment and reports should
to be pro-actively provided to WASH enterprises
so that they can take advantage of opportunities
within the sector. In the development stage
of the enterprise, relevant WASH market
information is crucial for the enterprise in
taking calculated risks in terms of existence
of perceived target group, competition, future
policies and bye-laws and market size.
Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector68 GNWP Master Planning and Phase 1 Implementation 69Story 4: Municipalities creating an enabling environment for SMEs in the WASH sector
Overview needs SME’s per development stage and stakeholder roles
Development stage enterprise
Needs of the enterprise Responsibility MA and other stakeholders local level
Key departments within MA Key stakeholders outside MA Other at regional / national level
Environment. Health and San. Dep.
Physical Planning
Dep.
Industry and
Trade Dep.
Legal Dep.
Budget and
Rating Dep.
Central Admin.
Dep.
Finance Dep.
Traditional authorities
CSOs/NGOs
Industry assoc.
Local chamber of commerce
Ghana Revenue
Authorities
Ministry of Trade
MLGRD MoF
First orientation by entrepreneur
Self-assessment
Sparring partner for entrepreneur’s idea
x x x
Develop business idea and business plan
Market research x x x x x
Coaching develop-ment business plan
x x
Legal advice business set-up x
Start-up business
Registration / licensing x x x
Housing / accommodation x x
Access to finance / financial advice
x x x
Grants and subsidies x x x
Legal conditions x
Taxation (information and incentives)
x
Permits x x
Coaching general x x x x x
Consolidation of business
Promotion / marketing strategy x
Intellectual property
Protection market distortion x
Liaison with stakeholders out-side MA (national / other MAs))
x x x x x x
Legal forms x x
Expanding/ growing business
Innovation x
Promotion x X
Access to finance / financial advice
x x
7
71
Story 5 Master Planning for WASH
In this chapter, we recount the story of the WASH Master
Planning process followed in the first phase of GNWP: the
approach adopted, the steps taken and the lessons that were
learnt
7.1 Introduction
The start of the GNWP in January 2014 was preceded by a
phase of preparation. Before engaging in major investments,
both governments felt the need for an “ex-ante evaluation”, i.e.
an external and independent assessment of the validity of their
assumptions and the programme approach. One of the major
findings of the ex-ante evaluation (July 2013) was that a nec-
essary step to move forward on the programme was the need
for a detailed Master Plan (MP) for each municipal or metro-
politan assembly (MA) participating in the GNWP. Such MPs
were required to better define and prioritise interventions in
the WASH sector, and identify the niche for GNWP supported
actions.
In January 2014, the consortium of Witteveen+Bos, Berenschot
and Simavi was contracted. Amongst others, the team was
asked to provide Technical Assistance to 5 MAs, MLGRD and
other relevant government agencies for the development of
five Master Plans for WASH (sanitation, solid waste, hygiene,
drinking water and urban water management). The MPs had to
result in documents with a strong ownership by key stakehold-
ers and be completed by July 2014.
7.2 Our approach
The approach developed by the TA team was characterised by
the following:
• During the preparatory stage of the GNWP, special
Municipal Coordinating Teams (MCT) had been established
in each MA, amongst others to coordinate the WASH
Quick Impact sub-programme. The TA team reinforced this
structure. The MCTs were extended with representatives
of Ghana Water Company Ltd (GWCL), the Urban Roads
Department (URD) and the School Health Education
Programme (SHEP) if they had not been involved before.
Story 5: Master Planning for WASH 72 GNWP Master Planning and Phase 1 Implementation 73Story 5: Master Planning for WASH
The MCTs formed the working groups with whom
the TA team would develop the Master Plans
and coordinate all other GNWP interventions;
• The TA team consisted of thematic and
governance experts. These were international
and local engineers specialised in water,
drainage, waste management and sanitation,
and consultants specialised in improving
the performance of organisations in
lower and middle income countries;
• We worked in a mixed, multidisciplinary team led
by management consultants from Berenschot.
