Project Documents

Limón Latrines - PCPP Final Report
Limón Latrines - Accounting & Community Contribution
Limón Latrines - Detailed Report (posted below)

Pedregoza Water - PCPP Final Report
Pedregoza Water - Accounting & Community Contribution
Pedregoza Water - Detailed Report (posted below)

Pedregoza Water

Early on in my service as a part of the community analysis process I was meeting regularly with Health Assistant and Limón resident Anabel (23, 9th grade education). We discussed the community needs of Limón as well as neighboring communities within the area of coverage of the Health Post in Limón. She indicated to me that the community of Pedregoza, just a 30-minute hike from Limón, had no water system; the residents collected water from crude wells. This caught my attention immediately, and became even more striking as I learned that it is the only community I came to know to lack a water system. My main interest in Peace Corps surrounded my interest in contributing to the provision of access to safe water to those who lack it, so my interest was piqued.

POPULATION DISTRIBUTION

On 22 February 2008 I met preliminarily with the President Anesario of the inactive Water & Health Committee to introduce myself, followed by an introductory community meeting on 18 March. To take advantage of the opportunity to measure water source flow rates during the dry season, we had a first work day on 31 March, assessing roughly ten potential source areas in Cerro Escobal and measuring the flows of those with actual potential. Three candidate source areas were reviewed again with the Associate Peace Corps Director (Panama-Environmental Health) to identify the most feasible source. Perhaps the main reason why a water system did not exist in Pedregoza is for the lack of ideal source areas; no source area introduced to me provided sufficient water quantity – all were disqualified as acceptable sources due to a Panama Ministry of Health regulation setting three gallons per minute as the minimum acceptable flow rate.

The source area determined to be the best alternative, “Mamé,” is located nearer to the peak of Cerro Escobal and deeper in its forested area than the others and provides the highest flow rate. The watershed is rich in vegetation and biodiversity and owned by a Pedregoza resident.

The source structure determined to be the most appropriate for Mamé was a seepage collection system. To test the feasibility of the system, a pilot project was undertaken early on in the process. A 13-meter trench was excavated approximately one foot wide to the depth of the impermeable layer in a way that concentrated the flow to a single point. We measured this flow rate for the first time on 14 June 2008 at 3.7 gallons per minute.

Immediately following the decision to use Mamé as the primary source we surveyed the pipeline route. I used an advanced GPS unit with built-in GIS capabilities (Garmin GPSmap 60CSx) for all surveying, completing the survey several times to verify precision. After acquiring the survey data I completed hydraulic profiles for the transmission line to the proposed reserve tank location and for the distribution line from the tank to the community. Using the profiles I designed the pipeline, leading to the list of materials and budget. The complete design carried a budget of over fifteen thousand dollars, which upon review with the APCD was determined to be less than feasible for simultaneous funding; this lead to segmentation of the project into phases: primary source structure, transmission line, secondary source structures, distribution line to the school only, reserve tank, and house connections. The Water Committee, community members, and the APCD determined that the best option would be an initial project including the primary source structure, transmission line, and distribution line to the school one, with two community faucets.

HYDRAULIC PROFILE

We initially solicited material support from the Governor, the Ministry of Health, district mayor, provincial representative, and national legislators. The Water Committee, especially the president, took a leading role in making office visits to the potential donors and writing letters requesting support. My main role was to provide a reassurance to the potential donors that any allocated materials/money would be used appropriately. We eventually secured the materials for the source structure, valued at a few hundred dollars, from a national legislator through the candidate from his political party running to replace him. We then went through Peace Corps Office of Private Sector Initiatives to secure the remaining 8,800 dollars. A surprisingly large portion of the total (roughly two thousand dollars) came from family, friends, and other interested individuals, and the remainder came from Waterlines, a New Mexico-based NGO.

The early work days, beginning with the assessment of source areas until the arrival of materials, were more voluntary than obligatory. The Water Committee held community meetings to discuss upcoming work days and request assistance; they made it clear that participation was always recorded and would be taken into consideration in the future, though the exact consequences of non-participation were not made clear early on; the early stage of work was in large part completed by individuals motivated to improve the community.


