Project Concept Paper  1     PROJECT TITLE, LOCATION AND TIMINGProject Name:                                Technical Trai...
PHAST as an “output to be delivered” instead of a          communities. Training will occur over a 7-10 day“process to fac...
responsibilities for the EU funded project in       available to focus on watsan issues for PDGMadang, PNG, but is also av...
6. KNOWLEDGE MANAGEMENTProject staff will be regularly encouraged and led by the Water and Sanitation Technical Adviser to...
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20110701 watsan pdg leap and technical support concept paper

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20110701 watsan pdg leap and technical support concept paper

  1. 1. Project Concept Paper 1 PROJECT TITLE, LOCATION AND TIMINGProject Name: Technical Training and LEAP Programme Capacity Building of Water and Sanitation Teams in PDGCountry / Region / Location: Vanuatu (Sanma and Tanna Provinces), Solomon Islands (Guadacanal and Malaita Provinces), PNG (Madang and Bougainville Provinces)ADP(s) &/or associated Projects: Madang Watsan, PNG – 11 months, US$390,703 (EU/WVA) Buka Watsan, PNG – 3 years, $491,668 (WVA/ANCP) Guadalcanal Watsan, SI – 3 years, $265,000 (WVNZ/KOHA) Malaita Watsan, SI – 4 years, $568,165 (WVA/ANCP) EU Micro 1, SI – 1 year, $101,405 (EU/WVA) EU Micro 2, SI – 1 year, $94,503 (EU/WVA) Santo Watsan, Vanuatu – 4 years, $630,000 (WVA/ANCP) Tanna Watsan, Vanuatu – 2 years, $260,000 (WVNZ/KOHA) (TOTAL – $2,796,444)World Vision Contact: Michael Wolfe, Water and Sanitation Technical AdviserDelivery Organisation: WV Pacific Development GroupTimeframe: 1 year (October 1, 2007 - September 30, 2008) 2 RATIONALEDescription of context:WV-PDG is currently implementing 8 water and sanitation projects in three countries. It has becomeregular practice for WV-PDG to implement water and sanitation projects without employing competenttechnical professionals. Sometimes this practice has resulted in noteworthy failures (e.g. one community inVanuatu labouring for almost one year to try to make water flow up hill). More regularly, though, thedeficiencies in World Vision technical capacity result in projects being implemented in a mediocre manner.Due to the low technical capacities of World Vision watsan staff, the quality aspects (technical and social)of World Vision PDG’s watsan projects are less than the “best practices” that are widely accepted within thehumanitarian aid and development industry. WV-PDG desires to improve the quality of its watsanprogramme. At a minimum, this entails implementing water and sanitation projects that are in line with thewidely accepted industry best practices.This project has two goals: 1. Build the technical capacities of World Vision watsan staff in PNG, Solomon Islands, and Vanuatu. 2. Build the capacities watsan staff to design, monitor and evaluate watsan projects, using the LEAP framework. Focal Problem Response/OutputsWatsan staff in PNG, Solomon Islands, and Use PHAST as a means of reorienting WV-PDG’sVanuatu are currently performing PHAST training approach to how we interact with communities inwith the view that it is a training that is to be watsan projects.delivered to the communities rather than with theview that PHAST is a methodology for facilitating Personnel from WVA with significant experiencecommunities to identify and solve their own using PHAST will train the WV-PDG Watsansanitation and hygiene problems. This view of Technical Adviser and one project team in one of the 1
  2. 2. PHAST as an “output to be delivered” instead of a communities. Training will occur over a 7-10 day“process to facilitate” results in a lower level of period.transformation of behaviour change in thecommunities The Watsan Technical Adviser will train other watsan project teams in the communities where the team are implementing watsan projects. Training will occur over a 7-10 day period.Technical knowledge and skills of watsan staff in Build capacity of watsan staff. Key areas to bePNG, Solomon Islands, and Vanuatu are insufficient addressed include the following.to implement watsan projects that are in line with  Assessment and data collection for designbest practices of the humanitarian aid and of water systems;development industry.  