Dear all,
This is a discussion that I have been following in the hope of reading something that may enlighten me further. I know of the theory and philosophy behind CLTS and on paper it certainly does seem to be very empowering and simply serves to facilitate and help communities kick-start their own sanitation processes. I have no experience at all with CLTS in Asia, but am aware of CLTS as it has been “rolled-out” in some African countries, and of the contradictions between this up-scaled, roll-out of CLTS and the community insider’s programme it is often presented as being.
I am not questioning here the effectiveness of CLTS in an African context (although an early comparative study from WaterAid looking at Nigeria, Nepal and Bangladesh and anecdotal evidence from Benin do raise questions on how long-lasting the results after triggering really are). Instead I’d like to just point out the nature of this roll-out, which may itself undermine the chances for a large-scale, lasting impact in reducing OD in Sub-Saharan Africa.
Rather than being a “spontaneous spread”, I would suggest that the inclusion of CLTS in national sanitation strategies is not so much a result of the success of the approach on the ground but a combination of major donor pressure (UNICEF in particular are huge promoters of CLTS, and according to their web-site are supporting CLTS interventions in 29 of the 55 or so countries in Africa) and the extremely attractive - from a government and funders perspective - “no subsidy” approach.
The sanitation sector is notoriously underfunded in Sub-Saharan Africa and most governments are at a loss as to how to deal with it, so if a major donor or group of donors do make money available to improve national strategies etc. then these donors do have an inordinately large influence on the content of that strategy. If a major donor is promoting CLTS across the continent, then this is what they want to see in the national strategies. And this is what we do see. The budgets required are generally to cover the whole “facilitating” process, and not the infrastructure itself, which from a government perspective is a nice little get out clause - “we only help the people realise what’s going on - what happens next is up to them”.
The upshot of all this is that we have centrally trained facilitators, spreading an approach from the centre out (or top down if you want to look at it like that) trying to instigate what Kamal Kar says should be a community insider’s programme. In my opinion this could become very messy and it is a very, very fine line indeed between an empowering community led analysis of the walk of shame in a village and a humiliating one led from the outside as part of the national strategy. Added to this, is the time pressure government departments and services will have (due to funders budget lines) and the elegant, patient open ended facilitation that may be needed just will not happen. Results will have to be achieved come what may.
This is further complicated by the “no technology promotion” mantra - which in itself may seem sensible, but in the absence of local technical competence simply leaves communities hanging in the unknown - or rather, shitting into a hole. How many holes will be filled with shit before communities and households have access to appropriate support and sanitation choices?
All that simply on the initial “roll-out” of CLTS. Now as we know, CLTS is only a means to an end, and that end is stopping OD and getting households on to any rung of the sanitation ladder - the question of “what next?” is still a huge unknown.
So in conclusion I’d just like to summarise by saying that in my experience, contrary to its very philosophy of being a community based programme, CLTS in Africa is often donor driven through central government, on a relatively tight time schedule, offering no technological support to poor households other than dig a hole. It’s a short term solution that is better than OD, I’m sure, but how long can the implementation of the approach in this form be expected to last?
All the best,
Patrick
Patrick Bracken
Water and Sanitation Expert
AHT GROUP AG
Management & Engineering
D-45128 Essen, Huyssenallee 66-68
Germany
Phone +49 201 2016-238
Fax +49 201 2016-226
Web
www.aht-group.com
Managing Director: Dr. Hubertus Schneider
Chairman of Supervisory Board: Gerardus van Wissen
Corporate Seat: Essen
County Court: Essen HR B 14397