FEDERAL REPUBLIC OF NIGERIA - fadamaaf.net Manual.pdf · The use of audio-visual aids and...

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

ii


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


1

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.


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.

2


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



3

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


4


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



5

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


6



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

????


7

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


Facilitators to understand project approach and guiding principles

?


?

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


8


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

?


?


and budget

?


and budget. This would include a practical preparation of a typical Fadama II/III WPB

?

Using the cost

tables


?Monitoring the implementation of WPB



9

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


Desk office/officers to understand project approach and guiding principles

?

Reflection on CDD Success stories ?

Pillars of CDD

?

Paradigm Shift

?


?



To

provide a detailed guide for annual implementation of Project activities

?


?


and budget

?



?

Using the cost

tables




10


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


?

Concept of Team Building/Approach

?

Importance of team building and team spirit

?

Conditions precedent to good team building

?Characteristics of a winning team.



11

?

Simple test of Team effectiveness and Evaluating Team Development

?


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



12


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

?


?

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


LFDC members to understand project approach and guiding principles

?


?

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


?

Concept of Team Building/Approach

?


?


?


?

Simple tests for

team effectiveness and Evaluating Team Development

?Dangers of lack of team spirit



13

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


?


?


and budget

?



?

Using the cost

tables


?

Monitoring the implementation of WPB


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



? Concept of coordination ? Types of coordination ? Coordination strategies ? Guides for effective coordination ? Others

Study Tour

To appreciate best practices


14


Service Providers, including NGOs and CBOs



? Reflection on CDD Success stories

? Pillars of CDD

? Paradigm Shift


? 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



15

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

?


?

Effectively delivery system

?


?

Identifying factors that may militate against roles and responsibilities

?

Group Calendar


SFDOs to understand project approach and guiding principles

?


?

Pillars of CDD

? Paradigm Shift


? 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


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


To provide detailed guidelines for annual implementation of Project activities

?

Concept of Work-plan and budget

?

The need for

a work plan

and budget

?



?

Using the cost

tables




16


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


To promote private /public participation in the project investments

?

Roles of Private sector in the att ainment of Fadama III PDOs.

?


?

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


?

Concept of Team Building

?


?


?


?

Simple tests for Team effectiveness and Evaluating Team Development

?




17



?Concept of coordination?

Types of coordination

?

Coordination strategies

?


?

Others

Study Tour


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.

?


?


?

Effective delivery system

?


? 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


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


18




?Concept of work-plan and budget?


and budget

?


and budget. This would include a practical preparation of a typical Fadama-II/III WPB

?

Using the cost

tables


?


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


?

Leadership skills/types of leaders ?


?

Promoting accountability to the people ?


?

Appreciating the feed-back mechanism ?

Providing quality service to the people


To promote private /public participation in the project design, implementation and management.

?

Roles of private sector in the attainment of Fadama-III

PDOs.

?


?

Others


Promoting harmonious relationship amongst stakeholders in watershed

?

Concept and framework of community -based integrated watershed management (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


?

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



? Concept of coordination ? Types of coordination ? Coordination strategies ?


?

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

?


?

Emerging roles and

responsibilities not

captured at project design

?

Effective delivery system

?


?

Identifying factors that may militate against roles and responsibilities

?Group Calender


19T R A I N I N G M A N U A L

20




?

Reflection on CDD success stories

?

Pillars of CDD

?

Paradigm Shift

?


?



Promoting harmonious relationship amongst stakeholders in Watershed management

?

Concepts and framework of community -based integrated watershed management (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 ?



To provide detailed guidelines for annual implementation of Project activities

?

Concept of Work plan and budget ?


and budget

?


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

?



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


?

Leadership skills/types of leaders

?


?Promoting accountability to the people



21

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

?


? Appreciating the feed-back mechanism

? Quality service delivery to FCAs/FUGs and community


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


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