Within the team, one person was appointed as the
primary point of contact for the municipality and
the one coordinating the Master Planning process
in the MA. These so-called “MA leads” could call
upon thematic and governance experts to provide
input for specific sections of the Master plan;
Managementconsultants
GNWPTechnical Service
Sanitationexperts
Waterexperts
Drainageexperts
Wasteexperts
MCD
MunicipalCoordination Team
SHEPCoordinator
WorksEngineer
Public HealthEngieer
Public HealthOfficer
DURRepresentative
PlanningOfficer
GWCLRepresentative
Focalpoints
MPleads
Figure 7.1 Organisation structure for the WASH Master Planning process
• We invested considerably in the design of the
Master Planning process. It was important that the
process would create a high level of ownership
of the MAs. To this end, we always combined
the content component of this assignment (what
must be done when) with a process component
(how to realise it with whom). Amongst
others, a special document was developed to
communicate to the MAs how we envisaged the
Master Planning process, what we expected from
them when, what would be in it for them etc.;
• Rather than opting for experts writing lengthy
documents from behind their desks, we chose
for a process of co-creation. Throughout the
MP process, a lot of attention was paid to the
interlinkages between the various WASH sectors,
and the need for stakeholders to exchange
information and align their actions. This was put
in practice in the form of several MCT workshops
in which problem analyses were jointly made
and cross-sectoral strategies were formulated;
• Creating ownership and support requires listening
well and embedding the core values of involved
parties in the solution. We have used various tools
to help the MAs to analyse their stakeholder field
and determine appropriate WASH interventions
now and in the future. Some of these models
are presented in the short annex below.
7.3 Steps taken
1. Definition of the approach
First, we defined the approach for Master Planning,
including a framework for the WASH Master Plan
and process design. We defined the information
needs that were required. A communication plan was
developed to ensure that the approach was under-
stood and welcomed by MAs. In particular, we paid
attention to clarifying how the WASH master plan
was related to the existing DESSAPs and in what way
they would be an improvement. See figure 2.
Collaboration MAs and TA�Results and definition of the collaboration process
The collaboration between the Municipality Assembly (MA) and the Technical Assistance (TA) gives the MA te opportunity to:
• develop an integrated WASH strategy for the long term with the assistance of WASH and strategy experts
• identify projects within the WASH strategy that qualify for GNWP funding (shortlist)
• improve institutional, organisational and individual capacities to improve WASH service delivery
• enhance understanding of cost recovery principles and possibilities to leverage funding
Outcome of the collaboration in the first 6 months
• Ownership for the selection of GNWP projects
• Increased understanding of what it takes to develop and implement an integrated WASH strategy
• Awareness and ownership for the development of the organization capacity
Output of the collaboration in the first 6 months
• WASH Master plan with projects up to 2020 and a vision 2040
• Selection of infrastructural projects to be funded by GNWP
A GNWP ‘Major infrastructural work’:
• Contributes to GNWP objectives (slide 3)• Is between € 5 - 10 million• Is ambitious • Has a high impact • Has an effective strategy for cost recovery• Has the potential for leverage / replication
Figure 7.2. Page from the communication document developed for MAs
2014 2020
2040
Results
Results
Results
Results
Results
Results
Results
Strategy
Projects
Projects
Projects
Projects
Funded by GNWP
Funded by MA
Funded by third parties
Funding not secured
Strategy
Project ideas
Project ideas
Project ideas
Now Medium term Long term
‘DESSAP +’± 60 pages
‘‘MASTER PLAN’± 10 pages
Figure 7.3 Scope of the MA WASH Master plan
Story 5: Master Planning for WASH 74 GNWP Master Planning and Phase 1 Implementation 75Story 5: Master Planning for WASH
2. Inventory / analysis of existing data
Next followed a period of data collection and assess-
ment of available information. This consisted of:
1. Identification of ongoing/planned projects per
thematic area per MA in various sources:
– DESSAPs, Water supply plans,
Municipal budgets (MTEF), MTDP
– Donor-funded projects, such as: WB
GAMA, US Exim Bank / Conti drainage &
sanitation project; PPPs / WASH Window;
Nuffic NICHE programme for sanitation
2. Analysis baseline data per
thematic area in sources:
– MA annual reports and plans, general
and specific per department
– Ecorys ex-ante evaluation
– DESSAPs
3. Analysis of current institutional
challenges in sources:
– FOAT
– Planning documents
4. Analysis operational budgets MA
– Annual budgets and financial reports
general and specific per department
5. Plotting baseline data in maps
3. Thematic working sessions with MAs
Organisation of two-weekly meetings with the five
MAs to get insights into:
• mandate, mission and vision, capacities
and governance structure
• current situation on waste, ongoing and
planned projects, missing data and problems
• current situation on (peri) urban water
supply and drainage, ongoing and planned
projects, missing data and problems
• current situation on sanitation and
hygiene practices, ongoing and planned
projects, missing data and problems
4. Data collection
Definition of the approach for missing data collection.
