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7/30/2019 Training for Hygiene Promotion. Part 3: Additional Training for HP Coordinators
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Training for Hygiene Promotion
Part 3: Additional Training forHP Coordinators
PowerPoint
Best practice materials produced through the Global WASH Cluster Hygiene Promotion project
(Water, Sanitation and Hygiene), 2009 c/o UNICEF
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Evidence Base
for Hygiene Promotion
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WASH interventions critical for child survivalSource: Meta-analysis by Fewtrell & Colford, 2004; Handwashing data
by Curtis & Cairncross, 2003, Updated sanitation data by Cairncross,
2008
44
42
39
36
23
0 10 20 30 40 50
Handwashing
Hygiene
Water Quality
Sanitation
Water Supply
% reduction in morbidity from diarrhoeal diseases
Data leads to some controversy, partly due to the difficulty of splitting impacts of interventions. For example:
* Hand-washing is not possible without a water supply, so hand-washing is in fact water supply and hand-washing
** Water quality at household will also have involved some hygiene promotion when setting up the household watertreatment processes
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Fewtrell et al (2004) found something similar.
Water, Sanitation & Hygiene Interventions to reduce diarrhoeaIn less developed countries; a systematic review and meta analysis
Fewtrell L et al. (2005)The Lancet Infectious Diseases- Vol. 5, Issue 1, January
2005, Pages 42-52
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Bridging
Development & Emergency
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The importance of context Fast onset - slow onset
Conflict war, civil war
Natural disasters flooding, landslides,drought
Complex Emergencies
Local or Global epidemics: HIV/AIDS, TB,H1N1
Different geographical areas and hydro-geological conditions mountains,tropical, arid, low-lying, island etc
Different cultures and social groups
Urban - rural (stable but abnormal e.g.slum areas)
Refugees or IDPs: large camps ordispersed communities or sharing with
family or friends Post conflict
Structural deterioration or political crisis
Different phases: relief, rehabilitation,reconstruction, preparedness
What is appropriate in one
context may not be
appropriate in the next
ZaireS House / WEDC
Adapted from WASH Cluster Water training W1 Linkages
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IDP/RefugeeCamps
Oxfam: DRC
Oxfam: Sierra LeoneOxfam: Sierra Leone
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Flooding
Oxfam: Bangladesh
Oxfam: CambodiaOxfam: Bangladesh
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Pond, TanzaniaS House / WaterAid
Sub-surface dam, KenyaS House / WaterAid
Drought
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The Rights Based ApproachNeeds Based Approach Rights Based Approach
Deserving Claim and entitlement
No one has definite obligations
Clear obligations
Receiving - beneficiaries Active participation - partners
Some are left out we do what we can Equal rights for allequitable provision
Charitable and voluntary Mandatory, legal obligation, accountability
Addresses symptoms Addresses causes
Partial goals acceptable (e.g. might see 60 % coverage as an
acceptable target).Only total goals acceptable (would instead say 40% still not
covered, which is unacceptable).
Context specific, based on circumstances Universal
Negotiable Non negotiable
More about survival and development More about discrimination and exploitation
A Rights Based Approach includes the following elements:Use and application rightsAccountabilityEmpowermentParticipation
Non-discrimination and attention to vulnerable groups
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Sustainability
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Engage the whole community in decisions & ensure knowprocesses for management, finance and O&M
Key decisions - made or approved by whole community
Women involved in decision making - as well as men
Regular audit / checking process for the finances
Engage the village elders - help with conflict resolution
Discuss mechanisms for the poorest community members to access water
REDRColombia
S House / ACF
WASH Cluster Training W10 / ACF sustainability research 2007
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If supporting water committee model for
management
Use existing committeesand structures whereformal recognition ofthese
Involve local authorities
and / or organisations Involve in all stages of
the project process
Good mix of women andmen
Both women & men inleadership positions
Provide on-going back-up support
Uganda
S House / MSF-OCBA
WASH Cluster Training W10 / ACF sustainability research 2007
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If supporting water committee model for
management
Ensure that the members know:
Their roles & responsibilities
How to manage finances
Importance of keeping wider community informed -particularly on finances
Where to go if there are problems for external
facilitation or help
How to operate and maintain the facilities & to
purchase spares
WASH Cluster Training W10 / ACF sustainability research 2007
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Ownership & level of service
