FEDERAL REPUBLIC OF NIGERIA
FEDERAL MINISTRY OF AGRICULTUREAND
WATER RESOURCES
THIRD NATIONAL FADAMA DEVELOPMENT PROJECT(FADAMA III)
TRAINING MANUAL
National Fadama Coordination Office Nafisah Plaza, Plot 502, Off Constitution Avenue, Central Business Area, Abuja
E-mail: [email protected]; [email protected]
MANUAL NO. 7
ACPE E H AIT NA DF PD RN OGA RY ETI SN SU
T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
iT R A I N I N G M A N U A L
ACRONYMS AND ABBREVIATIONS
ADPs Agricultural Development Projects
CBIWM Community Based Integrated Watershed Management
CBO's Community Based Organizations
CDD Community-Driven Development
FCA Fadama Community Association
FUG Fadama User Groups
LFD Local Fadama Desk
LFDC Local Fadama Development Committee
SFCO State Fadama Coordination Office
SFTC State Fadama Technical Committee
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
T R A I N I N G M A N U A L
Table of Contents
1.0 Purpose of Manual………………………………………………...... ..........................1
2.0 Identification of Training Needs………………………..……......................................2
2.1 Use of Resource Persons and Organization of Training.................................................2
2.2 Evaluation of Training Programmes…………………………...................................5-3
3.0 Training Topics ………………………………......……...............................................3
FUGs/FCAs..................................................................................................................3
Facilitators....................................................................................................................7
LFD..............................................................................................................................9
LFDC..........................................................................................................................12
Service Providers........................................................................................................14
SFCO..........................................................................................................................15
NFCO.........................................................................................................................17
NFTC.........................................................................................................................19
4.0 Conclusion …………………………………………………….................................21
5.0 References…………………………………………………......................................21
T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
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1. Purpose of the ManualSpecifically, this Manual would achieve the following objectives:
a. Identify the key Stakeholders to the Project and the roles that they are expected to play at
National, State, LGA and community levels. This may include NFTC, NFCO, SFCO,
LFDC, LFDO, Facilitators, FCA, FUG, Service Providers, NGOs, CBOs and others as
may be discovered during the course of project implementation and
b. Recommend appropriate training to address the perceived capacity building
requirements of each cadre of staff.
Data for analyzing training needs can be gained at three levels, namely; project level, specific
assignment (roles and responsibilities) and individual level.
The proposed trainings make up the road map for human and stakeholders capacity building.
These activities are enumerated hereunder:
a) Mobilization, and capacity building through training and provision of technical
assistance for achieving:
(i) socially-inclusive and participatory development of the Local Development Plan
(LDP) as the basis for the active participation of the beneficiary rural communities
in the planning and management of their development programs, including
systematic training on various aspects of the sub-project cycle such as needs
assessment, the collective design, identification and selection of investment
activities as well as preparation, implementation and monitoring of the sub-
projects;
(ii) enhanced capacity of each group participating in project implementation to
acquire the skills needed to effectively carry out their responsibilities; and
(iii) the process and articulating the guidelines for preparing the LDP and involving the
FCA (as outlined in the PIM);
b) Assisting the participating Local Governments' to strengthen their role to enable them
respond more to the needs of their communities as well as improve decision-making
capabilities; and create capacity for investment planning, community mobilization as
well as supervision and monitoring of community development projects; and
c) Providing technical assistance and resources for designing and operating
communications education and information dissemination program for the project. In
addition, the project would provide specialized technical assistance, training,
experience-sharing and knowledge exchange opportunities to service providers, with
emphasis on improving the quality, effectiveness, availability, affordability and
timeliness of advisory services. The goal here is to provide professionalism and
technical capacity in the advisory services business.
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2. Identification of Training Needs
2.1 Use of Resource Persons and Organization of Training
This manual supports that the instruments for implementing the various forms of training under
the project would include a combination of workshops, limited external training, technical
exchanges, on-site/on-farm training and/or demonstrations, and more traditional technical
assistance, drawing upon local expertise within the State such as consultants,
universities/colleges, NGOs and other local service providers. Also, national and international
technical assistance agencies and individual consultants would be involved.
To this effect, the Project would finance consultant services, training materials and courses,
seminars, workshops, related studies and related operating costs. All trainings at the
local/community level should be translated and delivered in the local languages prevalent in the
area. The use of audio-visual aids and participatory methods that would enable active
participation of all should be encouraged.
