Northern, Eastern and Southern Africa
Regional Training Workshop on Community
Led Total Sanitation
Awassa, SNNPR Region, Ethiopia
(21st – 24th February 2007)
Dr. Kamal Kar
Workshop Organised by Plan International Regional East
and Southern Africa (RESA)
Johannesburg, South Africa
Kamal.kar@vsnl.com, kamalkar@yahoo.com
1
Index
Index ................................................................................................................................... 2
Introduction ......................................................................................................................... 4
Workshop Objectives .......................................................................................................... 5
Workshop Process ............................................................................................................... 5
Introduction of the participants ........................................................................................... 5
Participant’s expectations from the workshop .................................................................... 6
Approach and Understanding ............................................................................................. 6
What is CLTS? .................................................................................................................... 7
Knowledge and Skills ......................................................................................................... 8
Scaling up Sanitation .......................................................................................................... 8
Monitoring .......................................................................................................................... 8
Sharing Experience ............................................................................................................. 8
Challenges of CLTS ............................................................................................................ 9
Why CLTS? ...................................................................................................................... 10
Why Scaling-Up Community Led Total Sanitation in East & Southern Africa? ............. 13
What is CLTS? .................................................................................................................. 15
Our Attitudes and Behaviors ............................................................................................. 15
Process of Total Participatory Community Sanitation...................................................... 27
Ignition process using PRA tools: What it involves? ....................................................... 28
Practical steps in ignition PRA ......................................................................................... 28
Responsibilities of members of CLTS facilitation group ................................................. 30
Names of Groups and distribution of Participants ............................................................ 30
Favourable and Unfavourable conditions ......................................................................... 34
Favourable......................................................................................................................... 34
Policy and organisational environment ............................................................................. 34
Current conditions and practices ....................................................................................... 34
Physical conditions ........................................................................................................... 34
Social and cultural conditions ........................................................................................... 35
Timing of triggering .......................................................................................................... 35
Unfavourable..................................................................................................................... 35
Policy and organisational environment ............................................................................. 35
Current conditions and practices ....................................................................................... 35
Physical conditions ........................................................................................................... 36
Social conditions ............................................................................................................... 36
Timing of triggering .......................................................................................................... 36
Depending on context, either favourable or unfavourable................................................ 36
Community Presentation ................................................................................................... 36
Evaluation of the Workshop ............................................................................................. 38
What could be done during follow-up of CLTS? ............................................................. 40
All triggers of CLTS don’t produce same flash ................................................................ 41
Conducive Institutional Environment and arrangements .................................................. 41
Possible shifts in monitoring indicators ............................................................................ 42
Is your strategy right and in line with the spirit of community led total sanitation
approach? .......................................................................................................................... 43
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Recommendations ............................................................................................................. 46
At the community level ..................................................................................................... 46
At the national level .......................................................................................................... 47
Regional Level .................................................................................................................. 49
Training and capacity building of Plan staff of RESA countries...................................... 51
Regional resources facilitators .......................................................................................... 51
CLTS literature/training materials in local language ........................................................ 52
Suggestion of monitoring setup ........................................................................................ 53
Sources of global information on CLTS ........................................................................... 54
Recommendation on resource mobilization for CLTS ..................................................... 55
List of Participants of the Workshop ................................................................................ 56
3
Introduction
The Regional East and Southern Africa (RESA) office of Plan International
and Plan Ethiopia had jointly organized the five days training workshop on
Community Led Total Sanitation (CLTS) in Awassa, SNNPR region in
Ethiopia from 21st to 24th February 2007. Following Tanzania CLTS
workshop this workshop was organized mainly for the WATSAN Managers
of Egypt, Ethiopia, Tanzania, Kenya, Sudan, Uganda, Zambia, Zimbabwe,
Malawi and all water and sanitation staff members of Plan Ethiopia. Mr.
Amsalu Negussie, Regional WATSAN Advisor and Global Net Work
Leader of Water and Sanitation for Plan countries at Johannesburg, South
Africa and Dr. Tezara, Programme Support Manager of Plan Ethiopia
participated in the workshop. Dr. Khairul Islam, Regional Programme
Support Manager of Plan International (RESA), Mr. Samir Shah, of Plan UK
in London and Mr. …..of Plan Netherlands joined the last days National
Workshop and the following days regional advisors meeting. Senior officers
from the health ministry and NGOs participated in the national workshop of
24th February where members from at least eight different communities
presented their collective plans of actions of cleaning up their villages using
CLTS approach.
All the above mentioned countries excepting Sudan and Zambia had sent
their field staff responsible for sanitation to Dar es Salaam CLTS training
workshop in Tanzania. The field staff at the end of the training had
developed their plans of actions for the next six months for their respective
countries. These plans prepared by the field staff were reviewed by the
WATSAN advisors of respective countries and were further fine tuned for
implementation after the workshop.
Plan Ethiopia had deputed a good number of field staff in the workshop
drawn from all the Programme Units of the country. Unlike in Tanzania
where all the PU Managers had participated in the CLTS training workshop
along with their front line staff, only one PUM participated in Ethiopia
workshop. However the PSM of Plan Ethiopia was a full time participant
who ensured piloting of CLTS approach in all the programme units in
Ethiopia.
4
Workshop Objectives
The five days workshop has the following objectives;
1. To expose the participants on the Community Led Total Sanitation
approach, it’s origin, development, methodology spread and
applicability in East Africa
2. To impart knowledge and kills of facilitation of CLTS to the
participants
3. Through field exercise, triggering CLTS in villages and sharing
experiences of selected communities with all interested institutions
working on sanitation in Ethiopia
4. Based on the first-hand experience of CLTS triggering, developing a
plan of action of introducing and implementing CLTS by the
participating organizations for the next six months.
5. All the WATSAN Advisors of Plan Africa (RESA) countries to
review and finalise the plans of actions developed by their respective
field staff in Dar es Salaam workshop.
Workshop Process
The details of the workshop process have been meticulously
documented by Matebu Tadesse, Communication Officer, Plan Ethiopia.
A more detailed report is available with the Plan Ethiopia, P.O. Box: 5696,
Addis Ababa, E-mail: atnafe.beyene@plan-international.org However in
this report some of the major portions of the workshop process has been
documented which are as follows:
Introduction of the participants
Day-I
Welcome and inaugural address by Dr Tezera Fisseha, Program Support
Manager, Plan Ethiopia.
Background and objectives of the workshop by Mr. Amsalu Regional
WATSAN Advisor of Plan, Johannesburg, South Africa
Opening presentation by Guest of Honor Dr Shiferaw, Head of Health
Bureau of Southern Nations Nationalities and Peoples Region, Ethiopia
Dr Kamal Kar the trainer requested the participants to introduce each other,
and exchange the following information:
5
Professional background, personal and family information and stories, your
hobby, your favourite drink, date of your last open defecation and any other
information you think important.
He then asked all the participants to stand in small groups according to the
countries they came from. Participants came from eight different countries in
Africa. Then he asked the small groups to shout what “shit” was called in
their respective languages. He also urged them to call “shit” with its raw
local name (the way local people call it) and not to use the polite,
sophisticated and urban version for the purpose of producing disgust and
shame that would trigger action. Trainees called it differently like ‘ar’
(Amharic), ‘chilo’ (Sidaminia), and more. Local terminologies of Shit used
by the rural and urban communities of SNNPR of Ethiopia (in Sidama)
Shit = ‘Chilo’ or ‘Kakka’ in Sidaminia in Sidama Region of Ethiopia
Shit = ‘Aarr’ in Amharic in Amahara region of Ethiopia
Shit = ‘Mavi’ in Kisohili
Please see list of participants in annex.
Participant’s expectations from the workshop
After that Dr Kamal Kar asked about participant’s expectations and
requested them to write them one in each card. A good participatory exercise
followed. Trainees wrote their expectations on cards, one in each card.
Expectations were read out and were shared and then categorized under
seven headings as follows:
Approach and Understanding
- Learn how to approach the community
- have a clear understanding of CLTS
approach and how to apply it.
- understand how communities can be
mobilized for total sanitation
- know about How to change the
community attitude to use clean water,
latrine services, refuse pit and
compound sanitation and general
sanitation
- understand behavior change strategies
related to CLTS
- update information about CLTS
approach
- know what water and sanitation mean
to understand basic hygiene and
sanitation promotion approaches
- learn about how to involve
communities in sanitation and how to
initiate behavioral changes
- know about how communities in
Ethiopia regard sanitation issues
- learn more about challenges and best
practices in sanitation in rural
communities
- know about how to avoid hazards
(sanitation related)
6
- see good number of people buying the
idea
- know how to integrate with other
programs
- know about hygiene promotion in
CLTS integration
- learn new approaches on how to
address community sanitation
- know about our sanitation coverage as
compared to other regions
- learn concepts of Community
Sanitation
- know about general sanitation
education
- know about what we should do to
improve our sanitation coverage.
- know about how to promote hygiene
sanitation in the community
- know about how to translate the 99%
hygiene awareness to 99% positive
behavior in hygiene for the
communities
What is CLTS?
- To know what CLTS approach is
- Know all about CLTS
- To gain more knowledge about
sanitation
- To understand more about total
sanitation
- To define CLTS
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Knowledge and Skills
How we reach 100% coverage using
available resources
- Tools to facilitate total sanitation
- Materials for CLTS
- Acquire more skills about sanitation
- Know tools (communication to
promote sanitation and hygiene
education
- Learn more on CLTS practical steps
-Acquire skills related to implementing
CLTS
-Approaches to empower people in the
villages
-Better understand the methodologies
associated with CLTS
-Mechanisms of CLTS
-I will know communication strategy to
bring about behavioral change
-Learn different participatory
methodologies of hygiene and sanitation
promotion along with their strengths and
drawbacks
- Gain knowledge from others
-Compare other approaches with CLTS
-Learn effective methods to enhance
communities’ participation in total
sanitation
-Learn simple and replicable methods of
sanitation promotion
- Learn the methodology
-Fully understand the concepts
underlying CLTS
-Learn some words in the local
languages - SNNPR
-Fully understand what CLTS is
- Easily understood messages
-How to increase behavioral change in
the community on Hygiene and
Sanitation
- Methods to increase CLTS
-Practical application of methodologies
- Gain knowledge about sanitation
- Methods/approaches to do CLTS
- Equip trainees with basic tools of
CLTS
- Learn good facilitation skills related to
hygiene and sanitation
- Knowledge and skills of CLTS
-Learn effective tools for BCC for
sanitation
-Real and new strategies and methods
for improving hygiene and sanitation
practice
-How to break communication barriers
-Applicability of CLTS methodology
-Learn of new methodology to mobilize
the community to total sanitation
concepts
-Learn how to operationalize CLTS in
different situations
-Know more on approaches and
methodologies to meet 100% sanitation
coverage
Scaling up Sanitation
Updated sanitation scaling-up
approaches
-How can we scale-up sanitation using
CLTS approach?
