Hygiene Promotion - IRC International Water and Sanitation Centre

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Appendix 11. SARARhttp://www.who.int/docstore/water_sanitation_health/Environmental_sanit/PHAST/phast96-11/PHASTAnnexD.htmSARAR is an education/training methodology for working with stakeholders at differentlevels to engage their creative capacities in planning, problem solving and evaluation. Theacronym SARAR stands for the five attributes and capacities that are considered theminimum essentials for participation to be a dynamic and self-sustaining process:Self-esteem: a sense of self-worth as a person as well as a valuable resource fordevelopment.Associative strength: the capacity to define and work toward a common vision throughmutual respect, trust, and collaborative effort.Resourcefulness: the capacity to visualize new solutions to problems even against theodds, and the willingness to be challenged and take risks.Action planning: combining critical thinking and creativity to come up with new, effective,and reality-based plans in which each participant has a useful and fulfilling role.Responsibility: for follow-through until the commitments made are fully discharged andthe hoped-for benefits achieved.SARAR is based on the principle of fostering and strengthening these five attributesamong the stakeholders involved in the evaluation. Such a process will enable thedevelopment of those people's own capacities for self-direction and management and willenhance the quality of participation among all of the stakeholders.The various SARAR techniques can be grouped into five categories according to how theyare most commonly used. While there is no set order in which these techniques are used,the five types of techniques are often applied progressively, having a cumulative effect.Creative techniques involve the use of open-ended visual tools such as mapping and nonserialposters to encourage participants to break out of conventional ideas and routineways of thinkingInvestigative techniques such as pocket charts are designed to help participants do theirown needs assessment by collecting and compiling data on problems and situations intheir communityAnalytical techniques including three pile sorting and gender analysis tools enableparticipants to prioritise problems and opportunities and to examine a problem in depth,allowing them to better understand its causes and identify alternative solutions.88 Hygiene promotion
Planning techniques are used to simplify the planning process so decisions can be made,not only by the more prestigious and articulate participants (such as community leaders orsenior staff), but also by the less powerful, including non-literate community members.Planning techniques include story with a gap, force-field analysis and software-hardwareexercise.Informative techniques help gather information and use it for better decision-making.At the outset, participants are involved in using their creativity to look at situations in newways and to build their capacity for self-expression. Then, they gain tools for investigatingand analysing reality in more detail. Finally, they develop skills in gathering information,making decisions, and planning initiatives.Less successful applications of SARAR have usually been traced to insufficient training ofthe SARAR facilitators. Without adequate preparation, facilitators will not feel comfortableexperimenting with the different techniques, and may be more inclined to adopt a blueprintapproach, that is, always using the same set of techniques in a predetermined way and notbeing responsive to the differences among communities or the various groups ofstakeholders.In other cases, problems have arisen when the use of SARAR techniques has beenconsidered an end in itself, rather than a means to support the development andimplementation of project activities. This problem can occur when SARAR activities are notlinked to concrete follow-up activities. In such cases communities eventually see no benefitin being involved in the SARAR sessions and the whole process begins to break down.The effectiveness of SARAR, like that of similar participatory techniques, can also belimited by a general resistance-usually by higher level managers and decision-makersrather than field workers or community members-to the use of qualitative, informal, andvisual-based techniques. This can lead to problems if these sceptics obstruct the SARARprocess by dismissing the results as unscientific or the participatory process itself asinefficient.IRC International Water and Sanitation Centre 89
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Please note that the TOPs are a web
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1. Hygiene PromotionWhat do you kno
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2. Why hygiene promotion matters2.1
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• The costs of inaction can be hi
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3. Learning from experiences and re
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• Hygiene Improvement Framework (
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groups, and facilitators of partici
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The diagrams are taken from McKee
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• Food, utensils and food prepara
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Guides for developing hygiene promo
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• What may prevent this change in
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areas, slabs and sanplats for latri
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often not taken seriously and their
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IIIIIIIVVInputsProcOutpEffectiImpae
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over for reasons of hierarchy, e.g.
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5. Case studiesOn the following pag
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The Project recognises the importan
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Page 45 and 46: councils (JSCs) are associations of
Page 47 and 48: o through a schools programme, with
Page 49 and 50: outputs and outcomes are focused mo
Page 51 and 52: Harvey, Eric, Shadrack Dau, Alana P
Page 53 and 54: programmes more effective. The obje
Page 55 and 56: scale. Comparison is on approach, l
Page 57 and 58: Hygiene Behaviour Network, in Globa
Page 59 and 60: WHO - World Health Organizationhttp
Page 61 and 62: Tel: (703) 247-8730Fax: (703) 243-9
Page 63 and 64: Manila, PhilippinesTel: +632 911-57
Page 65 and 66: TOP Courses and conferencesCREPA, B
Page 67 and 68: TOP ReferencesBoot, Marieke T. and
Page 69 and 70: TOP Quiz on Hygiene PromotionTry it
Page 71 and 72: Question 4All the interventions wil
Page 73 and 74: Then you may decide that this paper
Page 75 and 76: Appendix 1. Hygiene promotion manua
Page 77 and 78: 2. Target specific audiences.These
Page 79 and 80: Appendix 4. WASH facts and figures1
Page 81 and 82: Research)18: (IHE Newsletter, Janua
Page 83 and 84: Appendix 6. Preventive measuresMeas
Page 85 and 86: Appendix 8. Some key objectives for
Page 87 and 88: Appendix 9. Participatory tools and
Page 89: Appendix 10. The PHAST approachFor
Page 93 and 94: While sensitive topics are often be
Page 95: About IRCIRC facilitates the sharin
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