Oss Strategy Final

LUKANGA WATER SUPPLY AND SANITATION
COMPANY LIMITED
ON-SITE SANITATION AND FAECAL SLUDGE

MANAGEMENT STRATEGY
2021 - 2025
ON-SITE SANITATION AND FAECAL SLUDGE

MANAGEMENT STRATEGY
2021 - 2025
TABLE OF CONTENTS
List of Figures ii
List of Abbreviations ii
ACKNOWLEDGEMENT iii
EXECUTIVE SUMMARY iv
TERMS AND DEFINITIONS vi
1 INTRODUCTION 1
1.1 Purpose of document 1
1.2 Problem Definition 1
1.3 Approach 1
1.4 Legal Provisions on On-Site Sanitation Strategy 2
2. THE ORGANISATION 3
2.1 LgWSC Vision 3
2.2 LgWSC Mission 3
3. GUIDING PRINCIPLES 4
4. OBJECTIVES 5
4.1 Strategic objective 5
4.2 Strategic Targets 5
5. OUR STRATEGY 10
5.1 Overview of Technical Solutions 10
5.2 Containment 11
5.3 Emptying and Transportation 12
5.4 Treatment 12
5.5 Reuse and Resource Recovery 12
6. STRATEGIC COMPONENTS 13
6.1 Behaviour Change Communication 13
6.2 Service Delivery Systems and Mechanisms 13
6.2.1 Onsite Sanitation (OSS) facilities 13

6.2.2 Emptying and Transport 15
6.2.3 Treatment and Resource Recovery 15
6.3 Governance, Regulation and Enforcement 15

6.4 Sanitation Financing 16
7. CROSS CUTTING ISSUES 17

7.1 Gender and Social Inclusion 17
7.2 Climate Vulnerability and Resilience 17
7.3 Health and Safety 17
7.4 Private Sector Engagement 17
7.5 Community Engagement and Ownership 17
7.6 Technical innovation, Research and Development 18
7.7 Human Resources and Capacity Building 18
7.8 Required Institutional arrangements for the implementation of the strategy 18
7.9 Sustainability and Risk Mitigation 19
7.10 Monitoring, Evaluation and Learning 19
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8. ANNEXES 21
Annex I: Climate Vulnerability and Resilience 22

Annex II: Generic FSM unit structure at utility level (NWASCO) 24
Annex III: Risk Matrix 25

Annex IV: Monitoring and Evaluation Matrix 29
LIST OF FIGURES
Figure 1
Overview of technical solutions along the sanitation service chain 10
Figure 2
Service delivery process flow for delivery of HH sanitation facilities through CBEs 13
Figure 3
Service delivery process flow for HH sanitation facilities under the local authority 14
Figure 4
Institutional arrangement for onsite sanitation and FSM (NWASCO, 2018) 19
LIST OF ABBREVIATIONS
LgWSC Lukanga Water Supply and Sanitation Company

SNV The Netherlands Development Organisation
FSM Faecal Sludge Management
OSS On-site Sanitation
NWASCO National Water Supply and Sanitation Council
ZEMA Zambia Environmental Management Agency
NUWSSP National Urban Water Supply and Sanitation Programme
NGOs Non-Governmental Organisations
OSS On-site Sanitation
PUA Peri-Urban Area
SDGs Sustainable Development Goals
SIGM Social Inclusion and Gender Mainstreaming
OPEX Operational Expenditure
CAPEX Capital Expenditure
HH Household
CBE Community Based Enterprise
ii
ACKNOWLEDGEMENT
This Onsite Sanitation and Faecal Sludge Management Strategy 2021 – 2025 is drawn from
the main corporate Strategic Plan 2021-2025 and becomes the first step towards actualizing
the new national mandate on Urban Onsite Sanitation and Faecal Sludge Management.
The strategy clearly aligns with Lukanga Water Supply and Sanitation Company’s vision
which promotes dependable, innovative, commercially viable and quality water and
sanitation services to all customers of Central Province in an equitable manner
LgWSC would like to thank the Board of Directors for providing strategic direction and
support to the company as we move towards integrating on-site sanitation in our services.
Being a process that required input from stakeholders, LgWSC also renders profound
gratitude to the team of experts comprising representatives from the Ministry of Water
Development, Sanitation and Environmental Protection – Department of Water Supply and
Sanitation (WSS), NWASCO, the Water Resources Management Authority (WARMA), and
the Zambia Environmental Management Agency (ZEMA) for the hard work and dedication
that was invested in the development of this framework.
We extend special gratitude particularly to our Lusaka Water Supply and Sanitation
Company (LWSC) counterparts Eng. Mwansa Nachula Mukuka, Eng. Pride Kafwembe and
Eng. Kameya Kashweka for the knowledge exchange and facilitation of the preparation of
the strategy.
We also want to convey our gratitude to the Netherlands Development Organisation (SNV)
for the support to the company in building capacity in sanitation service provision through
the Zambia Urban Sanitation and Hygiene for Health and Development project and
material and technical support in the development of this strategy.
Finally, a big thank you to all the employees of LgWSC who are doing the hard work of
turning ideas into actions. Your great work is valued by our customers who depend on us to
be there for them in delivering these services reliably.
…………………...................……..
YORAM SINYANGWE
MANAGING DIRECTOR
iii
iii
01
EXECUTIVE SUMMARY
Lukanga Water Supply and Sanitation Company (LgWSC) has integrated On-site Sanitation
(OSS) services following the expanded mandate. This service will be offered in areas that will
not be connected to the sewer network in the medium to long-term due to technical and
socio-economic considerations. It is for this reason that LgWSC has developed the On-site
Sanitation and Faecal Sludge Management strategy which will serve as a policy guide on
how the company will operationalise on-site sanitation in line with its strategic plan
2021 – 2025.
The strategy provides guidance on how LgWSC will provide OSS and FSM services as well as
facilitate new delivery models or mechanisms for the entire sanitation service chain to
progressively eliminate inequalities for all our customers, paying special attention to needs
of women, girls, and those in vulnerable situations.
LgWSC has set itself on a path to contribute towards the attainment of universal access to
sanitation as enshrined in the SDG 6.2. From the utility strategic plan 2021 – 2025, strategic
objective 3 aims to increase improved sanitation service coverage from 55% to 85% and
safely managed sanitation from 23% to 51% by 2025 paying attention to the needs of
women and girls and other vulnerable groups. This strategy has identified five strategic
targets that the utility will have to achieve to meet the strategic objective 3.
These include:
i. To achieve sector benchmark of 85% for sanitation service coverage by 2025.
ii. To increase access to sanitation services by safe emptying from 4% to 25% by 2025.
iii. To increase volume of feacal sludge and septage safely treated from 1,183m3 to
8,622m3 by 2025.
iv. To increase annual funding for sanitation from internal and external sources from
ZMW 1.969 million to ZMW2.5million by 2025
v. To formalize and actualize partnerships with key stakeholders in 3 target service areas
of Kabwe, Kapiri Mposhi and Mkushi for joint planning and implementation of
sanitation service provision by 2025.
In terms of containment, LgWSC has developed a catalogue of various onsite sanitation

facilities which meets the Joint Monitoring Programme definition of improved sanitation
facilities. The choice between the various solutions will depend on social-cultural inclusion,
socio-economic and environmental consideration. Emptiability will be achieved either
through upgrading of existing systems (where feasible) or through construction of new
facilities.
With respect to emptying and transportation technical solutions, LgWSC’s minimum

requirements are that technologies are safe, socially acceptable, cost-effective and their
operation and maintenance can be paid for from emptying fees. The utility will promote
both mechanical and manual emptying methods.
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To safely treat and reuse faecal sludge and wastewater, LgWSC will explore appropriate
treatment technologies for faecal sludge and septage, prioritising established
technologies in terms of level of technology development. LgWSC will construct
treatment facilities for faecal sludge and septage. However, this investment may not
take place` immediately thus the utility will explore the possibility of modifying existing
waste water treatment facilities to facilitate co-treatment.
The strategy further defines the delivery models that will be utilised on each part of the
sanitation service chain to ensure consistency. LgWSC aims at increasing population
awareness on sanitation and hygiene education through sanitation marketing and
hygiene promotion activities. To achieve this, the utility will establish partnerships along
the sanitation service chain to leverage expertise and resources from private sector,
local authorities, and communities among a few.
The strategy will be financed through both internal and external resources. The former
will be through tariffs, taxes, trade, and blended financing. External financing will be
through transfers such as grants and loans from International Financing Institutions,
Government, and other cooperating partners. The utility intends to increase the
financing for sanitation through internal and external sources to ZMW2.5 million
annually by 2025.
To create an enabling environment to support the attainment of the strategic objective