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A training need arises when there is a shortfall in terms of a person’s knowledge,
understanding, skill and attitudes compared with what is required by the job, or by the
demands of the assignment. This is pictorially presented in Fig 1 below:
Shortfall/ gap or training needed
Level of knowledge, skills, etc. possessed by stakeholder
Level of knowledge, and skills required by the job
Fig 1
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2.2. Evaluation of Training Programmes
Evaluation is part of the control process of training programmes. Its aim is to obtain feedback
data/information about the results or outputs of the training. Also, it uses this feedback to assess
the effectiveness of the particular training methods and delivery processes used, with a view to
improving on future trainings. In order to accomplish this most appropriately the new lessons
learnt would be documented in form of a report. The report should identify the next line of
action.
3. Training Topics
Specific training would be organized for each level of stakeholders. The timing and duration of
training would be concluded and incorporated in the action plan. The details of the training are
presented in the following sections:
Recipients Proposed Training Topics
Training Objectives Training Scope and Content
FUGs/FCAs
The Roles and Responsibilities of FUGs/FCAs
To identify project expectations from the group; determine how the project
expectation would be effectively and efficiently delivered as at when due.
§
Review of identified roles and responsibilities in the Project design.
§
Identification of new emerging roles and responsibilities not captured at project design
§
Promotion of effective delivery system
§
Contracting goods, works and services.
§
Formation of sub-committees with different comparative advantages
§
Identification of factors that may militate against certain roles and responsibilities
§
Preparation of Local Development Plans
§
Legal implications of group activities
§
Development of Group/Community Calendar
§
Opening and operation of bank accounts.
§
Others
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
Group dynamics
Recognition and use of viable and functional group as a crucial factor for success and sustainability
§Group mobilization and sensitization§
Formation of Fadama groups and community associations.
§
Registration of FUGs/FCAs
§
Group objectives
§
Group management for growth and Development
§
Cooperative principles
§
Capacity Building and empowerment.
§
Promoting Accountability and transparency
§
Groups linkage and Networking.
§
Mainstreaming vulnerable including women into group
§
Prevention of elite capture
§
Importance of active participation within group
§
Conflict management and resolution
§
Consensus building, negotiation principles
§
Promotion of team spirit
§
Others
Principles of Community Driven Development
Beneficiaries to understand project approach and guiding principles
§
Reflection on CDD Success stories
§
Pillars of CDD
§
Paradigm Shift
§
Expected benefits of CDD
§ Fears/concerns of CDD
§ Successful Vs Sustainable projects Enterprise
Development To provide continuous linkage and sustainable income generation
§ Identifying profitable business ideas.
§ Enterprise Identification § Characteristics of successful Entrepreneurs § Estimation of costs and benefits § Planning for risks and uncertainty/simple sensitivity
analysis § Investment options § Business plan management § Savings mobilization §
Improving capacity utilization
§
Strategies for enterprise diversification §
Stimulating Value Adding Activities
§
Turning waste into wealth §
Others
Simple Record Keeping
To provide a feedback mechanism and basis for improving performance.
§
Minutes of meetings §
Managing various group records
§
Farm/Enterprise record §
Production record keeping
§
Sales Record
§
Savings records.
§
Income and Expenditure record
§
Simple Cash flow/Balance sheet
§
Bank Accounts.
§
Others
Minutes Taking/Report writing
To improve the quality of report writing/minutes taking for all events/meetings
§
Content of standard minute of meetings
§
Improving attendance of meetings
§
Importance of meeting minutes as a tool for group /project management
§
Elements of good reports
§Verbal reporting and written reports §Fadama III reporting format
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Savings mobilization
i) To reduce the propensity to consume;
ii)
to promote and encourage savings, and
iii)
to stimulate and develop investments.
§Concept of savings and investment§
Cultivating savings and investment culture or habit.
§
Develop strategies for reducing wastages leakages
§
Conditions to continuous income generation
§
Time management and effective time utilization
§
Understanding risks and uncertainty
§
Savings mobilization, Credit administration and development
§
Opening a bank savings account, how to operate group savings
§
Selecting the best banking or credit service
§
Others
Business Management
Moving group activities out of a way of life to business orientation
§
Building Business orientation
§
Identifying business opportunities
§
Preparing a project feasibility study report.
