National Sanitation Strategy 2010/11 - 2014/15

2. HIGH LEVEL STATEMENTS 20 2.1 Vision 20 2.2 Mission 20 2.3 Strategy 20 2.4 Target 20 2.5 Core Values 21 2.6 Slogan 21

3. KEY STRATEGIC ISSUES 22 3.1 Key Strategic Issues 22

4. STRATEGIC RESPONSE 23 4.1 General Strategic Approach 23 4.2 Delivery Process and Delivery Rate 23 4.3 Rural Approach 25 4.4 Urban Approach 25 4.5 Sanitation Systems and Selection 26 4.6 Subsidies 31 4.7 School Sanitation / Sanitation and Other Public Facilities 32

5. STRATEGIC THEMES AND OBJECTIVES 33 5.1 Strategic Themes 33 5.2 Strategic Objectives per Theme 34 5.3 Strategy Map 36

6. THE BALANCED SCORECARD 40 6.1 Balanced Scorecard Components 40 6.2 Performance Indicators and Targets 40 6.3 Initiatives and Project Management 40

7. COSTING AND BUDGETING 64

8. STRATEGY IMPLEMENTATION CONSIDERATIONS 69 8.1 Use of Local Structures for planning and coordination 69 8.2 Critical Success Factors 70 ANNEXURE A: ROLES AND RESPONSIBILITIES OF MAIN STAKEHOLDERS 71 ANNEXURE B: SANITATION DELIVERY PROCESS 75 ANNEXURE C: SANITATION PROJECT SELECTION CRITERIA 78 4 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Abbreviations and Acronyms Acc - Accountability (for Objective) AF - Action Fiche B - Beneficiaries BL - Baseline (for Targets) BoQ - Bill of Quantities BSC - Balanced Scorecard BTC - Build Together Committee (for BTP) BTP - Build Together Programme (Decentralised Housing Programme) CBHV - Community-based Hygiene Volunteer CBM - Community-based Management CBO - Community-based Organisation CDC - Constituency Development Committee CI - Continuous Improvement CLIP - Community Land Information Programme CLTS - Community-Led Total Sanitation C,O,M - Construction, Operation and Maintenance Com - Community Cons - Consultant Cont - Contractor Corps - Community Own Resource Persons (used by MoHSS) CSF - Critical Success Factor(s) CSHV - Community Sanitation and Health Volunteer CTQQ - Cost, Time, Quantity or Quality DCC - District Community Committee (used by MoHSS) DESS - Decentralised Sewerage System (Condominial) DRM - Directorate of Resource Management DRWS - Directorate of Rural Water Supply DWSSC - Directorate of Water Supply and Sanitation Coordination EC - European Commission EDF - European Development Fund EHI - Environmental Health Inspector (from MET or Resource Management in MAWF) EHP - Environmental Health Practitioner (in MoHSS) EIA - Environmental Impact Assessment EMAA - Environmental Management and Assessment Act EMIS - Education Management Information System EMP - Environmental Management Plan EO - DWSSC Extension Officer (for Rural Water Supply and Sanitation) EoI - Expression of Interest GRN - Government of the Republic of Namibia GTZ - Deutsche Gesellschaft für Technische Zusammenarbeit HR - Human Resource(s) HRD - Human Resource Development HRDC - Habitat Research and Development Centre HRDP - HRD Plan (Training and Development Plan) HRM - Human Resource Management H&S - Hygiene and Sanitation ICT - Information and Communication Technology IEC - Information, Education and Communication Sanitation for Improved Quality of Life and Key to Healthy Communities 5 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Insp - Inspector ito - In terms of I - Initiatives JAR - Joint Annual Review KAP - Knowledge, Awareness and Perception / Knowledge, Attitude and Practice (surveys) KM - Knowledge Management LA - Local Authority LADC - Local Authority Development Committee LC - Local Contractor LM - Line Ministry MAWF - Ministry of Agriculture, Water and Forestry MDG - Millennium Development Goal MER - Monitoring, Evaluation and Reporting MERRIL - Measure, Evaluate, Report, Reward, Improve and Learn (Performance Management) MET - Ministry of Environment and Tourism Mgt - Management MIS - Management Information System MICT - Ministry of Information and Communication Technology MoE - Ministry of Education MoF - Ministry of Finance MoHSS - Ministry of Health and Social Services MoJ - Ministry of Justice MLRS - Ministry of Lands and Resettlement MRLGHRD - Ministry of Regional and Local Government, Housing and Rural Development MTEF - Medium Term Expenditure Framework (3 years) MTP - Medium Term Plan (3 years) MWT - Ministry of Works and Transport NA - Not applicable NAO - National Authorising Officer NamWater - Namibian Water Corporation (Parastal for Bulk Water Supply) NCD - Non-communicable Disease NDP3 - National Development Plan 3 NGO - Non-Governmental Organisation NHAG - Namibian Housing Action Group NPC - National Planning Commission NQA - Namibian Qualifications Authority NR - Natural Resource(s) NRCS - Namibian Red Cross Society NSS - National Sanitation Strategy NTA - National Training Authority O - Objective ODFS - Open Defecation Free Status O&M - Operation and Maintenance O/M/A - Office/Ministry/Agency OPM - Office of the Prime Minister PA - Performance Agreement (for an Individual) PEMP - Performance and Effectiveness Management Programme PHAST - Participatory Hygiene and Sanitation Transformation 6 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 PI - Performance Indicator (same as Measure) PIF - Project Identification Form (submitted to NPC) PM - Project Management PMS - Performance Management System (of Namibia) Pol - Police PoN - Polytechnic of Namibia PPP - Public-Private Partnership Pr - Priority PRA - Participatory Rural Appraisal Priv - Private Sector PS - Permanent Secretary P/S - Private Sector Q - Quarter R - Rural RC - Regional Council R&D - Research and Development RDCC - Regional Development Coordination Committee Resp - Responsibility (for Initiatives) RPRP - Rural Poverty Reduction Programme RSHDP - Regional Sanitation and Hygiene Development Plan SADC - Southern African Development Community SARAR - Self-esteem, Associative Strength, Resourcefulness, Action Planning, Responsibility) SCBP - Sector Capacity Building Plan SDFN - Shack Dwellers Federation of Namibia SEA - Strategic Environmental Assessment S-E-E - Socio-Economic-Environmental SFA - Strategic Focus Area SH - Stakeholder SJO - Self/Jointly/Outsource SMART - Specific, Measurable, Agreed to, Realistic and Time-bound SME - Small and Medium Enterprises SP - Strategic Plan SPSP - Sector Policy Support Programme SWAp - Sector Wide Approach SWAP - Sector Wide Approach Programme (the Donor Sector Contribution) SWH - Sanitation, Water Supply and Health SWOT - Strength-Weakness-Opportunity-Threat TA - Traditional Authority Tbd - To be determined TCQQ - Time, Cost, Quality and/or Quantity TNA - Training Needs Assessment TP - Training Provider ToR - Terms of Reference ToT - Training of Trainers U - Urban UDS - Urine Diversion System UN - United Nations UNAM - University of Namibia UNICEF - United Nations Children Fund V2030 - Vision 2030 Sanitation for Improved Quality of Life and Key to Healthy Communities 7 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 VDC - Village Development Committee VIP - Ventilated Improved Pit WASH - Water, Sanitation and Hygiene WATSAN - Water Supply and Sanitation WASP - Water Supply and Sanitation Sector Policy (1993) WBS - Water-borne Sewerage System WDF - Water Development Forum WHO - World Health Organisation WPC - Water Point Committee WSASP - Water Supply and Sanitation Policy (2008) WSF - Water Supply and Sanitation Forum (at Central Level) wsf - Water Supply and Sanitation Forum (at Regional Level) WSS - Water Supply and Sanitation WWTP - Wastewater Treatment Plant The NSS was originally prepared in June 2009, with the assistance of ITALTREND, in Consortium with IAK, SOPEX, ADAS, HYDRO R&D, and MacAlister-Elliott and Partners under a finance agreement with the European Commission, under the EC Framework Contract Benef Lot 1 - Letter of Contract N°2008/171537/1 “Development of a Five-year National Strategy for Sanitation in Namibia”. In October 2009, the National Sanitation Strategy was approved by Cabinet. In April 2010, the NSS was reviewed, updated and amended by the Directorate Water Supply and Sanitation Coordination in anticipation of its formal launch by the Minister of Agriculture, Water and Forestry. 8 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 EXECUTIVE SUMMARY This strategic plan for the period 2010/11 to 2014/15 (from 1 April 2010) is a framework that outlines the approaches and activities that the Sanitation Sector intends to take in order to achieve sustainable success in the medium term. This Plan provides an integrated picture of where the Sanitation Sector is going over the next five years and serves as a communication vehicle for conveying its direction. It will be used to demonstrate its focus areas, objectives, projects and allocation of resources in response to its mandate and challenges. This strategic plan defines the Sanitation Sector’s strategic focus areas, objectives and initiatives for this period. It was compiled in close collaboration with the role players. Based on the Balanced Scorecard, the strategic plan forms the basis for performance management. The strategy workshops and stakeholder consultations took place during the first half of 2009. The Sanitation Sector Mission is: To provide, with minimal impact on the environment, acceptable, affordable and sustainable sanitation services for Namibian households.” The Sanitation Sector Vision is: “A healthy environment and improved quality of life by providing Sanitation services for urban and rural households.” The Core Values represent the non-negotiable style in which the Sanitation Sector will provide services. The Sanitation Sector will perform all its activities through the following core values: Integrity (comprising honesty, trust and transparency of the service providers); Commitment (to a shared responsibility to improve quality of life) and Collaboration (and communication at all levels for effective services delivery). Based on the identified key strategic issues, the strategic response was developed, including the general approach to sanitation and specific approaches for rural and urban areas. Overall, the strategy is flexible, considering the diversity in Namibia, improving both hygiene and sanitation, together with the communities and other stakeholders. If the Sanitation Sector wishes to achieve its vision, based on its mandate/mission, it has to perform in six Themes (or Strategic Focus Areas), viz.: Theme A: WATSAN Sector Coordination Theme B: Institutional Capacity Building Theme C: Community Education and Participation in Hygiene and Sanitation Theme D: Construction of Sanitation Systems Theme E: Operation and Maintenance, Performance Management and Enforcement Theme F: Socio-Economic-Environmental Outputs and Outcomes A total of 20 objectives were identified through the consultation process. The hypothesis is that if the Sanitation Sector follows this path, by achieving these 20 objectives within the six Themes, the Sector will realise its vision. The Sanitation Balanced Scorecard takes the strategy map and gives it more detail. It includes the following: • The 6 Themes • The 20 Objectives with their priorities and accountabilities • Performance Indicators (PIs) and Targets for each Objective • 186 individual initiatives with their priorities and responsibilities • Cost estimates of all initiatives (expected total cost over the 5-year period) • Scheduling of these initiatives over the 5-year period SMART objectives are achieved through initiatives or projects. Initiatives are defined as the current and future activities or projects the Sanitation Sector is engaged in to help ensure it meets or exceeds its performance targets, as stated in the PIs and Targets for each Objective. Initiatives drive strategic performance and are the means by which the Sanitation Sector will achieve its defined strategic objectives. The Sanitation Sector should apply its resources towards the highest value projects. The 186 initiatives supporting the 20 objectives, as described in the Scorecard, require resources – human, structural and financial. To ensure a realistic strategic plan, the required financial resources should be made Sanitation for Improved Quality of Life and Key to Healthy Communities 9 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 available. Should resources be lacking, initiatives indicated by Priority 1 should receive preference. The total required budget to implement all initiatives in the sanitation strategic plan is approximately N$1.64 billion over the five-year period, with an average of N$329 million per annum. Year 1 starts with N$245 million and increases to N$415 million in year 5, when increasing capacity should be able to absorb the increased funding. Total Strategic Budget 450,000 400,000 350,000 Costs [000s] 300,000 250,000 200,000 150,000 100,000 50,000 - Y1 Y2 Y3 Y4 Y5 Series1 245,440 284,143 345,628 354,728 414,728 Financial years N$ [000s] Y1 Y2 Y3 Y4 Y5 18,120 A 5,490 4,658 2,658 2,658 2,658 147,800 B 27,100 34,100 29,200 28,700 28,700 69,450 C 14,950 14,800 13,500 13,100 13,100 1,394,545 D 194,400 227,585 297,520 307,520 367,520 13,000 E 3,150 2,650 2,400 2,400 2,400 1,750 F 350 350 350 350 350 1,644,665 TOTAL 245,440 284,143 345,628 354,728 414,728 ‘Theme D: Construction of Sanitation Facilities’ requires 85% of the funding with the remaining softer/ developmental themes requiring the remaining 15%. Note that this massive 85% portion for construction/hard aspects is due to the 100% subsidy included in the scorecard and the assumption that the average unit cost/household in urban areas is N$20,000 and in rural areas N$6,000. It is unlikely that Government of the Republic of Namibia (GRN) can afford to pay N$1.64 billion to achieve this strategic plan. Therefore the Sanitation Vision and Sanitation Millenium Development Goals (MDGs) user/beneficiary contributions, together with development partner support, would be essential. Critical success factors for successful strategy execution are presented in this Plan. Without these critical building blocks in place, it would be difficult or impossible to successfully implement the strategic plan and achieve the stated vision and sanitation MDG. These CSFs include: Sector coordination; strong committed leadership at all levels; a proper change management process; capacitated structures; high performance culture based on a proper performance management system; sufficient financial resources for all strategic initiatives; safe hygiene and sanitation awareness campaigns and education programmes leading to behavioural change; community participation and buy-in and the effective communication of this sanitation strategy. 10 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

1. BACKGROUND AND INTRODUCTION 1.1 Background The need for potable water supplies and basic sanitation services in Namibia was identified at Independence as one of the major basic essential needs of which the Nation especially the people living in communal areas, had been deprived. Access to safe water for the rural population has increased from 43% in 1991 to 80% in 2001. Unfortunately sanitation coverage in rural areas has not progressed according to expectations. In 2009 only 13% of the rural population had access to improved sanitation whilst 61% of the urban population had access to improved sanitation. The first Water Supply and Sanitation Policy (WASP) was adopted in 1993. The WASP allocated the rural sanitation delivery function to the Ministry of Health and Social Services (MoHSS), with other stakeholders providing supplementary roles. As required according to WASP, the Directorate of Rural Water Supply (DRWS) was also established in the then Ministry of Agriculture, Water and Rural Development (now MAWF) to improve access to safe water for communities in rural, communal areas. The establishment of DRWS laid the foundation for the successful implementation of a dynamic strategy, known as Community Based Management (CBM). This strategy involved extensive user participation in water supply and management in the form of Water Point Associations (WPA), their representative Water Point Committees (WPC) and Local Water Associations (LWA) represented by Local Water Committees (LWC). The current Water Supply and Sanitation Policy (WSASP) of 2008 replaced the 1993 WASP policy. This first National Sanitation Strategy is based on this WSASP policy as well as the situational analysis conducted early in 2009. The situational analysis consisted of desk studies, extensive stakeholder consultations and sites visits. The situational analysis with the key strategic issues is presented in a separate report. The methodology used for strategy development is the Balanced Scorecard (BSC), adopted by the Government of the Republic of Namibia (GRN). The initial strategy workshop was held between 3 and 5 March 2009 with the final stakeholder workshop held on 18 June 2009. The process of preparing this strategic plan for sanitation was consultative with the involvement of the relevant sanitation sector stakeholders. 1.2 Situational Analysis The Situational Analysis Report forms the basis of this strategic plan. It assessed the current (March 2009) sanitation situation in Namibia. The key findings are summarised below. The National Demographic Health Survey conducted in Namibia in 2007 shows that 67% of the Namibian population do not have access to improved sanitation and practice open defecation. This represents 1.4 million people, mostly living in rural areas and in informal settlements around urban areas. To reach the Millennium Development Goals (MDGs) by 2015, it will be necessary to halve the sanitation gap. This represents 25,000 sanitation household facilities need to be provided annually. In urban areas (in all municipalities, towns and villages), 57.8% of the population and in rural areas 5.5 % of the population are connected to water-borne sewers. On-site sanitation systems (wet and dry) are not well developed and cover only a small percentage of the population. The majority of current sanitation systems in Namibia are water-borne sanitation. Shared toilets, which are not regarded as improved systems according to the WHO/UNICEF Joint Monitoring Programme definition, are used by 18% of the urban population. The budget allocated to the sanitation sub-sector has been insufficient for the needs of the Namibian population. Most sanitation facilities have been built through housing programmes. NGO involvement in the sub-sector is limited. The lack of coordination was identified as a major reason for the poor performance of the sub-sector. Six Ministries have been involved in sanitation. Large municipalities are mostly working independently and in isolation. The lack of interest in sanitation issues and the poor attendance of some Ministries at key meetings were observed during the preparation of the strategy. Sanitation for Improved Quality of Life and Key to Healthy Communities 11 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 There is a general lack of knowledge of sanitation issues at central, regional and local levels – in both the technical/hardware aspects and the softer/people/education/capacity building aspects. Smaller local authorities experience difficulties to properly manage their sanitation systems/wastewater treatment facilities. On-site sanitation and effluent reuse for irrigation are some of the areas that have not been well developed. Beneficiary/User involvement in the choice of sanitation systems and their construction, operation and maintenance is limited. This leads to sanitation facilities not being used, operated and maintained properly by beneficiaries. Various critical factors such as affordability levels are often not properly considered leading to beneficiaries, connected to sewer systems, who cannot pay for the water to flush their toilets, going back to open defecation / bush toilets. Sewer blockages are often observed due to the inappropriate use of toilets, e.g. too low quantities of water used for flushing and various objects thrown into flush toilets and sewer manholes. Sanitation tariffs vary considerably across the country. Subsidy mechanisms are not always transparent and are not sufficient to cover the costs of sanitation services. The level of subsidies allocated for construction is not harmonised. The promotion of safe hygiene practices is rarely included in sanitation projects. A national participatory approach for the promotion of behaviour change, based on appropriate educational materials and methods, has not been developed. Limited information on population knowledge, attitudes and practices linked to sanitation is available Regulations and national standards required for the protection of public health and environment are on the way to being finalised and need to be harmonised. Insufficient resources are available for proper enforcement. 1.3 Definitions • Sanitation: Interventions that improve the management (safe disposal or recycling) of human waste (including excreta and grey water), animal wastes and industrial effluent to promote human and environmental health. • Human excreta: human waste which is excreted from the body, such as urine and faeces. • Grey water (or sullage): is the dirty water that comes from washing in bathrooms and the kitchen. It can also be heavily contaminated, e.g. when washing the clothing and nappies of babies. • Sanitation System: Combination of different technical elements to create the best solution for a particular context. These interrelated and interacting components work as a coherent entity. A wide range of sanitation systems exist to properly and safely manage excreta. • Sanitation Facility: Physical visible top structure, including the connecting infrastructure services, space and equipment provided for a specific purpose, such as a toilet or group of toilets (ablution block). • Sanitation Cycle: Time-related process from disposal to effluent treatment, as shown in Figure 1. All these systems generally follow the human excreta management cycle, incl.: o disposal (user interface and storage) o collection o treatment (on-site or off-site) o transfer and o re-use (sludge or treated effluent) • Sanitation Option: The name of a sanitation system, consisting of the different technical elements of a system, e.g. a Ventilated Improved Pit (VIP) latrine, a Dehydration Toilet, an EcoSan Urine Diversion System (UDS) (dry systems) or a Centralised Water-Borne System (See Figure 11). Note that in one option such as a Water-Borne System there could be different types. 12 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Figure 1 is an example of a sanitation cycle in the case of an on-site sanitation pit latrine. Figure 1: Sanitation cycle • Sanitation Package: Combination of hard/technical elements and soft/non-technical/user elements, such as hygiene and sanitation education, awareness raising, water aspects and construction, operational and maintenance. Sometimes the package is referred to WASH – water, sanitation and hygiene. Sanitation cannot be managed in isolation from water supply, habitat, housing and the surrounding natural environment (see Figure 1). The sanitation package in this strategic plan therefore includes water, hygiene, solid and liquid waste the natural environment and the habitat/housing. This package is known as the Community-Led Total Sanitation Package (CLTS) see Figure 2. Figure 2: The Community-Led Total Sanitation Package Sanitation for Improved Quality of Life and Key to Healthy Communities 13 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 • Adequate Sanitation (United Nations Children Fund (UNICEF) definition): One improved sanitation facility per household where human excreta is safely separated from human contact. At school facilities adequate sanitation is defined as separate facilities for boys and girls with a maximum of 40-50 learners per toilet. Adequate sanitation in other institutional and public facilities will be defined differently. • Hygiene: Practices which are associated with ensuring good health, cleanliness and promoting quality of life (preventing illness). Key safe hygiene practices include the following: o Proper use of improved toilet facilities, stopping open defecation; o Hand washing with water and soap after using the toilet; o Safe disposal of children’s stools and hand washing with soap after handling children stools; o Protecting food against flies; o Proper storage of water in the home. The adoption of safe hygiene practices requires individuals to change behaviour. A wide range of participatory approaches and educational tools exist to help make change happen faster and more sustainable. The F-Diagram (Figure 3 below) shows how faeces of an infected individual are transmitted to the mouth of a new host through at least 5 major routes. These route should be blocked through primary barriers (e.g. toilet facility) and secondary barriers (e.g. hand washing). Therefore, only through both sanitation facilities and improved hygiene practices can health be improved. It also shows that individuals are only protected when whole communities work together to prevent the spread of infections. Figure 3: The F-Diagram of disease transmission and control (Wagner and Lanoix) • Sanitation Gap / Sanitation Coverage: Sanitation coverage is the indicator internationally used to measure the progress in achieving the Millennium Development Goals (MDGs). This indicator measures access to sanitation in terms of types of technology and affordability levels. The GRN uses the definition of the Joint Monitoring Programme for Water and Sanitation (UNICEF/World Health Organisation (WHO) which defines the access to adequate sanitation facilities as the percentage of the population using “improved” sanitation. Table 1 lists the improved and non-improved sanitation 14 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 systems. Excreta disposal systems are considered adequate if they are private (one per household) and if they separate human excreta from human contact. Improved sanitation facilities Non-improved facilities • Flush, pour flush to water-borne sewerage • Shared toilet (public and shared • Flush, pour flush to conservancy/septic tanks between households) • Flush, pour flush to pit latrine • Bucket • VIP latrines and pit latrine with slab • Pit latrine without slab/open pit • Composting toilet • Open defecation Table 1: Improved and Non-improved Systems Sanitation and hygiene improvement are also measured with the proportion of population adopting safe hygiene practices and the reduction of faecal - oral diseases. 1.4 Sanitation and Hygiene Benefits Improving safe excreta disposal and safe hygiene practices has a great health impact. But sanitation and hygiene is also more than health and environmental protection. Sanitation brings additional benefits such as: Social benefits: dignity; convenience; privacy; social prestige; security for women (women get assaulted when they go to the bush); increase in school enrolments for girls. Job creation: construction of individual latrines. Economic benefits: re-use of treated effluents for irrigation; re-use of bio solids (composted sludge) as fertiliser for agriculture; production of biogas as source of energy. 1.5 Water Supply and Sanitation Policy The current WSASP of 2008 replaces the policy of 1993. The WSASP policy principles can be summarised as follows:

1. Essential water supply and sanitation services should become available to all Namibians, and should be acceptable and accessible at a cost which is affordable to the country as a whole.

2. This equitable improvement of water supply and sanitation services should be achieved by the combined efforts of the government and the beneficiaries, based on community involvement and participation, the acceptance of a mutual responsibility and by outsourcing services where necessary and appropriate, under the control and supervision of government.

3. Communities should have the right, with due regard for environmental needs and the resources and information available, to determine which water and sanitation solutions and service levels are acceptable to them within the boundaries of the national guidelines. Beneficiaries should contribute towards the cost of the water and sanitation services they desire at increasing rates for standards of living exceeding the levels required for providing basic needs.

4. Environmentally sustainable development and efficient utilisation of the water resources of the country and environmentally sustainable development of sanitation services should be pursued in addressing the various needs, and should be strongly supported by information campaigns and continuous educational interventions at all levels.

5. Safe disposal of all human and other wastes, including animal waste and industrial effluent in an environmentally sustainable fashion. Sanitation for Improved Quality of Life and Key to Healthy Communities 15 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 WSASP recommends the following for strategy development: 1 The benefits of the provision of sanitation are promoted as a public good and include health, environment, energy generation (biogas) and food production (wastewater re-use and treated human excreta/animal waste re-use). 2 Technology options should be Accessible, Acceptable (social and cultural), Affordable, Environmentally Sustainable and Appropriate. 3 Full cost recovery is the general rule. In low income rural and urban areas, it is essential to recover at least the operational and maintenance costs with support from government subsidies or cross- subsidies amongst consumers. Subsidies for the poor and marginalised have to be allocated according to strict criteria and transparent mechanisms. 4 WSASP transfers the mandate for the coordination of the sanitation sub-sector to DWSSC in MAWF. A broad multi-sectoral forum for sector coordination (incl. health, water and sanitation) on the operational level is to be established to support DWSSC activities. WSASP also defines the roles and responsibilities of key stakeholders. 5 Human resource development (HRD) is a crucial element in the assumption of responsibilities and in the implementation of WSASP. Water Supply and Sanitation Strategies should ensure that human resources (HR) are developed to suit continuing and new requirements. Technical capacity and HRD, as well as arrangements for suitable technical support must be strongly promoted within Regional Councils and Local Authorities for implementation of Water Supply and Sanitation (WSS). 1.6 Water Sector Strategy Two other Strategic Plans (SPs) relate to this Sanitation SP. These are the Water Sector SP and the Ministry of Agriculture, Water and Forestry SP. The SP overlap is with illustrated diagramatically. Note that various stakeholders such as other Ministries, NamWater, Water Regional Councils and Local Authorities are involved (jointly and Sector SP Sanitation separately accountable and responsible) in sector SPs, but only Sector SP the MAWF is accountable for its own SP. These separate strategic plans have to be coordinated to improve efficiencies and create synergies. Structures (e.g. WSF, wsf MAWF forums and Regional Developement Coordination Committees SP (RDCCs), physical resources (e.g. offices, transport, equipment and technologies), systems and approaches (e.g. CBM) should be combined to create these benefits. The five-year Water Sector Strategic Plan for the period 2007/8 to 2011/12 was finalised in April 2007. This period is therefore not the same as for this Sanitation Strategic Plan which is from 2010/11 to 2014/15. The Water Sector spans various institutions, but falls under the control or authority of MAWF. The Water Development Forum (WDF) was established in 2005 to oversee the development of water in Namibia. For the purpose of this document, the water sector consists of four supply sub-sectors, viz. Irrigation, Rural Water, Urban-Industrial Water and Mining Water. Vision: “To have achieved equitable access to sufficient, appropriate, safe, sustainable and affordable water for all Namibian users for improved quality of life”. Mission: “To use and jointly manage water in an equitable, efficient and sustainable manner for optimum long term social and economic benefits for all users in Namibia” Values: “Sustainability (respect for sustainability of resources and institutions), teamwork and communication (we are in it together, for ever) and integrity - honesty, trust and transparency” The Water Sector strategy consists of seven themes and 34 objectives. The total amount required to realise all initiatives of the strategic plan over the five year period is almost N$5.5 billion, with an annual funding requirement of approximately N$1 billion. 16 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Two of the objectives in the Water Sector Strategic Plan refer to sanitation, viz. D3. Appropriate sanitation in rural areas (with total cost of initiatives under this objective N$100 million) E3. Appropriate sanitation in urban areas (with total cost of initiatives under this objective N$300 million) The total cost of N$400 million therefore belongs in this sanitation strategy. It is envisaged that a combined WATSAN strategy will be developed during 2011. 1.7 Sanitation Stakeholders The key sanitation stakeholders are depicted in Figure 4 below. Figure 4: Key Sanitation Stakeholders The Beneficiaries (Bs) or Users should actually be the main stakeholders and will be primarily responsible for sanitation. In urban areas LAs take the leading role in overall sanitation provision. Figure 5 below indicates the main stakeholders in Urban and Rural areas with the major contributions by Beneficiaries (B). RCs have overall responsibility for sanitation provision in proclaimed villages within their region. Figure 5: Responsibilities of Key Sanitation Stakeholders Sanitation for Improved Quality of Life and Key to Healthy Communities 17 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 1.8 Strategic Planning Methodology Strategic Planning, based on policy guidelines, starts with the present and moves the organisation (the sanitation sector in this case) to the future. Strategy asks four questions: “Where are we now?” (as done in the Situational Analysis) “Where do we want to be?” (as formulated in the Policy and Vision) “How do we want to get there?” (through Objectives and Initiatives) “How do we monitor our progress?” (based on the Scorecard) Figure 6 depicts the top down strategy formulation methodology, starting with the vision (considering mission and core values) and moving downwards with more and more detail. To realise the vision, strategic themes are firstly selected, based on the four Balanced Scorecard perspectives. These themes are the broad strategic areas to focus on. Then more detail per theme is added by means of objectives (O). Objectives are the specific desired results required in each theme. Finally, initiatives (I) are the practical activities or projects to be executed to achieve the objective. Details of the objectives and initiatives are presented in the balanced scorecard. The linking of the various objectives is done in a strategy map (or value creation map), a one page summary of the strategy. Figure 6: ‘Strategy Mind Map’ 18 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 1.9 Links with National High Level Statements Namibian Constitution The Constitution as the supreme law of the country provides guidelines which the Ministry must follow as stated in articles 95 (j), (l) and 100 which call for the maintenance of ecosystems, essential ecological processes, biological diversities of Namibia and the utilisation of living natural resources on sustainable basis for the benefit of all Namibians both present and future. Vision 2030 Vision 2030 provides a policy framework for long-term national development. The elements that are the essence of Vision 2030 are prosperity, harmony, peace and political stability. The Sanitation Sector has aligned itself with these and is committed to the overall goal of Vision 2030. Targets: In the Vision 2030 for Namibia, 100% sanitation coverage is foreseen by 2030. NDP 3 National Development Plan 3 (2007/2008 – 2011/12), with its main theme of Accelerated Economic Growth and Deepening Rural Development, is regarded as the first medium-term strategic implementing tool towards systematic achievement of Vision 2030. Targets: By 2012, national sanitation coverage should reach 65%, urban coverage: 92.6% and rural coverage: 50%. Millennium Development Goals (MDGs) GRN is committed to realising four (4) of the MDGs. These are as follows: • To eradicate extreme poverty and hunger • To promote gender equality and empower women • To ensure environmental sustainability • To develop a global partnership for development Targets: MDG target (Goal 7 and Target 7.C) is to halve by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation SWAPO Party Manifesto The SWAPO Party Election Manifesto (2004) clearly pledges the SWAPO Party Government’s commitment to building a vibrant economy and strengthening the productive sectors. The sanitation sector is associated with initiatives that address poverty reduction, job creation, SME development, civil service efficiency and the decentralisation of rural water and sanitation services. Sanitation for Improved Quality of Life and Key to Healthy Communities 19 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

2. HIGH LEVEL STATEMENTS 2.1 Vision “A healthy environment and improved quality of life, by providing Sanitation Services for urban and rural households and the wider community including industrial effluents.” 2.2 Mission To provide, with minimal impact on the environment, acceptable, affordable and sustainable sanitation services for Namibian households. 2.3 Strategy The implementation of this strategy should be done through sectoral coordination, integrated development and community based management with a Sector-Wide Approach in financial resource allocation. 2.4 Target To reach 66% of the Namibian population in 2015, by halving the proportion of people without adequate sustainable access to basic sanitation, reaching 57% coverage in rural and 80% in urban areas. Key indicators and targets a) Percentage of total population reached with general awareness and education campaigns = 90% in Year 5 b) Percentage of communities achieved specific sanitation capacities through training, incl. sanitation system options = 100% in Year 5 c) Percentage of population practicing safe hygiene behaviours, incl. hand washing and Open Defecation Free Status (ODFS) = to be determined d) Number of additional urban households with access to improved sanitation = 52,500 in Year 5; Number of additional rural households with access to improved sanitation = 97,500 in Year 5 (total + 150,000 sanitation facilities to be built) e) Sanitation coverage in rural areas = from 13% to 57%; Sanitation coverage in urban areas = from 57% to 80% f ) Percentage of public institutions with adequate sanitation facilities (incl. schools, hostels, border posts, clinics, shops and service stations) = 90% in Year 5 g) Number of sicknesses and deaths associated with diarrhea, compared to baseline = to be determined h) Percentage of households accepting and using the selected sanitation system = 90% (to be verified) i) Number of additional jobs created in the sanitation sector = 1400 in Year 5 j) % of sanitation systems constructed and operated according to environmental standards = 100% in Year 5. (Note: A harmonised set of WATSAN performance monitoring indicators has subsequently been developed taking account the suggestions above.) 20 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 2.5 Core Values The core values represent the non-negotiable style in which the Sanitation Sector will provide services. The Sanitation Sector will perform all its activities through the following core values: • Integrity comprising honesty, trust and transparency of the service providers. • Commitment to a shared responsibility to improve quality of life. • Collaboration and communication at all levels for effective services delivery. 2.6 Slogan Sanitation for Improved Quality of Life and Key to Healthy Communities Sanitation for Improved Quality of Life and Key to Healthy Communities 21 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

3. KEY STRATEGIC ISSUES 3.1 Key Strategic Issues The situational analysis (stakeholder analysis, external and internal analysis) revealed the major threats, opportunities, strengths and weaknesses faced by the Sanitation Sector today. From this, the key strategic issues were developed. These major issues of strategic importance are depicted in Figure 7 below. The scores in brackets indicate the magnitude of the issues, as agreed upon in the strategy workshop held on March 2009. The most important issue raised within each Theme and with the highest score is in bold. A maximum score of 4 translates as the most important issue. Figure 7: Summary of Key Strategic Issues H. SOCIO-ECONOMIC-ENVIRONMENTAL OUTCOMES

1. Environmental Outcomes: Polluted environment, environmental damage and degradation, no clear indicators (3.8)

2. Economic Outcomes: low affordability and access, limited job creation, reuse, income generation, cost recovery, sustainability (3.3)

3. Social Outcomes: Facilities backlog, low usage and satisfaction, water-borne disease, health problems , no clear indicators (3.8) G. OPERATION and MAINTENANCE, ENFORCEMENT and PERFORMANCE MANAGEMENT

1. No proper integrated IEC materials in mother tongue (3.3)

1. Poor operation and maintenance of sanitation facilities, low priority placed on maintenance (3.8)

2. Poor enforcement of regulations, standards, etc. (3.8)

3. Pollution of water and soils / environmental damage (4.0)

2. No proper integrated /health/water/san/housing training (3.7) D. COMMUNITY EDUCATION AND CAPACITY

4. No proper performance management (MERRIL) of integrated water-sanitation-health-housing-environment (3.5)

3. No clear understanding of tech options (3.5) F. CONSTRUCTION / PHYSICAL DEVELOPMENT

4. Perception of sanitation; Cultural barriers (3.2)

1. Large backlog in sanitation coverage – urban and rural (4.0) 4. Inappropriate solutions not properly functioning / used (3.5)

2. Lack of proper contractor database, certif, procurement (2.8) 5. Many public facilities, schools, hostels without proper sanitation (4.0)

5. Many houses in built in flooded areas (3.2)

3. Poor contract management - poor quality, late, over budget, poor inspections (3.2 ) 6. Poor condition and management of sewage treatment works (3.8)

6. No proper contractor training - limited construction capacity (1.3) E. COMMUNITY INVOLVEMENT IN SELECTION and PLANNING OF SOLUTIONS

7. Limited knowledge on policies, procedures, enforcement (2.5) 1. No proper community participation and buy-in in problem definition and solution development (3.5)

2. (No standard approach in community participation (PHAST, CLTS, etc.) (2.7)

8. No proper training in O&M and Performance Mgt (3.2)

3. Limited number of pilot projects with clear evaluation criteria (3.0)

4. High costs (Capital, O & M) and low affordability levels, making accessibility difficult; No proper standard subsidy system (3.8)

5. Limited application of skills in project initiation, planning, execution, controlling and close-out (Project Management) (2.8)

9. Media involvement in IEC (4.0)

6. Limited use of local resources (Human, Natural, Physical) and job creation (incl. PPPs) (2.7) B. CENTRAL CAPACITY (DWSSC and LMs) C. REGIONAL/LOCAL CAPACITY

1. Poor leadership commitment and support – for funding 1. Poor leadership commitment and support – for action/ and action (3.5) funds (3.8)

2. Staff and sanitation skills shortages (3.8) 2. Staff and sanitation skills shortages (3.8)

3. Shortage of equipment, offices, vehicles (3.8) 3. Shortage of equipment, offices, vehicles (3.8)

4. Inadequate or inappropriate funding (3.8) 4. Urbanisation / Influx – expanding informal areas (4.0)

5. Inappropriate DWSSC and LM structures (3.7) 5. Shortage/unavailability of water / long distances (3.2)

6. Political interference/directives (3.8) 6. Inadequate or inappropriate funding (4.0)

7. Decentralisation uncertainties (3.2) F. CONSTRUCTION / PHYSICAL DEVELOPMENT

1. Poor sanitation coordination amongst LMs (4.0) 5. Legislation and regulations not in place, harmonised and communicated (unclear SH roles and responsibilities) (WATSAN Forum not (3.7) (Clear guidelines / procedures not in place and communicated) yet functioning properly) (Poor knowledge sharing / 6. No proper coordination with and amongst regional/local structures (3.7) knowledge management) (Central, RC and LA Strategic Plans not coordinated – duplications/gaps)