Displaced community in Colombia further
developed their water system on their
own to include private connections the
communities sense of ownership &
hence willingness to maintain was clear
Prioritise simpler technologies &
appropriate to capacities of
communities
Colombia
S House / ACH
Colombia
S House / ACH
WASH Cluster Training W10 / ACF sustainability research 2007
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Training community members in
O&M
Dont just train one person on O&M
train 5, if two leave, one passes away,
two will still remain
Train both women and men in O&M
Employment opportunities for women
as well as men
Liberia
S House / ACF
Sierra Leone
Oxfam: S.Ferron
WASH Cluster Training W10 / ACF sustainability research 2007
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Easy to replace spares
Ensure spares are readilyavailable at reasonable distance
& communities know their cost and
where to get themLao PDR
S House / ACF
Liberia
S House / ACF
WASH Cluster Training W10 / ACF sustainability research 2007
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Managing Accountability
f bili
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Transparency
Participation
Informed Consent
Giving people
a voice
Quality Programming
Reporting
Co-ordination
Leadership
Learning
Evaluation
Complaints mechanism
Using resources wisely
Feedback
Monitoring
Anti corruption
Codes of Conduct
Standards
Scope of Accountability
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Accountability Definitions
"Accountability is the process through which anorganization makes a commitment to and balancesthe needs of stakeholders in its decision-makingand activities, and delivers against this
commitment
Accountability is based on four dimensions:transparency, participation, learning and
evaluation, and feedback mechanisms that allowthe organization to give account to, take account of,and be held to account by stakeholders."(Adaptedfrom One World Trust 2005)
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Accountability Initiatives
World Vision in Sri Lanka humanitarianaccountability teams
Tear Fund in North Kenya beneficiaryaccountability officer & beneficiary reference
groups also notice boards to providecommunity feedback and improve transparency
Christian Aid, WFP, UNDP, WV Publiccomplaints handling systems
ECBP The Good Enough Guide WASH Cluster checklist and template
community leaflet
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Advocacy
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Example Advocacy Initiatives
Taken from: THE HUMAN RIGHT TO WATER AND SANITATION IN EMERGENCY SITUATIONS: THE LEGAL FRAMEWORK AND AGUIDE TO ADVOCACYPrepared by ACF (France) on behalf of the WASH Cluster February 2009
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Human Rights
The Universal Declarationof Human Rights (1948)
The International Covenanton Economic, Social &Cultural Rights (1976)
The International Covenanton Civil and Political Rights
(1976)
The UN Charter (1945)
The IBR(International Bill of Rights)
Ratified 1976Taken from Sphere Project Module 2
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Additional Human Rights Treaties
Convention on the Prevention and Punishment
of the Crime of Genocide (1948)
International Convention on the Elimination of
all Forms of Racial Discrimination (1965)
Convention Against Torture and Other Cruel,
Inhuman or Degrading Treatment or
Punishment (1984)
Convention on the Elimination of all Forms
of Discrimination Against Women (1979)
Convention on the Rights of the Child (1989)
Taken from Sphere Project Module 2
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Direct Services and Responsibilising
Support to structures
Empowering national or localstructures
Suitable when institutions are
sustainable
Favours dialogue
Responsibilising
working towards fulfilling legal obligations
Direct services
working to provide assistance
Persuading
Convincing through dialogue tofulfill obligations
Useful when there is a willingness
to stop abuse
Substitution services
Providing goods or services to victims Suitable during emergencies or when
insufficient resources Less dialogue with perpetrators
Short duration
Denunciation
Pressuring authorities throughpublic disclosure
Suitable when abuse is deliberate
Mobilises public opinion
Taken from Sphere Project Module 2
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Designing and Managing
an Assessment
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Information gathering
Quantitative and qualitative
Consider mix of teamfemale, male, different ethnicgroups
To whom are you askingquestions?
Are you getting a balancedview?
Can people speak freely?
Are you jeopardising thesafety of your informants byasking questions?
Triangulateinformation
Ask similarquestions to different
groups of people
Use different methods e.g.Observation and FGD
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Tool 1
Tool 2 Tool 4
Tool 3
Tool 4
Tool 2
Tool 4
Disaster
Event
When Data Collection Tool(s) Collation and Reporting
First few days
Purpose: To rapidly
collect data to inform
initial strategic
direction and planning
and initial appeals.
First few weeks
Purpose: To provide
more detail to field
reality and give greater
detail to WASH
subsector indicators.
