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Maaike Oltheten, Tikor Kroese, Boy TapPART 2 PART 3 PART 4 1PART 1

Part 4 – DEVELOPING THE SOLUTION page 38

- The idea

- Consignment Stocking for the Divisional Wells

Committee

- The Proposal – Steps to Take and the Costs

- Marketing

- Durability

- Critical Assumptions

- The End

CULTURAL DIFFERENCES page 54

Appendix 1 page 60

Appendix 2 page 64

Appendix 3 page 72

CONTENTPart 1 – PROJECT DESCRIPTION page 5

- Project Background

- Our original Mission

- Change in Our Mission

- Planning

- Preparation

Part 2 – FACT FINDING page 9

- Finding the First Facts

- Creating the Picture

- The Stakeholders Explained

- Stakeholders Interests

- The Current Cash Flow

- Problem Finding – the Interview

Part 3 – FINDING THE SOLUTIONS page 23

- Why did we choose this Path

- Brainstorm

- Harris Pro! le

- SWOT Analysis

- Comparing

- End Solution

Maaike Oltheten, Tikor Kroese, Boy Tap

2 PART 2 PART 3 PART 4PART 1

INTRODUCTIONThis report is the deliverance for the internship. In this internship

the main focus was to do research on work of the Divisional Wells

Committee in the Kibwezi Area. This research consists of getting

to know the work of the DWC and to ! nd out the main challenges

and problems the committee is currently facing. After creating

the picture it was possible to start a phase of solution ! nding.

Together with the DWC there were discussions and analysis

during meetings to ! nd out which solution is most viable. The

most viable plan is start up a collaboration with the importer

from Nairobi to establish a reliable supply of parts to the end-user.

The best suitable business form is ‘Consignment Stocking’. This

is developed in the last phase of the internship and the process

is described and explained in chronological order in the report.

PART 1PROJECT DESCRIPTION

Project Background Our Original Mission Change in Our Mission Planning Preparation

Maaike Oltheten, Tikor Kroese, Boy TapPART 1 PART 2 PART 3 PART 4 5

OUR ORIGINAL MISSIONThe main goal of this project is to research and analyze the

process of repairing water pumps in the Kibwezi area. We

intend to map and monitor quality control, repairs, fabrication

and the supply line of spare parts. The analysis of these core

processes will be at the heart of the locally supported business

model we plan to set up. By modelling the current repairing

process, we are able to add structure and make suggestions

for improvement. This is important due to the fact that

many local people rely on water supplied by water pumps.

CHANGE IN OUR MISSIONWhen we came to Kibwezi area and met the DWC it became clear

the group was far more progressed than we could determine

from our home base, the Netherlands. The main goal of the DWC

became clear in the ! rst meetings. They want to be completely

independent of the supplier by manufacturing their own parts.

They needed our help to start up the manufacturing process.

We could help them to do research on the skills and information

that they lack. Instead of mapping the repairing process or

! nding out how to start the fabrication; we extended the

research subject. We are going to analyze the main problems of

the DWC to ! nd out what solution is best suitable to the main

problem of the DWC. Our main goal is to map and analyze the

main problems. By modelling the current problems, we are

able to add structure and make suggestions for improvement.

PROJECT BACKGROUNDIn 1983 AMREF started a project in the Kibwezi area to provide

the local people with clean drinking water. In the Kibwezi area

AMREF installed more than 70 pumps, there are also pumps

installed by other NGO’s. In total the number of pumps in

Kibwezi area is around 500. AMREF’s mission was to provide

the people with water, because the pumps are in place the

mission had succeeded and AMREF pulled out of the project

and handed it over to the ‘Divisional Wells Committee’ (DWC).

The di" erent villages are responsible for the use and maintenance

of their own pump. For complex repairs the pump committee

(the people maintaining the pump) can ask for assistance to the

Divisional Wells Committee (DWC). This is a group of local people that

is trained by AMREF that has knowledge of water pumps. Because

of intensive usage, lack of maintenance and a lack of spare parts

there is a number of pumps not functioning. A few of the problems

the DWC is facing is an uncertain supply of spare parts, the high

costs of getting the parts from the supplier in Nairobi and the high

costs of getting transport to bring the parts to the Kibwezi area.

The DWC wants to manufacture own parts in the future to be

completely independent of other high cost manufacturers

and to be independent of external factors. Currently

the DWC lacks the required skills to start the production

and there is a lack of structure to monitor the process.


6 PART 1 PART 2 PART 3 PART 4

PREPERATIONFrom the beginning of the semester in September up to

November we used our time to get ready for the internship.

Research had been done on water pumps and water projects

throughout Africa. We had di! erent meetings with companies

in the Netherlands who are working on water projects and

learned from their point of view and approach in this " eld of

work. We were introduced to Joris van Oppenraaij (AMREF

Netherlands) and Anthony Mondoh (AMREF Kenya) by Otto

Kroesen trough email. Through this email conversation we were

able to come to an agreement about the goal of the internship.

For the ‘Terms of Agreement’ see Appendix 1.

PLANNINGThe planning we made was not detailed because we were

not able to get in contact with the DWC before we went to the

Kibwezi area. We could only make a planning to get an idea of

how much time we had for the di! erent phases in the project.

Mainly we divided the project in " ve phases.

1. Preparation.

2. Fact Finding.

3. Creating The Picture.

4. Solution Finding.

5. Developing the Solution.

The internship takes place from the beginning of November

up to half of January. The entire " rst phase took place in the

Netherlands. The second and third phases took place in the " rst

month; the fourth and " fth phases took place in the second

month. Due to the fact that the AMREF o# ces close for Christmas

the student team had a Christmas break for two weeks (week7&8).

FACT FINDING

PART 2FACT FINDING

PART 2

FACT FINDING

PART 2Finding the First FactsCreating the Picture The Stakeholders ExplainedStakeholders InterestsThe Current Cash FlowProblem Finding – the Interview


Questions for the DWC.

• What is the income of the pump holder per month?

• Does the committee/community/pump holder keep a record of the

cash ! ow?

• Does the pump holder keep the money until there is a need for a spare

part/repair?

• Does the committee collect money from the pump holder to keep it in

their bank account?

• What is the income of the repair man/the pump holder/the bank ac

count?

• (Cash-! ow?)

• Will the pump holders pay for the costs of the transport of the spare

parts?

• Does the committee keep a record of the spare parts that are in stock?

• What is the pro" t of selling the spare parts?

• How do you pick a company to buy spare parts in Nairobi? Why that

one?

• Do you have an arrangement with one of the companies in Nairobi?

(discount)

• What is the average demand of spare parts? (dry or rain season)

• Is there someone supervising the three-monthly controls?

• Will the water committee pay for the spare parts or is there enough

money in the business account?

• How did you pay for the spare parts in stock?

• What will the wells committee do if there is no demand for spare

parts?

• Who does what in the committee? What is their task description?

• How does the repair process work? (step by step)

Communication, order, transport, repairing, supervising, etc.

FINDING THE FIRST FACTSTo get to know the Divisional Wells Committee di# erent meetings

and " eldtrips were planned. In these meetings we wanted to know

everything there is to know about the whole process concerning

the work of the DWC. Only if we get to know them, their way of

working, their problems and their challenges it was possible to

understand the situation and work together to " nd ways to improve.

We got to know much of the DWC in the " rst meetings where

we discussed the goal of the internship with the DWC and

came to a mutual agreement. After the " rst meeting we came

up with a list of questions that needed to be answered so

that we could get a better understanding of the situation.

In the " eldtrips we wanted to see how the pumps work and

how the DWC works with the di# erent pump committees.

Maaike Oltheten, Tikor Kroese, Boy TapPART 1 PART 2 PART 3 PART 410

Cultural Di! erenceThe meetings with the DWC are di! erent from the meetings that we are used to have at home. In the Netherlands everyone is brie" y answering questions and people do not use their mobile phone during the meeting. We noticed that most answers came wrapped in stories and a single phone call could put the meeting on hold. Our challenge was to organize the meetings in a way that we all would be comfortable and that good progress with the project could be made.

CREATING THE PICTUREDi! erent questions were answered during the " eldtrips, but there

were still some bits and pieces of information missing to construct

a complete picture. A concluding meeting was organized where

we would get a clear picture of the whole process the DWC

is working on. We prepared a # ip-over board where we drew

on a picture of the parties that we considered indispensable in

the process. We knew about certain links between the di! erent

parties but we wanted to " ll in the gaps together with the DWC.

This way we could get an active meeting that we could lead.

Tikor and Boy were standing next to the board to introduce the

di! erent parties. The next step was to ask the DWC about the link

between the parties and how these parties work together. We

repeated the same method until we came to a complete picture

with answers to most questions. In this meeting we came to the

information stated hereunder; the visual picture of the process, the

stakeholder analysis, and the visual picture of the current cash # ow.


This helps the DWC to generate more income and it helps the

local community because the pump will become more a! ordable.

Hereunder are stated the di! erent names of the committee

members we met and a brief description of their speci" c roles.

James MusembiRole: Chairman, chair the meetings, keeps the order.

Peter WaitaRole: Coordinator of the team/committees arranges

meetings with visitors, keeps in touch with Nairobi

for the spare parts. He is also the vice chairman.

Jackson MbuvaRole: Secretary, keeps records of the committee,

pumps, spare parts and the minutes of the meetings.

Daniel MuveuRole: The mason. Installs, Maintains & Repairs hand pumps.

John MalikaRole: Treasurer, Keeps the money.

THE STAKEHOLDERS EXPLAINEDIn the water projects in the area of Kibwezi there are

di! erent stakeholders involved. Everyone has their own

tasks and responsibilities in the di! erent projects in the

area. A description of the stakeholders, their role and

their interest for the future will be given hereunder.

Divisional Wells Committee: James - Peter - Jackson - Daniel - JohnThe Divisional Wells Committee in Kibwezi area is the umbrella

committee who constructs the wells, installs the pumps, train the

pump committees and they repair the pumps. The Divisional Wells

Committee (DWC) is responsible for the wells so that they keep

functioning. The DWC organises the trips to Nairobi to buy the spare

parts and they keep the parts in the local storage. The members of

the DWC are the " rst people to contact when the pump committees

are facing a problem that they cannot solve by themselves.