3, LgWSC will pay attention to cross cutting issues including gender and social
inclusion, climate change adaptation, health and safety, private sector engagement,
technical innovation, and research.
A monitoring and evaluation framework for this strategy has been developed and will
be able to store and report on a wide set of indicators. The progress on the indicators will
be monitored using field checklists at different levels e.g., households and monthly
reports. The lessons learned and experiences gained shall be used to inform internal
policy on sanitation. In addition, a risk register has been developed to help the utility to
identify risks and measures to mitigate them during the operationalisation of the
strategy.
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TERMS AND DEFINITIONS
For the purpose of this strategy, the following definitions shall apply.
Basic Hygiene: Availability of a handwashing facility on premises with soap and

water.
Containment: Containment describes the ways of collecting, storing, and sometimes

treating the products generated at the toilet (or user interface). The treatment
provided by these technologies is often a function of storage. Thus, products that are
‘treated’ by these technologies often require subsequent treatment before use and/
or disposal.
Faecal sludge: denoted the emptied contents from onsite sanitation technologies
e.g., latrines, non-sewered public toilets, septic tanks, mobile toilets and aqua privies
and has not been conveyed in a sewer.
Hazard: A biological, chemical or physical constituent that can cause harm to human
health.
Improved facilities: include flush/pour flush to piped sewer systems, septic tanks or
pit latrines; ventilated improved pit latrines, composting toilets or pit latrines with
slabs.
Manual emptying: In this document refers to the emptying of faecal sludge from
onsite sanitation technologies, where humans are required to manually lift the
sludge. Manual emptying can be used with either manual or motorized transport.
Open Defecation: Disposal of human faeces in fields, forests, bushes, open bodies of
water, beaches or other open spaces, or with solid waste (Joint Monitoring Program)
Safely Managed Sanitation: Use of improved facilities that are not shared with other
households and where excreta are safely disposed of in situ or transported and
treated offsite.
Sanitation Coverage: Population serviced by offsite (centralised system) and septic

tanks only.
Sanitation service chain: All components and processes comprising a sanitation

system, from toilet capture and containment through emptying, transport,
treatment (in-situ or offsite) and final disposal or end use.
Sanitation technologies: The specific infrastructure, methods, or services designed

to support the process of managing faecal sludge and/or wastewater through the
stages of containment, emptying, transport, treatment, and end use/disposal.
Sanitation workers: In this document refers to all people – employed or otherwise –

responsible for cleaning, maintaining, operating or emptying a sanitation technology
at any step of the sanitation chain.
Septage: refers to the solids and liquids which are removed from a septic tank, or
vault in a wet sanitation system, and comprises faecal sludge, the supernatant water
and scum.
Treatment: Process/es that changes the physical, chemical and biological

characteristic or composition of faecal sludge or wastewater so that it is converted
into a product that is safe for end use or disposal.
vi
1. INTRODUCTION
1.1 Purpose of document
In 2019 licensing conditions for all commercial water utilities were amended by the
National Water Supply and Sanitation Council (NWASCO) shifting from sewerage to
sanitation. This means that all utilities are expected to provide both on-site and off-site
sanitation services to all its customers in their jurisdiction.
In line with the above, Lukanga Water Supply and Sanitation Company (LgWSC) in its
strategic plan 2021 – 2025 recognises the need to improve sanitation service coverage
from 55% to 85% and increase safely managed sanitation. Therefore, this strategy will
serve as a policy guide to meet the strategic objective on sanitation as stipulated in
strategic plan 2021 – 2025.
1.2 Problem Definition
Currently sanitation service coverage in LgWSC serviced areas stands at 55%, way below
the sector benchmark of 85%. In addition, the service provision is not intentionally
designed to provide for all including low income communities and paying attention to
the needs of women, girls and other vulnerable groups.
Access to safely managed sanitation in view of the attainment of Sustainable
Development Goals (SDGs) stands at 23% with only 9 years to go before the deadline for
the attainment of universal sanitation coverage. Sanitation coverage by sewers stands at
19%, with the remaining 81% of the population reliant on on-site systems. Out of these,
only 4% are considered to have access to safely managed sanitation through LgWSC own
vacuum tanker services. With most residents relying on on-site sanitation, it is imperative
that LgWSC invests in increasing access to on-site sanitation and making it meet the
tenants of safely managed sanitation.
1.3 Approach
LgWSC has the legal mandate to provide sanitation services in Central province across
the sanitation service chain.
The utility will explore avenues on increasing demand for improved and safely managed
sanitation services in its service areas. It will deploy various behaviour change marketing
strategies to promote uptake of sanitation products and services.
The utility will utilise both internal and external financing to increase uptake of sanitation
products and services. For internal financing, it will consider its own management
model, alternative service delivery models (such as scheduled desludging), billing and
ringfencing mechanisms. External financing will be through capturing investments
such as grants and loans and blended financing.
In addition, the utility will explore sustainable private and public partnerships that can
expand the sanitation service coverage, particularly in hard to reach/under-served areas
.
The utility will work with various partners in provision of improved OSS facilities and use
a combination of implementation methods that include community based artisans,
registered contractors, Non-Governmental Organisations and Local authorities.
Further, the utility will build on existing emptying services that have been provided in
selected service areas, to pilot scheduled desludging and draw lessons to upscale across
the province.
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With regards to treatment and reuse of faecal sludge, the utility will construct new faecal
sludge treatment plants in strategic areas. However, these investments may take time
due to resource constraints, thus LgWSC shall explore different technical options on
existing wastewater treatment plants to include treatment of faecal sludge
(co-treatment). . The utility will further explore options for value addition to the treatment
products in line with a circular economy approach.
The utility will thrive on the existing enabling environment, including regulations, tariffs,
enforcement, and collaboration with other key actors, including local authorities, CSOs,
private sector. The legal provisions supporting this strategy are provided in section 1.4.
The company’s management has articulated five objectives from the strategic plan 2021
– 2025 for the utility’s expanded role in onsite sanitation. These include:
i. Enhance corporate governance and administration.
ii. Achieve and maintain high level standard of customer care and stakeholder satisfaction.
iii. Mobilise financial resources and enhance collection efficiency in order to facilitate for
investment, business growth and achieve viability.
iv. Improve staff efficiency.
v. Develop reliable, secure and efficient information management systems and infrastructure.
1.4 Legal Provisions on On-Site Sanitation Strategy

The main legal provisions regarding onsite sanitation in Zambia are as follows:
i. The Water Supply and Sanitation Act No. 28 of 1997: Mandates NWASCO to regulate water
supply and sanitation provision in urban, peri-urban and rural areas.
ii. The Public Health Act Chapter 295, Volume 17 of the Laws of Zambia: Mandates local
authorities to enforce public health protection.
iii. The Environmental Management Act No. 12 of 2011: For protection of the environment
through the establishment of the Zambia Environmental Management Agency, an
authority to license, regulate and enforce environmental safeguards.
iv. The Statutory Instrument No. 112 of 2013, of the Environmental Management Act No. 12 of
2011, The Environmental Management (Licensing) Regulations of 2013: Sets limits and
standards for environmental protection including licensing of vehicles for transportation of
faecal sludge and treatment facilities.
v. The Statutory Instrument No. 63 of 2000, The Water Supply and Sanitation (Licensing of
Utilities and Service Providers) Regulations, 2000: Details procedures for licensing of service
providers.
vii. The Urban and Regional Planning Act of 2015 (repealed the Town and Country Planning Act
of 1962 and the Housing Act of 1975): Details the integrated planning of districts and regions
and mandates local authorities to enforce building standards including sanitation facilities
as set out by the planning departments of the Ministry of Local Government
02
vii. Local Government Chapter 281, Volume 16 of the Laws of Zambia: Mandates local
authorities for provision of water supply and sanitation services in the respective
districts.
viii Statutory Instrument No. 100 of 2011: Provides for local authorities to undertake activities
related to solid waste management. Poorly managed solid waste systems often leads to
solid waste indiscriminately disposed into onsite sanitation facilities, making emptying
services challenging.
ix Water Resources Management Act of 2011: Establishes the Water Resources
Management Authority to set, regulate and enforce standards on ambient water quality
which are often receiving bodies of treated effluent. It further prescribes the minimum
distances for structures including onsite sanitation facilities from water bodies.
x Urban Onsite Sanitation and Faecal Sludge Management – Framework for Provision
and Regulation in Zambia; provides guidance to sanitation stakeholders in the creation
of a regulatory framework for onsite sanitation and faecal sludge management that
supports the proper functioning of an integrated management system covering the
whole sanitation chain.
xi Occupation Health and Safety Act, 2010: Provides for the health, safety and welfare of
persons at work and protection of persons against risks to health or safety arising from
or in connection with the activities. Principle guiding document for creating a safe
working environment for all sanitation frontline workers.
2.THE ORGANISATION
2.1 LgWSC Vision
The Company seeks to fulfill its noble mandate in the Vision:
“To be a dependable, innovative and commercially viable utility company that

provides quality water and sanitation services to all customers of Central Province in
an equitable manner”.
2.2 LgWSC Mission

The vision is achieved through the Mission;
“To provide customers in Central Province with reliable, affordable and

cost-reflective water supply and sanitation services in a sustainable, equitable and
resilient manner”
03
3. GUIDING PRINCIPLES
LgWSC has set itself on a path to contribute towards the attainment of universal access
to sanitation as enshrined in the SDG 6.2. The utility has therefore formulated a set of
progressive set of principles to support the attainment of SDG 6.2. These are:
Achieve access. LgWSC’s long term vision is for all residents in its jurisdiction to have
sanitation facilities close to home that can be easily reached and used when needed.
Adequate for customers. Our customers use systems that hygienically separates
excreta from human contact as well as safe reuse/treatment of excreta in situ, or safe
transport and treatment off site.
Equitable. Progressive elimination of inequalities for all our customers, paying special
attention to needs of women, girls, and those in vulnerable situations.
Sanitation and hygiene for all. Our customers use and access sanitation products and
services that promote a safe and sanitary environment that prevent the spread of
diseases.
Participatory approach. Stakeholder engagement is critical to ensure the sustainabi-

lity of sanitation interventions. The design and implementation of interventions and
investments will include extensive consultation and communication with stakeholders
including customers, policy makers, service providers.
Market-based instruments. LgWSC will stimulate the market and foster business
sustainability in the sanitation value chain via commercially sustainable business
model.
04
4. OBJECTIVES
4.1 Strategic Objective
To increase improved sanitation service coverage from 55% to 85% and safely ma-
naged sanitation from 23% to 51% by 2025 paying attention to the needs of
women and girls and other vulnerable groups.
4.2 Strategic Targets

i. To achieve sector benchmark of 85% for sanitation service coverage by 2025.
ii. To increase access to sanitation services by safe emptying from 4% to 25% by

