‘sujala’ watershed project developing the training strategy
DESCRIPTION
‘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 PresentationTRANSCRIPT
‘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