2. No proper sanitation baseline data (3.3) 7. Performance Mgt (MERRIL) system and structures not in place (3.8)

3. Uncoordinated funding mechanisms (3.5) 8. Standard tariffs and national subsidy system not in place (3.2)

4. No proper Water/San/Health/Housing synergy (3.5) 9. No approved set of technical options with standards (3.5) 22 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

4. STRATEGIC RESPONSE In response to the identified key strategic issues (as listed in the previous section), the sanitation sector should develop an appropriate strategy to counter the challenges and grasp the development opportunities. Ultimately the sanitation sector should achieve the desired socio-economic and environmental outputs and outcomes if it wants to reach its vision. The strategic responses are presented in this section. The section includes the general strategic approaches and methodologies to be followed in executing the strategic plan. 4.1 General Strategic Approach The strategic approach is based on key principles and recommendations developed in the WSASP and also on lessons learnt from successful and unsuccessful sanitation projects in Namibia. The proposed approach for sanitation improvement in rural and urban communities in Namibia is based on the concept of the Hygiene Framework and includes four main components: 1 Enabling Environment An enabling environment will be obtained with the following: • adequate coordination mechanisms • clear roles and responsibilities for stakeholders • harmonised policies and regulations • adequate funding • transparent subsidy mechanism and harmonised tariff structure 2 Sustainable hygiene and sanitation behaviour changes Sustainable hygiene and behaviour changes will be obtained through strong communication and social mobilisation, associated with community participation in project cycle management and community awareness/education leading to demand creation for sanitation and for safe hygiene practices. National guideline on participatory approaches leading to behaviour changes and IEC materials are to be developed for rural areas and informal urban settlements. 3 A range of Sanitation Systems for all A set of improved sanitation systems adapted to the environmental and cultural context and affordability level of the beneficiaries will be developed. Beneficiaries should be able to make well informed choices to support the most appropriate sanitation systems matching their needs. 4.2 Delivery Process and Delivery Rate In the future, projects are implemented largely by RC and LA staff with technical support from Line Ministries, according to Ministerial Strategic Plans, national standards and regulations. Successful and sustainable sanitation projects can only be achieved through a multidisciplinary approach with good collaboration amongst the community/beneficiaries, the community mobiliser, community volunteer, environmental health officer, extension officer, health practitioner, water and sanitation engineer and town planners. A local structure composed of Rural Water Supply and Sanitation Extension Officers (EOs) will be a key enabler in implementing sanitation projects in rural communities. The number of EOs required will depend on sanitation needs in each Region. Depending on local conditions (e.g. settlement patterns) and available resources (e.g. vehicles) one EO could manage up to 10 projects in rural areas. In urban areas, LAs may need to set up multi-disciplinary teams with a minimum of two persons trained in the harder and softer sanitation issues for project implementation. Sanitation for Improved Quality of Life and Key to Healthy Communities 23 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Note that initially a more top down approach will be followed in the identification of projects, but as community capacities and participation improve, more responsibilities will incrementally be given to rural communities. The proposed initial sanitation delivery process is described in Annexure B with an illustration of the structure in Figure 8 below. LAs are more likely to develop a different delivery mechanism to suit the urban and economic development context. Figure 8: The Vision of a Possible Future Sanitation Delivery Structure Due to the critical importance of community participation and education together with capacity development within support stakeholder community, physical sanitation delivery/construction is expected to be slow initially but faster in years 4 and 5 of this strategic planning period. This is illustrated in Figure 9. Figure 9: Increasing sanitation delivery 24 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 4.3 Rural Approach In rural areas, the CLTS approach (Community-Led Total Sanitation) could be one of the approaches used in future, but it should first be tested/piloted along with other approaches in Namibia before wider collective adoption by the WATSAN Forum. Testing, monitoring and evaluating the community participation approaches as well as technical options must be built into the operational programmes required for rural and urban areas. CLTS focuses on igniting a change in hygiene and sanitation behaviour rather than constructing toilets. It uses a process of social awakening that is stimulated by facilitators from within or outside the community. This approach may well be adopted in communities practicing open defecation and with no traditional habits of using toilets. CLTS is an integrated and flexible approach to achieving and sustaining Open Defecation Free Status in communities. Open Defecation Free Status can be obtained with or without constructing individual toilets. Sanitation coverage (or number of sanitation facilities built) is therefore not the main performance indicator. The number of Open Defecation Free Status communities and percentage of people having adopted safe hygiene practices will be the most appropriate indicators. CLTS concentrates on the whole community rather than on individual behaviour. Emphasis is placed on the collective benefit from stopping open defecation through community cooperation and solidarity. Together people decide how to end open defecation and create a clean and hygienic environment that improves everyone’s health. CLTS is an integrated approach, including the hygienic use of toilets, washing of hands with water and soap before preparing food and eating, after using the toilet, after contact with babies’ faeces, or birds and animals, handling of food and water in a hygienic manner and safe disposal of animal and domestic waste to create a clean and safe environment. CLTS avoids up-front hardware/construction subsidies but may instead provide rewards when Open Defecation Free Status is achieved. Community based hygiene volunteers (CBHV), selected by the community, play a leading role in facilitating and sustaining change over time. After successfully implementing sanitation projects in their own community, these CBHVs could become CLTS external facilitators to neighbouring communities. 4.4 Urban Approach Local authorities are responsible for the provision of sanitation within their areas of jurisdiction. This includes both urban and rural communities. All proclaimed municipalities, towns and villages within a Region should be part of the development of a Regional Sanitation and Hygiene Development Plan (RSHDP). These plans will prioritise the sanitation strategy for the next 5 years in each region and include formal and informal areas, considering land tenure, general infrastructure and housing developments. The RSHDP consider details such as C,O,M costs, proposed user contributions, tariffs and cost recovery. The process should be participatory and involve key stakeholders (ministries, regional councils, RDCCs, traditional leaders, NGOs, CBOs, Users and the Private Sector). It should include sanitation provision for all types of total waste arisings from households, farms, industries, institutional toilets and hygiene promotion. This approach should include the following main objectives: 1) Establishment of baseline data of the existing sanitation and hygiene situation prevailing both in formal and informal rural and urban settlements and in institutions, including the identification of constraints and gaps. The assessment will cover environmental, institutional, social and financial aspects. 2) Development of the most appropriate (affordable and sustainable) solutions through stakeholder Sanitation for Improved Quality of Life and Key to Healthy Communities 25 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 involvement and mobilisation (especially the users) in the overall planning process for ownership of the selected systems and hygiene promotion interventions. Additional environmental studies (soil characteristics and ground water studies) may be required to define the best appropriate system. 3) Strengthening of implementing organisations capacity in terms of planning and selection of appropriate sanitation systems and hygiene promotion interventions. The document should include a local capacity enhancement plan to ensure successful implementation. 4) Harmonisation of sanitation approaches - in formal and informal areas - for better support by regional and local authorities Projects identified in the RSHDP will be partly financed through the budget of this National Sanitation Strategic Plan. MRLGHRD supported by DWSSC and the WATSAN Forums will be accountable to ensure the proper development of these RSHDPs. The RSHDP methodology should first be developed and tested in say two local authorities with expertise in strategic planning, sanitation and health/hygiene. Once the methodology has been finalised and approved, the process could be repeated for all LAs. The CLIP (Community Land Information Programme) is an example of an existing programme which may be explored to implement the sanitation strategy in urban areas once the programme has been fully evaluated. CLIP is a national initiative of the SDFN (Shack Dwellers Federation of Namibia) to gather and report socio- economic information of informal/shack dwellers in all urban areas. These profiles of Namibian informal settlements are valuable in developing these RSHDPs. The established community structures of the SDFN nationwide further provide ideal forums for hygiene and sanitation education and project planning. In this way communities can play active roles in their own development while their own capacities are being built in collaboration with local, regional and national authorities and other support organisations. Communities are in this way involved in establishing/defining their own baselines, including their hygiene and sanitation needs/gaps. CLIP involves the following main activities: • Complete enumeration/mapping of all informal settlements; • Determine socio-economic status, including ability to pay for sanitation ; • Participatory planning with professionals, authorities and communities – based on actual surveyed data; discussing development options based on local conditions such as affordability; physical planning based on socio-economic situation, local resource mobilisation. Experiences from upgrading projects should be shared for learning. Pilot projects or demonstration units in urban areas should play an integral part of the urban approach. This will promote community education, acceptance and buy-in from the planning stage. 4.5 Sanitation Systems and Selection WSASP clearly states that: “Communities should have the right, with due regard for environmental needs and the resources and information available, to determine which water supply and sanitation solutions and service levels are acceptable to them within the boundaries of the national guideline”. This responsibility refers primarily to rural communities who will focus particularly on household sanitation. In this case, rural communities will always need to be guided and supported by a team of experts who can help them through the optioneering, decision making process. A range of sanitation systems should therefore be made available. The limited range of sanitation systems currently used and available in Namibia does not satisfy the population needs. New sanitation systems are being tested by HDRC, but are not yet promoted and used on a wider scale. Table 2 below shows the main sanitation systems in use in Namibia (in bold), together with some systems being tested by HRDC (in italics). Some systems still need to be tested (as indicated by an asterisk *) 26 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Sanitation systems Centralised systems Group and Individual On-site systems • Conventional water-borne • Septic tanks and drains system sewerage system and • Conservatory tank treatment facilities • Pour flush toilet* Wet systems • Vacuum / small bore • DESS sewerage system and • Community water supply and sanitation treatment facilities blocks • Biogas • VIP toilet • Dehydration toilet (Enviroloo, Otjitoilet, UDS) Dry systems • EcoSan toilet* • Composting toilets • Enviroflush-type system* Table 2: Sanitation systems tested or in use in Namibia In rural areas, waterless sanitation systems would mostly be used. They offer low C,O,M costs but further work is required to give guidance to different target groups. Options will range from the Cat method (dig and bury) to VIP toilets (that are moved when the pit is full), Dehydration toilets (where dry waste could be buried), EcoSan toilets (where waste and urine can be used as fertilisers and for biogas production). Superstructures should be constructed with local materials as far as possible (matching the local habitat) by local artisans (Users/SMEs) to reduce construction costs. Product manufacturers are often able to help users to design their own solutions as long as they are safe and separate human excreta from human contact. In urban areas, both wet systems and waterless systems would be used. The choice of technology in urban areas is far more complicated often because existing sanitation systems are already in place. However, only when sufficient water (70 l/p/d) is both available and affordable, when electricity is available and reliable with supporting technical skills, then a water-borne centralised system maybe appropriate. In other circumstances, alternative systems should be considered. Decentralised sewerage or condominial systems (for groups of houses connected to the water-borne sewerage system by one collective pipe) may offer lower cost solutions. For individual houses too far from a sewer system, and depending on soil conditions, a septic tank with drains is an acceptable step towards a centralised approach. When water is available at household level, but high quantities of water for flushing toilets are unaffordable, a centralised vacuum system could be considered. Vacuum systems rely on a high standard of construction for operational effectiveness. Individual pour flush toilets connected to pits are also possible solutions. In all cases, proper evaluation of local conditions needs to be conducted to arrive at the most appropriate sanitation system. In many instances, a combination of wet and dry systems will be adopted as a staged approach to a planned development with different service standards offered. All wet systems produce large quantities of sludge that need to be pumped, transported, treated and safely disposed of. These are characterised by high C,O,M costs. Waterless systems, such as dehydration toilets (e.g. the Otjitoilet) can also be installed (within or as separate buildings) in urban areas. They are characterised by medium to high capital cost but negligable O&M costs. They are specifically convenient for low income groups with no access to running water or there are Sanitation for Improved Quality of Life and Key to Healthy Communities 27 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 uncertainties about affordability or long term settlement. The removal of dry waste can be organised by local authorities or by service providers/SMEs. Shared toilets between three to four families is also a solution frequently used in urban areas for next stage low income populations although it is not considered as an improved system (the shared toilet approach should be considered as a transitory option). VIP toilets are a popular choice used in urban areas particularly in the northern regions of Namibia (e.g. in Oshakati) and pits are emptied on a regular basis. An adequate desludging system must be set up and controlled to avoid indiscriminate sludge disposal and environmental contamination. For certain informal settlements, the provision of waterless and shared toilets is an appropriate solution, and as a guide the number of people using one toilet should not exceed 20. Reception areas should be equipped with public/shared toilets. Institutional latrines may be waterless or wet systems - connected or not connected to a centralised system. In all cases, a maintenance system should be set up to ensure toilet cleanliness and reduce the incidence of vandalism. There should also be a system set up to fund the provision for toilet paper, water and soap. Research and Development The provision of water supplies and total sanitation facilities and systems should always be considered together. The prevailing scarce water resources in Namibia, poor access to running water in rural areas and the large percentage of the population living in vulnerable conditions in informal settlements requires an accelerated research and development programme of dry sanitation systems and more affordable solutions to facilitate increased access to sanitation for all and drastically reduce open defecation. Designers should consider that systems could be upgraded over time when income levels increase. Funds should be allocated to support many aspects of research and development. For example: • Should publicly accessible water supplies and sanitation systems be constructed together in informal settlements. How should hand washing facilities be designed? • Methodologies developed to choose technologies in many different applications; • Self help guides and drawings readily made for individual households • Finalise testing of existing sanitation systems currently in use in Namibia (specifically to evaluate the sanitary risks of sludge from dry systems); • Low cost sanitation systems (use of local materials matching the habitat), biogas production, EcoSan and re-use of excreta, urine and treated effluent; • Systems for difficult physical and environmental circumstances (e.g. flooded areas or hard rock hilly areas); • Testing of all new imported sanitation products and systems to met specification standards (e.g. Enviroflush toilet); • Household water use to measure changes in water demand behaviours. • Design of integrated “potable” supply and “grey water” use/disposal systems; • Integrated hand washing and toilet systems particularly in schools, hostels and health clinics. Research and development (R&D) should be followed up with the development of technical guidelines, promotional material informing beneficiaries on advantages and disadvantages, O&M requirements (incl. Solid and liquid waste management) and C,O,M costs of each system. Construction of sanitation facilities – public-private partnership (PPPs) The involvement of local artisans (Users/SMEs) trained in sanitation facility construction and marketing (e.g. at the Sani Centre where slabs and seats are built by local artisans and sold to households) should be encouraged to rapidly build capacity at community level, to create employment and satisfy demand. Alterative, sustainable systems of developing capacity should be promoted and tried out in different local market conditions. All systems depend on various factors which need to be evaluated in detail in different Namibian contexts. 28 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 These factors or selection criteria are depicted in Figure 10. They maybe grouped in 5 categories, viz.

1. Environmental Conditions

2. Affordability

3. Cultural and social aspects

4. Technical appropriateness

5. Income generation Figure 10: Sanitation System Selection Criteria Figure 11 serves as a possible rapid guideline for the selection of the most appropriate sanitation option. More environmental criteria, e.g., could be added. These provisional nine options presented will need to be expanded in future. The rapid guideline is not a substitute for a detailed optioneering study that will be necessary particularly in urban areas where investment has already been made in existing water supply and total sanitation facilities through CLTS. In such cases, environmental impact assessments will be required before communities can participate in reaching the preferred option. All nine of these provisional options could be appropriate in urban and rural areas. Note that the development of detailed sanitation options and a detailed selection guideline forms part of the strategic initiatives of this strategic plan. It is recommended that a guidance document should be developed (Initiative A3.4) based on the selection criteria based on the incremental approach to service provision that is underway in some areas in Namibia. Sanitation for Improved Quality of Life and Key to Healthy Communities 29 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Figure 11: Guideline to the selection of appropriate sanitation options 30 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 4.6 Subsidies Full cost recovery will be regarded as the general rule. In both urban and rural areas users should be able to afford the C,O,M costs of the selected options for sustainability. Water Supply and Total Sanitation subsidies must be considered together. Only capital costs may be subsidised through targeted subsidies from central, regional or local government or through cross-subsidisation amongst users. Table 3 below presents a possible broad subsidy approach. Urban covers proclaimed, declared and planned settlements. Rural settlements are in comunal areas. URBAN RURAL Centralised On site On site COSTS MRLGHRD, MRLGHRD, DWSSC, Users Users Users LAs, RCs LAs, RCs MLR None or None or None or Capital Contribution some Contribution some Contribution some contribution contribution contribution Operation (water consumption, 100% 0% 100% 0% 100% 0% tariff, service provider) Maintenance (tariff, service 100% 0% 100% 0% 100% 0% provider) Table 3: Broad subsidy approach The implementation of targeted subsidies requires strict beneficiary selection criteria, transparent subsidy allocation, control mechanisms and sufficient budget allocation for the whole implementation period. Subsidies should address a well-defined objective which could be: • Option 1: to encourage low income families to acquire their own toilet facility. Criteria used to identify beneficiary households are related to income level, e.g. the loan criteria in the Build Together Programme (In general this scheme only applies to urban communities). • Option 2: to promote a specific type of sanitation system. Here subsidies are allocated for the construction of dry sanitation systems only. This option is in line with WSASP and addresses the specific need of the low income population in urban and rural areas who do not have access to running water and/or have the ability to pay. Subsidies could be given in the form of physical materials (slabs, seats, bags of cement, etc.) to individuals or to community groups. • Option 3: to support households living in difficult environmental conditions where construction costs are higher than the average “normal” costs. Again clear criteria have to be identified for the allocation of these subsidies. Subsidies should preferably not be given up-front, but as a reward (e.g. after completion of toilets, for achieving Open Defecation Free Status or being awarded as the prize for the cleanest school). Alternatives to subsidies are the establishment of appropriate financing services such as the ones already in use in the housing sector in Namibia: Build Together Programme: The BTP is an established and well functioning decentralised programme for housing provision nationally. MRLGHRD is overseeing the programme managed by RCs and LAs. Subsidised loans are provided to approved beneficiaries earning less than N$2000/m for the upgrading of infrastructure services (incl. sanitation) and housing. The BTP could become the main subsidy vehicle for urban low income households. For the urban poor not qualifying for BTP loans, Group Saving Schemes (e.g. of SDFN) could be valuable Sanitation for Improved Quality of Life and Key to Healthy Communities 31 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 to contribute to sanitation facilities, as part of general housing provision. Individual loans and family/relative support could further enhance access to improved sanitation facilities for low income groups. For those who cannot pay, assistance should be given in a transparent manner by the authority responsible for social services and welfare. Institutional toilets, public toilets in reception areas and toilets built in emergency situations are normally covered by individual Ministry budgets, serviced by MWT. Unfortunately, facilities are not always designed to meet current standards, nor are they operated and maintained efficiently. 4.7 School Sanitation / Sanitation and Other Public Facilities Promotion of sanitation facilities and safe hygiene practices should not be limited to households but should also be implemented in schools and school hostels. According to the 2009 MoE report, 370 new sanitation facilities have to be built to clear the sanitation backlog in schools. The estimated number required by 2015 has still to be assessed. Improved sanitation at schools is not just about construction of new sanitation facilities. It should consider: • Rehabilitation of existing facilities; • Maintaining a clean and safe environment; • Ensuring boys and girls (and staff ) have access to separate toilets; • Providing hand washing facilities with water and soap in the most appropriate locations; • Providing toilet paper; • Ensuring learners comply with all national health and hygiene standards. In some remote areas, the sustainable provision of water supplies and disposal of liquid and solid waste can be a major challenge. Teachers, parent-teacher associations and children themselves should be promoting changed behaviours. Hygiene promotion and education are not currently sufficient to achieve the required behavioural change. The development and piloting of initiatives such a Health Club where learners, teachers and parents are mobilised, is a key component of the sanitation strategy. Other high priority public institutions and buildings needed similar commitments to be made for safe water supplies and sanitation provision by the relevant line Ministries, for example, Health Clinics. 32 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