§
Simple Business plan
§
Preparing simple viable and feasible proposal for micro-credit
§
Improving capacity for credit and more investment
§
Identifying, networking and sustaining business linkages
§
Understanding Economies of scale and size
§
Others
Marketing Strategies
Identifying the control of market (even as a price taker) as the only way to sustainable income generation
§
Concept of Marketing strategy
§ Marketing research
§ Identified marketing strategy to remain and expand enterprise investment
§ Simple Demand to fill such gaps
Supply gap analysis and how -
§ Sustainable market linkages Team Building To promote team
spirit; and to identify the cost of not playing as a team
§ Concept of Team Building/Approach § Importance of team building and team spirit § Conditions precedent to good team building § Characteristics of a winning team. § Simple test of Team effectiveness and Evaluating
Team Development §
Dangers of lack of team spirit
Insurance Policy
To present the importance and suitable insurance options to the various enterprise activities.
§
Concept of risk and uncertainty §
Agricultural insurance policy in Nigeria
§
Simple insurance options for Fadama Enterprises §
Promoting indigenous and local knowledge systems
§
Implication of security to sustainable income generations
Preparation of Local Development Plans or Sub-projects.
To prepare a socially inclusive LDP that contains a list of prioritized sub-project that would be fundable by the project to meet the needs of the intended beneficiaries.
§
Identifying differences between desires, needs and problem
§
Criteria for preparation of socially inclusive LDPs
§
Positive list and negative list of fundable sub-projects under each component
§
Standard cost estimates to guide appropriate pricing/costing of LDP/sub-projects
§
Appreciation of standard designs (including pictures) for quality community infrastructure and productive assets
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Community-Based Procurement
In support of the CDDapproach of the project and most importantly for the indirect beneficiaries within the community to feel the project
?
Principles of Community-based Procurement
?
Types / Procurement methods under the project
?
Contract register
?
Improving procurement management
?
Asset register and Branding
?
Procurement plan
?
Check-list for community-based procurement
Fiduciary Management in Community –Based Development Projects
To enhance transparency and accountability at all levels of project implementation
?
Pivots of fiduciary management
?
The need for Fiduciary Management
?
Internal control system
?
Flow of funds
?
Account operations and books of account
?
Elements of financing agreement
Study Tour
To appreciate best practices in modern enterprise production, marketing techniques and service delivery
Interaction visits to other FUGs/FCAs
Exchange of visits by group leaders/membersMutual exchanges of notesDemonstrations of best practices.
?Identifying and prioritizing tasks, preparing time line-and implementation charts
?Identifying and valuing in kind contribution-?
Operation, management and maintenance plan
?
Preparation of maintenance plan
?
Implementation and funding of Maintenance plan
?
Preparation for replacement of assets
?
Monitoring and Supervision of implementation of LPDs.
?
Simple baseline study/data analysis
?
Simple impact analysis
?
Progress reporting
?
Sub-project supervision reporting/certificate of completion
?
Promoting ownership of sub-projects
?
Benefits of linkages with other project components
Sub-project Cycle Management
To provide understanding on the processes involved from project conception to delivery
?
The sub-project cycle
?
The importance of monitoring and supervision during sub- project execution
?
Managing sub- project gestation period - the waiting period
?
Simple sensitivity analysis on the assumptions of the sub- project
Preparation of Work-plan and Budget
To provide a detailed guide for annual implementation of Project activities through the preparation of feasible work plan
and Budget
?
Concept of Work plan and budget
?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a prac tical preparation of a typical Fadama II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
? Monitoring the implementation of WPB
Documentation/Filing of document
To enhance the group capacity to keep documents and correspondences of all their activities
? Simple filing system ? Importance of document protection for transparency
and accountability ? Document Files, filing and file index. ? Correspondence Files ?
Contract Files ?
Financial files
SWOT Analysis
To identify and utilize group strength, weaknesses, opportunity, and threats to better individual and group performance.
?
Practical identification of group strengths, weaknesses, opportunities and threats
?
Implications of SWOT analysis to individual, group and community development
?
The power of positive thinking
????
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Facilitators
The Roles and responsibilities of Facilitators
To identify project expectations from the Facilitators and how these would be effectively and efficiently delivered.
?
Review of Project identified roles and responsibilities
?
Emerging roles and responsibilities not captured at project design
?
Tips for effective facilitation system
?
Identifying factors that may militate against roles and responsibility of Facilitators.
?
Facilitator/community Calendar
?
Others
Principles of Community Driven Development
Facilitators to understand project approach and guiding principles
?
Reflection on CDD Success stories
?
Pillars of CDD
?
Paradigm Shift
?
Fears/concerns of CDD
?
Successful Vs Sustainable projects
Understanding community values, cultures and norms
To provide an opportunity for the integration of project goals with community values and aspirations
?
Concept of Rural sociology
?
Integrating community values, cultures and norms with project aspirations
?
