Presentation on theme: "SUJALA Watershed Project Developing the Training Strategy Training Strategy Consolidation and Planning Workshop Human Resource Development and Capacity."— Presentation transcript:
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 scope Share 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
Sujala support 6 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
Sujala support 7 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.
Sujala support 10 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
Sujala support 12 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
Sujala support 13 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.
Sujala support 14 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
Sujala support 15 Project partners review meeting Field District State Policy Coordination --- Advisory Board, HRD Coordination.ControlDialogue Main!! 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
Sujala support 16 Institution alised Platforms FNGO LNGO PNGO WA DRG UAS FG integrated training team WDT SOP DOPs TAPs WDD TMC Planning the training implementation
Sujala support 17 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 information Staff (training)..... Co- ordination Primary: DWDO, DRG, FNGO, WDT, PNGO, Technical Support Agency Secondary: Training Management Cell Remarks Example
Management Structure WDD TMC DWDO DRG Dir. WDT FNGO. LNGO. PNGO. WDT DRG. UAS. Monitoring State Training line.Management lineMonitoring line. Monitoring Field Monitoring District
Sujala support 19 Management Issues Understanding clearly its mandate – overall guiding, coordination, supervisory and supportive entity. Transparency of decision making One 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 daysTMC 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 daysTMC with PNGO, LNGO, DRG Communicate and discuss with the relevant actors about their tasks and TOR Define 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 together LNGOs can be invited together 1 day each (10) actor/ stakeholder TMC and actor etc.
Process from Training Needs Assessment to Capacity Building Programmes TNA Training Types Training Modules Training Modules Training Courses Training Courses CBP3Target Group z CBP1Target Group x CBP2Target Group y 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 CBPs 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 inductionTOT 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
Sujala support 23 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?
Sujala support 24 State Level Operational Plan SOP District Level Operational Plans DOPs Field Level Training Action Plans TAPs Capacity Building Planning A Nested Hierarchy of Plans
Sujala support 25 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).
Sujala support 26 Capacity Building Planning and Coordination Operational Plan Example
Sujala support 27 Compile and design a Training Management Manual Increase the Dialogue Culture within and between Actors and Institutions to motivate and sustain better coordination and understanding Clarifications and redefinition of roles and responsibilities Integrated Operational and Action Planning Effectively implement the MIS and support its constant use ……. Selection of suggestions I:
Sujala support 28 Base the all Training Plans not only on needs, but also on the absorption capacity of the trainees Compile and sequence training courses into Capacity Building Programmes for different stakeholders. Harmonise and coordinate these CBPs with the SUJALA Project implementation Shift from knowledge transfer and awareness based training modules to practical exposure and hands on short training events for the beneficiaries ……. Selection of suggestions II:
Sujala support 30 Training Management Advisor (new position) FunctionTo assist the Training Management Cell in the management of the HRD component Tasks Assist the TMC and the District level in preparation and integration of operational and action plans Assist the TMC in establishing communication, documentation and reporting systems Assist the TMC in coordination with the other institutions Design and implement a Training Management Manual Coord.Training Management Cell RemarksThe Training Management Advisor has no decision making power, but assists the TMC in the management of the HRD component by providing advisory and management services
Sujala support 31 Increasing coordination tasks Time consuming tasks like develop procedures, systems, formats Motivation and guide the use and implementation the procedures etc. Constant adjustment Follow up activities of the training management …. and APD has the role of training policy design and support and decision making Increased Tasks for TMC
Sujala support 32 Teaching capacity scenario for phase II Actor 0-6 months of project start (before SWAP preparation) 6 - 12 month 12-18 month 18-24 months Field Guide151452 Watershed Assistant9622 LNGO Training Officer20600 DRG1400