With selling the parts the DWC makes a little pro" t so the costs

for transport, food and in some cases accommodation can

be covered. This pro" t will also pay for the ’keep up’ for the

committee member who is going to Nairobi. This is to compensate

for the spent time to go all the way up and down to Nairobi.

To extend the business the DWC wants to produce the pumps

locally. To produce parts locally it might be possible to cut costs

so the pumps can be sold for a better price to the community.


the part that needs to be replaced. Since the mobile phone is

commonly used most people call in advance to check whether

the part is in stock or not. After the call the storekeeper will

go to the shop to check the records. When the parts are in

stock the people can make appointments to buy the parts on

di! erent days then the standard Friday. If the parts are not in

stock the storekeeper will contact other members of the DWC

to arrange a trip to Nairobi to buy the parts from the importer.

Spare parts Importer (supplier) There are di! erent so-called importers/suppliers in Nairobi.

The DWC will come to the importer to buy the spare parts.

The most common importer the DWC will go to is the

company: “African Water Services”. Because there are many

di! erent importers the quality of the parts di! er a lot. When

the DWC wants to produce the spare parts themselves

these companies in Nairobi will become the competition.

Bus Driver/Matatu Driver/Boda BodaWhen the people in Kenya are travelling they will use

public transport like the bus, matatu or the boda boda

(motorbike taxi). The DWC will have to use the public

transport because they do not have private transport. The

bus is for long distance travelling, the matatu will take you

to the next town and the boda boda is mostly used in a town.

Local CommunityThe local people are members of a community, which means

they have a pump together. The households will buy four

jerrycans (20 Liters) in the morning and three jerrycans water

in the afternoon at the pump. The people will use this water to

cook, wash, drink, to give to the cattle, crops etc. A few people

from the community (seven people most of the time) form the

pump committee. The pump committee maintains the pump.

Pump HolderThe pump holder is also a member of the community. This

person will unlock the pump in the morning from six to nine,

and in the afternoon from four to six. Between the pump

hours the person will make sure everyone uses the pump

in the correct way and that the members pay for the water.

Pump CommitteeEvery pump has its own committee that has been trained by the

DWC. The committees are supposed to check the state of the

pump every three months. In case of a broken part the committee

will go to the local storage of the DWC where they can buy the part

to replace. If the pump committee faces a problem that cannot be

solved by them they will contact one of the members of the DWC.

StorekeeperThe storekeeper is the person who keeps records of the spare

parts that are in stock. This person will open the shop every

Friday so the pump committees can come to the store to buy


STAKEHOLDER INTERESTSEvery stakeholder concerning the water pumps has its own

interest. Hereunder will be a description of the interests of

the stakeholders and possible contradictions between them.

Divisional Wells Committee: James - Peter - Jackson - Daniel - JohnThe DWC is a group of volunteers working for the wellbeing of

the communities by providing them with water. They don’t earn

money for the work they do, the money they are getting from the

pump committees is to cover expenditures. The DWC is making

little pro! t on selling the parts. The DWC spends this money on

the rent of their storage, the remunerations of the storekeeper

and rent for their meeting room. The aim of the DWC is to increase

their income. Due to the fact that they are selling quality products

and that the customers cannot a" ord expensive parts the DWC

has to sell them price with a very low margin for pro! t. Because

of the terrain around Kibwezi is so rough it is hard to expand the

area of service plus the DWC hasn’t got any means of transport.

Local CommunityThe biggest interest of the local community is a good

functioning water pump. An interest could be to improve the

way to get the water from the pump to the place where the

water is needed. The wells are dug where the water is nearest

to the surface but this can be out of reach of the villagers.

Some communities have an irrigation system, others can

get the water to their house because there is a di" erence in

Local Authority The local authority is working together with the DWC.

When the pump committees are facing a problem the

DWC will be their contact. When the DWC can’t solve

the problem the DWC will contact the local authority.

Eric WambuaEric Wambua is working for AMREF and is the link between AMREF

and the DWC. Eric Wambua works on health and satiation programs in

the area. He is supervising the DWC and helping them where needed.

Anthony Mondoh (AMREF supervisor)Anthony Mondoh is working for AMREF on di" erent projects in the

area that stretches from Kibwezi to Nairobi. His function is regional

supervisor and he is directing the people who are working on health

and satiation programs in the area. He is the contact for Eric Wambua.

AMREF NairobiAMREF has one of the main o# ces in Nairobi. From here there

are people being trained. The di" erent trainings support the

organisation of the regional projects. AMREF can start projects and

do the funding of it. When the DWC has a solid and pro! table business

plan AMREF might be interested to help them to start their business.


Bus Driver/Matatu Driver/Boda BodaThe interest of the public transport companies is that the

people don’t have own means of transportation so they

keep on using the services provided by the companies.

Eric WambuaThe interest of Eric Wambua is that he keeps his job so that he

can continue his activities. He might want to be able to purchase

a jeep/pickup to be more e! ective in the " eld (rough terrain).

Anthony Mondoh (local AMREF supervisor)/AMREF Nairobi/ Joris van Oppenraaij (AMREF Netherlands)The interest of AMREF is to start projects and give guidance to

di! erent projects so that the projects can start functioning

independently. Starting projects and giving guidance is what

Mr Mondoh is doing currently. Because AMREF pulled out

of this water project AMREF doesn’t have a direct interest in

this project other than the wellbeing of the communities.

When the DWC wants to start their own business the

interest of AMREF might be to assist them in their work.

height. Di! erent communities can be helped if there will be

thought of a solution to bring the water nearer to their homes.

Pump HolderThe interest of the pump holder is that the pump will keep

functioning so that this person can keep the position of pump

holder and can keep on receiving the remunerations of this job.

Pump CommitteeThe interest of the pump committee is that the pump doesn’t

need a lot of maintaining because this work is on voluntary basis.

The people of this committee can use the time to do other work.

StorekeeperThe interest of the storekeeper on one side can be

to keep his job as storekeeper and on the other

side to have time to spend to do other work.

Spare parts importer/supplierThe importer in Nairobi has the interest to keep on supplying the

parties they are supplying at the moment. They might even want

to expand their business. If the DWC wants to manufacture parts

the DWC can become a competitor for the supplier. The supplier

wouldn’t be willing to assist them in their work. The aim of the

supplier can be to be one of the few to uphold the demand.


CURRENT CASH FLOWThis is an example of the current process of getting parts from the

supplier is given. This picture shows what money is paid to whom

and where the money goes.


Community Members and Non MembersThe local people can come to the pump and fetch water. There

is a price di! erence between community members and non-

members. The members have to pay 2Ksh per 20 litre, the

non-members have to pay 2,50Ksh per 20 litre. The people

who are fetching water will pay the pump holder at the pump.

Pump HolderThe pump holder will mostly receive 2Ksh/20L, otherwise

2,50Ksh/20L. This person will hand the money over to

the treasurer of the pump committee. In return this

person will receive a remuneration of 500Ksh. per month.

Pump Committee Bank AccountThe treasurer will keep the money in the pump committee’s

bank account. From this money the pump holder gets paid.

The other money in the bank account will be withdrawn

in case of necessary maintenance or to pay for spare parts.

RepairmanThe repairman is a member of the ‘Divisional Wells Committee’.

This person will be contacted in case of complex repairs that the

pump committee cannot do without help. The repairman will be

paid 2000Ksh. for his work (depending on the work he has done).

Local StoreThe local storage is owned by the DWC and they are selling the

parts at a " xed price. The store keeps most of the rapidly selling

parts in stock. In case there is need for parts that are not in stock

the DWC will arrange a trip to Nairobi. The minimum of parts they

will buy is 10 parts. For example the parts altogether cost 6500Ksh.

To cover the transport (900Ksh.) and to cover the Pro" t (1600Ksh.)

the parts will have to be sold to the pump committees at 9000Ksh.

The pro" t is a little less than 20% of the turnover of the storage.

Pro! tThe pro" t will be divided. One part is a keep up for the member

travelling to Nairobi (300-600Ksh.). The remaining 1100-1300Ksh.

will be transferred to the Divisional Wells Committee’s bank account.

PROBLEM FINDING – THE INTERVIEWAfter creating the complete picture of the whole situation we

wanted to " nd out what the main problems are that the DWC

is currently facing. To establish that, we conducted an interview

using the ‘Diagnostic Approach’ that was learned from a Shell

executive (Diederik Hillen) in the Netherlands. The method is that

we ask for the three main problems. Once the main problems are

given we ask for the three main causes per particular problem.

In this manner we can develop a ‘problem-tree’ where we

unravel the problem and have insight in the real cause of it. We

conducted the interview individually. Therefore the outcome

of the interview is not structured because every member has

his own point of view. As we constructed the ‘problem-tree’


pump the way they should what leads to broken parts. And

the people don’t have the mindset to save money for the time

that they need maintenance or spare parts. In some cases

the communities order parts in the local shop of the DWC

and have no money to pay for it. The DWC spent money for

them on the parts but they have no chance of selling them.

The DWC has explained that the communities can be punished

when there are con! icts that are not solved by themselves.

The punishment can consist of a " ne and if that is not

working the pump will be removed for three months. After

the three months the pump is replaced if the con! ict has

been solved. For removing the pump the DWC will charge

one goat. This method seems to be working quite well.

Distance to Nairobi.The distance between Kibwezi area and Nairobi is around 200km.

Due to the fact that there is only one busy highway to the city

it takes a full day to get there and to come back. Sometimes

the person travelling has to spend the night in Nairobi to come

back the following day. This is very costly and time consuming.

there wasn’t a clear problem that stood out, so we discussed

the outcome and compared it to the other meetings. This way

conclusions about the main problems could be drawn. We came

to four main problems where we wanted to do more research on.

For the full interview see appendix 2.

The main problems

Transport between the pumps.The target area the DWC works in is large. The pumps are

far apart and the terrain in this area is rough. The DWC

has only bicycles as transport, but because of this terrain

the bikes are not in a good condition. The team will travel

by foot, boda boda or matatu. Getting to pumps and

bringing spare parts to these remote areas is very di# cult.

Saltiness of the water.Some of the areas have really salt water in the ground. This will corrode

the parts of the pump what can lead to dirty water and to worn out

parts. Because the parts cannot function once they are worn out

they will have to be replaced. This is very costly for the communities.

Ignorance in the communities.The people in the communities don’t always see the importance

of having a pump and using it in the correct manner. This leads

to con! icts where people don’t agree on the rules. People want

to fetch more water than agreed. Some people don’t use the


Large distance between Kibwezi area and Nairobi (supplier).