First few months
Purpose: To provide
ongoing information on
whether the situation is
improving or not.
by WASH
specialistsWASH
Survey
Tool
Collation/
Reporting
Tool
Collation/
Reporting
Tool
by generalists
Capacity
Analysis
Needs
Analysis
Gap
Analysis
WASH
CAT
WASH
Survey
Tool
Regular or
Periodic
Monitoring
Ongoing
Needs, Gap,
and Impact
analysis
WASH
CAT
Collation/
Reporting
Tool
Initial
Needs
Analysis
WASHRAT
orTri-ClusterIRA
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Data Analysis and Reporting
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Benchmark for CMR and U5MR
(worldwide)
Benchmark for CMR (world):
Baseline 0.5
Serious 1.0-2.0
Crisis >2.0
Benchmark for U5MR (world):
Baseline 0.8-1.2
Serious >2.0-4.0
For a specific area, when baseline is unknown agencies
should aim to maintain the CMR at below 1/10.000/ day.
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Baseline Reference Mortality Data by RegionRegion CDR/CMR
deaths/10,000/day
CDR/CMRemergencythreshold
U5DR/MRdeaths/10,000U5/day
U5DR/MRemergencythreshold
Sub- Saharan
Africa 0.44 0.9 1.14 2.3South Asia 0.25 0.5 0.59 1.2Middle East
and North
Africa
0.16 0.3 0.36 0.7
East Asia and
Pacific0.19 0.4 0.24 0.5
Latin America
and Caribbean0.16 0.3 0.19 0.4
Source: UNICEF State of the Worlds Children 2003
Mortality Rates in Emergencies
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The Logical Framework
International Federation of Red Cross and Red Crescent Societies
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Planning
Process start defining:
What can be done?
How it can be done?
By whom?
When it can be
done?
Logical framework approachAssessment Problem Tree
Logical framework matrix Principle Objective
Specific Objective Results
Activities
In the future, it will help you to identify:
What has been achieved?
What can be improved?
EProblem Tree
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E
F
F
E
CT
S
Inadequatesanitation
Diarrhoea rates high
Increase in MortalityMalnutrition
People not
using latrines No Latrines
Inadequate water
Toilets unclean
Inadequate drainage
CA
U
S
E
S
No maintenance
systems in place
No materials
Many
mosquitoes
Problem Tree
International Federation of Red Cross and Red Crescent Societies
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Log frame
Hierarchy
Principal
Objective/Goal/
Aim
Specific Objective
Purpose/Intermedi
ate Goal
Results/Outputs
Activities
Impact of thehumanitarianintervention
Outcome of WASHintervention
Specific products of theproject activities
Interventionsimplemented by theproject
International Federation of Red Cross and Red Crescent Societies
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Log frame
Hierarchy
Indicators
Principal
Objective/Goal/
Aim
Specific Objective
Purpose/Intermedi
ate Goal
Results/Outputs
Activities
Indicators
Define
indicators to
show if the goals
or objectives are
being fulfilled
Resources:
Human and material
resources needed to
implement the
activities
International Federation of Red Cross and Red Crescent Societies
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Log frame
Hierarchy
Indicators
Principal
Objective/Goal/
Aim
Specific Objective
Purpose/Intermedi
ate Goal
Results/Outputs
Activities Resources
Indicators
Indicators
Indicators
Indicators
Indicators
Means of
verification
Are the ways or
methods by
which the
indicators are
measured
Budget
Financial resources
needed to implement
the activities
International Federation of Red Cross and Red Crescent Societies
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Log frame
Hierarchy
Indicators
Principal
Objective/Goal/
Aim
Specific Objective
Purpose/Intermedi
ate Goal
Results/Outputs
Activities Resources
Indicators
Indicators
Indicators
Indicators
Indicators
Assumptions /
Risks
Events, conditions
or decisions that
are outside the
control of the
project but are
necessary
conditions to
achieve the
objectives
Means of
verification
Means of
verification
Means of
verification
Budget
Means of
verification
International Federation of Red Cross and Red Crescent Societies
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Log frame
Hierarchy
Indicators
Principal
Objective/Goal/
Aim
Specific Objective
Purpose/Intermedi
ate Goal
Results/Outputs
Activities Resources
Indicators
Indicators
Indicators
Indicators
Indicators
Means of
verification
Means of
verification
Means of
verification
Budget
Means of
verificationAssumptions / Risk
Assumptions / Risks
Assumptions / Risks
Assumptions / Risks
Assumptions / Risks
IF AND
THEN
International Federation of Red Cross and Red Crescent Societies
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Construct Latrines andHand washing facilities
Ensure coverage of 1 latrine forX population etc.
Network of HP volunteers
Men, women and children uselatrines and wash their hands
Impact on health
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Monitoring for Managers
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Extract from the CAT monitoring tool
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Impact and Evaluation
Evaluation & Monitoring
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Evaluation & Monitoring
Check Up
Are we doing the
thing right? Internal
Formative (duringprogramme)
Ongoing process
Autopsy
Are we doing the
right thing? Internal or External
Formative orSummative (duringor at end)
Time bound
Monitoring Evaluation
Both geared to learning from what you are doing and how you are doing it!Both should ask: are we making a difference?
