table of contents preamble 1. summary - ACT - Advanced ...

stakeholders who have an influence on the level of the village and on the mentality and the
thinking patterns of the rural population is therefore crucial.
Even though different other actors are involved in this sector in the target area, it is still
relevant for SOCADIDO to invest also. The needs are important and the actual
implementation arrangements are insufficient to respond to all demands of the target groups or
to reach the proposed target of 75% coverage in the short run.
On the other hand the drinking water programme of SOCADIDO should try, complementary
to the other sectoral actors and the other development programmes of SOCADIDO itself, to
deliver more added value to the sector. Precisely through its strong integration in the basic
village structures, through its longer and mostly multi-disciplinary presence in the villages,
through the different and performant communication means which SOCADIDO and the
church have at their disposal and in combination with the health and women’s programmes,
SOCADIDO should be considered able to develop innovative approaches and reach better
results in relation to sanitation and hygiene on the one hand and in relation to community
mobilisation on the other hand. This evaluation will show that SOCADIDO has not yet
thoroughly worked on this. As the development office of a diocese it cannot be the intention
that SOCADIDO is merely a kind of implementing agency for the installation of boreholes or
the protection of springs. The interventions of SOCADIDO should aim at a spin-off to the
sector (by capitalising innovative approaches of methods) or to its own development
programme (as a reinforcement of i.e. the women empowerment programme).
The water and sanitation programme of SOCADIDO subscribes entirely the national sectoral
strategy. The technical, financial and organisational choices that are made as well during the
installation of the water point as concerning the management correspond completely to the
national strategy. However an exception has to be made to the type of pump that was installed
during the first implementation year. This type did not comply with the government
regulations calling for standardisation of handpumps to facilitate maintenance and repair.
Next it is regrettable that the collaboration with the local government agency is limited to the
exchange of data and the use of some equipment of the Water Department. SOCADIDO does
not stimulate consultation and involves the Water Department little in the mutual search for
better approaches and methods.
From the identification and formulation process it appears that SOCADIDO had little
experience within the sector on starting this project. Later in this evaluation report it will
become clear that large investments had to be made in staff, in the organisation and in
experience building. In view of the financial and organisational context in which SOCADIDO
evolves, it is not quite sure whether this strategy is relevant. Without a clear prospect on the
long-term involvement of SOCADIDO within the sector (or at least of the drinking water and
sanitation cell that SOCADIDO has established), it is difficult to justify the time and energy
being invested in the experience building. Moreover it is not at all simple to keep motivating
the staff having no clear view of the long-term position of SOCADIDO.
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