1. Leonellha Barreto Dillon, seecon gmbh
Community Action Plan
Leonellha Barreto Dillon, seecon gmbh

2. Copy it, adapt it, use it – but acknowledge the source!
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Copy it, adapt it, use it – but acknowledge the source!
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The contents of the SSWM Toolbox reflect the opinions of the respective authors and not necessarily the official opinion of the funding or supporting partner organisations.
Depending on the initial situations and respective local circumstances, there is no guarantee that single measures described in the toolbox will make the local water and sanitation system more sustainable. The main aim of the SSWM Toolbox is to be a reference tool to provide ideas for improving the local water and sanitation situation in a sustainable manner. Results depend largely on the respective situation and the implementation and combination of the measures described. An in-depth analysis of respective advantages and disadvantages and the suitability of the measure is necessary in every single case. We do not assume any responsibility for and make no warranty with respect to the results that may be obtained from the use of the information provided.

3. Community Action Plans
The community action plan is a road map for implementing community change in sanitation and water management by clarifying:
what will be done
who will do it and
how it will be done.
The community action plan should become a framework for implementing the activities that are decided by the community itself.
The plan describes:
-what the community wants to achieve
-what activities are required during a specified time period
-what resources (money, people and materials)
are needed to be successful.
The community action plan should become a framework for implementing the activities that are decided by the community itself. The focus is more on the process of understanding and overcoming problems in order to rebuild the people's lives rather than just physical development such as building houses, providing clean water or toilet facilities. It is important to understand that the community should be the main actors in preparing their own community action plan. Producing the action plan helps people to take realistic and concrete steps toward in order to improve the sanitation and water system. By bringing everyone together to think and discuss about resources and group involvement, this tool increases about the skills and resources already available in the community.

4. General Principles of Community Action Plans (Adapted from UNDP n.y.)
·1 It is a process for action; not a blueprint for future development.
·2 The solution for problems comes from the community itself and the role of the facilitator is more on formulating the problems in the community.
·3 It is not determined from outside the community but grows/emerges from the affected community.

5. General Principles of Community Action Plans (cont.)
·4 Avoid activities such as lecturing or teaching the people; but concentrate more on workshops as a form of discussion with the community.
·5 Guarantee that all relevant groups participate in the activities, particularly the women and other community groups that are often forgotten.
·6 Facilitate input from all groups; do not allow one group or leader to dominate the discussion.

6. General Principles of Community Action Plans (cont.)
·7 Remember that one issue might appear to be not very important for one group, but is important for another group.
·8 Avoid too many pictures and text; it is better to absorb and remember several points rather than make a long list.
·9 Use simple language and avoid difficult terms.
·10 Make the material as simple as possible.

7. What do you need to write a Community Action Plan with the community
What do you need to write a Community Action Plan with the community? (Adapted from MIT n.y.)
A community-based workshop (2-5 days)
-Motivated community
-A confident moderator/facilitator/organiser
-Materials (markers, large sheets of paper and boards to display outputs)
-Venue for the workshop
-Inputs from the initiators (technical persons)
The key element of community action planning is an active, intense community-based workshop, carried out over a time period of 2 to 5 days, depending on the specific objectives of the workshop. The output of the workshop is a sanitation and water management development plan which contains a list of prioritised problems, strategies and options for dealing with the identified problems. A rudimentary work programme describes who, when and what is to be done. Integral to the method is the equal relation between the professional technical inputs and planned over specified intervals – once each year tends to be appropriate – with the implementation of agreements during the interval.
The execution of the workshop requires a minimum of preparation, materials and training. Of prime importance is a motivated community and a confident moderator/facilitator/organiser who can take the lead in assuring that announcements are made, a location selected, a few materials collected, and finally in running the workshop. However, most of the preparation should be done by the community itself. A designated person often takes responsibility for the logistics. Moderators need not be highly skilled and can adapt the style and content to suit their own temperament and the prevailing circumstances. Training of moderators/facilitators can be minimal, but is strongly advised to participate in an actual workshop in order that future moderators can capture the dynamics of the event as much as understand its procedures (see also train the trainers).
Materials required are limited to markers of some kind, large sheets of paper (any kind: wrapping paper, newsprint, cardboard, unfolded boxes), and a place for display of outputs.
The location for the workshop should be in the community and easily accessible, rather than in government offices. Example locations have included formal classrooms.