5. STRATEGIC THEMES AND OBJECTIVES 5.1 Strategic Themes The Sanitation Sector, in order to achieve its vision, based on its mandate, key strategic issues and strategic response, has to perform in 6 Themes (or Strategic Focus Areas). Figure 12 on the following page illustrates the 4 BSC perspectives and 6 Themes. Strategy maps describe a model of value creation through cause-and-effect linkages among the strategic objectives in the four Balanced Scorecard perspectives (Learning and Growth perspective, Financial perspective, Internal Processes perspective and Customer perspective). By using strategic themes as the building blocks of strategy maps, organisations can clarify their strategic message and simplify decision making, governance and other strategy execution tasks. A strategic theme is a subset of the overall strategy consisting of a distinct set of related strategic objectives. Themes provide clarity to the strategy by clustering a strategy map’s multiple objectives into a number of value- creating components. The sanitation sector believes that it will realise its vision when focusing on 6 Themes. These six themes comprise the main components of the balanced ‘Sanitation House’ as depicted in Figure 12. These six themes or building components to be put in place, starting from the bottom, are: THEME A: WATSAN SECTOR COORDINATION This communication theme includes the building of good relations and partnerships in the Water Supply and Sanitation Sector and represents the required relational resources. It includes coordination at central/ national and regional levels. This theme is part of the BSC perspective of “Learning and Growth” and could be regarded as the foundation of the sanitation strategy. THEME B: INSTITUTIONAL CAPACITY BUILDING In this theme capacity is built in central, regional and local government structure to properly manage sanitation. Capacity is built by putting the various resources in place, viz. human, physical, structural and monetary resources. This is part of the BSC perspectives of “Learning and Growth” as well as “Financial”. This theme is built on the foundation of Theme A and could be regarded as the floor of the ‘Sanitation House’. THEME C: COMMUNITY EDUCATION and PARTICIPATION IN HYGIENE and SANITATION This theme is one of three themes in the BSC perspective of “Internal Processes” and build on Themes A and B. Here the local community (in addition to the officials and councillors) is being educated in all hygiene and sanitation related aspects through effective community participation. Based on proper participation and education, well informed and appropriate sanitation choices can be made by local communities and planning can start. This theme could be regarded as the bottom wall of the ‘Sanitation House’. THEME D: CONSTRUCTION OF SANITATION SYSTEMS In this theme the physical development or construction of sanitation facilities and systems take place with maximum use of local resources (human, physical, etc.). It is also part of the BSC perspective of “Internal Processes”. This theme could be regarded as the middle wall of the ‘Sanitation House’. THEME E: OPERATION and MAINTENANCE, PERFORMANCE MANAGEMENT and ENFORCEMENT Built on Theme D, this is also part of the BSC perspective of “Internal Processes” and covers the proper operation and maintenance of sanitation facilities and systems as well as performance management and enforcement of all policies, legislation, regulations, standards, procedures and other requirements. This theme could be regarded as the top wall of the ‘Sanitation House’. Sanitation for Improved Quality of Life and Key to Healthy Communities 33 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 THEME F: SOCIO-ECONOMIC-ENVIRONMENTAL OUTPUTS & OUTCOMES This last strategic theme reflects the desired hygiene and sanitation outputs and outcomes. These are achieved as a result of performance in the foundation, floor and walls of the ‘Sanitation House’. This “Customer or Citizen Perspective” includes the desired social, economic and environmental outputs and outcomes/impacts the sanitation sector needs to make towards achieving its vision. This theme could be regarded as the roof of the ‘Sanitation House’. So the ‘Sanitation House’ consists of a foundation (Theme A), floor (Theme B), lower wall (Theme C), middle wall (Theme D), top wall (Theme E) and roof (Theme F). The hypothesis is that if these themes or house components are put in place, from bottom up, the ‘Sanitation House’ will be successful and sustainable, reaching the vision (sun). The relation between these six themes and the four traditional Balanced Scorecard (BSC) perspectives are shown on the left of the ‘House’. Figure 12: The 6 Strategic Focus Areas and 4 BSC Perspectives 5.2 Strategic Objectives per Theme The strategic objectives are the essential building blocks or value creators in the six Themes. Where the Themes represented the main building components of the ‘Sanitation House’, the objectives can be regarded as the building blocks/bricks in each component or Theme. Objectives are often referred to as value drivers and are arranged in a lead-lag relationship in Figure 13, called the strategy map. The twenty (20) strategic objectives selected in the national stakeholder workshop and follow-up consultations are listed below. It is believed that all 20 building blocks are required and need to be put in place in the five year period to achieve a successful and sustainable ‘Sanitation House’ reaching its vision (‘sun’). 34 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 (Note that these objectives are made ‘SMART’ (Specific, Measurable, Agreed to, Realistic and Time-bound) in the scorecards through measures and targets.) THEME A: WATSAN SECTOR COORDINATION A1. Improved Coordination amongst all Sanitation Stakeholders at Central, Regional and Local Levels – including horizontal cooperation and coordination of all LMs at central level through the WSF, horizontal cooperation and coordination of all stakeholders on regional and local level, as well as the vertical coordination between national, regional and local levels. A2. Legislative and Regulatory Frameworks Developed, Harmonised and Communicated – all laws and regulations related to sanitation (incl. water, health, environment and hygiene) and decentralisation, based on gap analysis; regulations related to health and environmental protection are harmonised, and developed, and a transparent and equitable sanitation tariff and subsidy system is established, harmonised with equivalent water supply systems. A3. Developed Set of Technical Sanitation Guidelines, incl. Options with BoQs, Specifications, Standards, Application Areas and C,O,M Costs - the range of acceptable sanitation systems (say 8-10 options), from VIPs to WBSs. New improved sanitation systems are explored and a large range of options including grey water disposal facilities and hand washing facilities that match population needs and affordability is developed. Technical guidelines and comprehensive information documents are made available A4. Appropriate Performance Management System and Structures in Place, based on Proper Baselines – a PMS based on this sanitation strategic plan (especially the scorecard), including all MERRIL elements (Measure, Evaluate, Report, Reward, Improve and Learn) and taking account of the PMSs already in place. THEME B: INSTITUTIONAL CAPACITY BUILDING B1. Strong Leadership Commitment and Support at Central, Regional and Local Levels – committed political and executive leaders are required, with solid knowledge of hygiene and sanitation, approving and allocating required resources to the sector, acting as project champions and sponsors. Leaders are mobilised on sanitation issues through advocacy and effective information and communication. B2. Sufficient and Competent Staff in Place at Central, Regional and Local Levels – sufficient staff are appointed at all levels (based on a proper sanitation staffing needs assessment) and trained according to training needs assessments and HR development plans, specifically at DWSSC, MoHSS, MRLGHRD, RCs and LAs; competency defined as skills, experience and attitude. Required skills will be determined by a labour supply and demand forecast, qualifications and training needs assessment and should include both hard and soft aspects. B3. Sufficient Physical Resources Provided at Central, Regional and Local Levels – including vehicles, offices, furniture, equipment, tools and materials, at all levels, based on needs assessments. B4. Sufficient Sanitation Sector Funding – sufficient and available funding for the execution of all initiatives in this sanitation strategic plan. Project proposals are developed, funding sources identified and funding allocated according to strict criteria THEME C: COMMUNITY EDUCATION and PARTICIPATION IN HYGIENE and SANITATION C1. Behavioural Change through Effective and Integrated Community Awareness, Education and Training in Sanitation – this is the first building block in the Internal Processes perspective. Here the general public as well as project communities are educated and trained from basic to more detailed aspects of hygiene and sanitation. IEC materials are developed and community trained on sanitation and management issues. Change in behaviour comes from assessing and learning from local conditions and perceiving the gaps/needs in hygiene and sanitation. C2. Effective Community Participation and Buy-in - participatory methods for hygiene behaviour changes are developed and implemented. Beneficiaries are involved in project cycle management, from defining of needs to developing of sanitation solutions. This goes hand in hand with the previous objective. Community structures are consulted on a regular basis to reach agreement on the nature and extent of the sanitation gap and on the most appropriate sanitation solution(s) for each project Sanitation for Improved Quality of Life and Key to Healthy Communities 35 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 area. Pilot projects enhance learning and participation. Signed project contracts between the RCs/ LAs and communities should demonstrate the required buy-in and commitment for action. C3. Local Practical Skills in Construction, Operation and Maintenance of all Sanitation Facilities – training is targeted on the local project communities to transfer practical skills required during the whole project lifecycle. The focus is on the beneficiaries, with support to local contractors/artisans. Local capacity development should be encouraged to rapidly build capacity at community level, to create employment and satisfy demand. Alterative, sustainable systems of developing capacity should be promoted and tried out in different local market conditions. THEME D: CONSTRUCTION OF SANITATION SYSTEMS D1. Maximum Use of Local Resources – building on Theme C, the locally identified resources (labour, contractors, suppliers, materials, etc.) can be maximised by planning and designing them into the projects. D2. Improved Sanitation Coverage – the construction or physical development of sanitation facilities / systems countrywide in rural and urban areas - at residential, educational, health, commercial and other public sites, according to national standards and guidelines promoted through the WSF. D3. Improved Functioning of water-borne Sanitation Systems – for the many WBSs not properly functioning in the urban areas, improving the operation and maintenance of sewerage systems and treatment works with their oxidation ponds. LA capacity for the selection, construction and proper management of water-borne sewerage and treatment works are strengthened. THEME E: OPERATION and MAINTENANCE, PERFORMANCE MANAGEMENT AND ENFORCEMENT E1. Efficient Operation and Maintenance of all Sanitation Facilities, based on clear guidelines – new and existing sanitation systems need to be well operated and maintained, firstly by the beneficiaries and secondly by the RC/LA with contractor support. E2. Functional Performance Management (MERRIL) – Measurement, Evaluation, Reporting, Rewarding, Improvement and Learning taking place on a continued basis, but formalised at least quarterly through the WSF, enabling the WSF to know the progress it is making towards achieving each objective and its overall vision. E3. Enforcement of Standards and Regulations for Compliance – legislation, regulations and required standards formulated and communicated are now enforced through regular and proper inspections. Resources are available to conduct these required inspections and to enforce compliance. All LMs, RCs and LAs have roles to play in monitoring and enforcement. THEME F: SOCIO-ECONOMIC-ENVIRONMENTAL OUTPUTS AND OUTCOMES Indicators are collected on regular basis to assess projects outputs and outcomes. F1. Social Improvements – improved health and quality of life due to improved hygiene and sanitation F2. Economic Improvements – improved job creation, income generation and cost recovery due to improved and expanded sanitation F3. Environmental Improvements – protection and improvement of the natural environment due to improved hygiene and sanitation and conformance to environmental standards. 5.3 Strategy Map The strategy map is a one page summary of the strategy, linking all objectives in the different themes. The Themes and Objectives are linked towards achieving the national sanitation vision as illustrated in Figure 13. The strategy map shows how the 20 objectives (or essential building blocks) are dependent on one another (leading and lagging value drivers and indicators) over the six different themes. This chain of causes and effects is created that is believed to lead to the desired outcome (a hypothesis). The strategy map is sometimes called a ‘value creation map’ or ‘success map’. Figure 14 depicts the key accountabilities and responsibilities per objective. Table 4 clarifies the roles and responsibilities of only the main sanitation stakeholders with relation to the strategic themes and objectives. R refers to Rural and U to Urban. 36 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Figure 13: Sanitation strategy map Sanitation for Improved Quality of Life and Key to Healthy Communities 37 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Figure 14: Key accountabilities and responsibilities per objective 38 Sanitation for Improved Quality of Life and Key to Healthy Communities RESPONSIBILITIES TABLE 4: RESPONSIBILITIES OF KEY SANITATION RC/ COMMENTS ON GENERAL ROLES and DWSSC MoHSS MRLGHRD STAKEHOLDERS LA RESPONSIBILITIES F1. Social Improvements RU DWSSC: Maximise sector SEE Outputs and SEE F2. Economic Improvements RU Impacts through optimum contributions from all Outputs sector stakeholders F3. Environmental Improvements RU E1. Efficient Operation and Maintenance of all Sanitation DWSSC: Overall Performance Management - directly R, RU RU overall R&U Facilities, based on clear guidelines O&M, Perf Mgt, MoHSS and DRM: Regulation and enforcement of E2. Functional Performance Management (MERRIL). RU health and water quality requirements MRLGHRD: U WatSan Performance Management M0HSS: Ensure O&M according to health requirements E3. Enforcement of Standards and Regulations for Compliance. R RU U RU Enforcemt – R&U areas RCs/LAs: Ensuring O&M of WatSan facilities D1. Maximum Use of Local Resources in C,O,M R RU DWSSC: Facilitate rural WatSan construction; Coordinate R&U Construction; give advice Construc- D2. Accelerated Construction of Adequate Sanitation Systems R RU U RU MRLGHRD: Facilitate U WatSan construction MoHSS: Ensure construction according to health tion D3. Improved Functioning of Water-borne Sanitation Systems U requirements – R&U RCs/LAs: Construct WatSan facilities C1. Behavioural Change through Effective and Integrated DWSSC: R WatSan education and participation RU RU Community Awareness, Education and Training in Sanitation. MRLGHRD: U Watsan education and participation Com Educ & MoHSS: R & U Watsan education and participation, C2. Effective Community Participation and Buy-in. R U RU mainly on public health issues RCs/LAs: Participating in community education and Participation C3. Local Practical Skills in C,O,M of all Sanitation Facilities. RU participation B1. Strong Leadership Commitment and Support at Central, Ministry of Agriculture, Water and Forestry R RU U RU Regional and Local Levels DWSSC: R WatSan capacities at all levels; overall Institutional Cap B2. Sufficient and Competent Staff in Place at Central, support and coordination R RU U RU MRLGHRD: U WatSan capacities at all levels Regional and Local Levels B3. Sufficient Physical Resources Provided at Central, MoHSS: Public health capacities at all levels R RU U RU RCs/LAs: RC & LA WatSan capacities Bidg Regional and Local Levels. NATIONAL SANITATION STRATEGY 2010 to 2015 B4. Sufficient Sanitation Sector Funding R RU U RU Sanitation for Improved Quality of Life and Key to Healthy Communities A1. Improved Coordination amongst all Sanitation Stakeholders DWSSC: Overall sector coordination and management, RU WATSAN at Central, Regional and Local Levels promoting dialogue, knowledge management, cooperation A2. Legislative and Regulatory Frameworks Developed, and synergy; sector secretariat, offering sector guidance; Sector RU RU Harmonised and Communicated driving strategy planning and execution A3. Developed Set of Technical Sanitation Guidelines R U All others: Full commitment, knowledge sharing, support Coordination A4. Appropriate PMS and Structures in Place RU and participation 39 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

6. THE BALANCED SCORECARD 6.1 Balanced Scorecard Components Whilst the strategy map summarises the strategy, the scorecard takes the strategy map and gives it more detail. The scorecard (or balanced scorecard, as it contains all four perspectives) is therefore the detailed strategy. The Sanitation Scorecard includes the following: • The 6 SFAs/Themes • The 20 Objectives with their priorities and accountabilities • Measures and Targets for each objective • 186 initiatives (projects) with their priorities and responsibilities • Cost estimates of all initiatives (expected total cost over the 5-year period) • Scheduling of these initiatives over the 5-year period (Note that Year 1 is 2010/11) 6.2 Performance Indicators and Targets Performance indicators (PIs) will reflect progress against objectives. The PI and its target should be regarded as part of the objective, making it specific and measurable. The agreed indicators will to be used to determine progress made, or the lack thereof, towards achieving each objective. PIs make objectives SMART – Specific, Measurable, Agreed to, Realistic and Time-bound. Measures could be classified in terms of TCQQ – Time (date/duration/frequency), Cost (N$), Quality (Satisfaction index or %) and/or Quantity (number or %). A target is a quantifiable standard for each PI. Performance targets are the expected levels or standards of performance to be reached within specific timeframes for each objective. Targets have to be challenging and be raised over time, but remain achievable. Initially targets may be estimated guesses, but over time these targets have to conform to best practices by comparing what are the benchmark targets in the industry. Industry refers to similar types of services offered by others in the region or globally. It should be noted that many PIs and targets in this strategic plan should be regarded as provisional, due to the limited information available at this stage. PIs and targets should be revised and finalised during the first year of implementation. In the scorecard the baseline (BL) reflects the current situation in June 2009. Yr1, e.g., is the target at the end of Year 1. 6.3 Initiatives and Project Management Objectives are achieved through initiatives. Initiatives are defined as current and future projects or activities to be executed to meet or exceed the performance targets, as stated in the measures and targets for each objective. Initiatives drive strategic performance. Initiatives are not ends in themselves, but means by which the Sanitation Sector will achieve its defined strategic objectives. Initiatives are where the action is and require resources: financial, human, structural, physical, etc. An initiative is normally regarded as a project – a unique endeavour with a specific start and end date to create a specific benefit / to achieve a specific objective. Initiatives / projects need to be managed by means of project management principles, tools and techniques. Refer to the Project Management Body of Knowledge (PMBOK) from the Project Management Institute www.pmi.org. Initiatives included in this 5-year strategic plan are only the major key projects of strategic importance. The challenge was to select the right projects or best projects to achieve the strategic objectives. Initiatives are prioritised, because the Sanitation Sector, with its given capacity at any stage, can physically only handle so many projects at a time due to limited resources and the inter-dependencies of projects. The Sanitation Sector should apply its resources towards the highest value projects. A well-defined process for project selection and prioritisation is required to maximise the chances of projects contributing to the 40 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 achievement of these strategic objectives. Criteria include strategic importance and project urgency. Note that projects / initiatives are only identified / initiated in the scorecard / strategic plan. Detailed project plans have to be developed for many of these initiatives before they should be implemented. Business plans differ from project plans due to its income generation potential. Note that many related initiatives / projects could be combined in programmes – normally in the same objective and theme. In the scorecard that follows, each initiative is being described in terms of: • Its priority (1= very important and very urgent; 2= less important and could be delayed). • Whether it is a current / approved (Yes) or new (No) project • Responsibility – who is taking responsibility (Resp) to execute the project as project manager and what significant individuals / organisations need to support (Supp) the project manager. Note the distinction between objective ‘accountability’ and project ‘responsibility’. • How the project will be executed and whether procurement of services and/or products is involved. S= Done by Self; J= Done Jointly with external party; O=Outsourced. Thus, the selection of S/J/O may directly influence project budgets and costings. • Total estimated cost per initiative. These are estimated project costs and are indicated in N$‘000s. The cost estimates will have to be verified in future when project plans are developed. Note that some initiatives show zero costs in the total cost estimate column. This does not mean that a project is less important or without funding, but that an initiative is probably done internally (by ‘Self’) and that the operational budget should be sufficient to allow implementation. Note also that the initiatives in Theme F are mostly to measure and evaluate the results from actions / initiatives in the preceding Themes. This is why the costs of strategic initiatives in SFAs are minimal. (Currently the Namibian public sector uses the operational/recurrent budget, capital budget and NDP budget approach. A new strategic budget or strategy expenditure is introduced in this document. The strategic budget is defined as follows: The cost of the portfolio of all strategic initiatives (projects and programmes) in the strategic plan on top of the operational budget. It is separate to and excludes operational/recurrent costs, such as salaries and expenses to keep the business running, to maintain the status quo. The strategic budget is to fund strategic initiatives which will lift an organisation to a higher performance level towards its vision. There is a close relation, but no overlap or duplication between the strategic and operational budgets. Normal salaries, e.g., should only appear in the operational budget. Additional human resources (for projects) could appear in the strategic budget. The strategic budget is the cost of all strategic initiatives, independent of the source of possible funding. Strategic initiatives could be funded by own sources, from GRN sources or external loans or grants. The strategic budget serves as reality check, to make the strategic plan realistic and implementable. Strategic Budget = Capital Budget + Non-capital strategic initiatives. Strategic initiatives are all of strategic importance to take the Sanitation Sector to a higher level. These initiatives can include infrastructure development, HR development (training) and improvement in business processes. With this definition some strategic projects/ initiatives could have a zero cost, should it be done internally in the Ministry/RC/LA, as salaries are not included in the strategic budget, but only under the operational budget. • Project timing and duration – The crosses indicate the financial year(s) in which the projects should be executed. The first year starts on 1 April 2010. Sanitation for Improved Quality of Life and Key to Healthy Communities 41 42 The Sanitation Balanced Scorecard: THEME A: WATSAN SECTOR COORDINATION Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s)