-Expect to know tools to community
sanitation scale-up
- How to see strategy through to total
sanitation
Monitoring
- How to monitor CLTS in the villages
Sharing Experience
To acquire CLTS knowledge and
concepts
-Learn experiences on scaling-up CLTS
-Get different experiences from different
countries
8
-Experience sharing about community
sanitation from hers and how to scale it
up
- Exchange experiences on sanitation
promotion strategies
-Experience sharing about promotion
and practice of sanitation at the
community level
-Expected to know sanitation experience
to different African countries
- Picture of current sanitation stats
-Enable participants to
establish/strengthen network and
partnership on sanitation and hygiene
-Trainer from countries similar in
economic and social aspects to Ethiopia
-Learning from others on Sanitation
interventions
-Experiences from different countries
about CLTS
Challenges of CLTS
-Sustainable strategies for intervention
- Challenges and opportunities in CLTS
-Learning hygiene and sanitation
problem solving in the communities
Workshop participant’s expectation cards are being categorized in groups
9
Why CLTS?
Next, Dr Kar gave a brainstorming presentation about ‘Why CLTS?’ All the
participants were divided in to four groups and were given an assignment to
discuss about any sanitation project of the past which failed or didn’t meet
its objectives. The groups were asked to document the main reasons of
failure and present. The groups were given 15 minutes time to prepare their
presentation.
Group presentation on Challenges of sanitation and reasons for failures:
Group –I The villagization programme of Government of Ethiopia
Wolmera (1980–85), sanitation was a sub-component;
The reasons of failure:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
People used the toilets as storage not as toilets
A lot of toilets were built but very little was used
Community built the latrines for the fear of the Government
It was Government driven
No discussion was done with the communities
Community didn’t realize the need for the toilets. They thought it was a government
order to do it
Lack of ownership
No follow up and monitoring mechanism was there
Supply driven project and Package based Policy
Forced intervention: It was government driven; thus people shifted to pit latrine
Supply-driven, rather than demand driven
People didn’t appreciate having toilet
No room for awareness creation
Cultural problem: In the village pits were used to store grain not waste
Privacy problems as the latrines were communal.
Group –II
Massive latrine construction in Ethiopia, North Shewa, 6 yrs back
In north Shewa of Amahara reagion in Ethiopia a massive latrine construction drive was done
about 5-6 years ago which failed due the following reasons:
The challenges were:
1. Lack of community participation
2. Ideas were forced from outside and community thought it meaningless
3. Forced intervention by Govt. and some NGOs as a reaction to diarrhea epidemic
4. No initiative generated amongst the community
5. Awareness not created
6. Lack of integrated approach
7. Similar cases in Kenya
Challenge:
 No movement toward effecting behavioural change
 People don’t believe that using latrine is beneficial to their health
Group-III
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A comparative study of projects from Tanzania, Ethiopia, Sudan and Zambia (Health Bureau of
Government of Tanzania in the past and the present project which are implemented in the form of
Campaign mode, NGOs were also involved in the campaign) + (In Sudan Domestic Latrines,
Community + Government and Plan. Community provided sand, stone and other materials, Plan
and the Government provided materials for construction of sub-structure and super structure)
(In Zambia it was DWASHI of the government who prescribed an expensive toilet model.
Communities were asked to build big toilet house with mud bricks on their own while cement,
iron rods and other toilet materials were provided by the government. Masons were supposed to
be paid by the households which were difficult for the communities at times. The masons were
trained by the DWASHI)
Reasons of failure:
1. Lack of involvement of local people/community
2. It was being implemented in a campaign mode and then stopped
3. Lack of simple technologies which the local communities could afford
4. People were forced to mobilize resources and money
5. Expensive technology prescribed
6. When rain came the latrines collapsed (due to soil movement the pits collapsed)
7. Not need-based; outsiders’ concerns not insiders’ concern
8. Community demanding expensive toilets
9. Latrine construction emphasized over bringing behavioural change
10. Bad construction: One toilet in Sudan slide down and the rest of the community refused
to use toilets. Plan, communities and Water and Environmental Sanitation Department
financed the project
11. People asked for lot of money
12. Expensive technology
13. Lack of good strategy
14. Facilities like san-plates provided for free both for sub-structures and super structures,
still true in Ethiopia
15. Lack of integration of sanitation to water supply and hygiene education
16. Inclination to mere figures rather than to usage and real coverage
17. In Zambia: around 1990
a. Government financed the project with money from NORAD
b. Communities contributed some amount, may be 40 %
c. Model was provided. Latrines were VIP type not always suitable for rural areas
Group-IV
A community project at Zimma in Ethiopia (Domestic latrine)
It was an NGO project which was used as a pilot project by the Zimma University
The Objectives were to:
1. Build structures and
2. Distribute latrine slabs
Reasons for failure:
1. Human element was not considered
2. People wanted to use human excreta as manure than wasting them
3. People felt that the toilet materials like pipe, and other materials, e.g. cement could
be used in other better purposes (e.g. improving their dwelling houses) rather than in
latrines construction. For example in improving their mud dwelling houses, exhaust
smoke pipe for their kitchen etc.
4. Project was formulated wrong
5. Community involvement was seriously lacking
Some additional comments from the participants
i) Hand washing is a recent fad, it was there but it is re-emphasized too heavily.
11
When people in villages don’t have a proper anal cleaning practice it is suggested to wash hands
at critical times It has been taken for granted that anal cleaning practice is already there and is
existing. This was referred as another outsider’s idea forced on the community. Communities are
being educated by outsiders and are told what to do, but not given a chance to analyze and decide
on their own.
ii) Nothing was said about open defecation before, suddenly a jump from open defecation to nice
toilet construction and hand washing are outsider’s perceptions of improving insiders’ sanitation
profile.
12
Why Scaling-Up Community Led Total Sanitation in East
& Southern Africa?
Amsalu Nigussie’s presentation and facilitation
Mr. Amsalu Regional WATSAN Advisor and Global Net Work Leader of
Plan International introduced the topic “Why CLTS?” and facilitated
discussion.
• Why do we need to scale-up Sanitation in Africa?
• How can we do it?
Why?
• Lack of Drinking Water Supply & Sanitation is one of the Main Causes
of Child Poverty in Africa.
• Africa has the lowest safe water supply and sanitation coverage in the
world.
• Out of 905 million people of Africa, about 300 million lack access to
clean water and about 313 million lack basic sanitation
• Relatively the Eastern and Southern African Countries have lower
coverage of sanitation in the Continent. Ref. Human Development
Report 2006
Sanitation National Coverage %– HDR06
Eastern & Southern African Percentage of Sanitation
Countries
Coverage
Ethiopia
15
Mozambique
32
Sudan
34
Rwanda
42
Kenya
Uganda
Tanzania
Zimbabwe
Zambia
Malawi
43
47 43
47
53
55
62
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Why Community-Led Total Sanitation Training
• In the past there were many approaches like PHAST etc but they were
not scaled-up spontaneously.
• REAS has been looking for innovative approaches to sanitation that
empowered local people to lead 100% sanitation promotion.
• Recently we learnt about CLTS approach which could create
conducive environment to promote total sanitation at scale led by
communities.
• This training is designed to introduce CLTS in the E&S Africa Region
to introduce and enhance the skills of facilitation of Plan and Partner
Staff
Discussion
Question raised on whether the toilets have water supply and hand washing
facilities.
Rxn: Hand washing used to be done traditionally; it is already there. It is not
a new phenomenon. As of about three years, there is also a WASH
movement. It promotes integration of sanitation, water supply and hygiene
problems. But, anal cleaning is a problem with the wider community. Even
though it is practiced, people clean their anus with inappropriate materials;
no soft papers, no use of water—used papers, leaves, stone, are commonly
used. However, anal cleaning practices are not the causes of piles and
hemorrhages; they may only aggravate the already existing problem.
Recently, sectoral emphasis (by outsiders to insiders) has been given to:
 Integration of sanitation, water supply and hygiene
 Hand washing at critical time
 Dig latrines
 Keep water safe
While it is good that outsiders have concern about problems of insiders,
outsiders assume that insiders lack knowledge, awareness, resources, and
skill for sanitation and hygiene. This implies that we outsiders are more part
of the problem: we usually go to communities to subscribe, to order, to force.
CLTS is about addressing these problems. It entails a shift in approach: we
should be to the communities to facilitate their discussions and decisions.
Dr Tezera (Reminder): This shift in approach applies not only for sanitation
and hygiene but also for all development activities like family planning. Our
efforts over the past 40 yrs didn’t yield meaningful results due to approach
14
problems. These should be redressed and the CLTS approach should be
applied to development projects in different sectors.
Afternoon: Dr Kamal presented about CLTS: CLTS slides from Resource
persons\CLTS_update_for_WP_257_final.pdf
 Problem: Approaches in implementing sanitation projects leading
people to develop philanthropic attitude and doling out mentality.
 Solution: Ignition PRA needed to redress the problems
What is CLTS?
What is Community Led Total Sanitation?
 They are total (meaning involve/affect everyone in the community,
e.g. total elimination of open defecation, total freedom from hunger or
starvation)
 Collective community decisions and collective local actions are the
key
 Social solidarity and local cooperation are seen in abundance
 They are often locally decided and not dependent on external
subsidies, prescriptions and pressure
 Natural Leaders emerge from the collective local action and they lead
the future collective initiatives
 They don’t follow externally decided blueprint or models of
development
 Local diversity and innovations are some of the main elements
Our Attitudes and Behaviors
Non-Verbal
All participants were divided in to four groups and were given 10 minutes
time to prepare a role play and present in the plenary. The roles given to the
groups were:
1. Group –I : Role play depicting a conversation between outsiders and
insiders on sanitation issues in a “Top Down” mode.
2. Group-II : Role play on “Friendly gesture” a discussion on sanitation
between the insiders and outsiders
3. Role play on “Participatory gesture” on the same topic
4. Role play on “Dominating-top down gesture” on same topic
15
The groups were given two minutes each to perform the role plays. The
others were given the roles of observers. After each role play the observers
were asked to report their observations which were documented. Many
interesting points on attitude and body language emerged from the four role
plays.