Respecting the indigenous/local knowledge systems.
?
Recognizing the people as the driver of the vehicles of development
? Others Awareness
creation and Sensitization
To Identify the stakeholders and determine their information needs. Also, to develop the right message and Identify the most appropriate media for delivery
? Assessing the information needs of each organization
? Identifying the key audiences for each organization ? Assessing the stakeholders’ information needs ? Developing the right organizational messages. ? Identifying the right Public Awareness tools ? Monitoring and evaluating Public Awareness
activities
Tools for Participatory Rural Appraisal
(PRA)
Promoting participatory problem and solution identification
? The concept of PRA ? Various PRA tools and its applications ?
Stakeholder Analysis
?
Sustainability considerations, social and institutional issues in Fadama watershed management
?
Multi-stakeholder conflict mitigation and negotiation for community-based integrated Fadama watershed management
?
‘Self-Help Promotion’ for community-basedintegrated Fadama watershed management
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
Business Management
To help move group activities out of a way of life to business orientation
?Building Business orientation?Identifying business opportunities?
Preparing a project feasibility study report
?
Simple Business planning/plan
?
Preparing simple viable and feasible proposal for micro-credit
?
Improving capacity for
credit and more investment
?
Identifying, networking and sustaining business linkages
?
Understanding Economies of scale and size
?
Others
Project Cycle
To promote an understanding of the project cycle
?
The project cycle
?
Participatory Project Planning, Monitoring andEvaluation
?
Participatory Analysis and Priority setting with communities
?
Problem and solution trees
?
Log frame
analysis
?
Critical Pathway
Report Writing
To enhance Facilitators’ capacity to assist
groups write and present acceptable reports
?
Progress report writing
? Minutes of meeting
? Essentials of a PRA report
? Outline of a standard report
? Contents of a standard report ? Others
Team Building
To promote team spirit; and to identify the cost of not playing as a team
? Concept of Team Building/Approach ? Importance of team building and team
spirit ? Conditions precedent to good team
building ?
Characteristics of a winning team.
?
Simple test of Team effectiveness and Evaluating Team Development
?
Dangers of lack of team spirit.
Computer appreciation including
data management
To up-grade Facilitators knowledge on IT demands, most especially for the project
?
Basic computer appreciation ?
Microsoft office -words, excel, access, PowerPoint, etc
?
Simple data analysis/data analysis soft wares
?
Integrated MIS
Preparation
of Work-plan and Budget
To provide a detailed guide for annual implementation of Project activities
?
Concept of Work plan and budget
?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
?Monitoring the implementation of WPB
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Appreciative Inquiry
?
EnvironmentalSafeguards
To help Facilitators with environmental safeguards that could be used by the project beneficiaries during sub-project identification and implementation
?
Principles of Environmental Safeguards
?
Activities vs.
Environmental mitigation measures
?
Estimation of costs and Benefit of environmental degradation and improvement
Networking
Provide internal and external linkages for effective project delivery.
?
Providing linkages -financial, technical etc, and inter project component linkages.
Study Tour
To appreciate best practices in modern enterprise techniques
?
Interaction visits to other FUGs/FCAs.
?
Exchange of visits by group leaders/members
? Mutual exchanges of notes
? Demonstrations of best practices.
LFD The Roles
and responsibilitiesof LFDand every member of LFDC
To identify project expectations from the group and how the expectations would be effectively and efficiently delivered as and when due.
? Objectives of their (LFD/LFDC) inclusion in Fadama-III implementation arrangement
? Review of Project identified roles and responsibilities
? Emerging roles and responsibilities not captured at project design
?
Tips for establishing effective delivery system
?
Formation of sub-committees with different comparative advantage
?
Identifying factors that may militate against roles and responsibility
?
Group Calendar
Principles of Community Driven Development
Desk office/officers to understand project approach and guiding principles
?
Reflection on CDD Success stories ?
Pillars of CDD
?
Paradigm Shift
?
Fears/concerns of CDD
?
Successful Vs Sustainable projects
Preparation of Work-plan and Budget
To
provide a detailed guide for annual implementation of Project activities
?
Concept of Work plan and budget
?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
?Monitoring the implementation of WPB
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Screening and appraisal of Local Development Plans (LDP)
To equip LG Desk Office with necessary guide that would help in objective screening of
LDPs/Sub-projects
?Features of an Acceptable LDP?
Negative and Positive lists of fundable Sub-projects
?
LGAs priority list of development Sub-projects
?
Five major issues for consideration-Technical, Social, Institutional, Economic and Financial appraisals
?