1. Develop and adopt a ToR for WATSAN 1 Y DWSSC WSF S 20 X A1. Improve 1 DWSSC a) Attendance at BL = NA Forum - clear roles/responsibilities Coordination Qtrly WATSAN Yr1 = 80% amongst all Forums based on 2. Set up and manage a WATSAN Yr2 = 100% 1 N DWSSC WSF J 500 X X X X X Sanitation % of SHs required secretariat and helpdesk Yr 3 = 100% Stakeholders at represented at Yr 4 = 100% 3. Properly prepare and manage WATSAN all Levels meetings Yr 5 = 100% meetings (incl. agendas, minutes, - WATSAN 2 N DWSSC WSF S 250 X X X X X based on schedule of meetings, follow up - watsans clear roles and decisions, submission of reports) responsibilities at b) % of institutions all levels BL = 10 actively 4. Strengthen RDCCs, Regional watsan Yr1 = 15 participating Committees and CDCs to have regular RC based on good Yr2 = 20 1 N MRLGHRD J 1000 X X X X X in WATSAN & effective watsan meetings with good LA knowledge Yr 3 = 20 management regional watsan Yr 4 = 20 communication with WATSAN forums Yr 5 = 20 incl. supporting - WATSAN 5. Set up and manage supporting ICT and organisational - watsans knowledge management system for structures in good knowledge sharing and learning DWSSC, LMs, c) Effective BL = NA – horizontal and vertical (up and down 1 N DWSSC OPM J 1000 X X X X X RCs, LAs, etc. collaboration Yr1 = 70% between WATSAN Forum and RDCC/ as demonstrated Yr2 = 80% communities), incl. standard reporting incl. central by willingness, coordinated Yr 3 = 90% formats respect, trust, Yr 4 = 90% funding support, open Yr 5 = 90% 6. Make RDCC sanitation functions mechanism and frequent mandatory by including it in 1 N MRLGHRD WSF S 0 X communication, Decentralisation Enabling Act information and knowledge sharing and 7. Provide effective vertical links between team building central WATSAN and regional watsan as measured 1 N WSF DWSSC J 0 X X X X X committees through a standardised by quarterly communication and reporting system questionnaire

8. Develop and maintain a sanitation d) Date SWAP / 2 N OPM DWSSC O 1000 X X X X X April 2010 website Sector MTEF sanitation funding mechanism 9. Develop a Sanitation Sector MTEF funding mechanism based on the Sanitation for Improved Quality of Life and Key to Healthy Communities in place and NPC functional Sector-Wide Approach (SWAP) – 1 N WSF J 500 X coordinating sector wide funding from DWSSC e) % of WATSAN BL =TBD GRN, Donors, Private Sector and Civil resolutions Yr1 =80% Society and resource allocation implemented Yr2 =90% within the Yr 3 =100% timeframe Yr 4 =100% 10. Train SHs in proper use of new central 2 N DWSSC J 100 X X X X Yr 5 =100% coordinated funding mechanism Total PI (SMART ito Est Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 Objective CTQQ) Resp Supp Cost (000s) A2. Legislative 1 DWSSC 1. Identify and analyse laws, policies, a) No of legislation BL= TBD etc. that are relevant to sanitation MoHSS and Regulatory amended / Y1= 2 Frameworks and determine aspects / gaps to be 1 N DWSSC MRLGHRD J 400 X X harmonised Y2= 4 harmonised / improved b y means of MoJ Developed, Y3= 8 Harmonised and working group and workshop Y4= 10 Communicated Y5= 12 standards, tariffs, 2. Make improvements according to 1 Y DWSSC All J 800 X X X X X procedures identified needs in policies b) No of regulations BL= TBD national subsidy developed / Y1= 2

3. Make improvements according to system amended Y2= 4 identified needs in legislation, e.g. Y3= 8 Public Health Act. Incorporate sanitation Y4= 10 into the Water Resource Management 1 Y DWSSC MoJ J 800 X X X X X Y5= 12 Act, and rename it if need be (Alternatively develop a new Sanitation Act) c) No of legislation BL= TBD and regulations Y1= 10 communicated Y2= 20 4. Make improvements according to MRLGHRD through Y3= 40 identified needs in regulations, incl. 1 Y DWSSC RC J 1000 X X X X X awareness Y4= 80 regulations based on Water Act 2004 LA campaigns Y5=100 and improved Public Health Act and other means of information 5. Make improvements according dissemination in to identified needs in guidelines/ 1 N DWSSC All J 1000 X X X X X all regions manuals/ procedures

6. Enact EMAA and put in place d) Date subsidy Nov 2010 implementation instruments and 1 N MET MoJ 200 X X system approved structures and operational

7. Develop an appropriate subsidy and 1 N WSF All J 800 X X tariff policy and system for sanitation

8. Determine appropriate communication media (radio, TV, leaflets, etc.), plan communication campaigns and MRLGHRD Sanitation for Improved Quality of Life and Key to Healthy Communities conduct awareness campaigns on RC legislation, regulations, procedures 2 N WSF S 1000 X X X X X LA and subsidy system, incl. one day MICT information sessions with all RCs and LAs on policies, legislation and procedures 43 44 Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s)

1. Investigate appropriate ‘improved’ A3. Develop Set 1 DWSSC a) No of technical BL= 0 sanitation technologies through site visits, DWSSC 1 N WSF J 300 X of Technical options Y1= 9 PoN, web sites and available literature. Cons Sanitation developed Y2= 10 Prepare a 5-year R&D plan Guidelines with detailed Y3= 11 2. Do research and development Manual incl. illustrations/ Y4= 12 according to the approved 5-year R&D DWSSC options with drawings, and Y5= 13 1 N WSF J 1000 X X X X Plan, incl. community demonstrations and Cons BoQ, standards, descriptions of Construction, testing specifications, 3. Advertise / invite suppliers and application areas, O & M, Application contractors to express their interests C,O,M costs and 2 N WSF DWSSC S 200 X areas, Costs, for participating in providing sanitation benefits with Benefits, products / systems selection criteria Selection 4. Develop and distribute user friendly Nine initial options Criteria, etc. manual with clear guidelines (for to be developed RCs, LAs, Communities) on selected b) No of BL= 0 guidelines Y1= 3 appropriate technologies / options, incl. developed Y2= 4 BoQ, specifications, minimum standards, DWSSC on technical Y3= 5 application areas, construction, operation 1 N WSF O 1200 X X Cons options Y4= 5 and maintenance consideration, costs Y5= 5 and benefits, based on affordability levels and subsidy system; with clear criteria for the selection of these sanitation systems / options.

5. Develop guidelines for the construction DWSSC of sanitation facilities in difficult 1 N WSF O 400 X X Cons circumstances

6. Develop code of practices for dry sanitation systems for professionals 1 N WSF All J 100 X (similar to the ones developed by DRM)

7. Print and disseminate manuals/ 2 N WSF All S 500 X X X X X guidelines to all stakeholders

8. Get regular feedback from all 2 N WSF All S 50 X X X X stakeholders and improve regularly Sanitation for Improved Quality of Life and Key to Healthy Communities

9. Test new technologies (at HRDC and in communities) proposed by manufacturers 1 Y WSF All J 500 X X X X X and give approval for use in country Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s) A4. Appropriate 1 DWSSC 1. Determine / Improve all baselines in a) % of Baselines BL= TBD this strategic plan; Improve measures Performance (BLs) Y1= 75% 1 N DWSSC EC J 500 X X and targets, based on baseline surveys, Management accurately Y2= 85% starting in three regions System and determined Y3= 100% Structures in Y4= 100% Place Y5= 100%

2. Define method of calculating NDP3 for sanitation indicators and collect them through 2 Y NPC DWSSC J 0 X X X X X b) Date Sanitation Nov 2010 national census and surveys strategy PMS/MERRIL execution System approved and 3. Harmonise EMIS (education statistics) 2 N MoE DWSSC S 0 X based on proper launched indicators baselines

4. Harmonise Health Information Systems 2 N MoHSS DWSSC S 0 X c) Percentage BL= TBD PMS incl. of MERRIL Y1= 60% Measure, 5. Appoint CLIP representatives in all System Y2= 80% MRLGHRD Evaluate, key Ministries for improved knowledge competent Y3= 100% 1 N MoHSS SDFN J 0 X X X X X Report, Reward, management; Use CLIP information as DWSSC people in all Y4= 100% Improve and baseline information structures Y5= 100% Learn (MERRIL)

6. Agree on performance management system to be used in execution of this 1 N DWSSC All J 0 X sanitation strategic plan

7. Develop and approve an appropriate sanitation PMS (MERRIL) system; incl. DWSSC updating of the strategic plan when 1 N WSF J 500 X X Cons needed (Objectives, Measures, Targets, Initiatives, Responsibilities, etc.).

8. Put structures, systems and people in place to implement the Sanitation PMS; Ensure dedicated staff and time LM available for the inspections, monitoring, RC 1 N DWSSC J 1000 X X X X X reporting, capturing and updating LA the scorecards and completion of Cons monthly objective Reports; put in place Sanitation for Improved Quality of Life and Key to Healthy Communities enforcement structures and systems

9. Train people in all structures to LM implement the Sanitation PMS. Include RC 1 N DWSSC J 1500 X X X X X aspects of attitude and behavioral LA change / change management Cons 45 46 THEME B: INSTITUTIONAL CAPACITY BUILDING Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s)

1. Organise 1 national and 12 MRLGHRD B1. Strong 1 DWSSC a) No of national/ BL= NA RCs regional sanitation strategy 1 N DWSSC J 500 X Leadership regional/ local Y1= 13 launching seminars/workshops LAs Commitment seminars / Y2= 26 and Support meetings/ Y3= 39 workshops Y4= 52 2. Organise one-day sanitation as shown MRLGHRD focusing on Y5= 65 sensitisation workshops by available for regional leaders/LAs, 1 N DWSSC RCs S 400 X X X X resources and sanitation communicating the sanitation LAs action strategy at Central, b) Percentage BL=TBD Regional and of RCs & Y1= 75% Local Levels LAs regularly Y2= 90% 3. Train TAs, RC and LA leaders in submitting Y3= 100% technical, administrative, financial, sanitation Y4= 100% health aspects, sanitation RCs LAs 2 N MRLGHRD J 2000 X X X X X performance management, Cons progress Y5= 100% participating and communicating reports with CDCs and RDCCs c) Percentage BL= NA of RCs and Y1=50% 4. Develop RSHDPs (Regional LAs where Y2=60% Sanitation and Hygiene MRLGHRD sanitation Y3=70% Development Plans incl. aspects 1 N LA J 7000 X X activities or Y4=80% such as security of tenure and the NHAG projects are Y5=90% possibility of settlement upgrading undertaken d) Attendance of BL= 10% 5. Train TAs, RC and LA leaders Joint Annual Y1= 70% in Project Management and 1 Y MRLGHRD Cons O 1000 X X X X X WATSAN Y2= 90% Performance Management Review (JAR) Y3= 90% meeting in June Y4=100% every year - Y5=100% 6. Do mid-term review to assess MRLGHRD attended by all sanitation status at all RCs and 2 N DWSSC RCs J 500 X leaders LAs, incl. hard and soft issues. LAs Sanitation for Improved Quality of Life and Key to Healthy Communities Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Undertake sanitation staffing and B2. Sufficient 1 DWSSC a) Percentage BL= training needs assessment (TNA) 1 N DWSSC All J 500 X and Competent of sanitation Y1= 60% at central, regional and local levels Staff at all positions filled at Y2= 80% Levels all levels and all Y3= 90% 2. Develop a Sector Capacity regions Y4= 100% Building Plan, based on skilled in MAWF Y5= 100% operational plans etc for central, 1 N DWSSC EC O 500 X sanitation related MRLGHRD regional and local levels (and areas at central, MoHSS based on new DWSSC structure) regional and local RCs levels 3. Assess capacities of the private LAs etc and third sector to offer support incl. technical, 2 N DWSSC EC O 200 X b) Percentage of all BL= 0 in health, hygiene and sanitation; financial, institution staff Y1= 60% prepare inventory administration, project appropriately Y2= 80% 4. Appoint DWSSC staff (Mgt, management trained in Y3= 100% sanitation experts and EOs) (incl. contract mgt) sanitation, Y4= 100% 1 N DWSSC All S 0 X X X X X according to staffing plan (part of and PMS according to Y5= 100% operational budget) HRDP, incl. extension and 5. Provide technical assistance (TA) 1 N EC O 1500 X X maintenance staff for DWSSC MAWF 6. Appoint MoHSS staff (Mgt, MRLGHRD sanitation experts and EHPs) MoHSS according to staffing plan – say 1 N MoHSS All S 0 X X X X X RCs average 8 EHPs per region (part of LAs etc operational budget)

7. Appoint MET staff (Mgt and EHIs) according to staffing plan (part of 1 N MET All S 0 X X X X X operational budget)

8. Appoint MRLGHRD staff (Mgt, sanitation experts and EHPs) 1 N MRLGHRD All S 0 X X X X X according to staffing plan (part of operational budget)

9. Appoint RC and LA health/ sanitation staff according to RC 1 N All S 0 X X X X X staffing plan (part of operational LA budget)

10. Develop a sanitation curriculum / training programmes based Sanitation for Improved Quality of Life and Key to Healthy Communities on developed options; covering hygiene, participatory approaches, MoHSS MRLGHRD C,O,M, technical, chemical, 1 N DWSSC O 2000 X X MET biological, financial and admin MoE aspects - for central, regional and local levels – basic and advanced; obtain NQA certification of courses 47 48 +

11. Appoint trainers from e.g. existing training institutions and consultants to DWSSC train staff according to the sanitation 2 N WSF J 200 X X NTA curriculum (link with proposed MRLGHRD Skills Development Centres)

12. Identify informal training institutions by integrating sanitation training with 2 N WSF DWSSC J 100 X X internal training sections in LMs; also based on the developed curriculum

13. Train Mgt and EOs in MAWF/DWSSC in TP sanitation and hygiene related matters, 1 N DWSSC J 20000 X X X X X Cons according to the SCBP plan

14. Train Mgt and staff in MRLGHRD in TP sanitation and hygiene related matters, 1 N MRLGHRD J 5000 X X X X X Cons according to the SCBP plan

15. Train Mgt and EHPs in MoHSS in TP sanitation and hygiene related matters, 1 N MoHSS J 25000 X X X X X Cons according to the SCBP plan

16. Train Mgt and EHIs in MET on sanitation TP 1 N MET J 5000 X X X X X aspects, according to SCBP Cons

17. Train Mgt and staff at RCs and LAs RCs and TP on sanitation and hygiene aspects, 1 N J 25000 X X X X X LAs Cons according to the SCBP plan

18. Educate and train School principals and teachers on hygiene and sanitation 1 N MoE TP Cons J 1000 X X X X X – to enable them to educate learners

19. Train Trainers (ToT) to train at regional NTA 1 N All J 1000 X X X X X training centres DWSSC

20. Offer scholarships / bursaries for DWSSC formal studies regionally and abroad 2 N WSF MoHSS S 1000 X X X X X (incl. B and M degree levels) using MRLGHRD normal Government procedures

21. Liaise with donors / development 2 N WSF DWSSC S 0 X X X X X partners (e.g. GTZ) for training

22. Train RC and LA staff in project OPM Sanitation for Improved Quality of Life and Key to Healthy Communities management and performance 1 N DWSSC O 1000 X X X X X Cons management (PMS / MERRIL)

23. Develop individual performance agreements (PAs) and do bi-annual OPM performance assessments according 2 N LMs J 0 X X X X Cons to the GRN PMS (part of normal management duties, supported by OPM) Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s)

1. Do needs assessment of equipment, B3. Sufficient 1 DWSSC a) Percentage of BL = 0 materials and vehicles, etc at central, Physical offices / staff Y1=70% All regional and local levels for proper 1 N WSF O 500 X Resources at equipped Y2=90% Cons sanitation service delivery (considering all Levels (tools. Y3=100% both water and sanitation) sanitation Materials, Y4=100% related equipment) Y5=100% according 2. Reach agreement with LMs, RCs and equipment, LAs to assist /provide / share vehicles, RC materials, to plan – at 2 N MRLGHRD J 0 X X X X X central, plant, equipment, tools,; assist with bulk LA vehicles, etc purchases of sheets, steel, cement, etc. regional and at central, local levels 3. Assess institutions (public and private) regional and doing water and sanitation tests, e.g. local levels b) Percentage of BL = 0 UNAM, Neudam & NamWater where 1 N DWSSC Cons J 200 X offices / staff Y1=70% pathogens are tested; develop a plan with sufficient Y2=90% for laboratory use – locally and in RSA transport Y3=100% – at central, Y4=100% 4. Develop / equip local laboratories 2 N DWSSC WSF J 1600 X X X X regional and Y5=100% local levels

5. Prepare physical resources 1 N DWSSC WSF O 400 X procurement plan

6. Prepare physical resources 1 N DWSSC WSF O 200 X maintenance plans

7. Procure ICT Hardware, software and networks at all levels, incl. CDCs, DWSSC 2 N WSF O 5000 X X X X RDCCs and capture KAP and other MRLGHRD relevant data (integrated with water)