The ended with a short evaluation of the day
Day-II
Recap of day-I
Discussion on defecation area transect
Quick review of all the important tools for triggering CLTS through group
dry runs
Then, participants went out for field exercise in pre decided groups; to Midre
Genet Kebele Abonsa Village, Leku town Kebele 03 nearby Nigat KG
School, Morocho and Midre Genet Poltery . The Shit/Chilo Group worked at
Midre Genet Kebele Abonsa Village, the Buticho Group at , Leku town
Kebele 03 nearby Nigat KG School, the Moroncho Group at Midre Genet
Poltery and the ‘Duresa’ Group at Morocho village.
Groups returned to base in the evening and worked on their analysis of the
day’s work
Day-III
Group preparation till 9.30 am
Groups organized reports about the field exercise.
Before group reports, each group expressed the experience in one sentence.
Strengths, weaknesses, challenges and solutions of yesterday’s exercise were
discussed.
Duresa Group
It was good and we enjoyed it.
Shit Group
It was good and we enjoyed it thoroughly.
Buticho Group
It was difficult to trigger. We didn’t trigger much.
Morocho Group
It was next to perfect. It went well.
16
Group presentations
1. Morocho Group
Steps/processes
 Introduction
What went right
 Adults’ and children’s groups
 Mapping
 Good number of communities.
 Shit estimation
 Friendly responses from community
 Flow diagram
 Good participation by adults, children, men, women
 Glass exercise
 Much triggering
 Community promised to construct latrines
 They called a spade a spade: no resistance to say “ar”
or “chilo”
 No translation problem; good interaction
 Active participation: Adults were able to map their
houses and shitting areas
 Showed the proportion of Rich’s shit and Poor’s
 Perfect chaos
 Drunk 1st glass but refused the 2nd with shit
What went wrong
 Many children to
manage
 Cards are attractive to
children: latent
manipulation
 Few children
participated in the
mapping
 Noise as adults and
children were too
close
Discussion
Q. Out of the tools like; flow diagram, mapping, glass water exercise, which
tools was most powerful in triggering? An; The glass exercises.
Q. Did you ask what should be done? - Yes.
Q. Did you show a diagram of simple latrine?- Yes
Did you meet natural leaders? - Yes, male female.
Q. Any language barrier? - No
2. Duresa Group
Visited Morocho Village
Processes
• Community members were waiting
• Started with greetings and prayers by the community
• We were welcomed and offered chairs, but we insisted on sitting on
the ground
• We had introductions of all present
17
• We introduced the purpose of the visit
• We requested the children to form their own group apart from the
adults
Adult group
• Mapping of their village
• Identified households, main road, and water source
• Agreed on the local word for shit – “chilo”
• Identified regular defecation places for adults, emergency and
children
• Community computed the amount of shit generated per day, week,
month and per annum and wrote the data on a flip chart
• We asked them what happened to the shit
– Water to water points, carried by animals and feet or shoes
– They said the food and water they were consuming were
contaminated by shit
• We asked them about their about their children who are barefoot come
who eat without washing and get infected and asked them whose fault
it was, to which they replied it was due to poverty
• At this point one ‘gatekeeper’ tried to steer the discussion to
community poverty issues away from their willingness to address
sanitation issues
• The gatekeeper was pulled aside by Work and Numeri to explain
poverty issues away from the main meeting
• At this point the mood of the participants was very high towards
sanitation, and we told them thank you very much and asked them if
they were willing to continue in the same situation.
• At this point, there was an ignition and the community was triggered.
Everybody raised their hands and said they did not want to continue
eating shit.
• We invited those who wanted to construct latrines to the centre and all
came.
• Dr. Mohamed showed them a picture of low cost latrine and the
promised to do it.
• They promised to construct the latrines within three months.
• We then informed them about our planned meeting at Awassa on
CLTS and they expressed desire to attend.
• They elected two representatives and two children to attend.
• We made a transect work (homes and ponds)
18
• We had a general discussion on environmental health hand washing
• Closing ceremony with prayers
Children Group
• Drew map on paper
• Did the same as adults
• Interludes of music and dance made it exciting
• Children presented their findings to the adults and the adults were
very impressed
• Two children were selected by the community to attend the Awassa
meeting
Challenges
• Women were few
• There was a gatekeeper
• We needed to agree with children on appropriate symbols for homes,
schools, water sources etc for clarity of the map.
Recommendations
• Plan Ethiopia needs more presence in the community
Discussion on Duresa Report
Q. What were the triggering/ignition points? When too much ar was found
(calculation), when we ask them whether they will continue eating ar, at
the point where we asked what should be done and by whom.
Points:
Children participation was high
‘Enset’ (falls banana) leaves that are used to rap up edible matter were found
contaminated with shit, children showed this to their elders.
Q. How did the community realize the disgust before the glass of water test?
The mood was high and we didn’t need to wait that exercise
Q. Many HHs say they latrine. But didn’t use. How many don’t have? How
many do use? Was the mapped quantity in line with the reality?
A. During our transect walk, we cross-checked that there is too much ar as
calculated; many HHs don’t use latrines (latrines have no seets and
substructure), many don’t have toilets.
3. Buticho Group
19
What went well?
• The introduction process went well
• Group Formation
• Mapping for the children’s group
• Transect Walk for the children’s Group
Part B
• Natural Leaders
• Time line (2 months for the children’s group)
What went wrong?
• Place for the meeting was not conducive
• Group composition for the adults was not good, there were many non
residents
• Time for the meeting was not convenient
• Women Participation was very low
• No transect walk for the adult group
Challenges
• Wrong expectation from the insiders
• Environmental setting
• Facilitation Skills
Lessons Leant
• Methods to be used depends on the community setting (Urban Vs
rural)
• The approach requires skill
• Timing and site of the meeting need to be properly planned
Discussion on Buticho Report
 Children group too triggered
 They mentioned of diarrhea cases and compared treatment costs
against latrine costs
 Children requested us to help them end the problem
 Adults’ group was disorganized and resistant
 Damp matchbox
Challenges
 Poor facilitation
 Cultural resistance from aged people
20
 People appear to have superficial knowledge of the problem: we know
all this< please tell us what to do and help us do it.
 It is you who should tell us what to do.
 Much chaos as it is near a school
o Two gangsters: Are you preachers? What are you doing here if
you don’t support?
 Lesson: Approaches for children and
 Triggering point: Transect walk. Dr Tezera stood in the middle of the
faces and asked for water.
 Adults resistant while children were too triggered.
 Eventually, all were convinced. “We should stop consuming shit”
 Too many outsiders; insiders were scare of outsiders
 No transect walk
 Some insiders were too drunk
Facilitator, together with insiders, should have been strong to convince them.
We should face all these challenges
1. Chilo/ar Group
What went well?
• Mingled very well with the insiders/greetings
• Had introductions done very well
• Insiders drew the map with easy, good participation
• Insiders seemed to be enjoying what was taken place
• Children’s group had good participation
• Co lead facilitators quickly assisted where there were gaps
• Gate keepers dealt very well (aside)
• Transect walk was done – defecation area was seen having shit
• The community was looking forwarding to learn something
• Community wasn't embarrassed to name shit in their local language
What went wrong?
• Didn’t introduce ourselves on at right time
• Sometimes, facilitators gave lectures
• Some body language was inappropriate (standing up, hands in pocket,
carrying bags, sitting on chairs)
• Didn’t manage the gate keepers very well
• Didn’t utilize the opportunities
• Didn’t create enough fear/disgust
What went wrong?
21
• No transect walk with children
• Wanted to prepare action plan in our presence
• Children were not told to combine map with adults
• Mission was not adequately done
• People expectant of donations
• Facilitators grouped themselves
• The meeting was not inclusive to all (women)
• “Pushing” for the agenda (Eating shit)
• Insiders pretend don’t know what to do!!!!
• No trigger!!
Challenges
• Insistence on getting help
• School children (passer-by) kept disturbing the process
• Early reports indicated high sanitation coverage but villages had only
pits
Procedure followed
 Greetings
 The translator invited the leader
 The leader told the community who we are, the purpose of our visit
 Asked the community what shit is mean in Sidamigna
 The group is introduced to the community
 The community is asked to draw the map and they drawn the
boundary
 Located the last houses in every direction
 Located their houses in the map
Procedure followed
• Wrote the name of the house hold head
• Located common, individual, emergency and children shitting area
• Out of common shitting area the worst is visited through transect walk
• Returned back and done shitting calculation
Proceeding: Children group
• Mapping the village with ash
• Assign them selves on the village
• Wrote the households head name put it where the house is on the map
• All members of the group were facilitating
• put yellow color representing shit
• Showed shitting areas
22
• Calculated the weight of shit with the highest 13.5 kg and the lowest
6kg
Proceeding: Children group
• Weight calculated by children: 275.5kg/day, 1928.5kg/week,
7714kg/month, 92,569kg/year
• They ate and drunk food and water brought from one home. But after
they touch the yellow powder representing shit they refused to do so.
Discussion
 Not enough disgust created in adults; but promising flames
 Less triggered
 Why did you fail to trigger? Is it because we missed some important
exercises like the shit flow diagram, the glass exercise that are
important to trigger action? These should have been done as they
trigger action.
 The group had the chance of triggering some disgust. Latter, one of
the trainees (Francis) the issue of photographing and exposing that to
other parts of the world
 Animal and human waste was here and there. This is strange while
shiting in open areas is common in Africa.
 Latrine design was problematic.
Dr. Kamal’s observations:
Lots of learning
 Subsidy raised expectations; influence of Plan’s subsidy in Plan villages
were prominent. Also in the neighboring villages. Chilo and Duressa
sites were not Plan villages.
 One case: We met some villagers leaving the CLTS meeting earlier and
we asked them why. They told us that they had tasks to do. We asked
them whether or not sanitation is their problem. They said it is, and that is
due to passers by and outsiders. So, why not you involve and reflect your
concerns.
o Villagers said, “They don’t listen to us! Please go and tell the
Kebele Administration to employ a guard and look after the village
sanitation.” This was surprising.
*Dr. Kamal presented about Conducive and non-conducive conditions for
CLTS.
23
* Then participants joined their previous groups and refined their CLTS
strategy based on the previous day’s experience.
Refined strategies revised after day-II field experience by Groups
Based on the experience of day-I of field visit all the groups reviewed their
second day’s strategy.