How to prevent duplication of effort and wastage of resources within LGAs
?
Guide on the implementation of cross -FCA infrastructure
?
Review of project components/linkages
EnvironmentalAnalysis of LDPs
To enforce the conformity of sub-projects with environmental standards
?
Importance of environmental consideration and project sustainability
?
Introduction to Environmental Management Plan and Mitigation Measures
?
Social, Technical and Economic tests for environmental mitigations
?
Check-list for environmental screening
Guide on Desk and Field review of LDPs
To objectively criticize LDPs with a view to improving its ability to deliver project mandate
? Importance of an objective Desk and Field Review of LDP
? Check list for Desk and Field review
? In-corporation of technic al units of the LGA in technical review of LDPs
Taking Minutes /Report writing
To improve the quality of report/minute for all events/meetings
? Content of a standard minutes of meeting ? Improving attendance of meetings ? Importance of minutes of meetings as a
tool for group /project management ?
Elements of good reports
?
Verbal and written reports ?
Fadama-III reporting format
Sub-project
Cycle Management
To provide understanding on the processes involved from project conception to delivery
?
The sub-project cycle
?
The importance of monitoring and supervision during sub-project execution
?
Managing sub -project gestation period -the waiting period
Team Building
To promote team spirit; and to identify the cost of not playing as a team
?
Concept of Team Building/Approach
?
Importance of team building and team spirit
?
Conditions precedent to good team building
?Characteristics of a winning team.
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?
Simple test of Team effectiveness and Evaluating Team Development
?
Dangers of lack of team spirit
Confidence Building and Advocacy and communication skills
To provide Desk Officers with capacity to communicate and implement project Paradigm shifts
?
Effective Communications skills and strategy
?
System confidence Vs Individual confidence
?
Strategies for implementing change
?
Others
Computer Appreciation and Data Management
To increase capacity in computer literacy and provide integration to Project MIS
?
Basic computer software; Microsoft Office: Excel, word power point, etc
?
Spread Sheet and data entry
?
Linkage and managing the MIS at
the LGA level
?
Others
Computerized accounting system
To build capacity in this direction; and, most importantly, to improve transparency and accountability
? Computer accounting software appreciation e.g. Peach tree
? Basics of Peach tree
? Posting of transactions ? Financial reporting using Peach tree ? Integration to National MIS
Monitoring and Supervision Techniques
To provide enough skill for internal monitoring and supervision of approved sub-project
? Basics of Monitoring and Supervision ? Preparing and implem enting monitoring
and supervision plan ? Learning from the Feed Back mechanism
Coordination Strategies
To identify effective coordination strategies that would help in delivering project expectations
?
Concept of coordination ?
Types of coordination
?
Coordination strategies ?
Guidelines for effective coordination
?
Others
Study Tour
To appreciate best practices in modern enterprise techniques
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LFDC
The Roles and responsibilitiesof LFDC members
To identify project expectations from the committee and how these would be effectively and efficiently delivered as and when due.
?
Review of Project identified roles and responsibilities
?
Emerging roles and responsibilities not captured at project design
?
Promoting effective delivery system
?
Formation of sub -committees with different comparative advantage
?
Identifying factors that may militate against roles and responsibility
?
How to improve commitment of LFDC members
?
Fadama-III project: ‘friend or foe’
?
Harmonization/synchronization of development agenda at the LGA level
?
Others
Principles of Community Driven Development
LFDC members to understand project approach and guiding principles
?
Reflection on CDD Success stories
?
Pillars of CDD
?
Paradigm Shift
? Fears/concerns of CDD
? Successful Vs Sustainable projects Screening
and appraisal of LDPs
To provide appropriate guide at the approval desk and prevent unacceptable LDPs from passing the approval stage.
? Features of an Acceptable LDP
? Negative and Positive lists of fundable
projects ? LGAs priority list of development ? Five major issues for consideration -
Technical, Social including social inclusion, Institutional, Economic and Financial appraisals
? How to prevent duplication of effort and wastages of resources within the LGA
?
Guidelines for implementation of cross -FCA infrastructure
Good governance
Increase awareness on the need for good governance
?
Leadership skills/types of leaders ?
Providing dividends of good governance
?
Promoting accountability to the people ?
Gaining peoples trust, confidence and mandate
?
Appreciating the feed-back mechanism
?
Providing quality service to the people
Team Building
To promote team spirit; and to identify the cost of not playing as a team
?
Concept of Team Building/Approach
?
Importance of team building and team spirit
?
Conditions precedent to good team building
?