2025.
iii. To increase access to basic hygiene by hand washing facilities from 23%
to 51% by 2025.
iv. To increase volume of feacal sludge and septage safely treated from 1,183m3 to
8,622m3 by 2025
v. To increase annual funding for sanitation from internal and external sources
from ZMW 1.969 million to ZMW 2.5million by 2025.
vii To formalize and actualize partnerships with key stakeholders in 3 target
service.
viii areas of Kabwe, Kapiri Mposhi and Mkushi for joint planning and
implementation of sanitation service provision by 2025.
LgWSC has identified specific interventions for eac h of the strategic targets, these
are detailed in the Monitoring and Evaluation Framework in Annex IV. The general
approach for each strategic target is provided below.
05
STRATEGIC TARGET 1
To achieve sector benchmark of 85% for sanitation service coverage by 2025
The utility will increase access to both offsite and onsite sanitation. Firstly, the utility
will map and develop a database for both onsite and offsite customers to access the
level of sanitation coverage.
For offsite sanitation, the focus will be to maintain the current sewer network and
increasing the customer base as prescribed in the LgWSC strategic plan 2021 – 2025.
For onsite sanitation, the utility will focus on mapping existing facilities and
formalising partnerships for increased uptake of improved sanitation. These will be
achieved through:
i. Map and develop a database of 100% of estimated customer coverage base for both
onsite and offsite sanitation by 2022.
ii. Create a database of customer sanitation coverage for onsite sanitation customers.
iii. Market toilet catalogue to increase uptake of improved onsite sanitation facilities.
iv. Train and certify masons in upgrading and new construction of improved toilets in
toilet catalogue.
v. Establish a financing mechanism for toilet upgrades and new constructions.
vi. Increased sanitation coverage by sewers by 2% points by 2025, from 19% to 21%.
vii. Increased sanitation coverage by on site systems by 28%points, from 36% to 64%.
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STRATEGIC TARGET 2
To increase access to sanitation services by emptying from 4% to 25% by 2025
The utility will implement functional faecal sludge management systems to

achieve safely managed sanitation and to ensure that all faecal sludge
generated from target customers is safely collected and transported to
designated treatment sites. This will be achieved through:
i. Increase productivity of sanitation equipment and plant.
ii. Increase uptake of formalised emptying services.
iii. Increase private sector participation in emptying and transportation of

sludge.
iv. Increase volume of faecal sludge emptied from peri urban areas and
disposed at treatment plants from 1,183m3 to 2,183m3 by 2025, a 85%
increase.
STRATEGIC TARGET 3
To increase access to basic hygiene by hand washing facilities from 23% to

51% by 2025
The utility will develop, implement and sustain a comprehensive behaviour

change campaign in Kabwe. Awareness raising will target households,
schools, health facilities and public facilities to improve hygiene practices and
compliance to achieve basic service level for hygiene. This will be achieved
through:
i. Increased proportion of household with handwashing facilities

through mapping and development of a database of 100% of
estimated customer coverage base on access to handwashing
facilities in Kabwe by 2022
ii. In collaboration with Local Authorities and development partners,

design and implement a behaviour change campaign aiming to
increase uptake of handwashing facilities on premises with soap and
water by 25 percentage points by 2025.
07
STRATEGIC TARGET 4
To increase volume of feacal sludge and septage safely treated from 1,183m3 to
8,622m3 by 2025
The utility will conduct feasibility study and mobilise resources to upgrade the
existing treatment capacity to safely treat the anticipated increase in volume of
both faecal sludge and wastewater requiring treatment. This will be achieved
through:
i. Increase treatment capacity for faecal sludge in Kabwe town from 1,183m3
to 6,462m3/annually by 2025.
ii. Increase treatment capacity for faecal sludge in Kapiri Mposhi town from
0 to 2,160m3/annually by 2025.
.
iii. Increase internal capacity to operate and maintain treatment plants.
STRATEGIC TARGET 5
To progressively increase internal and external resources mobilized for sanitation

from ZMW 1.969 million to ZMW 2.5million annually by 2025, a 27% increase
The utility will identify financing opportunities from both internal and external
resources to finance the implementation of the onsite sanitation strategy. This
will be achieved through:
i. Increase internal resources mobilized for sanitation annually from ZMW

125,000 to ZMW 500,000 , through ring fencing the sanitation surcharge
and sanitation fees such as emptying charges.
ii.
Increase external resources mobilized for sanitation by identifying external
financing opportunities and developing an OSS & FSM Investment plan.
08
STRATEGIC TARGET 6
To formalize and actualize partnerships with key stakeholders in 3 target service

areas of Kabwe, Kapiri Mposhi and Mkushi for joint planning and implementation
of sanitation service provision by 2025.
The utility will establish formal partnerships with line ministries and institutions
in the strategic towns of Kabwe, Kapiri Mposhi and Mkushi for joint planning and
implementation of sanitations. This will be achieved through:
i. Increase formal collaboration with key stakeholders in the sanitation sector.
ii. Increase joint planning and collaboration with key stakeholders across the
sanitation service chain.
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5. OUR STRATEGY
5.1 Overview of Technical Solutions
LgWSC has identified a set of appropriate technical solutions for onsite sanitation along the
entire sanitation service chain to achieve safely managed sanitation and increase the
sanitation coverage. Technical and non-technical factors were taken into consideration and
drawing lessons from LWSC.
These technical solutions are expected to provide the most socially and environmentally
acceptable level of service at the least cost for this strategy are presented in Figure 1.
Containment Emptying Transport Treatment Reuse/Disposal
Wastewater Treatment
Sewer Network/Pumping Stations
Plant(WWTP)
Decentralised Wastewater Treatment System (DEWATS)

WC
Septic Vacuum Truck/Ugavac

Tank
Faecal Compost
Pour Sludge Treated
Flush Treatment biosolids,
Evac
Light Truck Plan biogas
Mobile Transfer (FSTP)
Station
Gulper
Pit Latrine Barrels Pusheart
Modified
Tools
Figure 1: Overview of technical solutions along the sanitation service chain
5.2 Containment
LgWSC has identified “emptiability” as the minimum requirement for any technical solution for
onsite sanitation facilities. An on-site sanitation facility is considered “emptiable” if the faecal
sludge can be easily, safely and hygienically removed, either by mechanical or manual methods,
without affecting the stability of both the substructure and superstructure of the facility, and also
provides safety of the pit emptiers. LgWSC has developed a catalogue of various onsite sanitation
facilities which meets the Joint Monitoring Programme definition of improved sanitation facili-
ties. The choice between the various solutions will depend on social-cultural inclusion, socio-eco-
nomic and environmental consideration.
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Emptiability will be achieved either through upgrading of existing systems (where feasible) or
through construction of new facilities. Key points to consider in deciding whether to upgrade
or construct a new facility include:
i. Relative cost of upgrading compared to building a new facility;
ii. Remaining useful life of the existing facility;
iii. Structural soundness of the existing facility; and
iv. User acceptability of upgraded design.
Given the condition of existing facilities and the fact that emptiability depends largely on the
sub structure, it is expected that most of the interventions will involve construction of entirely
new onsite sanitation facilities.
5.3 Emptying and Transportation
With respect to emptying and transportation technical solutions, LgWSC’s minimum