8. Procure physical resources according to plan, incl. offices, furniture, notice boards, graphic tables and ICT for EOs LM and EHPs, jack hammers, generators, 2 N DWSSC RC J 25000 X X X X sampling equipment, spades, wheel LA barrows, hose pipes, cements and bricks) (coordinated with water)

9. Ensure office equipment fully WSF functional with proper operation a & 2 N J 1000 X X X X Sanitation for Improved Quality of Life and Key to Healthy Communities Wsf maintenance

10. Ensure sufficient vehicles available & fully operational for EOs and other 2 N LM WSF J 7000 X X X X staff (fleets in all regions) 49 50 Total Objective Pr Acc PI (SMART ito CTQQ) Target Initiative Pr Y/N Resp Supp SJO Est Cost Y1 Y2 Y3 Y4 Y5 (000s)

1. Ensure proper hygiene and B4. Sufficient 1 DWSSC a) Percentage of BL = TBD LM Sanitation Sector funding availability Y1= 70% sanitation project plans are RC Funding compared to strategic Y2= 80% developed and presented for all 1 N DWSSC J 6000 X X X X X LA budget requirements Y3= 90% sanitation projects in this strategic Cons linked to NPC, NDPs Y4= 90% plan (also according to RSHDPs). Y5= 90% b) Sufficiency of O&M BL: TBD 2. Obtain & manage funding for budget allocation in Yr1= 40% strategic initiatives through Sanitation 1 Y WSF All J 500 X X X X X terms of % (O&M) Yr2= 40% Sector MTEF funding mechanism / C on all types of Yr3= 40% sanitation systems Yr4= 40% Yr5= 40%

3. WATSAN forum allocates the funds according to clear evaluation and 1 N WSF J 0 X X X X X c) Percentage of national BL = 0 GRN funds and Donor/ Y1= 10% selection criteria to the regions Development Partner Y2=10% funds allocated to the Y3=10% sanitation sector Y4=10%

4. Regions allocate funds to projects Y5=10% in region; technical committees could 1 N RC RDCC J 0 X X X X X be established in RDCCs dealing with d) Percentage of national BL = TBD (water and) sanitation projects GRN funds and Donor/ Y1= 90% Development Partner Y2= 90% funds correctly spent Y3= 90% 5. Monitor, control and report on in sanitation sector Y4= 90% 2 N WSF All J 0 X X X X X expenditure of all funds according to plan Y5= 90% Sanitation for Improved Quality of Life and Key to Healthy Communities THEME C: COMMUNITY EDUCATION & PARTICIPATION Total Objective Pr Acc PI (SMART ito CTQQ) Target Initiative Pr Y/N Resp Supp SJO Est Cost Y1 Y2 Y3 Y4 Y5 (000s)

1. Develop Communication Strategy - Agree IEC approach and methodology C1. Behavioural 1 DWSSC a) No. of new BL= TBD (incl. communication channels and Change through IEC materials Y1= venues); agree on themes and content MoHSS Effective and 1 N WSF J 500 X (incl. Hygiene Y2= (risk practices) for all types of awareness DWSSC Integrated & Sanitation) Y3= and education campaigns, use wide Awareness, developed or Y4= stakeholder / community consultations, Education and incl. media existing materials Y5= Training updated / reviewed 2. Develop general IEC materials, incl. all and disseminated media, e.g. pamphlets, posters, radio, TV Based on sanitation programmes, booklets and manuals (tech MoHSS DWSSC IEC materials in 1 N J 10000 X X X X X and health); Translate IEC materials into MoE Cons local languages local languages (considering illiterate b) Percentage of BL= NA communities); incl. materials for schools General hygiene / total population Y1= 70% health / sanitation reached with Y2= 75% 3. Develop project specific technical IEC / environment / general awareness Y3= 80% materials, incl. drawings, pamphlets, habitat awareness and education Y4= 85% booklets and step-by-step manuals and education for campaigns in home Y5= 90% on C.O.M (combined or separate with MoHSS 1 N DWSSC J 1000 X X behavioural change languages technical and health) based on options Cons developed in Objective A3; translate as well as project IEC materials in local languages; incl. specific training, adaption of existing manuals c) Percentage of BL= NA covering legal, project communities Y1= 80% 4. Develop evaluation criteria for all policy, technical 1 N DWSSC WSF J 0 X reached with Y2= 100% awareness and education campaigns and financial and project specific Y3= 100% management 5. Pilot IEC materials in say two regions sanitation training, Y4= 100% 1 N DWSSC MoHSS J 500 X aspects and test using agreed evaluation criteria incl. sanitation Y5= 100% system options 6. Disseminate and launch IEC materials 1 N DWSSC MoHSS J 200 X nationwide d) Percentage BL= TBD 7. Undertake performance assessments to of population Y1= improve IEC materials as needed (costs 2 N DWSSC MoHSS 0 X X X X practicing safe Y2= included in other initiatives) hygiene, incl. hand Y3= 8. EOs and EHPs train community washing and ODFS Y4= mobilisers/CSHVs in local communities DWSSC RC – based on surveys Y5= 1 N J 5000 X X X X X for training of local communities in MoHSS LA hygiene and sanitation (ToT) MRLGHRD

9. Train RDCCs and CDCs in Sanitation 1 N DWSSC RC J 5000 X X X X X and participatory approaches LA Sanitation for Improved Quality of Life and Key to Healthy Communities

10. Plan and conduct awareness and education campaigns in health and HSS DWSSC RC hygiene – can be national and/or 1 N J 15000 X X X X X MICT LA focused in specific regions, schools and health centres.

11. Do Hygiene and sanitation education at schools, incl. special school events 1 Y MoE S 5000 X X X X X on hygiene and sanitation promotion, competitions and special presentations 51 52

12. Do Hygiene and sanitation education at schools, incl. special school events on hygiene and sanitation 1 Y MoE S 5000 X X X X X promotion, competitions and special presentations

13. Train project communities in technical and MoHSS financial sanitation matters, incl. general 1 N DWSSC RC J 10000 X X X X X sanitation options, systems, construction, operation, LA maintenance and financial considerations

14. Use high level /prominent people using alternative HRDC systems as role models to share their use of these 2 N DWSSC RC J 0 X X X X X alternative sanitation systems, e.g. VIP toilet, biogas LA and recycling.

15. Establish an Exhibition Site - one structure of each sanitation type / option for awareness raising; also RC 2 N DWSSC J 1000 X X pilot sanitation systems in project areas; Learn and LA share experiences

16. Communities collect socio-economic data through CLIP and share, evaluate and report information, MoHSS 1 Y SDFN J 1000 X X X X X determining local needs/gaps in hygiene and LA sanitation

17. Develop a guideline for conducting KAP surveys and then do regular KAP surveys to determine MoHSS success and sustainability of education and training RC 1 N DWSSC J 1200 X X X X and behavioural change; monitor and evaluate LA responses to campaigns/training sessions and Cons respond with continuous improvement Sanitation for Improved Quality of Life and Key to Healthy Communities Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Assess existing participatory approaches used in C2. Effective 1 DWSSC Namibia for hygiene behavioral changes; agree on a MoHSS a) Extent to BL= NA 1 DWSSC J 400 X Community common approach, considering socio-economic and Cons which at least Y1= 70% KAP information. Participation 2 people per Y2= 85% and Buy-in community Y3= 100% 2. Pilot new approach for Namibia in Rural and Urban MoHSS (man and Y4= 100% areas (e.g. CLTS or PHAST already used) amd test 2 DWSSC J 800 X X based on an Cons woman) in Y5= 100% the set of participatory tools agreed upon all target standard communities 3. Develop and provide participatory guidelines and MoHSS community IEC tools for rural and urban areas (design and 1 DWSSC O 2000 X X X X are trained Cons participation languages for local context) in the approach participatory methodology 4. Community discusses Socio-Economic (CLIP) DWSSC MoHSS for and KAP data surveyed and agree on needs/gaps in 1 O 0 X X X X X participation hygiene and sanitation SDFN Cons in problem definition, b) Percentage BL= NA 5. Communities select CSHVs based on clear solution representation Y1= 100% selection criteria (one man and one woman) as at regional / Y2= 100% Com RC selection and Community Hygiene Volunteers to spread messages 1 S 0 X X X X X local watsan Y3= 100% and to act as a relay with EO; Support CHVs with EO LA planning meetings / Y4= 100% transport and administration (say N$100/m) to reach CDCs / RDCCs Y5= 100% agreements 6. Train local community leaders/members in participation approaches; train CHV on baseline X X X X X on affordable data, health and hygiene participatory tools, progress 1 MoHSS DWSSC J 2000 and c) Percentage BL= TBD monitoring community community Y1= 70% accepted representation Y2= 80% 7. Urban: Set up/strengthen community structures, sanitation at project Y3= 90% train community volunteers, hold regular and LA participating project meetings and implement projects 1 MRLGHRD EO J 1000 X X X X X systems meetings Y4= 90% in Urban areas - according to guidelines; work with EHP Y5= 90% SDFN, BTC and other local structures based on local tariffs 8. Rural : Set up/strengthen community structures, RC and national train community volunteers, hold regular and MRLGHRD X X X X X participating project meetings and implement projects 1 EO J 1000 subsidy EHP d) Number BL= TBD in Rural areas - according to guidelines system of project Y1= 5 9. Conduct surveys in the local communities to contracts Y2= 10 establish local coverage, KAP, environmental and signed Y3= 20 socio-economic baselines and report/present Y4= 40 SDFN RC survey results to all stakeholders - demographics, 1 N J 1000 X X X X X Y5= 60 affordability levels, perceptions, preferences, etc.; DWSSC LA consult CLIP data and SDFN structures in urban areas. e) Percentage BL= NA 10. Regularly meet with project communities/committees Com of projects Y1= 70% to reach agreement on the sanitation gap and local RC DWSSC complying to Y2= 80% sanitation issues and discuss various technical 1 N LA J 0 X X X X X options/solutions with the help of supporting IEC Cons all selection Y3= 90% EO criteria for materials; use criteria to evaluate all options/systems EHP Y4= 90% the selected Y5= 90% sanitation 11. Design pro forma project contract documents to MoJ N WSF 150 X Sanitation for Improved Quality of Life and Key to Healthy Communities be amended and used for all sanitation projects Cons system (incl. affordability) 12. Reach agreement on the most appropriate local sanitation system; assist communities wisely Com DWSSC 1 N J 0 X X X X X select the most appropriate sanitation system/ EO option, based on clearly understood selection criteria

13. Sign project contracts – RC/LA and project DWSSC committee agree and sign contract in which the Com 1 N RC J 500 X X X X X project scope , time, cost and responsibilities are EO clearly described LA 53 54 Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Identify all local entrepreneurs/SMEs CDC C3. Local 1 DWSSC a) Availability BL= TBD who could get involved in sanitation DWSSC EO Practical Skills of local skills Y1= 70% projects; develop local skills registers 1 N RDCC RC J 0 X X X X X in Construction, (C,O,M) Y2= 80% per region and LA of all contractors in LA Operation and amongst Y3= 90% Sanitation C,O,M categories Maintenance of communities Y4= 100% all Sanitation compared to Y5= 100% Facilities required skills 2. Identify all institutions doing (community DWSSC Mostly in rural related training in C,O,M in Namibia; 1 N WSF O 200 X members and MRLGHRD areas approach them and sign partnerships contractors) Good community and contractor 3. Equip / train (ToT) local staff and/or understanding of b) No of local BL= TBD community members in C,O,M skills to RC various technical (indigenous) Y1= 1 N Cons J 2000 X X X X X train local contractors – step by step LA options and their SMEs trained in Y2= C,O,M Construction, C,O,M aspects Y3= Operation and of sanitation Y4= 4. Pilot the selected option(s) locally Maintenance Y5= for practical measurement, evaluation, RC 2 N DWSSC J 500 X X X X X (C,O,M) learning, improvement and final LA selection

5. Local trainers train contractors (incl. beneficiaries) in C,O,M, incl. marketing, financial and administrative aspects; RC 1 N Cons J 2000 X X X X X Test, monitor and evaluate contractor LA knowledge and skills before and after training – step by step C,O,M

6. Annually test, monitor and evaluate national sanitation C,O,M training DWSSC 2 N WSF J 500 X X X X X material, methods and share lessons MRLGHRD learnt and improve continuously Sanitation for Improved Quality of Life and Key to Healthy Communities THEME D: CONSTRUCTION / PHYSICAL DEVELOPMENT Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Do physical survey of project D1. Maximum 1 DWSSC a) No of local BL= TBD environment and assess all locally RC DWSSC Use of Local contractors/ Y1= available natural resources for 1 N J 1000 X X X X X LA Cons Resources in entrepreneurs Y2= appropriateness, based on project Construction, used in C,O,M Y3= scope and requirements Operation and Y4= Maintenance Y5= 2. Assess use of local resources in water management to see/learn Expertise, 1 N DWSSC All S 0 X where it could be expanded and Manufacturers, b) Percentage of BL= TBD applied to sanitation Contractors, Labourers, local natural Y1= 70% resources used Y2= 3. Develop and regularly update Materials, Tools, DWSSC in construction Y3= registers of local contractors in all etc. 1 N RC MRLGHRD J 0 X X X X X of sanitation Y4= RCs and LAs; coordinate with register LA systems Y5= for BTP

4. Based on contractor registers, consult and evaluate all contractors for appropriateness, based on project RC DWSSC c) Percentage of BL= TBD 1 N J 0 X X X X X scope and requirements, considering LA Cons total sanitation Y1= 50% skills, plant, equipment and project funds Y2= demonstrated quality paid to local Y3= contractors Y4= 5. Present findings of locally available Y5= resources to the local structures (RC/ RC DWSSC 1 N J 0 X X X X X LA/RDCC/CDC) and reach agreement LA Cons on procurement of local resources d) % of toilets BL= TBD constructed Y1= 10% 6. Train RC / LA / TA / Communities in Cons WSF under self- Y2= 20% optimal use of local resources and 1 N J 1000 X X X X X Cont TAs help projects, Y3= 30% self-help approaches according Y4= 40%

7. Define and identify sanitation BEEs to minimum Y5= 50% and SMEs; develop procurement standards criteria and clear procedures 1 N DWSSC All O 500 X for appointing contractors for C,O,M – incl. admin, financial and management aspects.

8. Include selected local resources in RC DWSSC Sanitation for Improved Quality of Life and Key to Healthy Communities 1 N J 0 X X X X X the project plan LA Cons

9. Put systems/measures in place RC DWSSC to ensure efficient use of local 1 N J 0 X X X X X LA Cons resources 55 56 Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Carry out feasibility and viability studies D2. Accelerated 1 DWSSC on the selected sanitation system(s) for 1 N DWSSC All J 100 X X X X X a) Number of BL= 0 Construction urban and rural areas additional urban Yr1=4000 of Adequate households Yr2=10000 2. Undertake local demand analysis: RC DWSSC Sanitation with access Yr3=19000 Regional (Urban and Rural) - Technological; 2 N J 260 X Systems to improved Population Density; Individual Spot Analysis LA LM Yr4=33000 sanitation (urban Yr5=52500 Appropriate access 71.1% in 3. Undertake EIAs and develop and selected 2012) Environmental Management Plans before sanitation DWSSC project implementation – for improved 1 Y MET DRM J 0 X X X X X MRLGHRD systems are decision making and better management of b) Number of BL= 0 natural resources constructed additional rural Yr1= 8000 to achieve households Yr2= 20000 4. Assist RCs and LAs with procurement/ sanitation MDGs 1 N MRLGHRD DWSSC S 0 X X X X X with access Yr3= 38000 tender process Incl. residential to improved Yr4= 62000 sanitation (rural

5. MoHSS educational pilot project – households and Yr5= 97500 waterless sanitation technology, based public institutions access 35% in on Botswana sanitation: construction, and facilities, 2012) 1 Y HSS RCs J 1000 X evaluation and reporting of 25 units in e.g. schools Omaheke, Oshana, Caprivi, Kunene and Omusati (rural areas) c) Percentage BL= TBD of public Yr1= 50% 6. MRLGHRD educational pilot project – institutions with 1 Y MRLGHRD RCs J 165 X X Yr2= 60% VIPs in 5 regions (rural areas) proper sanitation Yr3= 70% facilities (incl. RCs Yr4= 80% 7. Develop rural sanitation facilities (various schools, border 1 Y DWSSC J 550000 X X X X X Yr5= 90% projects to be determined by RCs) NGOs posts, clinics, shops and 8. Service plots (sanitation component) service stations) in urban areas (based on RSzHDPs): Bukalo, Katima Mulilo, Omaruru, Rehoboth, Assenkehr, Tses, Bethanie, Koes, 1 Y MRLGHRD LAs J 430000 X X X X X MDG Urban: Divundu, Kamanjab, Otuzemba, Eenhana, With cost per unit Okongo, Okahao, Eheke, Uukwangula, = N$20,000, the Omuthiyagwiipundi, etc. cost for 52,500 units = N$1.05b 9. Construct sewerage systems at: (assuming 100% Karasburg, Ariamsvlei, Aus, Warmbad, Noordoewer, Keetmanshoop, Outjo 1 Y MRLGHRD Las J 375000 X X X X X subsidy) informal, Fransfontein, Okangwati, Omitara, MDG Rural: With cost Okalongo, Onesi, etc. based on RSHDPs per unit = N$6,000,

10. Remove bucket systems in urban areas: RCs the cost for 97,500 1 Y MRLGHRD J 20 X Gibeon, Kalkrand, Aroab, Berseba Las Sanitation for Improved Quality of Life and Key to Healthy Communities units = N$585m (assuming 100% 11. Construct 6000 VIPs with hand washing MWT subsidy) facilities at schools and clinics in rural MoHSS 1 Y Unicef J 5000 X X X X X areas (single @ N$2000 and block of 6 @ MoE N$80,000) WSF

12. Construct new/improved sanitation facilities MWT 1 Y MoE J 5000 X X X X X at schools in urban areas WSF

13. Construct new/improved sanitation systems/ MWT 1 Y MoHSS J 5000 X X X X X units at clinics/hospitals WSF

14. Construct new/improved sanitation systems/ MWT 1 Y LM J 5000 X X X X X units at border posts WSF

15. Construct new/improved sanitation systems/ MWT 1 Y LMs J 5000 X X X X X units at other public GRN facilities WSF

16. Improved sanitation facilities at all National MWT 1 Y MET J 5000 X X X X X Parks WSF

17. Ensure construction of new/improved RCs sanitation systems/units at public 1 Y LMs J 500 X X X X X institutions Las

18. Ensure construction of new/improved sanitation systems/units at private RCs 1 Y LMs J 500 X X X X X facilities, e.g. shops, service stations and LAs shebeens/cuca shops

19. Ensure good project/contract management through proper and regular RC MRLGHRD inspections, quality control and financial 2 Y J 500 X X X X X management, incl. proper commissioning/ LA DWSSC handover and after sales service