Coaching the MAs in data collection.
5. Strategy sessions with MAs
Organisation of strategy sessions on:
• Goal / vision (2040)
• Projects and goals 2020 (inter/intra-MA)
• Involvement private sector,
institutional arrangements, institutional
strengthening; and financing
6. First draft Master Plans
The TA formulated a first draft of the master plan,
presenting information and specifying priority proj-
ects. The draft was shared with the MCTs by email
and in hard-copy, and were discussed in a plenary
session and in some bilateral meetings.
7. Formulation of implementation and Financing
Plans 2015-2017
The planning horizon of the WASH Master Plan is up
to 2040. It has vision statements per WASH sector
for 2040, objectives for 2020 and key strategies to
achieve its objectives and vision. As an annex to the
MP, WASH Implementation and Finance Plans were
developed for the years 2015-2017. In these I&FPs, the
strategic objectives of the MPs were translated into
measurable indicators and activities with indicative
budgets for the budget years 2015, 2016 and 2017.
These cost estimates allow for reaching targets and
identify where funding is going to come from.
9. Final draft Master Plans
After completion of the I&FPs, the WASH Master
Plans were finalised by the TA in interaction with the
MAs. During these days, the focal points of the MAs
were occasionally working in the TA office jointly with
the MP leads to make sure that all information was
consistent and correct. A graphic designer gave the
documents a fancy layout.
10. Master plan ‘make it stick tour’
In order to make the Master Plans ‘stick’ and prevent
them from ending up in a drawer, several follow-up
activities were organised. Every MA organised a spe-
cial event to launch the WASH Master Plans. To these
events, a wide range of stakeholders were invited.
Hard copy prints of the MPs were made available in
large quantities. In addition, the TA provided USB-
sticks with the soft copy of the document, and devel-
oped all kinds of communication materials, such
as posters, leaflets and power point presentations.
All material can be downloaded from www.gnwp.
nl. Afterwards, in the course of interactions and CB
trainings provided, the Master Plans were often taken
as a source of reference and discussion. Through the
GoG and GoNL, the MPs were shared with develop-
ment partners active in the Ghanaian WASH sectors
and with other relevant stakeholders.
7.4 Lessons learnt
Developing five comprehensive WASH Master Plans
in a very short timeframe was a big challenge and,
of course, not everything in such as process can go
equally well. These are some of the lessons we have
learnt and would like to pass on to others:
• The timeframe of five months was too short in
light of the ambitions. In five months, Master Plans
may be developed in a technical exercise without
much consultation on consultancy basis. But if an
interactive process is required to build ownership
and relations still need to be built, if all informa-
tion needs to be gathered, is often of bad quality
and incomplete, and if in the same time numer-
ous other deliverables have to be produced, this
is a bit too ambitious. While first complete drafts
were available after five months, it was decided
to take substantially more time to allow the MAs
to digest and reflect on their content at their
own pace. This led to delays, but improved the
ownership of the process and the result. The last
master plan was launched only one month ago.