WORK CALENDAR
Prior to the initiation of construction at the end of February, a work schedule was established and approved by the community. It was decided that each community member designated as a worker would work two days per week. The seventy-five workers were grouped by twenty-five, with each group coordinated by two or three members of the Water Committee. The work calendar for the month of March (and the end of February) was made at a community meeting in advance and then displayed at the two community shops. This was repeated for the April calendar.

SOURCE STRUCTURES
The construction phase began with the water source structure. The work days were considered all-community work days and were used as opportunities for community members to learn more about working with concrete and concrete blocks. Prior to the work day the Committee reviewed the design and planned for the work days. A local mason who spends most of his time working and living in Panama City made an exceptional trip to Pedregoza to lead the construction of the source structures along with Committee Secretary Pedro Justino. I periodically called the work group together and the two leaders described in a clear way the previous and next steps. Upon completion, the group held a meeting and reviewed all the steps in the concrete process including concrete mix ratios, foundations, steel reinforcement, tying rebar, placing blocks, using mortar, and using waterproofing additives (SIKA-1).

To finalize the source structure, we built a small collection box of concrete with a removable concrete cover. The collection box is surrounded first be gravel and then larger rocks to filter the inflowing water. The inlets into the collection box are located vertically midway between the ground elevation and the collection box outlet; this minimizes any sinking and floating material from entering the box. Though no measurements were taken, the system visibly lowers the turbidity of the water; water from the outlet of the collection box is clear and free of debris.

Maintenance will be minimal: we have gone over the need to review the area periodically, remove accumulated debris as needed, and remove accumulated silt from the collection box as needed.

The source structure materials were sufficient in quantity to include in the project a second source structure in the immediate area of the first. The second source was constructed in a similar manner to the first without the collection box; the collection area inlet is raised above the ground elevation a few inches and screened, then surrounded with gravel and then larger rocks. The main difference with the second source structure is that it is entirely capped with concrete because of an above-ground flow that exists in the rainy season that would not be desirable as drinking water; the above-ground flow will run over the concrete cap without entering the collection area. A vertical washout pipe connected to the inlet pipe protrudes up through the concrete cap. Maintenance for this second source structure will involve assessment of the water quality during the rainy season and when needed, perhaps after several seasons, the collection area may need to be cleaned, requiring removal and then reconstruction of the concrete cap. If small debris accumulates in the inlet pipe it can be washed out via the exposed washout pipe.

PIPELINE
All stages of the pipeline construction began with me training coordinators and then continued on via the leadership of those coordinators. These stages included the proper placement and gluing of the pipes, river crossings, testing of the waterline and identification of air block locations, assembly and placement of air regulator devices, and assembly of the community faucets.

PIPELINE PLAN VIEW (TRANSMISSION AND DISTRIBUTION)

RIVER CROSSINGS
River crossings were constructed using a SCH 40 PVC pipe (the strongest caliber available in Panama) as a protective shell around the water-bearing pipeline where it is not buried. The SCH 40 pipe is hung by vertical suspenders from cables tensed between two large tree trunks, in the form of a suspension bridge. Ideally, the ends of the SCH 40 tube are buried so that no water-bearing pipeline is exposed, though due to the significant cost of the SCH 40 pipes this was not realized in a few instances. There are roughly fifteen river crossings constructed in this manner, ranging in span from roughly four to twelve meters.


