922 KH91

INTERNATIONAL REFERENCE CENTREFOR COMMUNITY WATER SUPPLY ANÖSANITATION (IRC1

DEPARTMENT OF HYDROLOGYMANAGEMENT SUPPORT PROCiRAM

NOVKMBFJt 1991

AFFHC

CIÜSE

CWS

OXFAM

DEPARTMENT OF* HYDROLOGY

MANAGEMENT SUPPORT PROGRAM

Prepared by:

Jose A. GalvezJoop SchaapSeng Lo

TABLE OF CONTENTS

LIST OP ABBREVIATIONS

ACKNOWLEDGEMENTS

EXECUTIVE SUMMARY

1. INTRODUCTION

1.1 Background for this initiative

1.2 Tasks of the formulation mission

1.3 The study team

2. BACKGROUND

2.1 The Ministry of Agriculture

2.2 The Department of Hydrology2.2.1 Organization and Staffing2.2.2 Tasks and Performances2.2.3 Areas of concern and management issues

2.3. The Water Resources Sector - Situation and Outlook2.3.1 Water Resources Data Base2.3.2 Irrigation Development2.3.3 Drinking Water Supply

2.4 Need for the Program

3. THE PROGRAM

3.1 Objective and Scope

3.2 Program Description3.2.1 Concept3.2.2 Management Support Program Components3.2.3 Team of Area Specialists

3.3 Inputs From The DOH

3.4 Costs and Financing Scheme

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4. PROGRAM IMPLEMENTATION

4.1 Executing Agencies

4.2 Program Management4.2.1 The Program Management Structure4.2.2 Composition of the HAB (Hydrology Advisory Board)4.2.3 Roles of HAB, DOH, HPA and Admin Unit4.2.4 Relations Between/Among the Different Parties

4.3 Implementation Schedule

4.4 Program Monitoring and Evaluation

4.5 Organizational Adjustments4.5.1 Funding Agencies4.5.2 Department of Hydrology/Ministry of Agriculture

5. PROGRAM JUSTIFICATION

5.1 Benefits and Beneficiaries

5.2 Impact on Water Users

5.3 Impact on the DOH

5.4 Program Risks

5. CONCLUSIONS AND RECOMMENDATIONS

REFERENCES

LIST OF PERSONS MET DURING THE MISSION

LIST OF ANNEXES

A-l Terms Of Reference Formulation Mission

A-2 Organigramme Ministry of Agriculture

A-3 Organigramme Department of Hydrology

A-4 Educational background of Hydrology staff

A-5 Initial Assessment and suggested interventions

A-6 Equipment Resources DOH

Ill

A-7 Budget Situation DOH

A-8 Job Descriptions of Hydrology Program Adviser andAdministrative Officer

A-9 Job Descriptions Area Experts

A-10 Remarks Program implementation costs

IV

LIST OF ABBREVIATIONS

ACR - Australian Catholic Relief

AFFHC - Australian Freedom From Hunger Campaign

AFSC - American Friends Service Committee

AICF - Action International Contre la Faim

CIDSE - Cooperation Internationale pour le Développementet la Solidarité

CWS - Church World Service

DO.H - Department of Hydrology

FHI - Food nor the Hungry International

GRET - Group de Recherche et d'Echanges Technologiques

HAB - Hydrology Advisory Board

HPA - Hydrology Program Adviser

JANGOO - Joint Australian Mon Governmental OrganizationsOffice

JVC - Japan International Volunteer Center

LWS - Lutheran World Service

MCC - Mennonite Central Committee

MOA - Ministry of Agriculture

NGO '- Non-Governmental Organization

O & M - Operation and Maintenance

OXFAM - Oxford Committee for Famine Relief

PADEK - Partnership for Development in Kampuchea

SAWA - Stichting Adviesbureau Waterbeheer

TOR - Terms of Reference

UNICEF - United Nations Children's Fund

USSR - Union of Socialist Soviet Republics

VSO - Voluntary Service Overseas

ACKNOWLEDGEMENTS

This report was made through the .initiatives of AFFHC,CIDSE, CWS and OXFAM. The Formulation Team sincerely thanksthe support and guidance of the respective representativesand staff of these agencies.

The assistance provided by the management officials o£the Ministry of Agriculture and Department of Hydrology isacknowledged with gratitude. The suggestions and comments ofMr. So Khun, vice Minister of the Ministry of Agriculture,Mr. Suos Kong, Director of the Department of Hydrology, andMr. Kong Thai Bunthan, vice Director of the PlanningDepartment, were very much appreciated. The frankdiscussions and valuable information given by all the Headsand staff of DOH offices were very helpful in completingthis report.

The different NGO representatives and experts whoshared with us their valuable experiences are sincerelyacknowledged.

Jose A. Galvez

Joop Schaap

Seng Lo

November 1991

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EXECUTIVE SUMMARY

Background. The present NGO assistance to DOH areusually isolated and mostly project oriented supportprograms in the form o£ either material resources, technicalassistance or both. These are channelled directly to theCentral or Provincial or District levels. While there arepositive aspects of these current support strategies, majordeficiencies, particularly in strengthening overallcapability.of the DOH in managing the water resourcesdevelopment in Cambodia were identified. Among these are:the minimal contribution to the Central DOH in managementimprovement; overall planning in water resourcesdevelopment was left unattended; coordination andcommunication link between Central and Provincial DOH werenot strengthened.

To improve these current support strategies, it wasrecognized that there is a need to consolidate individualassistance toward a common objective in strengthening DOHcapacity in both technical and administrative aspects. Aformulation mission was mobilized to develop the programdocument and formulate the corresponding managementstructure.

Identified Areas for Improvement. The following areaswere recognized by both the NGOs and DOH where managementsupport program is needed:

1. Project development - need to strengthen processes andprocedures in project identification, feasibilitystudy, selection, and design.

2. Project implementation and construction - need toimprove implementation planning, construction methods,quality control, and monitoring and evaluation.