20. Enforce construction of adequate sanitation systems at all public institutions and LAs RC facilities, according to the health act (incl. 1 N J 0 X X X X X schools, clinics, shops, banks, restaurants, MoHSS LAs shebeens, taxi ranks) MoHSS

21. Construct emergency sanitation facilities MRLGHRD where people are displaced due to floods, 2 N EMU J 0 X X X X X wars, epidemics or other disasters. DWSSC NGOs Sanitation for Improved Quality of Life and Key to Healthy Communities 57 58 Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Assess the Capacities, Conditions DWSSC D3. Improved 1 and Functioning of all Water-borne 1 N MRLGHRD J 1000 X X X X X DWSSC a) No of new BL= TBD DRM Functioning of Sewerage Systems in the country WBS projects Yr1= 5 Water-borne completed Yr2=10 Sanitation 2. Develop and agree on minimum Yr3= 15 standards for all types and Systems Yr4= 20 components of WBS systems; DWSSC Yr5= 25 1 N MRLGHRD J 500 X X X X X Mostly oxidation Communicate the minimum standards DRM ponds as part for all types and components of WBS of water-borne b) Percentage BL=TBD systems to all RCs and Las systems in urban of all WBSs Yr1=20% areas functioning Yr2=35% 3. Do EIAs where required for Wet and properly Yr3=45% 2 Y MET LAs J 0 X X X X X Dry Sewerage Systems (excl. construction according Yr4=60% of new WBSs - to minimum Yr5=70% 4. Train/capacitate LAs to properly NGOs included in D2) standards operate and maintain water-borne 1 N DWSSC Cons J 1000 X X X X X sewerage systems Cont

5. Train small contractors and Communities in Operation and 1 N DWSSC NGOs J 1000 X X X X X Maintenance of WBS systems

6. Offer support with applying for permits MET 1 N DWSSC S 0 X X X X X and to comply with conditions MoHSS

7. Ensure good project/contract management through proper and MRLGHRD DWSSC regular inspections, quality control and 2 N RCs J 500 X X X X X Las DRM financial management, incl. proper commissioning/handover Sanitation for Improved Quality of Life and Key to Healthy Communities THEME E: OPERATION & MAINTENANCE, PERFORMANCE MANAGEMENT & ENFORCEMENT Total PI (SMART ito Est Objective Pr Acc Target Initiative Pr Y/N SJO Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp Cost (000s) MWT

1. Establish O&M baselines for proper DWSSC 1 N RCs J 500 X performance management MRLGHRD E1. Efficient 1 DWSSC a) No of all BL= TBD LAs Operation and residential Y1= 70% 2. Develop and agree on minimum Maintenance of sanitation Y2= 80% MWT standards, plans and manuals for DWSSC all Sanitation facilities well Y3= 90% 1 N RCs O 500 X X O&M; Communicate these to all RCs MRLGHRD Facilities operated and Y4= 100% and LAs (for all options/systems) LAs maintained Y5= 100% Based on clear 3. Secure sufficient budgetary provision LMs O&M guidelines 1 Y All J 0 X X X X X for O&M in all LMs, RCs and LAs MRLGHRD With prime b) Percentage BL= TBD of all Public Yr1= 80% 4. Strengthen link between public WSF responsibility lying 2 N LMs MWT J 0 X X X X X institutions (e.g. schools) and MWT wsf with beneficiaries sanitation Yr2= 90% facilities fully Yr3=100% 5. Establish and manage maintenance functional and in Yr4=100% 1 N LMs MWT J 0 X X X X X teams in schools, clinics and other LMs use (WBS and Yr5=100% Dry) 6. Develop an appropriate inspection WSF Schools / monitoring system including 1 N MWT J 0 X X X X X procedures for reporting (incl. schools) LMs Border Clinics

7. Train local O&M Teams on Wet and Shops WSF Dry Sanitation Systems (either LA LA Service stations DWSSC staff or selected Community Members 1 N RC J 1000 X X X X X MRLGHRD through cooperation with Local DC or Cont wsf CDC or outsourced to local contractors c) Number of BL= TBD complaints Yr1= 100 8. Train users in proper O&M and WSF per year Yr2= 80 payment for sanitation – in rural and LA 1 Y DWSSC J 2000 X X X X X (blockages, pipe Yr3= 60 urban areas, incl. communal areas and RC MRLGHRD breaks, other Yr4= 40 where all services belong to GRN complaints – for Yr5= 30 9. Set up help desks at all RCs and LAs WBS and Dry with customer service line and proper WSF LA systems) 2 N J 1000 X X X X X complaints handling system; with wsf RC database, incl. GIS)

10. Regularly inspect and report on O&M WSF LA effectiveness, efficiencies and costs of all 1 Y J 1000 X X X X X sanitation systems wsf RC DWSSC

11. Recover costs for sustainability – based WSF MRLGHRD 1 Y J 0 X X X X X on standards, approved tariffs etc Sanitation for Improved Quality of Life and Key to Healthy Communities wsf LA RC 59 60 Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Measure performance of all PIs and E2. Functional 1 DWSSC a) Quarterly BL= NA Initiatives (in terms of S,T,C,Q,H,C,R,P) Performance performance Y1= 70% as indicated in the latest updated 1 N WSF All J 0 X X X X X Management reports Y2= 80% strategic plan at WATSAN Forum submitted Y3= 90% meetings Measure , Evaluate, Report, by LAs, RCs Y4= and LMs to Y5= 2. Evaluate performance of all measured Reward, Improve PIs and Initiatives and report progress and Learn WATSAN Forum 1 N WSF All J 1000 X X X X X with quality on PIs and all current Initiatives to the (MERRIL) quarterly WATSAN Forum meetings information

3. Build a culture of continuous dialogue b) Percentage of BL= NA amongst team members to openly and WSF performance Y1= 10% informally discuss performance on a day 1 N All J 500 X X X X X wsf measure targets Y2= 25% to day basis and formally on a quarterly achieved as Y3= 40% basis included in Y4= 75% this Strategic Y5= 100% 4. Prepare and hold annual JAR Plan; measured workshops in June and send 2 Y WSF DWSSC J 500 X X X X X quarterly performance reports to Donors

5. Bi-annually reward/penalise good/ c) Mid-term BL= 2% poor performance according to quarterly LM WSF expenditure Y1= 2% performance reports and bi-annual 1 N RC J 500 X X X X X wsf framework Y2= 2% individual performance assessments LA (MTEF) in place Y3= (part of PMS/MERRIL) within over/ Y4= under-spending Y5= 6. Improve performance / take corrective range measures based on reported PIs and Initiatives through strategic plan reviews; 1 N WSF All J 0 X X X X X also see how the whole PMS could be improved (costs part of new strategic plan/scorecard)

7. Update strategic plan as and when required, generally quarterly – based on 1 N WSF All J 1000 X X X X X MERRIL Sanitation for Improved Quality of Life and Key to Healthy Communities Total PI (SMART ito Objective Pr Acc Target Initiative Pr Y/N SJO Est Cost Y1 Y2 Y3 Y4 Y5 CTQQ) Resp Supp (000s)

1. Ensure all standards, legal and BL = TBD LMs E3. Enforcement 1 DWSSC payment requirements are well a) Percentage of Yr1 = 50% 1 Y WSF RC J 0 X X X X X of Standards understood by all stakeholders the total number Yr2 = 60% LA and Regulations through good communication of developed Yr3 = 70% for Compliance policies, Yr4 = 80% 2. Put in place coordinated structures regulations Yr5= 90% LMs with authority - sufficient and and legislation 1 N WSF RC J 0 X X X X X competent inspectors for monitoring, that are properly LA evaluation and reporting communicated and enforced 3. Do regular inspections and effluent quality sampling and testing (incl. b) Compliance BL= TBD MAWF RC industry, mines, lodges, shops, service 1 N J 1000 X X X X X to sanitation Y1= 60% MoHSS LA stations, SMEs, schools, clinics, border standards Y2= 70% posts and lodges) according to Acts and legal Y3= 80% requirements Y4= 90% 4. Ensure all public facilities such as (compliance Y5= 100% schools, service stations and shops of effluent have proper sanitation facilities at all 1 Y All LMs J 1000 X X X X X with quality times – through approval of building standards; plans by EHPs and others and regular compliance inspections of sanitation facilities with 5. Inspect schools on a regular basis to 1 Y MoHSS MoE J 500 X X X X X technical and check for diseases health standards

6. Investigate disease outbreaks and 2 Y MoHSS J 500 X X X X X take corrective action c) Reported cases BL= TBD of violation of Y1= 7. Enforce compliance of health and standards and LM POL Y2= other standards by means of fines, regulations 2 Y RC MoHSS J 0 X X X X X Y3= penalties, withdrawal of licenses and LA All Y4= forced improvements Y5=

8. Disconnect services, according to RC d) Total amount BL= TBD local regulations, in cases of non- 2 Y S 0 X X X X X LA of fines Y1= N$ payment recuperated by Y2= N$

9. Prosecute violators 1 Y DRM MoHSS J 500 X X X X X RCs and LAs Y3= N$ Y4= N$ 10. Prepare annual reports on % Y5= N$ 2 N WSF All J 0 X X X X X compliance Sanitation for Improved Quality of Life and Key to Healthy Communities 61 62 THEME F: S-E-E OUTCOMES Total Objective Pr Acc PI (SMART ito CTQQ) Target Initiative Pr Y/N Resp Supp SJO Est Cost Y1 Y2 Y3 Y4 Y5 (000s) F1. Social 1 DWSSC a) No of total diarrhea BL= 15000 Outputs and incidences reported Y1= 5000 Outcomes Y2= 3000 Y3= 2000 Improved Y4= 1000 social Y5= 500 conditions b) Percentage of total diarrhea BL= 29% 1. Measure, evaluate and report on LM Improved incidences reported with Y1= 27% statistics annually; Conduct customer use 2 N WSF RC J 1000 X X X X X knowledge, children <5 yrs Y2= 25% and satisfaction surveys LA health, reduced Y3= 20% diseases, Y4= 15% user Y5= 10% satisfaction c) No of cholera cases reported BL= 200 Y1= 50 Y2= 25 Y3= 15 Y4= 0 Y5= 0 d) No of deaths associated BL= TBD with diarrhea and cholera, Y1= -10% compared to BL Y2= -20% Y3= -30% Y4= -40% Y5= -50% LM

2. Plan improvement measures based on e) Percentage of households BL= TBD 2 N WSF RC J 0 X X X X X results; revise strategic plan accepting & using the Y1= 70% LA selected sanitation system Y2= 80% (based on annual surveys Y3= 90% Y4= 90% Y5= 90% Sanitation for Improved Quality of Life and Key to Healthy Communities Total Objective Pr Acc PI (SMART ito CTQQ) Target Initiative Pr Y/N Resp Supp SJO Est Cost Y1 Y2 Y3 Y4 Y5 (000s) a) No of new jobs created in BL= TBD F2. Economic 1 DWSSC the sanitation sector Yr1= 200 Outputs and Yr2= 400 Outcomes Yr3= 600 Yr4= 1000 Improved Yr5= 1400 1. Measure, evaluate and report on LM economic statistics annually; Conduct annual 2 N WSF RC J 250 X X X X X conditions – job b) Percentage of households BL= TBD economic surveys (combined) LA creation, re- re-using effluent/sanitation Y1=BL+10% use, additional products (or areas in ha Y2= BL+20% income irrigated with recycled water) Y3= BL+30% generation, cost Y4= BL+40% recovery and Y5= BL+50% sustainability c) Percentage Cost Recovery BL= TBD on all sanitation O&M Y1=BL+10% LM (indication of affordability Y2= BL+20% 2. Plan improvement measures based on 2 N WSF RC J 0 X X X X X as well) Y3= BL+30% results; revise strategic plan LA Y4= BL+40% Y5= BL+50% Total Objective Pr Acc PI (SMART ito CTQQ) Target Initiative Pr Y/N Resp Supp SJO Est Cost Y1 Y2 Y3 Y4 Y5 (000s) a) Percentage of Sanitation BL= TBD DWSSC facilities constructed, Y1= 65% F3. Environmental operated & maintained Y2= 70% Outputs and 1 according to required Y3= 80% Outcomes environmental standards & Y4= 90% guidelines Y5= 100% 1. Measure, evaluate and report Improved on statistics annually; Conduct LM environmental b) No of cases of pollution BL= TBD annual environmental surveys, incl. 2 N WSF RC J 500 X X X X X conditions – recorded Y1= -10% environmental costs/damages & benefits/ LA less pollution, Y2= -20% improvements improved Y3= -30% environmental Y4= -40% health, Y5= -50% mitigated c) Compliance with effluent BL= TBD damages quality and wastewater Y1= 15% disposal permit conditions Y2= 23% (as measured annually) Y3= 30% Sanitation for Improved Quality of Life and Key to Healthy Communities Y4= 35% Y5= 40% d) Compliance to Natural BL= TBD LM

2. Plan improvement measures based on Resources policies and Y1= 90% 2 N WSF RC J 0 X X X X X results; revise strategic plan legislation Y2= 100% LA Y3= 100% Y4= 100% Y5= 100% 63 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

7. COSTING AND BUDGETING The 186 initiatives supporting the 20 objectives, as described in the Scorecard, require financial resources. The financial implications for all initiatives (Priority 1 and 2) are presented below. Note that the financial year starts on 1 April 2010. To ensure a realistic strategic plan, these financial resources should be made available. Should resources be lacking, initiatives indicated by Priority 1 should receive preference. The strategic budget or estimated strategy expenditure (STRATEX) is presented below. Figure 15 presents the required budgets for each of the six strategic themes. Themes A, B and C are front loaded and Theme D back loaded as expected. SFA A: WATSAN Sector Coordination 6,000 Costs [000s] 5,000 4,000 3,000 2,000 1,000 - Y1 Y2 Y3 Y4 Y5 Series1 5,490 4,658 2,658 2,658 2,658 Financial years SFA B: Institutional Capacity Building 40,000 Costs [N$ 000s] 35,000 30,000 25,000 20,000 15,000 10,000 5,000 - Y1 Y2 Y3 Y4 Y5 Series1 27,100 34,100 29,200 28,700 28,700 Financial years SFA C: Community Education & Participation 15,500 15,000 Costs [000s] 14,500 14,000 13,500 13,000 12,500 12,000 Y1 Y2 Y3 Y4 Y5 Series1 14,950 14,800 13,500 13,100 13,100 Financial years 64 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 SFA D: Construction 400,000 350,000 Costs [000s] 300,000 250,000 200,000 150,000 100,000 50,000 - Y1 Y2 Y3 Y4 Y5 Series1 194,400 227,585 297,520 307,520 367,520 Financial years SFA E: O&M, Performance Mgt & Enforcement 3,500 Costs [000s] 3,000 2,500 2,000 1,500 1,000 500 - Y1 Y2 Y3 Y4 Y5 Series1 3,150 2,650 2,400 2,400 2,400 Financial years Theme F: Socio-Economic-Environmental Results 400 Costs [000s] 350 300 250 200 150 100 50 - Y1 Y2 Y3 Y4 Y5 Series1 350 350 350 350 350 Financial years Figure 15: Budgets per strategic theme The total required budget to implement all initiatives in the sanitation strategic plan is shown below in Figure 16. The total strategic budget is approximately N$1.64 billion over the five-year period, with an average of N$329 million per annum. Year 1 starts with N$245 million and increases to N$415 million in year 5, when increasing capacity should be able to absorb the increased funding. Sanitation for Improved Quality of Life and Key to Healthy Communities 65 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Total Strategic Budget 450,000 400,000 350,000 Costs [000s] 300,000 250,000 200,000 150,000 100,000 50,000 - Y1 Y2 Y3 Y4 Y5 Series1 245,440 284,143 345,628 354,728 414,728 Financial years N$ [000s] Theme Y1 Y2 Y3 Y4 Y5 18,120 A 5,490 4,658 2,658 2,658 2,658 147,800 B 27,100 34,100 29,200 28,700 28,700 69,450 C 14,950 14,800 13,500 13,100 13,100 1,394,545 D 194,400 227,585 297,520 307,520 367,520 13,000 E 3,150 2,650 2,400 2,400 2,400 1,750 F 350 350 350 350 350 1,644,665 TOTAL 245,440 284,143 345,628 354,728 414,728 Figure: 16: Total Strategic Budget The distribution of required funding per year is shown in Figure 17. Figure 18 depicts the distribution of funding over the six themes during the strategic planning period. ‘Theme D: Construction’ requires 85% of the funding with the softer remaining themes requiring the remaining 15%. However, the effect and impact of Theme D expenditure can only be achieved if there is full commitment to expenditure in Themes A, B and C in particular. 66 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 450,000 400,000 350,000 300,000 F 250,000 E D C 200,000 B A 150,000 100,000 50,000 - Y1 Y2 Y3 Y4 Y5 Figure: 17: Distribution of required funding per year Sanitation for Improved Quality of Life and Key to Healthy Communities 67 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 E F A B 1% 0% 1% 9% C 4% D 85% Figure: 18: Distribution of funding over the six themes Note that this massive 85% portion for construction/hard sanitation components is due to the 100% subsidy (zero user contribution) included in the scorecard and the assumption that the average unit cost/ household in urban areas is N$20,000 and in rural areas N$6,000. The Government of Namibia will not afford this total of N$1.64 billion required to implement this sanitation strategic plan. User/beneficiary contributions, together with development partner support would therefore be essential. The amount and types of user contribution should be determined through the development of a subsidy policy and system (one of the strategic initiatives in this strategy). User contribution could be in the form of funds, materials and/or labour. The construction costs in Theme D could rather be regarded as the total value of required sanitation systems. The actual financial payments from government (any level) will thus be the remainder after all user contributions have been deducted from the total construction value. It should be noted that certain benefits that are difficult to quantify have been excluded from these cost calculations. For example, these benefits will include savings on medical expenses due to improved hygiene and sanitation and savings on environmental damages. 68 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