Buticho Group
1. Roles
For Adults’ Group
1.1. Lead facilitator: Alemayehu
1.2. Co-facilitator: Mussie
1.3. Process recorder: Genene/Migel
1.4. Environment setter: Tamirat/Girma
For Children’s Group
Koshe
Tezera
Getnet/Phoebe
Kuri
Ignition part
1. Introduction
Proper orientation
Separation of insiders and outsiders
Arranging meeting site
Encourage women to participate
2. Mapping
2.1. logistic arrangement by co-facilitators
2.2. adequate time for mapping
2.3. a good deal of work on mapping
3. Transect walk
3.1. transect walk after mapping
PART-B: Remains the same
24
*Then trainees and trainer went out to Remeda, Fura Kebele Huwo village,
Taremessa, and Hobolso sites for field exercise. Duressa Group worked at
Remeda, Shit/Chilo Group at Fura, Buticho Group at Taremessa, and
Morocho Group at Hobolso.
Day VI
Groups compiled field reports of the second day’s field work
Each Group’s impressions
Duresa Group
 Much successful
 Better than the previous day’s
 We learnt a lot
 Excellent facilitation
 Much triggered
 Gatekeeper managed
Chilo Group
 It was successful
 More than ignition: matchbox in the gas
 Insiders actively participated, highly irritated
 Shame and disgust; some insiders even crying
 Well facilitated
Buticho Group
 Worked in a rural setting unlike yesterday’s
 No resistance from insiders
 Huge crowed
 Well facilitated
 Insiders much triggered
 They blamed their ignorance
 Some said let’s start now, others said let us get organized
 Much better than the previous day’s
 Weakness: few members of outsiders
Morocho Group
 Better than the previous day; successful
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 Children started saying ‘chilancho’, meaning aram
 More triggered
 Innovative facilitation
Dr Kamal: involving children is good. Give them some whistle to blow
when they see a shitter and they will manage it.
Group presentations
Morocho Group
Visited Hobolso
What went right?
 EVERYONE had fun (lots of joking) – both insiders and outsiders
 First word out of mouth was “chilo”
 “How to discourage open shitting” role play: children clap and sing
“R’um” and “chilancho”
 Several natural leaders emerged – varying ages
 Community noted outsiders openly shitting in their village on their
way by
 Going to build communal toilets in areas where passersby are shitting
 go to those villages to disseminate messages
 Environment setters played a strong role  e.g. pulling women out
from behind the group to participate
 No gatekeeper issue
What went wrong?
 Team was late
 Low number of children  no children’s group
 Location was by the roadside and thus there were many curious
onlookers
 Mapping was difficult at first  e.g. husband and wife marking
separate houses
 Boundary mapping was problematic and had to be adjusted
 Outsiders talking too much/lecturing
 Unsure whether community participation/enthusiasm was genuine 
Plan employees well known within the community and responses
may have been “too” positive
 Participation of women was sometimes low
26
Chilo Group
CLTS field practice
What improvement?
 The greeting
 Introduction at the right time
 Where we came from, who we are
 The whole process was started by prayer
 Objective was stated and they were asked to start the job
 Mapping was very nice: they indicated boundary, road, churches in
addition to houses and defecation area.
 Women participation was excellent
 There were praying and songs
 The facilitator was very good
 The dominant person was managed very well: Interviewed for one
hour.
 The Ignition was a matchbox in the gas station before we even use
other tools like transect walk etc
 Time management was very good
 Representative of the participant who would come to Awassa was
elected democratically
 children were very cooperative
 Children participation was very good
 Dependency syndrome was not seen
 The children presented their map to elders
 The method to trigger was excellent and the people reaction was also
very nice. They were shouting to respond
 They said they would be chilo free in two months time
 The elder person once again closed the meeting with prayer. We all
were surprised that in the prayer he nominated chilo and prayed for
his community to be free from eating each others chilo
Process of Total Participatory Community Sanitation
Dr Kamal Kar facilitated the session on ignition of CLTS when he
introduced a few basic participatory rural appraisal (PRA) tools, which were
modified for detail sanitation profile analysis.
27
Ignition process using PRA tools: What it involves?
1. Defecation area transect
2. Situation mapping (defecation area mapping)
3. Collective calculation of shit and flow diagrams
4. Visual tools for accumulation and spread of feces through different
agents
5. Planning for collective and household action and implementation
6. Children as agents of change
Practical steps in ignition PRA
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Outsiders (development facilitators
from outside the community) greet
insiders (community members) at
the planned meeting site/ in
different parts of the village
Outsiders introduce themselves to
insiders and exchange greetings and
explain the purpose of the visit (it is
a learning visit)
Outsiders explain their purpose and
request insiders to draw map of their
village, including who lives where
Insiders
draw
their
village,
indicating with lines where the poor,
medium and rich live (different
colors used),
Insiders stand near their home on
the big map drawn on the ground
They write name of the household
head on yellow card and put the
card to the ground
Each insider draws lines to connect
the places where he/she goes
everyday to defecates in the open or
in toilets (indicates if it is a open pit)
Insiders put cards on places where
they defecate (on the ground map)
Communities identify emergency
defecation areas and common
shiting areas, like children’s shiting
areas
They start realizing from the visual
mapping analysis that their own
village and backyards of each
household had so much accumulated
shit and well defined areas of shiting
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Outsiders then facilitate household
shit calculation by community
members
Household heads count their
household size and calculate the
quantity they shit in a day, 2 kg, 3
kg, 5kg, etc. and write them on the
cards and place them on the ground
map
Households who shit more and
those who shit less are identified at
this stage
Reasons why some families shit
more and others less are probed by
all
No criticism against more families
those shit more; no outsider
interference
Shit quantity of each household
added
Insiders know the quantity they shit
per week, per month and per year
which they write on a displayed
chart paper
If daily shit per household is 20.5kg,
per week shit of will be around
143.5kg, the per month 615kg and
per year about 72 quintals
Outsiders ask where all that shit
goes to
Insiders respond, “the shit is washed
away by flood when it rains; hens
eat it, wind takes it away when it
dries, animals swipe it with their
hooves, some is brought back home
by children’s shoes, etc”
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Outsiders ask where the flood drains
to? Where wind blows to? Where all
the shit carried to?
Insiders respond that flood drains to
rivers/springs/ponds; and so may
wind add the litter it carried onto
surface water
Outsiders ask where insiders get
water supply from.
Insiders respond, “from rivers,
springs, ponds, etc”
Outsiders ask insiders, “You told us
that your shit gets to rivers, springs,
ponds, etc. From where do you
collect your water for drinking? You
said from the river. What does this
mean? Do you mean that you drink
the water mixed with shit”?
Insiders agree and feel ashamed and
disgusted to realize their own reality;
regret about their open defecation
practices on wrong places
Insiders ask for a glass of water and
then give it to one of the insiders to
drink it. Insider drink it
Then the facilitator take another
glass of water and dips a hair after
touching it on shit
Facilitator now offers that glass of
water to insiders
Insider resists.
Outsider asks why
Insider responds I have already
realized that the water contains soup
of shit
Outsider asks, “What will happen to
you if you drink it as you used to?”
Insider: “I will get sick”
Outsiders again ask if colonies of
flies rest onto the shit.
Insiders say ‘yes’
Outsiders ask whether flies rest on
leaves, utensils, open meals, washed
clothes etc
Insiders: “Yes”
Outsiders: what do the flies carry on
their feet when they come from raw
shit?
Insiders: Shit
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29
Outsiders: What happen when the
flies rest on leaves, utensils, and
open meals, washed clothes, etc?
Insiders: They drop the shit there
Outsiders: What happens when you
eat that food, use those utensils, etc?
Insiders: Again ashamed of and
irritated about their defecation
practices
Outsiders: Don’t be ashamed of us.
Tell us (Probing)
Insiders: We consume the…shit
together (ashamed and disgraced)
Outsiders: Whose shit is that?
Insiders: (shame and disgrace again)
ours!!
Then, outsiders: What do you use
for anal cleaning?
Insiders: Leaves
Outsiders:
But
leaves
are
contaminated with shit by flies. And
you are cleaning shit with shit.
Insiders: Shame and disgrace again
Outsiders: do you wash your hands
after defecating?
Insiders: Not usually
Outsider brings a stick with shit at
one of its tips and asks the people to
smell the shit
Insiders: Effff….
Outsiders: Why?
Insiders: It is bad
Outsiders: But, look, you are eating
each others’ shit, drinking soup of
each others’ shit, cleaning with each
others’ shit.
Insiders: Shame and disgrace again
Outsiders: So would you again
defecate in the open? Please feel
free to continue your own practice
of open defecation. Please don’t
misunderstand us. We are not here
to tell you to stop open defecation or
not to eat each other’s shit
Most insiders (including children)
set out to clean their village and not
to shit in the open again. Some resist
Outsiders: Why you resist?
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Resistant insiders: We have no
option
Outsiders: Then all of you will be
consuming the shit.
Most insiders: No, we will stop
them.
Outsiders: How?
Insiders: We will construct latrines.
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NB: Outsiders should approach:
 in a friendly manner,
 should facilitate not dictate or
lecture
 consider themselves as members of
the community
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Only if asked for outsiders should
share construction drawing of
simple, low cost models of pit
latrines those could easily be
constructed using locally available
materials by communities.
encourage communities to come out
of the bond of cultural taboos and
talk and discuss openly
Encourage women to speak more.
Ask who suffers most from open
defecation
‘men’,
‘women’,
‘children’?
be creative in handling gatekeepers
Responsibilities of members of CLTS facilitation group
Each group that practices CLTS should design its implementation strategy. It
should have ‘key questions’, sequence of use of tools, alternative plans of
facilitation in case of unforeseen circumstances, and also have designated
roles for each member of the group. The group should have:
1. lead facilitators
2. co-facilitators
3. content recorder
4. process recorder
5. environment setter
Trainees were assigned to four groups with proper distribution of men,
women, speakers of local languages, Plan local staff, Advisors, field staff,
NGO members, government officials and all other mix. The groups were
asked to select their own name. They named Shit/Chilo Group (to encourage
trainees to call shit with its disgusting name and come out of the prejudice of
calling sophisticated names), ‘Duresa’ (better off) Group, ‘Buticho’ (poor)
Group, and ‘Morocho’ (very poor) Group. The group names refer well being
status of people in Sidamigna. And the idea was that the amount of shit of
people might differ according to wealth status. Those who eat more, shit
more???? To check with the community!