Characteristics of a winning team.
?
Simple tests for
team effectiveness and Evaluating Team Development
?Dangers of lack of team spirit
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Computerizedaccounting system
To build capacity in this direction and most importantly improve transparency
and accountability with the ultimate aim of integrating it to LGA accounting system
?
Computer accounting software appreciation e.g.
Peach tree
?
Basics of Peach tree
?
Posting of transactions
?
Financial reporting using Peach tree
?
Integration to National MIS
Preparation of Work plan and Budget
To provide a detailed guide for annual implementation of Project activities
?
Concept of Work plan and budget
?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
?
Monitoring the implementation of WPB
Monitoring and Supervision Techniques
To provide enough skill for internal monitoring and supervision of
approved sub-project
? Basics of Monitoring and Supervision
? Preparing and implementing monitoring and supervision plan
? Learning from the Feed-Back mechanism
Coordination Strategies
To identify effective coordination strategies that would help in delivering project expectations
? Concept of coordination ? Types of coordination ? Coordination strategies ? Guides for effective coordination ? Others
Study Tour
To appreciate best practices
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Service Providers, including NGOs and CBOs
Principles of Community Driven Development
Beneficiaries to understand project approach and guiding principles
? Reflection on CDD Success stories
? Pillars of CDD
? Paradigm Shift
? Fears/concerns of CDD
? Successful Vs Sustainable projects
The Roles and responsibilities of service providers
To identify project expectations from the NGOs and how these would be effectively and efficiently delivered as and when due.
? Identification of Project identified roles and responsibilities
? Emerging roles and responsibilities not captured at project design
? Effective delivery system
? Formation of categories of service providers with different comparative advantages
? Identifying factors that may militate against roles and responsibilities
? Group /project Calendar
Project Cycle To build capacity in the understanding of project cycle
? The project cycle ? Participatory Project Planning, Monitoring
and Evaluation ? Participatory Analysis and Priority setting
with communities ? Problem and solution trees ? Log frame analysis ? Critical Pathway
Project Implementation Procedures
To familiarize service providers with the implementation arrangement for Fadama III
? Project Organogram ? Project / sub-project time frame ? Fund flow arrangement ? Procedure for blacklisting service providers ? Others
Community-Based Procurement
In support of the CDD approach of the project and most importantly for the indirect beneficiaries within the community to have a feel of the project
? Principles of Community-based Procurement
? Types / Procurement methods under the project
? Contract register ? Improving procurement management ? Asset register and Branding ? Procurement plan ? Check list for community -based
procurement
Promoting private and public sector investment
To promote private /public participation in the project initiation
? Roles of Private sector in the attainment of Fadama III PDOs.
?
Private sector driven development approach in CDD
?
Others
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Study Tour
To appreciate best practices
SFCO
The Roles and responsibilities of every member of the SFDO
To identify project expectations from the group and how these would be effectively and efficiently delivered as and when due.
?
Identification of Project identified roles and responsibilities
?
Emerging roles and responsibilities not captured at project design
?
Effectively delivery system
?
Formation of sub-committees with different comparative advantages
?
Identifying factors that may militate against roles and responsibilities
?
Group Calendar
Principles of Community Driven Development
SFDOs to understand project approach and guiding principles
?
Reflection on CDD Success stories
?
Pillars of CDD
? Paradigm Shift
? Fears/concerns of CDD
? Successful Vs Sustainable projects Participatory
Planning, Monitoring and Evaluation
To provide effective monitoring system that measures the project’s progress, identifies problems and provides a feedback mechanism for necessary changes in the project.
? Features of Result-Based robust M&E System
? Preparing an M&E plan ? Implementing an M&E plan ? Baseline capture of important data and
parameters ? Integrating MIS and networking with all
stakeholders ?
Feeding the Fadama website
?
Impact monitoring & evaluation
Monitoring and Supervision Techniques
To provide enough skill for internal monitoring and supervision of approved sub-projects
?
Basics of Monitoring and Supervision ?
Preparing and implementing monitoring and supervision plan
?
Learning from the Feed-Back mechanism
Preparation of Work-plan and Budget
To provide detailed guidelines for annual implementation of Project activities
?
Concept of Work-plan and budget
?
The need for
a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
?Monitoring the implementation of WPB
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
Gender/Vulnerable groups mainstreaming
To foster social inclusiveness in the Local Development Plan.
?Gender mainstreaming: Phases and entry points
?
Results-based management and gender indicators
?
Tools in mainstreaming gender in organizations
?
Gender Audit: framework andquestionnaire design
?
