Presentation on theme: "‘SUJALA’ Watershed Project Developing the Training Strategy"— Presentation transcript:
1‘SUJALA’ Watershed Project Developing the Training Strategy Training Strategy Consolidation and Planning WorkshopHuman Resource Development and Capacity Building20th of October 2003
2CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT OutlineScope of the MissionMajor Issues of ConcernWhat is Capacity BuildingOrganisational StructureManagement SystemCapacity Building and TrainingOutlook
3CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Our ScopeGeneral 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.
4CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Our Guiding QuestionsWhat 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?
5CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Purpose of the WorkshopInform about our approach and scopeShare preliminary findings for the future of the training programmes in the SUJALA projectPresent ideas, issues, problems related to the training system in SUJALA project.Discuss the efforts undertaken in the past and efforts possible to be undertaken.
6CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Major Issues of ConcernUnclear definition of capacity buildingDeficiencies in the overview about training events and progressDifficulties of integration of technical, social and managerial issues in trainingSub-optimal management systemUnclear organisational structureAn enormous time pressurebut ……!Sujala support
7What 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 professionallyManagement Information System starts to workHRD Training Management Cell is installed at WDD and has qualified core staffAll institutions (incl. new DRG at District level) are in placeTOR for revision of TNA issuedbut ……!Sujala support
8CAPACITY 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.
9CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Capacity building is the process of strengtheningprocedures as well asorganisational,institutional and intra-institutionalcapabilities of individuals, institutions and organisations in charge of watershed development.
10CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT Target groups are not the participants as individuals but as representatives of institutions and organisations with responsibilities in watershed development.Sujala support
11CAPACITY 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.
12CAPACITY BUILDING IN WATERSHED AND RURAL DEVELOPMENT 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 projectSujala support
13The 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.Sujala support
14The Organisational Structure: Roles and Responsibilities There exist overlapping of functionslack 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 existSujala support
15Policy Coordination --- Advisory Board, HRD Main!!FunctionCoordination.DialogueControlPolicy Coordination --- Advisory Board, HRDStateStaff MeetingAudio conferenceInstitut-ionalised PlatformsDialogue workshop (s)Operational Plan review and planning meetingProject partnersreview meetingDistrictOperational Plan review and planning meetingProject partnersreview meetingFieldAction Plan review and planning meetingProject partnersreview meetingSujala support
16Planning the training implementation PNGOWDD TMCUASSOPInstitutionalised PlatformsLNGODRGDOPsFNGOWDTTAPsFGWAintegratedtraining teamSujala support
17Lead NGO (one in each District) FunctionTo support the capacity building of FNGOs and watershed level institutionsTasksTo conduct training for FNGO and watershed level institutionsCoordinate with the DRG to integrate technical, social and managerial aspectsSupport the FNGO and WDT in preparing Training Action Plans (TAP)Prepare quarterly coordination meetingsPrepare 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 CellRemarksExampleSujala support
18Management Structure Training line. Management line Monitoring line. UAS.PNGO.WDD TMCMonitoring StateDWDODRG Dir.Monitoring DistrictDRG.LNGO.WDTFNGO.WDTMonitoring Field
19Transparency of decision making 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 situationsThe project should aim for a quality standardThe establishment of a ‘SUJALA corporate identity’It should leave the actual implementation of the HRD activities to the other partner organisations a the state, district and field levels. It should only facilitate their working according to the objectives set.Sujala support
20Conditions for implementation: 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 sequenceComments(*)Time estimationPossible 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 actorIt should leave the actual implementation of the HRD activities to the other partner organisations a the state, district and field levels. It should only facilitate their working according to the objectives set.etc.
21Process from Training Needs Assessment to Capacity Building Programmes TypesTNATrainingModulesTeaching MethodsTeaching Material (aids)combineTrainingCoursesProject Implementationderived training requirementscombineCBP3Target Group z•••CBP1Target Group xCBP2Target Group yToTProject Implementationcoordinated and sequencedcapacity building requirementsTraining of Trainersis included in CBP’s
22Sequence Training Courses Project start in MWSSwapPreparationCBP 1 for ECorientation on SUJALASWAP PreparationBook keeping and fin. managementTime…CBP 1 for FGinductionPRA hands onTOT on SWAP PreparationToT on book K.Training of Trainers periodCBP sequenced aggregationCBO Training PeriodTraining Activities
23Suggestions for the Planning of Training Activities Prepare Training Action Plans (TAP) at Field levelPrepare District Operation Plans (DOPs)Prepare State Operation Plan (SOBs)What is the contents of those Plans?How does it work?Sujala support
24State Level Operational Plan SOP Capacity Building Planning A Nested Hierarchy of PlansState Level Operational PlanSOPDistrict Level Operational PlansDOPsField Level Training Action PlansTAPsSujala support
25Capacity Building Planning and Coordination Operational Planning Scheme for HRDProcess: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).Sujala support
26Capacity Building Planning and Coordination Operational Plan ExampleSujala support
27Selection of suggestions I: Compile and design a Training Management ManualIncrease 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…….Sujala support
28Selection of suggestions II: 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…….Sujala support
30Training Management Advisor (new position) FunctionTo assist the Training Management Cell in the management of the HRD componentTasksAssist the TMC and the District level in preparation and integration of operational and action plansAssist the TMC in establishing communication, documentation and reporting systemsAssist the TMC in coordination with the other institutionsDesign and implement a Training Management ManualCoord.Training Management CellRemarksThe Training Management Advisor has no decision making power, but assists the TMC in the management of the HRD component by providing advisory and management servicesSujala support
31Increased Tasks for TMC Increasing coordination tasksTime consuming tasks like develop procedures, systems, formatsMotivation and guide the use and implementation the procedures etc.Constant adjustmentFollow up activities of the training management…. andAPD has the role of training policy design and support and decision makingSujala support
32Teaching capacity scenario for phase II Actor0-6 months of project start (before SWAP preparation)month12-18 month18-24 monthsField Guide151452Watershed Assistant96LNGO Training Officer20DRG14Sujala support