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Project Concept Paper

1 PROJECT TITLE, LOCATION AND TIMING

Project Name: Technical Training and LEAP Programme Capacity Building of Water and Sanitation Teams in PDG

Country / 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 Adviser Delivery Organisation: WV Pacific Development Group Timeframe: 1 year (October 1, 2007 - September 30, 2008)

2 RATIONALE

Description of context:

WV-PDG is currently implementing 8 water and sanitation projects in three countries. It has become regular practice for WV-PDG to implement water and sanitation projects without employing competent technical professionals. Sometimes this practice has resulted in noteworthy failures (e.g. one community in Vanuatu labouring for almost one year to try to make water flow up hill). More regularly, though, the deficiencies 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 the humanitarian aid and development industry. WV-PDG desires to improve the quality of its watsan programme. At a minimum, this entails implementing water and sanitation projects that are in line with the widely 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/Outputs

Watsan staff in PNG, Solomon Islands, and Vanuatu are currently performing PHAST training with the view that it is a training that is to be delivered to the communities rather than with the view that PHAST is a methodology for facilitating communities to identify and solve their own sanitation and hygiene problems. This view of

Use PHAST as a means of reorienting WV-PDG’s approach to how we interact with communities in watsan projects. Personnel from WVA with significant experience using PHAST will train the WV-PDG Watsan Technical Adviser and one project team in one of the

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PHAST as an “output to be delivered” instead of a “process to facilitate” results in a lower level of transformation of behaviour change in the communities

communities. Training will occur over a 7-10 day period. 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 PNG, Solomon Islands, and Vanuatu are insufficient to implement watsan projects that are in line with best practices of the humanitarian aid and development industry.

Build capacity of watsan staff. Key areas to be addressed include the following.

Assessment and data collection for design of water systems;

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/Outputs

WV-PDG is working to implement quality programming. LEAP framework is being introduced and implemented for projects and programmes. Staff in PDG are being trained in LEAP and will be held accountable to ensure that LEAP tools are being used.

Increased technical skills will complement the improved DME and project management tools and practices that are part of LEAP. Increased and specific LEAP capacity building of watsan staff will assist staff to use LEAP tools.

An experienced expatriate water and sanitation technical adviser is able to assist with technical capacity building and watsan DME. The technical adviser also has project management

The watsan technical adviser will spend a significant part of his time and effort building capacity of watsan staff in WV-PDG. It is envisioned that 50% time will be spent managing the EU funded project and 50% will be

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responsibilities for the EU funded project in Madang, PNG, but is also available part time to build capacities of staff in WV-PDG projects.

available to focus on watsan issues for PDG

WV-PDG wants to expand its watsan programming

A watsan strategy for WV-PDG will be developed and incorporated into the Operations of WV-PDG.

Major development objective

To improve capacities of watsan staff to deliver goods and services to the beneficiaries in a quality and timely manner.

3. PARTICIPANTS

World Vision watsan staff employed with 8 projects in PNG, Solomon Islands, and Vanuatu. Approximate number of staff is 28. Local government partners and counterparts who are closely involved with project implementation will also be invited to training sessions. The approximate number of local government staff expected to benefit is 12.

4. CONSIDERATION OF CROSS-CUTTING ISSUES

Cross cutting themes will be introduced to and discussed with project staff. It is envisioned that the result of such discussions will be a simple and practical list of actions that project staff will take to incorporate World 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 cross cutting themes into their project work. Christian Commitment

Respect different religious beliefs of villages we work in

Value people

Project staff demonstrate Christian character Disability

Be aware of special needs of disable people

Disabled people have equal access to project activities Environment

Water and sanitation infrastructure has minimum negative impact on environment Gender

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 locations Peace 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 conflict Protection (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 knowledge improvements. Where possible, local government partners and counterparts who work closely with World Vision projects will be invited to participate in training sessions. This will help to promote knowledge being maintained in the areas, even after the completion of World Vision project work.

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6. KNOWLEDGE MANAGEMENT

Project staff will be regularly encouraged and led by the Water and Sanitation Technical Adviser to actively reflect on the impact of activities that have been performed. Project staff will be encouraged to engage in active 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 No

Relief No

8. BUDGET Category Description 1st Year

USD

TOTAL

USD

Personnel Costs 0 0

Activity 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 500

Activity Support Costs 3,750 3,750

GPS 750

Computer 2,000

Satellite phone 1,000

Indirect Project Costs

(IPC)

0 0

TOTAL 34,750 34,750