During the design phase, three checks were carried out to guarantee the effective- ness of the programme. One check was to ensure a fair distribution of the antici- pated trainees over different social and professional echelons to avoid the common problem of overtraining senior officials and community members whilst neglecting representation from lower social strata. The second check was to make sure that attention in the programme was fairly distributed over the five major issues and related topics. The third check was to see if the different stakeholders had good access to the CD programme. The latter check is demonstrated in table 4.
Code
|
CD intervention
|
Water utility
|
Local government
|
Other govern- ment
|
CBOs +
vulnerable groups
|
Private sector
|
Other
|
1
|
2
|
3
|
4
|
1
|
2
|
3
|
4
|
5
|
6
|
1
|
2
|
3
|
4
|
1
|
2
|
3
|
4
|
5
|
6
|
1
|
2
|
3
|
4
|
1
|
2
|
3
|
4
|
5
|
WS1
|
Governance and management of WatSan services
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
W4
|
Household water supply systems
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
S1
|
Solid waste management and treatment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
E2
|
Protection of the urban environment
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
G3
|
Municipal land issues, planning systems and legislation
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GVG2
|
Community capacity-building for responsible action
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
LED1
|
LED opportunities in SWM and WatSan
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Note: the numbers shown with each target group correspond with those shown in table 3 Abbreviations: LED, local economic development; SWM, solid waste management
Action planning
The CD interventions were designed to be issue-based, problem-oriented and output-focused. The interventions used the participatory learning and action ap- proach and included presentations, skits, role plays, group discussions, field vis- its and transect walks to deliver the content. All interventions concluded with a personal action plan that required each participant or a group of participants to generate a set of activities that was within their authority and capabilities to im- plement and that would make a contribution to the improvement of water and environmental services. The action plans included short- and longer-term actions and emphasized “quick wins” that would demonstrate the ability of empowered stakeholders to achieve immediate results. A simple format was developed for the action plans (table 5).
Table 5: Format for the action plan
Town issue
|
Change if the issue is addressed
|
Strategic action
|
Implemen- tation steps
|
Output
|
Time frame
|
Team leader
|
Team members
|
……………
|
……………
|
……………
|
……………
|
……………
|
……………
|
……………
|
……………
|
Validation
Just before the start of the delivery of the CD programme, a validation mission was fielded to visit all 11 towns. The objectives of the validation were to provide information to the stakeholders in each town on the impending delivery of CDIs, to ensure that the proposed schedule of CDIs did not conflict with national or local calendars, and to obtain support for the participatory learning and action approach, which was to be used in the delivery of the CDIs. By the end of each town’s validation process, the local stakeholders had established a CD Coordinat- ing Committee that was set up to select the participants, coordinate the delivery of the CDIs and also as a means for follow-up in ensuring that the training would benefit the town and not just the individual trainees.
Implementation of the CD interventions
During the implementation, the programme of 27 different interventions was re- duced to 21 (shown in table 6). In fact 10 very short local economic development (LED) interventions were reduced to four longer events for the practical purpose of saving both participants’ and facilitators’ travel time and expenses. Consequently, the 110 training events were reduced to 98. These events were delivered by a group of 11 facilitators. The participant evaluations showed that expectations had been met and that learning objectives had been achieved. No less than 85 per cent of the participants said that they would bring about changes in their places of work with the help of the action plans and with the new skills acquired during the training.
Table 6: The CD interventions
Developer
|
Theme
|
Code
|
CD intervention
|
UNESCO-
|
Drinking water,
|
WS1
|
Governance and management of WatSan services
|
IHE
|
sanitation and
|
WS2
|
Financial and commercial management of WatSan services
|
|
solid waste
|
W1
|
Management of water losses in the distribution system
|
|
management
|
W2
|
Operation and maintenance of water treatment plants
|
|
|
W3
|
Water quality management and water treatment
|
|
|
W4
|
Household water supply systems
|
|
|
S1
|
Solid waste management and treatment
|
|
|
S2
|
Design and operation of decentralized sanitation systems
|
|
|
E1
|
Environment, public health and hygiene
|
|
|
E2
|
Protection of the urban environment
|
FCM
|
Pro-poor
|
G1
|
Revenue mobilization for services delivery
|
|
governance
|
G2
|
|
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