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What does our work look like now?

What does our work look like now?. What is this TELLING US?. Built on the assumption that the households will provide a sizeable demand and buy into all the products and services being provided by the WUAs, MFIs and SAAB HHs are the drivers of change .

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What does our work look like now?

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  1. What does our work look like now?

  2. What is this TELLING US? • Built on the assumption that the households will provide a sizeable demand and buy into all the products and services being provided by the WUAs, MFIs and SAAB • HHs are the drivers of change. • Also notice that there seems to be interplay between the households, MFIs and SAAB, BUT nothing between these and the WUAs directly

  3. What must we ask ourselves? • Is it sustainable to expect the households to maintain having an interest in hygiene and sanitation when they have other fish to fry e.g. food security, HIV, income generation etc ? • Can the Sanitation Enterprise Option compete with the cost-free option of a bush? • What opportunities are we missing by working this way? • WUAs already created its own demand • WUAs providing, not just safer, but also, most importantly to HHs, a cheaper option • WUAs are trusted by HHs • WUAs are already self sustaining – managerially and financially (generating within range of USD 3300 - USD5300 monthly) • WUAs working for community betterment and not profit

  4. THE REAL QUESTION • How can we use the successes of the WUAs model to create synergies with the SAAB and not just learn from them? • Simply put, How can we facilitate the positioning of WUAs as the new drivers of change for improved sanitation? • The proposed model ………..

  5. The Sanitation Cog-Net Model

  6. How does it work? • WUAs promote the availability of pit latrine construction and pit emptying services to HHs (marketing function) • The HH apply for a VIP latrine and/or pit emptying services from the WUAs • WUAs contract the Sanitation Entrepreneurs to construct VIP latrines • WUAs also contract Sanitation Entrepreneurs for pit emptying services • The Humanure belongs to the WUAs for use or sale • MFI loan facility only utilized as a stop-gap in time of financial need e.g. high demand for VIP and not enough in-house funds to finance construction/pit emptying

  7. What needs to happen first? • Analyze actual market viability and reception by WUAs. • Bring together Sanitation Entrepreneurs and WUAs to create consensus and rapport. • Explore possible increase in tariff from MWK 3.50 to, say, MWK 5.00 with SAAB model as the added value to their WUA service • Develop Service Level Agreements between WUAs and Entrepreneurs • Need for constructed storage facility of Humanure for WUAs • Train WUAs in humanure handling/treatment and customer service

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