8. STRATEGY IMPLEMENTATION CONSIDERATIONS 8.1 Use of Local Structures for planning and coordination RDCCs and CDCs are planning and coordinating structures in the Regions but they are not implementing structures. The use of local structures remains an issue. As indicated in this strategic plan, the regional and local structures to be used for sanitation development are the RDCCs and CDCs. The RDCC is the right forum to discuss all sanitation matters. However, most of these RDCCs are not functioning as they should. The exceptions are in the Erongo, Kavango and Ohangwena regions, where they are functioning fairly well (according to the Directorate of Decentralisation, MRLGHRD). According to the decentralisation policy, RDCCs exists for effective regional development planning and coordination. In the same way, LADCs exist for effective development planning and coordination in local authorities and CDCs for effective development planning and coordination in the Regions on Constituency levels. The Permanent Secretary of MRLGHRD and more specifically, the Directorate of Decentralisation is accountable for the effective functioning of all these regional and local committees. The RDCCs should consist of the Regional Officer (as chairperson), heads of departments of line ministries in the Region, representatives from traditional authorities, local authorities, NGOs and CBOs. They are supposed to meet at least 4 times per annum, but currently it is not mandatory, as the functioning of the RDCC is not yet included in the Decentralisation Enabling Act. The RDCC functions according to the decentralisation policy include: • Preparation and evaluation of development proposals/plans for the Region for approval by the Regional Council • Monitoring and evaluation of implementation of projects approved/undertaken by the RC, NGOs, CBOs or central government • Offering guidance to CDCs • Coordination of development planning of the Region and integration of development proposals from CDCs • Establishment and management of a sound regional MIS. The CDC functions according to the decentralisation policy include: • Identification and assessment of community needs/problems • Preparation and evaluation of development proposals/plans for the Constituency for submission to the Regional Council • Initiation, encouragement, support and participation in community self-help projects and mobilisation of people, material, financial and technical assistance in relation thereto • Coordination, monitoring and evaluation of implementation of projects approved / undertaken by the RC, central government, CBOs or NGOs in the area • Serve as the communication channel (two-way) between the RC and the people in the constituency • Coordination of development planning of the Region and integration of development proposals from CDCs • Establishment and management of a community based MIS in the area. Sanitation for Improved Quality of Life and Key to Healthy Communities 69 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 It is therefore recommended to use these structures, as they can effectively address all sanitation related issues but only if they are fully functional and if the members are trained, equipped and financed to implement this important strategy. Should these structures (RDCC and CDC) not be functional yet, a temporary watsan forum could be established to specifically address water and sanitation issues in the Regions. The membership of such temporary regional watsan forums will have to be discussed and agreed upon on local level. In the meantime MRLGHRD will continue building capacity in these structures. 8.2 Critical Success Factors This section highlights the critical success factors for successful strategy execution. Without these critical building blocks in place, it would be impossible to successfully implement this Strategic Plan. All stakeholders in the sanitation sector have roles to play in implementing this strategy. These critical success factors are:

1. Sector coordination;

2. Strong committed leadership at all levels;

3. A proper change management process should be put in place to ensure successful strategy implementation. Figure 19 offers a checklist of elements to be addressed. This Strategic Plan will alter the way in which all sanitation related matters will be addressed;

4. Capacitated Structures, especially DWSSC, RCs and LAs (with competencies as the combination of skills, knowledge, experience and attitude);

5. High performance culture, based on a proper performance management system;

6. Sufficient financial resources - for all strategic initiatives;

7. Hygiene and Sanitation Education – leading to behavioural change;

8. Community participation and buy-in;

9. Effective communication of this sanitation strategy. V i s ion U r g e nc y C a p a bilitie s I n c e ntiv e s R e s o ur c e s A c t ion P la n S uc c e s s Vision lacking U r g e nc y C a p a bilitie s I n c e ntiv e s R e s o ur c e s A c t ion P la n C o nfus ion Urgency V i s ion lacking C a p a bilitie s I n c e ntiv e s R e s o ur c e s A c t ion P la n A pa thy Capabilities V i s ion U r g e nc y lacking I n c e ntiv e s R e s o ur c e s A c t ion P la n A nxiety Incentives V i s ion U r g e nc y C a p a bilitie s lacking R e s o ur c e s A c t ion P la n R e s is ta nce Resources V i s ion U r g e nc y C a p a bilitie s I n c e ntiv e s lacking A c t ion P la n F r us tr ation Action Plan V i s ion U r g e nc y C a p a bilitie s I n c e ntiv e s R e s o ur c e s lacking F a ls e S tar ts Figure 19: Elements of Strategy Execution and Change Management 70 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 ANNEXURE A: ROLES AND RESPONSIBILITIES OF MAIN STAKEHOLDERS This Annexure describes the roles and responsibilities for sanitation delivery in urban and rural areas which are listed below. Functions to be decentralised such as water supply and sanitation, primary education, primary health care are still implemented by LMs in collaboration with RCs. In urban areas, special attention will be given to informal settlements. MAWF - (DWSSC overall sector coordination and provision of rural sanitation services) - (DRM enforcement of standards, compliance and issue of permits) National level • ensure that financial resources are allocated according to plans for the provision of sanitation in urban and rural areas • ensure that a transparent subsidy mechanism is in place • ensure that human resources have been recruited and trained as planned (national, RC and LA levels for the implementation of rural and urban sanitation) • ensure that transportation means are available at regional level for extension officers • ensure that a national approach for hygiene education and education tools have been developed for informal settlements • ensure that national approach for community hygiene education and education tools have been developed • ensure that appropriate technology options have been developed, as well as guidelines and training manuals • organise at national level awareness campaign and social mobilisation with stakeholders • enforce standards, compliance and issue of permits in accordance with Water Resource Management regulations Regional level • identify projects and prepare project proposals • coordinate with stakeholders the implementation of sanitation in the selected community • ensure stakeholder mobilisation • in collaboration with stakeholders, adapt/select among the range of improved sanitation systems the most appropriate to local context • identify contractors, local artisans, service providers • organise tendering process • organise and implement/contract out • quality control of sanitation facilities construction • organise and implement/contract the training of communities on operation and maintenance • with the support of influential stakeholders mobilise community, develop community management structures and sign agreements • with MET, identify areas for the safe disposal of sludge • monitor progress (with decentralisation, certain regional level tasks will be transferred to RCs over a period of time) Sanitation for Improved Quality of Life and Key to Healthy Communities 71 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 MoHSS (hygiene education, enforcement and monitoring health and hygiene data) National level • develop with stakeholders a national Namibian approach for hygiene education and develop education materials adapted to rural areas and informal settlements. • develop guideline and training material and train staff at national, regional and LA levels • support MOE for the development of sanitation and hygiene approach in schools, health clubs, etc. • develop guidelines for conducting KAP surveys • measure, evaluate and report on health and hygiene • ensure that financial resources are available to conduct hygiene education in rural areas and informal settlements • ensure that staff at regional and local levels have adequate resources to implement projects in rural and informal areas Regional level • organise with stakeholders awareness/education campaigns and events at regional and LA levels • adapt with stakeholders education material to local context • organise and implement/contract training of Community Hygiene and Sanitation Volunteers • contract consultant/NGO/contractor for conducting baseline and KAP surveys and implementing hygiene education approach in communities • monitor progress • monitor health and hygiene data • inspect hygiene and sanitation situation in schools, health structures, households MoE National level • develop a national approach for sanitation and hygiene in schools and hostels (health clubs, healthy schools) • develop curriculum • monitor sanitation and hygiene sanitation in schools • ensure that funds are available at regional level for hygiene and sanitation improvement in schools and hostels Regional level • implement with the support of Health staff, sanitation and hygiene in schools and hostels • monitor sanitation and hygiene in schools • responsible for the construction and maintenance of sanitation facilities MET National level • development of environmental impact assessment policies, procedures and methodologies • enforce standards, compliance and issue of acceptance of EIAs in accordance with Environmental Management regulations Regional level • monitor compliance of environmental management regulations 72 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 MRLGHRD National level • strengthen RDCCs and CDCs • develop housing policy • set technical, financial and cost benefit standards to plan, design and implement urban (formal and informal settlements) sanitation systems and in newly proclaimed settlements • provide support for the implementation of housing programmes • provide technical support on sanitation issues to LAs on request • Subsidise LAs to support local sanitation service provision Regional level • strengthen RDCCs and CDCs MWT National level • develop standards, methodologies and procedures to develop new build and manage existing LMs facilities and offices. Includes services such as facilities and office water supplies, sanitation systems and on-site wastewater disposal and treatment • project manage major new build of LMs facilities and offices using consultants, contractors and suppliers Regional level • manage operation and maintenance of LMs facilities and offices. Includes providing LMs with advice on how to repair and maintain water supplies, sanitation systems and on-site wastewater disposal and treatment facilities and office. Contract manage contractors and suppliers to repair, replace and comply with regulations RCs (elected members and executive staff ) Regional level • plan and coordinate actions with stakeholders • facilitate social mobilisation • when decentralisation is effective: budget management and project implementation • provide technical support to LAs if required LAs • responsible for sanitation ( hardware and software) in LAs – request support from MWT if required • ensure stakeholder coordination around sanitation activities in LAs • mobilise communities • monitor and enforce Development Committees (RDCCs, LADCs and CDCs) Regional level When trained and capable Sanitation for Improved Quality of Life and Key to Healthy Communities 73 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 • submit and evaluate project proposals • monitor and evaluate project approved • facilitate project implementation in communities • coordinate project implementation Traditional Authorities In accordance with the Traditional Authorities Act, the Traditional Authorities will be expected to • assist and cooperate with Government, Regional Councils and Local Authorities in the execution of their policies • keep their traditional community informed of developmental projects in their areas and encourage participation by all members of the community • ensure that the members of their traditional communities use the natural resources on a sustainable basis, conserve the environment and maintain the ecosystems NGOs and Private Sector • Supply of goods, equipment and services to support the planning, design, implementation, operation and maintenance of sanitation services Other activities that are currently provided in partnership between the public sector and private sector organisations and/or NGOs and could be extended further: • training • hygiene education in communities and schools • construction of sanitation facilities • collection and safe disposal of sludge • awareness campaign • micro credit, saving schemes Beneficiaries / Local Communities • participate in all phases of project cycle management • elect Community Sanitation and Hygiene Volunteers • agree on sanitation gap and most appropriate local sanitation solution • sign project contract with LA/RC • contribute to construction of sanitation facilities • responsible for good operation and maintenance of facilities • pay for services as agreed 74 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 ANNEXURE B: SANITATION DELIVERY PROCESS The vision for the sanitation delivery process is described below. Responsible Activities Organisation or Body

1. Sector funding coordination: Sector MTEF sanitation funding mechanism (based on the Sector-Wide Approach) coordinates sector wide funding from GRN, Donors, Private Sector and Civil Society. All sanitation funds are channelled through DWSSC DWSSC to the RCs and LAs. DWSSC annually determines national and regional sanitation gaps (for urban and rural areas in each region) and present it to the WSF.

2. Annual funding allocations: Based on available funding and identified sanitation gaps per region, the WSF annually recommends funding allocations to the 13 DWSSC Regions (for urban and rural sanitation). This annual funding allocation per region WSF includes any subsidy amount, if applicable.

3. Project identification and planning: LMs, EOs and/or consultants assist Regions LM (RCs and their LAs) to identify areas with the greatest sanitation gaps and to prepare RC/LA project plans and applications. (Initially, to speed up the delivery process.) Projects EO can be a combination of sanitation and hygiene or only health and hygiene education CONS where infrastructure is already in place. In future EOs and/or consultants can also RDCC assist CDCs/RDCCs/regional watsan structures (with RCs/LAs) to identify, plan and CDC apply for sanitation projects.

4. Project application and approval: RCs (with LA contributions) then submit their RC project applications to the WSF (via DWSSC) for approval. Consultants can assist LA where needed. The timing and frequency of applications have to be determined DWSSC by the WSF. WSF approves projects submitted through DWSSC on their CONS recommendations. WSF

5. Strengthening of institutional structures (parallel to Activity 4): MRLGHRD, with the support of the EOs, EHPs and/or consultants mobilise / capacitate CDC/RDCC / regional watsan structures to include hygiene and sanitation on their agendas - to MRLGHRD raise awareness on sanitation and hygiene and to increasingly getting involved in project identification, planning, execution and control.

6. General hygiene and sanitation awareness: MoHSS with the support of DWSSC MoHSS and other stakeholders raise awareness on general hygiene and sanitation on DWSSC national and regional levels.

7. Community mobilisation: RC/LA mobilises communities where hygiene / sanitation projects have been approved by WSF. The proposed projects are explained to project RC communities, incl. roles and responsibilities of the community and the LAs/RCs. A LA project committee is established. Existing structures, e.g. Water Point Committees, are used and expanded to included sanitation. EOs and Consultants give support where required.

8. Selection of community volunteers (or local SMEs): The project communities (e.g. the expanded Water Point Committees) select two local sanitation and health COM volunteers (CSHVs) per project - one man and one woman to be trained in hygiene and sanitation. Agreement is reached on appropriate incentives. Sanitation for Improved Quality of Life and Key to Healthy Communities 75 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

9. Training funding transfer: DWSSC (with WSF approval) physically transfers funds for hygiene and sanitation training purposes to the RC/LA for specific projects in each DWSSC region.

10. Training of volunteers/SMEs: DWSSC/RCs/LAs (with support from EHPs, EOs DWSSC and/or consultants) train these volunteers/local SMEs in base line surveys, demand RC/LA creation, hygiene and sanitation – both hard and soft elements of sanitation.

11. Baseline surveys: Baseline surveys are conducted in the community (incl. sanitation coverage, KAP and willingness to pay) by DWSSC/RC/LA. Risk practices DWSSC and barriers (social, cultural, economic) are identified. Consultants, EOs and other RC/LA help where needed.

12. Project specific training: DWSSC/RCs/LAs (with support from EOs, EHPs and/ or consultants) provide sanitation education and training to the specific project communities, presenting the available technology options with their respective DWSSC application areas, C,O,M costs, advantages and disadvantages. The activity is RC/LA achieved when communities understand the importance of sanitation and safe hygiene practices and are ready for action

13. Community agreement: DWSSC/RCs/LAs (with support from EOs, EHPs, CSHVs and/or consultants) regularly meet with community/project committee to discuss the DWSSC gap and possible solutions, testing the options with the given selection criteria (incl. RC/LA the local environmental situation). Project feasibility and viability are also determined. COM The project committee reach agreement on the best solution and select the most appropriate option(s).

14. Signing of project contracts: The project committee signs the project contract with DWSSC the DWSSC/RC/LA, witnessed by the Headman/Headwoman/traditional leadership, RC/LA as appropriate. The contract specifies the project scope, subsidies if applicable, COM payment, roles and responsibilities)

15. Project plan and tender document development: The DWSSC/RC/LA (with the DWSSC support of consultants) develop detailed project plans and tender documents. RC/LA

16. Contractor training: If skilled local contractors are not available, local artisans have to be identified and trained on toilet construction - to strengthen local capacity, creating employment and making sure that skilled artisans are available in close DWSSC proximity of the project area (for proper maintenance of the installations). Training RC/LA should include marketing and tendering – how to prepare and submit technical and financial proposals. After successful training the DWSSC/RC/LA validate the ability of the contractor.

17. Tendering and award: DWSSC/RCs/LAs invite, evaluate, negotiate, select and appoint competent local contractor(s) in an open and transparent process. WSF is DWSSC informed of all contract awards. DWSSC/RCs/LAs can also appoint local artisans RC/LA through an approved procurement system to assist specific households/owners.

18. Construction funding transfer: DWSSC (with WSF approval) physically transfers funds to the DWSSC/RC/LA for specific projects in each region, according to the DWSSC tender documents and quarterly progress reports (up to the maximum allocated amounts per project and region). 76 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

19. Project implementation: The project is implemented according to national guidelines, regulations and technical manuals. Construction is conducted by contractor or trained DWSSC local artisans. When using trained local artisans, the cost of the infrastructure may CONT be discussed directly between the owner of the household and the artisan and RC/LA communicated to DWSSC. The DWSSC/RC/LA (with DWSSC and MoHSS approvals) controls the quality of construction of each toilet facility built by the artisan.

20. O&M training: DWSSC/RCs / Service providers / Community members are trained DWSSC on how to use the chosen sanitation facilities for proper operation and maintenance RC/LA (e.g. sludge management). Sludge management should be conducted by a service MET provider or the RCs. Community members pay for these services. The safe disposal MAWF of sludge is controlled by MET and/or MAWF (Water Resource Management).

21. Continued hygiene education and training: DWSSC/RCs/LAs continue with ongoing hygiene education (supported by Community Sanitation and Hygiene DWSSC Volunteers, EHPs and EOs) to ensure sustainable changes in attitudes and RC/LA behaviour.

22. Performance management: RCs/LAs (with support from CSHVs, EOs and EHPs) report progress (as part of sanitation performance management system – Objective RC/LA A4). EOs, EHPs and EHIs do routine visits to communities and projects to measure DWSSC progress and to determine where more support is required. RCs/LAs send quarterly WSF reports via DWSSC to WSF. WSF evaluates project performance based on quarterly MRLGHRD reports and site visits. Reports include technical progress, behaviour changes and use of toilets. Sanitation for Improved Quality of Life and Key to Healthy Communities 77 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 ANNEXURE C: SANITATION PROJECT SELECTION CRITERIA The Demographic and Health Survey (2007) indicates large differences in sanitation coverage across the Regions in Namibia. The allocation of funds and resources should be linked to sanitation needs in each Region. In each region, DWSSC (or LA) should annually identify hygiene and sanitation improvement projects for possible funding from the annual WATSAN Forum allocation. This Annexure offers a possible selection method that could be used by DWSSC/ RC/LA and the WATSAN Forum. The selection process may be conducted in two phases: Phase 1: A rapid appraisal is conducted in all rural and urban areas. The objective is to rank communities according to sanitation needs. Information collected may include population figures, sanitation coverage, sanitation and hygiene related disease prevalence and specific problems (e.g. flooding). At this stage, in- depth surveys (e.g. KAP surveys) are not required. Phase 2: From the list of communities with the largest needs, a number of communities (or projects) are selected, based on an agreed set of selection criteria. The selection should be a demand driven approach giving preference to communities with the largest needs. It should further favour communities demonstrating interest in improving both hygiene and sanitation. It should be made compulsory for MRLGHRD, other ministries, RCs/LAs and NGOs to register all their hygiene and sanitation projects – both current and applications - centrally at DWSSC. DWSSC will also register the Rural sanitation projects in communal areas. Only registered sanitation projects should be considered for funding/co-funding. The WATSAN Forum evaluates and finally decides on allocations. The table below is a possible format that could be used by the RC/LA/RDCC/WATSAN Forum for scoring/ evaluating each project application. The projects with the highest totals should then be selected (within the allocated amount). Project Selection Criteria Weight Score Total

1. Extent of the Sanitation Gap/Community Need (population size and 25% density)

2. Total Lifecycle Cost and Affordability (C,O,M) 25%

3. Income generation (re-use of effluent for irrigation; re-use of dry or compost waste as fertiliser and biogas production) and potential for 15% local job creation (use of local resources)

4. Community Initiative, Participation and Approval (demand from community and willingness to participate on all levels, cultural considerations, e.g. no. of people using the facility, re-use of human 15% waste, men/women using the same toilet and literacy and educational level)

5. Environmental Suitability (suited to topography, flood resistant, ground 10% water level, soil conditions and available space around toilet (density) 78 Sanitation for Improved Quality of Life and Key to Healthy Communities Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015

6. Technical Appropriateness (available spare parts and local skills, 10% available trucks/vehicles/equipment, available water and power supply) Sanitation for Improved Quality of Life and Key to Healthy Communities 79 Ministry of Agriculture, Water and Forestry NATIONAL SANITATION STRATEGY 2010 to 2015 Ministry of Agriculture, Water and Forestry Directorate of Water Supply and Sanitation Co-ordination Private Bag 13193 WINDHOEK Namibia 80 Sanitation for Improved Quality of Life and Key to Healthy Communities