Saltiness of the water.

Communities don’t have the money to

buy a pump for their well.

No Rain, No Water, No income what leads to

poverty.

No Rain, No Water, No income what leads to

poverty.

There are no funds for the DWC.

DWC is depending on poor communities.

Ignorance.

Communities order parts but cannot pay for them once they

are in the local store.

Communities don’t save money when the

pump is working properly.

Ignorance

People get greedy. They want to fetch more water than

agreed.

Communities don’t understand the

importance of having a hand pump with

rules of usage.

People are not using the pump in the

correct manner what leads to breaking the

pump.

There is no ownership in some communities.

The pumps were given to the commu-

nities

Parts are not in stock when in Nairobi.

Communication error.

Not enough water in the Well.

Wells are not deep enough. (too shallow)

Wells are dug by hand, there are no

machines. (not a!ord-able)

Large distance between pumps. (Rough Terrain)

Bicycles are old/broken.

Walking and carrying the parts is too heavy.

DWC is losing projects.

Other NGOs give pumps to the commu-

nities.

Communities don’t have money to buy a

pump

FINDING THE SOLUTIONS

PART 3

Why did we choose this PathBrainstormHarris Pro! leSWOT AnalysisComparing End Solution


23PART 1 PART 2 PART 3 PART 4

manufacturing their own parts) might even turn out to be

not the best solution or the only solution to the problem.

The Harris pro! le is a method that is a good, analytic and clear

way to create a structured image of which solution is the best.

It is an easy to understand method for people who are not used

to work in such a structured way. All that is needed is a red, a

green and a black marker. The result of the pro! le shows which

solutions are viable and which are not. The Harris pro! le proved

its usefulness at the test run of this method: The DWC could not

agree on which pump was the best since the di" erent pumps all

had their pros and cons. Using a Harris pro! le, order was ! nally

restored because one type of pump turned out to be the best:

the Afridev pump. Besides that this was an exercise for the DWC,

the pro! le gave some valuable information about the pumps.

A SWOT analysis is a logical next step since this method clearly

shows which solution will be most viable in a business context.

It compares and combines a solution’s Strengths, Weaknesses,

Opportunities and Threats. When this is done for every solution

it will be easy to see which solution has the most potential.

The outcome of the brainstorm added something to

the next step, the Harris pro! le. And the outcome of the

Harris pro! le was very important for creating the SWOT

analysis. This shows that every step that was taken is very

important and critical for the development of the solutions.

WHY DID WE CHOOSE THIS PATH After a period of facts ! nding, meetings and di" erent

processes, the solution ! nding process could start. This third

part of the project is dealt with through a brainstorm, Harris

pro! les and a SWOT analysis. All of these di" erent steps

have been done jointly with the DWC in di" erent meetings.

We didn’t want to be the white men who came, tell the Kenyans

what to do (“do it the western way, that is the best way”) and then

leave again. The idea was to let the DWC come up with their own

answers and conclusions, our only role was to guide the DWC in the

process, make sure the process would go in the right direction and

use our personal knowledge to help them ! nd the best possible

solution. This way they would feel like the project is their project, the

solution to be their solution, the ideas to be their ideas and so on.

The method of a brainstorm and Harris pro! le were not

randomly picked. One of the main reasons why these methods

were selected is because they aren’t too di# cult to understand,

so that they could add something to the knowledge of

the DWC. Everything was explained and used as simple as

possible since a lot of the Dutch methods are too complicated.

Another important reason was to make the DWC realize

that there are multiple solutions possible to a problem.

Some may even be more viable or logical than the idea/

solution they have in their minds. Their original idea (start


The brainstorm went much like you might expect, it was quite

hard for the DWC to think of new solutions so the four main

problems were quickly discussed. Nevertheless, a few surprisingly

clever ideas were mentioned, of which some were not thought

of before. These ideas were added to the Harris pro! les.

For full minutes of the meeting see Appendix 3.

Cultural Di! erencesIt became clear that the Kenyan people who were present at the brainstorm were not used to this way of thinking. It was explained that as a rule at a brainstorm the participants are not allowed to question or discuss the ideas mentioned. Nevertheless, most people had to be reminded to this rule. And, as mentioned before, it was quite hard for them to think of new solutions.

HARRIS PROFILEBasically the idea of a Harris pro! le is that the solutions for one

single problem will be assessed using di" erent criteria. With the

solutions on the vertical axis and the criteria on the horizontal

axis, a diagram (or pro! le) is created. Using either one or two

plus or minus signs for every solution-criteria combination, a

very clear image will arise showing which solution is the best.

After the test run, the Harris pro! les for the four main problems

were made. Our only role during this process was to guide

the DWC and keep the discussion going. Through asking

why the DWC did something one way and not otherwise,

they were challenged to really think about their answers.

BRAINSTORMThe outcome of the previous step, the interview, was the

four main problems the DWC was facing. The members of

the DWC already mentioned some possible solutions. This

brainstorm was used to ! nd out if there were more solutions

to the main problems found with the interviews. This method

was also a good opportunity to let the DWC experience

what a proper brainstorm is and to let them realize that.

The concept of a brainstorm and the four main problems,

which were found through the interviews, were

explained to the DWC before the brainstorm started.

Transport Main problem because of the distance between the pumps.Saltiness Main problem because the pumps are worn out sooner as a

result of the saltiness of the water. Also the water is sometimes

not drinkable or usable for irrigation.Ignorance Main problem because if the people, the pump communities, do

not care about the project they do not maintain their pumps the

way they should. Because it does not feel like it is ‘their’ project.Nairobi Main problem because of the time consumption, the distance

and the insecurity of the availability of the spare parts.



Costs: The amount of money needed to buy or use the speci! c

means of transport.

E" ort: The e" ort it takes to go from one pump to another

using a speci! c means of transport.

Time: The amount of time it takes to get to a pump using a

speci! c means of transport.

Capacity: The amount of spare parts or people that is possible to

transport using a speci! c means of transport.

Possibility to execute:

How possible is it for the DWC to use this transport

(considering money and e" ort)?

Period of bene! t:

When a speci! c means of transport is being used, how

long will it last?

Quick bene! t:

The time needed to earn back the investment made to

purchase the speci! c means of transport.

Terrain: Is it possible to cover rough terrain with the speci! c

means of transport?

Before the meeting started we asked the DWC what their

ultimate goal was. What did they actually want to achieve?

What is their vision? This is very important to know in order to

! nd the right solution. If their deepest wish is to paint all the

pumps pink for example, a strategy of making your own parts

does not really make sense. Fortunately this wasn’t the case,

the vision of the DWC is getting water to everyone in Kenya.

For every problem mentioned earlier a Harris pro! le was

made. Almost every solution that was given during the

interviews or the brainstorm has been added to the Harris

Pro! les. The criteria were made in advance of the meeting

in order to keep the process going during the meeting.

The criteria are explained under the speci! c Harris pro! le.

Transport Main problem because of the distance between the pumps.


Health: Is using this solution bad for one’s health?

Knowhow: Does the DWC know how to use this solution?

Availability: Is it possible to get the solution somewhere?

ConclusionThe pro! le makes clear that the use of chemicals is not a

way to solve this problem. This was something the DWC

had been wanting for a long time, but now it became

clear the idea was not as good as it seemed at ! rst.

The use of rainwater may look as a good solution, but when there is

no rain (which is the case most of the time) it is no viable solution at

al. That leaves us with the use of plastic parts. If the plastic parts are

available, this will be the best solution to this problem. Unfortunately

there are no plastic parts available according to the DWC.

Another solution could be to treat the water after

pumping, but this will not prevent the pumps from

wearing out. It can however be a temporary solution,

until the plastic spare parts are available and a" ordable.

ConclusionAccording to the pro! le, the bodaboda (motorbike taxi) is

the best solution to cover the transport, followed by training

and a motorbike. The bodaboda and the motorbike are the

same kind of transportation, the di" erence is that for the

bodaboda you do not have to buy the motor. Also, if you travel

with the bodaboda, you do not need a driver’s license, and

you will not have to pay for the petrol and the maintenance.

Another solution to this problem is training. When the DWC trains

the community to maintain their own pumps there will be no

need for them to travel to the pumps. Training is always a good

solution, but it will not solve the whole problem. Once in a while

the DWC still has to go and check if everything is going as planned.

SaltinessMain problem because the pumps are worn out sooner

as a result of the saltiness of the water. Also the water

is sometimes not drinkable or usable for irrigation



IgnoranceMain problem because if the people, the pump communities, do

not care about the project they do not maintain their pumps the

way they should. Because it does not feel like it is ‘their’ project.

E! ect/result: How big is the e! ect or result when applying

the speci" c solution?

E! ort: How di# cult is it for the DWC to start or use the

speci" c solution?

Conclusion - The best way to make the people more a! ected

to their projects is by giving them training. Nowadays,

the DWC already gives training to the communities.

Although there is no quick bene" t when giving training to

the children at school, it will be more e! ective on the long

term. The DWC can train the teachers, who will teach the

children. This way they reach more people with little e! ort.


Letting the importer open a store in Kibwezi will solve the

logistic problem. It will also not be that expensive for the DWC

because they can share the costs with the importer. Order

from India, and open a shop without the manufacturer will be

a di! cult solution, but an interesting one. The reason why it

is negative in the pro" le is because di! cult to start up. They

will need a donor or a loan to help them start up the business.

NairobiMain problem because of the time consumption, the distance

and the insecurity of the availability of the spare parts.

Distance: Will the use of the solution " x the distance problem?

Conclusion – Giving training looks like the best option to solve

the problem. But if you train the people where to get their own

parts, you only shift the problem. The communities still have to

go to Nairobi, and the store of the DWC will have no use anymore.

Having a car improves the logistic, but the DWC will still lose a

lot of time. It does not change the fact that you still have to go

up and down to Nairobi to collect the parts. The same goes for

the idea to manufacture parts. It is impossible to manufacture

all the parts of an entire pump (because of plastic parts and

parts that are too di! cult to manufacture), so they still have to

go to Nairobi. Also it will be hard to " nd people with the right

skills for the job. These solutions only solve half of the problem.



Nairobi problem has potential since it will stimulate the DWC to

grow, move forward and it connects to their vision. Therefore,

this problem became the main focus for the rest of the process.

