institutional arrangements under the project- stakeholder roles/ project operations and management
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Institutional Arrangements under the Project- Stakeholder Roles/ Project Operations and Management . P.K. Kurian Consultant, WB. World Water Availability- 2025. Water scarcity – quality and quantity. Should we wait till 2025 to experience this scenario?. - PowerPoint PPT PresentationTRANSCRIPT
Institutional Arrangements under the Project- Stakeholder Roles/ Project
Operations and Management
P.K. KurianConsultant, WB
Should we wait till 2025 to experience this scenario?
Water scarcity – quality and quantity
World Water Availability- 2025
Global Population touched 700 crores in 2012, taking 208 years to achieve 7 B from 1 B. But we still have the same quantity of water we had 208 years ago.
1927 1960 1975 1988 1999 2012 204420271804
Which type of Project are you in?
AcademicResearch / Teaching
Extensionist
Heuristic Gather Information
Analytical
Hermeneutic Interpretative
Experimental Preparatory
Implementational
Theory
AdjustmentalRWH
Hospitalized treatment
TransformingOwn Perennial water
sourceState of Being Healthy
with no diseases
3
Feedback
Feedback
GPWSC
GP SO
WSS Assets
Institutional Arrangements
Rules LeadershipSkills
A continuing source of information concerning the relationship with the external environment used to make the necessary changes inorder to survive and
grow into sustainability
The processes of conversion or transformation of resources with
in a system
Other PRIs/ GPs
Envir
onment
Market
WBGoI
State Govts
PolitySociety
SWSM/ SPMU Media
A conceptual understanding of RWSSP-LIS as an Input and Output Process at the GP Level
3 WSS- Output The work of the system exported back into the environment
Water supply
services
2. Inputs.Resources are taken or received from the external environmentFunds, HR, Information, Technology and Demand Articulations
Environment
1 Elements outside the system that have the potential to affect all or part of the system
Components under RWSSP-LISHa
rdw
are
Ground Water Recharge
Construction of Sanitary Latrines
Solid & Liquid Waste
Management
Drinking Water Supply 70 LPCD
To enhance health, empowerment of communities and
development
Contingency Emergency Response
IEC Project Management
Softw
are
Capacity Building
Components under RWSSP-LIS As per PADHa
rdw
are
Infrastructure Development
Capacity Building
Contingency Emergency Response
Softw
are
Project Management
S&H
?
A1- Capacity Building - MoDWSA2- Capacity Building - State RWSS Sector Institutions &PRIsA3- Information, Education and Communications (IEC)A4- Sector Development StudiesA5- Good Practice AwardsA6- Monitoring, Evaluation, Governance & Accountability.
B1: New Investments. B2: Rehabilitation /Augmentation of Schemes. B3: Catchment Area Program. B4: Water Quality Management. B5: Household, Institutional and Envtal Sanitation. B6: Infrastructure Support.
C1: Staffing and Consultancy Costs. C2: Equipment and Miscellaneous costs.
?
Softw
are
Partnership
Primary/ Community
Intermediary/ SO/ GP/WSC/
MVWSC
Secondary / Strategic SPMU/ DPMU
Tertiary Apex/ Policy
GOI/States
People change: knowledge, attitude, skills, behavior in relation to water
governance & management
The Strategic link between the policy makers and Primary and Intermediary
levels -devise ways and means to plan and strategize changes relating to processes,
interactive communication and building management systems.
Structural and thought process change at the apex /policy making level -to emerge on
a sustainable, continuous and permanent level- “Not spasmodic development fits”
Intermediary agents – SO & GPs change their roles, becoming
facilitation agents of change than providers.
Fundamental Principles of LIS Project
• Community participation - CAPEX contribution/ Opex contribution/ Demand articulation
• Demand responsiveness- Project responds to community demand
• District-wide approach- Irrespective of the source of funding same fundamental principles will be followed in a district
• Water security for all-in terms of quantity, quality and service level.
• Convergence of water and sanitation measures- con-jointed approach.