requirements are that technologies are safe, socially acceptable, cost-effective and their
operation and maintenance can be paid for from emptying fees. The utility will promote a
range of both mechanical and manual emptying and transportation technologies. To reduce
the operational and maintenance costs for emptying and transportation operations, the utility
is looking to minimize the cost of service by using a combination of manual and motorized
emptying and transportation technologies, optimizing the transportation routes, outsourcing
to private operators, use of different delivery models such as scheduled desludging and local
decentralized treatment systems. LgWSC is currently utilising fully mechanized emptying and
transportation equipment in terms of a vacuum truck and is looking to explore
semi-mechanical emptying by utilising the Evac emptying equipment in combination with a
light truck for transportation.
5.4 Treatment
To safely treat and reuse faecal sludge and wastewater, LgWSC will explore appropriate
treatment technologies for faecal sludge and septage, prioritising established technologies in
terms of level of technology development. The company will put up faecal sludge treatment
facilities in the medium to long term. However, to immediately improve and optimise the
wastewater and faecal sludge treatment, the utility will carefully explore the option of
co-treatment. Currently, the utility has a complete design of co-treatment for Kabwe town,
ready for implementation. The utility shall meet the compliance requirements for safe disposal
and reuse of treatment products as set by the Zambia Environmental Management Agency
(ZEMA) and any other relevant authority. The utility shall also consider innovative and
transferring technologies as may be appropriate.
5.5 Reuse and Resource Recovery
With respect to reuse of treatment products, LgWSC shall consider various options. The
choice of the option shall take into consideration the following:
i. Market opportunities of the product in the service town
ii. Compliance to existing standards for reuse option
iii. Capacity and technical know-how of LgWSC and potential partners
iv. Revenue addition from sale of treated end use products.
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6. STRATEGIC COMPONENTS
6.1 Behaviour Change Communication
In terms of behaviour change campaigns, application of the best socio and commercial
marketing practices to influence sanitation behaviours and create demand for products and
services along the sanitation service chain will be utilised. The sanitation marketing approach will
be implemented across the service areas. Specific areas will require more intense interventions,
tailored messages, and marketing activities to support strategy implementation and adoption of
products and services. This is because sanitation, especially construction of sanitation facilities,
connections to sewers, and emptying services may not be a priority on customer’s expenses. And
as such LgWSC will look to instil behaviour change and ensure that the residents in service towns
adopt and accept the products and services that are being offered. This will build on the already
existing Behaviour change communication strategy for Kabwe district. For the remaining service
towns, the utility will carry out an analytical framework and conduct a formative research to
inform the development of behaviour change strategy. The formative research will probe factors
that will serve as barriers to and drivers of target populations ability, opportunity, and motivation
to adopt the desired behaviours and their willingness to pay. The communication strategy will
take into account the participation of women and other vulnerable groups in its design and
implementation.
The utility will establish partnerships with relevant line ministries, authorities, and the
community to develop and roll out appropriate behaviour change programmes.
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6.2 Service Delivery Systems and Mechanisms
6.2.1 Onsite Sanitation (OSS) facilities
LgWSC shall promote the construction and upgrade of the household sanitation facilities
through both internal and external mobilised resources.
The utility shall use the various design options developed in the catalogue for implementation
and will supervise and monitor the construction of the OSS facilities. In terms of delivery of the
infrastructure, two options shall be considered during implementation:
Option 1 - using construction contractors
Option 2 - using community-based teams of builders/masons trained and equipped by

LgWSC. To fulfil the utilities desire for the service to be socially inclusive, the utility will develop
alternative methods for pro-poor financing and factor designs for people with disabilities for
households. Further, the utility will work with partners to provide inclusive services in public
institutions. The three proposed models that could provide the utility and the households are:
i. Partial credit and grantee funds for sanitation loans
ii. Sanitation revolving fund
iii. Result based sanitation subsidy with support from grants
The utility envisages that service requests and payments for construction and upgrading of
onsite sanitation facilities will be channelled through the utility in a case were the funding
such as a grant or a loan is given or offered to LgWSC. In such a case, the utility will take up the
role of ensuring that all responsibility of the entire construction cycle sits with them as shown
in Figure 2. In addition customers will have the opportunity to request for services for OSS
facilities using both online services and walk-ins as provided by the utility.
LgWSC
7. Authorisation for mobilization and
contruction and inform finance
Customer Service
1.Service Request Finance
Desk
(online or Physical)
Commercial &
6. Negotiation 5. Designed Business 9. confirms construction
Package Development and
requests for payment
4. Technical
2. Job Card Note
Customer
8. Authorizes contruction
3. Inspection and Contractor and monitors
recommend
Improvements
Figure 2 Service delivery process flow for delivery of HH sanitation facilities through CBEs
13
In a case where there is no definite funding for the construction of Household (HH) sanitation
facilities, the utility’s role will change to ensuring compliance with the minimum set standard
of emptiabilty, which is the main interest of LgWSC for the HH sanitation facilities that will be
constructed. In this case, the local authority will take up the main role of ensuring that the
construction cycle is achieved, joint inspections will be conducted with LgWSC to ensure
compliance. Figure 3 shows the service delivery process flow diagram for delivery of onsite
sanitation facilities.
1. Customer makes
Local Authority
decision to
construct facility
Customer Service
Desk
Local Authority
5. Designed Engineering Dept
Package
2. Job Card
4. Technical
Note
7. Makes
Payment
Customer
Contractor
LgWSC
3. Inspection and
recommend
Improvements 8. Authorizes construction
and monitors
Figure 3 Service delivery process flow for HH sanitation facilities under the local authority
14
6.2.2 Emptying and Transportation
LgWSC will consider delivering emptying and transportation services using a mix of
service delivery models. The utility will achieve this through:
i. Delivery of emptying and transportation services using a vacuum truck which
the utility owns to target the septic tank market.
ii. Licensing private service providers or community-based enterprises (CBE) to

deliver emptying and transportation services in a regulated and coordinated
manner.
iii. In both delivery mechanisms, a mix of on- demand and scheduled emptying
will be utilised.
iv. Emptying services will be provided using a combination of vacuum trucks, Evac,
Gulper, Modified tools and any other mechanism that is deemed appropriate.
v. Transportation of sludge will be through a combination of closed containerised
vehicles such as vacuum trucks, sealed barrels mounted on light trucks licensed
to carry hazardous waste.
In both delivering mechanisms, LgWSC will be responsible for the following:
i. Set the expected quality of service standards (including health and safety) in
compliance of relevant national standards.
ii. Propose and implement commercially viable emptying fees as approved by
NWASCO.
iii. Schedule for the services.
iv. Manage the customer database.
v. Create demand for the both on-demand and scheduled emptying services.
vi. Manage and track service requests through a customer service centre.
vii. Manage the collection of emptying fees through its existing network of pay
centres and/or mobile payment systems.
viii. Provide training to service providers; and monitor their performance through
a monitoring mechanism to be developed.
6.2.3 Treatment and Resource Recovery
LgWSC will operate and maintain the treatment facilities for treatment of faecal
sludge. The operations of the treatment facilities will be financed through disposal
fees, emptying tariff, and through selling of treated end use products. The utility
will also consider exploring potential treatment service delivery mechanisms
through engagement of private operators in delivering treatment services.
15
6.3 Governance, Regulation and Enforcement
The required institutional, governance, incentives and accountability systems and

structures to effectively implement the strategy is the primary responsibility of the
LgWSC board and management team members. To ensure proper accountability and
practice of corporate governance principles in and through the structure of LgWSC, its
board of directors and management teams, an orientation training on the new mandate
of the utility on OSS and FSM will be undertaken.
With regards regulation, NWASCO has provided the frameworks for provision and
regulation of urban onsite sanitation and faecal sludge management. The utility will
utilise the recommendations which have been provided in this framework to tackle the
challenges and achieve the objectives of the strategy.
With enforcement, the utility recognizes that this function sits with other line
institutions. For the enforcement of onsite sanitation, the utility will rely and work hand in
hand with the local authorities in its jurisdiction in line with the Public Health Act
Chapter 295, Volume 17 of the Laws of Zambia: Mandates local authorities to enforce
public health protection.
The utility recognises that there are pieces of legislation under development aimed at
enhancing and providing standardisation and regulation for safe emptying,
transportation, treatment, and re-use of faecal sludge. The utility will ensure to keep
appraised with changes and ensure compliance.
6.4 Sanitation Financing
Based on LgWSC financial collections for the past year, the funding to Sanitation was estimated at
ZMW1.969 million. In addition, the strategic plan of 2021-2025 has an estimated budget of
ZMW9.845 million to achieve the strategic objective on sanitation. This funding is expected to be
realised from user fees, grants from cooperating partners and Government. In addition, for this
strategy, the following sources of funding will be explored.
Tariffs; for provision of emptying services for both on-demand and scheduled emptying. The utility
has tariffs for emptying services approved by NWASCO for scheduled emptying on septic tanks
currently pegged at a monthly fixed charge of ZMW 20 to be collected on the bill for a once off
emptying to be redeemed by customer anytime within three years. Furthermore, the utility has a
rising block tariff for pit latrine emptying on an on-demand basis. The tariffs are set to fully recover
Operations Expenses (OPEX) and a proportion of the Capital Expenditure (CAPEX). Through this
avenue the utility will unlock household financing for services.
Taxes; The utility has approval to collect sanitation surcharge from all its customers on the bill
pegged at 2% of the water and sewerage service charge. This source of financing is ring fenced and
available for use by the utility to fund sanitation projects on approval by NWASCO. The utility will
track this revenue and identify the priority projects to achieve the strategic targets for sanitation.
Transfers; The utility has been supported by the Government of Republic of Zambia and
cooperating partners through grant funding. The utility will identify both local and international
funding opportunities to provide counter funding to existing resources for implementation of
activities for the strategy.
Trade; The utility recognises the potential of the sale of treatment products from sanitation systems
and will explore options within the service towns. The utility will explore viable options for beneficial
use of treatment products to be implemented together with faecal sludge treatment plants.
16
7. CROSS CUTTING ISSUES
7.1 Gender and Social Inclusion
With regards to gender and social inclusion, a shared Institutional understanding of
what Gender and social inclusion in relation to sanitation service delivery will be the
starting point for the utility. The utility will build capacity among staff to be able to
identify and address issues of social inclusion and gender in OSS/FSM and create an
enabling environment for Social Inclusion and Gender Mainstreaming (SIGM). This will
be done through creating systems of accountability and incorporating SIGM in all
policies, procedures and processes.
The utility is currently developing a social and gender policy to ensure practical
coordination of all gender mainstreaming initiatives. The utility is also looking to have
an effective information management system with disaggregated data based on sex,
age and vulnerability.
7.2 Climate Vulnerability and Resilience

