5.5 Changements de comportements dans l’assainissement urbain

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En provenance du cours de École Polytechnique Fédérale de Lausanne

Planification et Design de Systèmes et Technologies d’Assainissement

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École Polytechnique Fédérale de Lausanne

Planification et Design de Systèmes et Technologies d’Assainissement

84 notes

Désirez-vous apprendre à mettre en œuvre des solutions d’assainissement abordables et adaptées à différents contextes ? Voulez-vous connaître les derniers développement dans le domaine de la planification de l’assainissement urbain ? Êtes-vous intéressés par des exemples de systèmes d’assainissement urbain qui fonctionnent dans les pays à faible et moyen revenu ? Si oui, alors ce cours est pour vous ! Le cours débute par une introduction à la planification intégrée de l’assainissement et adresse aussi bien la planification à l’échelle de la ville que la planification dans des contextes spécifiques tels que les quartiers informels. Après un survol des différentes approches de planification de l’assainissement, vous aurez l’occasion de passer en revue les différents systèmes et technologies possibles, la terminologie et concepts clé, et comprendre pourquoi il est crucial de réfléchir en termes de « système intégré » pour la planification de l’assainissement urbain. Le cours couvre toute la chaîne de l’assainissement et fournit de l’information détaillée sur les systèmes d’assainissement adaptés aux contextes à faibles et moyen revenus (par exemple, des systèmes basés sur les fosses sèches, des systèmes décentralisés avec différents réseaux d’égout, le transport des eaux noires). Eawag-Sandec et EPFL offrent ce cours conjointement avec des experts en assainissement de la Banque Mondiale et de l’OMS. SERIE DE MOOC « EAU, ASSAINISSEMENT ET DÉCHETS SOLIDES DANS LES CONTEXTES DU DÉVELOPPEMENT » Ce cours est l’un des quatre cours de la série « Eau, Assainissement et Déchets Solides dans les Contextes du Développement ». VERSION ANGLAISE DE CE COURS Ce cours est offert simultanément en français et en anglais. Le nom du cours en anglais est « Planning & Design of Sanitation Systems and Technologies ».

À partir de la leçon

Outils pour l’assainissement urbain

Durant cette 5ème semaine, nous allons vous présenter différents outils de diagnostic de la situation initiale et d’analyse des arrangements institutionnels et financiers, de changements de comportement, mais aussi l’approche de planification de la gestion de la sécurité sanitaire de l’assainissement de l’OMS et les diagrammes de flux des matières fécales (SFD). Certains outils font l’objet de nouveaux modules ajoutés en février 2017 en collaboration avec le Progamme Eau et Assainissement (WSP) de la Banque Mondiale, et ne sont disponibles qu’en version originale sous-titrée en français.

5.4 Outils d'aide à la décision pour l'assainissement en milieu urbain9:29

5.5 Changements de comportements dans l’assainissement urbain10:31

5.6 Outils d'aide à la décision pour l'assainissement en milieu urbain10:05

5.7 Gestion intégrée des eaux en milieu urbain10:13

5.8 Options institutionnelles et financières pour fournir des services d'assainissement13:57

5.9 Gestion du cycle de projet11:06

5.10 Financement fondé sur les résultats9:55

5.11 Systèmes d'égouts condominiaux14:31

Rencontrer les enseignants

Christoph Lüthi
Dr.
Sanitation, Water and Solid Waste for Development / Eawag

Welcome to the module on

Behavior Change in Urban Sanitation.

The focus of this MOOC is on how to deliver

and sustain quality sanitation services city-wide,

and to achieve that it’s important to remember

that a vital link in the value chain

is the customers.

They create the pull that makes the value chain work;

if they don’t create this pull,

then the system doesn’t work efficiently.

So how do we make sure that demand is created

for the sanitation services

that we implement or strengthen;

that the sanitation products we develop

are purchased and used;

and that the sanitation hygiene

and behaviors we are promoting are adopted and maintained?

In this module, we will explore some principles

and steps to make our demand creation

and behavior change programs more effective.

Before starting any behavior change program,

we need to be clear on the behaviors

at the household or citizen level

that will affect the outcomes of our program

and ultimately its success.

Here are some examples of urban sanitation behaviors

which we might want to achieve:

Households connect to a sewer;

utility customers pay their bills on time;

households empty their septic tank

on a regular basis

using an accredited supplier;

citizens use public toilets

and stop using flying toilets,

or users upgrade existing on-site sanitation facilities.

Once you’ve identified the desired behavior,

the next step is to understand the barriers

to and drivers of the behaviors

from a customer perspective.

We often assume that the target population

is not aware of the service or its benefits.

But more often than not, there are other factors at play.