SWOT ANALYSISA SWOT analysis is used to determine whether a project,

or a solution in this case, is viable enough to continue on

the path it is going or maybe should change its course. It

confronts the solution with its environment and shows the

possibilities of the solution. Through combining its Strengths

and Weaknesses with its Opportunities and Threats it

becomes clear what has to be done to optimize the outcome.

The SWOT analysis itself was mainly made without the presence

of the DWC because of its (relative) complexity. It was also

assumed that the people from the DWC would not gain any

personal bene! t from knowing how to use a SWOT matrix.

The three most viable, self-sustaining and interesting

solutions were picked from the Harris pro! le. Although these

solutions are not the ones with the highest score, it was

determined (as stated earlier) that these options could have

the most potential. This was all done jointly with the DWC.

ConcludingAlthough a Harris pro! le shows very clearly which solutions are

best, a little caution has to be used when applying it. Sometimes

the criteria are too vague or simply not competent enough.

With some logical reasoning a better answer can be obtained,

though you have to be careful not to favour the desirable answer.

Now the Harris pro! les have been made, the most viable

solutions can be selected. Together with the DWC a selection

of the most interesting solutions has been made. These

solutions will be assessed in the next step: the SWOT analysis.

The solutions were mainly selected on their

capability to be self-sustaining and whether they

would solve the problem instead of shifting it.

Solving the Transport problem will for example not e" ectuate

the DWC to grow or move forward. It will keep them in the same

position as they are in at this moment, only the transport to the

pumps will be faster and more reliable. The Saltiness problem is hard

to solve because of the lack of plastic parts, as mentioned earlier.

The two most viable problems to be solved are therefore the

Ignorance problem and the Nairobi problem. As seen and heard

during the fact ! nding phase, solving the ignorance problem is

going quite well at this moment. The school education could be a

very nice next step in solving this problem, but it does not really

connect to the vision of the DWC. On the other hand, solving the


“Import spare parts from India + DWC opens their own shop.”In this case, the DWC will import the spare parts from the manufacturer

in India by themselves. Once in a while a shipment of spares shall

be ordered which will be transported to the DWC’s local shop.

“Supplier/importer in Nairobi will transport parts to the DWC.”At this moment, the DWC travels up and down to Nairobi to

get the spare parts. With this scenario the supplier/importer

in Nairobi will transport the spare parts to the DWC in the

area of Kibwezi. The direct advantage for the importer is the

possibility to reach a bigger market this way, because other

pump committees (east of Kibwezi) will buy parts in the local

shop and do not have to travel all the way to Nairobi for parts.

“DWC fabricates their own parts.”This is the scenario the DWC originally was going for. In

this case they will fabricate some easy to make parts by

themselves. They will mainly cut, bend and weld plates

of steel to construct the ‘pump stand’ by themselves. The

pump stand is a part that is relatively easy to construct.

In order to determine which solution is the best, a SWOT

analysis has to be made of all three solutions. As stated earlier,

a solution’s Strengths and Weaknesses should be combined

with its Opportunities and Threats. This is done using a so-

called SWOT matrix. Before the SWOT matrices of these three

solutions can be made, the Strengths, Weaknesses, Opportunities

and Threats of all three solutions have to be determined.


Now all the strengths, weaknesses, opportunities and threats are

determined, the SWOT matrices can be constructed. The general

idea is to make logical combinations between the strengths,

weaknesses, opportunities and threats. This way, a clear picture

about a solution’s viability can be formed at the end of the process.

In the SWOT matrices you will only ! nd numbers and

which matrix it is. As can be seen, combinations are made

between the strengths, weaknesses, opportunities and

threats. The numbers can be found and linked to a strength,

weakness, opportunity or threat in the table above.

Below the matrices the general conclusions

made from the combinations can be found.

Opportunities – Strengths2.2 The DWC is the only player, so they can set the prices.

7.3 The DWC can gain control over the area because there is

no pressure of the companies in Nairobi.

8.1 There is a market and they can increase this

market because the eastern province has a good access

to Kibwezi.

Opportunities – Weaknesses1.6 By cutting out the middleman (importer in Nairobi), you

lose the only connection with India.

7.2 Expand the target area by cooperating with the other

NGO’s.

7.7 Expand the target area by cooperating with the other

NGO’s.

8.6 No contacts in eastern province.

Threats – Strengths2.3 The DWC doesn’t have the same capacity as the

companies in Nairobi.

3.1 There is a small market in Kibwezi area, so it is hard to

predict which parts to order.

Threats – Weaknesses1.5 It is not clear for the DWC which steps to take.

2.5 The entire process is overwhelming, so the DWC will

need an expert.

3.4 There is an unstable market, so it is hard to predict

which parts to order.

4.1 The DWC has no capital at all, so they need a donor to

start up.



Opportunities – Strengths1.3 Importer creates own identity, ‘stands out from the

crowd’, may result in acknowledgement.

2.2 Monopoly position in Kibwezi area can create a large

network in eastern province.

3.4 Low investment (for transport) because of cooperation

between communities/NGO’s

Opportunities – Weaknesses3.1 Because of cooperation between communities/areas,

the logistics can become pro! table.

3.2 Eventually the parts will be sold, even if the amount of

parts is big.

Threats – Strengths2.2 Because the importer is the only one in the area, they

can raise the prices whenever they want. Manufacturer

becomes ‘dictator’.

3.2 Through contracts, the committees are bound to follow

the rules of the importer.

Threats – Weaknesses3.2 Importer can force the DWC to buy a certain amount of

parts.

3.3 DWC signs contract without knowing what the exact

contents are.

Opportunities – Strengths1.1 DWC will make more pro! t.

4.3 Boost for the community, more water available.

4.4 Boost for the DWC.

Opportunities – Weaknesses1.3 The DWC will earn more, but they also have to travel

more to get the material.

2.1 Because you cannot make all the parts yourself, the

price will not be signi! cantly lower compared to before.


the DWC) will be reached and could also be supplied. These

communities are further away from Nairobi than from Kibwezi,

so they do not have to go to Nairobi for spare parts anymore. If

a importer cooperates with this plan, this will be a ! rst in Kenya.

Therefore the importer will create an own identity and will stand

out, giving it publicity and acknowledgement. The main risk for

the DWC is that the importer will take control of them, pushing

prices up and letting them sign contracts that are not proper.

The last analysis was primarily made to compare the original idea

of the DWC to the new ideas. The analysis shows that if the DWC

starts making their own parts nothing will signi! cantly change.

They will still have to go to Nairobi and the prices of the parts

will remain more or less the same. A huge bene! t is that this

solution stimulates employment in the area of Kibwezi. Also the

money spent at the self made spare parts will stay in the area

which is bene! cial for the area. The most important risk is that the

pumps will be of lesser quality resulting in the need of even more

spare parts which eventually will cost more money than before.

From these SWOT analysis a visual is made, showing the risk

versus the bene! t for the three solutions. The bubbles show

how capable the DWC is in making the solution work. The

bigger the bubble, the more chance the solution has to succeed.

Threats – Strengths2.3 The process creates jobs, but you have to ! nd skilled

people to make it work.

3.1 Because of the equipment you need, the parts can get

more expensive.

Threats – Weaknesses1.3 If the quality is low, pumps will break down sooner. So

you need to travel to Nairobi to get new materials more

often.

2.4 If you have people who know what to do, you won’t lose

time.

2.5 They don’t know where to get the materials, and it is

hard to get the equipment.

COMPARINGThe ! rst SWOT analysis, about ordering the parts from India, clearly

shows the di" culty of executing this solution. It is a very big project

and it will involve a lot of planning and organizing. Doing this, the

DWC will also face competition that is far more experienced with

this process. The risk of starting this plan is only becoming bigger

because it is unclear which parts will have to be ordered. Although

it is a risky project the direct bene! t is that the DWC is in control

of everything, so the prices can be determined by themselves.

The analysis of the importer that opens a shop in Kibwezi shows

that this plan could be pro! table for both the manufacturer

and the DWC. By opening a shop in Kibwezi the more inland

communities that are also using hand pumps (other than



market (for the importer) will become bigger. A big group

might also persuade an importer to become a supplier

sooner, because the market and its need is big enough.

An ideal situation will be when a truck with parts leaves Nairobi

once in a while, stopping by at all local stores/areas and supplies

the DWC and other committees. The importer will have pro! t

because more parts will be sold because of the bigger market.

Committees east of Kibwezi also have to go to Nairobi

to buy spare parts for their pumps. When the parts will

be delivered to their areas they will save a lot of money

and time, so the committees can purchase more parts.

To cover the costs of the transport and make pro! t, enough parts

will have to be purchased. This is something we cannot judge at this

moment. Insight in the importer’s ! nancial situation, the prices of the

parts and the costs of the transport are needed to create a complete

picture. These are things we could not cover during this internship.

END SOLUTIONAs can be concluded from the SWOT analysis and the visual, the

second solution has the best chance of succeeding and becoming

pro! table and self-sustaining. The importer in Nairobi becomes

the supplier for the DWC. The biggest problems will concern the

making, checking and signing of the contract. The DWC has little

knowhow of how things go with such large companies and is

therefore an easy target for swindle and misuse by the importer.

This problem is relatively easy to ! x when using the right ‘mentor’

who will accompany the DWC when approaching a big company.

A good and smart move for the DWC will therefore be to

start a venture with other areas that also use hand pumps.

Through this cooperation the burdens will be shared and the

DEVELOPING THE SOLUTION

PART 4

The idea – Consignment StockingConsignment Stocking for the Divisional Wells CommitteeThe Proposal – Steps to Take and the CostsCreating the Picture AgainMarketingDurabilityCritical Assumptions


of the fact that the sales will increase. That’s the reason why the

DWC should collaborate with other water pump committees

in other areas. Every one of those committees is currently

going to Nairobi for spare parts since the parts suppliers are

located there. The supplier can be assured that there is a large

group of committees that has a certain need for spare parts.

From what we have heard, relations between these areas are

quite good. Sometimes someone from the DWC is asked to come

over and demonstrate/give training in how to install a pump.

Mr Mondoh showed that the DWC was the ! rst of many water

committees. Because the DWC was the ! rst, they have the most

experience and knowhow. The DWC is therefore asked to train

the other committees, who are also under supervision of AMREF.