Climate change represents one of the biggest and significant challenges the world is
facing at the moment. Many urban sanitation systems are not adequately equipped to
cope with existing climate variability damages due to current weather events (Oates,
Ross, Calow, Carter, & Doczi, 2014; Doczi & Ross, 2014). The positive and negative impact
anticipated on the sanitation systems and how they will be mitigated are detailed in
Annex I.
17
7.3 Health and Safety
It is LgWSC priority that all sanitation workers operate in an environment that is
safe and does not present both physical, chemical, and biological hazards.
Technological options selected for emptying, transporting, and treatment shall
be critically reviewed and must comply with safety requirements as set by
Institute of Occupational Health and Safety, this include but not limited to,
cleaning of work area post emptying so no hazardous human waste is left in the
vicinity of the household. Additionally, the utility will ensure that the minimum
requirements as required by Zambian labour laws are met with regards to
employment of sanitation workers for both LgWSC direct employees and any
licensed providers in the jurisdiction of the utility.
The utility will adopt and ensure compliance to service standards set by
NWASCO for toilet construction, emptying, transportation and treatment. This
will entail that sanitation workers to be engaged in emptying services by the
utility and licensed providers will undergo mandatory medical check ups at
prescribed intervals and vaccinations for cholera, typhoid and hepatitis B.
7.4 Private Sector Engagement
The utility appreciates the role of the private sector and community-based
enterprises (CBEs) in meeting the sanitation needs of the province and will
consider partnerships to deliver various sanitation services and products in the
sanitation service chain through public private partnerships (PPP). Apart from
delivering sanitation services, the PPP model brings about empowerment
through employment creation for community members involved in delivering
sanitation services.
7.5 Community Engagement and Ownership
To ensure community buy in sanitation service delivery, the utility will at each,
and every stage of implementation engage the community for their input and
awareness. The utility will use existing community structures to inform the
design of the interventions. Further, the utility will ensure that women and the
vulnerable are engaged and involved.
7.6 Technical innovation, Research and Development

Enhancing OSS/FSM will require innovations and evidence-based research. As
such, to improve on the existing technologies along the sanitation service chain,
sanitation systems and services, business models, service delivery mechanisms,
marketing and awareness strategies, the utility will venture into research and
development activities with potential partnerships with the private sector and
learning institutions. As a starting point in addressing the knowledge gap, the
utility will identify areas of research to build internal skills and competence
requirements to deliver this strategy.
18
7.7 Human Resources and Capacity Building
Implementation of OSS/FSM strategy will require capacity building in LgWSC. The utility
will build capacity of staff in the utility in knowledge and skills in OSS/FSM for effective
implementation. The utility will also review its existing structure in order to create positions
that will directly respond to the new mandate on sanitation. Annex II outlines the general
structure for the FSM unit as guided by NWASCO.
Further, the utility will consider building capacity in the licensed service providers to be
engaged in emptying and transportation including occupational health and safety,
emptying techniques, marketing and customer relations, bookkeeping and
entrepreneurship skills. The utility will use existing training programs such as vocational
training for emptying and higher learning institutions, building up from the content that
has been developed by other utilities.
7.8 Required Institutional arrangements for the implementation of the strategy
This strategy will be implemented in line with the new institutional arrangements for
regulation of on-site and FSM as shown in Figure 4. LgWSC has been licensed by NWASCO
to provide and regulate OSS& FSM services in Central Province. The utility will license all
service providers in its jurisdiction for the purpose of achieving its mandate in providing
these services. It is anticipated that during the course of the strategy, standards for
sanitation products and services will be developed to further enhance the standards of the
services the utility is expected to offer.
Ministry of Water Development,

Sanitation and Environmental
Protection
Regulation of water
supply and sanitation
service delivery
Protection of
ZEMA NWASCO
Environmental
and Ecosystems
To CUs
To CUs Issue licences for WSS services
Issue licences to and consent to engage
protect CU 3rd parties to undertake
environment OPERATIONS FSM business
To FSM Private
Operators
Issue licences to Local Authorities
protect where CUs &
FSM Private
environment Private
Operator within the
Operators not
CU service areas
present
MOBILE Service Providers

TOILETS Community Based
KEY
Existing
Proposed Contract
Proposed MOU
Figure 4 . Institutional Arrangements for Regulation of OSS and FSM
19
7.9 Sustainability and Risk Mitigation
To closely monitor the risks that may arise during the operationalisation of the strategy, LgWSC
has identified risks that might affect the implementation and identified measures to mitigate
them. A risk register for the strategy is provided in Annex III: Risk Matrix. Further, the utility will
review and update the risk register annually.
7.10 Monitoring, Evaluation and Learning
To monitor and evaluate the performance of the utility on strategic objectives, a Monitoring and
Evaluation framework has been developed for the strategy. Further, this framework will be used
to report to NWASCO on key performance indicators on sanitation and will be aligned with MWD-
SEP’s monitoring framework and related indicators. The Monitoring and Evaluation framework is
provided in Annex IV: Monitoring and Evaluation Matrix.
Knowledge management during the implementation of the strategy will be critical and as such,
the utility will be capturing the lessons learnt and practices which will be used to inform internal
policy and shared to the sector for cross learnings.
20
8. ANNEXES
21
Annex I: Climate Vulnerability and Resilience
The positive and negative impact anticipated on the sanitation systems and how
they will be mitigated are outlined below:
i. Water Scarcity and Droughts

Water scarcity can impact the frequency of flushing, potentially reducing the level
of hygiene by exposing users to faeces, odours and vectors ( Payus , et al., 2020).
Further, poor cleanliness of toilets discourages their consistent use; users may
prefer investing considerable time and energy in avoiding a toilet rather than
suffering the indignity of using a dirty one (Saxton, et al., 2017).
In drought prone service areas, the utility will focus on utilising technical options
that are water independent to reduce the strain on the customers. Water scarcity
may also have an impact on emptying of faecal sludge as the accumulated faecal
sludge in containment facilities may have low moisture content and may become
difficult to empty. To mitigate this, the utility will utilise a range of emptying
technologies and approaches to empty the thick sludge.
With regards to treatment infrastructure, higher concentration of

contaminants may increase the burden on treatment systems. Further, drought
may reduce the quality of effluent and would possibly result in eutrophication in
receiving waters due to reduced capacity of dilution caused by water scarcity
(Sjerps, Laak, & Zwolsman, 2017). Therefore, in service areas where there is water
scarcity, the utility will therefore explore treatment options which are less impacted
by drought and offer an opportunity for reuse of treated effluent.
ii. Flooding and its Impact on Public Health and Environment

Onsite sanitation facilities are vulnerable to flooding and consequently increase the
risk to public health and the environment (Howard,Calow,Macdonald, & Bartram,
2016). The typically limited oversight on the design, construction and emptying of
decentralised onsite sanitation facilities allows for several points of failure in
flood-prone areas.
When flooded, the contents of containment systems (e.g., pit latrines, septic tanks)
enter the environment, polluting flood waters, groundwater and or surface water
with contaminants and pathogens, leading to infectious waterborne diseases such
as cholera, typhoid fever and Hepatitis A (WMO, 2015). This in turn increases
morbidity and mortality rates of populations within these flood prone areas. To
mitigate this, the focus of the utility as it relates to floods will be climate resilient
onsite sanitation embedded in the design and construction of containment
structures, with the objective of preventing faecal waste from contaminating the
surrounding environment during floods. This will be achieved by raising the height
of the containment structure above the surrounding ground level, ensuring it is fully
lined, and utilising non-permeable blocks in its construction.
22
iii. Flooding and its impact on emptying and transport
Flooding of onsite sanitation facilities limits a households’ ability to access a safe
toilet, increases its emptying frequency, and may lead to its damage or destruction.
This is particularly a challenge in areas that are prone to flooding (Howard, Calow,
Macdonald, & Bartram, 2016). In areas with high groundwater levels that are directly
impacted by rain, the ingress of rain and groundwater - combined with poor
drainage – into containment systems requires more frequent emptying, thus
increasing the economic burden on households (Aguaconsult, 2019). This can create
an opportunity for the emptying services market to grow considerably compared to
other areas with a different climate and hydrogeology. Transport systems, closely
integrated with sanitation systems, often fail during extreme weather events,
preventing service vehicles from accessing onsite sanitation systems to empty their
contents.
iv. Impact of flooding on sewer systems

Sewer systems are also highly vulnerable to heavy rainfall events and flooding as
they are exposed to multiple threats from the source through disposal. Intensified
rainfall may increase sewage flow in networks due to water infiltration through
cracks or direct inflow. The risk of damage to sewers during flood events is
substantial, and highly dependent on their size and depth underground (WHO,
2001). Treatment facilities are equally vulnerable to damage from flooding,
particularly as they are typically located in lower-lying areas of gravity-fed systems,
near to surface water bodies. Therefore, the utility will ensure adequate maintenance
of the sewer systems to avoid the cracks or direct inflow which might have an impact
on the entire system.
v. Impact of flooding treatment facilities

Treatment facilities are also vulnerable to flooding. This results in increased risk of
inundating and damaging treatment infrastructure, introducing chemicals into the
process from a variety of potentially toxic sources (Abdulla & Farahat, 2020). Further,
the overwhelmed treatment facilities are likely to have sewage outflow which
increases the likelihood of water borne disease.
Treatment facilities for faecal waste from onsite facilities are not by design located in
low-lying and flood prone areas (unless combined with sewered systems), and as
such are less likely to be damaged by heavy rains. However, it is likely that damage
can be caused by flooding on poorly designed, constructed and maintained
drainage and transport infrastructure at such treatment facilities, severely
restricting access to them by vehicles transporting faecal sludge. This situation
would result in increased damage to vehicles used by service providers, increased
travel time and consequently incentivising illegal and unsafe disposal into the
environment.
23
Annex II: Generic FSM unit structure at utility level (NWASCO)
Head of Feacal Slugde