3. Operation and maintenance o£ irrigation and rural watersupply systems - need to delineate the roles ofCentral, Provincial, and District DOH; formulatepolicies and implementation procedures for guidance ofvarious levels; formulate policies and strategies forfarmers participation.

4. Beneficiaries involvement - need to formulate policiesand strategies for participatory approach in waterresources development; prepare guidelines and manualsfor organizing water users and farmers; develop anddocument processes in organizing and strengtheningbeneficiaries for them to be able to participate inO&M.

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Department of Hydrology. A Hydrology Program Adviser (HPA)will be provided to assist the HAB in the formulation ofpolicy advice and recommendations for improvement ofmanagement structure and procedures. The mechanism toassist DOH in installing recommended systems and procedureswill be provided through the Administrative Officer (AO).

Other components of the Program are the supportoperating fund, transport and office equipment, and trainingfund for counterpart staff. These components were estimatedto cost about US$590,000 in 3 years including theremuneration of the HPA and AO.

Organizational Adjustments. It is expected that someorganizational adjustments will be necessary to successfullyimplement the Program.

For the Funding Agencies:

Membership to the HAB and to play an active rolein all the HAB's advice formulation to DOHconcerning the areas of intervention;

Consolidating resources with other fundingagencies in respect to the requirements of thisProgram;

Allowing HAB to refocus work plans and activitiesof individually deployed experts according to theobjectives and targets of the Program; and

Adjustments to the reporting system to conformwith the Program requirements.

For the DOH and MOA:

Membership to the HAB and to play an active rolein formulating advice concerning the Program;

Initiate processes of consolidating functions ofvarious offices within the DOH as may berecommended by the HAB and HPA and as ispractically allowable within the authorities ofthe MOA and DOH;

Inclusion of additional and new functions of someoffices within the DOH as may be recommended bythe HAB and HPA; and

Present to HAB for concurrence any assistanceoffered to DOH outside the Program.

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5. Data base in water resources - need to improve presentsystem of collecting, compiling, preserving, anddisseminating hydrological and meteorological data;strengthen O&M of hydro-meteorological stations; needto establish reliable data bank.

6. Workshop management - need to improve procedures inpreventive maintenance, workshop operation, spare partsmanagement, and capability in repair of equipment.

7. Administration, finance and organization - need toimprove office procedures to eliminate bottlenecks inprocessing documents, stock inventory system,procurement processes, accounting system, humanresources development, personnel management, andalignment of some functions in some offices.

8. Water resources development program - need to assistDOH in formulating an overall development program forthe management of the water resources in Cambodia.

9. Training and field exposure of DOH staff - need totrain and expand staff exposure on their field ofassignment to strengthen their confidence andcompetence.

Basis of Program Formulation. The formulation of theprogram was based on the recognized need by the NGOs to poolindividual assistance to further enhance DOH capability tosupport development in the water resources sector and therecognized important role of DOH in putting an overalldirection in the sector. The formulation was also premisedon the presence of experts individually deployed by the NGOthrough their regular assistance program to DOH and theidentified areas at DOH that need improvement.

Program Objectives. The DOH Management Support Programwas formulated to take advantage of the individual expertscurrently deployed or about to be deployed in the variousoffices of the DOH. The objective of the Program is toprovide a coordinating mechanism to the present individualsupport of the NGOs to assist DOH develop and installpolicies, strategies and procedural improvements in order tostrengthen its technical and administrative capacity inmanaging the water resources development in Cambodia. Italso aims to maximize the impact of current individual NGOassistance to substantially increase Central DOH capacity toprovide technical assistance and training programs toProvincial and District DOH.

Program Components. A coordination mechanism will beprovided by the program through the Hydrology Advisory Board(HAB) which will be composed of representatives fromcooperating NGOs, the Ministry of Agriculture, and the

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Expected Outputs From the Program. The Program will beinstrumental in accomplishing the following:

Maximized use o£ NGO assistance particularly theexperts deployed in various offices of the DOH;

Manuals of procedures in both administrative andtechnical matters;

Training of DOH personnel at Central, Provincial,and District levels;

More effective use of human, material, andequipment resources;

Stronger communication links among Central,Provincial, and District DOH;

Establishment of a more reliable data bank assupport for water resources planning anddevelopment;

Policy and strategy for O&M and beneficiaryparticipation;

Defined O&M program at all levels;

Nation-wide water resources development direction,particularly in irrigation and rural water supply.

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1. INTRODUCTION

1.1. Background for this initiative

The Department of Hydrology (DOH) has been receivingsubstantial assistances from a number of NGOs since 1980. Atpresent there are some 20 NGOs supporting the DOH in a number ofways at either the Central or Provincial level. The support takes theform of either material resources contribution or technicalassistance aimed at improving the organizational as well asengineering capacity in the Department. In either form, theassistance is mostly uncoordinated and is not oriented on a commongoal. This leads to a situation where donor NGOs formulateassistance programs without benefit of lessons learned fromexperiences of other NGOs. In effect assistance programs wereformulated based on what the NGO could provide singly and on theirestablished relationship-with the Department. The NGO assistanceswere directed to bridging current resources gaps with somecorresponding management intervention to build-up technicalcapacities of DOH personnel. This approach did not result to asufficient capacity improvement of the Department as a more lastingcontribution to the water resources development processes in thecountry particularly in the O&M of completed irrigation and ruralwater supply projects.

Recognizing the general deficiencies of these assistances andthe basic need of consolidating the somewhat scattered individualNGO interventions, those assisting the DOH came together to discussand make recommendations on how the current deficiencies could becorrected. Initially, an assessment of the DOH's management capacityand technical and financial capabilities was undertaken jointly byCIDSE and AFFHC in December 1990. The assessment revealed a numberof areas which need urgent attention to strengthen the DOH as aninstitution responsible for water resources development. Theseareas are technical inadequacies, general lack of involvement ofbeneficiaries, need for streamlining procedures in financial andadministrative matters, and improvement in personnel management.

