Stewart M. Oakley, A. Pocasangre, Carina Zamberlan Flores, Javier Monge · 5 authors
Within the last 15 years 34 waste stabilization pond systems have been built in Central America in the countries of El Salvador (6 systems), Honduras (12 systems), Guatemala (9 systems), and Nicaragua (8 systems); these systems were built for municipalities with populations ranging from 5,000 to 80,000 persons. There are 14 additional systems in the final design phase or under construction in the region, including the first designs for large cities: a 162 hectare facultative system for Managua, Nicaragua (population (1,000,000); and a 168 hectare system for San Pedro Sula, Honduras (population (640,000). Monitoring data from Honduras and Nicaragua show that treatment efficiency is generally comparable to tropical pond systems cited in the literature in other parts of the world, although fecal coliform removal has not been as good as theoretically predicted and the desludging of facultative ponds has been a significant operational cost. While waste stabilization ponds are generally considered the technology of choice for municipal wastewater treatment within Central America, there are, nevertheless, problem areas that need to be addressed if waste stabilization pond use is to have continued acceptance and long-term sustainability. These areas of concern at the regional level are: i) design guidelines using parameters from data developed in Central America; ii) effluent guidelines that are realistic for pond effluents for reuse or surface water discharge; iii) monitoring programs focusing specifically on pathogen removal; iv) cost-effective grit removal and sludge removal from facultative ponds; v) improving designs for pathogen removal; vi) the need for centralized (El Salvador and Nicaragua) versus decentralized (Guatemala and Honduras) mechanisms for financing and operation and maintenance; vii) the development of comparative cost data for construction, operation and maintenance, pond desludging, and microbiological monitoring; and viii) the development of training programs for design, operationand maintenance, and monitoring.
At the fundamental level, there are remarkable parallels between developed and less developed countries in problems of providing safe drinking water in rural areas, but of course, they differ greatly in degree and in the opportunities for resolution. Small water supplies frequently encounter difficulty accessing sufficient quantities of drinking water for all domestic uses. If the water must be treated for safety reasons, then treatment facilities and trained operating personnel and finances are always in short supply. Ideally, each solution should be sustainable within its own cultural, political and economic context, and preferably with local personnel and financial resources. Otherwise, the water supply will be continuously dependent on outside resources and thus will not be able to control its destiny, and its future will be questionable. The history of success in this regard has been inconsistent, particularly in less developed but also in some developed countries. The traditional and ideal solution in developing countries has been central water treatment and a piped distribution network, however, results have had a mixed history primarily due to high initial costs and operation and maintenance, inadequate access to training, management and finance sufficient to support a fairly complex system for the long term. These complete systems are also slow to be implemented so waterborne disease continues in the interim. Thus, non-traditional, creative, cost-effective practical solutions that can be more rapidly implemented are needed. Some of these options could involve: small package central treatment coupled with non piped distribution, e.g. community supplied bottled water; decentralized treatment for the home using basic filtration and/or disinfection; higher levels of technology to deal with chemical contaminants e.g. natural fluoride or arsenic. These technological options coupled with training, technical support and other essential elements like community commitment provide opportunities that should be explored both for rural small communities and in rapidly growing periurban areas in developing countries.
Summary This article analyses the structure and organization of RDRS, one of the largest rural development NGOs in Bangladesh. RDRS's Comprehensive Project works with 120,000 households, through small groups of about 15, motivating and educating people on joint savings and investment, agricultural and off-farm income generation, primary health and family planning, literacy, social awareness, and women's development. Groups have access to credit provided by RDRS or banks. No free inputs are given. The Comprehensive Project's Community Health Unit runs 55 antenatal centres and a leprosy treatment service. The Rural Works Project plants 250,000 trees per year, and supervises construction of schools, markets and small bridges and culverts in isolated rural communities. RDRS has almost 1,700 staff. Field implementation is decentralized to area-based units, within a common policy, activity, financial and personnel framework. Six sectoral advisory units are responsible for innovation, quality control and coordination across the whole programme. Résumé Les ONG: le cas du Service rural de Rangpur Dinajpur Le présent article contient une analyse de la structure et de l'organisation du RDRS, l'une des plus importantes ONG (Organisation non gouvernementale) rurales du Bangladesh. Le Comprehensive Project du RDRS intervient auprès d'environ 120 000 ménages sous forme de petits groupes d'environ 15 personnes; le RDRS a pour rôle de motiver et d'éduquer les participants quant aux économies et investissements conjoints dans le ménage; la génération de revenus fermiers et outre-fermiers; les soins de santé primaires et le planisme familial; les campagnes d'alphabétisation; les programmes de sensibilisation sociale; et le développement des femmes dans la population. Les groupes ont accès au crédit fourni par le RDRS ou par les banques. Aucune contribution n'est gratuite. Le groupe des Soins de santé communautaires du Comprehensive Project organise 55 centres de consultation prénatale, ainsi qu'un centre pour le traitement des lépreux. Le service des prestations rurales plante environ 250 000 arbres par an et contrôle la construction des écoles, des marchés et des petits ponts et caniveaux dans les communautés rurales isolées. Le personnel du RDRS compte presque 1700 effectifs. Les antennes exécutives rurales sont décentralisées en unités à base géographique, or elles restent liées par une organisation de gestion commune des politiques, des activités, du financement, et du personnel. Six groupes de conseil sectoral se chargent des programmes d'innovation, de contrôle de la qualité et de coordination du programme au niveau de l'ensemble. Resumen Organizaciones no gubernamentales: el caso del Servicio Rural en Rangpur Dinajpar El artículo analiza la estructura y organización del RDRS, uno de los proyectos de desarrollo rural más grandes de las Organizaciones no gubernamentales en Bangladesh. Este proyecto exhaustivo comprende 120.000 familias, en grupos de quince familias, motivando y educando a la población en áreas como: ahorro colectivo e inversiones, producción de ganancias fuera de la granja, salud y planificación familiar, alfabetización, conciencia social y el desarrollo de la mujer. Los grupos tienen acceso a créditos provistos por RDRS o instituciones bancarias. No se otorga dinero gratis. La Unidad del Proyecto de Salud Comunitaria maneja 55 centros pre-natales y un servicio para el tratamiento de la lepra. El Proyecto de Trabajos Rurales planta 250.000 árboles por año, y supervisa la construcción de escuelas, mercados, puentes y alcantarillas en comunidades rurales aisladas. RDRS tiene un personal de casi 1700 empleados. La implementación de base se descentraliza en forma de unidades en cada área, que sin embargo siguen una línea común en cuanto a a criterios, actividades y estructuras financieras y de personal. Hay seis unidades consultivas responsables por las innovaciones, control de calidad y coordinación de la totalidad del programa.
