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Indeed this is a flagship in the discuss of fecal sludge management; I am glad as this was intended as an outcome of the project hoping it will inform and demonstrate what is possible when the right ingredients are available in the right mix even in FSM!

As Remi mentioned above, one of the most important components of this project was the leadership of ONAS. As the main utility company it was clearly in the lead, it owned the programme, procured the right EXPERTISE locally and was the convener of all other actors coordinating their various inputs to the process.

Another key success factor was the willingness and responsiveness of the pit emptiers to the idea of reforms. Capacity development preceded restructuring and regulation of the market and businesses so that the organised pit emptiers were in a position to provide better quality services, in fact better value for money than their competitors( manual emptiers) making them the go to service provider.

Deep and extensive customer / Market researches unpinned the choices in the development of programme ensuring it is responsive to the needs of various stakeholders.

Having said that, it is important to recognize the variables in this success story and all of the investments required and really check for applicability and scale especially with Africa in mind.

Keeping this service sustained over time remains the challenge, ( This was being discussed at the time i stopped working on the project ) the profitability of running the call centre, including maintenance and management of the infrastructure beyond the project phase is the learning Senegal owes the sector. Interesting and really very exciting times for FSM.

Indeed this is a flagship in the discuss of discussion around fecal sludge management; management. I am glad as this was intended as an outcome of the project hoping it will inform and demonstrate what is possible when the right ingredients are available in the right mix - even in FSM!

As Remi mentioned above, one of the most important components of this project was the leadership of ONAS. As the main utility company it was clearly in the lead, it owned the programme, procured the right EXPERTISE expertise locally and was the convener of all other actors coordinating their various inputs to the process.

Another key success factor was the willingness and responsiveness of the pit emptiers to the idea of reforms. Capacity development preceded restructuring and regulation of the market and businesses so that the organised pit emptiers were in a position to provide better quality services, in fact better value for money than their competitors( manual competitors (manual emptiers) making them the go to 'go to' service provider.

Deep and extensive customer / Market market researches unpinned the choices in the development of programme ensuring it is responsive to the needs of various stakeholders.

Having said that, it is important to recognize recognise the variables in this success story and all of the investments required required, and really check for applicability and scale scale, especially with Africa in mind.

Keeping this service sustained over time remains the challenge, ( This challenge (this was being discussed at the time i I stopped working on the project ) the project). The profitability of running the call centre, including maintenance and management of the infrastructure beyond the project phase is the learning Senegal owes the sector. Interesting and really very exciting times for FSM.

Ada