• The development of the Master Plans coincided
with the identification and selection of large
infrastructural investments. These processes had
to run parallel to ensure that the infrastructure
projects were ready for tendering by June 2015
at the end of GNWP phase I. However, Master
Planning and at the same time selecting and
preparing projects for implementation is unde-
sirable as this undermines the whole purpose of
planning. While the Master Plans should have
formed the basis for identification of infrastructural
projects, in practice the projects were identified
in an early phase of master plan development;
• The capacity needs assessment revealed that the
five MAs had much in common in terms of capacity
constraints. We spent a lot of time on analysing the
local context. While the sector analyses brought
to the fore some specifics per MA, the underlying
problems and the way they manifested in practice
were practically everywhere the same. In retrospect,
it might have been better to first start with identify-
ing WASH challenges and their root causes with all
MAs and national stakeholders together. Secondly,
we could have defined with these actors specific
strategies to overcome the challenges and only
thirdly, we would have adapted these strategies to
the local context. Next time, we would recommend
not to invest in the production of five documents
and instead concentrate on one overarching docu-
ment that can be adapted to the local context and
translated into specific actions in a next stage.
• Modern information and communication tech-
nology (ICT) infrastructure is virtually absent in
Ghanaian local governments, and to a lesser
degree in national governments. Laptops or
desktops, when used, are the property of the staff
member. There is no central information or commu-
nication system, nor server for the back-up of files.
Staff generally depends on their mobile phone for
internet access and uses personal email to send
and receive emails. As a consequence, information
is typically hard to retrieve. Hence, it may often
appear that basic information, such as maps, data-
bases, and simple reports, do not exist. This may
encourage outsiders to start from scratch if they
embark on a project. Our experience however is
that most of what you need is available. Much more
important than collecting information and produc-
ing plans every time anew, would be to invest in
the effective usage of all the existing information.
Story 5: Master Planning for WASH 76 GNWP Master Planning and Phase 1 Implementation 77Story 5: Master Planning for WASH
Models for stakeholder engagement
In the following, we provide some models that have been used
in order to manage the stakeholder engagement process.
Actor 1 Actor 6
STRATEGIC COMMITMENT CREATION
Same interest
Opposing interest
Low influenceHigh influence
Potential friends:Give a position
Potential saviours:Involve, bind, strengthen
Potential foes:Neutralise, lobby
Potential nuisance:Inform, create interest
Actor 5
Actor 2 Actor 4
Actor 9 Actor 3
Actor 8
Actor 7
This model helps to categorise actors and then to determine how to
involve them. Like-minded actors must be approached differently than
actors with opposing interests. The influence they have either positively
or negatively on the outcome of the process determines how much
energy should be invested in involving them. It is not so much the
model as the way of thinking behind the model and its practical applica-
tion that defines its success.
For a Master Planning process combined with the identification and
selection of large infrastructural and non-infrastructural projects, it is
important to regularly analyse the level of support for specific ideas or
actions amongst the key actors. The model can be used in combination
with the one above to decide who to involve when – for instance, to
create a ‘coalition of the willing’ that will help to get a plan approved, or
define a group of actors that need to be lobbied or provided with extra
information.
Actor 1
DETERMINING THE LEVEL OF SUPPORT
Actor 2
Actor 3
Actor 4
Actor 5
Actor 6
Actor ...
Receptive Attentive Under-standing
Accepting Supporting
The below tool can be used to assess the likelihood that ideas or actions will be
adopted and put into practice. It has been used, amongst others, by the TA phase
I to determine the list of infrastructure works. For instance, a selection criterion
will be that investing actors, such as the private sector, must be convinced of the
feasibility of the idea.