8. What would be the output of the workshop?
The output of the workshop is a sanitation and water management development plan which contains a list of prioritised problems, strategies and options for dealing with the identified problems.

9. Steps in formulating a Community Action Plan (Adapted from UNDP n.y.)
1. Opening: Introduction and Socialisation
2. Social and Environmental Mapping
Gathering Ideas
3. Identifying the Problems, Needs and Resource Potential
Situation and Problem Analysis
4. Determining the Priority in Problems and Needs
The stages in formulating a community action plan can be described as the following:
1. Opening: Introduction and Socialisation  
This first stage intends to provide a common understanding of the importance of having a good action plan, and a common understanding of why an action plan is needed.
2. Social and Environmental Mapping financing
This stage is meant to gain an understanding of the latest conditions in the community life that is the social, economic, as well as environmental conditions. By developing a map, the community will be able to get a better picture of problems and priorities.
3. Identifying the Problems, Needs, and Resource Potential
This stage defines the problems that are actually faced by the community, the needs that must be fulfilled in order to overcome the (sanitation and water management) problems, and the financial resources available to accomplish the needs. This process of identification should be done carefully in order to avoid becoming just a task of making a “wish list”, and should be viewed as a process of understanding the current situation and what must be done to overcome the situation as fast as possible.
4. Determining the Priority in Problems and Needs
In this stage the problems and needs are ranked by the community members according to their level of urgency their importance for the development of community life, and the opportunity to overcome and to fulfil (viewed in terms of the availability of local resources as well as external resources that might be reached).
5. Formulating the Choice of Strategy
In this stage, the strategy is developed and the approach chosen that is the most feasible to be used in overcoming the problems and fulfilling the needs on the priority list.
6. Formulating the Choice of Action
In this stage, it is determined which action has to be taken in implementing the chosen strategy and approach.
7. Formulating the Implementation Plan
This stage is used to formulate a schedule and the division of tasks in carrying out the action chosen.
8. Formulating the Monitoring and Evaluation Plan.
This stage is used to formulate a plan and system of monitoring and evaluating the execution of activities.
9. Implementation, Monitoring and Evaluation.
This final stage consists of carrying out the action, and at the same time monitoring and evaluating.
5. Formulating the Choice of Strategy
Deciding
6. Formulating the Choice of Action
Planning with the community
7. Formulating the Implementation Plan

10. Suggested Community Action Plan Template (Source: TCCO (1995).
1. Cover Letter from the Mayor or community leader
2. Introduction (purpose of the action plan and how it was developed)
3. Community Profile (characteristics of the municipality, identified problems and needs)
4. Community Action Plan (actions to be taken, schedule and the division of tasks)
5. Resources (where to go for financial support, get advice, educational material)
6. Network (contact list of key groups, government departments and other supporting)

11. Advantages of Community Action Plans
Strong participation of the local community regarding sanitation and water issues
By implementing Community Action Plans, the solution for problems comes from the community itself and the role of the facilitator is more on formulating the problems in the community.
Guarantees that all relevant groups participate in the activities, particularly the women and other community groups that are often forgotten.
Guarantees the acceptance and support of the solution by the local community.

12. Disadvantages of Community Action Plans
Requires time and resources to integrate all the relevant stakeholders in the process.
Finding consensus among all the community members can take ages or might be impossible.
Community Action Plans are not going to be developed without strongly motivated and encouraged local community members.

13. References
ACPHD (2004): A Handbook for Participatory Community Assessments Experiences from Alameda County. Oakland: ACPHD. URL: [Accessed: ].
FAO (2001): Field Level Handbook. SEAGA Socio-Economic and Gender Analysis Programme. Rom: FAO. URL: [Accessed: ].
MIT (n.y.): Interactive Community Planning: Community Action Planning (Micro Planning). Massachusetts: Massachusetts Institute of Technology. URL: [Accessed: ].
TCCO (1995): Community Action for the Environment. A Guide to Helping Your Community Go Green. Ontario: The Conservation Council of Ontario. URL: [Accessed: ].
UNDEP (n.y.): Ache- Nias Settlement Support Program. ANSSP Guidelines. Volume 2. CAP Community Action Plan and Village Mapping. URL: [Accessed: ]. 13

14. “Linking up Sustainable Sanitation, Water Management & Agriculture”
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