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Coordination Responsibilities
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Intervention Clusters
Agriculture
Camp Coordination & Camp Mgmt
Early Recovery
Education
Emergency Shelter
Emergency Telecommunications
Health
Logistics
Nutrition
Protection
Water, Sanitation & Hygiene
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OCHA and Clusters
1. Coordination
2. Information management
3. Advocacy and resource mobilisation
4. Policy development
Core competencies:
Photo UN OCHA @ movingimages.wordpress.com/2007/10/25/Photo UN OCHA @ movingimages.wordpress.com/2007/10/25/
Help establish necessary architecture to makeit work!
Taken from WASH Cluster Co-ordination Training
Cluster Leads
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Cluster LeadsTechnical clustersNutrition UNICEF
Water/Sanitation UNICEFHealth WHO
Shelter(conflict, IDPs) UNHCR
Shelter(natural disasters) IFRC Convener
Cross-cutting clustersCamp Coordination & Mgmt (conflict, IDPs) UNHCR
Camp Co-ord & Mgmt (natural disasters) IOM
Protection (conflict, IDPs and affected) UNHCRProtection (natural disasters) UNHCR/OHCHR/UNICEF
Early Recovery UNDP
Common service clustersLogistics WFP
Telecommunications OCHA/UNICEF/WFP
N.B. Four sectors also agreed: Food, Education, Agriculture and Refugees
What is expected of WASH Cluster
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What is expected of WASH Clusterparticipants?
That they will:
Endorse the overall aim and objectives of the WASH Cluster.
Be proactive in exchanging information, highlighting needs andgaps, reporting progress and learning, mobilising resources(financial, human, material), engaging with affectedcommunities, building local capacity.
Share responsibility for WASH Cluster activities includingassessing needs, developing plans, developing policies andguidelines through working groups and implementing activitiesin line with agreed objectives and priorities.
Respect and adhere to agreed principles, policies, priorities andstandards.
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Overview of the HP Intervention
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WASH/Hygiene Promotion Model
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Ensuring access
to essential items
e.g. soap, ORS, buckets
Appropriate
sanitation
Providing adequate
quantity of water
Providing water
of adequate quality
Ensuring adequate
maintenance of
facilities
Providing learningopportunities
Participation, gender
& representation
Advocacy
Improve HealthPrevent Epidemics
HygienePromotion
E.g. piped waterhand pumps
water filters
chlorine tablets
Ownership &
responsibility
Technical capacity
Access to spare parts
Financing
Acceptable
design
Privacy & safety
Participatory
education
Action for
change
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Project Cycles
WASH li k
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WASH linkages
Health
Nutrition
Logistics
Shelter
Protection
Early recovery
Water is life - without water, we will dehydrate & die
Hygiene is difficult without water, increasing likelihood
of diarrhoeal diseases
PLWHA may have increased WASH needs
Children who are malnourished are more susceptible
to diarrhoea
People with diarrhoea cannot absorb the food they
eat and hence are more likely to become
malnourished
Efficient logistics are essential for effective WASH
programmes in emergencies value your logistician!
The siting of shelter and WASH facilities need to be
coordinated effectively to enable equitable use and
access
Poorly sited WASH facilities, can lead to increased
vulnerability and attacks on women or children
including rape
Women and children who have to walk long
distances for water can be vulnerable to attack
Good WASH services at community level aids early
recovery
Taken from WASH Cluster Water training W1 Linkages
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HP Communication Strategy
S C f Eff ti C i ti
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Seven Cs of Effective Communication
(Williams 1992)
Command attention
Cater to the heart and head
Clarify the message
Communicate a benefit
Create trust
Convey consistent message
Call for action
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Managing Meetings
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Dealing with impasse Mix up small groups = new dynamic
Use small groups, then meet reps.
Summarise agreement anddisagreements
Ask for suggestions Take a break
Meet separately with primarydisputants
Bring disputing parties together Remind all of humanitarian
consequences
Taken from WASH Cluster Co-ordinator Training
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Developing Partnerships
5 L l f P t hi
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5 Levels of Partnership
Co-existence "You stay in your area and
I'll stay in mine."
Co-operation "I'll give you a hand when Ihave time."
Co-ordination "We need to work togetherto avoid overlap and
confusion."
Collaboration "We will work together toachieve a mutually
beneficial outcome
Co-ownership "We are both responsible forthe success or failure of this
work