Actor 1
FEASIBILITY ANALYSIS
Actor 2
Actor 3
Actor 4
Actor 5
Idea 3
Idea 2
Idea 1
Quality of the content
Conceivable
Doable
Useful
Ignorant
Curious
Involved
Investing
Realising
Quality of the process
8
79
Conclusions and recommendations
This booklet has presented five different approaches towards
interventions in the WASH sector. Now, what can we conclude
on the basis of these heterogeneous stories? Stories that only
lightly touch upon ways to improve hygiene and sanitation
standards for Ghanaian citizens? And what can we recommend
that has not already been recommended in the large stacks
of reports and policy documents that the WASH sector is (in)
famous for?
We would like to keep it short and practical. In the past 18
months, we have observed that progress in the WASH sector
is slow. Especially larger infrastructural projects that can have
a significant impact on society (e.g. a proper management
site in Accra, or an adequate drainage network) have difficulty
materialising. They move very slowly from the development
stage towards implementation, if at all. Lack of finance is often
mentioned as a key challenge, especially if it should only be
financed by Government. But with sizeable donor funding
available for WASH interventions, this is not the most critical
obstacle. Much more, it is a matter of (government) ability
to connect stakeholders around a shared goal and getting
them to act. It is about bringing together the ones with the
technology with the ones who have the capability to execute
the plans, and the ones with the money. This requires strong
project and process management skills and a determination to
make it happen.
In light of the above, we offer some suggestions with regards
to phase II of the GNWP:
1. We recommend that the five WASH Master Plans are taken
as a starting point for moving the sector further. In addition
to a long-term vision, these plans provide specific strategies
for local governments to improve their performance
in the different sub-sectors. Often, these strategies do
not require many financial or material resources to
implement, but leadership and collaboration. Hence,
our main recommendation is to stick to these strategies
and invest all efforts into putting them into practice;
2. The WASH Master Plans are among the deliverables of
GNWP Phase I. There are other deliverables which, when
followed up effectively, can contribute to improving
the WASH situation in the 5 targeted MAs significantly.
80 GNWP Master Planning and Phase 1 Implementation 81Conclusions and recommendations
Irrespective of the financial outlook for Phase
II of GNWP, we believe that each stakeholder
can take actions starting today to ensure
the results will be taken to a next level;
3. Also in the case that Phase II might end
up smaller than intended, continue to use
GNWP as an overarching programme label
for different WASH projects and activities.
GNWP has in a relatively short time developed
in a programme that is familiar to most
stakeholders. An overarching programme
will contribute to the synergy between
activities and alignment of projects (think
of the linkage between infrastructural and
non-infrastructural interventions);
4. Take a flexible approach towards the different
projects that have been developed under the
programme. Some projects are more difficult to
implement than others, for instance because they
are socio-economically of great importance but
commercially non-viable. Projects and approaches
that can easily be scaled-up (such as the WASH
in Schools programme) should be followed-up as
soon as possible. For the more complex projects,
offer tailored support to ensure that the conditions
under which they can be realised are met;
5. Do not further broaden the scope of GNWP in
terms of geographic and thematic focus. Even
consider to narrow down the focus for Phase II
based upon the lessons learnt from Phase I.
Finally, we provide some suggestions for actions that GNWP
stakeholders can initiate, even without upfront financial com-
mitment for the projects developed.