Management
Community R&D FS OPs Contracts Sales &

Dev. Manager Manager Manager Marketing
Manager
Data GIS
Analyst Officer
SHARED POSITIONS
FSM UNIT DIRECT POSITIONS
24
Annex III: RISK MATRIX
Lukanga Water Supply and Sanitation Company
RISK REGISTER
ONSITE SANITATION & FSM STRATEGY
25
The purpose of this risk assessment is:
• To identify all significant sources of uncertainty and risk associated with operationalising the OSS/FSM strategy;
• To understand the causes of each risk and the relationships between these risks;
• To classify and group risks in a manner convenient for further evaluation and continuous monitoring during
operationalisation of the OSS/FSM strategy.
Each risk identified as part of this assessment shall be given a unique ID referene and Description
so that each risk is clearly distinguished and understood. The identified risks are then assigned and
grouped by Risk Type e.g. Site Access or Ground Conditions, to assist in understanding the causes
of and the relationships between individual risks. A Risk Owner for each risk shall be assigned.
A Status for each risk shall be assigned based on the categories in Table 1.1 below.
The status of each risk will then be reviewed and updated with each revision of the risk assessment.
Table 1.1: Catergorisation of Risk Status
STATUS DESCRIPTION
Proposed Risk may occur on the project, needs further assessment
Open Risk exists on the project and needs to be kept under review
Active Risk has occured and requires attention
Risk no longer exists on the project and does not need further consideration
Resolved
The consequences, both positive and negative, of each risk occurring shall be summarised,
Based on the qualitative assessment of each risk, an impact rating, based on the severity of the consequences of
the risk occurring and a likelihood rating, based on the probability of the risk occurring shall be assigned. The
impact and likelihood ratings used in the qualitative assessment are set out in Table 1.2 and Table 1.3 respectively.
The Total Risk Score then assigned to each risk is the product of the impact and likelihood ratings; this score
highlights the significance of each risk and allows for the risks to be prioritised
Table 1.2: Categorisation of Impact of Risk Occurring
CATEGORY DESCRIPTION IMPACT RATING
>5% of Price or 4
Severe Severe effect on project >10% Schedule Slip
Substancial Very significant effect on project 2.5% - 5% of Price or 3

5% - 10% Schedule Slip
Significant, but containable effect 1% - 2.5% of Price or

Marginal 2
on project 2.5% - 5% Schedule Slip
>5% of Price or
Negligible Minor effect on project 1
>10% Schedule Slip
25
26
Table 1.3: Categorisation of Likelihood of Risk Occurring
CATEGORY DESCRIPTION LIKELIHOOD RATING
Very likely to occur in most > 75% 4

Very Likely
circumstances
Likely Likely to occur 50% - 75% 3
May Occur May occur at some point 10% - 50% 2
< 10% 1
Rare May occur in exceptional circumstances
To prioritise the risks and the control / mitigation measures needed to manage them, the scores for the risks are
grouped into three classifications based on order of severity. Those risks with the highest scores i.e. risks that are
very likely to occur and which will have a severe or substantial impact on the project are classified as Unaccep-
table. Risks which are likely to occur and will have a substantial or marginal impact on the project are classified as
Undesirable, while risks which are unlikely to occur and will not have a significant impact on the project are
classified as Tolerable. A summary of the qualitative risk assessment is given in Table 1.4 below, while the
classification of risk scores and action levels required are given in Table 1.5.
Table 1.4: Risk Assessment Scores
LIKELIHOOD CONSEQUENCE
Negligible Marginal Substantial Severe

(1) (2) (3) (4)
Likely (4) 4 8 12 16
May Occur (3) 3 6 9 12
Rare (2) 2 4 6 8
Very likely (1) 1 2 3 4
Table 1.5: Key to Classifying and Managing Risks
SCORE CLASSIFICATIONS ACTION REQUIRED
12 - 16 Unacceptable Must eliminate or reduce the risk
6-9 Undesirable Attempt to avoid or reduce the likelihood/impact

of the risk
1-4 Tolerable Torarate the risk / manage as needed
The final elements of the risk assessment include a description of the existing control/Mitigation measures in place to manage
the identified risk, a target risk rating to be achieved foreach risk and proposed control measures to be completed to achieve
the target risk rating. A control owner is assigned for the proposed additional control measures and a target date is set by
which the control measures should be in place.
27
Consequences Impact Likelihood Total Description of Additional Mitigation/ Control Target Change in Status
Description Risk Risk Status of risk Risk Mitigation Measures/ Controls to Owner Completion since
ID (1 - 4) (1 - 4)
Type Owner occurring Score Controls in Place Manage Risk Date for Controls last review
Lack or low ownership of
the strategy by LgWSC Sustainability Commercial Proposed Severe Participation in OSS formulation CBDM Ongoing Open
1 4 2 8 Establishment of
could negate sustainability Risk and implimentation/Embeding
FSM Unit
of sanitation service the OSS on KPIs
provision
Promote private sector Engage Zambia Emptiers Association
2 Low number of participation in to see if any members are interested
in the business/ Encourage PRM Ongoing Open
Private perators Public 4 2 8 sanitation chain/
Sustainability Open Severe operators in Solid waste to take up
Relations /Build Capacity in
Risk Existing private operator feacal sludge/ Make business
finacially attractive
Business Business Severe 4 3 12 Extensive Marketing Enforcement of the Public Health
3 Immature market Open /Promotions Act by LAs doing inspection Ongoing Open
risk Development BDO
to compel people to empty
Promotions and
Training and attractive Protective
4 Absence of sanitation Sustainability Human Resource Substancial 4 3 12 sensitisation HRAM Ongoing Open
Proposed wear and removal of stigmatisation
workers Risk and Admistration / Proffessionalising
/Make the venture attractive
of Pit Emptying
Non Acceptance of Public Marginal 4 3 12 Promotions and Community focus PRM Open
5 Perception Open Ongoing
service by markets Relations sensitisation group meetings
risk
6 Lack of funds by utility Resource Open Substancial 4 3 12 Identify sources of Ringfencing sanitation charge Open
Finance FM Ongoing
to put in place system risk financing & schuduled deslugging fees
7 Lack interest from Involving LAs in planning
Perception Managing Open Marginal
important partners 3 3 9 and implimentation Trainings/ workshops MD
risk Director Ongoing Open
such as the City council of OSS services
Lack of appropriate/ Resource mobilisation,
Environmental Engineering Open Substancial 4 4 Sanitation capital investment
8 adequate treatment 16 develop maintance Open
risk Directorate planning/Explore DE Ongoing
capacity monitoring plan, capacity
co-treatment options
building and followups
Inability by customers Default Introduce payments Easy payment options
9 risk Commercial Open Substancial 4 4 16 CBDM Ongoing Open
to pay for service in installments
Resource Negotiation with Clear demonstration
10 Low tariff Commercial Open Marginal 4 4 16 CBDM Ongoing Open
risk regulators of costs
Factor in climate resilent
Distruption of sanitaion aspects in the design of
11 service delivery Business Engineering Develop an Emergency
risk Proposed Severe 4 2 8 various sanitaion Response Plan DE Ongoing Open
due to flooding Directorate
infrastructure and
provision of services
Reduced economic
12 Restrategise the demand
activity resulting from
Business Substancial 4 4 16 creation activities to
epidemics/ pandemics Commercial Proposed Develop an Emergency Ongoing Open
risk incorporate the CBDM
causing low uptake of Response Plan
Prevailing situation
services
Shift in prioritoes for the Develop a priotisation list
13 Business Managing Develop an Emergency MD Ongoing Open
utility away from and ensure alignment
risk Director Open Substancial 4 4 16 Response Plan
sanitation as a result of of the utilitikes services
epdemics/ pademic to ensure that non are
outbreaks neglected
28
Annex IV: Monitoring and Evaluation Matrix
29
STRATEGIC OBJECTIVE : TO INCREASE SANITATION SERVICE COVERAGE FROM 55% TO 85% AND SAFELY MANAGED SANITATION FROM 23% TO 61% BY 2025.
Means of Responsible
Baseline Cumulative Target Values Reporting Lead
verification / for Data
Category Startegic target /Output / Indicator Definition Disagregated frequency role
Source of data value 2023 2024 2025 Collection
Activities by Unit 2021 2022
Strategic 1. Achieve sector benchmark
Target of 85% for sanitation service
coverage by 2025
Proportion of people with People with access to improved Gender, Engineering
access to sanitation sanitation by septic tanks Region, GIS GIS
% Directorate
through septic tanks meeting NWASCO standard Age shapefiles
O.1.1 Increased access to
Output improved onsite sanitation Access to improved onsite
to 61% by 2025 No. of service towns Gender,
sanitation facilities through GIS Engineering
mapped including low Region, % GIS
dry toilets as per criteria set shapefiles Directorate
income communities Age
by NWASCO
A.1.1 Map 100% of estimated No. of service Towns with sanitation data
customer coverage base captured on access to Region Activity BM Commercial
towns mapped No.
for both onsite and sanitation including type report
offsite sanitation in three towns of containment
A.1.2 Create a database No. of service towns with GIS Engineering
Sanitation database in Region GIS
of customer sanitation sanitation data stored in Directorate
GIS format shapefiles No.
coverage by onsite sanitation utility GIS database
A.1.3 Market toilet catalogue Marketing activities undertaken
No. of masons trained Annual
Activity
to increase uptake of improved that increase awareness and BDO Commercial

