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Community-Led Total Sanitation in Haiti: Findings from an Implementation Case Study

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Community-Led Total Sanitation in Haiti: Findings from an Implementation Case Study Community-led Total Sanitation in Haiti: Findings from an Implementation Case Study LEARNING BRIEF • JANUARY 2016 Purpose Key Findings This learning brief shares key findings from a case study of community-led total sanitation (CLTS) implementation in Plan International Haiti program areas, focusing on the roles and responsibilities of local actors. Several implications are relevant for consideration by Plan International Haiti and other sanitation practitioners. The brief is part of the CLTS Learning Series, a collection of case studies on CLTS implementation, prepared by The Water Institute at the University of North Carolina at Chapel Hill as part of the Plan In- ternational USA project, Testing CLTS Approaches for Scalability (TCAS). Methods Men Digging Pit Latrine for an Elderly Couple Photo by Vidya Venkataramanan In June 2014, a researcher from The Water Institute collected data in the South-East and West Departments*, including the capital city of Port-au-Prince. Data collection consisted of 20 in-depth inter- 1. Government capacity to implement CLTS in Haiti re- views with government and non-government stakeholders, visits mains weak, and greater coordination is needed be- to seven triggered communities across both departments, and a tween ministries and INGOs. Plan International Haiti review of relevant organizational documents and national reports. and their INGO partners can help the government by organizing trainings and providing trained facilitators. Role of Local Actors 2. Program outcomes thus far indicate that CLTS needs Plan International Haiti first began implementing CLTS in 2011 to be better targeted towards appropriate commu- and serves as one of the main actors involved in the activities nities. Baseline assessments can help to determine presented in this report. At the national level, representatives from which communities may be more receptive to the Plan International Haiti coordinate activities with the Direction Na- CLTS message. tionale de l’Eau Potable et de l’Assainissement (National Directorate of Drinking Water and Sanitation, or DINEPA), the Ministère de la Santé Publique et de la Population (Ministry of Public Health and 3. Plan International Haiti’s CLTS projects had strong en- Population, or MSPP), and other international non-governmental gagement with village-level actors, especially natural organizations (INGOs) through monthly meetings. At the depart- leaders. This approach keeps communities engaged ment level, Plan International Haiti works through Program Units and can empower natural leaders to influence behavior (PUs) and recruits a team of facilitators for all aspects of the CLTS change in their communities. process. There was minimal local government participation in CLTS activities at the time of this study. Figure 1 further illustrates the 4. Financing and affordability of sanitation hardware role of Plan International Haiti’s CLTS activities. remains a significant challenge. Plan International Haiti can help build the supply chain by exploring supply-side interventions, including sanitation mar- *Departments (départements in French) are first‐level administrative keting activities, financing/payment plans, and self- sub‐divisions. help mechanisms. Figure 1. Lead Roles in Plan International Haiti’s CLTS Programs, 2014 Planning Pre-Triggering Post-Triggering Policy and Guidance Community Visits Data Collection and Follow-up National Government: DINEPA Plan International Haiti Plan International Hairi Plan International Haiti Triggering ODF Verification, Declaration and Technical Support Financing Facilitation Plan International Haiti Plan International Haiti Plan International Haiti Local Actors: National Teachers Local Actors: (CLTS committes); community hygiene clubs Community Selection Community hygiene clubs Plan International Haiti This diagram reflects CLTS roles and responsibilities described by research participants and outlined in CLTS policy and guidelines. The diagram does not represent the relationship among institutions and actors, nor suggest these arrangements are consistently applied, as the extent Facilitator Training to which institutions and actors carry out their roles depends upon available resources and the context of a specific project. Furthermore, these actors play lead roles in CLTS but may not be Plan International Haiti the only actors involved in a particular CLTS stage or activity. CLTS Progress Haiti, UNICEF, and DINEPA also produced a facilitator’s guide titled Approche Communautaire pour l’Assainissement Total Table 1 highlights the most recent data obtained from Plan (Community Approach for Total Sanitation, or ACAT), which