0910 - PIP Project Document

8/8/2019 0910 - PIP Project Document

1/49

S

The P

i Lanka

Perffor devel

rformance Imprand is funded b

Ministry o

Nation Bui

Estate Infr

Developm

n - Ger

rmancepment act

ovement Projectthe German Fe

f

ilding and

astructure

ent

an De

Improvers in the N

works with thederal Ministry fo

elopme

ment Proorth and E

ublic AdministrEconomic Coo

nt Coo

ject (PIPst of Sri L

tion in the Norteration and De

Pro

eration

nka

and East of Srielopment (BMZ

jec

Lanka)

Do

2

2

Trinco

Septe

cu

0

1

aleeber200

en

-


2/49


3/49

The Perfor

Sri La

for d

ance Improvethe

inistry of

ation Building anstate Infrastructuevelopment

nkan -

Perfor

velopme

ment Project wGerman Fede

dre

erma

ance I

nt actors

rks with the Pal Ministry for

Proje

T

Se

Devel

provem

in the No

blic Administraconomic Coop

ctDoc

rincomal

tember

pmen

nt Proj

th and E

tion in the Norteration and De

mente009

Coop

ct (PIP)

st of Sri

and East of Selopment (BM

ration

anka

ri Lanka and is)

funded by


4/49


5/49


6/49

1

ContentsListofabbreviations...................................................................................................................................... 2

Foreword....................................................................................................................................................... 3

Purposeofthedocument............................................................................................................................. 4

Part1:Projectdetails...........................................................................................................................5Projectsummary........................................................................................................................................... 7

Projectlogframe......................................................................................................................................... 10

Part2:Projectstrategy......................................................................................................................13Context........................................................................................................................................................ 15

Background................................................................................................................................................. 15

Relevancetodevelopmentcooperation.................................................................................................... 16

Approach..................................................................................................................................................... 17

Genderstrategy.......................................................................................................................................... 19

Goodgovernancestrategy.......................................................................................................................... 19

Conflicttransformation

strategy.................................................................................................................

20

Part3:Operationalplan.....................................................................................................................21HumanResourceDevelopment.................................................................................................................. 23

LocalGovernment....................................................................................................................................... 29

CommunityDevelopment........................................................................................................................... 35

Otheractivities............................................................................................................................................ 41


7/49

2

ListofabbreviationsACLG AssistantCommissionerofLocalGovernmentADB AsianDevelopmentBankBMZ GermanFederalMinistryforEconomicCooperationandDevelopmentCAP CapacityBuildingforImplementingAuthoritiesatLocalLevelCBO CommunityBasedOrganisationCD CommunityDevelopmentCIRM CentreforInformationResourceManagementCLG CommissionerofLocalGovernmentDFID DepartmentforInternationalDevelopment,BritishGovernmentDS DivisionalSecretariat,DistrictSecretariatEP EasternProvinceEPC EasternProvincialCouncilsFSCT FoodSecurityandConflictTransformationProjectGS GramaSevekaGTZ GermanTechnicalCooperationHRD HumanResourcedevelopmentLA LocalAuthoritiesMDTD ManagementDevelopmentTrainingDepartmentEPMDTI ManagementDevelopmentTrainingInstituteNPMC MunicipalCouncilNECCDEP NorthEastCoastalCommunityDevelopmentProjectNECORD NorthEastCommunityRestorationandDevelopmentProjectNEPC NorthEastProvincialCouncilNGO NonGovernmentOrganisationNP NorthernProvinceNPC NorthernProvincialCouncilOD OrganisationalDevelopmentPIDT PublicInformationDisseminationTrainingPIP PerformanceImprovementProjectPLA ParticipatoryLearninginActionPPS ProvincialPlanningSecretariatPPP PeoplesPlanningProcessPreSTEPS GeneralEnglishcourse(PreSkillThroughEnglishforPublicServantsPRO PublicRelationsOfficerPS PradeshiyaSabhaR/ACLG RegionalAssistantCommissionerofLocalGovernment(alsoACLG)STEPS SkillsThroughEnglishforPublicServantsWRDS WomensRuralDevelopmentSocietyWSPS WritingSkillsforPublicServants


8/49

3

ForewordThe

Performance

Improvement

Project

(PIP)

has

been

supporting

the

organisational

developmentoftheNorthernandEasternProvincialCouncilssincetheirinception,andfor

severalyearsbefore,theNorthEastProvincialCouncil(NEPC).Thetsunami,thedemergerof

theNEPCandtheconflicthavenotmadeitaneasyenvironmenttoworkin,andsothe

projectsachievementsareallthemoreimportant.

WiththesupportofPIPtheManagementDevelopmentTrainingDepartment,EasternProvince

isnowaflourishingtrainingcentrewithitsowntrainers,materials,equipmentandtraining

programme.PIPiscurrentlyfundingtheextensiontotheManagementDevelopmentTraining

Institute,Northern

Province,

training

trainers

and

helping

establish

the

STEPS

Institute

Jaffna,

sothattheNorthtoocanflourish.By2009morethan2,500publicservantsfromover70

organisationsintheNorthernandEasternProvincialCouncilshadbenefitedfromcoursessuch

asSkillsThroughEnglishforPublicServants(STEPS),InductiontoPublicService,Spatial

Planning,EffectiveCommunicationandSelfAccessSkills.Ina2008survey85%ofsenior

managersstronglyagreedthatPIPtrainingcoursesmettherealneedsoftheirstaff.

In2005,localgovernmentwastermedTheSleepingGiant.WithsupportfromPIPandother

donorsforlocalgovernmentreform,thatgiantisbeginningtowakeup.PIPhasestablisheda

grievanceredressalsystemin20localauthoritiesintheEastandanalmostequalnumberare

plannedin2010fortheNorth.In2006PIPputinthefirstnetworkatInnerHarbourRoad(the

thenheadquartersoftheNEPC)andin2008atVarodayanagar(theheadquartersoftheNPC).

In2007PIPpioneeredthefirstIntegratedLocalDevelopmentPlanninginKinniya,gettingthe

DivisionalSecretariat,theUrbanCouncilandthePradeshiyaSabhatoworktogetheronafour

yearrollingplansomethingthathadneverbeendoneinSriLankabefore.In2009workhas

begunonintegratedlocaldevelopmentplanninginthreegeographicalareasinJaffnaDistrict,

buildingonlessonslearntfromasimilarinterventioninKinniya,EasternProvince.

Inthisnew20092010phase,theOfficeoftheChiefSecretaryEasternProvinceandtheOffice

ofthe

Chief

Secretary

Northern

Province

will

continue

to

work

hand

in

hand

with

the

PerformanceImprovementProject.Thiscollaborationwillensurethatprojectinputsand

activitiescontinuetostrengthenthetwoadministrationsintheirmanagement,planning,

communication,coordinationandservicedeliveryforvulnerablecommunitiesintheNorthand

East.

MrWalterKeller,SeniorAdviser,GTZPerformanceImprovementProject

MrVPBalasingham,ChiefSecretary,EasternProvince

MrASivasamy,ChiefSecretary,NorthernProvince


9/49

4

PurposeofthedocumentThe

purpose

of

this

document

is

to

give

stakeholders,

intermediaries,

implementing

agencies

and

other

projectsworkinginthesamefieldaclearunderstandingoftheproject.Itisdividedintothreemain

parts.Thefirstpartgivesanoverviewoftheprojectdetails,foreasyreference,andincludestheproject

logframe.Thesecondpartoutlinestheprojectstrategyintermsofrelevance,approach,and

management,basedontheprojectcontext,history,andbestpractices.Thethirdpartprovides

comprehensivedescriptionsofprojectactivitiesandtheoperationalplansforeachofthethreeproject

strands.


10/49

5

Part 1: Project details


11/49

6


12/49

7

Projectsummary

Name GTZPerformanceImprovementProject(PIP)Donor GermanFederalMinistryforEconomicCooperationandDevelopment(BMZ)Projectarea Goodgovernanceandconflicttransformationcapacitydevelopmentforpublic

servantsworkingintheprovincialadministrationintheNorthandEastofSri

LankawithspecificreferencetoHumanResourceDevelopment,Local

GovernmentReformandCommunityDevelopment.