and certified of which Region performance No.
onsite sanitation facilities customer uptake of toilet
50% are female. reports
options in Toilet catalogues
Masons trained and certified
A.1.4 Train and certify masons in with having the technical know Annual
upgrading and new construction No. of masons trained Region,
how and capacity to upgrade performance No. TBC CRO Commercial
of improved toilets in toilet and certified Gender
andconstruct toilets designs reports
catalogue in toilet catalogue
A.1.5 Establish a financing No. of Financial Financing mechanism established
mechanism for toilet proposal in partnership with external partners
No. CBDM Commercial
upgrades and new constructions developed promoting flexible payment of cost for Region Report 18% 26%
toilet upgrades and new construction
Proportion of population Sewer connections to both utility Annual
Output O.1.2 Increase sanitation coverage
with access to sewer direct managed sewer and Region performance % TBC
by sewers by 8% points by 2025
connections private sewer meeting NWASCO SLG reports
A.1.6 Extend sewer connections No. of sewer Household connections GIS GIS Engineering
Region No. TBC 200 400 600 800 1000
in Nkrumah by 500 by 2025 connections to sewer shapefiles Directorate
A.1.7 Extend sewer connections No. of sewer Household connections GIS Engineering
Region No. TBC 200 400 600 800 1000 GIS
in New Luangwa by 300 by 2025 connections to sewer shapefiles Directorate
Activity
A.1.8 Extend sewer connections No. of sewer Household connections GIS Engineering
Region No. 200 400 600 800 1000 GIS
in Kabwe Central Hospital connections to sewer shapefiles Directorate
No. of illegal sewer Engineering
A.1.9 Map existing sewer Household connections Region GIS No.
connections captured 0 GIS Directorate
connections and capture in GIS to sewer shapefiles
and regularised
Strategic target 2: To increase
Strategic
access to sanitation services by
target
emptying from 4% to 25% by 2025
O.2.1 Increase productivity
Output of sanitation equipment and plant
Means of
Baseline Cumulative Target Values Responsible
verification / Reporting Lead
Startegic target /Output / Indicator Definition Disagregated for Data
Category Source of data value frequency role
Activities by Unit 2021 2022 2023 2024 2025 Collection
A.2.1 Update maintenance Percentage of planned maintenance
management system to include Maintenance ratio - planned works against what is carried Quartely Engineering
appurtenances and maintenance (95% NWASCO Region % 75% 100%
out in accordance with reports TOM Directorate
equipment across the sanitation Benchmark)
Activity
service chain by Q3 of 2021 maintenance management system

Percentage of the Equipment and infrastructure
A.2.2 Preventive maintenance Quartely TOM Engineering
maintenence plan availability for use taking Region Districts 95% 95% 95% 95% 95%
on OSS Equipment reports 0%
Directorate
(95% NWASCO Benchmark) into consideration downtime
Access to improved onsite
A.2.3 Conduct lifecycle analysis No. of Investment plans sanitation facilities through 3 3 3 3 Engineering
Investment DE
Region No. Districts Districts Districts Districts Directorate
and identify bankable projects developed dry toilets as per criteria set plan
by NWASCO
O.2.2 Increased uptake of
Output formalised emptying services
A.2.4 Pilot scheduled Waste manifest
emptying in Old Luangwa No. of households accessing Customers emptied by Gender, Engineering
from licensed
township of Kabwe for 300 formalised emptying services LgWSC services Region, No. TBC TOM Directorate
service 300HHs
residential properties by Q2 2022 Age
providers
A 2.4.1 Scaling of scheduled No. of households accessing Waste manifest
Gender, from licensed
Activity
emptying services in Mpima and formalised emptying Customers emptied by Engineering

Nkurumah township of Kabwe services with 25% being Region, service No. TBC 100HHs 300HHs TOM
LgWSC services Age Directorate
by Q4 2022 low incomehouseholds providers
2.4.2 Pilot schedule emptying Waste manifest
on pit latrine market using Gender,
No. of households accessing Customers emptied by from licensed Engineering
Evac in Kamushanga Region, No. TBC TOM
formalised emptying services LgWSC services service Directorate
Township of Kabwe by Q2 2022 Age
providers
No. of people accessing Waste manifest
A.2.5 Launch formalised faecal Gender,
formalised emptying services Customers emptied by LgWSC from licensed Engineering
sludge emptying services Region, No. TBC TOM
of which 30% are from low licensed service providers service Directorate
in Kabwe by Q2 2021 Age
income communities providers
No. of people accessing Waste manifest
A.2.6 Launch formalised faecal Gender, from licensed
formalised emptying services Customers emptied by LgWSC Engineering
sludge emptying services Region, service No. TBC TOM
of which 30% are from low licensed service providers Directorate
in Kapiri Mposhi by 2022 Age providers
income communities
Waste manifest
A.2.7 Launch formalised faecal No. of people accessing Customers emptied by LgWSC Gender, Engineering
from licensed No. TOM
sludge emptying services formalised emptying licensed service providers Region, TBC Directorate
service
in Mkushi by 2022 services Age providers
0.2.3 Increased private sector
Output participation in emptying and
transportation of sludge
Market assessment of presence
A.2.8 Conduct a market assessment No. of towns with complete Market BDO
of- and opportunity for private Commercial
on private sector involvement market assessment for Region Assessment No.
sector involvement established 0 1 market assesment report
in FSM in Kabwe town Q32 private sector involvement Report
across the sanitation service chain
Activity
A.2.9 Implement a partnership model No. of towns with partnership Partnership model covering
for engagement of private sector contracting, reporting, Partnership No.
model established for private Region TBC BDO Commercial
involvement in FSM in Kabwe licensing/permits in agreement
sector engagement in FSM
town in Q3 line with mandate of the CU No. of engagements
Means of
Category Startegic target /Output / Indicator Definition Disagregated for Data
Source of data value frequency role
A.2.10 On boarding of No. of Informal emptiers Signing MOUs
informal emptiers Region Signed MOU No. 1 BDO Commercial
with signed MOUs
A.2.11 Permit private emptying No. of CBEs certified with
Informal emptiers authorised
service providers operating 25% representation 1 Commercial
Activity
to operate under LgWSC license Region Signed MOU No. BDO

in service towns of females
A.2.12 Establish and formalise
community-based enterprises No of CBEs Established/ MOUs signed LgWSC Region Signed MOU No. 1 BDO Commercial
to provide emptying and certified
transportation services of sludge
A2.13 Establish and formalise
relationships with Private MOU signed Signing MOUs Region Signed MOU No. 1 BDO Commercial
Emptiers Association
O.2.3 Increased volume of faecal
sludge emptied from peri
Output
urban areas and disposed at
treatment plants to 831m3
to 6,462m3 annually by 2025
No. of people accessing Gender,
Demand creation of FSM People accessing Waste Commercial
formalised emptying Region, CRO
services in Peri Urban areas formalised emptying services manifest No. 4%
services Age 50% of target population
Work with LA to enforce No. of trainings with
Activity
Enforcement activities Management

the public health Act 25% female Region No. 0 CRO Commercial
undertaken reports
representation
Train and equip Community-based CBEs trained and equiped Gender,
enterprises to provide emptying No of trainings to provide emptying and Management Engineering
Region, No. 0 TOM
and transportation services conducted transportation services for sludge reports Directorate
Age
of sludge
Strategic Strategic target 3: To increase
Target access to hand washing
facilities to 25% by 2025
O.3.1 Increased proportion of
Output household with hand CRO Commercial
washing facilities
A.3.1 Map access to handwashing Maps produced Household handwashing
facilities at household level Region Management No. TBC. CRO Commercial
data captured in Kabwe
Activity
in Kabwe by 2022 reports

A.3.2 Map access to handwashing Gender,
Hand washing Institutional handwashing Survey No.
facilities at Instutions, schools, Region, TBC. CRO Commercial
facility mapped data captured in Kabwe reports
hospitals in Kabwe by 2022 Age
A.3.3 Mapping and develop a database No. of customers
of 100% of estimated customer People accessing formalised Gender, Survey
captured on the No. TBC.
coverage base on access to emptying services Region, reports CRO Commercial
database
handwashing facilities in Kabwe by 2022 Age
O.3.2 Increase uptake of
handwashing facilities on
Output premises with soap and water
by 25 percentage points by 2025
Means of
A.3.4 Conduct survey to establish Establishing the percentage Survey
baseline for handwashing facilities Survey conducted of population with hand Region No. 0 CRO Commercial
reports
washing facilities
A.3.5 Conduct formative research and Research activities undertaken
Formative research and
Activity
that increase awareness and Region

design behaviour change campaigns no. of BCC campaigns Research
customer uptake of handwashing No. 1 CRO Commercial
for uptaking hand washing conducted papers
facilities with soap and water facilities with soap and water
A.3.6 Roll out behaviour BCC activities undertaken that
No. of Behaviour Change
change programme in Kabwe increase awareness and customer
Communication Minutes No. TBC PRM PR
uptake of handwashing Region
programmes done of Meetings
facilities with soap and water
Strategic target 4:To increase volume of feacal sludge
Strategic and septage safely treated from
Target 1,183m3 to 8,622m3 by 2025
Increase treatment capacity for
Output faecal sludge in Kabwe town Increase in volume Increased in quantity Region Management
from 1,183m3 to 6,462 m3/annually of feacal sludge treated m3 1,183m3 8,622m3
capacity reports FM Finance
by 2025.
A.4.1 Secure financing for 100% of financing for treatment plant resource Financial
construction of Kabwe construction works mobilisation Region Engineering
reports % TBC 100% TOM Directorate
Faecal sludge treatment plant for construction of feacal sludge
Activity
A.4.2 Construct and commission Operational Construct and commission Engineering