AIR BLOCKS AND AIR REGULATOR DEVICES
The pipeline is located in a very hilly area and includes many peaks and valleys. Each peak was tested to see if an air block would form by disconnecting the pipe at the next downstream peak to see if the water would arrive. In times when the system would lag behind or to accelerate the testing process we determined if air pressure built up when the disconnected end was capped by a hand; releasing the hand slightly allowed for escaping air to be heard. We positioned an air regulator device at each peak that would produce an air block, preventing the problem. We based the design of our air regulator devices on one recommended to me by Panama Ministry of Health employees. The device uses a floating ball (a Jacks bouncy ball abundant in the provincial capital) in a pipe (three-quarter inch pipe with a male screw adaptor on each end to trap the ball and a screw cap connected to the top adaptor – the screw cap has a needle hole in the center that allows air to pass through while minimizing the amount of water that can pass through) connected vertically to the pipeline with a T-connection; the cap; the ball rises and creates a seal with the top adaptor when the device is filled with water from the pipeline, preventing (in theory, and to a great extent in practice) water from flowing out the needle hole; the ball falls to open the needle hole when air from the pipeline fills the device. The air that would have accumulated into an air block (preventing flow) is allowed to leave the system through the regulator device. We modified the device slightly to prevent a seal from being created with the ball and the bottom adaptor in the case of a vacuum forming within the pipeline; by preventing the seal, the regulator device will also serve as prevention against the unlikely formation of a vacuum. Under normal operation of the water system, the air regulator devices release a nominal trickle of water from the needle hole as the seal between the ball and top adaptor in each device is not perfect; a different ball may provide a better seal though the availability of small, durable balls that float is limited.






COMMUNITY FAUCETS
Two community faucets were included in the initial budget. We ended up being significantly under budget and were able to include two additional community faucets and the additional pipeline to connect them. Each faucet is built using a 4” PVC pipe five feet in length; SCH 40 0.5” pipe is run inside the 4” pipe through a hole made near the bottom, then runs up the length of the 4” pipe and passes through a hole near the top to leave the 4” pipe. Roughly one and one half feet of the 4” pipe are buried, and the 4” pipe is then filled with concrete and a bar of reinforcement steel. A food under and around the buried portion of the pipe was also made from concrete, along with a floor to prevent erosion where the water would fall. The faucet head is connected to the 0.5” pipe protruding from the top of the 4” pipe. A valve is placed on the 0.5” pipe connecting the faucet and the main pipeline.

MAP OF INHABITED PATHWAYS

My collaboration with the community was via the Water Committee and at times with President Anesario alone. I emphasized the importance of community ownership and leadership of the project and tried to maintain a low profile; I strongly believe and explained to the Committee members that the community needs to see the Committee as the leaders of the project for sustainable continuation upon my departure from the Panama. This was balanced with the motivating factor of having a foreigner at community meetings and work days, along with critical importance of participating in the community activities and ensuring mutual respect between the community members and me. For example, during some community meetings I was the main speaker and facilitator and sat or stood in front of the audience, while during other community meetings President Anesario was the main speaker and facilitator and I sat in the audience; in the case of the latter, Committee members and I would discuss important topics in advance.

Throughout the project, I facilitated the meeting of Water Committee members and employees at the Potable Water Office of the Ministry of Health, funding entities, and public officials such as the mayor of the provincial capital. The Committee members now have a better understanding of the support that can be provided through the Ministry of Health and other official entities. The Committee has taken the initiative to work with the Ministry of Health to have themselves officially recognized by the government and seek additional funding through the provincial representative and the Ministry of Health.

The main improvements needed for the project are the future phases. We prioritized the phases as follows: additional sources and the connection pipelines, storage tank, house connections.

Fundamental to the Pedregoza water project was capacity development and training of small groups of project coordinators related to project development and management of similar endeavors in the future. I placed great emphasis on the importance of the local coordinators themselves leading the projects, from identifying community needs to soliciting funds and determining work schedules; the only step in which the beneficiaries themselves did not play the major role was technical design of the water system. My hope is that the community members of Pedregoza will expand on the successes we were able to share during my service as a Peace Corps Volunteer.

Limón Latrines

At the time of the health survey I realized with the local Health Assistant, January 2008, thirteen houses in Limón had no latrine. We also noticed that latrines in the area do not utilize a moveable slab to cover the pit; instead, the pit is generally covered with a crude combination of logs covered with weak concrete. The repetitive cost of a non-moveable slab creates a barrier to proper latrine use in that the users procrastinate the transition to a new pit when the current pit becomes full, greatly decreasing the benefits of the latrine to health and the environment. The appropriate technology of a moveable slab (reinforced concrete) removes the costs (money and time) associated with covering a new pit, requiring nothing more than four people for five minutes to relocate it. Additionally, the structural integrity of a moveable slab is far superior to an average local slab. We discussed this information with leaders in the community and I was eventually invited to a meeting of the local Health Committee – a group of volunteers who work with the Health Assistant to maintain the health post.