Objectives 1. ProvincialandlocalgovernmentstaffandcounterpartsintheNorthernandEasternProvincesusenewskillstoimprovethewaytheyworkasserviceproviders,withintheirorganisationsandwiththepublic(HumanResource

Development).

2. LocalgovernmentintheNorthernandEasternProvincesusesimprovedmechanismsofcommunicationandplanningforbetterservicedeliveryand

conflictmitigation(LocalGovernment).

3. WRDSinBatticaloaDistrictworkwithlocalauthoritiesanddonorstoimplementsmallscalesocioeconomicplansforimprovedfacilities,services

andlivelihoodsintheirvillages(CommunityDevelopment).

Scope Trincomalee,Batticaloa,Ampara,Vavuniya,MannarandJaffnaDistrictsDuration January2009December2010Beneficiaries TheconflictandtsunamiaffectedMuslim,TamilandSinhalesepopulationofthe

NorthernandEasternProvinceswithparticularreferencetovulnerablelow

incomegroups,thepublicthelocalauthoritiesserve,andwomens

organisations.

Intermediaries Themanagementandtechnicalstaffofapproximately70organisationsfromtheprovincialandlocalauthoritiesandthecentrallineauthoritiesatlocallevel,their

civilsocietycounterparts,womensgroupsandcommunitybasedorganisations.

Executingagency TheMinistryofNationBuildingandEstateInfrastructureDevelopmentImplementingagency TheNorthernandEasternProvincialCouncils


13/49

8

Keystakeholders TheOfficesoftheChiefSecretaries(CSO),EasternProvince(EP)andNorthernProvince(NP)

The

Commissioners

and

Regional

Assistant

Commissioners

of

Local

Government,

(CLGandR/ACLG)EPandNP

49localauthorities,EPandNP

TheCentreforInformationResourceManagement(CIRM)EP

TheManagementDevelopmentTrainingDepartment(MDTD)EP

TheManagementDevelopmentTrainingInstitute(MDTI)NP

TheMinistryofEducationNP

30WomensRuralDevelopmentSocieties(WRDS),EP

Inputs SpecialisedshortandlongtermconsultanciesintechnicalassistanceTrainingcourses,workshops,planningmeetingsandcoaching

Financing

agreements

with

the

British

Council

and

Czech

NGO

People

in

Need

LocalsubsidycontractswithCIRM,MDTDandtheNorthEastCommunity

RestorationandDevelopmentProject(NECORD)

Thesupplyofalimitedamountofequipmentfororganisationaldevelopment

Management TheprojectismanagedbyaSeniorAdviserandaTeamLeaderwithateamofover40nationalandinternationalstaffinthreelocations.Trincomaleeisitsmain

office,andissituatedwithintheEasternProvincialCouncilsManagement

DevelopmentTrainingDepartment,whichisalsooneofitsmainimplementing

partners.TwosubofficesexistinBatticaloaandJaffna.

CumulativeValue Cumulative,overallprojectduration:9years4monthsfrom09/2001to12/2010Cumulativetotalbudgetof10,881,000

Previousphases Date Phase Value Description09/2001

to

08/2003

preliminary

phasewithADB

956,000 rehabilitation,trainingand

communitydevelopmenttrust

buildingmeasuresthroughNECORD

09/2003

to

12/2008

secondphase

with

DFID

4,000,000

with

2,100,000

co

financing

fromDFID

organisationaldevelopment,human

resource

development,

planning

and

informationmanagementandgood

governance,fortheNEPC,thenEPC

andNPC,throughCSO,PPS,CIRM,

MDTDandCLG;interlinkedtothe

CapacityBuildingforImplementing

AuthoritiesatLocalLevelProject

(CAP),08/2005to10/2008;


14/49

9

Currentphase Date Phase Value Description01/2009

to

12/2010

currentphase;

extensionofthe

secondphase

3,825,000

humanresource

development,

local

governmentreformandcommunity

development.

Activities HumanResourceDevelopment BridgingcoursesforSkillsThroughEnglishforPublicServants(STEPS)are

developedandSTEPScoursesarerunindifferentlocations.

STEPSInstituteinJaffnaissetupundertheNPC. GoodGovernanceandconflicttransformationaretaughtthroughavariety

ofcourses:STEPS,publicinformationdisseminationtraining(PIDT),effective

communication,self

access

skills,

induction

to

public

service,

report

writing.

ThetrainingcapacityoftheProvincialCouncilsisstrengthenedandtrainercompetencies/accreditationestablished.

LocalGovernmentReform Newapproachestolocalgovernmentpubliccommitteesareintroducedfor

content,compositionandwaysofworking.

Publicredressalstaffandsystemsarestandardised,upgradedandexpanded.

Publicinformationdisseminationtechniquesaretaughttolocalauthorities.

Integrated

local

development

planning

is

introduced

in

new

areas.

Informationmanagementfordevelopmentprofilesissupported.CommunityDevelopment WRDSleadershipisstrengthenedforcommunitydevelopmentpurposes. AdvocacyeventsareorganisedtobringtheLocalAuthoritiesand

communitiesclosertogether.

Livelihooddevelopmentisstrengthenedandnewlivelihoodventuresexplored.

Preschooleducation,facilities,staffandsystemsarestrengthened.

Monitoringandevaluation

Baselinestudy,2009;ProjectDocument(this),Impactstudy2010

QuarterlyreportingtostakeholdersthroughtheProvincialCouncilCoordination

MeetingsandtheMinistryofNationBuildingandEstateInfrastructures

cumulativereports

Projectproposal(theOffer),annualprogressreportsandafinalreporttothe

BMZ


15/49


16/49


17/49


18/49

13

Part 2: Project strategy


19/49

14


20/49

15

Context25yearsofcivilwar,andlargescaledestructionofinfrastructureincoastalregionsduetotheDecember

2004tsunami,haveseverelyimpededdevelopmentintheNorthandEastofSriLankaandcreatedan

imbalancewiththerestofthecountry.TheNorthisnowinatransitionalphaseafterfightingceasedand

therehasbeennomoreopenfightingintheEasternProvincesincetheendof2007.

Thebiggestproblemforprovincial,districtandlocalauthoritiesatpresentisnotalackoffunds,butthe

inabilitytoactinacoordinated,needsbased,participatorymannerinordertoguaranteebasicservices.

Managementskillsandparticipatoryapproaches,whicharenecessaryforutilisinginputsinanefficient,

transparent,andconflictsensitiveway,areinadequate.Thisresultsinalackofplanningand

coordinationbythevariousdevelopmentactorsinvolved,whichinturnproducesgaps,duplicationand

inefficiencyatimplementationlevel.Availableresourcesarenotfullyutilised.Publicservicedelivery

demonstratesconsiderable

weakness

because

it

does

not

properly

take

into

consideration

the

real

needsofthepeople.

BackgroundTheGTZPerformanceImprovementProject(PIP)isimplementedbyGermanTechnicalCooperation

(GTZ)onbehalfoftheGermanFederalMinistryforEconomicCooperationandDevelopment(BMZ).Itis

agoodgovernanceconflicttransformationprojectwhichoperatesintheconflictaffectedNorthand

East

of

Sri

Lanka.

It

was

set

up

in

2001

and

is

now

in

an

extension

of

its

second

phase.

The

total

value

of

theprojectis10.9mofwhich,in2005,2.1mcamefromtheBritishGovernmentsDepartmentfor

InternationalDevelopment(DFID).Thecurrentphaseisworth3.8m.Theprojectspartnerministryis

theMinistryofNationBuildingandEstateInfrastructureDevelopmentanditalsocoordinateswiththe

MinistryofLocalGovernmentandProvincialCouncils.TheprojectsmainofficeisinTrincomaleewith

subofficesinBatticaloaandJaffna.

Thefirstphase2001to2003 consistedofrehabilitationworkinconjunctionwiththeAsian

DevelopmentBank(ADB)supportedNorthEastCommunityRestorationandDevelopment

Project(NECORD).Thesecondphase2003to2008 focussedonstrengtheningtheNorthEast

ProvincialCouncil,andafterthedemerger,theNorthernandEasternProvincialCouncilsrespectively,

bydevelopingcapacityinhumanresourcemanagement,organisationaldevelopment,planningand

informationmanagement,andgoodgovernance.Duringthisphase,PIPwasinterlinkedwiththe

tsunamifundedCapacityBuildingforImplementingAuthoritiesatLocalLevelProject(CAP)and

expandeditsworkinorganisationaldevelopmentforlocalgovernment.Inputsandactivitieswere

implementedthroughtheprojectskeystakeholders:theChiefSecretariesOffices,theProvincial

PlanningSecretariats,theManagementDevelopmentTrainingDepartment,theCentreforInformation

ResourceManagementandtheCommissionersofLocalGovernmentsOffices.