Based on this study and their individual experiences, AFFHC,CIDSE, CWS and OXFAM started discussions and commonly agreed thatcurrent NGO interventions should address all these areas in acomprehensive approach and refocus their efforts towards a commonobjective in order to attain a substantial improvement in managementcapacities o£ DOH and in utilizing effectively the resources of boththe DOH and NGOs. Thus, a common understanding was reached thatthese issues could be handled through a well coordinated "Joint NGOSupport Program" to the Central DOH to provide a meaningful responseto the requirements of water resources development in Cambodia, andin order to formulate such a program, outside expertise wasconsidered necessary.

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1.2 Tasks of the formulation mission

To prepare the program document and val idate the a r ea s ofintervention a formulation mission was fielded from 8 October to 11November 1991. The major t a sks of the mission were as follows:

1. Prepare a JOINT NGO SUPPORT PROGRAM to the DOHaddressed a t the Central level to s t rengthen technicaland managerial capaci t ies .

2. Validate the a reas of intervent ion through consul ta t ionswith the DOH and concerned NGO.

3. Identify needed experts and define their correspondingtasks.

4. Formulate a program management structure defining therelationships among NGOs,.DOH, experts, and ProgramManagement Team.

5. Define the job descriptions and professional profile of aProgram Adviser as overall coordinator of expertsassigned by the NGO and as generalist adviser to both DOHand NGÛ in policy formulation and procedural improvement.

6. Prepare the program implementation schedule and costestimates.

For a complete copy of the Terms Of Reference of thisformulation mission we refer to Annex A-l

1.3 The study team

The formulation mission was composed of:

JOSE A. GALVEZ External ConsultantNIACONSULT, Philippines

JOOP SCHAAP Civil EngineerCIDSE/SAWA(Cooperation Internat ionalepour le Développement e t laSolidarité)

SENG LO Program OfficerAFFHC(Australian Freedom FromHunger Campaign)

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2. BACKGROUND

2.1 THE MINISTRY OF AGRICULTURE

The Ministry of Agriculture CMOA) in Cambodia consistsof 8 technical and 5 administrative Departments. Besidesthat it is responsible for the Agricultural University ChamKar Daung and the Agricultural College Prek Leap. TheMinister has delegated responsibilities to 6 Vice Ministersof which one is the senior Vice Minister. All of the viceMinisters are in charge of a number of Departments. Forinstance the Vice Minister in charge of the HydrologyDepartment is also responsible for the OrganizationDepartment, and agricultural education, Cham Kar Daung andPrek Leap.

For the organigramme of. the MOA we refer to annex A-2.

2.2 THE DEPARTMENT OF HYDROLOGY

The Department of Hydrology CDOH) is responsible forWater Resources Development in Cambodia. Their mainactivities include:

Establish and maintain a network of stations tocollect c1imatological and hydro-meteorologicaldata; elaborate and preserve these data and makethem available for use by any other governmentservices or institutes; weather and flood fore-cast ing

- Identification, study, design, construction,operation and maintenance of irrigation projects,and other water control activities like darns,flood control etc.

Rural water supply program; well drilling.

The Central DOH is also responsible for technicalassessment of projects proposed by the provincial Hydrologyoffices before they ^re submitted to the MOA and on requestof the provincial agricultural service DOH providestechnical assistance to projects, proposed and implementedby provincial authorities.

2.2.1 Organization and Staffing

Organizat ion

The Department is headed by a Director assisted by twovice Directors, one for administrative matters and one for

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technical matters. The Department is divided in B offices, 4administrative and 4 technical offices.

Tor the organigramme of the DOH we refer to annex A-3.

A brief description of the present responsibilities ofthe different offices is given below:

Administration office

This office acts as a secretariat to the Department. Itis responsible for all internal and inter-ministerialcommunication and filing of all documents, thedepartment library and for internal security anddefence.

Organization office

The role of this office is to assist the Department inorganization and management, personnel (administration,evaluation, recruitment, retirement and socialsecurity), propaganda, instruction, training programsand salary scale.

Planning and statistics office

The duty of this office is to inspect all office budgetrequest, present them to the management level andprepare a compilation of all budget request to presentto the Ministerial Department of Planning. For approvedbudgets they monitor actual expenditure on materialsand finance against approved budgets and report to theMinistry on progress of projects. They are alsoresponsible for co-ordination of support from theinternational organizations

Accounting and Finance office

They are responsible for release of approved budgets bythe Ministry of Finance and keeping accounts which showincome and expenditure in allocated budgets.Furthermore they Are responsible for purchase andmanagement of spare parts, equipment and materials.

Design office

This office is responsible for research, study, survey,design and budgeting for all water-resourcesdevelopment projects undertaken by the Department.

Construction office

The role of this office is to implement all projects

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designed by the design office. It is responsible formaintenance and repair of all heavy equipment andvehicles. It also has a small pre-fabrication unitwhich produces culverts.

Water—management office

This office is responsible for operation andmaintenance of all irrigation in frastructure'inCambodia, intervention in emergency situations,installation, operation and reparation of pumps, andfor the rural water supply program; drilling of wells.

Hydro-meteorological office

Their role is to install and maintain a network ofhydro-meteorological stations (hydrology andclimatology), collection, elaboration, conservation anddissemination of data, international exchange,forecasting for weather and floods.

The technical offices; Design, Construction, Water-management and Hydro-meteorology, work with provincialauthorities, although responsibilities and working relationsare not yet clearly defined, resulting in numerouscommunication problems.

The present organization is based on the Departmentaldirection no: 990 The specification of duties and theorganizational structure of offices in the DOH, datedOctober 1989.*• With the changes in the past few years itseems that this direction is not so appropriate anymore andthat it would need reviewing to respond to the changingdemands and environment in the Water Resources Developmentsector.