Faecal sludge treatment Faecal sludge treatment Region Site visit No. 1 1 DE
Treatment plant Directorate
plant in Kabwe plant in Kabwe
O.4.2 Increase treatment capacity
Output for faecal sludge in Kapiri Mposhi
town from zero
to to 2,160 m3/annually by 2025.
A.4.3 Source financing and conduct a
feasibility assessment & design Treatment plant resource Feasibility
Feasibility study conducted
of Faecal sludge treatment mobilisation for construction Region study report No. 1 FM Finance
plant for Kapiri Mposhi of feacal sludge
Activity
A.4.4 Design and prepare costs Develop a bankable proposal Bankable

for establishment of faecal Bankable proposal done for construction of a Region proposal No. 1 Engineering
sludge treatment plant for feacal sludge treatment plant DE
Directorate
Kapiri Mposhi town
A.4.5 Secure financing 100% of financing Resource mobilisation for
for construction of Faecal Region Financial
for construction works construction of feacal sludge reports % 0 Engineering
sludge treatment p treatment plant FM Directorate
lant for Kapiri Mposhi
A.4.6 Construct and commission Operational Construct and commission Faecal Engineering
Faecal sludge treatment Treatment plant sludge treatment plant Region Site visit % 0 DE Directorate
plant in Kapiri Mposhi in Kapiri Mposhi
No. o
Means of
A.4.X Investigate posibility and design
Activity
incoporation of co-treatment at Design report Carry out a study and Region Design report No. Engineering
0 DE
existing sewage treatment Plants design for co treatment Directorate
in Kapiri Mposhi
O.4.3 Increase volume of wastewater
safely treated from 10.56 million
m3 to 13.2 million m3 by 2025
A.4.7 Complete feasibility study Carry out a feasibility study and
and costing for expansion of Feasibility costing for expansion of wastewater Feasibility
Region No. 0 MPM Engineering
wastewater treatment plant for study conducted study report
Activity
treatment plant for 5 towns Directorate

5 towns
A.4.8 Secure financing for Resource mobilisation for
rehabilitations and expansion 100% of financing Region Financial Engineering
rehabilitations and expansion % TBC FM
of wastewater treatment plants for construction works reports Directorate
of wastewater treatment plants
O.4.4 Increase internal capacity
Output to operate and maintain
treatment plants
A.4.9 Establish an organization Percentage establishment Establish an organization structure Region Organisation Human
structure for management of FSM structure for management of FSM services structure % 0 Resource
HRAM
Activity
of FSM services Department

A.4.10 Train local staff in FSM No. of staff trained in FSM Train LgWSC staff in FSM Human
Region Management
reports No. TBC HRAM Resource
Department
Strategic Target 5: To increase
Strategic internal and external resources mobilized
Target annually for sanitation from
ZMW1.969 million to ZMW2.5 million by 2025
O.5.1 Increase internal resources
Output mobilized for sanitation annually
to ZMW 500,000
A.5.1 Identify internal financing Resouce mobilisation of internal Financial
opportunities for sanitation by 2022. % of financing secured Region reports % TBC FM Finance
finances for sanitation services
Activity
A.5.2 Establish a mechanism to

Amount of internally Setting aside of internal Financial
Ring-fence internally mobilised Region ZMW TBC FM Finance
mobilized funds ring-fenced finances for sanitation service reports
resources for sanitation.
Output O.5.2 Increase external
resources mobilized for sanitation
Means of
Region, Annual
A.5.3 Identify external financing Resouce mobilisation of External Finance
Activity
% of financing secured strategic performance % TBC FM

opportunities for sanitation by 2022. finances for sanitation services target reports
A.5.4 Formulate OSS investment Directorate
masterplan (which packages works No. of OSS Investment Region,
Indentify, cost, prioritise Investment No. 0 DE of
as individual subprojects clearly plans developed strategic
and document investment areas plan Engineering
indicating activities and cost) by 2025. target
Strategic Strategic target 6: To formalize and actualise partnerships with key stakeholders for joint
Target planning and implementationof sanitation service provision in 3 service towns by 2025
O.6.1 Increased formal collaboration
Output
with key stakeholders in
sanitation sector
A.6.1 Conduct stakeholder mapping
Stakeholders Identification of roles for PRM PR
across the sanitation service chain Region Reports No. 0
Activity
in 3 service towns for sanitation mapping report different stakeholders

service provision by 2022
A.6.2 Formalise partnerships through
MoUs with identified key stakeholders No. of partnerships CBDM Commercial
across the sanitation service chain formalised Signing of MOUs Stakeholder Signed MOU No. 1
in Kabwe town by 2022
MoUs with identified key stakeholders CBDM Commercial
No. of partnerships
across the sanitation service Signing of MOUs Stakeholder Signed MOU No. 0
formalised
chain in Kapiri Mposhi town by 2022
No. of partnerships
MoUs with identified key stakeholders Signing of MOUs CBDM Commercial
formalised Stakeholder Signed MOU No. 0
across the sanitation service
chain in Mkushi town by 2022
O.6.2 Increased joint planning and
Output collaboration with key stakeholders
across the sanitation service chain
A.6.6 Establish joint annual plans with
key stakeholders in 3 Multisectoral involvement Region Minutes
Stakeholder involved No. 0 PRM PR
service towns of Kabwe,
Activity
in planning process of meetings

Kapiri Mposhi and Mkushi by 2025
Intergrated Formulation of plans in
A.6.7 Actualise the integrated development plan collaboration with LAs
development planning with Region Minutes CBDM Commercial
of meetings No. 0
local authorities for new development
areas in 3 service towns of Kabwe,
Kapiri Mposhi and Mkushi by 2025

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LUKANGA WATER SUPPLY AND SANITATION

ON-SITE SANITATION AND FAECAL SLUDGE

ON-SITE SANITATION AND FAECAL SLUDGE

6.2.1 Onsite Sanitation (OSS) facilities 13

6.3 Governance, Regulation and Enforcement 15

7. CROSS CUTTING ISSUES 17

Annex I: Climate Vulnerability and Resilience 22

Annex III: Risk Matrix 25

LgWSC Lukanga Water Supply and Sanitation Company

i. To achieve sector benchmark of 85% for sanitation service coverage by 2025.

In terms of containment, LgWSC has developed a catalogue of various onsite sanitation

With respect to emptying and transportation technical solutions, LgWSC’s minimum

To create an enabling environment to support the attainment of the strategic objective

Basic Hygiene: Availability of a handwashing facility on premises with soap and

Containment: Containment describes the ways of collecting, storing, and sometimes

Sanitation Coverage: Population serviced by offsite (centralised system) and septic

Sanitation service chain: All components and processes comprising a sanitation

Sanitation technologies: The specific infrastructure, methods, or services designed

Sanitation workers: In this document refers to all people – employed or otherwise –

Treatment: Process/es that changes the physical, chemical and biological

1.1 Purpose of document

1.2 Problem Definition

i. Enhance corporate governance and administration.

iv. Improve staff efficiency.

1.4 Legal Provisions on On-Site Sanitation Strategy

“To be a dependable, innovative and commercially viable utility company that

2.2 LgWSC Mission

“To provide customers in Central Province with reliable, affordable and

Participatory approach. Stakeholder engagement is critical to ensure the sustainabi-

4.1 Strategic Objective

4.2 Strategic Targets

ii. To increase access to sanitation services by safe emptying from 4% to 25% by

To achieve sector benchmark of 85% for sanitation service coverage by 2025

To increase access to sanitation services by emptying from 4% to 25% by 2025

The utility will implement functional faecal sludge management systems to

i. Increase productivity of sanitation equipment and plant.

ii. Increase uptake of formalised emptying services.

iii. Increase private sector participation in emptying and transportation of

To increase access to basic hygiene by hand washing facilities from 23% to

The utility will develop, implement and sustain a comprehensive behaviour

i. Increased proportion of household with handwashing facilities

ii. In collaboration with Local Authorities and development partners,

To progressively increase internal and external resources mobilized for sanitation

i. Increase internal resources mobilized for sanitation annually from ZMW

To formalize and actualize partnerships with key stakeholders in 3 target service

i. Increase formal collaboration with key stakeholders in the sanitation sector.

Containment Emptying Transport Treatment Reuse/Disposal

Decentralised Wastewater Treatment System (DEWATS)

Septic Vacuum Truck/Ugavac

Pit Latrine Barrels Pusheart

Figure 1: Overview of technical solutions along the sanitation service chain

i. Relative cost of upgrading compared to building a new facility;

ii. Remaining useful life of the existing facility;

iii. Structural soundness of the existing facility; and

iv. User acceptability of upgraded design.

5.3 Emptying and Transportation

With respect to emptying and transportation technical solutions, LgWSC’s minimum

5.5 Reuse and Resource Recovery