21/49

16

Inthecurrentextensionphase2009to2010 theprojectsmandateistobuildcapacityforprovincial

andlocalgovernment,andcommunitybasedorganisationssothattheycanworktogethertowards

sustainabledevelopmentinaparticipatoryandconflictmitigatingway.Theprojectsmainstakeholders

arekeyofficesintheNorthernandEasternProvincialCouncils,localauthorities,selecteddivisional

secretariatsandWomensRuralDevelopmentSocieties.Theprojectsimplementingpartnersat

governmentlevelaretheManagementDevelopmentTrainingDepartmentandtheCentrefor

InformationResourceManagementandatinternationallevel,BritishCouncilSriLankaandPeopleIn

Need.

Therationalefortheextensionwastosupporttheconflictandtsunamiaffectedpopulationsina

transitionalsituationintheNorthernProvince,andinaconflictemergingsituationintheEastern

Province,bybuildingonbestpracticesandlessonslearntfrompreviousGTZprojects.Thisincluded

expandingandmakingsustainabletheSTEPSprogrammefromPIP,thepublicgrievanceredressal

systemand

integrated

local

level

development

planning

from

CAP,

local

government

reform

from

PIP

andCAP,andParticipatoryLearninginAction/WRDSstrengtheningfromtheFoodSecurityandConflict

Transformation(FSCT)project.

ThenewprojectstrategyandoperationalplanwasconceivedasaresultofafeasibilitymissionfromGTZ

headquartersGermany,aseriesofplanningandscopingworkshopswiththeprojectskeystakeholders

intheProvincialCouncilschairedbytheChiefSecretaries,andthefindingsandrecommendationsofan

extensivebaselinestudy.(See,PerformanceImprovementProjectBaselineStudyReport2009.)

RelevancetodevelopmentcooperationTheprojecthasrelevancetoSriLankanGermangovernmentdevelopmentcooperationandtothe

MillenniumDevelopmentGoals(MDGs).

PIPsworkincapacitydevelopmentforgoodgovernance,conflictsensitivityandparticipatory

approachesatlocallevelsupportslocalgovernmentreforminSriLankaasfollows:

the20072010EasternProvinceDevelopmentPlan theLocalGovernmentReformscircularsNo.2,4and10(2007) theNationalPolicyDeclarationforLocalGovernment(2007) theCitizens'Charter,adoptedin2008,whichemphasisespublicparticipationasacrucial

prerequisiteforsustainable,democraticdevelopment.

InadditiontheprojectcontributestotheMillenniumDevelopmentGoals.Itpromotes

womensorganisationswhichcontributestoGoal3oftheMDGs(Promotegenderequalityandempowerwomen)

goodgovernancewhichcontributestoMDGTarget16(Developandimplementstrategiesfordecentandproductiveworkforyouth)


22/49

17

IntermsoftheBMZProgrammeforAction2015development policy,thePIPextensionstrengthens

Objective9:Ensuringtheparticipationofthepoorinsocial,politicalandeconomiclifeandstrengthening

good

governance

Objective1:Boostingtheeconomyandenhancingtheactiveparticipationofthepoor Objective10:Resolvingconflictspeacefullyandfosteringhumansecurityanddisarmament

ItalsotakesintoaccounttheGermanFederalGovernment's,ActionPlanforCivilianCrisisPrevention,

ConflictResolutionandPostConflictPeaceBuilding(2004)and,CrisisPrevention,Conflict

ManagementandPeacebuilding(2005).

ApproachSustainabilityTheprojectwillusetheextensionperiodtosecuresustainabilitythroughkeystakeholdermanagement

andownership.ForitscontinuingoutputstheSTEPSprogramme,theredressalsystem,andintegrated

localdevelopmentplanningthismeansexpansion,standardisationandinstitutionalisation.Fornew

interventionsinthe20092010periodleadingtooutputsthatstrengthenlocalgovernmentpublic

committees,publicinformationdissemination,localauthorityservicedelivery,WRDSlivelihoods,

communitydevelopmentandpreschooleducationthismeansimplementationfromthestartthrough

theChiefSecretariesOffices,withtheclearprovisionofmanagement,technicalexpertiseandcounter

partingfromthestakeholdersside.

CoverageTherewillbeatwoprongedapproachtotheprojectsintermediariesstafffromtheprovincial,local

andcentrallineauthoritiesandtheircivilsocietycounterpartsworkingatlocallevel.Firstly,theproject

willbuildcapacityingeneralcommunicationandgoodgovernanceskillsforalargenumberofchange

agentsfromtheseorganisations.Secondly,theprojectwillfocusonspecificskillsforspecificareasfora

morelimitednumberofpeople.Thiswillinclude,forexample,advocacyskillsforcommunitybased

organisationsinBatticaloadistrict,integratedlocaldevelopmentplanningskillsforJaffnalocal

authorities.Inthiswaytheprojectwillincreaseitsimpactbyprovidingwidercoverageforgeneralskills

andmoreindepthcoverageforspecificskills.ItwillalsomeettheProvincialCouncilsexpectations,

bothintermsofnumbers,andintermsofqualitypilotswithrolloutpotential.

FlexibilityBuildingonlessonslearnt,theprojectwillpromoteflexibilityforsustainabilityinageneralisedservice.

Thismeansnotrelyingovermuchonthepersonalityorskillsofspecificseniormanagersastheyare

likelytobetransferredatanymomentandreplacedwithotherswhoarenotfamiliarwiththeworkof

thePerformanceImprovementProject.Suchanapproachrequiresstamina,andtheabilitytostart

anewwitheachreplacedmanager,butitisessentialtosustainability.Tothisend,inputs,activitiesand

outputswillbechannelledthroughavarietyofkeystakeholdersandintermediaries.Inaddition,new

systemsandprocesseswillbeclearlydocumentedanddisseminatedintheformofguidelines,

handbooks,trainersnotes,publishingrightsandoperatingmanuals.


23/49

18

CoordinationofprovincialandcentralgovernmentCoordinationbetweentheprovincialandcentrallineauthoritiesworkingatlocallevelwillremaina

constant.

Activities

and

outputs

will

focus

on

getting

these

different

lines

of

government

to

cooperate,

plan,poolresourcesandstreamlinerolesandresponsibilitiesasmuchaspossible.Notaneasytask,

giventheimbalanceofpowerbetweenthetwo,theprojectwillendeavourtocreateavarietyof

opportunitieswhere,inparticulartheDivisionalSecretariatsandthePradeshiyaSabhasworktogether.

Suchopportunitiesinclude

promotingintegratedlocaldevelopmentplanningwheresocioeconomicprofilesandfouryeardevelopmentplanscutacrosstraditionalcompartmentalisationtoincludeDivisionalSecretariats

andtheLocalAuthorities,lineministries,andprojectdonors

puttinggovernmentstaffontrainingcourseswheretheyaremixedbyability,notorganisation streamliningtherolesandresponsibilitiesofdivisionalsecretariatandlocalauthorityfrontline

officersatcommunitydevelopmentlevel(RuralDevelopmentOfficers,Community

DevelopmentOfficers,SocialServiceOfficersetc.)toavoidduplicationandgaps

gettingcentrallineauthoritiestoreferthepublictoprovinciallineserviceswhereappropriateforexampleencouragingthepublictousethelocalauthoritypublicredressalsystemtoaddress

grievancesratherthangoingtothepolice.

However,theprojectwillremainfirmlyrootedinthedevolvedstructuresofgovernment,asithas

alwaysbeen,inordertopromotedemocracyandstrengthenthe13thAmendmentinpracticalways,and

reducerecentralisationintheNorthandEast.Thismessagewillalsobecommunicatedtootherdonors

andotherGTZprojectstopersuadethemtocoordinatetheirprojectimplementation,wherever

possible,through

the

provincial

structures

in

order

to

strengthen

democracy.