Names of Groups and distribution of Participants
Duresa Group
1. Paulos Markos
3. Dawit Desalegn
2. Lamrot Mulat
4. Atnafe Beyene
30
5. Robert Njorege
7. Yalew Tizazu
9. Yirga Ewnetu
Shit/Chilo Group
1. Hussien Hassen
3. Francis Mtitu
5. Kassie Chekole
7. Byman hamududu
9. Worku Nigussa
11.Messele Kada
13.Dawit Bekele
Buticho Group
1. Kassoga Phoebe
3. Kuri Mamo
5. Genene Kawiso
7. Tamirat Sadamo
9. Alemayehu Awoke
11.Demissie
13.
Morocho Group
1. Martha Wood
3. Getachew Demissi
5. Amin Abas
6. Nimeri Ali-Ahmed
8. Mohamed Ismail
10.
2. Abiyot Abera
4. Demissie Dalke
6. Negesse Dibissa
8. Abiyot Fisiha
10.Yamrot Fekadu
12.Yimenu Adane
14.Negesse Dibissa
2. Mudimida Nigel
4. Musse Duressa
6. Girma Hailu
8. Koshe Karfafa
10.Tezera Fisseha
12. Getnet
14.
2. Reshida Abadiga
4. Abebe Alemu
6. Teweldebirhan
Girma
8. Joseph Phiri
10.Cherkos Tefera
12.Ashebir Dejenie
14.
7. Biruck Desalegn
9. Seyoum Getachew
11.Daniel Brook
13.Matebu Tadesse
A group work was given to all the groups when they were asked to meet,
discuss and work out group strategies to trigger CLTS in their respective
villages.
Each group designed its CLTS implementation strategy in two parts: 1.
Action Process, and 2. Action Plan. Group representatives presented their
strategy. Each group also elected lead facilitators, co-facilitators, process
recorder, and environment setter.
Groups’ strategies/methods
31
Duresa Group
A) Roles
 Lead facilitator: Paulos
 Co-facilitator: Dr Dawit
 Process recorder: Lamrot
 Environment setter + community setter: Paulos +
 Use children: Gizework + Lamrot
B) Tools
1. Defecation area mapping (calculation of shit + flow chart)
2. Transect walk: selection of houses (select randomly)
3. Finding ignition moment and building on it
4. Identifying persons who are willing to start and bringing them up
front & clap and make them speak
C) Steps/process plan to ignite (Part I)
 Greeting, introduction and explaining purpose
 Mapping houses: Name of HHs
 Draw line of shitting
 Identify emergency shitting places
 Children shitting area
 Calculate amount of shit produced per day, per week, per month, per
year
 Allow insiders to announce the amount of shit produced. Encourage
those who produce more and vice versa
 Ask where the shit goes
 Draw line of shit movement: chicken eat, people step on it
 Ask for a glass of water and ask them to drink it
 Add shit to some portion of the water
 Ask them whether they eat shit or not
 Bring shit and ask them to smell
Steps/process plan after ignition (Part II)
 Clap for the first one who shouted ‘stop open defecation’
 Bring him/her forward and ask him/her to repeat it louder to the
community
 Ask the community “who will agree with this? Raise your hands”
32
 Start discussion with those who didn’t raise their hands. Ask reasons:
may be cost is high?
 Tell them that other villagers are doing it with little cost
 Form committees from community members
 Appoint them that we will visit them with journalists and other
villagers to celebrate about this village 100% free from OD
33
Favourable and Unfavourable conditions
CLTS triggering and the achievement of ODF status are more likely to
succeed in some conditions than in others. Starting in favourable conditions
and spreading into less favourable is a commonsense strategy. These lists of
favourable and unfavourable conditions are based on brainstorming and
consultation with practitioners and others.
Comments and suggestions please to P.Bongartz@ids.ac.uk
Favourable
Policy and organisational environment
Where there has been and is no programme of hardware subsidies and none
is proposed.
Where CLTS triggering facilitators are strongly motivated, well trained,
have appropriate attitudes and behaviours, and are flexibly supported by
their organisations
Where there is provision for follow up encouragement and support after
triggering
Where finding and supporting natural leaders who can spread CLTS laterally
is a priority
Current conditions and practices
Favourable community size
High incidence of diarrhoeal disease and child mortality
Where defaecation is constrained by lack of privacy
Where open defaecation has little or no economic value
Where it is easy for people to see visually, and analyse, the links between
their defaecation habits and ingestion of faeces
Where during rains or the night people defaecate nearby
Physical conditions
Lack of cover in the surrounding area leading to lack of privacy
Wet, moist and/or visibly filthy and disgusting conditions where faecal
contamination is offensive
Settlement patterns provide adequate space for latrines
Shrinking space for open defaecation due to construction of roads, buildings,
deforestation, desertification etc
34
Soil is stable and easy to dig
Nearby wells will not be polluted
Water supplies are unprotected and vulnerable to contamination
Social and cultural conditions
Socially homogeneous community with high cohesion
Progressive local leadership
A tradition of joint action
Women have a voice
Where latrines and cleanliness give social status
Timing of triggering
When bad effects of open defaecation are most evident
At the beginning of a slack labour period
Unfavourable
Policy and organisational environment
Hardware subsidies; Where there has been a recent or is a current
programme for hardware subsidies, or one is thought or known to be
proposed
Organisations with big budgets for subsidies, and targets and reporting based
on latrines constructed
Opposition from the staff of such organisations
CLTS triggering organisations and staff with top-down teaching cultures and
practices
Lack of staff and resources for follow up, encouragement and support after
triggering
Current conditions and practices
Existing use of nearby water that carries faeces away (stream, river or the
sea)
Economic use of faeces for fish farming or agriculture
Private, accessible and convenient places to go (e.g. latrines with running
water)
Plenty of cover of bushes, trees and/or topography in surrounding area
35
Physical conditions
Hard rock in which it is difficult to dig
Highly collapsible soil
Dense settlement where it is difficult to find space, and storage may fill up
Dangers of polluting nearby wells
Social conditions
People are very healthy with little diarrhoea
Socially divided community with low cohesion
Weak tradition of joint action
Women have little voice and/or few resources
Concepts of modesty and taboos which act as deterrents
History of and stories about latrine collapse or failure or danger (eg of
children falling in)
Likely resistance from influential people
Timing of triggering
During peak labour demand
When faeces are less filthy and disgusting, eg during hot dry or very
cold/freezing weather periods
Depending on context, either favourable or unfavourable
Nucleated dense settlement
Cultural and religious values and beliefs
Community Presentation
At least eight communities were invited to the workshop venue on the last
day to present their plans of local action for cleaning up their villages. It was
a great event when the different communities made fascinatingly exciting
presentations and charged everyone. Especially the children presenters’
presentations were absolutely exciting. For details of the community
presentation please see the detail documentation of Plan Ethiopia’s report.
Feedback on community presentations
 It was a big success; beyond trainees’ expectation
 Hot ignition;
 Reactions came from-the-heart /real feelings of the community
 All agreed that they realized they were consuming their shit
 Community seemed to moved out of dependency on subsidy; seemed
empowered and committed
36
 The time trainees spent in the workshop was so fruitful
 Young natural leaders created: they may be good educators of
tomorrow. These people will be tomorrow’s leaders.
 A move from physical construction to shaping human mind
 Real representation of the natural leaders, not manipulators. They
presented it the same way we saw on the field.
 The word chilo/shit changed from sacred to secular
 Too much need for immediate action
*Having produced all these impacts, we should keep the speed and
momentum move fast. Follow immediate actions. Don’t let the flames come
down and defuse. Thus, you need action plan.
*Dr Kamal Kar presented about what could be done during CLTS.
CLTS slides from Resource persons\ Guidelines_for_triggering_CLTS.pdf
CLTS slides from Resource persons
*Then, groups developed action plans for six months.
Action Plan of a sample group
 Institutionalize CLTS
 Empower community
 Advocacy and networking for CLTS through the CRDA-led WWG;
involve Water Working Group
 Pilot CLTS in our project
 Monitor and evaluate all activities
 Document and disseminate experiences
Resources
 Personnel costs
 Training costs
Comments
Set time frame
Indicate how many HHs/villagers will be open defecation free (ODF).
37
*Dr Kar requested each country groups to refine the action plans prepared
by their field staff at Dar es Salaam CLTS workshop and submit for
documentation on Monday February 26, 2007.
Then, the final evaluation of the training followed.
Evaluation of the Workshop
The five day CLTS workshop was evaluated by the workshop participants
on the last day. The evaluation was carried out in a non conventional manner.
On five corners of the training hall five posters were posted which read
“bellow 20%”, “20- 40”, “40-60%”, “60- 80%” and “80% and above”.
All the participants were asked to stand in the middle of the training hall and
the following questions were asked in a sequence. After each question they
were asked to move to the respective poster of their choice on the wall in
response to each question. After each question small groups were formed
around a few posters. Number of persons stood under each poster were
counted and posted in the following evaluation table. The small groups
under each poster reflected their scoring on a particular question asked to
them. Each response group gave reasons as to why he/she evaluated the
training at that particular level.
The questions and the scoring done by the participants are as follows:
Evaluation Questions
1. To what extent your expectations
from the workshop have been met?
2. To what extent do you think you gained
clear knowledge and understanding about
CLTS?
3. To what extent do you feel confident to
trigger CLTS in communities?
4. To what extent do you think the learning
from this workshop will be helpful in your
work?
5. To what extent do you think your
institutional environment is conducive to do
CLTS?
6. To what extent do you think the success of
this training in terms of facilitation, logistics,
38
Less
than
20%
-
2040 %
-
-
-
40- 6060% 80%
13
80%
and
above
28
-
12
29
1
4
19
17
-
-
2
16
23
1
4
12
4
20
-
-
-
19
22
-
setting (place, time), and accommodation?
After each question when participants went and stood near the poster of his/her
choice, they were asked to comment as to why they were there. One or two
comments from the group was invited. The comments were as follows:
Q: 1.
Comments from the 60–80% response group (Why they were there?)
 I am beyond 50% and the rest will be acquired through reading and practice.
 I have got the basics about CLTS and I can develop it further through reading.
Comments from the 80% and above response group (Why they were there?)
 I found the approach and presentation skills appropriate for development
activities.
 Theoretical staff was concretized by practical exercises.
Q: 2.
Comments from the 60–80% response group (Why they were there?)
 I need more practice in order to be able to apply CLTS in the community.
 I am at 75 and the rest comes through reading.