Staffing

The Department at present has approximately 730 staff.The educational background of the staff and how they arsdistributed over the different offices is shown in annex A-4

On reconstitution in 1979, only 5 of the original pre-war staff remained, 3 engineers and 2 controllers. Thesewere occupied in the first years in training up the newstaff which increased rapidly from 187 in 1980 to 504 by1985 , to 730 at present.

1 For the full text of this direction see annex 5.2.2. ofthe joint AFFHC/CIDSE "Appraisal of management systems andresources in the Department of Hydrology" December 1990

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A small number of the engineers <6) and the techniciansC4) have been trained in the Soviet Union and former EasternEurope. At the same time a considerable number of staffreceived in-country training at different institutes. Itseems however that because of the lack of an overall humanresources development plan and frequent transfer ofpersonnel, the Department was not always able to utilizethis trained staff to its potential. Also the presentworking environment: - unclear responsibilities, - limitedresources, funds and materials, - low incentives, is notencouraging or motivating for the staff to take anyin it iat ives.

2.2.2 Tasks and Performances

The tasks and responsibilities of the Department couldbe summarized as follows:

hydrology & meteorology network 0 & M, data collection,preservation, compilation, elaboration, andd issem inat ion ;

- project development: - identification, - feasibilitystudy, - selection, - design;

- project implementation and construction:- implementation planning, - construction methods,- quality control, ~ monitoring and evaluation;

- operation and maintenance of irrigation infrastructure;

- farmers participation in irrigation development andrural water supply programs;

- workshop management: — equipment preventivemaintenance, - workshop operation, - spare partsmanagement ;

- administration, finance and organization: - stockinventory, - procurement, - procedures, — accountingsystem, - human resources development, - personnelmanagement.

Comparing the tasks and responsibilities of the DOH tothe resources they have available and keeping in mind thatonly a decade ago the DOH started with virtually nothing wecan understand the mediocre performances. The ill definedworking relations with provincial and district levelHydrology, and other Departments in the MOA, specificallythe Agronomy Department make their task even more difficult.

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Annex A-5 gives an indication of the constraints anddifficulties faced by the different offices in trying toimplement their duties and initially suggestedintervent ions.

Annex A-6 gives an idea of the equipment resources ofthe DOH.

2.2-3 Areas of Concern and management issues

In relation to the functioning of the HydrologyDepartment and derived from discussions with the differentoffices and at the different levels we can determine fourareas of concern:

- techn ical, .

- involvement of beneficiaries,

- financial, planning, policy,

- organization, administration and personnel.

Within these areas of concern we identified a number ofissues which are essential for the adequate functioning ofan Institute like the DOH. Ideally, in an overall Plan ofSupport to the Department all these issues should beaddressed.

Technical

- Poor availability of Hydrological and Climatologicaldata

- No catchment wide planning

- No beneficiaries orientated approach in activities ofDOH

- No multi-disciplinary approach in projectidentification and development

- No design standards for irrigation infrastructure

- Lack of monitoring / supervising constructionactivities, no quality control

Community involvement

- Lack of policy, procedures and structure to involve

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beneficiaries in project planning, implementation,operation and maintenance

- No procedures or structure to provide technical andorganizational support to Province and DistrictAgricultural Services, organizations and/orassoc iat ions

- Insufficient feed back of field experiences toProvincial and Central level and hence slow developmentof beneficiary oriented approaches in planning, policydevelopment etc.

- Unclear role of lower authorities and beneficiariesin operation and maintenance of completed projects

Finance, Planning, Policy

- Inadequate accounting systems to allow monitoring ofproject expenditure against progress

- Uncoordinated planning and implementation ofprograms, lack of needs assessments in most areas

- Lack of standards, criteria, procedures in projectidentification, selection, monitoring and evaluation

- Slow policy development because of poor communicationlinks to receive feedback from field level experiences

- Lack of overall Mater Resources Development Plan,inadequate collection and elaboration of data relevantto support the development of a WRD Plan and policy.

Organization, Administration and Personnel

- Lack of communication links between DOH andprovincial and district level

- Ill defined tasks in some areas, lack of jobdescriptions and no delegation of responsibilities

- Inappropriate or lacking administrative proceduresfor timely and efficient implementation or servicebetween offices or to other levels

- Lack of overall Human Resources Development plan, un-coordinated training, counterparts

- Poor International contacts, networking

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2.3 The Water Resources Sector - Situation and Outlook

2.3.1 Water Resources Data Base

Planning for water resources development projectsrequire long and uninterrupted record of meteorological andhydrological data. Feasibility study of large or mediumscale irrigation project or storage dam or flood controlstructure would need long series of streamflow, rainfall,and other meteorological records. Design of bridges, roads,and other infrastructures would likewise require hydrologieand c1imatological parameters derived from long records.Even planning for agricultural production would needextensive hydrological and c1imatological data. Theavailability or non-availability of these information woulddetermine whether a good plan could be formulated or not.The usefulness of a reliable and up-to-date data base inhydrology and meteorology is not only related to waterresources projects but also in other sectors such asagriculture, urban development, public works, andtransportation.

While the importance of collecting these waterresources data base has been recognized in Cambodia,political constraints and financial and trained manpowerlimitations resulted to very scanty and discontinuous dataseries of both hydrology and meteorology.

Collection of meteorological and hydrological data musthave started in Cambodia in the early twentieth century asrainfall records dating back to 1901 have been used in thestudy of Prek Thnot project. In 1960 when the MekongCommittee began to compile hydro-meteorological records,there were six operational stations along the Mekong rivermainstream and two on the Tonle Sap river. By 1S70 therewere seven mainstream and seven tributary operating gaugingstations in Cambodia. Because of security problems thenumber of operational stations started to decrease until in1975, the network was completely abandoned. All the gaugeinstallations were effectively destroyed during the 1975 to1979 period due to lack of maintenance and pilferage.