FactsandfiguresInlinewithaGTZannualtargetfor2009,theprojectwillpursueresultsbasedmonitoringandreporting

withanemphasisonfactsandfigures.Tothisend,thePerformanceImprovementProjectBaseline

StudyReport2009wasconductedandpublishedandwillbefollowedupwithasimilarimpactstudyat

theendoftheproject.Datagleanedfromthestudyhasalreadybeenusedtomakerecommendations

tokeystakeholders,developindicators(Part1,Projectlogframe,above)andinformtheoperational

plans(Part3,Operationalplan,below).LikewiseprogressreportstotheProvincialCouncils,theMinistry

ofNationBuildingandInfrastructureDevelopmentandtheBMZwillfollowthisapproach.

QualityAssuranceInallaspects,theprojectwillstrivetoassurethehighestqualityinitsinputs,activitiesandoutputs.A

greateremphasiswillbeputonthedesignofactualactivitiesandhowtheylinktogethertocreatea

changedenvironment,notjustchangedindividuals.Thisinturnmeansgettingseniormanagerstobuy

intonewwaysofworkingandtomakeactiveuseofnewskillsaccruedbytheirstaff.Italsomeansmore

workplaceorientedtraining,asseeninthedesignofPublicInformationDisseminationTraining,and

moreexactingcriteriaforcertificationandaccreditation,asseenintheplansforacompetencybased

certifiedandaccreditedtrainersystem.


24/49

19

GenderstrategyGTZworkswithwomenandmenasequalsasamatterofcourse.Thisleadstotheneedforredressing

thebalanceofpowerbetweenmenandwomenintheorganisationsandcommunitieswhichPIP

supports.Theprojectsgenderstrategyistostrengthenthenumberofwomenandthesignificanceofthe

roletheyplaysothatwomenspoliticalandsocioeconomicparticipationingovernmentandincivilsociety

isstrengthenedinthelongrun.Thiswillbedonethrough

ensuringnumbersofmenandwomenontrainingcoursesarecommensuratewithgovernmentstatisticsofmenandwomeninthosejobs

makingseniormanagementawareofthefactthatatlowermanagementlevel60%ofjobsareheldbywomenbutbyseniormanagementlevelthenumberhasbeenhalvedto30%and

gettingseniormanagementtoworkonwaystoincreasethenumberofwomenatthetop

ensuringmoreseniorwomenmanagersandadministrators,withspecificreferencetoschoolprincipals,headsofdepartmentsandadministrativeofficers,becomeinvolvedaschangeagents

forgoodgovernanceandconflicttransformationbypromotingplacesforthemonSTEPS

courses

runningtrainingcoursesatlocallevelsothatwomenwithfamilieshaveequalopportunitytoattend

ensuringmorewomenarerepresentedonlocalgovernmentadvisorycommitteesintheNorthandEastandthattheyhavetherightskillstorepresenttheconcernsofwomenintheir

communities

strengtheningwomensgroupsandvoicein32villagesthrough30WomensRuralDevelopmentSocieties(WRDS)withadvocacy,leadershipandproposalwritingtrainingfor

communitydevelopment,andestablishingworkingrelationsbetweenthemandlocal

authoritiesanddonors

strengtheningpreschooleducationforgirlsandboysandthroughthatpromotingpositivegenderrolemodelsforchildrenaswellasprojectmanagementexperienceforwomeninWRDS.

GoodgovernancestrategyPIPisprimarilyagoodgovernanceprojectandworksongovernanceinthreespecificways.

Firstly,it

integrates

good

governance

in

all

project

systems

and

processes

so

that

aspects

of

good

governanceareconstantlydemonstratedinpractice.Forexample,alltrainingcoursesareequitablein

termsofethnicityandgender,transparentinthewayparticipantsareselectedandcertified,

participatoryandresponsiveinthewaycoursesaredeliveredandeffectiveandefficientthroughquality

assuranceofmaterials,trainers,andassessments.

Secondly,itteachesgoodgovernanceasaskillandasubjectthroughavarietyofcourses.Theseinclude

IntroductiontoPublicService,SkillsTroughEnglishforPublicServants,WritingSkillsforPublicServants,

PublicInformationDisseminationTraining,GuidelinesforIntegratedLocalDevelopmentPlanningandan

introductiontogoodgovernanceforCouncillorswhichwillbedevelopedin2010.Collectivelythese


25/49

20

trainingcoursesprovideawellroundedunderstandingandpracticalapplicationofgoodgovernance

skillsintheworkplace.

Thirdly,it

supports

the

implementation

of

local

government

reform

as

determined

by

the

Governments

owngoodgovernancestrategy theLocalGovernmentReformscircularsNo.2,4and10(2007),the

NationalPolicyDeclarationforLocalGovernment(2007)andtheCitizens'Charter,adoptedin2008.(See

ProjectRelevancetoDevelopmentCooperationabove.)Inthisregard,PIPhelpslocalgovernment

improvechannelsofcommunication,accountabilityandtransparencywiththepublicbydevelopinganddisseminatingeffectiveleafletsonavarietyofsubjectsfrombuildingregulations

tothepreventionofdengue

carryoutparticipatoryneedsanalysisandplanningwiththepublicbyproducingsocioeconomicprofilesandembarkingonintegratedlocaldevelopmentplanning

increasethepublicvoiceinlocalauthoritiesbypromotingpublicgrievanceredressal,advisorycommitteesandnewlinkswithWRDS

increasetheirownresponsivenesstothepublicwithimprovedservicedelivery.

ConflicttransformationstrategyGoodgovernance,democratisationatthedecentralisedlevel,conflictresolutionandbalanced,socio

economicdevelopmentareseenascrucialforlongterm,peacebuildingresults.Theprojectpromotes

conflicttransformationstrategieswithitskeystakeholdersandtargetedintermediariessothatcivic

alternativestoviolentconflictbecomethenorm.Specifically,theproject

teacheskeystakeholdersandintermediariesaseriesofconflictresolutionskillsthroughitsoneweekmoduleonConflictintheSTEPScoursewhichincludeslearningtoaddressandresolve

conflictatfamily,neighbour,workandethniclevel

ensurescapacitydevelopmentatcommunitylevelthatempowersvulnerablegroupswithoutantagonisingexistingvillageelites(seeCommunitydevelopmentconflictsensitivity,Part3

below).

Inaddition,theprojectstronglysupportstheteachingandlearningofEnglishasaconflict

transformationtool.Englishisusedasalinklanguage,aconnectorwherenationallanguageshave

traditionallybecome

social

or

ethnic

dividers.

It

links

ethnic

groups

at

several

levels.

Internationally

it

linksthecountrytotheoutsideworld.Attheendofaprotractedandimpoverishingcivilwar,allgroups

haveastrongneedtocommunicatewithforeigngovernmentsandtobeheardintheinternational

forum.Atprovinciallevelitlinksthecivilservice,localgovernment,NGOs,bankfundedprojectsand

otherdevelopmentactorsworkingintheconflictaffectedandmainlyTamilspeakingareasoftheNorth

andEastwiththeSinhalaspeakingcentralgovernment.Atclassroomlevelitlinksindividualsfrom

differentwalksoflifewhowouldnotnormallysitandstudytogether.Hereitbecomesacommon

denominatorthatconnectspeoplebyabilityandneed,notasubjectthatdividespeoplebyseniorityor

genderorethnicityorreligion.Itbuildstrustandhelpsparticipantsforminformalnetworkswhichin

turncontributetointerethniccommunicationandconstructiveworkingrelationships.


26/49

21

Part 3: Operational plan


27/49

22


28/49

23

HumanResourceDevelopmentObjectiveProvincialandlocalgovernmentstaffandcounterpartsimprovethewaytheyworkasserviceproviders,

withintheirorganisationsandwiththepublic.

Contributiontoachievingtheprojectoutcome650peopleworkingatprovincialandlocalgovernmentlevelapplywhattheyhavelearntaboutgood

governanceandconflicttransformationintheworkplace.

Recommendationsfromthebaselinestudy Trainingshouldcontinuetobedeliveredbasedonneedsidentifiedduringthe2005 2008phase

ofthe

project,

placement

tests

conducted

between

2006

and

2009,

and

project

partners

expressedrequirementsfor20092010.