Bangladesh has a population of 115 million people, and the economic growth rate of 3.7% during the 1980s was undermined by rapid population growth. The annual population growth rate was 3% in the 1960s and early 1970s, 2.5% between 1981-91 decreasing to 2.3% in 1991. The average of number of children is 4.6/woman compared with 7 in the 1960s. Infant mortality dropped from 150/1000 births in 1976 to 118/1000 in 1991. Life expectancy rose from 47 to 54 years. The 1991 Contraceptive Prevalence Survey showed that 39.9% of married women under 50 use contraceptives in 1991 vs. 18.6% in 1981. The use of modern methods increased from 10.9% in 1981 to 31.2% in 1991, while traditional methods rose from 7.7% to 8.7%. Sterilization was most prevalent in 1981. 29,000 female family planning (FP) workers were aggressively engaged in dispensing FP services in 1990. The Social Marketing Company sells pills, condoms, and oral rehydration salts through 130,000 retail outlets. The 1989 Contraceptive Prevalence Survey showed that 40% of pill and condom users obtained them from this network, and 95.4% of women knew about 4 methods of contraception. In 1990 there were 120 private organizations providing contraceptive services. Some of the components of the government FP program include field worker distribution door-to-door of injectable contraceptives (50% injectable usage rate in the Matlab project); recordkeeping activities; a satellite clinic network with access to contraceptive services; and decentralization through the Upazila (subdistrict) approach. The logistics system of FP has improved the warehousing, transportation, and management information system. Foreign aid (mainly USAID) financing of contraceptives helped avert 14.4 million births between 1974-90. The increase of contraceptive prevalence to 50% by 1997 would avert another 21.9 million births during 1991-96 (replacement fertility requires 70% prevalence.
The significant progress made during the UN International Water Decade is reviewed, eight years after its inception in 1981. Major issues remain, especially in rural areas. The advantages of an integrated water resource planning framework (IWRP) are explained, including the use of this process to develop a flexible strategy for the water and sewerage sector to meet national policy objectives. Economic efficiency in supply implies optimal service quality and least cost planning, while efficient pricing policy requires the implementation of long‐run marginal cost based tariffs. Better sector organization, management, accountability, options for decentralization and innovative financing methods are also discussed.
This paper describes the development and activities of the Sarvodaya Movement, a grass-roots mutual-aid movement based on traditional Buddhist social values. Started by high school students and teachers in 1947 as a community-service organization the Movement is open to all individuals and has attracted thousands of volunteers in 1200 villages. Sarvodaya Shramadana emphasizes improvement in the standard of living through the development of local resources by the community itself, strengthening of the family and the village unit, discouragement of large-scale industrialization and removal of forms of exploitation, such as caste, race discrimination, large-scale land ownership, and so on. Key to all of the Movement's activities is the concept of self-reliance, self-realization, nondependence at both the individual and the village level. The mutual sharing of labor not only accomplishes the work of the community, creating the physical infrastructure for economic improvement, but serves as a revolutionary technique to awaken people to their own potential. The movement organizes villages into functional groups by age and occupation and trains community workers who are chosen by the villages themselves. In each village, work starts on short-term strategies to relieve debt, provide health care and educate the population and long-term strategies to generate sustained, unified community spirit and sufficient income to avoid use of outside credit. The Movement's specific projects include surveys of nutritional deficiencies, the community kitchen program, preschool program, day care centers, children's library service and community health programs. The Movement is now changing from a centrally-coordinated organization toward decentralized organization based in 52 Extension Centers and run, at the national level, by an Executive Council of 35, a 6-man board and 9 coordinators. The Movement was self-financed by members for the 1st 10 years but has used outside financing in the last 10 years. Through establishment of economic activities, the Movement hopes to be self-reliant by 1985.