Through the assistance of USSR and Vietnam thegovernment of Cambodia started rehabilitating and re-establishing the country's hydro-meteorological stations in1979. Thirteen river gauging stations and tenmeteorological stations were re-established through thissupport. Also some 132 rainfall gauging stations wereinstalled.

In 1987 the AFFHC began a program of material andtechnical support f.or the rehabilitation of the hydrologiestations. By August 1991 this support has

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installed/rehabilitated six staff gauges all along themainstream of Mekong river. Initial discharge measurementswere also conducted in one of the stations CStung Treng)which served as on-the-job training for observers andtechnicians. A second phase of this program (October 1991to October 1994) has been prepared by the Mekong Secretariatto increase the river gauging stations to 19. A third andfinal phase of the program Cup to 1S97) will bring thenumber of stations to 30. Through the Mekong Committeesufficient number of hydro-meteorological stations along themainstream and tributaries of the Mekong river will beestablished and initially operated and maintained.

At present only manual staff gauges of the rivergauging stations are operational and 17 of the rainfallstations are still working. Two of the meteorologicalstations are completely out of order. The remaining eightstations submit incomplete set of data irregularly with 3-5stations giving some data 80 percent of the time. Thestation at Pochentong, for instance, which is sitting rightnext to the Hydro-meteorology Office has only twoinstruments working properly out of the 17 types ofinstruments installed in the station. Thus, from thisstation only rainfall and evaporation data are gathered.The sad state of the different instruments in PochentongStation could be the same condition of the instruments instations outside Phnom Penh.

Collection, compilation, preservation, anddissemination of hydrological and meteorological data havemany problems. Among the most important ones are asfoilows:

Lack of maintenance of instruments due to limitedresources and low level of personnel skill;Lack of direct control of the Central DOH onstation observers resulting to undeterminedquality of collected data and irregular datasubmission. Frequent changes of deployed observerswithout appropriate orientation training of thenew observer is a common practice;

- Insufficient technical capacity of personnel inthe Hydro-meteorology Office;

- Inadequate system of data preservation,compilation, and dissemination: and

- Inefficient radio communication between Centraland field Ievel.

The support program initiated by AFFHC in 19S7 and thecontinuing assistance formulated by the Mekong Secretariatup to 1997 would provide a good network for the hydrologydata base component on the Mekong river basin withinCambodia. The meteorology stations in other important siteswould however be left behind if outside assistance would not

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become available. If these two components could beintegrated in the current programs, as some of the stationsare really located in the same area, there would be abrighter prospect of establishing a more complete waterresources data base.

2.3.2 Irrigation Development

The Department of Hydrology in its present form,situated inside the Ministry of Agriculture dates from 197S,and the Department was formally constituted in May 1980.During the reign of Prince Sihanouk prior to 1970,irrigation activities formed part of the Rural ConstructionDepartment (Department du Genie Rural) within the Ministryof Agriculture.

Historically Cambodia has a long tradition ofwatercontrol in both large scale structures particularlydating from the Angkor Wat period (13th century), and in thesmaller scale as practiced amongst the farmers. UnderFrench influence certain large scale schemes wereundertaken, mainly in Battambang. During the 1960s theMekong committee assisted in the design of several largeprojects which however except for the Prek Thnot schemenever got under way.

During the Pol Pot regime (1975-79) watercontrol wasone of the main tasks the populat ion.was forced to work on.The system of canals and ponds in Angkor Wat is believed tohave inspired the construction of the enormous system ofcanals, dikes and dams, resembling a chessboard-like designof rice-fields in one hectare blocks following thecoordinate 1ines shown on topographical maps, all withoutproper design or survey and at great cost of human life. Thelegacy of these works2 is one of the greatest challengesfacing the DOH today.

The recent severe damage to Cambodian infrastructure(irrigation and roads) which occurred after heavy rainfallin August is mainly due to the disruption of the originalwater-management and environmental conditions caused by theconstruction activities during the Pol Pot regime.3

3 See "Kampuchea: undoing the legacy of Pol Pot's watercontrol system" by Bert Pijpers, 1989 TROCAIRE/CIDSE

3"the main damage was caused by the dam burst and thesubsequent flood wave, rather then just a heavy deluge ofrainwater draining of the mountains. It is evident that the man-made structures built throughout the river basin have effectedthe natural drainage, channeling and retention of water down the

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Since 1979 the Hydrology sector in Cambodia hasreceived assistance from two sources: the USSR and Vietnam,and the NGO community. The assistance from the USSR seems tohave mainly been in the form of heavy equipment, the annualprovision of construction materials and the assignment ofexperts, particularly in the Area of Hydro-meteorology andwell drilling. The Vietnamese seem to have providedconsiderable technical assistance in the survey and designphase of projects, whilst both countries have been providingtraining opportunities for the Cambodians.

The NGO assistance since 1979 was in the early periodmainly in the form of heavy equipment: From the mid-1980sonwards it increasingly took the form of NGO involvement inthe design and construction of specific projects with theprovision of technical assistance and some constructionmaterials, the provision of pumps, and the provision ofdirect technical support to the Department of Hydrologyitself. The different NGOs working in the Hydrology sectorhave adopted different approaches, depending on thedevelopment of their relationship with the Department andthe type of assistance they were best able to provide.Whilst before all NGOs were working through central DOH nowsome only work at provincial level, channeling importedmaterials through DOH, some work at the central DOH only andsome at both levels.

In the NGOs experiences working in the Hydrology sectorit has now become clear to both the NGOs and the DOH thatthe importance of 0 & M (Operation and Maintenance) in allthe DOH activities has always been underestimated. It isevident that any future assistance to DOH should focus on 0& M aspects or at least incorporate it in the program.