Priority toGeneral English (Pre STEPS) and Skills Through English for Public Servants (STEPS)courses should continue to be given and bridging courses developed to accommodate the

greatestneedsinEnglishamongstpublicservants.

Trainingcoursesshouldberelatedtothedevelopmentofpracticalskillsintheworkplace,andincludeonthejobcomponentsandfollowup.Participantsshouldbecertifiedafterworkplace

componentsarecomplete.

Seniormanagersshouldbecomemoreawareoftheskillstheirstaffgainontrainingcoursesandensurestaffutilisetheirnewskillsintheworkplaceonaregularbasis.

ThepoolofqualifiedProvincialCounciltrainersshouldbe increasedandqualityassuredbasedonanagreedlistoftrainercompetencies.

Project partners and PIP should make a conscious effort to involve more women seniormanagersandadministratorsincapacitydevelopment.Theyshouldsupportmorepromotionof

womentoseniormanagementlevel.

The local government redressal system training materials should be updated and authenticexamplesfromthefieldintegratedinthem.

ApproachThe

HRD

approach

is

to

provide

quality

assured,

sustainable

courses

and

training

systems

based

on

real

needs,deliveredinaparticipatoryway,andfollowedupintheworkplace,forlargenumberofstaff

acrosstheprovincialcouncils.Beforeanycourse,attentionispaidtoresearchingcoursesubjectsin

depth,integratingauthenticmaterialsandsituationstomaketrainingrelevant,anddeveloping

comprehensivetrainersnotesandparticipantsworksheetssothatcoursesarenotownedby

particulartrainers.Atthedeliverystage,attentionispaidtopilotingandrevisingcoursesseveraltimes

inallthreelanguages,trainingtrainerssotheymasterthecontentanddeliverthecourseseffectively.

Afterthecourseisover,attentionispaidtoassessment,feedingcollectivecommentsfromcourse

evaluationsbackintothedesign,anddevelopingcourseadministrationtoolssothatprogrammescanbe

rolledouttocaterefficientlyforalargenumberofparticipants.


29/49

24

DescriptionofactivitiesSkillsThroughEnglishforPublicServants(STEPS)The

Skills

Through

English

for

Public

Servants

(STEPS)

programme

is

asuite

of

content

and

language

integratedcoursesatfivelevels:GeneralEnglish1(orPreSTEPS1),GeneralEnglish2(orPreSTEPS2),

SkillsThroughEnglishforPublicServants(STEPS),WritingSkillsforPublicServants1(WSPS1:

Correspondence)andWritingSkillsforPublicServants(WSPS2:Reports).Itcatersforlanguagelearners

fromelementaryleveltoloweradvancedandisdeliveredbyskilledtrainersfromtheBritishCouncil.

Coursesarefourweeksintensive,andruninTrincomalee,Batticaloa,andJaffnain200910and

Vavuniyaassoonasthesituationpermitsin2010.TheSTEPSsuitewillbuildcapacityfor950public

servantsin20092010bringingthecumulativetotalsince2006toover2,000potentialchangeagents.

Theyaredrawnfromover70organisationsoftheprojectskeystakeholdersandintermediariesinthe

ProvincialCouncils,theircivilsocietycounterparts,selectedDivisionalSecretariatsandtheMinistryof

NationBuildingandEstateInfrastructureDevelopment.Specifically,participantsimprovetheirEnglish

languageskillsfortheworkplaceandintheprocesslearnpresentationskills,criticalthinking,

informationmanagement,teambuildingandinterpersonalskills.Theyaremixedbylanguagelevelnot

organisationandthiscreatescoordinationbetweensectors.

In2009thebridgingcourses,PreSTEPS2andWSPS1,willbedesignedandpiloted.Thisisbecausea

largenumberofparticipantsinpreviousyearsfailedtomakethejumpbetweenPreSTEPStoSTEPSand

betweenSTEPStoWSPSnotthroughanyfaultoftheirown butsimplybecausethegapbetweenthe

levelswastoogreat.PreSTEPS2willbebasedontheEnglishLanguagetextbook,LanguageinUse.

WSPSIawritingforletters,memos,minutesandemailscourse willbemoretailormadeforthe

specificneeds

of

administrators

in

the

civil

service.

Designed

by

the

PIP

Materials

Design

Consultant,

it

willbecomethewritingskillscourseofchoice,andWSPS2willcatertoasmallergroupofmoresenior

managerswhoneedtowriteproposals,conceptpapersandreports.

STEPSInstitute,JaffnaIndirectresponsetotheNorthernProvincesrequesttosustainSTEPSintheNorthaftertheendofthe

project,PIPwillsupporttheMinistryofEducationandtheMinistryofProvincialPublicAdministrationto

establishtheSTEPSInstitute,JaffnawithinthepremisesofJ/CanagaratnamM.M.V.(StanleyCollege).

Thiswillinclude

renovatingandequippingthebuilding gettingthemanagementschemeandthebudgetapproved,andensuringfundsareallocatedfor

2010intheSeptember2009budget

developingaSTEPSdatabaseinAccessandaSTEPSadministrationhandbook appointingpermanentstaffandthemanagementcommitteeaccordingtothemanagement

scheme

trainingthestaffhowtousetheSTEPSmanagementandadministrationsystemsaswellasitsmethodology

runningenoughcoursesinthenewpremiseswiththeBritishCouncilbeforetheendoftheprojectsothatallbecomefamiliarwithsystems,roles,responsibilitiesandNPCmanagement


30/49

25

coachingtheManagementCommitteeonhowtoselectcontractsandgetvalueformoneyfromtheBritishCouncilorsimilarserviceproviders

management

coaching

in

eliciting

and

coordinating

finances

and

inputs

from

other

donors

in

the

futureforthecontinuanceofSTEPS.

AsustainablepooloftrainersThereisagoodnumberofexperiencedstaffwithspecifictechnicalskillswhohavethepotentialto

enhancetheirtrainingskills.Howevertheyareunabletodelivertraininginalearnercentred,task

based,participatoryway,andasaresult,trainingisineffectiveandskillsarenotpassedonto

participants.Becauseofthislackofhomegrowntrainers,withspecificreferencetotechnicalskills,the

trainingdepartmentsandtrainingunitsoftheprovincialcouncilsstilldependonoutsideresource

persons.PIPwillthereforesupporttheNPCandEPCinincreasingthepooloftrainersandcreatinga

networkoftrainerssothatthedifferentdistrictsarecovered.Thiswillbedoneby

runningtheMethodologyCoursefor60seniorandmiddlemanagementstaffinthreebatchesin200910.Thetrainingwillgiveparticipantsskillsinmethodologysothattheycanconduct

effectivetrainingsessionsforpublicservantsintheirownsubject.

institutionalisingtheMethodologyCourseinMDTDandCIRMsothatitcanberunindependentlyofPIPbyprovincialcouncilstaffinthreelanguages.Thiswillinvolvetrainingof

methodologytrainers,materialsdevelopmentofparticipantsworksheetsandtrainersnotes,

andasystemofonthejobcertification.

establishingtrainercertificationandatraineraccreditationsystem.Thiswillinvolvetrainingseniormanagementtounderstand,recogniseinaction,andusetrainercompetenciestocertifyresource

persons

and

working

with

them

to

establish

and

use

criteria

for

trainer

accreditation

.

PublicInformationDisseminationTraining(PIDT)AsshownbythePIPBaselineStudyReport,2009,localgovernmentcommunicationwiththepublicis

oftenonesidedandmessagestendtoemphasisewhatthepublicmustdoforthelocalauthorityrather

thanwhatthelocalauthoritycandoforthepublic.Therefore,theaimofPIDTistodeveloplocal

governmentstaffcapacityindisseminatinginformationaboutlocalservicestothepublicinamore

responsive,effectiveandparticipatoryway.IttargetsCommunityDevelopmentOfficersandPublic

RelationOfficersintheLocalauthorities.Thefirstpartofthetrainingcoverseffectivecommunication,

problemidentification,targetgroupanalysis,settingobjectives,choiceofmedia,facetoface

communication,and

developing

posters

and

brochures.