Netherlands Embassy • Transparent and pro-active information-sharing on GNWP via existing and known channels (amongst which www.gnwp.nl) • Smart investments in making GNWP results sustainable: upscale successful approaches by means of quick decision-making and select potential diamonds (things the NL Government truly believes in) to further invest in
Government of Ghana
Ministry of Local Government and Rural Development and Ministry of Finance
• Make use of the value that has been created and decide upon projects to be financed shortly • Continue the advocacy for GoGs ownership of GNWP also by showing pro-active commitment and support to implementing tasks and projects • Make active use of approaches and tools developed by GNWP that have the potential to be upscaled to the national level
5 MAs
Ga WestGa CentralGa SouthCape CoastElmina
• Use the WASH Master Plans (including the implementation and financing plans) as a starting point for activities. Do not be tempted to repeat the policy-making process again when new stakeholders or donors enter the arena. Make firm statements that this is your strategy and that you want to put all efforts in materialising it. Make smart use of the strategies and information in the Master Plan for other planning processes, such as the medium-term development plans • Be pro-active in following-up the (infrastructural and non-infrastructural) projects that have been developed in GNWP Phase I. Having no guarantee for financial resources at this moment, it is good to spot the interest of potential funders yourself. Make use of the fact that these projects are developed in detail and with quality (including feasibility studies and preliminary designs in the case of infrastructural projects) • Ensure that internal and external stakeholders of your MA know the contents and have easy access to GNWP documents (responsibility of coordination and planning unit). This will help to prevent the reinvention of the wheel, simply because information is lost or people do not know about it • Make active use of the approaches and tools developed as part of the implementation of Phase I (WASH in Schools, Behavioural Change, Training programmes). As an MA, you might see possibilities to continue with this using your own resources, knowing that implementation is at relatively low-cost when investments in tools and approaches have already been made.
Parties currently imple-menting GNWP projects
Ghana WASH Window and WASH Fund
• Make active use of the Really Simple Reporting (RSR) tool to update the society of the progress of your GNWP project. In this way, you will contribute to the success of the programme and the likelihood that other parties or financers want to be involved • Use the knowledge of parties involved in the preparatory phase and phase I of GNWP
NGOs and donor organ-isations active in WASH
• Regularly visit the website www.gnwp.nl to inform yourselves of ongoing activities and existing reports and studies, which can guide you in your own initiatives • Get acquainted with the 6 infrastructural projects and 5 non-infrastructural projects developed (documents are available) since you might have an interest to be involved as implementing partner or funder.
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Contact details GNWP TA phase IVisit www.GNWP.nl regularly to be informed about the latest news and programme developments.For questions or comments about the following GNWP Phase I activities, you may contact:
Contact
GNWP programme set-up and overall coordination Ole K. Jensen, Marjolein Lem or Jochem Schut
Behavioural Change: approaches used and activities implemented
Patrick Apoya or Michiel Verweij
Implementation of the Cape Coast Water Supply Project Jochem Schut
WASH Master Plans and Master Planning process Marjolein Lem
Capacity building: approaches used and activities implemented at MA and national level
Jeroen Wismans
Capacity building: approaches used and activities implemented at community level
Patrick Apoya or Michiel Verweij
WASH in Schools phase I Patrick Apoya or Michiel Verweij
6 Infrastructural projects developed for phase II Jochem Schut
5 non-infrastructural projects developed for phase II Marjolein Lem
GNWP website Diara Lô
Team leader
Ole Kaare Jensen [email protected] | 026 - 40 70 226
Witteveen+Bos
Peter Tienhooven [email protected] | +31 6 205 469 52
Fred de Bruijn [email protected] | +31 6 537 137 04
Jochem Schut [email protected] | 0574 95 61 33
+31 6 106 563 21
Office No. 122, Nii Bonnie Link, Dzorwulu, Accra, Telephone: +233 (0) 302 798 329
Berenschot
Fons de Zeeuw [email protected] | +31 6 121 409 35
Kim Geleynse [email protected] | +31 6 502 542 42
Marjolein Lem [email protected] | 0574 95 61 36
+31 6 553 648 21
Jeroen Wismans [email protected] | 026 602 80 12
+ 31 6 209 365 74
Diara Lô [email protected] | 0578 48 10 29 | +31 6 553 648 15
Office No. 122, Nii Bonnie Link, Dzorwulu, Accra, Telephone: +233 (0) 302 798 329
Simavi
Saskia Geling [email protected] | +31 6 448 521 08
Patrick Apoya [email protected] | 0244472784
Michiel Verweij [email protected] | +31 23 512 49 72