I worked with a group of three project coordinators from our initial development of the project through the construction of the latrines and evaluation. We sought funding from the Governor, Mayor, Provincial Representative, National Legislator, and the Ministry of Health; we were allocated fiberglass seats for the latrines from the Rural Water and Sanitation program of the Ministry of Health. The funds for the remaining latrine materials were solicited and received through Peace Corps’ Office of Private Sector Initiatives, with funding from individual donors (giving an incredible amount - over one thousand dollars) and allocations made to Peace Corps-Panama by NGOs. We received a total of 1,397 dollars for our project, developed to provide the moveable slab and zinc roof for fifteen latrines, though it ended up providing for twenty latrines. The latrines were allocated according to the survey data, with the houses lacking a latrine receiving priority. Deadlines and attendance requirements, including attendance at a health and hygiene presentation by the Health Assistant, were established by the project coordinators and me, which eventually led to four invitees being replaced due to non-compliance, and is the reason why there are still three houses with no latrine.

The work for the initial fourteen latrines (one of the original fifteen participants was removed after missing two deadlines and refusing to pay a fine) was split up into several phases. Each recipient was required to have the latrine pit and the corner posts for the latrine hut ready prior to the date I purchased the materials; they then had to carry the materials to their house prior to the slab construction day. After the construction of the slab, the recipients had one week to finish the walls of their respective latrine hut prior to receiving the zinc roof; a two-dollar fine established in advance to apply to anyone not meeting this deadline – given the 35-dollar value of the zinc, this fine is nominal. Four houses were a few days late with the walls and accordingly paid the fine prior to receiving the zinc roof.

During the initial construction phase of the project I trained the three coordinators in the proper procedures through a form of “on-the-job training.” The coordinators worked together under my instruction for the construction of each of their moveable slabs, rotating through the tasks of measuring and cutting reinforcement steel, measuring and cutting lumber for the frame, spacing and tying the steel, mixing the concrete to a proper ratio, and vibrating the poured concrete; additionally, I highlighted management techniques including delegating tasks. In general, the capacity to properly work with reinforced concrete was developed within each coordinator. Each coordinator then led a group of recipients during two work days while I supervised from one group to the other; this demonstrated the coordinators’ capacity to both lead a small group construction project and properly work with reinforced concrete. In turn, the coordinator-led construction served as an introduction, at the very least, into properly working with reinforced concrete along with each of the aforementioned individual tasks.

I emphasized the importance of continuous evaluation throughout the project. After the group construction days I met with the coordinators to discuss areas of improvement; they indicated that one of the recipients arrived late, and through further discussion determined that a fine may have prevented the tardiness. We discussed the coming phase of the latrine wall construction and the coordinators determined that establishing presently a fine for anyone who does not meet the deadline may help prevent delays; this led to the establishment of the two-dollar fine. The significant value of the zinc (thirty-five dollars, roughly half of the total material costs) provided a strong incentive for the participants to meet the deadline or pay the fine.

We constructed two of the latrines as ventilated improved pit latrines (VIP latrines). These two featured a 4" PVC pipe roughly eight feet tall protruding from within the pit. The pipe was covered with mosquito screen to prevent flies, etc., from entering and leaving; the top opening is covered with a suspended clear plastic cap (like an umbrella); the pipe is painted black. The umbrella cap is clear so that sunlight can be seen at the top of the pipe; it should be the only light visible by flies within the pit, which they seek out, become trapped by the screen, and die. The cap is suspended to improve airflow out of the pipe, which is facilitated as the sun heats up the black-painted pipe and the air within it, causing it to rise and create a current out of the pit.

When we realized that we would be under budget, I convinced the coordinators of the value of constructing one latrine in each of three neighboring communities. It introduced the moveable-slab technology into the other communities at the house of a resident with no latrine and provided an opportunity for interested residents to learn the technique – a number of non-recipients attended the construction and there is one person I know who seems likely to build his own. For these communities, the recipient was required to contribute 8.50 dollars or a sack of cement, which posed no problems. Another modification was that with each of the six latrines after the fourteen pre-planned ones all work was done in the same day: the slab was constructed over the pit on a bed of dirt and branches, allowing for the immediate construction of the latrine hut (corner posts, walls, and roof).