In

the

follow

up,

participants

bring

the

campaignsandmaterialstheyhavedesignedtogetfeedbackfromtherestofthegroupandinafurther

followupinformationcampaignsareevaluatedastotheireffectiveness.DevelopingPIDTwillinvolve

developmentoftheparticipantsworksheetsandtrainersnotesandresourcesinEnglish,Tamiland

Sinhala,trainingoftrainersinTamilandSinhala,andaseriesofpilotcoursesinordertorefineand

authenticatethematerials.

EffectiveCommunicationWorkshopsThisseriesof1 3dayworkshopscarriesonfromthesuccessthetraininghadin20072008.Delivered

inTamilandSinhala,theworkshopscovereffectivecommunication,effectivewriting,telephoneskills,


31/49

26

reportwriting,effectivemeetingskills,negotiationskills,publicrelation,teamworkandtime

management.Theytargetmiddleandseniormanagementstaffwithspecificreferencetothe19%of

staffwhodonotqualifyforSTEPS(seePIPBaselineStudyReport2009)becausetheyoffermanyofthe

skillstaughtontheSTEPSprogramme,butinmothertongue.In20092010theEffective

CommunicationworkshopswillbeexpandedbyrunningthemasaregularstapleatMDTD,EPCaswell

asinBatticaloa,AmparaandJaffna.

GoodgovernanceThiscoursewillbedevelopedin2010andwilltargetlocalauthoritychairmen,councillorsand

secretaries.Itwillincludeashortintroductiontothepreceptsofgoodgovernanceanditspractical

applicationsthroughtheuseofSriLankancasestudiesandexperience.Materialswillbedevelopedand

trainerstrained.Inaddition,capacityingoodgovernancewillbedevelopedthroughtheothertraining

programmesconceptuallythroughSTEPSandinverypracticalwaysthroughPIDTandPublicRedressal

training(see

Establishing

and

strengthening

local

authority

public

redressal

systems

in

the

Local

Governmentdescriptionofactivitiesbelow).

MonitoringandevaluatingtheuseofpracticalskillsintheworkplaceThisactivitywilltargetseniormanagersandcoachthemtomakebetteruseintheworkplaceofthe

skillsandknowledgetheirstaffhaveaccruedonPIPsupportedtrainingcourses.Therewillbeaninitial

awarenessraisingworkshopandaseriesoffollowups,startinginOctober2009atProvincialandDistrict

level.


32/49

27

Humanresourcedevelopmentoperationalplan


33/49

28


34/49

29

LocalGovernmentObjectiveLocalgovernmentintheNorthernandEasternProvincesusesimprovedmechanismsofcommunication

andplanningforbetterservicedeliveryandconflictmitigation.

ContributiontoachievingtheprojectoutcomeConflictsensitive,participatorymechanismssuchascommitteesandredressalsystemsareestablished

andusedinatleasttwolocalauthorities.

Recommendationsfromthebaselinestudy The projects support for local government reforms shouldbe done through theCLG,ACLG,

Secretaries,elected

councillors

and

civil

society

groups.

A feasibility study should be carried out prior to any larger engagement in strengtheningstandingandadvisorycommittees.This study shouldalso form thebasis foranydecisionson

whethertostrengthenexistingcommitteesorsupporttheformationofnewones.

Balanced appointments of committee members should be made taking into considerationgender,age,ethnicity,transparency,nonelectedstatusandsectorspecificcriteria.

Quality assurance of how the committees function should be provided through effectivecommunicationtrainingforcommitteemembers.

Theredressalsystemshouldbestandardisedandimprovedandlocalauthoritiesshouldusethenew

system

to

improve

the

way

they

register,

analyse

and

follow

up

complaints.

Existing

PIP

publicrelationsandredressaltrainingforlocalauthoritiesshouldberevisedaccordingly.

Analysis of high frequency complaints in the redressal system and utilisation of the PublicInformationDisseminationTraining(PIDT)shouldleadtoimprovedpublicawarenessandservice

delivery.

Theroleofpublicrelationsofficersinlocalauthoritiesshouldbestrengthened,sothattheycanprovide front desk services, organize public information dissemination and run the redressal

systemeffectively.

Twowaycommunicationbetweenthepublicandthelocalauthoritiesshouldbeimprovedwithmoreemphasison face to face communication andoutreach to the community through, for

example,open

days

and

mobile

services.

Modelsofgoodservicedeliverythatbenefitthepoorshouldbeduplicated. Advocacy from communitybasedcivil societygroupsasabottomupmeansof strengthening

channels of communication between the people and their local authorities should be

encouraged.

ApproachTheLocalGovernmentapproachdirectlysupportstheLocalGovernmentReformscircularsNo.2,4and

10(2007),andtheNationalPolicyDeclarationforLocalGovernment(2007).Inaddition,activitiesare

intendedtoupholdtheuniversalsofgoodgovernance:improvingchannelsofcommunication,


35/49

30

accountabilityandtransparencywiththepublic,practisingparticipatoryneedsanalysisandplanning

withthepublic,increasingpublicvoiceinlocalauthoritiesandbyextensionincreasinglocalauthority

responsivenessandimprovedservicedelivery.Intermsofsustainability,allworkinthisareawillbe

explicitlychannelledthroughOfficesoftheChiefSecretariesandtheCommissionersofLocal

Government.Successwillbemeasurednotjustbywhatthelocalauthoritiesthinkbutbywhatthelocal

publicsay.

DescriptionofactivitiesReformingandstrengtheningadvisorycommitteesoflocalauthoritiesThisprojectactivitysupportsthelocalgovernmentreformrecommendationinestablishinganon

politicaladvisorycommitteeforeachlocalauthority.Theaimistogetadvisorycommitteestoassist

theirrespectivelocalauthoritiesindecidingdevelopmentpolicies,anddistributingresources,taking

intoaccountpeople'sneeds.Assuch,theadvisorycommitteewillfunctionasacommunicationchannel

betweenthelocalauthorityandthepeopleandasameansofkeepingactivitiesthataffectthepublic

transparent.Projectworkinthisareawillinclude

thedevelopmentofcriteriaforthecomposition,duties,functionsandproceedingsofthecommittee

capacitydevelopmentformembersofthecommittee(meetingskills,minutetakingandparticipatoryapproaches)

awarenessraisingforthelocalauthorityscitizensaboutthecommitteesystemandhowtheycanuseit

qualityassuranceoncethecommitteesareupandrunningtoensurerealissuesarebeingdealtwith.

EstablishingandstrengtheninglocalauthoritypublicredressalsystemsThisactivityfocusesonstrengtheningtheexistingredressalsystemaswellasreplicatingitinnewlocal

authorities.In2008,theprojectsupportedtheCommissionerofLocalGovernment(CLG)todevelop

standardisedguidelinesforlocalauthoritiestoimplementtheredressalsystem.Selectedcommunity

developmentofficersweretrainedtomonitorandreporttheperformanceofthesystemtotheir

AssistantCommissionersofLocalGovernment(ACLGs)andCLGonaregularbasis.Inthe20092010

phase,activitieswillfollowtherecommendationsoftheBaselineStudy.Thesewillinclude:

standardisingandimprovingtheredressalsysteminthewaycomplaintsareregistered,analysedandfollowedup

revisingexistingPIPpublicrelationsandredressalsystemtrainingmaterialsandtrainingoftrainersaccordingly

establishingredressalsystemsinselectedlocalauthoritieswhichdontyethavethem trainingpublicrelationsofficerstoanalysehighfrequencycomplaintsintheredressalsystem

andusetheresultsasaneedsanalysisforimprovingservicedelivery


36/49

31

utilisingPublicInformationDisseminationTraining(PIDT)topromotetheredressalsystemandensuingimprovedservicedelivery

trainingpublicrelationsandcommunitydevelopmentofficersinmediationskillssothattheycanhelpresolvethelargenumberofneighbourtoneighbourdisputeslodgedforredressal strengtheningtheroleofpublicrelationsofficersintheirlocalauthoritiesintermsofbetter

frontdeskservicesandeffectivecommunicationwiththepublic.