Institutional Arrangements For RWSSP-LIS
SWSM/ SPMU/ WSSO
Planning, appraisal & approval of MVS /Tech support to SHS/ SGS / Env. San
DWSD/PHED/UP JN State
SWSM-Framing Sector policy guidelines, Issuing GOs and directions / Overall Sector Monitoring /Sanctioning annual plansSPMU- WSSO -Assistance in implementation and application of reform principles / Overseeing technical, financial and social audits / M&E, Capacity Building, Training, other Support Activities
DWSM/ DWSC
DistrictDPMU/DPMC
DWSM-Implementation of dist. Program, Select SOsAS/TS of all SVS / Small MVS schemes/ SanitationCapacity building and IEC with support from WSSOPHED/DWSC/ UPJN EngineersSupport, Design, Implementation & Monitoring of RWSS Schemes
MoDWS /PSC/ NPMU/ TAG
National Policy guidance / Monitoring Capacity building/ Fin assistance
GP Village
GPWSC/ VWSC
GP/ GPWSC - Design & Implementation of SHS/ SGS / O&M of SHS/ SGS and intra-village MVS/ Guidance to GPWSC/Tariff design and collection / IEC on sanitation/ hygiene
SO: Community Mobilization; IEC; Support design, & implementation of SVS / intra village schemes
DPMC/SO
ZP/ MVWSC
Institutional and Implementation Arrangements –National Level- MoDWS
• Policy guidance • Monitoring Project • Capacity building • Financial assistance
• Secretary, MoDWS, • Principal Secretaries
of States -4 • JS-Sanitation• JS -Water MS• Approve AAP- States
Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&E
Policy guidance to states.
• Independent review of Project design implementation
• Guiding RWSSP-LIS states • Developing capacity building • Institutional strengthening
programs
National Project Management Unit
NPMU
Project Steering Committee
Technical Advisory Group-
TAG
MoDWS
State Level Institutional Arrangements• Policy guidance • Monitoring Project • Capacity building • Financial assistance
Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&EStrategic Project Management
• Collaboration with WB supported RWSSP
• Technical Support/ Guidance/ Leadership
State Project Management Unit
SPMU
SLSSC/EC
Public Water Utilities
DoDW/SPHED
SWSM
WSSO
EB/ PWD/
Telecom
CCDU
RD PRD
• Other Public Utilities having a close and direct bearing on Rural Water Supply Projects
State Project Management Unit Specialists Roles and Broad Tasks
Institutional 1. Policies/ Sector Development2. Operations of the Project. 3. Establish DPMUs with functions/ Functionaries and Funds4. Inter-departmental coordination5. Government Orders/ Notifications for the Project6. Work with procurement in hiring SOs and DPMCs/
Capacity Building Social & IEC
1. Orientation on Roles/ Project as a whole for SPMU/DPMU2. Identify Social and Technical TOT Institutions3. Prepare Training Modules4. Exposure Visits5. IEC Plan- What about a Sujal Road Show in the Batch –I GPs/ Rock the GPs
Environmental 1. Pilot studies- All- GP Water Security Plan/ Environmental Assessment2. Vetting of Environmental Plans
Financial 1. Financial Expenditure2. Financial Flow Systems/ Accounting procedures/ Trg modules in finance & accounting
Procurement 1. Hire SOs/ DPMCs2. Procurement Plan for 2 years3. Get Trained in Procurement Guidelines4. Visualize what procurement methods are going to be used in the Project
Monitoring 1. Finalize Baselines2. Develop into Hindi/Assamese3. Get provisional arrangements for entering baseline data (Excel)4. Develop formats for reporting – GP To DPMU to SPMU to NPMU/WB for Pre-planning/ Planning/
Implementation and O&M
Technical 1. Build bridges with JN/PHED/DDWS2. SVS-SHS/MVS-DPRs
All 1. Pilot a few villages- Direct intervention/ Planning for learning.
District level Institutional Arrangements
Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&E• Strategic Project
Management
•Collaboration with WB supported RWSSP
•Technical Support/ Guidance/ Leadership
District Project Management Unit
DPMU
Public Water Utilities
DWSM
DWSC
EB/ PWD/ Telecom
ZP/ DC
District Project Management Consultant-
DPMC
Support Organizations
•Other Public Utilities having a close and direct bearing on Rural Water Supply Projects
Local Level Institutional Arrangements
Gram Panchayat GPWSC
Gram Sabha
MVWSCZilla Parishad
Support Organizations
HH
Institutions
HH HH
Some Thoughts on Project Management
Three Types of People- Choose your type
•B Blockers•F Floaters•M Movers
My Professional / Technocrat Heroes/ Get Inspired• V. Kurian MILK• E. Sreedharan METRO• Sam Pithroda TELECOM• JRD TATA Business• AKITO Morito SONY• Narayana Murthy IT/Solutions • APJ Abdul Kalam Missiles/Rockets• T.K. Jose Kudumbasree –Largest
PAP• V. J. Kurian Cochin Air Port- PPP
Who are
your heroes
?