Comments from the 80% and above response group (Why they stood there?)
 I can perfectly exercise the approach.
 Though knowledge and understanding about something is relative, I have got
good knowledge. The first day, I was asking as to how the tool could be applied.
But, after the practical exercises, I am above 80%.
Q: 3.
Comments from the 20–40% respondent (Why he stood there?)
 My country reality (Zambia) is not conducive: less populous and thus cannot get
huge gathering to implement CLTS.
 My supervisor may not allow doing this.
Comments from the 40–60% response group
 Triggering depends on favorable and unfavorable conditions.
 For cultural reasons in Sidama, male, female and children defecate on different
places.
Reasons from the 60–80% response group
 I need to further strengthen my facilitation skills through reading and practice.
Reasons from the 80% and above response group
 I have understood the additive effects of each process and the interrelationship
of each tool.
 I have learnt from the field work that I can catch the mood of the people.
Communities seem to absorb the lessons.
Q: 4. No comments were invited
Q: 5.
Reasons from the less than 20% response group
39

My supervisor is not positive towards me.
NB. Dr Kar said Plan needs to empower its staff in order to empower people in
communities.
The evaluation ended here and then Ato Amsalu Nigussie, RESA WATSAN Advisor
gave few closing remarks.
Finally, closing remarks, words of thanks, and commitments were made by
Plan, the trainer and the trainees.
The Awassa CLTS training workshop ended on February 24, 2007 at 7.30
PM in the evening.
What could be done during follow-up of CLTS?
Often it is noticed that the same old practices are being done during the
follow up of CLTS. Hardly any change in the IEC material or in the mode of
delivery of messages is noticed. Old top down prescription in IEC are not in
line with the CLTS approach. New scripts and stories with a different mode
of delivery need to be designed. The following actions are being suggested
to ensure sustained follow up:
1. Immediate follow up visits by the core team of facilitators of the
district to CLTS triggered villages
2. Review the social map with all members of the community on a
weekly basis, recognize those stopped OD
3. Appreciate/ encourage the children to conduct processions with
slogans
4. Arrange live demonstrations of low cost simple pit latrines in village
by NLs
5. Demonstrate low cost sanitation hardware and other technology
options available in the market (provide contacts & sources) only after
behavior change is being initiated
6. Identify Natural Leaders and make inventory at district level
(Categorize them ‘A’ ‘B’ ‘C’)
7. Look for, encourage and support women natural leaders
40
8. Look for diversity in ‘toilet designs’, ‘local monitoring methods’,
‘locally innovated funding methods’, ‘informal ways of scaling up and
spread’, local collective action beyond CLTS, e.g. garbage cleaning,
drainage etc.
All triggers of CLTS don’t produce same flash
1. MATCHBOX IN A GAS STATION Where the entire community is
fully ignited and all are prepared to start local action immediately to
stop open defecation
2. PROMISING FLAMES where a majority has agreed but a good
number are still not decided
3. SCATTERED SPARKS where the majority of the people are not
decided (and there are many fence-sitters) to initiate collective action,
and only a few have started thinking about going ahead
4. DAMP MATCHBOX, where the entire community is not at all
interested to initiate any local action to stop open defecation.
Conducive Institutional Environment and arrangements
1. Monitor and facilitate existing or emergent, informal sub-community
groups
2. Formation of ‘Core Team’ at the district level for regular monitoring
and scaling up of CLTS
3. Adequate freedom and flexible funding may be ensured to enhance
community facilitation and spread
4. Build linkages with local communities, local government
representatives and government and traders/markets
5. All seniors in government and NGOs should handover the stick to the
lower level and empower all actors
6. Identify officials who have strongly demonstrated examples of
attitude behavior changes leading to real community empowerment.
Appreciate, encourage, invite them to most mass gatherings and
district and state level meeting for sharing their experiences with
others.
7. Identify headmasters/teachers of schools who are willing to work with
the children and students to ensure that there was none in the school
who defecates in the open either during school or at home. Publicize
and recognize such schools as the first ODF School in the district.
Arrange substantial reward for these schools. Felicitate and honor the
41
teachers of these schools. Arrange study visit of other schools to ODF
schools.
Possible shifts in monitoring indicators
Hints and tips on the possible shifts in monitoring indicators were given to
workshop participants in both the states. It has been suggested to thoroughly
check the sanitation profile of a village before declaring it as ODF. These
evaluations must not be done by outside agencies alone. Members of village
communities from other ODF villages should be invited to join in the
evaluation teams as evaluators. Members of village local body and Natural
Leaders from neighboring villages should also be involved in the process.
Success determined by
Emphasis given on
Monitoring mostly done by
Norms and criteria of
monitoring defined by
Toilet models
Cost of toilets
Chances of sustenance of
institutional structures
Spread and scaling up
Community cooperation
Innovations in financing,
monitoring, rewards and
penalty set by
Usage and sustainability of
structures created
Present Monitoring
Criteria
Number of toilets built
Monitoring for CLTS
Low and transient
High and semi permanent
Number of ODF hamlets
and villages
Infrastructure
Emergence of Natural
Leaders from CLTS
Outsiders
Communities and insiders
Outsiders and
By insiders and local
externally designed
communities who sets
projects
penalty and rewards
Few and as prescribed
Many and locally
by outsiders
innovated designs
High and fixed standard Low and variable
Low; till the externally
High; and are being
controlled projects
maintained by the Natural
continue
Leaders emerging in each
village
Slow and depends
Spontaneous and by the
largely on external
Natural Leaders
agencies
Very low; often
High and in abundance,
community divides on
better off helps the poor in
the issue of subsidy
villages
As prescribed by
Mostly locally innovated
outsiders
and community designed
42
Is your strategy right and in line with the spirit of
community led total sanitation approach?
The following tips could be useful to check whether the strategies are on the
right track:
 Is your strategy capable of moving from a few villages to entire
district/larger area (e.g. from AP to GP series)? Ideally the spread
under CLTS approach should be much faster as compared to
externally driven sanitation improvement programmes.
 Are you facilitating to create social structures where the communities
are in the driving seat being supported, helped and guided by the
others, experts?
 Is your strategy an ‘output’ or ‘outcome’ orientated approach?
Outputs are number of latrines built etc. and outcome could be
sustained behaviour change or total elimination of open defecation.
 Have you been able to create an institutional frame work with
dedicated special teams at the district, block, village and Community
level?
 Is it promoting hard ware sanitation subsidy or it is dependent on
some kind of reward from outsiders?
 Is implementation of the strategy heavily dependent on government
officials and cells/structures?
 To what extent the elected people’s representatives and community
are involved in the entire process of planning and implementation?
 Is there a clearly defined system of involving the emerging Natural
Leaders and using them as community consultants? Are they involved
as token or equal partners of scaling up of CLTS?
 Are the local NGOs, CBOs who are supposed to create demand, are
looked down as contractors of the government or are committed and
empowered?
 Is their provision for adequate training and capacity building at all
levels?
 Are the members of the core teams are clear about the specific steps to
be taken as follow up after triggering of CLTS?
 Is the five day TOT on CLTS enough for the district? Does the
strategy have any scope for further capacity building or follow up on
CLTS?
43
 To what extent your strategy follows the same old style and activities
in developing IEC materials like instructive posters, handouts etc
those used to be produced before introduction of CLTS?
 Do you have the details of all CLTS trained people of your district/PU?
What are they doing? Did all of them conduct CLTS training,
Triggering in their own villages after CLTS training? Who didn’t do
any thing?
 How many CLTS trainers of your district emerged as champions and
are requested by other villagers to visit them as resource person?
 How many times you invited them to participate in district, PU level
meetings with senior government officials? Did they participate as a
token?
 How many non-conventional monitoring indicators emerged from
community led total sanitation approach in your district? Example;
income of village quacks dropped drastically, sharp drop in number of
referral cases to subdivision hospitals or admission in block HC, sharp
increase in sale of sanitary hardware in local shops.
 How the children participate in daily monitoring of campaign against
Open Defecation?
 How many indicators of your monitoring are quantitative and how
many qualitative??
 At what stage your district is introducing/ dictating sanitation
technologies? Are you bringing it before the desired behavioral
change?
 Are you providing a ‘basket of choices’ of technologies or imposing
outsider’s ideas on technology? Are we empowering ‘community
engineers’
 Are we serious about ‘technology assessment’ and ‘technology
refinement’ or straight away prescribing technology?
 Are we sure that our rural communities are moving up along the
“Sanitation ladder”? What steps in the ladder of toilet improvement
are being followed? Are we expecting the communities to climb on
the top the sanitation ladder in one jump?
44
45
Recommendations
The five day workshop on CLTS ended with a high degree of excitement,
interest and enthusiasm amongst the participants. The last day of the
workshop (National Workshop in Hotel Hilton, Addis Ababa) was
dominated by enthusiastic presentations by the CLTS triggered communities
from Awaasa area who were invited to participate. Based on different
discussions, decisions, suggestions and overall outcome of the workshop the
following recommendations are being made:
At the community level
1. I would suggest ensuring immediate follow up to all the seven villages
where CLTS have been triggered by the four groups of workshop
participants. It is essential to extend support to develop all these
communities as open defecation free, which could be used as show
cases CLTS village.
2. Once declared ODF by the respective communities, it would be
essential to arrange a joint evaluation of the status with selected
members of neighboring communities, local NGOs, officials from the
respective government departments and local elected people’s
representatives. The evaluating members of the communities should
be given ample freedom to use their own evaluation criteria. They
might use very interesting criteria to evaluate one ODF village using
their innovated methodology. These should be encouraged.
3. Once a community passes the joint evaluation, a board stating the
ODF status of the village may be put up at the entry of the village for
others to see and take message home. The contents of the board must
be decided by the respective communities themselves.
4. As soon as these villages declare themselves as ODF it is essential to
arrange big celebrations for the occasion where representatives from
at lest 5-10 neighboring communities could/should be invited to
participate to know and learn about their neighbouring community’s
collective strength. In such celebrations, lead roles should be given to
the Natural Leaders emerged from the CLTS campaign in that village.
Outsiders shouldn’t take lead but work from the back seat and
46
continuously empower the NLs to come up front. The NLs and the
community must be encouraged to speak about the process of
implementation of CLTS and how do they describe ‘Open Defecation
Free’. What does it mean by ODF according to community’s
perception? Before CLTS what was the condition in that particular
village and how does it differ from that now? These celebration
meetings must be organized in innovative ways to allow extensive
discussions between the CLTS community and the non ODF village
communities so that the underlined message of collective behaviour
change is clearly understood by all invited there.