Seventeen latrines were constructed in Limón. With these seventeen new latrines, the project decreased the number of houses with no latrine by ten, decreased the number of latrines in poor condition by five, and decreased the number latrines in okay condition by two.

If I were to start this project from the beginning again, I would make several changes. The most fundamental relates to the beneficiary contribution. I would require a cash or material (e.g., the sack of cement) contribution by each participant. The ease with which we acquired the 8.50 dollars/cement from each non-Limón participant leads me to believe the amount is below the average amount that would be willingly paid; a “willingness-to-pay” survey would be a fitting exercise that may indicate the most-appropriate contribution amount (Contact: PCV Steve Russo). This would help in preventing non-recipients from waiting idly for a free latrine instead of investing their own money sooner. I discussed this idea with the project coordinators and they are open to the idea though I am not confident they will implement it.

I would also follow the process for completing all aspects of the latrine in a single day, starting with the construction of slab directly over the pit. Critical to this process is the readiness of the over-pit bed and wall materials prior to the construction; these materials would need to be verified on a pre-work-day deadline, which could be the same deadline as that for the pit and corner posts. The zinc would be withheld until the materials are verified, and a fine may aid in preventing delays.

Building one demonstration latrine for a community organization or institution such as a school or health post would be beneficial for training coordinators and increasing community interest in the project; this is something I think would have been very valuable for our project.

A final consideration in similar projects would be incentivization of the coordinators’ work. In this project no problems arose with the coordinators but it was a significant time commitment for each. Of the initial pre-planned work days (two), Coordinator P worked both days for a total of six slabs, Coordinator D worked one day on three slabs, and Coordinator L worked one day on two slabs; there was a mild complaint after the work days from Coordinator P, though he had understood in advance that he would be working disproportionately more. An incentive for the coordinator to oversee the slab construction as well as the entire latrine completion (e.g., motivating the beneficiary to meet deadlines) may both directly motivate the coordinator to seek a) completion of latrines started and b) expansion of the project and indirectly lead to motivation of the participants to a) meet deadlines and b) complete their respective latrines. I put forward the idea during evaluation discussions, offering an example of the incentive as one dollar per latrine completed and the idea was received with mixed feelings but eventually considered to be an appropriate improvement. This practice could lead to coordinators rushing latrines in an attempt to complete more, faster to the detriment of quality and may be seen as conniving or generally inappropriate by the participants and other non-coordinators; the idea of incentivization and potential negative impacts should be widely discussed and considered prior to implementation.

During my going-away party, we sold my belongings that I could not take back and raised $100. This money was given to the Health Committee to build more latrines; combined with some surplus materials and collected fines, the money should be sufficient to complete two more latrines. This will serve as an excellent test to see if the Committee can function independently.

Will post soon.

I'll post a full article soon. For now, a picture of a finished latrine (with a view) and the Water Inauguration.

Photos

Guanábana, my new favorite fruit

Porcupine-type creature

Building a latrine floor slab with a view

A completed latrine floor slab

Pirri

Building a floor slab

Damián opening a mamé (similar to a cross between a melon and a papaya)

A black and white walking stick

Jyósi hauling a 3" tube for a river crossing, the Pacific Ocean in the background

Pedro Justino and Angel working on an air escape

The exception to the rule.