Establishingintegratedlocaldevelopmentplanning(ILDP)Theprojectsupportstheintroductionofintegratedlocaldevelopmentplanning(asdescribedbythe

localgovernmentreformrecommendation).Integratedlocaldevelopmentplanningisaprocessthrough

whichlocalauthoritiesworkinclosecooperationwithdivisionalsecretariats,sectorinstitutionsand

otherstakeholderstoprepareafouryearrollingplanfortheirgeographicalareaofjurisdiction.This

involvesastrategic,multisector,participatoryapproach.TheprojectwillpilotILDPinthreelocal

authoritiesintheNorthernProvince(Jaffna).AtthesametimeitwilldevelopthecapacityoftheOffice

oftheCommissionerofLocalGovernmentandtheProvincialPlanningSecretariattoreplicatethe

approachforotherlocalauthoritiesinthefuture.Activitieswillinclude

developingtrainingforintroducingtheILDPguidelines(materialsdevelopment,trainingoftrainers)andgettingthetrainerstodeliverthetrainingtolocalauthoritystaff

helpingconveneplanninggroups,gettingthemtomeetonaregularbasisandensuringtheoutputisrelevantandontrack

helpingplanninggroupsputtogetheradevelopmentprofile helpingplanninggroupsdevelopthefouryearrollingplan,includingadvisingontechnical

planningissues

and

project

formulation

as

required.

SupportingpublicinformationdisseminationAsthePIPBaselineStudyReport2009shows,thereisaneedtoimprovechannelsofcommunication

betweenthelocalauthoritiesandtheircitizens.Messagestendtobeonesided,inaccessibleandnot

serviceoriented.Thereforetheprojectwillpromoteamoresystematicapproachfortheauthoritiesto

identifyandprioritiseissues,andappropriatetoolsandmessagesforpublicinformationcampaigns.

Trainingdesignedbytheproject(seePublicinformationDisseminationTrainingintheHRDsection

above)willberolledouttomostlocalauthoritiesintheprojectsscope.Throughthetraining,

informationcampaignswillbedesigned,implementedandevaluated.Thesewillrangefromdeveloping

leafletsfor

building

regulations

to

health

campaigns

on

prevention

of

dengue.

As

the

topics

vary,

so

will

thecommunicationtools.Localauthoritieswillgainexperienceinleafletandposterdevelopmentas

wellasinfacetofacepresentationskillsandpublicspeaking.

DesigningalocalgovernmentprofileTheaimofthisactivityistodevelopaLocalGovernmentProfileforTrincomaleewhichcanbeusedasa

modelfordifferentdistrictsinfuture.TheLocalGovernmentProfileis,infact,aninformation

managementtoolwhichwillbeusedatthelocal,districtandprovincialleveltocollect,storeand

analysedataonlocalgovernmentservicesandadministration.IttakestheformofanMSAccess

databasewithextendeddatainputformsinelectronicandhardcopyformat.Asatoolitwillsignificantly


37/49

32

enhancetheabilityoftheOfficesoftheAssistantCommissionerofLocalGovernment(ACLG)and

CommissionerofLocalGovernment(CLG)tomonitorthecapacityoflocalauthoritiesinparticular

aspectsoftheirfunctions.Itwillbeusedtomakedecisionsaboutcapitalinvestmentsinlocalauthorities

(donorsupported,provincialornational)andcapacitydevelopmentneedsregardlessofexisting

funding.

SupportinglocalauthoritiesservicedeliveryTheaimofthisactivityistoencouragelocalauthoritiestoapplyforsmalldevelopmentgrantsfromthe

provincialCommissionersofLocalGovernment(CLGs),fundedbyPIP,havingmettherequiredgood

governancecompetenciesstipulatedintheaward.Thiswillencouragelocalauthoritiestouseseveral

goodgovernancetoolsputattheirdisposalthroughtheproject,andinsodoing,givetheprojectskey

stakeholdersawayofmeasuringtheapplicationofgoodgovernanceskillsaccrued.Thegood

governancecriteriawillencouragelocalauthoritiestoexpeditetheimplementationoflocalgovernment

reforms,in

particular

establishing

advisory

committees,

preparing

mid

term

development

plans,

setting

uppublicredressalsystemsandutilisingpublicinformationdisseminationtrainingtocommunicate

effectivelywiththepublic.Inthisway,directsupportforimprovementofservicedeliverywillbelinked

toreformstargetingprinciplesofgoodgovernment.Thesmallgrantsschemewillbeforimprovementof

publicservices,notofficeororganisationaldevelopment.


38/49

33

Localgovernmentoperationalplan


39/49

34


40/49

35

CommunityDevelopmentObjectiveWRDSinBatticaloaDistrictworkwithlocalauthoritiesanddonorstoimplementsmallscalesocio

economicplansforimprovedfacilities,servicesandlivelihoodsintheirvillages.

ContributiontoachievingtheprojectoutcomePlansandproposalsfromwomens/communitybasedgroupsarereflectedinatleast10current,small

scalesocioeconomicprojects.

Recommendationsfromthebaselinestudy Women from vulnerable communities should receive confidence building training and active

accompanimentto

meet

officials

and

establish

aworking

relationship

with

them.

LocalauthoritiesneedtolearnhowtopromotetheirservicesmoreeffectivelyandatthesametimetheWRDSneedtolearnhowtoadvocateforsupportmoreeffectively.

WRDSandcommunitycentresshouldbeencouragedtoworktogethersincetheyareall fromthesamevillage.

Localauthoritiesshould reassess theeffectivenessof theirCitizensChartersandexplorenewwaysofprovidingmoreaccountable,accessible,effective,participatory, faceto facemeansof

communicationwiththepublicatvillagelevel.

More outreach could be done through using local authority suboffices, providing mobileservices,

open

days,

and

by

sending

Community

Development

Officers

(CDOs)

on

bi

weekly

visits.

TheredressalsystemcouldbesetupinthefourWRDSlocalauthorityareasthatdontyethaveit,orwherethereistoomuchdependencyonthepolice.

GramaSevakas couldbeencouraged to refer individualsand communitybasedorganisationswithgrievanceneedstothelocalauthorityredressalsystem.

Central lineauthority fieldofficersworkingatvillage level (RuralDevelopment,SamurdhiandSocial Services Officers) and local authority field officers (Community Development Officers)

shouldcoordinatetheirrolesmore.

Approach

TheCommunityDevelopmentapproachistocontinuetoempowerthe30WRDSthatPIPworkswithin

BatticaloaDistrictandtolinkthemmoretotheirlocalauthoritiesinamutualstrengtheningprocess.

Thismeansfocussinglessonlivelihoodsdevelopmentperseandmoreoncommunitydevelopmentin

termsofsmallscaleinfrastructureprojectsandbetterserviceprovision.Itmeanshelpingestablish

channelsofcommunicationbetweenWRDSandlocalauthoritiesandeventuallyworkingrelationsthat

canactaspathwaysforlargernumbersoffamiliestogainaccesstolocalofficialsandservices.Italso

meansencouraginglocalauthoritiestodevelopandpromoteoutreachmechanismstoconnectpro

activelywithWRDS.


41/49

36

DescriptionofactivitiesPromotingadvocacyThe

project

seeks

to

promote

advocacy

at

both

WRDS

and

local

authority

level.

At

WRDS

level

it

will

help

womenmembersbecomeawareofwhatservicesareavailableandfromwhom(DS,LAandNGO),how

togainaccesstoserviceproviders,andhowtodevelopskillsinlobbyingthemforcommunity

development,includingatWRDSvillageevents.Atlocalauthoritylevel,itwillhelpchairmenandstaff

(especiallyPublicRelationsandCommunityDevelopmentOfficers)disseminateinformationaboutlocal

authorityservicesmoreeffectively,includingthroughPradeshiyaSabhaopendays,publicinformation

campaigns,moreregularvillagevisitsandtheprovisionofmobileservices.(SeealsoreferencestoPIDT

intheHRDandLocalGovernmentsectionsabove.)Throughthisprocessitisintendedthatlocal

authoritieswillbecomeawareoftheimportanceofbeingmoreresponsivetocommunityandWRDS

needsandofcoordinatingwithNGOandDSinputsinthesamearea.