The Government of Cambodia has in its Strategy DocumentU991-1995) set a target in the highest priority area ofagriculture to increase new irrigation development so as toincrease rice production. This target has been set at 10,000ha per year of new irrigation development and has beendetermined as that required to move towards self-sufficiencyand to keep up with population increase. Due to severebudgetary constraints in 1990 and 1991 constructionactivities in the DOH have almost come to a completestandstill at present.1* There is at present a clearunderstanding within the Ministry of Planning, the M0A and

valleys. The majority of these structures were built during thePol Pot regime" M.C. Oxley, Flood Assessment in Takeo and Kampotprovince, October 1991

"• See Annex A-7 for an overview of the budgetary situationof the DOH from 1989 - 1991.

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th e DOH that t h i s target will b e difficult to a c h i e v ewithout external assistance. With the recent signing of thepeace agreement and the expectation of outside fundingcoming available soon the Government of Cambodia is nowputting forward the larger scale projects which were startedin the 60s for international assistance.

In the recent reappraisal study of the Prek Thnotmultipurpose project, it was also observed that the presentcapacity of the DOH only permits slow development of suchprojects, which should therefore be supported byproportionately a great number of expatriate staff, and thatcomparatively a lot of attention should be given to theinstitutionalization of farmer participation.

Based on these experiences the central DOH shouldconsider seriously on refocussing its functions from directproject implementation to delivering support services toprovincial and district levels, and delegate actualconstruction, implementation and 0 & M functions toprovincial and district levels. The support services wouldinc1ude:

training of provincial and district engineers andtechn ic iansInstitutionalization of farmer participationestablishing construction and 0 & M guidelines forfield level guidance

- monitoring and evaluation of construction progressand operational condition of irrigation projectsallocating both own resources and from differentfunding agenciesco-ordination with provinces to establish yearlyprograms

— Catchment wide planning of water resourcesdevelopment

The DOH will evidently require assistance in adjustingthe present organization to move to such an approach in theIrrigation Development Sector.

2.3.3 Drinking Water Supply

One of the most serious problems of Cambodia is thelimited access of its population to safe drinking waterdespite its considerable water resources potential from bothsurface water and groundwater sources. As of 1987, forinstance, only about 13 percent of the total population has

2./page 12

access to sufficient quantities of "safe drinking water"3

(UNICEF 1990). While this is a significant improvement onthe 1985 situation when only about 1 percent of the ruralpopulation had access to safe drinking water, the 1987situation in Cambodia is far below the 1983 situation inAsia/Pacific region and Africa where respectively some 29and 44 percent of the population in 1983 had been served bywater supply projects. eWorld Bank 1987)

At present there are two Ministries implementing therural drinking water program. The Ministry of Healthimplements the Potable Water Program which is supported byUNICEF and the DOH of the MQA implements the Rural WaterSupply Program jointly supported by OXFAM and LWS. BeforeApril 1989, the OXFAM program was implemented through theDepartment of Roads and Bridges of the Ministry of Transportand Communication while the DOH was supported by JVC andLWS. The UNICEF support has drilled more than 3,500 wellswith about 84 percent success and rehabilitated some 990wells with about 98 percent success since 19S3. The UNICEFassistance has also installed some 3,500 hand pumps as ofOctober 1991. The OXFAM support to the Ministry ofTransportation and Communication drilled some 450 bore holesbetween 1982 and 1989. Starting in 1990 the OXFAM programwas expanded such that by September 1991 it covers 4provinces (Takeo, Prey Veng, Battambang, and Svay Rieng)with 2 technical advisers, this time through the DOH of theMÜA. The support of the JVC and LWS accomplished some 250bore holes between 1984 and 1989.

The assistance of the funding agencies on drinkingwater program has seen substantial expansion until 1991.The program expansion seems to be supported by theseagencies and the amount of support will likely expand evenmore. For instance, the UNICEF has now covered 11 provincesagainst its 1981 coverage of only 2 provinces. The OXFAMcoverage also expanded in 1990 to include 2 more provinces.These external supports, on the other hand, are largelydependent on the overall program of the national governmentin general and of the two involved Ministries in particular.Due to uncertain funding sources and limited technicalcapacity in planning and programming a national program forrural drinking water is yet to be formulated.Currently, the UNICEF is analyzing survey data in 11provinces to establish bench-mark of the actual situationand to formulate a UNICEF Potable Water Program up to year2000. This would more or less provide a national target and

D Safe drinking water was defined conservatively in thereport as water from either new or rehabilitated drilled or dugwells which is available throughout the year and has anacceptable smell and taste for drinking and other householdpurposes.

2./page 13

could initiate a more accelerated thrust in respect toprovision of drinking water supply to rural areas.

Notwithstanding all these support to the rural drinkingwater program, Cambodia still needs to accelerate itsprogram to be able to catch up with the requirements ofincreasing population and higher demands for this publicservice. Based on the 19B9 population estimate of 8.44million and annual growth rate of 2.8 percent, thegovernment needs to construct nearly 1,000 more wells yearlyto provide safe drinking water to its additional citizens ofclose to 250,000 annually. The present capacity of all theassistance in this sector could hardly meet the requirementsof this additional population alone. It is obvious thatcurrent limitations on personnel skills and materialresources will continue to hamper development and thenational goal of providing safe water to all Cambodians byyear 2000 will remain a dream unless massive outsidedevelopment assistance will be obtained.

This assessment did not include the contribution of theprivate sector as there is no information available aboutthis. It is assumed however that this would be minimal andconfined only to relatively affluent areas where residentscould afford the services of private drillers.