I´m in the thicket of both the Water System and Latrine projects, with excellent macheteros. I´m actually busy on a daily basis, enjoying it all. The water system now has all of the pipes laid from the source to the community, about five kilometers in total, roughly 800 6-meter pipes. We´re now finishing the numerous river-crossings, cementing the pipes, and testing as we go. I hike to the community just about every other morning, they feed me, we organize ourselves, and then hike up into the hills carrying what we need. Yesterday I received a place of rice with thick reptile arm and leg pieces covered in a cocoanut and tomatoe sauce - iguana: the best meal I´ve had in Panama - surprisingly tender skin and meat, and the hardboiled iguana eggs were excellent as well. Every day except Sunday roughly 10 to 25 people are working, coordinated by atleast two members of the Water Committee, and there is more than enough motivation for them to work smoothly without me. There were a few days of frustrating struggles with air pockets that build up and become stuck at peaks in gravity flow systems, blocking the water if enough pressure is formed. A device exists that releases the air and not the water, but the cost is betweem 20 and 80 dollars and getting to the closest place that sells them would require a two-day trip. We eventually cured the problem areas with screw cap slightly untightened at the peaks, letting the air escape and leaking only nominal water - once the system is running normally, no more air should enter the system so we can completely tighten the screw caps. That required a bit of critical thinking, which has been severely lacking from my time here - it was very welcome. The most exciting aspect of the air problem is that a few of the community members were able to understand the root cause and how the solution works. Purchasing such a large value of materials here enabled us to receive significant discounts, so at this time it looks like the funds will be able to reach further than anticipated. Also, the politician who committed to supply the source structure materials came through in a timely manner, which is very rare.

The latrine materials arrived this week via an old US military cargo truck owned by the hardware store, which is just about the only type of vehicle that could haul everything up to the community considering the condition of the path. There´s now about a week for everyone to carry their own supplies (40 liters of sand, 40 liters of gravel, a 42.5kg sack of cement, two 1¨x3¨x12´ pieces of lumber, and two 30-foot bars of reinforcement steel) from the community center to their homes, which is about 2km down a precarious path in some cases. There were originally 15 participants in the project, but one has failed twice to meet deadlines so we´ve dropped him out of fear that the materials would end up being wasted on a permanently-incomplete latrine - the community is not used to real deadlines, so this is a good lesson, just like I learned in school when trying to hand in an assignment after the due date; the unused materials will either be used for a latrine for another family in need or for a garbage disposal location that the Health Committee has been wanting for the community. We have three days set next week to complete the latrines - Thursday, Friday, and Saturday. Three Coordinators will make their concrete floor slabs with me on Thursday so that they are all clear on the process, and then Friday and Saturday two groups of three will work each day, each led by one of the Coordinators. Three the first day, six the next day, then five the last day (6 minus the ex-participant). Then a week for them to build the walls out of palm leaves, wood, mud & straw (waddle-and-daub), or zinc sheet metal before they receive the zinc roof sheets. This project also has surplus funds, so we may be able to complete another round of a few more latrines in the community. The governor of the province seems to be realistically set to provide the fiberglass seats as committed, which will be another exciting instance of the government coming through for the rural poor.

To all of the donors to these projects: I have not yet received the list of donors, so I don´t know who to thank. I will, in theory, eventually receive said list, and will then be able to shower you in thanks from the communities and me.

Donating to Peace Corps Projects

UPDATE: MY PROJECTS HAVE BEEN FULLY FUNDED, SO THE BELOW LINKS ARE NO LONGER ACTIVE. THANK YOU FOR YOUR SUPPORT.

As you may know, I have been serving in the Peace Corps in Panama since August 2007. I have been concentrating my efforts within two rural communities called Limón and Pedregoza - I live in Limón and Pedregoza is a short 30-minute hike to the east. I have been working with a committee of locals within each of the communities to identify and plan a Community Water System Project in Pedregoza and a Community Latrine Project in Limón - I consider these projects to be, in many ways, the culmination of my Peace Corps service. Large cost components of these projects are being carried by the locals themselves (mainly through free labor), while government officials within the province have agreed to provide part of the materials. The remainder of the project cost is being coordinated through Peace Corps´ Office of Private Sector Initiatives (https://www.peacecorps.gov/index.cfm?shell=resources.donors.contribute.donatenow), which has placed the project details online for potential donors to review and make tax-deductible contributions online. I am contacting you to invite you to make a tax-deductible contribution to these projects.