5. It is likely that some members of the invited communities might be
interested to clean up their own villages using CLTS approach. If they
show interest to learn the techniques of triggering CLTS in their
respective villages, it would be essential to build linkages between the
two communities where the NLs could play a very important role as
Community Consultants. Initial help should be extended so that the
NLs from the ODF villages could visit and trigger CLTS and help
their neighbours in achieving ODF status and train them the way.
Arrangements may be made for basic logistics and transport if
required. Plan field staff should work with the NLs in early triggering
exercises of CLTS in other villages and help them in facilitation.
Gradually some NLs would come up as champions of spread and
scaling up. The idea is to promote the extension process of
“Community Led Total Sanitation” through “Community Led Scaling
up” and not an outside institution led scaling up of CLTS. Outside
agencies could take the facilitative and local empowerment role.
At the national level
6. A core team of CLTS facilitators need to be developed at the national
level from amongst the promising staff of Plan Ethiopia, Water Aid,
and other agencies who participated in the CLTS workshop. Many
others could also emerge from the process of implementation of CLTS
in different Peogramme Units in the coming months.
7. Support to the field facilitators (CDFs of Plan) must be ensured by the
respective Programme Unit Managers and from the national level. As
not more than one PUM had participated in the CLTS training
workshop, it might be difficult for those PUMs to allow the field staff
47
to do different things in their rural sanitation work. As this approach is
totally different from the traditional approach, the field staff would
need a great deal of flexibility and support to try it out in their
respective Programme Units. They must be allowed to commit
mistake and learn from their mistakes. I would therefore request the
senior management of Plan Ethiopia to arrange visits for those PUMs
(who couldn’t participate in the CLTS workshop) to ODF villages and
allow face to face interaction with the successful communities, the
field staff and the PU Manager who had participated in the workshop.
8. At the national level all the WATSAN Advisors of Plan countries in
East, Southern and Northern Africa who are interested in using CLTS
approach in sanitation, should try to look beyond the Plan’s areas of
operation and take the approach beyond Plan’s programme
intervention areas. As far as I understood, in terms of scaling up of
sanitation, Plan personnel are thinking to cover a few more Kabales in
addition to those where they have been working. In fact the scaling up
plan is restricted within Plan’s working area only. It seems there is no
systematic strategy to scale up sanitation activities beyond Plans
working areas. Once the success of CLTS is known, it is likely that
many agencies including the government departments would be
interested to participate in the total sanitation campaign led by the
local communities. At that stage Plan could play a leading role in
facilitating the process of institutionalization of CLTS approach
amongst the interested institutions and agencies in Ethiopia. The
chances of faster spread and the pace of scaling up might be reduced
if Plan doesn’t strategize for a wider sanitation coverage involving all
interested agencies in sanitation in Ethiopia. I would suggest Plan UK
to extend support and think in terms of scaling it up to the entire
country.
9. I would suggest Plan Ethiopia to arrange a review workshop for 2-3
days in Awaasa sometime in July/August. All the Ethiopian
participants of this workshop and those practicing/implanting in other
PUs and a few selected Natural Leaders may be invited in that
workshop. Joint visit to ODF villages, review of implementation
strategies, and discussions on problems faced and the way forward
may be discussed extensively. Such experience sharing workshop
48
would further strengthen the capacity and would be useful in
clarifying many doubts amongst the field facilitators. I might visit
Ethiopia in July 07 and if possible I will try to visit some of the CLTS
villages.
Regional Level
I would suggest Plan to develop an interactive methodology for
improving the community hygiene issues alongside CLTS. True
CLTS doesn’t stop at achieving ODF status, but goes on further in
sustained improvement in hygiene behaviour. As the implementation
process of CLTS moves on and the community learns to stop all the
fecal-oral contamination routs, it would be essential to initiate a
Community Led Hygiene Behavior Change campaign drawing
experiences from the different countries. Hygiene behavior changes
like hand washing with soap, safe drinking water etc become easier
once the community achieve success in CLTS. Experience from
Indonesia in this regard has been remarkable. Conscious efforts must
be initiated along side introduction of CLTS.
10.It is strongly suggested to arrange orientation workshops and training
on CLTS for the CDs, PSMs and selected PUMs from different Plan
countries in East and Southern Africa. It became very clear from the
deliberations of the WATSAN Advisors meeting in Addis Ababa that
it is often much harder to persuade any new idea in Plan unless the
CD, PSM or the PUMs are not on board. Furthermore Plan is more
concerned about spending the budget allocation which is often quite
substantial and huge with more emphasis on hardware. While it is
easy to spend fast through construction of sanitation infrastructure, the
fear of WATSAN advisors was that CLTS might slow down the
burning rate (speed of spending). This is not necessarily a correct
assumption always. In CLTS it is said that spend less initially to spend
more latter. In fact expenditure on sustainable behaviour change paves
the way for much greater demand for sanitary hardware later. Whether
the hardware is supplied by the private sector on cost or it comes as
free/ subsidy from any development agency is a different question. In
most cases when the community decides to stop open defecation, a
great deal of social solidarity builds up and the better off of the village
helps the poor to construct toilets and stop open defecation.
49
11. It became very clear from the presentations of seven country plans
and activities on CLTS by the respective WATSAN advisors that
most of the proposed activities were more or less the same as was
done before. Although a new empowerment approach was adopted
most activities planned were traditional and stereo type. A serious
discussion followed on this. RPSM raised the important question
whether we were going to do the business as usual or prepared to do
things differently?
Many suggestions emerged as to how a lot could be done differently
keeping in mind the major elements of “community empowerment”,
“Community Led”, “Total coverage rather than partial” and “Wider
coverage.” The following suggestions were given to the group
members:
 Producing IEC materials in many different ways and not
following the same old style. Powerful and great ideas could
emerge through consultation with the NLs from ODF villages.
 Taking other Programme Advisors of Plan in to confidence and
explaining them as to how CLTS could be a good entry point
strategy to ensure community participation in areas other than
sanitation. E.g. ‘Education programme’ ‘Health programme’,
‘Livelihoods security’ and so on. This way it would be
important to take their support and involve the PU staff and
Managers in the scaling up of CLTS which guarantees local
participation and enhances the efficiency of any programme
implemented by Plan.
 It has been suggested to the WATSAN Advisors to develop a
band of 50 to 100 Natural Leaders/ Community Consultants
from at least 20-30 villages in the next six months who could be
the agents of change, spread and scaling up in their respective
countries. This way the front line field staff (COs) would be
able to tackle the difficulties associated with working alone in
the field of sanitation and water supply. CLTS demands group
work at the initial stage (at least 2-3 people). The COs would be
able to make progress in transforming villages in to ODF from
Arithmetic Progression (AP) series to Geometric Progression
(GP) series and scale up sanitation much faster.
50
 Promote, advertise and appreciate the good work of emerging
NLs their achievements in creating totally ODF villages and
setting examples.
Training and capacity building of Plan staff of RESA countries
13. As discussed after the workshop in Addis Ababa, I would strongly
recommend Plan RESA to arrange at least three more ‘hands-on’ training
workshops on CLTS for the field staff and the Programme Unit Managers of
Plan countries with larger sanitation programmes. It was decided agreed that
a training workshop for Plan Kenya and Plan Zambia or Plan Malawi would
be organized within the next few months (tentatively in May or June 07). I
would also suggest that CLTS facilitators from Tanzania and Ethiopia be
invited as resource persons in these training workshops. I would suggest that
all the east African Plan countries soon develop show cases of CLTS
villages in all of their PUs as soon as possible. Once a few example villages
are developed, it would be much easier to scale up the approach from there.
14. I would like to recommend that Plan RESA organize at least two
exchange visits of field staff, PU Managers and PSMs from the predicating
countries to India/ Bangladesh or Indonesia. Such exposure visits would
certainly widen the horizon of the CLTS practitioners and would build
confidence.
Regional resources facilitators
15. As I have already suggested, it would be extremely useful rather
essential to form a team of Regional Resource Facilitators on CLTS in
Africa. This team could be formed by drawing people from all the eight
countries in Africa who had participated in Tanzania and Ethiopia CLTS
workshops and have started implementation in their respective countries. I
have already identified a few potential people from the two workshops. I
would suggest that the team be formed during the next follow up
meeting/workshop on CLTS. If the plan for training in Kenya and Zambia/
Zimbabwe is followed up as discussed, it would be essential to bring those
potential trainers/ resource persons and run a special Training of Trainer’s
Course for the CLTS trainers.
51
16. I had also suggested recruiting a regional Coordinator for CLTS to be
based in Nairobi/ Johannesburg or elsewhere who would extend constant
support to the Regional Training and Resource team. If Plan wishes to
emerge as leader in Community Led Total Sanitation in Africa (which is
quite possible) and take lead in transforming the sanitation scenario, a lot of
supportive activities need to be initiated along with the introduction of CLTS
in Africa. The role of the Coordinator would be very crucial in this respect.
As I have seen Plan countries begin CLTS with lots of excitements but tend
to fall back to old/ traditional approach gradually. Why that happens is
understandable. In fact pressure of spending always pushes the project
people towards hardware subsidy and construction of nice infrastructure.
When one travels from La Paz, the capital city of Bolivia towards Lake
Titicaca in the north, one would see the entire rural landscape dotted with
nice toilets constructed by Plan with big Plan logo painted on them. They all
look alike and clearly exhibit outside intervention as they don’t always fit
with the existing local rural infrastructure scenario.
The point I would like to mention is that if an efficient/talented Coordinator
is put in place, perhaps it would be possible to carry out some kind of action
research to find out ways of ensuring larger spending with no-subsidy-CLTS
as an entry point. This could benefit many agencies who often mistake
CLTS approach as ‘Neo-Liberal’ /anti poor. It would be great if Plan RESA
take an initiative in breaking this misconception of CLTS approach.
CLTS literature/training materials in local language
17. I had discussed the possibility of Plan UK’s support in printing and
production of training materials and literature on CLTS with Mr. Samir Shah
of Plan UK. Mr. Shah visited Addis Ababa and attended the National
Workshop on CLTS followed by WATSAN Advisors net work meeting. In
fact on my request, IDS Sussex, UK had sent about 50 copies of the
Working Paper 257 and Guidelines for triggering CLTS to Plan Tanzania,
which were distributed to workshop participants. Due to shortage of copies
only one set of the WP-257 and Working Guidelines were given to each
country representative. All the participants couldn’t get one copy each.