Technical considerations and options for design of water systems;  Communicating technical data with communities – provision of information, enabling communities to make decisions n technical matters;  Quality construction – requirements and practices;  Water quality testing;  Gender – promoting genuine and meaningful participation from women, enabling women’s voices to be heard;  LEAP Monitoring and evaluation principles – collection of data for baseline and end of project evaluation, interpreting data, deliberate reflection to evaluate lessons learned, participatory monitoring and evaluation;  Basic project management – LEAP Logframes, monitoring indicators, setting work plans, finance requirements, monitoring progress of project implementation;  Follow up. Opportunity (Strengths) Response/OutputsWV-PDG is working to implement quality Increased technical skills will complement the improvedprogramming. LEAP framework is being DME and project management tools and practices thatintroduced and implemented for projects and are part of LEAP. Increased and specific LEAP capacityprogrammes. Staff in PDG are being trained in building of watsan staff will assist staff to use LEAP tools.LEAP and will be held accountable to ensurethat LEAP tools are being used.An experienced expatriate water and sanitation The watsan technical adviser will spend a significant parttechnical adviser is able to assist with technical of his time and effort building capacity of watsan staff incapacity building and watsan DME. The WV-PDG. It is envisioned that 50% time will be spenttechnical adviser also has project management managing the EU funded project and 50% will be 2
  3. 3. responsibilities for the EU funded project in available to focus on watsan issues for PDGMadang, PNG, but is also available part time tobuild capacities of staff in WV-PDG projects.WV-PDG wants to expand its watsan A watsan strategy for WV-PDG will be developed andprogramming incorporated into the Operations of WV-PDG.Major development objectiveTo improve capacities of watsan staff to deliver goods and services to the beneficiaries in a quality andtimely manner. 3. PARTICIPANTSWorld Vision watsan staff employed with 8 projects in PNG, Solomon Islands, and Vanuatu. Approximatenumber of staff is 28. Local government partners and counterparts who are closely involved with projectimplementation will also be invited to training sessions. The approximate number of local government staffexpected to benefit is 12. 4. CONSIDERATION OF CROSS-CUTTING ISSUESCross cutting themes will be introduced to and discussed with project staff. It is envisioned that the resultof such discussions will be a simple and practical list of actions that project staff will take to incorporateWorld Vision’s 6 cross cutting themes into the implementation of the project.As an example, the Madang watsan team has made the following practical list for incorporating the crosscutting themes into their project work.Christian Commitment  Respect different religious beliefs of villages we work in  Value people  Project staff demonstrate Christian characterDisability  Be aware of special needs of disable people  Disabled people have equal access to project activitiesEnvironment  Water and sanitation infrastructure has minimum negative impact on environmentGender  Promote active and meaningful participation from women and men  Actively seek to hear women’s voices in the communities  Water and sanitation infrastructure placed in gender friendly locationsPeace Building and Conflict Resolution  Ensure active participation from all clans within community  Promote activities where all people can work together (e.g. construction)  Strive to minimize conflict and help communities resolve conflictProtection (Including Child Protection)  Water and sanitation infrastructure placed in safe and accessible locations. 5. SUSTAINABILITY (TRANSITION)All training will be delivered to World Vision staff with the goal of promoting long term knowledgeimprovements. Where possible, local government partners and counterparts who work closely with WorldVision projects will be invited to participate in training sessions. This will help to promote knowledge beingmaintained in the areas, even after the completion of World Vision project work. 3
  4. 4. 6. KNOWLEDGE MANAGEMENTProject staff will be regularly encouraged and led by the Water and Sanitation Technical Adviser to activelyreflect on the impact of activities that have been performed. Project staff will be encouraged to engage inactive learning throughout the training sessions and throughout the implementation process. 7. HAVE ALL MINISTRY PILLARS BEEN CONSIDERED?Ministry Streams Yes/No How?Development Yes Increased technical skills will lead to improved quality of World Vision project work, which will lead to improved quality of good and services delivered to the beneficiaries in a more timely and cost efficient manner.Advocacy NoRelief No 8. BUDGETCategory Description 1st Year TOTAL USD USDPersonnel Costs 0 0Activity Costs 31,000 31,000 International Flights and Accommodation - Mike Wolfe 15,000 Flights and Accommodation within PDG - Mike Wolfe 8,000 Flights and Accommodation within PDG - National Staff 7,500 Consumables 500Activity Support Costs 3,750 3,750 GPS 750 Computer 2,000 Satellite phone 1,000Indirect Project Costs(IPC) 0 0TOTAL 34,750 34,750 4

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