Gender and rights-based approach to governance Local level gender budgeting
Promoting private and public sector investment
To promote private /public participation in the project investments
?
Roles of Private sector in the att ainment of Fadama III PDOs.
?
Private sector driven development approach in CDD
?
Others
Integrated approach to watershed management
Promoting harmonious relationship amongst stakeholders in Watershed management
?
Concepts and framework of community-based inte grated watershed management (CBIWM)
?
Basic concepts and framework for CBIWM
? Approaches to CBIWM
? Sustainability considerations, social and institutional issues in watershed management
? Planning and implementing CBIWM ? Developing a community based integrated
watershed management program ? Tools and methodologies for watershed
assessment and planning ? PRA tools and application of PRA tools ?
Geographic information system and its application in CBIWM
?
Watershed stakeholders’ analysis ?
Who are the stakeholders
?
Importance and purpose of stakeholder
analysis ?
Specific use of Stakeholder analysis in natural resource management
?
How to conduct stakeholder analysis
Team Building
To promote team spirit; and to identify the cost of not playing as a team
?
Concept of Team Building
?
Importance of team building and team spirit
?
Conditions precedent to good team building
?
Characteristics of a winning team.
?
Simple tests for Team effectiveness and Evaluating Team Development
?
Dangers of lack of team spirit
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Coordination Strategies
To identify effective coordination strategies that would help in delivering project expectations
?Concept of coordination?
Types of coordination
?
Coordination strategies
?
Guidelines for effective coordination
?
Others
Study Tour
To appreciate best practices in modern enterprise techniques
NFCO
The Roles and responsibilities of every member of the NFCO
To identify project expectations from the staff and how these would be effectively and efficiently delivered as and when due.
?
Identification of Project identified roles and responsibilities
?
Emerging roles and responsibilities not captured at project design
?
Effective delivery system
?
Formation of sub-committees with different comparative advantages
? Identifying factors that may militate against roles and responsibilities
? Group Calendar Principles of
Community Driven Development
NFCO to understand project approach and guiding principles
? Reflection on CDD Success stories
? Pillars of CDD ? Paradigm Shift ? Fears/concerns of CDD ? Successful Vs Sustainable projects
Participatory Planning, Monitoring and Evaluation
To provide efficient monitoring and effective evaluation system that measures the project’s progress, identifies problems and provides a feedback mechanism that justifies the need for the project intervention.
? Features of result-based robust M&E system
? Preparing an M&E plan ?
Implementing an M&E plan
?
Baseline capture of important data and parameters
?
Integrating MIS and networking with all stakeholders
?
Feeding the Fadama website
Monitoring and Supervision Techniques
To develop sufficient skill in the staff for internal monitoring and supervision of approved sub-projects
?
Basics of monitoring and supervision
?
Preparing and implementing monitoring and supervision schedule
?
Learning from the feed-back mechanism
T R A I N I N G M A N U A L
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
Preparation of Work plan and Budget
To provide a detailed guide for annual implementation of Project activities
?Concept of work-plan and budget?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama-II/III WPB
?
Using the cost
tables
and procurement plan for WPB preparation
?
Monitoring the implementation of WPB
Gender/Vulnerable group mainstreaming
To foster the social inclusiveness of the Local Development Plan.
?
Concept of Vulnerability
?
Concept of gender/vulnerable group mainstreaming
?
Characteristic features of vulnerable groups
and criteria for qualifying as vulnerable
?
Linkage to cheap sources of credit and grants for vulnerable group
?
Integrating vulnerable group and individuals with FCAs/FUGs
? Gender mainstreaming: Phases and entry points
? Results-based management and gender indicators
? Tools in mainstreaming gender in organizations
? Gender Audit ? Gender and rights -based approach to
governance ? Local level gender budgeting
Good governance
Increase awareness on the need for good governance
?
Leadership skills/types of leaders ?
Providing dividends of good governance
?
Promoting accountability to the people ?
Gaining peoples trust, confidence and mandate
?
Appreciating the feed-back mechanism ?
Providing quality service to the people
Promoting private and public sector investment
To promote private /public participation in the project design, implementation and management.
?
Roles of private sector in the attainment of Fadama-III
PDOs.
?
Private sector driven development approach in CDD
?
Others
Integrated approach to watershed management
Promoting harmonious relationship amongst stakeholders in watershed
?
Concept and framework of community -based integrated watershed management (CBIWM)
?
Basic concepts and framework for CBIWM
?