Another area of concern in the drinking water supplyprogram is the current situation in the 0 & M of completedwells and pumps. According to the observations of the GXFAMWater Supply Program Advisor, there is a need to support theestablishment of a sensible 0 & M for completed systems.Due to lack of maintenance, for instance, some 50 percent ofconstructed wells may be rendered useless within 5 yearsafter completion. Some wells become in-operational a fewmonths after construction. It was pointed out that pumpmodels being used be reviewed and pumps with relativelyeasier and simpler maintenance requirements be used so thatvillagers could easily be trained to take over for moresustainable 0 t* M. It was also suggested that theprovincial DOH should play a major role in both theconstruction and 0 & M of rural drinking water supplyfacilities. In this arrangement, there is need to clearlydefine the role of the Central DOH as support to theProvincial and District levels. The responsibility of theCentral DOH could be on:

consolidating provincial plans for a nationwideprogram,

- establishing construction and 0 & M standards forfield level guidance,

- monitoring and evaluation of construction progressand operational condition of wells on eachprovince,

- training provincial engineers and technicians,allocating resources from different funding

2. /page 14

agencies, and- coordinating with funding agencies to establish

yearly programs.

The outlook of the Drinking Water Supply is not verybright. The present programs while the only availableassistance in the sector are not sufficient to cater to theneeds of present population. A national data bank on RuralWater Supply should be established and a Nation widedevelopment plan be drawn to provide an overall direction.The plan could be a good starting point in inviting moreagencies for assistance. It would also provide priorityareas as guide to funding agencies. The plan should alsoformulate a system of 0 & M for completed projects supportedby strong policy implementation.

2.4 Need for the Program

Water resource is one of the most important resourcesin the country. Management and development of this resourcewould be dependent on available and reasonably accurate database; skillful planners; efficient project implementors;knowledgeable 0 & M personnel and users; sound policysupport; and sufficient capital investments. The CambodianGovernment has mandated the DOH of the MOA to take theresponsibility in the development and management of thewater resources of the country. The Department musttherefore be equipped with the necessary technical andadministrative capability to carry out this importantmandate.

Based on present assessment there are many inter-related areas that Are needed to be improved in theDepartment. The Department needs a lot of assistance bothin terms of technical strengthening and administrativeprocedures streamlining to be able to institute sustainable0 & M for completed water resources projects such asirrigation and drinking water supply. The integrated andwell coordinated approach proposed in this Program wouldprovide the Department, or at least to be aware of it, therequired management tools, policies, strategies, procedures,and personnel skill in order to perform its important rolesin managing the country's water resources. This Program isimportant not only to the DOH but also to other governmentand private agencies and to the whole country in general aswater is part of the daily needs of the whole population.The Program is definitely needed if more efficient planningand utilization of the water resources in support to thefood production and other government programs are sought.

The need for this integrated support program is felt tobe equally important to the Provincial level DOH. Whilethrough this Program there would be some exposure that could

2./page IS

be made by means of the training courses this is notsufficient to upgrade the existing provincial capacity tothe required level of expertise. The Central DOH wouldremain to play a vital role in initially assisting andbuilding technical capacities in the provincial level.Again the management and technical strengthening that wouldbe provided by the Program to the Central DOH wouldsufficiently equip them to undertake the task ofstrengthening the Provincial / District levels.

3./page 1

3. THE PROGRAM

3.1 Objective and Scope

The ob jec t ive of the program i s t o s t r e n g t h e n the technica l andadmin i s t ra t ive capab i l i ty of the Cen t r a l DOH as the main governmentagency respons ib le for wa te r r e s o u r c e s development in Cambodia. Theprogram i s expected to provide a coordinat ing mechanism to thep r e s e n t individual suppor t of NGOs, t o a s s i s t t he DOH t o develop andinstall policies, strategies and procedural improvements in variousareas identified in Section 2.2.3. At the end of the interventionperiod, it is projected that the DOH should have functional and moreefficient procedures on:

involving beneficiaries;operation and maintenance;project design and development;construction implementation and management;workshop management;monitoring and evaluation;organization structure;personnel development program;data base storage and retrieval system.department-wide planning and strategy formulation;financial management and accounting system;procurement and stock inventory

In effect, it is expected that the DOH improved capacity would enableit to handle higher investments in water resources developmentincluding 0 & M of completed projects through its increased technicalassistance and improved communication links to provincial anddistrict levels.

It is also the aim of the program to install a mechanism by whichthe individual support of the NGOs could be consolidated to achieve aconserted effort in improving the central DOH to make it moreresponsive to the delivery of support services to Provincial /district levels and farmers. The mechanism will be instrumental instrengthening the Prov./Distr. DOH capacity in project design,implementation, construction management, 0 & M, and involvement ofbeneficiaries through appropriate training programs initiated anddeveloped by central level DOH. It is expected that the program couldestablish an environment whereby the individual assistance of theNGOs could be maximized without substantial additional fundingrequirements.

3.2 Program Description

In general there are three elements in the program, namely, theDOH, the individual assistances from NGOs, and the coordinatingmechanism to be introduced by the program. In the formulation of thisprogram it was assumed that the individual assistances from NGOs to

3./page 2

the DOH were part of the regular NGO program and are now in place orwill proceed even if this program was not conceived.

3.2.1 Concept

The program is premised on two important aspects. The firstone which is considered the most important element is the recognitionof the different NGOs of the importance of pooling resources into asingle package of support program directed to further enhancedevelopment in the water resources sector. While the individualassistance of the NGOs in this sector is scattered and difficult toassess, the total resources that were contributed by all the NGOs isdefinitely a substantial sum. Yet, the sector did not receive asignificant attention in preparing the Central level implementingagency a development thrust that would improve its technical andadministrative capacity to plan and manage nation wide development .of water resources, support the lower level DOH through technicalasssistance and training programs and to handle larger investmentsfor accelerated development.

The second aspect is the recognition of the significant role theCentral DOH will play in putting an overall development andinvestment direction in the sector and in mobilizing higher investmentlevels. While multi-year intervention programs had been formulatedand implemented, these were mostly directed to specific project.Although efforts were made to strengthen the central DOH, the pastenvironment was not so conclusive to major organizational changesleaving many areas unadressed. Present situations, however, are nowmore receptive as the DOH officials are more open to changes andrecognize the importance of introducing new systems and procedures.