Some committees are already fully operating by themselves

(like the DWC), some still need to be guided by AMREF and the

DWC. The DWC already trained a group in Kitui and a group in

Wote. These are two of the four other groups that have been

under the supervision of AMREF. Although relations between the

di" erent tribes in Kenya are not always that good, the relations

between these groups seem to be well maintained. Perhaps

this has to do with the fact that AMREF connects these groups.

The key step of this solution is convincing the supplier in

Nairobi to become a supplier for these committees/areas.

The supplier will be able to sell parts to all those committees.

Not only these committees will bene! t; also the committees

THE IDEA – CONSIGNMENT STOCKING by Dave Piasecki (http://www.inventoryops.com/ConsignmentInventory.htm)

Consignment Inventory is inventory that is in the possession of

the customer (water committee), but is still owned by the supplier.

In other words, the supplier places some of his inventory in his

customer’s possession (in their store or warehouse) and allows

them to sell or consume directly from his stock. The customer

purchases the inventory only after he has resold or consumed it.

The key bene! t to the customer (water committee) should be

obvious; he does not have to tie up his capital in inventory. This

does not mean that there are no inventory carrying costs for the

customer; he does still incur costs related to storing and managing

the inventory. So what’s in it for the supplier? This is where the

bene! ts may not be so obvious; this is explained hereunder.

CONSIGNMENT STOCKING FOR THE DIVISIONAL WELLS COMMITTEEIn order to improve the current situation and address the main

problem of transportation to and from Nairobi we came up with

a plan. This is not our idea, this idea came out of the di" erent

meetings we had with the DWC. As mentioned earlier our

role was to give guidance to the meetings and to get answers

to all the questions to get a complete picture of their way

of working, all the problems and challenges. All we did was

structuralizing the ideas and develop them into a proposal.

In order to establish the collaboration together with the supplier,

the representatives of the DWC will have to persuade the supplier



a speci! c manner. The di" erent parties will have to agree on this

before the business starts. When this person is sent over by the

supplier it is possible to collect the share of money that belongs

to the supplier and this person can monitor the di" erent shops.

The water committees will only pay the supplier for the

parts they have sold to their communities after they

have sold them. This is called consignment stocking.

Models of consignment stocking• Pay as sold (real-time)

• Pay as sold during a pre-de! ned period

• Ownership changes after a pre-de! ned period

• Order to order consignment (when next consignment

order is placed, previous is billed)

Agreement Issues• Real-time sales or period-end sales. Time limit. (must be

sold or returned within speci! ed period)

• What is the freight policy?

• What is the return policy?

• Who holds responsibility for damage or loss while in

customer’s possession (water committee)?

• What are the Insurance implications?

• Exactly how and when is data exchanged? What data is

exchanged?

• How are miscellaneous transactions processed?

around the supplied committees can come to their local shops

to buy parts. The supplier in Nairobi will have a monopoly in

the rural area around Kibwezi. Their market will be extended.

Not only the increase of selling more parts will be bene! cial

for the supplier. The supplier will also get recognition for

being a ‘social entrepreneur’. The supplier is really making

a di" erence because they are working with groups that

are able to develop the rural areas. By doing so they are

working for the wellbeing of the people in their own country.

The water committees will bene! t from this solution because they

will have a reliable supplier of parts. This will be of great help for the

water committees and for the communities they work for. Because

of having a reliable supplier the di" erent water committees

don’t have to go to Nairobi every time. They will be able to save

time and money; they can work on their land in the mean time.

The di" erent shops of the water committees should be supplied

every couple of months. Depending of the number of parts

they will hold in stock and how fast they will sell. Therefore the

stores should be in a location that is easy accessible for the trucks

to reach. When the committees sell the parts they keep the

turnover in their account. Once in every couple of months the

supplier will send someone to check the stock, count the parts

and to order new parts for them. The supplier and the water

committees will work together and they will share the turnover in


Who – The DWC will have to visit areas outside their own area to contact

the other committees. How they do this is up to them because they

have knowledge of which committee is where. Perhaps AMREF can

also provide the DWC with some addresses or telephone numbers.

Find as many committees as possible that

want to establish a partnership. The more the

better, but they have to meet the requirements!

Costs – The only costs for the DWC will be airtime (calling the other

committees), transport to the areas and possibly some food. Since

they will be travelling to areas along the Mombasa highway, the

costs can go up to 1600 KSh. for a return ticket (Kibwezi to Mombasa,

and back). Food for one day can be 300 up to 500 KSh.

Total transport costs for visiting 5 committees are approximately

6500 KSh. Airtime is approximately 100 KSh. to call 5 committees.

Total: 6600 KSh.

2.Discuss and agree with the other committees, to aim at the same goal. What – It might happen that di! erent committees have

di! erent needs or wishes. A shared goal between the di! erent

committees has to be established. This can either be determined

after a meeting with a single committee or, after having

met all useful committees, during a joint meeting where all

committees are present. The latter could be di" cult to achieve

THE PROPOSAL – THE STEPS TO TAKE AND THE COSTSIn order to set up the collaboration there are steps that are needed

to be taken. Since we have no experience in this particular # eld we

used our logic and reasoning skills to set up the di! erent steps. It is

advisable to work together with someone who does have experience

in this business to discuss the step-by-step plan when starting.

1.Setting up a partnership with other committees.What – A collaboration has to be formed with other

committees from di! erent areas. In order to form this

collaboration the DWC has to know who the other committees

are, where they are and how they work. One (or two)

representatives of the DWC should be assigned to do this task.

The new business proposal has to be pro# table and bene# cial for

these committees as well. The DWC has to # nd out if this is the case

for the other committees by explaining their plan and discussing

with them. Where do they get their parts from, how much money

do they lose on collecting the parts, what are their main problems,

how big is their working area and what kind of pumps do they have.

There are some basic requirements and demands that the

other committees should meet. The type of pump they use

should be the same as the DWC’s pumps: Afridev. Another

possible demand is the location of their area since the

truck with spare parts might only drive on the Mombasa

highway. These things have to be discussed with the supplier.



Costs – For this step there are only travelling and food

costs. When the meeting is arranged the representatives,

Peter (and possibly the Chairman), will have to meet

somewhere. This will max be 1600 KSh. (return ticket from

Kibwezi to Mombasa) if the meeting is held in Mombasa.

Total transport costs are approximately 1600 KSh. Food is

approximately 500 KSh.

Total: 2100 KSh. per person.

3. Move the local storage shops to a location that is easy to supply (near Mombasa highway).What – NOTE: This step can be discussed with the supplier. In

order to keep the supplying process fast, nice and smooth the

local storages of the di! erent committees have to be moved to a

location that is easy accessible for the trucks. In case of the DWC

this will be a shop near the Mombasa highway. By doing this the

truck with spare parts, or the committees themselves, won’t have to

waste time going from the main route all the way to the local shop.

Since the goal could be to let the supplier pay for the transport of

the parts, it is recommended to make the transport as attractive

(cheap) as possible. If the shops of all the committees are moved

to places that are easy accessible, the truck can drive without

taking any detours. This saves time and thus saves money.

because of possible great distances between the committees.

Also think of the role the DWC, and the other committees, will

have when the business is up and running. Will they work in

the shop? Or will they only repair the hand pumps? Or both?

This is the start of a big project and venture, so every party will have to

take this seriously. The agreements that are made should be written

down, including names and addresses of the involved committees.

Who – In order to keep the overview, probably not every member

of the di! erent committees can be present. The representatives of

the committees will have to discuss what the best solution is. The

representatives should be picked strategically and wisely. These

people, or a part of them, will also be the representatives of the united

committees towards the supplier. This will be the ‘contact group’.

For the DWC we recommend Peter, the vice chairman. He seems to

have a very good view of what the DWC wants to achieve and how

to continue in the future. He is able to narrow his view down and

focus on something. He can think of good questions to ask and

gives clever answers that grasp the intended question. These are

capabilities that are very useful when organizing something like this.

The strong point of James, the chairman, for example is that he

keeps his view quite broad. He sees and knows a lot of his area

and has a clear picture of the capabilities of the members of the

DWC. He has a lot of connections, which is a very big bene" t.


the DWC can get support from some external parties in Nairobi

who are specialized in teaching how to deal with big companies.

It speaks for itself that when the training takes place, the

involved committee members should take this as seriously

as possible. It is a very important step in the process.

Who – The members of the di! erent (but united) committees that

will be having contact with the supplier will have to be trained.

It is up to the involved committees to decide who this will be.

Costs – It is unclear what the costs for this training will be. The

price might be negotiable. It does cost time to have this training.

5. Preparation of the presentation and meeting with the supplier.What – The supplier’s " rst impression of the proposal and the

committee(s) has to be good. Therefore a good preparation

is essential. A solid, convincing story has to be prepared in

which all the bene" ts for the supplier are listed (the so called

‘value propositions’). The DWC must check what information

about the supplier can be found, so that they know to whom

they are talking. It is also important to know its competitors.

This might also be a good point to introduce some students from

the Netherlands again. They can probably really contribute to the

preparation of the meeting and the meeting itself. If it is not possible

to introduce new students, the DWC (and other committees) will

If necessary, a shop owner and a watchman should be contracted

to maintain and guard the shop.

Who – If possible, every committee shall move their shop to the

Mombasa highway. Some committees might be stationed a bit o!

the highway. If this is the case, the best possible, accessible route

has to be found.

Costs – The costs to move the shop to a new location is already

determined because the DWC already has plans for moving their

spare parts storage/shop to a new location next to the highway. They

are planning to pay for the plot themselves, using the bank account.

The costs of the plot are 80.000 KSh. The costs to build the new

store are determined by the DWC and are approximately 782.000

KSh. The costs to transport all the spare parts to the new location

will be 8000 KSh.

Total costs to move the shop: 870.000 KSh.

4. Finding a supervisor that can teach how to deal with the supplier, contracts and suchlike.What– In order to be taken seriously when approaching the supplier,

the DWC (and others) will have to be trained on how to deal with

such big companies. There might be some customs, etiquettes

and rules that will be new for the DWC. Best solution is to appoint

someone that will teach the DWC some of the basics. Maybe



After the meeting start thinking about what the supplier said and

make some minor adjustments to the proposal when needed.

Who – The supplier, and all the representatives that were selected

to be in the contact group must be present.