Approaches to CBIWM
?Sustainability considerations, social and
institutional issues in watershed management
T R A I N I N G M A N U A L
?
Planning and implementing CBIWM
?
Developing a community based integrated watershed management program
?
Tools and methodologies for watershed assessment and planning
?
PRA tools and application of PRA tools
?
Geographic information system and its application in CBIWM
?
Watershed stakeholders’ analysis
?
Who are the stakeholders
?
Importance and purpose of stakeholder analysis
?
Specific use of Stakeholder analysis in natural resource management
?
How to conduct stakeholder analysis
Team Building
To promote team spirit; and to identify the cost of not playing as a team
?
Concept of Team Building
? Importance of team building and team spirit
? Conditions precedent to good team building
? Characteristics of a winning team. ? Simple tests for team development and
Evaluating team development effectiveness ? Dangers of lack of team spirit
Coordination Strategies
To identify effective coordination strategies that would help in delivering project expectations
? Concept of coordination ? Types of coordination ? Coordination strategies ?
Guidelines for effective coordination
?
Others
NFTC
?
The roles and responsibilities of every member or
sector representative in the NFTC
To identify project expectations from the group and how these expectations would be effectively and efficiently delivered as and
?
Identification of Project identified roles and responsibilities
?
Emerging roles and
responsibilities not
captured at project design
?
Effective delivery system
?
Formation of sub-committees with different comparative advantages
?
Identifying factors that may militate against roles and responsibilities
?Group Calender
T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
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T h i r d N a t i o n a l F a d a m a D e v e l o p m e n t P r o j e c t - ( F A D A M A I I I )
Principles of Community Driven Development
Beneficiaries to understand project approach and guiding principles
?
Reflection on CDD success stories
?
Pillars of CDD
?
Paradigm Shift
?
Fears/concerns of CDD
?
Successful Vs Sustainable projects
Integrated approach to watershed management
Promoting harmonious relationship amongst stakeholders in Watershed management
?
Concepts and framework of community -based integrated watershed management (CBIWM)
?
Basic concepts and framework for CBIWM
?
Approaches to CBIWM
?
Sustainability considerations, social and institutional issues in watershed management
?
Planning and implementing CBIWM
?
Developing a community based integrated watershed management program
?
Tools and methodologies for watershed assessment and planning
? PRA tools and application of PRA tools ? Geographic information system and its
application in CBIWM
? Watershed stakeholders’ analysis
Team Building To promote team spirit; and to identify the cost of not playing as a team
? Concept of Team Building ? Importance of team building and team
spirit ? Conditions precedent to good team
building ? Characteristics of a winning team. ? Simple tests for team development and
Evaluating team effectiveness ?
Dangers of lack of team spirit
Preparation of Work plan and Budget
To provide detailed guidelines for annual implementation of Project activities
?
Concept of Work plan and budget ?
The need for a work plan
and budget
?
Guidelines for preparing a work plan
and budget. This would include a practical preparation of a typical Fadama-II/III WPB
?
Using the cost
tables and procurement plan
for WPB preparation
?
Monitoring the implementation of WPB
Monitoring and Supervision Techniques
To provide enough skill for internal monitoring and supervision of approved sub-project
?
Basics of Monitoring and Supervision
?
Preparing and implementing monitoring and supervision schedule
?
Learning from the Feed-back mechanism
Good governance
Increase awareness on the need for good governance
?
Leadership skills/types of leaders
?
Providing dividends of good governance
?Promoting accountability to the people
T R A I N I N G M A N U A L
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4. Conclusion
The implementation of these trainings is based on the modalities for implementing the capacity
building component of Fadama III within the overall design of the project. Both local and
international training for the identified modules are desirable. It is essential that sequential
trainings be conducted for project staff and beneficiaries at all levels. However, the duration
and sequencing of the training programmes will depend on the observation, analysis and the
management experiences of project managers at the Local, State and National levels.
All training should be able to address the identified training objectives and participants'
expectation at the commencement of the training. A post-course evaluation should be
conducted at the end of each training.
5. References
P.Anandajayasekeran, C.J Van Rooven, F. Liebenberg (2004). Agricultural Project Planning nd
and Analysis: A Sourcebook Project Book, 2 Edition
?
Gaining peoples trust, confidence and mandate
? Appreciating the feed-back mechanism
? Quality service delivery to FCAs/FUGs and community
Coordination Strategies
To identify effective coordination strategies that would help in delivering project
expectations
? Concept of coordination ? Types of coordination ? Coordination strategies ? Guidelines for effective coordination ? Others
T R A I N I N G M A N U A L