International Haiti’s CLTS projects. UNICEF and the Plan Na- closely resembles CLTS methods. However, it is unclear tional Offices of Ireland (INO), Germany (GNO), and Japan how ACAT will be incorporated into the national strategy. In (JNO) provided funding for CLTS activities described in this addition, DINEPA and MSPP, with the help of INGOs, are also study. In the UNICEF/INO-funded project, 20% of households trying to rebuild the local health infrastructure by recruiting that started building latrines after triggering completed their and training 10,000 multipurpose community health agents latrines. In the JNO-funded project, staff estimated they had (MCHAs) to trigger communities. However, there is currently reached 3,588 households across six communities, aiming no pool of master trainers available to meet the demands of for at least 10% of households to construct or rehabilitate training these MCHAs. latrines. Data on baseline latrine coverage and the size of triggered communities were not available, which makes it Despite growing government recognition and planning difficult to assess progress in communities after triggering. around sanitation, documents and interviews with govern- ment officials revealed significant obstacles, including poor Key Findings coordination between INGOs and government institutions and limited access to low-cost sanitation technologies. Finding 1: Government capacity to implement CLTS in Haiti remains weak, Finding 2: Program outcomes thus far and greater coordination is needed indicate that the scope for CLTS in between ministries and INGOs. Haiti needs to be well-defined. At the time of this study, a national sanitation strategy had In three CLTS projects across 83 communities, Plan Interna- been drafted but not yet finalized. The strategy does not tional Haiti has not yet been successful in converting com- allow for household toilet subsidies and emphasizes the munities to open defecation free (ODF) status. One important enforcement of existing laws, provision of public services, note here is that ODF achievement is not the ultimate aim and sensitization on household sanitation. Plan International of CLTS activities in Haiti; instead, the project focuses on 2 LEARNING BRIEF • JANUARY 2016 Table 1. Outcomes of Plan International Haiti’s CLTS projects, 2015 Project UNICEF/INO-funded project GNO-funded project JNO-funded project 1 2010-2012 2011-2012 2013-2017 Department South-East North-East West South-East No. of communities triggered 30 31 16 6 Total no. of households (HH) NA NA NA 3,588 No. of HH that started building latrines 574 495 NA NA No. of new latrines constructed 48 157 NA 95 No. of latrines rehabilitated NA NA NA 280 No. (%) communities declared ODF 2 3 (10%) 2 (6%) 2 (13%) 0 (0%) No. of vulnerable HH 3 40 40 NA NA Source: Plan International Haiti 2012; Hayashi 2015 1 Sixteen communities planned in total, including in the West Department in 2016-2017. 2 Based on community declaration, but not officially verified or certified as ODF. 3 HH receiving financial support from Plan International Haiti. reducing open defecation using the construction and rehabil- tation messages prior to triggering communities with CLTS. itation of latrines as an indicator. That said, it was clear that Amongst other activities, these club members also helped sufficiently stringent criteria to select communities that are identify households without latrines and invited them to appropriate for CLTS was not utilized. For instance, amongst triggering events. Some club members were also members of current project staff, many indicated that communities with CLTS committees, which are formed after triggering events. a history of financial assistance, or those without adequate CLTS committee members may be considered natural leaders, social cohesion, may not respond to triggering alone; although, as they emerged during the triggering process. These leaders the proposed solution was to increase follow-up visits, rather were all given additional training on CLTS and sanitation than considering other approaches. messages, and were then asked to use this training to motivate Furthermore, “communities” were not defined clearly. It was their community members to stop open defecation. unclear whether Plan International Haiti triggered entire localities, communities within localities, or simply groups Finding 4: Financing and affordability of households near the schools in which they worked. It is of sanitation hardware remains a possible that Plan International Haiti has been triggering significant challenge. large groups of households that may not feel a sense of social cohesion, which was cited as a significant challenge in rural The main challenge for successful implementation of CLTS communities in Haiti. in Haiti is the history and presence of financial assistance for latrine construction. Although Plan
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