Some copies were also distributed to selected participants in Awassa
workshop. Although there is a high demand for the literature on CLTS, due
to shortage of funding more copies of the WP-257 and Guidelines couldn’t
be printed.
I had suggested Mr. Shah to look in to the possibility of funding for printing
thousand copies of the WP-257, CLTS Guidelines and one especial Working
52
Paper based on the emerging experience of CLTS from Plan Africa countries.
These papers could jointly be publications by Plan UK and the Institute of
Development Studies, Sussex, UK. As a visiting Fellow of IDS I am
associated with the IDS –CLTS Research. I might be visiting IDS in May for
a couple of weeks and will be working on CLTS research. During this time I
will try to update the CLTS guidelines and write recent advances and
experiences on CLTS including Africa. I would like to request Plan UK to
explore the possibility of funding RESA to document, distill and distribute
the emerging experiences on CLTS in Africa.
On request, I have collected the cost of reprint of WP-257 from IDS which
are as follows:
Prices below for WP 257 re-print.
50 copies = £125
500 copies = £1250
1000 copies = £2500
CLTS guidelines
50 copies = £50
500 copies = £500
1000 copies = £1000
Any queries please let me know.
Gary Edwards,
Sales and Marketing Assistant, IDS Communications
Direct Line + 44 (0) 1273 678269
Web: www.ids.ac.uk
Suggestion of monitoring setup
18. It is extremely important to monitor the quality of spread and scaling up
of CLTS. In most cases CLTS started with very high quality participation
and truly community led. But as it moved on things started deteriorating
especially the implementing agencies started compromising with quality for
faster spending of budget. In some countries ‘subsidized’- ‘top down’ WES
programmes were implemented, and were also called CLTS, which
increased confusion. Again in some other countries CLTS attracted lot of
donor interest and received funding which killed the spirit of CLTS. As a
result many villages are being declared as ODF which in reality are not.
Setting up of proper monitoring arrangement right from the beginning would
be essential in guarding against such quality deterioration.
53
I would also suggest engaging a central team (periodically drawn from the
RESA countries) to assess and document the emerging lessons and
innovations on CLTS at the community level from the RESA countries of
Plan. These should include: a) Low cost technological innovations of toilet
models, b) Community’s style of triggering and facilitation, c) Community
innovated reward and penalty for not obeying collective norms developed by
the respective communities d) Innovative financial/savings mechanisms if
any of the communities in solving the problems of cash availability for toilet
construction, e) Evolving mechanisms of the local leadership and the NLs in
spread and scaling up of CLTS in neighboring areas and many more. Such
documentation of new learning would not only strengthen the community
led total sanitation approach but would be very useful for many other
countries in Africa. Many international institutions and donor agencies who
have adopted CLTS approach in some country or the other are still grappling
with the problem of subsidized traditional approach to sanitation. Strong
experiences from the community level would be useful in achieving a
conceptual clarity for all.
Sources of global information on CLTS
19. I would also like to suggest that the following web-links for further
information on CLTS may please be forwarded to all the participants of Dar
es Salaam and Awassa workshops.
CLTS website: http://www.livelihoods.org/hot_topics/CLTS.html
contains the following types of resources:
which
 Introduction to CLTS: Summary introduction plus links to key
background documents and “how to” guides
 CLTS lessons from around the world: Highlights, challenges and
reports of CLTS in practice organised by country or region.
 Other papers on CLTS: Further general reading on CLTS in theory
and in practice.
 News and events: Highlighting conferences, meetings, funding
opportunities, and other news relating to CLTS
 Organisations: Links to relevant organisations that are documenting
their experiences with CLTS
54
Recommendation on resource mobilization for CLTS
20. As already discussed with Dr. Khairul Islam, Mr. Amsalu, and Mr.
Samir Shah of Plan UK, I would like to request RESA to plan a meeting
with some of the interested donors like DFID, Irish Aid, Plan Netherlands,
Plan UK and a few interested Country Directors of Plan countries in Africa
in London sometime in May to discuss and explore possibilities of funding
Plan RESA and Plan countries of East, Southern and Central Africa for
regional capacity building, introduction and scaling up of CLTS. It was
DFID who funded scaling up of CLTS for the first time in Bangladesh with
17.5 Million Pounds. Poverty in Africa is the present focus of DFID.
Ethiopia and East African countries are also priority countries of Irish Aid. I
think there would possibly be great deal of interest amongst the donors to
support CLTS in Africa especially when there is so much pressure in
achieving MDG goals and the CLTS approach is doing so well in Asia.
If required I can start informal dialogue with some of the senior people I
know in DFID London and In Irish Aid in Dublin and request them to
participate in ‘Sanitation in Africa’ discussion organised by Plan
International and Plan RESA Africa. I could also participate, present and
explain the need to support CLTS in Africa.
We could also seek suggestions from Dr. Niras Rose of Plan UK. I already
have had some discussion with Niras and have informed her on these
emerging issues.
55
List of Participants of the Workshop
Name of Organisation
Name of Participant
Position
Telephone #
Plan RESA
Amsalu Nigussie
Regional WATSAN Advisor
Consultant
Dr. Kamal Kar
Consultant
Egypt
Dr. Mohammed Ismail
WATSAN Advisor
Robert Njoroge
WATSAN Advisor
Malawi
WATSAN Advisor
Sudan
Joseph Phiri
ELNIMIERI ALI AHMED
FADALLA
Tanzania
Francis Mtitu
WATSAN Advisor
Uganda
Phoebe Kasoga
WATSAN Advisor
Zambia
Byman Hamududu
WATSAN Advisor
Zimbabwe
Nigel Murimiradzomba
WATSAN Advisor
Plan Ethiopia Country Office
Dr. Tezera Fisseha
PSM
Dr. Dawit Belew
Martha Wood
Health Advisor
Reproductive Health Technical
Advisor
Cherkos Teferra
WATSAN Advisor
Atnafe Beyene
Sr. Research Coordinator
Matebu Tadesse
Communication & Admin. Off.
Teweldeberhan Girma
Daniel Brook
Plan Ethiopia Lalibela PU
Plan Ethiopia Jimma PU
Mobile #
e:mail
amsalu.negussie@plan-international.org
kamal.kar@vsnl.com,
kamalkar@yahoo.com
2010233400
254 20
3870216
Kenya
Plan Ethiopia Shebedino PU
FAX #
mohammed.ismail@plan-international.org
254 722
349903
robert.njoroge@plan-international.org
265 1770699
249
611822316
255 713
494916
256 772
523434
265 8323239
249 122
651550
260 96436799
263
091314305
Research and Evaluation Adv.
260 1260074
263
04791601-4
11467017582
11467017583
11467017584
11467017585
11467017586
11467017587
11467017588
PUM
046 226 0389
Seyoum Getachew
Research Officer
046 226 0389
911142495
seyoumgetz@yahoo.com
Dawit Bekele
Program Officer – WATSAN
046 226 0389
916828958
dawitbkt@yahoo.com
Yalew Tizazu
Program Officer – WATSAN
333360007
Yirga Ewenetu
Program Officer – Health
333360007
Worku Nigussa
CDW
Program Unit Manager
047 112 2444
56
joseph.phiri@plan-international.org
nimeri.ali@plan-international.org
francis.mtitu@plan-international.org
phoebe.kasoga@plan-international.org
114161542
byman.hamududu@plan-international.org
murimira@yahoo.co.uk
tezera.fisseha@plan-international.org
114161542
911405553
dawit.belew@plan-international.org
114161542
911939081
mwoodid@yahoo.com
114161542
114161542
cherkos.teferra@plan-international.org
911123144
atnafe.beyene@plan-international.org
916826374
matebu.tadesse@plan-international.org
teweldeberhan.girma@planinternational.org
114161542
114161542
daniel.brook@plan-international.org
ytizazu@yahoo.com
yirga_ewntu@yahoo.com
911763243
worku1980@yahoo.com
Yamrot Fekadu
CDW
48 112 2444
Water Action
Girma Hailu
Health & Comm. Dv't Div. Mgr
116518939
Water Action - Shebedino PO
Ashebir Dejene
Health & Sanitation Jr. PO
Water Action - Shebedino PO
Abyot Fisseha
Health & Sanitation Jr. PO
116515875
C/O
462260142
C/O
462260142
Telephone #
Fax #
Name of Organisation
Name of Participant
Position
Health Officer
917823332
471121993
911123693
Mobile #
Kersa Woreda Health Desk
Tiro Afeta Wooreda Health
Desk
Gizework Kassahun
Kersa Woreda Water Desk
Reshida Abadiga
Water Qulity Controll
Tiro Afeta Wored Water Desk
Shebedino Woreda Admin
Office
Shebedino Woreda Health
Office
Amin Abass
Head Water Desk
473320211
917807529
Musse Duressa
Head Admin Office
462260021
916580299
Getnet Kassa
Health Officer
462260343
911805749
Shebedino Woreda Water Dept.
Getachew Demisse
Sanitation Officer
462260454
Sidama Zone Health Bureau
Paulos Markos
Sanitation Officer
462206337
SNNPRS Health Bureau
Demissie Bubamo
Department Head
462205950
462205972
912050659
Oromia Health Bureau
Gedamo Bushan
Department Head
115510808
115533629
911788345
Lasta Woreda Health Office
Kasse Chekole
Head
333360292
333360004
911543478
Amhara Region Health Bureau
Yimenu Adane
Team Leader
582200991
Water Aid
Kuribachew Mamo
Hygen & Sanitation Officer
114661681
Intermon Oxfam
Hussien Hassen
Water Program Officer
116610045
Translator
Genene Kawisso
Sub-sahara co.plc
Translator
Melese Kada
Water Bureau
Hawassa University
Biruk Desalegn
Head, Department of EH
Hawassa University
Negasse Dibissa
Lecturer- Environmental Health
911093551
Shbedino PU
Abebe Alemu
CDW
916833107
Shbedino PU
Alemayehu Awoke
CDW
waction@yahoo.com
e:mail
911852507
Sr. Abiyot Aberra
917807412
917820077
462212472
462214703
57
912065854
demissie_tuke@yahoo.com
918700228
yimenu13@yahoo.com
911419044
kurimamo200@yahoo.com
116615578
husitmox@ethionet.et
916825295
genene90@yahoo.com
911755176
messelechora2000@yahoo.com
911422660
biruk471@yahoo.com
abalemu02@yahoo.com