Costs – The trip to Nairobi will cost approximately 1000 KSh

(return ticket from Kibwezi to Nairobi) per person. It might be

best to spend the night in Nairobi, so food and room costs will

also be added: approximately 1000 KSh per person per day.

Total for a two day, one night stay in Nairobi (including

transport): 3000 KSh per person.

7. Meeting two: Presenting the business proposal.What – The second meeting will be more in depth, focusing on the

business proposal. Some sort of agreement has to be established

between the committees and the supplier.

Explain the complete picture to the supplier, leave nothing out.

This way, the supplier will get a clear image of what you want to

achieve. Present the proposal in a way so that the supplier sees

the bene! ts for his company.

Be careful in making decisions, but also be " exible in making

some adjustments. Everything should be discussed with all the

present members.

have to prepare for the meeting by themselves. Maybe using the

help of some external people who are familiar in this ! eld of work.

Who – Every member of the united committees that will be having

contact with the supplier has to be present when this preparation

is made. It is up to the committees to decide who will do this.

Costs – Probably no money is involved. The process of preparing

does require time.

6. Meeting the supplier.What – First an appointment has to be made with the supplier.

This ! rst meeting will probably not contain any major decision-

making. Nevertheless a serious and convincing story has to

be told. Talk about facts and the future, tell just a little bit

about the past (what the committees have been/are doing).

Tell what you can give the supplier and what you cannot give.

After this, the supplier might need time to do some research of its

own. Maybe he can already tell what his view is on the situation and

the proposal. Write everything down so that it is possible to recall the

meeting when needed. Probably another appointment has to be

made so that a more in depth discussion can take place the next time.

The primary goal of this meeting is to establish the ! rst contact

with the supplier. If needed, make another appointment to

present the business proposal.


9. Setting up a partnership with the supplier. Creating the contract.What – After the committees and the supplier have agreed on the

business proposal, it is time to secure everything in a contract.

Read carefully what the contract is saying and also realize what

the consequences might be. If everything is correct, every

representative should sign the contract.

Who – The supplier, and all the representatives that were selected


Costs – The costs will be the same as with the previous steps.

Total for a two day, one night stay in Nairobi (including transport):

3000 KSh per person.

ConcludingThe total costs of this plan will be 890.700 KSh. As mentioned

earlier, the DWC is planning to buy the plot themselves. So the

remaining total will be 810.700 KSh.

The DWC obviously cannot come up with this money, therefore a

sponsor or investor is needed.

Who - The supplier, and all the representatives that were selected


Costs – The costs will be the same as with the previous step.

Total for a two day, one night stay in Nairobi (including

transport): 3000 KSh per person.

8. Discuss the logistics part with the supplier.What – The vital part of the proposal are the logistics. The

supplier probably won’t agree immediately, so a problem solving

discussion will have to take place.

Determine what the committees want and what the supplier

wants. Come to an understanding.

Be careful in making decisions, but also be ! exible in making

some adjustments. Everything should be discussed with all the

present members.

Who - The supplier, and all the representatives that were selected


Costs – The costs will be the same as with the previous steps.

Total for a two day, one night stay in Nairobi (including transport):

3000 KSh per person.



CREATING THE PICTURE AGAIN

For the process of consignment stocking a new picture is created.

Here it is shown in what way the idea of consignment stocking

will a! ect the process of the DWC. The second picture shows how

the idea of consignment stocking will in" uence the cash " ow.

This picture visualises the links between the di! erent parties in the

new process. The black arrows represent exchange of information,

the red arrows represent exchange of money.

Pump + Pumpholder

Pump Committee Divisional Wells Committee (umbrella)

MACHINNERY

MACHINNERY

Local storage

store keepernight watch

SPARE PARTS FACTORYNAIROBI

BANKACCOUNT DWC

BANKACCOUNT WC

supervising/controlling

orde

rs

pays f

or sol

d pa

rts

money

money

buys

spar

e pa

rts

salary

go a

nd c

heck

pro#t + capital selling

supplies

calls rest of committee

problemcalls chair

pers

on

Community

WaterMember: 2,- Ksh / 20 LNon-member: 2,50 Ksh / 20 L

Morning: 80 L per householdAfternoon: 40-60 L per household

Chairperson

salary: 500 Ksh per month

collects money

Treasurer

supervising

checking stock


Cash !ow

Community(members)

Pump Committeebankaccount

Pumpholder

Repairman

Non-members

2,- Ksh/20L2,50 Ksh/20L

500,- Ksh/month2,- Ksh/20L2,50 Ksh/20L

+/- 2000,- Ksh

MACHINNERY

Local storage

SPARE PARTS FACTORYNAIROBI

Divisional Wells Committee

MACHINNERY

Parts

Pro"t

Bankaccount DWC

SalaryStorekeeperNight watch

Part (in store)

+/- 5000,- Ksh/month

Construction and maintainence ofthe new store

Paying back the investment



MARKETINGTarget groupThe target group will be all the pump committees in the area

around Kibwezi. There are over 500 pump committees in the

Kibwezi area, who already are the costumers of the DWC.

When the DWC starts with the consignment stocking, this

group of costumers will stay the main costumers of the DWC.

Besides Kibwezi area, the DWC can expand their target area to the

provinces east of Kibwezi area. The people of these provinces now

go all the way to Nairobi to buy their spare parts, what takes a lot

of time. Someone will lose at least two days to go up and down to

Nairobi for the spare parts. If the DWC collaborates with the other

committees in the eastern province, all the di! erent areas will

have a constant supply of parts. The committees that will not be

supplied can become a customer of the local shops of the supplied

committees. In this wy the market can and will be extended.

PromotionAs said before, the DWC already has a group of costumers who come

to the local storage to buy their parts. Nowadays these committees

" rst contact the storekeeper if the part they need is in storage.

Also all the committees in the area keep in touch with the DWC

about the maintenance of their pumps. This means, it will to not

take much e! ort to promote the new shop along these costumers.

A prominent location, for instance along the main road, will help

by the promotion of the shop in the area. The main road is the

connection between Mombasa and Nairobi, it is easy to access

from the di! erent villages, and the store will be easy accessible for

the supplier. If the store is located along this road, it will be more in

sight, what will help the promotion of the store. The building itself

can be used as a big marketing sign. Other companies, like Coca-

Cola and Safaricom are already using this method of marketing

in the area. Everywhere you go, you see buildings painted in the

colours of Coca-Cola or Safaricom. This is a good way to promote

a brand, or in case of the DWC, a store. Not only the DWC will

bene" t from this promotion, the supplier will be promoted to.

They can even get recognition for being a ‘social entrepreneur’

because they are helping to develop the rural areas. The name

of the supplier will be well known throughout the country.

With actions like ‘buy your hand pump here and get the installation

free’, the DWC can attract more people to buy a whole pump in

their store. In the area, there are many wells without a pump,

because the pump is too expensive. With an action like this, some

of these committees will consider buying a hand pump, and other

committees will buy the pump at the DWC’s store instead of another.

PriceBecause of the poverty in the area, it is of great importance that the

price of the parts stays as low as possible. The best is to keep the

prices of the parts the same as they are now, so there will be no big


as a threat. This is not really a competitor, but it is something

to keep in mind. The main goal of the DWC is to make sure that

everybody in Kenya has access to clean water, not to have a big

business that outlaws the other Water Committees in Kenya. If

the di! erent water committees can cooperate with each other,

and set up a business chain that is pro" table for everyone.

DURABILITYThe change in the new product chain in case of consignment

stocking for the DWC will be in the transportation of parts. In the

current situation the DWC is going up and down to Nairobi quite

often to buy parts for the water pumps. When the DWC is making

use of consignment stocking the manufacturer will take care of

the transport. The manufacturer supplies the Divisional Wells

Committee and the DWC will sell the parts to their customers.

The product chain remains the same, there will only be a di! erence

is in the logistical plan. The logistics will be more durable because

there is less transport needed. The trucks can carry more parts at

once and will not have to go and supply the store so often. That

will save costs, time, e! ort and bus rides. This will be bene" cial

for the di! erent water committees and will be more durable.

The consignment stocking is a suitable solutions because it

helps to bring the spare parts to the rural areas where they

are most needed. The solution is a change of the current

situation and not entirely new and that is part of why this

solution might work. The Committee(s) can handle the change.

change for the pump committees (end-users). The costs the DWC

made for the transport in the past will now be also part of the pro" t.

The pro" t that the DWC gains of the parts has to cover the costs

for the store, the salary of the storekeeper and the night watch.

At the moment, the price of the spare parts that the DWC buys in

Nairobi is variable. The price for which the DWC sell the spare parts

to the community however, is " xed. This means that the DWC does

not have a steady income of the di! erent parts they sell to the

community. With agreements about the prices, the DWC will have

certainty about how much they will earn of the di! erent parts.

The aim of this solution is to have a reliable supply of spare

parts at a price that is the same or lower. The costumers of

the store are not in the position to a! ord any big changes.

CompetitorsIn Kibwezi area there are no other suppliers who have their

own shops, the DWC will have a monopoly. There might be

a small chance that other suppliers will open their own shop

in the area if this business turns out to be very pro" table, but

we think that possibility is very little. The market in Kibwezi

area is not big enough to be interesting for other suppliers.

The problem the DWC might face is the fact that there are

other water committees in the more eastern provinces, who

will lose their pro" t/costumers if everyone goes to Kibwezi area

to buy their parts. These committees might see the new store



CRITICAL ASSUMPTIONSThe project can succeed if everyone is doing what is expected.

Therefore it is advisable to take the critical assumptions into

account. With some of these assumptions the DWC already

have come a long way. They showed that they understood the

importance of changing their mindset and being committed.

TrustTrust is essential in a partnership. In this particular partnership this

is very important due to the fact that the spare parts are remain

property of the supplier until the parts are sold to the end-user.

That means that the supplier will have be able to trust the DWC fully

before starting to collaborate. Without this trust there will be no

collaboration and there will be no change towards a better future.

CommitmentIn order to establish a successful partnership the DWC will

have to be committed. They will have to prove to the supplier

that this way of doing business is worth to take the risk. The

DWC will also have to prove that the test phase of starting the

business can grow to become pro! table in the future. This will

need a lot of commitment to make it happen. Every step can be

a step in the right direction but the committee will have to stay

committed in order to keep the business running. If the DWC is

not committed and not working hard to make this partnership

work the supplier will pull out and end the partnership.

