Rotary International President Inspects Key Water & Sanitation Projects in Ghana, Stresses Community Partnership

Introduction

In a significant demonstration of global citizenship and grassroots development, Rotary International President Francesco Arezzo embarked on a mission to Ghana in early 2026. His visit centered on the inspection and commissioning of critical water, sanitation, and hygiene (WASH) infrastructure projects, specifically highlighting a newly completed 12-seater toilet facility and a mechanized borehole at the Brofoyedu M/A School in the Ashanti Region. This high-level engagement serves as a reaffirmation of Rotary’s enduring commitment to sustainable community development in Ghana and across the African continent. The mission transcends mere ribbon-cutting; it represents a strategic focus on ensuring that humanitarian projects achieve lasting impact through local ownership, proper maintenance protocols, and alignment with national development goals. This article provides a comprehensive, SEO-optimized analysis of the visit, the projects’ significance, Rotary’s operational model, and the broader implications for development work in Ghana.

Key Points

Background: Ghana’s WASH Challenges & Rotary’s Development Role

The Water and Sanitation Gap in Ghana

Ghana has made substantial progress in economic growth and poverty reduction, yet significant gaps in basic water and sanitation infrastructure persist, particularly in rural and peri-urban areas. According to the WHO/UNICEF Joint Monitoring Programme (JMP) for Water Supply, Sanitation and Hygiene (2023 data), while urban water access is relatively high, rural water coverage remains a challenge. Sanitation is a more critical concern; only about 21% of the rural population uses at least basic sanitation services. The lack of adequate school WASH facilities is a well-documented barrier to education, especially for adolescent girls, and a direct contributor to high rates of diarrheal disease and parasitic infections among children. The Brofoyedu project, therefore, targets a precisely identified vulnerability within the country’s development landscape.

Rotary International’s Humanitarian Framework

Rotary International is a global network of over 1.4 million members in more than 200 countries. Its humanitarian work is primarily channeled through its 35,000+ Rotary clubs. The organization’s approach is characterized by:

• Local Club Leadership: Projects are typically identified, proposed, and managed by local Rotary clubs who understand the nuanced needs of their communities.
• Global Grant Funding: Large-scale projects like the Brofoyedu borehole and toilet block are often funded through Rotary Foundation Global Grants. These grants pool funds from clubs worldwide, amplifying local contributions.
• Focus on Sustainability: Modern Rotary project guidelines mandate plans for training, maintenance, and community management from the outset, moving away from old models of simple donation and handover.
• Area of Focus: The Brofoyedu project falls squarely under Rotary’s “Water, Sanitation, and Hygiene” area of focus, which also includes community development, disease prevention, and support to basic education.

Analysis: Deconstructing the Visit and Its Strategic Messages

Symbolism of Presidential Attendance

President Arezzo’s decision to visit Ghana and specifically a project site in the Ashanti Region is a calculated act of leadership with multiple strategic messages. Firstly, it elevates the profile of Rotary’s work in West Africa, potentially attracting more member engagement and donor investment from other parts of the world. Secondly, it provides direct, firsthand validation of the project’s quality and community integration to the international Rotary community. Thirdly, it serves as a morale booster for the local Rotary Club of Ghana members and district leadership, affirming that their efforts are recognized at the highest levels. In the context of international development, such high-level visits are tools for accountability, transparency, and brand reinforcement.

The “Community First” Development Model

President Arezzo’s statement, “If we attempt to work alone without the support of the community, our efforts will have little impact,” is a direct articulation of the participatory development model that successful NGOs now prioritize. This model contrasts sharply with outdated top-down aid. Its pillars include:

1. Needs Assessment: Projects should originate from a community-identified need, not an external agenda. The Brofoyedu M/A School’s request indicates this process was followed.
2. Collaborative Design: Community members, local government representatives, and school authorities should contribute to the design to ensure cultural appropriateness and practicality.
3. Local Labor and Materials: Where feasible, using local labor and materials stimulates the local economy and builds skills.
4. Management Committee Training: A critical, often overlooked step. Rotary’s emphasis on a “maintenance culture” implies training a local water and sanitation committee in borehole mechanics, financial management for spare parts, and hygiene promotion.

This approach directly addresses the “white elephant” syndrome—where donated infrastructure falls into disrepair due to a lack of ownership or technical know-how.

Integration with National and Global Goals

The Brofoyedu project is not occurring in a vacuum. It aligns with:

• Ghana’s Sustainable Development Goals (SDGs) Action Plan: Specifically, SDG 6 (Clean Water and Sanitation) and SDG 4 (Quality Education). Safe water and toilets in schools are fundamental to achieving inclusive and equitable quality education.
• Ghana’s School WASH Policy: The Ministry of Education and Ghana Education Service have policies mandating WASH facilities in all schools. Projects from partners like Rotary are essential for meeting these mandates, especially in underserved districts.
• UN Sustainable Development Cooperation Framework: The UN’s partnership with Ghana identifies WASH as a key outcome area. Non-state actors like Rotary are crucial implementing partners in this framework.

This multi-level alignment increases the project’s legitimacy, facilitates potential government support (e.g., for water source protection), and ensures it contributes to measurable national indicators.

Practical Advice: Lessons for Sustainable Development Projects

The Brofoyedu initiative offers replicable lessons for community leaders, NGOs, and donors aiming for lasting impact.

For Implementing Organizations (Like Rotary Clubs):

1. Conduct a Rigorous Pre-Project Assessment: Go beyond identifying a need. Test water quality (for boreholes), analyze soil for latrine pit feasibility, assess the school’s capacity for water storage, and map existing local maintenance services.
2. Formalize a Community Management Agreement: Before construction begins, draft a simple agreement with the school and community leaders outlining responsibilities for security, daily use rules, fee collection (if any), and maintenance schedules.
3. Budget for Operation & Maintenance (O&M):strong> Allocate at least 10-15% of the total project budget for the first two years of O&M. This should cover a trained local technician’s stipend, a spare parts fund, and periodic hygiene education refreshers.
4. Incorporate Monitoring & Evaluation (M&E):strong> Define simple metrics: daily water volume collected, number of users, latrine cleanliness scores, school attendance data (especially for girls). Assign a club member or local volunteer to track these quarterly.
5. Plan for the End of the Project Cycle: The handover ceremony is the beginning, not the end. Schedule follow-up visits at 3, 6, and 12 months post-commissioning to troubleshoot and reinforce training.