There are very few things in life to which I am more averse than soliciting funds - so let´s not view this email in that light. If you have ever felt interested in participating in a project geared to reducing poverty in the developing world, this is an excellent opportunity. All contributions - 100% - go to the materials needed for the project; no part goes to pay any person, no part goes to any bureaucracy, no food, no parties - none of that. All funding goes to water/sanitation improvements for the rural poor of Pedregoza and Limón. I have spent over a year getting to know these communities and ensuring all aspects of sustainability are covered, i.e., when I leave Peace Corps these projects will continue to benefit the communities. In the case that we finish a project under-budget, the funds go to projects of other Peace Corps Volunteers. I am personally in charge of all accounting (which I have to report back to Peace Corps), which hopefully comforts you. So if you have been hesitant to donate to large, bureaucratic organizations serving the developing world, here is a prime opportunity to ensure that your donations goes to our world´s poor and not bureaucrats. Unfortunately, this opportunity will be open to individual donors like you only through the end of this month (that´s just two weeks), at which point the support of NGOs in the USA will be sought.

That said, feel no pressure or guilt as a reason to donate. Think of this as an opportunity to collaborate directly with the rural poor of Panama through my Peace Corps service. Take advantage of that opportunity if it moves you - my neighbors and I certainly hope it does! Please spread the word to anyone you think might be interested.

PROJECT DETAILS:

COMMUNITY WATER SYSTEM - La Pedregoza, Republic of Panama
Donate online: https://www.peacecorps.gov/index.cfm?shell=resources.donors.contribute.projDetail&projdesc=525-104
Project details and budget attached as Pedregoza Water PCPP.doc
Technical/design information is available

Located in the foothills of Panama's Cordillera mountain range is a community that is home to 234 Spanish-speaking Panamanians. Each of the 54 families presently spends an estimated 80 minutes retrieving water from unprotected water holes in the area—a task typically delegated to women and children—with five-gallon buckets that were originally the containers of chemical compounds. A survey of homes completed by the locals showed one third of the community's children under the age of five suffering from diarrhea. Meetings to discuss a possible water system within the community produced nearly full community attendance and a strong Water Committee was created and charged with leading this Community Water System Project.

This projects aims to construct a gravity-based water system for the community. The system will be fed from a nearby hill, using a seepage collection structure that catches the flows from two natural springs. From the source, water will flow through over four kilometers of PVC pipe to two community tap stands—one at the primary school and another at the center of town. The project is designed to enable the construction of a reserve tank and connections to each house in the future. In addition to the construction activities, a critical component of the project is capacity development within the community to ensure sustainability of the project.


COMMUNITY LATRINES - El Limón, Republic of Panama
Donate online: https://www.peacecorps.gov/index.cfm?shell=resources.donors.contribute.projDetail&projdesc=525-105
Project details and budget attached as Limón Latrines PCPP.doc

A village in the province of Cocle is home to 245 Spanish-speaking Panamanians living in approximately 55 homes. The community is accessed via a sixty-minute walk from the nearest paved road and has no electricity. Community members spend their days on sustenance farming or sewing traditional hats to sell.

A survey of this community was conducted by the Health Assistant and PCV in January 2008, and included the issue of sanitation. The survey data shows that roughly 25% of homes have no latrine. Of the latrines in the community, 25% are used by more than seven people, with the highest number of users being 16. Additionally, 26% of the latrines being used are in dangerous condition or have a full pit. No latrines in the community use the appropriate technology of a moveable floor slab.

This project will introduce the sustainable, appropriate technology of moveable floor slabs to this community. Moveable floor slabs will remove the primary factor that motivates the over-use of latrine pits: the cost of building a new floor slab for a new latrine pit. The moveable slab can simply be moved from the full pit to the new pit.

The homes with greatest need—those without a latrine—will be included in this project, which provides the materials for a total of fifteen latrines.



Andrew T. Hable
Water Resources and Environmental Engineering Volunteer
Peace Corps-Panama

"Red by black: friend of Jack. Red by yellow: kills a fellow."

The Central American coral snake. Venomous: "The venom of coral snakes, like that of cobras, acts on the nervous system and causes paralysis; the mortality rate among humans who are bitten is high." Hiking from my community to the road (an hour hike) I almost stepped on this one. By no means the first I´ve seen.