Sanitation 21 planning framework - IWA

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Sanitation 21Using the Framework – describing the CONTEXTTable7aStep CONTEXTSANITATION SYSTEM/OPTIONSFIT FOR PURPOSE?FactorInterests/objectivesExternalFactorsCapacitySanitationElementsManagementDoes it meetObjectives?Do Managementrequirementsmatch?Will it/does itwork?HouseholdNeighbourhoodWard/DistrictCityStep OneIdentify who are the key actors in each domain of the city. Assesscarefully the range of interest groups and ensure that all the key actorsare identified (for example at household level, consider decision makingwithin the home and variations between different communities)Step TwoIdentify the interests of the key groups identified in step one (shat do theywant from a sanitation system?), Use this analysis to generalise groups iftheir interests convergeStep ThreeUnderstand what external factors drive decisions at this level (rangingfrom poverty/land tenure for households to institutional realities,regulation and technical norms at the city level). Consider who many ofthese could or should be addressed/ changed and how many are fixedBeyond thecityStep FourIdentify the capacities which exist in each domain for implementation andlong term management of any system. Capacities include interests, butalso skills, numbers of people, resources (especially money) and timeanalyse a citywide system but also elements withinthat system, and can also be used to identify adevelopment path over time.What the framework offers is a way of ensuringthat the institutional realities of the whole city (alldomains) are matched to the technical optionsunder consideration or in operation. Unfortunatelya simple two-dimensional representation of theframework does little to convey the complexity ofurban sanitation or the mental athletics requiredto identify systems which can work in the longterm. The representations in Table 7 (a-c) shouldtherefore not be taken too literally but used ratheras a tool to remind practitioners how institutionalanalysis can be matched with technical decisionmaking.In a general sense then the framework can beused to help the designer or planner consider:1. The Context (see Table 7(a))By first understanding the dynamics of the citythe planner can identify groups whose interestsare likely to diverge. By formalising this througha simple process of ‘institutional mapping’ theplanner can disaggregate between the interestsof different groups across all domains of the city.Developing some kind of understanding of interestsin each domain the planner rapidly develops a– 26 –
Sanitation 21Using the Framework – describing SANITATION SYSTEM/ OPTIONSTable7bStep CONTEXTSANITATION SYSTEM/OPTIONSFIT FOR PURPOSE?FactorInterests/objectivesExternalFactorsCapacitySanitationElementsManagementDoes it meetObjectives?Do Managementrequirementsmatch?Will it/does itwork?HouseholdNeighbourhoodWard/DistrictCityBeyond thecityStep Five(a) Analysis of existing systemsWhere there is an existing system,‘map’ this against the domainsidentified. Disaggregate the systemso it is clear what elements existand/or function in each domain. Inthis way for example the existenceof a wastewater treatment plant canbe separated from the households,and the existence of put latrines canbe separated from the downstreamareas.(b) New systems/ development ofsystems over timeWhere new systems are beingproposed, the various options can bemapped in turn against the domainsidentified.Step Six (existingand new systems)Identify IN DETAILthe managementrequirements for thesystems disaggregatedacross each domain.These requirementsinclude skills,manpower, time,money, tools, etc.checklist against which later proposals can bemeasured. Some assessment of the externalfactors which drive decisions and priorities at eachlevel will also help at the later stages of planning.Finally, having separated out various interestgroups and disaggregated these across domainsthe planner can make a realistic assessmentof capacities at each level – thus preparing theground for sensible decision making about shortterm implementation and long term managementof sanitation systems.At this stage the planner can also review howinterests, external factors and capacities are likelyto change over time2. Sanitation Systems/ Options(see Table 7(b))Having put in place a relatively sophisticatedinstitutional framework, sanitation systems (eitherexisting or proposed) can be ‘mapped’ againstit. This means that each element of the system(collection, transport, treatment, disposal, re-useetc) can be accurately located in the relevantdomain of the city and assessed against theprevailing and likely future context within thatdomain. This approach forces the planner toconsider the implications of technical decisionsagainst the full range of interests, external driversand capacities in the city – allowing a more realistic– 27 –
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Sanitation 21 planning framework - IWA

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