Managerial GRID /Skills
CONCEPTUAL HUMAN TECHNICAL
TOP MGMT
MIDDLE MGMT
SUPERVISION
IDEAS PEOPLE Materials/Things
Managerial Functions of PC
• CONCEPTUAL • Demand Driven Project/ • Should water be priced – Should you have right
to water or should you have access to water?• Water -Sanitation and Health• Community Mobilisation and Management• Participation• Decentralization and development
Managerial FunctionsHuman Skills-Dealing with peopleGPM/ GPS/ GPP/ GPWSC/ MVWSC/ DPMU/ SPMU Communication with
People/Listening Public Speaking Behavioural competency / Personal conduct Morals/ Beliefs /Values Attitude & Willingness Self Confidence Learning individual
Interpersonal Skills for Managers
• How to conduct oneself in the group• Listening mode / Sharing information• Resolving conflicts• Lead team members as a group• Democratic decision making• Give feedbacks- positive and negative• Creating an atmosphere of trust and
confidence
Interpersonal Skills for Managers- Contd
Praise the Team / Reward the Team Rebuke / Correct in person (Akito Morito- If it is good, tell
others, If it is bad, tell me only)
Use Plural Pronouns I decided We decided I can do this We can do this I will think over We shall discuss & decide
Enable Failures- It is not a crime to fail. How do we treat a failure- use failure as a learning opportunity
Allow the group to take decisionsTeam Leader/ Manager is best when he is a facilitator of decisionsDelegate authority to othersTriangulate – cross check- people/ places/ events/ process
Managerial Skills- Technical
• Water Literacy/ Hydrological Cycle• Watershed / water – land- biomass relationship• Water Quality and Health• Water Resources Inventory• water- quality- quantity- Rainfall- climate in your area.• Plan Project against need and resource availability• AS-TS Process• Implementation – Allocation of resources, men and materials, Time
aspects of implementation, Action plan• Project closure- Engineering valuation• GWR structures suitable to your area/ Convergence• Environmental sanitation
Project Management Skills -1
Learn how to prepare Work Breakdown Structure
Jalanidhi- WBS
Water SS GWR GPS/ Training/ IEC
Sanitation
Source development
Supply line installation
Construction of pump house
Construction of OHT
Energisation
Pump Selection/ Installation
Testing and commissioning
Handholding
Sanitation CAP and Mapping of Sanitation hot spots
Problems and hotspots identified
Community and Domestic sanitation needs
Technical solutions drafted
GP level vetting workshop
Institutional formation and linkage
Convergence Plan with MGNREGS
Participatory Transect / identification of needs works/ Interventions
Preparation of Technical Plan
Categorise unskilled work/ skilled work/ machine work/ materials
Budget – NREGS and Jalanidhi
Design of intervention
CAP
Convergence meetings
Community contracting/ Campaigns
Implementation of GWR measures
Action Planning- PMS-2
Major activity
Sub Activity
Start date
End date
Purpose of activity
Results expected
Responsibility
Inputs and resources required
Risks anticip
ated
Measures to overcome
risks
Major activitySub activity
Start dateEnd date
Purpose of ActivityResponsibilityInputs &Resources required
Risks anticipatedRisk mitigation
Styles of Management- PMS-3Country Club ManagementLow concern for production & high concern for people. Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results.
Team ManagementHigh concern for people and production. Firing on all cylinders: people are committed to task and leader is committed to people (as well as task).
Middle of the road Management
A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible.
Impoverished ManagementLow concern for people & production- stay out of trouble. Minimum effort to get work done. Basically lazy approach that avoids as much work as possible
Authority- ComplianceProduce or perish. High concern for production and low concern for people. Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible
Concern for Production
Con
cern
for P
eopl
e
TRUST
Accommodate Lose / Win Yield or subordinate one’s own concern to those of the other party
Avoid Lose/ LoseDeny / Suppress or Put aside the problems/ Push under the carpet.
CompromiseSettle for Half the Loaf
CollaborateWin/ Win Work towards mutual problem solving- recognize goals of both parties
CompeteWin/LoseGo all out to win and concern for objectives only
LOW HIGH
HIGHConflict Resolution- PMS-4
Moti
vatio
n to
reso
lve
Confl
icts
Beware of These Three
Mis. Procurement
Mis. Appropriation
Mis. Management
“We cannot solve a problem using the same mindset that made it happen in
the first place”
THANK YOU