‘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

• Scope of the Mission • Major Issues of Concern• What is Capacity Building• Organisational Structure• Management System• Capacity Building and Training• Outlook

Outline

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

General 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

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

• What 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

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

Inform 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

DEVELOPMENT

• Unclear definition of capacity building

• Deficiencies in the overview about training events and progress

• Difficulties of integration of technical, social and managerial issues in training

• Sub-optimal management system• Unclear organisational structure • An enormous time pressure• but ……!

Major Issues of Concern

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What has been achieved?• Training Courses have been

streamlined and standardised• Integration of social, managerial and

technical training courses started• Preparation of training material started• A 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 place

• TOR for revision of TNA issued• but ……!

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

Education (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.

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

Capacity building is the process of strengthening

• procedures as well as• organisational, • 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

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.

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

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Building awareness

Strengthening cooperation and integration among actors/institutions

Strengthening knowledge and skills to do the job within the watershed project

Strengthening the technical capabilities of institutions and organisations

Strengthening the regulative and integrative framework of the project

CAPACITY BUILDING IN WATERSHED AND RURAL

DEVELOPMENT

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The Organisational Structure: Roles and Responsibilities

The 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 Responsibilities

There 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 meeting

Field

District

State

Policy Coordination --- Advisory Board, HRD

Coordination. ControlDialogueMain!! Function

Audio conference

Operational Plan review and planning meeting

Action Plan review and planning meeting

Operational Plan review and planning meeting

Staff Meeting

Project partners review meeting

Project partners review meeting

Dialogue workshop (s)

Institut-ionalised Platforms

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Institutionalised Platforms

FNGO

LNGO

PNGO

WA

DRG

UAS

FG

integrated training team

WDT

SOP

DOPs

TAPs

WDD TMC

Planning the training implementation

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Lead NGO (one in each District) Function To support the capacity building of FNGOs and

watershed level institutions Tasks To conduct training for FNGO and watershed

level institutions Coordinate with the DRG to integrate

technical, social and managerial aspects Support 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-ordination

Primary: DWDO, DRG, FNGO, WDT, PNGO, Technical Support AgencySecondary: Training Management Cell

Remarks

Example

Management Structure

WDD TMC

DWDODRG Dir.

WDTFNGO.

LNGO.

PNGO.

WDT

DRG.

UAS. Monitoring State

Training line. Management line Monitoring line.

Monitoring Field

Monitoring District

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Management Issues

Understanding 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’

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)

Suggestion in operational sequence

Comments (*)Time estimation

Possible Actor

Revision of the roles and responsibilities

Basis for this exercise are the results of the planning workshop (included in this report)

3 days TMC

Derive or revise existing detailed TOR for the Institutions and/or institutionalised Platforms

All 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 days TMC with PNGO, LNGO, DRG

Communicate and discuss with the relevant actors about their tasks and TORDefine the necessary personnel with their quality profile, assess eventually necessary training need

The 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 together

1 day each (10) actor/stakeholder

TMC and actor

etc.

Process from Training Needs Assessment to Capacity Building Programmes

TNATNA Training

Types

Training

Modules

Training

Modules

Training

Courses

Training

Courses

CBP3 Target Group z

•••

CBP1 Target Group x

CBP2 Target Group y

ToT

ToT

Teaching Methods

Teaching Material (aids)

Project Implementation

derived training requirements

Project Implementation

coordinated and sequenced

capacity building requirements

Training of Trainers

is included in CBP’s

combine

combine

Sequence Training Courses

Swap Preparation

Training Activities

CBP 1 for EC

Time…CBP 1 for

FG

Book keeping and fin.

management

SWAP Preparat

ion

induction TOT on SWAP Preparation

ToT on book K.

CBO Training Period

Training of Trainers period

CBP sequenced aggregation

Project start in MWS

orientation on SUJALA

PRA hands on

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Suggestions for the Planning of Training Activities

Prepare 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 PlanSOP

District Level Operational PlansDOPs

Field Level Training Action PlansTAPs

Capacity Building Planning A Nested Hierarchy of Plans

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Capacity Building Planning and Coordination

Operational 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 plans

• Periodic adjustment of the SOP and DOPs (bottom up process).

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Capacity Building Planning and Coordination

Operational 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 and sequence training courses into Capacity Building Programmes for different stakeholders.Harmonise and coordinate these CBPs with the SUJALA Project implementationShift from knowledge transfer and awareness based training modules to practical exposure and hands on short training events for the beneficiaries…….

Selection of suggestions II:

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Thank you for your attention