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

- Sometimes different technical solutions can be proposed and the committee can
choose according to the level of service desired, the financial and in kind contribution
they can mobilise, the running costs they can afford...
- Committees with important running costs or depreciations should open a bank account
and have clear by-laws where consumers are obliged to pay.
- Committees should be better informed about the cost of the waterfacility, of the
different spare parts and of the pump. A provisional profit-and-loss account can be
made together with the committee so that they can define the actual cost of the water.
- Committees can help (and control) the technicians with the yard records : quantity of
materials and labour used each day, progress of the yard... A scheme of the
construction should be handed over to the committee after completion (with a copy to
the DWO)...
♦ Differentiate the approaches for spring protections and hand augured wells : more
emphasis on the in kind contribution and a better protection of the catchment area for the
protected springs; more emphasis on cash contribution, monthly payments by the users for
repairs and reinvestment, opening a bank account, financial transparency between the
committee and the users and a better follow up for the hand pumps.
♦ Develop a follow up and a phase out strategy for the SOCADIDO involvement in each
village : close follow up until the committees have proven a minimum degree of
autonomy; objective criteria to assess the degree of autonomy of the committees; a clear
package of support activities according to each level of autonomy...
♦ Improve the control mechanisms for constructions in transparency with the committees :
e.g. yard records signed by a member of the construction committee, ex post calculation of
each water facility built...
♦ Work out strategies for implication of schools and children in the awareness training.
Look for better co-operation with health workers (traditional and formal), health
programmes and health centers.
♦ Work out strategies for a better implication of local government, including co-operation
with the local development funds. These funds will gain importance with the
decentralisation and offer an opportunity for SOCADIDO and the villages to get water
facilities subsidised.
8.2.2. Recommendations for the decision makers at SOCADIDO level
♦ Develop a strategy for a long-term involvement in the sector, whether as an implementing
agency, as a facilitator for the other actors or as a spearheading organisation for
developing and deepening new approaches, techniques and skills. According to the
evaluator, the first option can not be the destiny of a church linked development office
while the second one is not very relevant since the few local actors do not recognize
SOCADIDO in this role. To become a spearheading organisation, SOCADIDO should
make the most of his own opportunities (such as the long term partnership with European
NGO’s, the availability of church linked stakeholders in the villages, the complementarity
with other SOCADIDO programmes...) to create added value for the sector.
42