‘sujala’ watershed project developing the training strategy

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SUJALA Watershed Project Developing the Training Strategy. Training Strategy Consolidation and Planning Workshop Human Resource Development and Capacity Building 20th of October 2003. CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT. Outline. Scope of the Mission - PowerPoint PPT Presentation

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  • SUJALAWatershed ProjectDeveloping the Training Strategy Training Strategy Consolidation and Planning WorkshopHuman Resource Development and Capacity Building20th of October 2003

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTScope of the Mission Major Issues of ConcernWhat is Capacity BuildingOrganisational StructureManagement SystemCapacity Building and TrainingOutlook

    Outline

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTGeneral training strategy for the remainder of the project, including solutions for effective management and implementation.Revised training plan that will facilitate effective implementation of the training strategy.Concrete and practical suggestions for linking evaluation of training initiatives with the WDD monitoring and evaluation system.Our Scope

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTWhat should be the final outcome of the project?What is the current performance of the system and its actors? To reach this, what functions have to be fulfilled and by whom? How does it have to improve or change to match the required functions? Our Guiding Questions

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTInform about our approach and scopeShare preliminary findings for the future of the training programmes in the SUJALA project Present ideas, issues, problems related to the training system in SUJALA project. Discuss the efforts undertaken in the past and efforts possible to be undertaken.

    Purpose of the Workshop

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTUnclear definition of capacity buildingDeficiencies in the overview about training events and progress Difficulties of integration of technical, social and managerial issues in training Sub-optimal management systemUnclear organisational structure An enormous time pressurebut !

    Major Issues of Concern

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  • What has been achieved?Training Courses have been streamlined and standardisedIntegration of social, managerial and technical training courses startedPreparation of training material startedA monitoring system works professionally Management Information System starts to work HRD Training Management Cell is installed at WDD and has qualified core staff All institutions (incl. new DRG at District level) are in placeTOR for revision of TNA issuedbut !

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTEducation (university, school) allows individuals to broaden their knowledge and personally develop towards the future. Training allows specific skills and knowledge to be learned and applied immediately. It is based on practical competence and pre-determined outcomes. Training is one tool for capacity building.

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENTCapacity building is the process of strengtheningprocedures as well asorganisational, institutional and intra-institutional capabilities of individuals, institutions and organisations in charge of watershed development.

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  • Target groups are not the participants as individuals but as representatives of institutions and organisations with responsibilities in watershed development.

    CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT

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  • CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT

    Purpose of capacity building is to enable actors to competently execute their duties and tasks.

    The tools for capacity building are different kinds of training and exposure activities and learning by doing.

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  • Building awarenessStrengthening cooperation and integration among actors/institutionsStrengthening knowledge and skills to do the job within the watershed projectStrengthening the technical capabilities of institutions and organisationsStrengthening the regulative and integrative framework of the projectCAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT

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  • The Organisational Structure: Roles and ResponsibilitiesThe details of roles and responsibilities exists, but they are often not optimised for a HRD System. The expected activities/outputs of the institutions within the TOR are broad and ambiguously defined, multiple interpretations of the TORs creates misunderstanding.

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  • The Organisational Structure: Roles and ResponsibilitiesThere exist overlapping of functions lack of effective coordination. Multiple institutions are engaged in independently creating plans, organising events and monitoring the developments. Intended roles and responsibilities of the actors are not commensurate with the human and managerial capacities (especially at the district and below levels).Institutionalised Platforms for dialogue and coordination are weak or do not exist

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  • Project partners review meetingFieldDistrictState Policy Coordination --- Advisory Board, HRDCoordination.ControlDialogueMain!! FunctionAudio conferenceOperational Plan review and planning meetingAction Plan review and planning meetingOperational Plan review and planning meetingStaff MeetingProject partners review meetingProject partners review meetingDialogue workshop (s)Institut-ionalised Platforms

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  • Planning the training implementation Institutionalised PlatformsFNGOLNGOPNGOWADRGUASFGintegrated training teamWDTSOPDOPsTAPsWDD TMC

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  • Example

    Lead NGO (one in each District) FunctionTo support the capacity building of FNGOs and watershed level institutions TasksTo conduct training for FNGO and watershed level institutions Coordinate with the DRG to integrate technical, social and managerial aspectsSupport the FNGO and WDT in preparing Training Action Plans (TAP)Prepare quarterly coordination meetings Prepare District level Operational Plan (DOP) and consolidate Action Plans of all Field NGOs and integrate them into DOP.Reporting and documentation and sharing this informationStaff (training).....Co-ordinationPrimary: DWDO, DRG, FNGO, WDT, PNGO, Technical Support AgencySecondary: Training Management Cell Remarks

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  • Management StructureWDD TMCDWDODRG Dir.WDTFNGO.LNGO.PNGO.WDTDRG.UAS.Monitoring StateTraining line.Management lineMonitoring line.Monitoring FieldMonitoring District

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  • Management IssuesUnderstanding clearly its mandate overall guiding, coordination, supervisory and supportive entity. Transparency of decision makingOne of the principles of modern management is to create win-win situations The project should aim for a quality standard The establishment of a SUJALA corporate identity

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  • Conditions for implementation:All existing TOR are needed, clear picture of the organisational structure and the management system with expected results.Timeframe summary (*):First establishment 18 days, revision 6 1/2 days (time for TMC only) etc.

    Suggestion in operational sequenceComments(*)Time estimation Possible ActorRevision of the roles and responsibilitiesBasis for this exercise are the results of the planning workshop (included in this report)3 daysTMCDerive or revise existing detailed TOR for the Institutions and/or institutionalised PlatformsAll the TOR have to be seen in a context and with the interlinkages with the management system. Institutionalised Platforms also have to be specified with TORs.4 daysTMC with PNGO, LNGO, DRGCommunicate and discuss with the relevant actors about their tasks and TORDefine the necessary personnel with their quality profile, assess eventually necessary training needThe terms have to be shared and agreed upon with the concerned. For effective implementation, it has to be assured that the personnel fits into the described TOR. FNGOs can be invited togetherLNGOs can be invited together1 day each (10) actor/stakeholderTMC and actor

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  • Process from Training Needs Assessment to Capacity Building Programmes TNATraining Types

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  • Sequence Training CoursesTraining ActivitiesCBP 1 for ECTimeCBP 1 for FG

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  • Suggestions for the Planning of Training ActivitiesPrepare Training Action Plans (TAP) at Field level Prepare District Operation Plans (DOPs)Prepare State Operation Plan (SOBs)What is the contents of those Plans? How does it work?

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  • State Level Operational PlanSOPDistrict Level Operational PlansDOPsField Level Training Action PlansTAPsCapacity Building Planning A Nested Hierarchy of Plans

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  • Capacity Building Planning and CoordinationOperational Planning Scheme for HRD Process:The Operational Plans of the State (SOP) and District level (DOP) are framework plans. The SOP define periods of operation for the tasks and responsibilities of the District level (top down process). DOPs interpret, adapt and specify higher level plansPeriodic adjustment of the SOP and DOPs (bottom up process).

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  • Capacity Building Planning and CoordinationOperational Plan Example

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  • Compile and design a Training Management Manual Increase the Dialogue Culture within and between Actors and Institutions to motivate and sustain better coordination and understandingClarifications and redefinition of roles and responsibilitiesIntegrated Operational and Action PlanningEffectively implement the MIS and support its constant use .Selection of suggestions I:

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  • Base the all Training Plans not only on needs, but also on the absorption capacity of the traineesCompile

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