PEOPLE, Planet, Pro! tThere will be more people who bene! t from the consignment

stocking compared to the current situation. The manufacturer

will expand the market by supplying the eastern part of Kenya.

They will also have a monopoly position in Kibwezi area that will

make sure they will sell more parts. The manufacturer can provide

work for all current employees or even more people in the factory.

People, PLANET, Pro! tThe logistical plan will change from the frequent going up and

down to Nairobi in busses to trucks that can carry a lot of parts.

The trucks will not have to go so often, which will be better for

the planet. It is a small change but a step towards a better future.

People, Planet, PROFITThe manufacturer will be able to generate more income

because they can expand their market. The provinces east

of Kibwezi now go to Nairobi to ! nd a manufacturer. If there

is a shop nearby eastern province the customers will come

to the Kibwezi store. That means that the manufacturer

will have a monopoly position and sell more parts.

The DWC will be able to earn more money from this new business

compared to the current situation because they can increase their

market. Plus the DWC will not lose time and money to travel to Nairobi

that will give the people the opportunity to work on their land.


to make pro! t. That is the reason why the supplier should

be approached in a professional way. The organization of

the DWC and the representation of the team should be

structured and organized. Without a professional attitude the

supplier will not be willing to work with the DWC because

everyone needs to understand the importance of the situation.

TrainingApart from the di" erent trainings about how to deal with

contracts and how to behave in a business context, the DWC

should have workshops about how they see the cooperation

between the committees, what they think of all the critical

assumptions mentioned above and how to deal with them. They

have to talk about these things with each other and with the other

committees in order to establish a solid group and partnership.

Di" erent questions that should be asked could be:

- How di# cult is it to cooperate with other committees?

- Is there enough trust among these committees, and

how will this trust be established/maintained?

- Are the people who are working with this new plan

capable enough to do their task?

- What are the risks of this plan and how can the risks be

prevented?

MindsetWorking together with the supplier to get the parts to the end-

user is about having the right mindset. The supplier is no NGO

(charity organization) and will not be acting like one. They will

demand from the DWC that they invest in this new partnership.

This doesn’t mean that the DWC should invest all their capital in

parts; it can also mean investing in a new and accessible shop.

The supplier will not give any money for things that does not

concern them. The DWC has been working with NGOs in the

past and their current mindset has not changed since. The DWC

is very dependent and focuses on their own needs (funding).

In this case they will have to think about the mutual needs and

expectations of the DWC and the supplier. The DWC has to realize

that money, in this case, should be a means and not a goal.

GuidanceTo set up the partnership there will be meetings to get to know

each other and to discuss the possible future plans. These meetings

will be o# cial and the outcome of the meeting is important for

the Divisional Wells Committee. Since the DWC has no experience

in this ! eld it is advisable to get training and guidance for

these meetings. Without this guidance the meetings will not

have the desired outcome and there will be no collaboration.

ProfessionalismWorking together with a company is di" erent compared

to working in the ! eld or working with an NGO. The NGO is

there to help the people in the ! eld, but a company is there



new students from the Netherlands and we can only agree with

this idea. This report and project might be a very nice start of a

series of projects which support the DWC in becoming more

and more independent. New students can help persuading

this plan by giving the necessary guidance to the DWC when

following the steps. Unforeseen problems will occur, and the

new students might be able to ! nd proper solutions for this.

We sincerely hope that this project will continue, following

the way it is going now. The people we met have come very

far, but they are not there yet. In order to make the project

succeed in the end, we do believe guidance and attention to

the project is needed. Hopefully, this report will be considered

as a solid foundation for anyone working on this project after us.

It has been a pleasure.


THE ENDFirst of all we want to thank the Divisional Wells Committee

for everything. During our ! rst meeting we told each other

that we wanted to learn from each other. Well, we can con! rm

that you have thought us a lot and we can only hope that this

is also the case for you. A special comment has to be made for

Peter Waita and James Musembi. They were present at every

meeting although it was sometimes di" cult for them to be away

from the farm. Thank you for that (we are very much together!).

AMREF should also be thanked, with special thanks to

Anthony Mondoh and Erik Wambua. We really enjoyed

staying in Kibwezi thanks to the nice accommodation,

its sta# and the watchman (he truly is the best).

To us it was very nice to see that the DWC seemed to understand

the possibilities that this plan could have. They showed us that

they know that a change in their behaviour is needed to let this

plan succeed. From their mindset (“we have to stop begging and

start being independent”), to their lack of being punctuate and

on time. They wanted to show that they can make changes by

themselves so that, when the next students come, a di# erence is

already visible. We think this shows the potential the DWC has.

Like already mentioned in the report we highly recommend

guidance for the DWC (and other committees) in order to keep

the process going. The DWC is really looking forward to receive

CULTURAL DIFFERENCES

Op Straat

Tijdens Meetings

Verschil Stad en Platteland


Cultuur - De verschillen die wij zijn tegengekomen.In de twee en een halve maand dat wij in Kibwezi hebben gewerkt zijn we op veel verschillende vlakken tegen cultuurverschillen

aangelopen. Zowel in het dagelijkse leven als tijdens de meetings waren deze verschillen aanwezig. Aan de hand van een aantal voor-

beelden zullen we deze nader toelichten.

Op StraatEen van de eerste dingen wat ons opviel toen we in Kibwezi aankwamen is dat als je over straat loopt men elkaar gedag zegt. Soms wordt

er gewoon even een praatje met je gemaakt als je over straat loopt, totdat de wegen scheiden. De gedachte die in eerse instantie bij ons

op kwam, is dat degene die tegen je praat iets van je wil. Dit bleek niet het geval, ze wilden gewoon een praatje maken. In Nederland loopt

men gewoon langs elkaar, alleen als je de ander kent zeg je gedag. Hieruit blijkt maar weer dat de maatschappij waarin wij leven veel

individualistischer is dan die in Kenia.

Ook is in het dagelijks leven van de Kenianen nog een duidelijk verschil tussen man en vrouw aanwezig. Elke sekse heeft zijn eigen taken,

waarbij de vrouw, naast het werken op het land, het huishoudelijke werk op zich neemt. De man werkt ook af en toe op het land, maar

zijn voornaamste bezigheid is het onderhouden van de sociale contacten. De emancipatie neemt wel steeds meer toe, vooral in de grote

steden, waardoor de mannen gedwongen worden om meer de handen uit de mouwen te steken.

Tijdens MeetingsZoals al in het verslag genoemd is, is de manier van vergaderen voor Kenianen totaal anders dan de manier waar wij als westerlingen aan

gewend zijn. Zo zijn wij in het westen gewend om tijdens een meeting degene die aan het woord is te laten uitpraten, dat alle telefoons

uit staan, en dat de tijd (d.m.v. een agenda) zo e! ectief mogelijk wordt gebruikt.

In Kenia is dit niet echt het geval. Ten eerste begint men met een kopje thee en wordt iedereen op de hoogte gesteld over hoe het de

afgelopen paar dagen is geweest. How are you? How was the weekend/yesterday? How is Kibwezi? Was there rain? Dit waren standaard

de eerste vragen die onder het genot van een kopje thee werden gesteld. Pas als iedereen zijn thee op heeft wordt er met de meeting

begonnen. De sociale aspecten zijn een stuk belangrijker dat in het westen, waar iedereen elkaar begroet en dan meteen tot de orde van

de dag overgaat.



Tijdens de meeting zelf is er geen sprake van een agenda, of een duidelijke strucuur. Iedereen doet zijn zegje en na een lange discussie met

veel verhalen en voorbeelden wordt men het eens over een punt. Vaak worden verschillende punten naast elkaar besproken en komt een

afgerond punt later in de meeting toch nog terug om ter discussie gesteld te worden. Dit is een kenmerk van een synchrome cultuur, alles

wordt naast elkaar gedaan en niet na elkaar.

Ook gaat er tijdens een meeting regelmatig een telefoon af. Het is niet ongewoon dat als iemand midden in zijn verhaal wordt gebeld, hij

zijn verhaal onderbreekt en de telefoon beantwoord. De rest van het gezelschap wacht dan gewoon even tot het gesprek is afgelopen,

waarna de spreker weer gaat verder met zijn verhaal. Dit is ook een kenmerk van een synchrome cultuur.

Zo stonden we een keer met acht man sterk klaar om een loeizware betonnen deksel op een put te tillen toen de chairman werd gebeld.

Aangezien een telefoontje voor gaat, liet hij de deksel los om hem te beantwoorden, de rest wachtte met de deksel in hun handen totdat

het gesprek was afgelopen en ze weer verder konden.

De brainstorm die wij met de DWC hebben gedaan was voor hen een hele nieuwe ervaring. De DWC is niet gewend om ‘out of the box’

te denken, ze houden het liever bij ‘het bekende’. Dit is ook terug te zien in het feit dat als er over een donor gepraat wordt, ze meteen

beginnen over het organiseren van een ! etstocht van Nairobi naar Mombasa. Twintig jaar geleden was dit de manier waarop ze geld

hebben opgehaald om een winkel te kunnen bouwen. Aangezien het toen heeft gewerkt is dit volgens de DWC nog steeds de beste

manier om aan geld te komen.

Wat voor de meeste problemen van de DWC de beste oplossing was is training. Omdat de communities ‘ignorant’ niet goed omgaan met

hun pomp Door training te geven aan de verschillende communities willen ze ervoor zorgen dat de mensen ‘ownership’ krijgen met hun

pomp. Eigenlijk moet de pomp ‘onderdeel’ van de community worden. In Kenia speelt het collectivisme een grote rol, men hoort bij een

‘groep’ en die groep heeft de hoogste prioriteit. Zodra de mensen de pomp in ‘hun groep’ opnemen, zodat de pomp van ‘hun’ is, zal hij beter

onderhouden worden en zal men er voorzichtiger mee omgaan.


Verschil Stad en PlattelandIn de grote steden van Kenia heerst een meer westerse cultuur dan op het platteland. Zo wordt je op straat niet meer door iedereen begroet,

en is op tijd komen een stuk belangrijker. De stedelijke cultuur is een stuk individualistischer en sequentieler dan de plattelandscultuur. In

het bedrijfsleven in Kenia is dit ook al goed terug te vinden. Als de DWC dit plan wil laten slagen zullen zij daarom een aantal veranderingen

in hun manier van zaken doen moeten doorvoeren. Op tijd komen en de telefoon uitzetten zou al een hele vooruitgang zijn. Vandaar dat

we dit in ons verslag voor de DWC ook hebben aangeraden.