Here is a framework that's commonly used to organize questions

related to the barriers and drivers:

Does our target population have the opportunity,

the ability and the motivation

to practice the desired behavior?

Some typical questions

asked under this framework might be:

How easy or difficult is it to access the service?

How affordable is the service to the household?

Are there drivers, such as increased social status,

that can create the pull we want?

In its 2015 World Development Report,

the World Bank proposes

a simple way of understanding behaviors:

Humans think socially,

in other words, what other people do,

or what we think they are doing,

will influence our own behavior.

We think with mental models;

our beliefs about the services, their providers,

and those who use them, shape our behaviors.

We think automatically;

many of our behaviors

don’t involve conscious thinking

or planning at all.

The more we know about the particular behavior

or biases involved,

the more effective our behavior change programs will be.

So, how you diagnose the situation?

At the minimum, a desk review of previous studies

or a literature review

will help you better understand the context.

If you have time and resources available,

you can commission a diagnostic study.

Depending on the objectives,

this can be a market or consumer research study

including surveys,

focus group discussions and other techniques.

For example, a research technique

called “mystery clients”

can be used.

Mystery clients are trained individuals

who visit service providers

in the assumed role of clients,

and then report back on their experience.

Some organizations use an approach called

a “deep dive”

where researchers and stakeholders

immerse themselves in the community.

Once you have identified the factors

preventing or facilitating the desired behavior,

then the next step is to develop

a program or intervention

that will address them.

There are many courses on marketing

and behavior change communication

so this is really just an introduction.

Here are some principles to remember:

Use the lens of your target population

to analyze the situation.

This means for example,

not thinking in terms of the technology ladder,

but thinking in terms of the incremental benefits

to the customer.

Be holistic and use multiple approaches.

When it comes to behavior change,

there is no silver bullet;

there's not always a single trigger

to achieve the desired behavior change.

Get the expertise you need.

You wouldn't get an advertising agency

to build a wastewater treatment plant.

Conversely you do not want an engineering firm

to design your behavior change campaign.

The Behavioral Insights Team in the U.K.

uses a framework

called EAST which stands

for make it Easy, Attractive, Social and Timely.

Easy: reduce the "hassle factor"

of taking up a service;

prioritize and simplify messages;

harness the power of default options whenever possible.

Attractive:

Use human-centered design

or other techniques

to ensure the service

and product features meet customer needs, desires and aspirations.

Social:

If most people are already paying their bills on time,

make that information known;

leverage the power of social networks

and peer-pressure;

encourage people to make public commitments.

Timely: Promote products or services

when the cash constraints are lower

and mental bandwidth greater;

foster new habits during major life changes

like marriage or a new baby;

let households know when it’s time to empty their septic tanks.

To illustrate the EAST framework further,

let’s take the example of wanting households

to use improved pit emptying services.

You could make it:

Easy by enabling households

to order by mobile phone;

attractive by stressing that there will be no digging up

of the backyard to bury the sludge;

social by not discharging sludge into open drains,

by appealing to neighborly and civic pride,

and timely by promoting the services prior

to the rainy season,

when pits can otherwise overflow.

Another framework is the “4ps”

used in commercial and social marketing.

The 4ps are Product, Price,

Place and Promotion.

The more you get the 4ps right,

the greater the likelihood of getting

the behavior change you are interested in.

If you want households with a septic tank

to connect to a sewer,

for example,

you can think through the 4ps as follows:

Product:

Based on the research insights,

what additional benefits or advantages

are they getting from connecting?

What do they value most: Modernity?

Peace of mind?

Freedom from overflows?

Remember that most households

don’t care what happens to their effluent

and may be satisfied with their current system.

Consider bundling services or solutions that can reduce the hassle

or can add value

while construction is going on.

Place:

Make sure the customer contact points are easy to access,

efficient and service-oriented,

from order-taking, installation,

post-installation service,

and paying a monthly tariff.

Price: Offer installment payments

to ease cash constraints or enable payment

through mobile money.

Promotion: Tell potential customers why,

where and how to get the service,

but go beyond Information,

Education and Communication or IEC as is it called.

Frame your messages based on the diagnostic study.

Consider developing a strong brand

through which you can also connect emotionally.

If you’re targeting the poorest customers,

face-to-face communication,

product demonstrations and community-based

events are likely to be more effective than mass media.

To summarize what we have covered in this module

about behavior change in urban sanitation:

Define what behavior and whose behavior

are important to the success of your program.

Understand what factors are influencing these behaviors.

Design a comprehensive intervention

that will aim to remove barriers

and activate drivers.

Remember two frameworks that can be used:

EAST and the 4 Ps.

And finally, get the type of expertise you need

for your program to be most effective.

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