PromotingconflictsensitivityTheprojectsupportsactivitiesatvillagelevelinaconflictsensitivemanner.Allinterventionsare

intendedtoDoNoHarmandsotheprojectwilltakespecialcaretocreatewinwinsituationswhere

possibleconflictsmightotherwisearise.Tothisend,theprojectwillensurecapacitydevelopmentthat

empowersleaderswhorepresentthemorevulnerablegroupsinthevillage(thePLAleadersfromthe

formerFSCTproject)sothattheyarenotunderminedbyexistingvillageelites.Atthesametime,

existingvillageleaders(officebearersformlongerestablishedWRDS)willbeincludedinalltrainingand

decisionmaking.InadditiontheprojectwillmaketheWRDSandpublicofficersfromthecentraland

provincialgovernmentlinesawareofthedangerofcompetingforcontrolovertheactivitiesofthe

WRDS.As

described

in

the

2009

Baseline

Study,

one

way

to

do

this

will

be

to

get

Grama

Sevekas

in

the

WRDSvillagestorefergrievancespresentedbyWRDStothelocalauthoritysgrievanceredressal

system.AnotherwaywillbetotrainRuralDevelopmentandCommunityDevelopmentOfficersonthe

samecoursesandusethisasasteppingoffpointtogettingthemtocoordinatetheirrolesatvillagelevel

wherethereareareasofoverlap.

ParticipatoryLearninginAction(PLA)RelatedtoPromotingconflictsensitivityaboveandcarryingforwardtheoriginalconceptof

ParticipatoryLearninginAction(PLA),theprojectwillhelpcreateopportunitiesforPLAandnonPLA

membersfromexistingWRDStoshareexperienceaboutlivelihooddevelopment,accessinglocal

authorities,and

proposal

writing

(see

other

activities

below).

These

sharing

activities

will

be

promoted

atdivisionallevelonamonthlybasis,betweendivisionsonaquarterlybasisandatdistrictlevelonasix

monthlybasis.Atthemonthlydivisionallevelmeetingtheprojectwillalsosupportclearcommunication

betweenWRDSmembersandtheirrespectiveRuralDevelopmentOfficers.Therewillbeagradualhand

overoftheroleoffacilitatorfromtheprojecttotheRuralDevelopmentOfficerssothatsharing

experience,asaregularoccurrenceinthefuture,canbecomesustainable.


42/49

37

ProposalwritingforWRDSInorderforWRDStoutilisetheirlocalauthoritiesasserviceprovidersandasareferralserviceforother

localdonors,WRDSneedskillsinidentifyingtheirsmallscaleinfrastructureneedsandforwriting

proposalseffectivelyenoughtoelicitrealfunding.TheprojectwillthereforesupporttheWRDSto

Refineexistingvillageplansanddocommunitydatacollection/needsanalyseswherenecessary. Followa4dayworkshopwitha1 2dayfollowupfromCIRMonproposalwritingforWRDSso

thatwomencantargettheirspecificrequeststolocaldonorsandlocalauthorities.

Mapoutwhoissupportingvillagedevelopmentintheirareaintermsofgovernmentandnongovernmentactorsanddonors.

Followasimple,communitylevelpresentationskillscoursesothattheycaneffectivelylobbyfortheirneeds,presenttheirproposals,andgetfunding.

SupportinglivelihoodactivitiesTheprojectwillcontinuetoenhanceWRDSlivelihoodopportunities,whichusedtobeoneofthemain

focusesoftheformerFSCTproject.ItwillbeimportantforPLAmembersfeelthatthemoreindividually

rewardingprojectinterventionsforpersonalandfinancialdevelopmentarenotbeingsupplantedby

morecommunityrewardingprojectinterventions,butthattheyallworktogether.Theprojectwill

therefore:

carryoutalivelihoodsstocktakingandfeasibilitystudyinthe30WRDS getWRDSmemberstoshareskillsandlearnfromongoinglivelihoodsprojectsthatwork assesslivelihoodstrainingneedsandorganisetrainingaccordingly,includingbusinesscreativity

andmarketing

techniques

supportWRDSmemberswithaccesstomarketsandproductpromotion.ProvisionofpreschooleducationThroughtheCzechNGOPeopleInNeed(PIN),theprojectsupportsCollaboratingonPreSchool

Education,asubprojectthatensures

localauthorities,WRDSandparentscommitteescollaborateonpreschooleducationasajointresponsibilityintermsofunderstandingthevalueofpreschooleducation,schoolconstruction,

schoolmaintenance,supplyandpaymentofteachers,andmaintainingteachingstandards

throughtheMinistryofEducation

localauthoritiesandWRDSdraftproposalsforfundingpreschoolbuildingsandequipment women(includingfromWRDS)areselectedaspreschoolteachersandtrainedinpreschool

education(a3monthcoursewithinschoolteachingpracticebasedonPeopleInNeeds

MinistryofEducationapprovedpreschoolmanual)

localauthoritiesrenovateorconstruct7preschools,addplayparksandequipthemwithsuitablefurnitureandteachingmaterials.


43/49

38

Communitydevelopmentoperationalplan


44/49

39


45/49

40


46/49

41

OtheractivitiesSeveralotherprojectactivitiesareunderwaywhicharedescribedhereseparately.Theyareeither

legacyactivitiesfromthe20052008phase,ortheyaretheprojectsresponsetospecificrequestsfrom

keystakeholders.

DescriptionofactivitiesExtendingMDTI(CommonHall)attheNorthernProvincialCouncilIndirectresponsetotheNorthernProvincesrequesttoimproveitsfacilitiesforcapacitybuilding

programmes,PIPwillsupporttheextensionoftheManagementDevelopmentTrainingInstitute,MDTI,

formerlyknownasthecommonhall,attheNPC'sVarodayanagarheadquarters,Trincomalee.

RenovatingtheOrganisationalDevelopmentUnitattheACLGOffice,VavuniyaTheOrganisationalDevelopmentUnitwasestablishedattheACLGOfficeVavuniyain2007.Itmanages

ODactivitiesandtrainingforlocalauthoritiesintheNorthernProvince.In2009PIPwillsupportthe

renovationof250squaremetersontwofloorsoftheACLGOfficesothatitcanupgradetheODUnits

facilitiesincludingadministrationspaceandupgradedtrainingfacilities.

ProvidingofficeequipmenttoprojectpartnersPIPwillcontinue,althoughonasmallerscalethaninthepreviousphase,tosupportitspartnersin

providingofficeequipmentincludingfurnitureandvariousinformationandcommunicationtechnology

items.Theaimistofacilitateefficientmanagementservicedeliveryandbettercommunicationsthrough

automatedofficesystems.

SupportingNECCDEPwiththePeoplesPlanningProcess(PPP)Since2006PIPhassupportedtheNorthEastCoastalCommunityDevelopmentProject(NECCDEP)inthe

developmentofitsPeoplesPlanningProcess(PPP),aplanningapproachbasedontheprinciplesofthe

SustainableLivelihoodApproachandtheprocessofappreciativeinquiry.Theactivitiesconsistedofa

seriesofworkshopsinvolvingapproximately20stafffromNECCDEPandothergovernmentalplanning

departments.TheparticipantssuccessfullyappliedPPPinover40communities.In2009PIPwillsupport

thefinalvalidationworkshopinordertoreviewthesuitabilityoftheguidelines,thefinalmodification

andeventualpublicationoftheguidelinesandtheconceptdocument.

SupportingNECORDscommunitydevelopmentactivitiesThe

first

phase

of

PIP

2001

to

2003

consisted

of

rehabilitation

work

in

conjunction

with

the

ADB

supportedNECORDProject.AlthoughthefocusofPIPhaschangedsincethen,supportforNECORDhas

remainedconstant.In2009 2010PIPwillremainresponsibleforremuneratingcommunity

developmentofficerswhomonitortheRevolvingLivelihoodFundswhichisamaincomponentof

NECORD.Inadditionitwillcontinuetofinancetheregularprojectnewsletteranddiary.

SupportingCIRMscommunitydevelopmentresourcebookTheprojectwillsupportthefinalisationoftheCommunityDevelopmentResourceBookwhichisbeing

producedbyCIRM.Itdescribesapproaches,summarizeslessonslearntandrecommendsgoodpractices

forcommunitydevelopment.


47/49

42

Otheractivitiesoperationalplan


48/49


49/49

PublishedbyPerformance

Improvement

Project

(PIP)

ManagementDevelopmentTrainingDepartment

FarmRoad,Uppuveli,Trincomalee,SriLanka

Tel/Fax: 0262224014,02645953423

Email: [email protected]

0910 - PIP Project Document

Documents