Cultural Di! erences

It became clear that the Kenyan people who were present at the brainstorm were not used to this way of thinking. It was explained that

as a rule at a brainstorm the participants are not allowed to question or discuss the ideas mentioned. Nevertheless, most people had to be

reminded to this rule. And, as mentioned before, it was quite hard for them to think of new solutions.

Cultural Di! erence

The meetings we had with the DWC are di! erent from the meetings that we are used to have at home. We are used to meetings where

everyone is brie" y answering questions and where people don’t use their mobile phone during the meeting. We noticed that most answers

came wrapped in stories and a single phone call could put the meeting on hold. Our challenge was to organize the meetings in a way that

we all would be comfortable and that we could make good progress with the project.

APPENDIX

Appendix 1 - Internship form / Terms of Reference

Appendix 2 - Full minutes of the Interview

Appendix 3 - Full minutes of the Brainstorm Meeting


Appendix 1 - Internship form / Terms of Reference


Appendix 2. Full minutes of the Interview

Meeting 22-11-2010

Interviews with the members of the Divisional Wells Committee.Present

James Musembi DWC 0720994564

Peter Waita DWC 0723449329

Jackson Mbuva DWC 0728734406

John Malika DWC -

Daniel Muveis DWC 0724800797

Eric AMREF 0711345881

Boy Tap TU Delft 0701818974

Tikor Kroese TU Delft 0701818973

Maaike Oltheten TU Delft 0701887001

Location

CBR - AMREF Training Centre

Agenda

Individual interviews with the members of the DWC, about the main problems and solutions they are facing. In the meantime, the other

members will draw their future perspective.

Next meeting we will discuss the outcome of the interviews with the DWC.



Interviews

PeterRole: Coordinator of the team/committees arranges meetings with visitors, keeps in touch with Nairobi for the spare parts.

James: Chairman, big boss, keeps an eye on the communities.

John: Treasure man.

Daniel: Masson, builds the wells, construct.

Jackson: Keeps records of the store, works with the storekeeper.

3 main problems, sub problems and solutions.1. Community does not understand what the importance is.Reasons- Di! cult people (get greedy), they want more water than agreed.

- Ignorance (leads to con" icts).Solutions- With more money, the communities can dig deeper wells so there is more water.

- Get more shallow wells, so there is more water available.

- Understandment, creating awareness.How to create awareness?- Meetings with communities.

- Teach them, and let the solutions for the problems came from the community, so they learn.

2. There are many wells without pumps, there is no money left to buy them.Reasons- If there is no rain, there is no water and no income, what leads to poverty.Solutions- Setting up projects to support the water pump-project. For instance: keeping goats or making bricks. The money earned with

these projects can be used for the pump.


- Punishment, if the communities don’t save.

- Fabricating the pumps.Why?- Cheaper than in Nairobi, so more communities can buy the pumps.How?- Donor, for the start of the project.

- Training.

- Supply of local material.

3. Hardness (saltiness) of the waterSolutions- Remove the cover during the rain season, so the rainwater can mix with the salt water. Nowadays some communities are testing

if this idea is a good solution for the problem.

- Chemicals in the water.

- Making the well deeper. They believe that the rocks at the bottom of the well is the reason that the water is salt. If the wells are

deeper than the rocks it will solve the problem. If the well gets one foot deeper it will cost 2000,- Ksh.

4. Need for more funds, for more spares.Reasons- The committee depends on the communities.Solutions- Increase the sellingHow?- Place more pumps.



JacksonRole: secretary, keeps records of the committee, pumps, spare parts and the minutes of the meetings.

James: Chairman, chairs the meetings.

John: Treasure man, keeps the money and takes it to the bank.

Peter: Vice-chairman, in case the chairman is not around, Peter will take over his tasks.

3 main problems, sub problems and solutions.

1. Transport, the long distances between the wells.Reasons- Old bikes (from 1996), they don’t work properly anymore.

- When you have to walk it is heavy to carry all the spare parts.Solutions- Motorbike.

2. Meetings during rain season.Reasons- You can’t work on your own land.

3. You go all the way to Nairobi to get spare parts, and then the community doesn’t have the money for the parts. So the DWC has the parts in store, but can’t sell them.Reasons- The community thinks that there is no reason for raising funds, till something broke down.Solutions- Create more understanding.

4. Sometimes if you go to Nairobi it seems that the parts are not available yet.Reasons- You make transfer costs, that will not be covered by the selling of the spare parts.


Solutions- Funds.

- Monthly contribution, so you can save some money.

- Investing during rain season.

- The manufactory from Nairobi opens a shop in the area.How?- Convince.

JamesRole: Chairman, chair the meetings, keeps the order.

Peter: Vice-chairman, in case the chairman is not around, Peter will take over his tasks.

John: Treasure man, takes care of the money.

Jackson: keeps the minutes, writes letters, keeps records.


1. the pumps are not ‘from the community’.Reasons- When the pumps are given by an NGO, it will not be the project of the community.

- Leads to ignorance, what causes that the pump remain broken.

See 3.

2. Community doesn’t have enough money for the spare parts.Reasons- Community is depending on rain.

- Without rain there will be no income.



Solutions- Advise to sell for saving.

- Funds, donors.

- Let the money circulate within the community.

- Train to know how to manufacture the spare parts/ pumps .Why?- Lower costs.

- Money will rotate within the area.

3. Other organizations give away free pumps.Reasons- The DWC loses the projects.

- Less spare parts will be sold.Solutions- Making the pumps ‘from the community’.How?- Cost sharing, if you put your money in a project you will not replace it that easy.

- Sell more water (?)

4. Communities asks if you come by to check.Reason- You have transfer costs, which will not be payed by the community.

5. Handypumps wearing out, hardness of the water.6. In the South-West is the water level very low.Reasons- Water level lays between 70-100 ft.

- It is expensive to dig a well in that area.Solution- Pump the water from one side to the other.


Daniel MuveuRole: Maintain & Repair hand pumps.

James (Chairman): Chairs and leads the meetings.

Peter (Vice chairman): Will do chairman’s tasks when the chairman is not present.

Jackson: Secretary. Keeps minutes during meetings.

John: Treasurer. Money business.

3 main problems, sub problems and solutions.1. Distance to pumps. Long walking distance. Solutions - Motorbike.

- Train people in the area of the hand pump.

- Need money for training.

2. Community needs a spare part and calls DWC, when DWC arrives it turns out the community doesn’t have the money. It is a waste of time to go to the well. Solutions

- Create awareness.

- Extra money to compensate the waste of time and transport.

2.1) Community has had no time to collect the needed money. The period of time between the repairs is too short. 2.2) Spare parts are too expensive. Solution - Sometimes the community pays out of their own pocket. Happens only in worst cases.

3. Have to go to Nairobi for spare parts (mainly u-seals).Solution - Spare parts store nearby. How? We don’t have the money.How to get money? - Through donors, raise money once to start up a business.



John MalikaRole: Keeps the money.

James: Chairman.

Peter: Vice chairman.

Jackson: Secretary.


1. Distance of walking to pumps. Solution - Motorbike.

- Bicycles.2. DWC has no money to buy parts in Nairobi. 2.1 DWC are volunteers. No salary or income. The only income they have is from farming,which is dependent on rain. No rain, no farming, no money. Solution - Donors2.2 Pro! t on spare parts is very low. Too low to make a di" erence.

3. Main problem: Di" erent manufacturers of di" erent kinds of hand pumps.SWN pump is the best. Most durable.

*No answer to the question how they pick the best manufacturer.*

4. Main problem: Sometimes there is not enough water in a well.4.1 People don’t want to dig any deeper. Too scary and dangerous. (60-70 feet is max).Solution - Drilling machine. But they need a donor for that. It is very expensive to use.

Out of the interview we selected 4 main problems, the distance between the pumps, the hardness of the water, the ignorance of the people

and the distance to Nairobi. The next meeting we will discuss these problems with the DWC.


Appendix 3. Full minutes of the Brainstorm Meeting.

Meeting 24-11-2010

Problem mapping

Harris-pro! le

Present

James Mutenke DWC 0720994564

Peter Waita DWC 0723449329

John Malika DWC -

Eric AMREF 0711345881

Boy Tap TU Delft 0701818974

Tikor Kroese TU Delft 0701818973

Maaike Oltheten TU Delft 0701887001

Location

CBR - AMREF Training Centre

AgendaFirst we will have a brainstorm session and discuss the outcome of the individual interviews. After that we will ! ll in a Harris-diagram to get

a clear view on the pro’s and contras of the solutions.

From the interviews we selected four main problems the DWC is facing. These are transport to the pumps, the hardness of the water, the

ignorance of the communities and the distance to Nairobi. To begin, we had a brainstorm to come up with di" erent solutions for these

problems. After that we put it in a Harris-pro! le to compare the di" erent solutions with each other.



BrainstormTransport – Main problem because of the distance between the pumps

- Bicycle

- Walking

- Motorbike

- Bodaboda

- Car

- Pick up/Land cruiser

- Helicopter

- Plane

- Matatu

- Bus Saltiness – Main problem because the pumps are worn out sooner because of the saltiness of the water. Also the water is not drinkable. - Chemicals

- Dig somewhere else

- Dig deeper

- Mix with rainwater

- Collect rain

- Treatment after pumping

- Solar energy

- Filter

- Only plastic parts

- Only aluminum parts


Ignorance – Main problem because if the people do not care about the project, they do not maintain their pumps the way they should be. Because it do not feels as ‘their’ project.

- Training

- Ownership

- Education a school

- Law

- NGO’s collaborating

- Agreements NGO’s

- Administration NGO’s

- Punishment

- Give a goat

- Suspend

- Increase payment

- Remove pump

- Close the well

Nairobi – Main problem because of the time and the distance, and the insecurity of the availability of the spare parts.

- Fabricate own parts

- Training

- Public transport

- Order from India, and open their own shop

- Car/Pick up

- Manufacturer opens own shop in Kibwezi

CONTACTS

Anthony Mondoh AMREF 0733729605Eric Wambua AMREF 0711345881

James Musembi DWC 0720994564Peter Waita DWC 0723449329Jackson Mbuva DWC 0728734406John Malika DWC -Daniel Muveis DWC 0724800797

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