Considering these premises and capitalizing on the currentlydeployed and about to be deployed area specialists by the NGOs andthe "principle of ripple effect" in development, the Support Programwas formulated. The program will basically introduce the necessarycoordiantion mechanism such that the various experts could worktogether to assist the Central DOH in improving its technical andadministrative capacity. It is expected that the level of expertiseattained by Central DOH through the program will eventually trickledown to the Provincial and District levels. As the Central levelpersonnel are developed they would then provide the technicalsupport and training needed by the lower levels. The process thatwould evolve is expected to develop a mutually beneficial linkagebetween the Central and field level DOH. Also, with enhancedcapacity, the Central DOH will be equiped with the facility to carry onthe development activities even after the NGO support is terminated.

3.2.2 Management Support Program Components

The program will provide the following:

Program Advisory Group. The Program Advisory Group (PAG) will

3./page 3

be the overa l l program implementing and monitoring unit . I t i scomposed of r e p r e s e n t a t i v e s of the co-opera t ing NGOs, DOH and MOA.

Hydrology Program Adviser. The program advise r has thec a t a l y s t ro le in t h i s program. He will r e l a t e to the e x p e r t s , NGOs andDOH. He will syn thes ize the exper iences of the d i f f e ren t expe r t sindividually fielded by the NGOs to a s s i s t the DOH on specif ic a r e a sof concern p a r t i c u l a r l y in the formulation of policy advices andimprovement of management s t r u c t u r e and procedures . He will s e r v eas a g e n e r a l i s t adv i se r t o DOH and NGOs in s t rengthening bothtechnical and adminis t ra t ive capab i l i t i e s of the Department inundertaking water r e s o u r c e s development p r o j e c t s and es tabl i sh ing 0& M p r a c t i c e s with farmers pa r t i c ipa t ion .

The Hydrology Program Adviser will s e r v e for 3 yea r and will inaddition to his regu la r work d i r e c t l y suppor t the Planning andStatistics Office in reorienting its functions toward a macro-levelplan formulation and monitoring and evaluation; guide the Office ingathering data and information needed in formulating the overallprogram o£ the DOH; assist in establishing an appropriate Monitoring& Evaluation system to provide an overall picture of theDepartment's activities, outputs, and performances against targets;train the Planning Staff in performing the new office tasks.

Administrative Officer. The Administrative Officer and hisstaff will act as the program secretariat and will assist the DOH ininstalling recommended and approved office procedures. He willmaintain close working relationship with the Administrative units(administration, finance, and organization offices) of the DOH toprovide expert assistance in streamlining office operation. He willalso assist the Program Adviser in formulating policyrecommendations particularly in the areas of financial management,organization structure, procurement and warehousing, andadministrative issues.

The Administrative Officer will serve for 3 years and will beresponsible for the following on top of his secretarial function tothe Program: assist DOH in installing approved procedures inadministration, finance and organization offices to strengthen thesupport of this group to the technical units; develop manuals ofprocedures for key activities such as accounting systems, recordingand bookkeepping, stock inventory, procurement, release and deliveryof materials, spare parts and funds to project sites; traincounterparts assigned to his area of concern.

Operating Fund. The present financial situation of the DOH doesnot allow it to support the operation requirement of the program.The NGOs are expected to finance the operating expenses in runningthe program. This would include the remuneration of the ProgramAdviser and the Administrative Officer, the office operationrequirements, and other related expenses that may be needed such as

3. /page 4

field visits of Program Adviser and Administrative Officer.

Transport and Office Equipment. The program will provide forthe procurement of transport vehicles and office equipment requiredin implementing the activities of the program. These are presentlynot available in the DOH.

Training for Counterpart Staff. To immediately install thevarious procedural changes and new technology, short trainingcourses will be conducted during the program implementation. Thiswill take the form of weekly seminars or one-two day training coursesor field trips to project sites to strengthen theoretical knowledge.

Detailed job description o£ the Hydrology Program Adviser andthe Administrative Officer are presented in annex A-8.

3.2.3 Team of Area Specialists.

A comprehensive managment support program, to be effective inimproving the DOH performance should cover all areas identified insection 2.2.3. These experts are expected to transfer technologythrough training their counterparts and exposing them to practicalon-the-job experiental learning process. In the end of theintervention period a core group of staff capable of undertaking thevarious tasks of DOH and training co-workers would have been fulldeveloped.

Initially there are eleven specialists identified to carry outthe proposed intervention. These experts will be fielded to thedifferent DOH offices as follows:

Hydrometeorology Office a Hydrologistb Meteorologist

Water Management Office c Irrigation 0 & M Engineerd Community Organizere Rural Water Supply

Specialistf' Workshop Management and

Organization

Design Office g Irrigation Engineer (Planning& Design)

h Laboratory Specialist

Construction Office i Construction Engineerj Heavy Equipment Workshop

Adviser

3./page S

Organizat ion Office k Organizat ion and HRD Adviser

In t h e c o u r s e of the formulat ion of t h i s Support Program,additional Area Specialists were identified on top of what the regularNGO program would provide. These positions will be supported throughthis program or solicited from other interested NGOs. The AreaSpecialists, while may be directly or indirectly provided through thisprogram, are very vital components of this Support Program. Asexplained in the concept of the program, they are one of thecompelling reasons why this program was thought of. Theircorresponding fields and direct contributions in attaining theoverall objective of this program will be explained in the succeedingsections.

Seven of these experts are now included in the regular programof cooperating NGOs. To complete the team, sponsors for themeteorologist, Irrigation O & M engineer, Irrigation design andplanning, and the construction engineer should be solicited.

a. The Hydrologist will serve for 3 years and will be responsiblefor the following: rehabilitation of old hydro-meteorological (themeasurement and interpretation of river height and discharge)stations; establishment of new stations; improve operation andmaintenance practices to ensure reliable data provision; regularmeasurement of riverflow/discharge, sediment and water qualitysampling; develop expertise of all level DOH staff throughappropriate training and on the job instruction; in co-operation withthe meteorologist develop manual of procedures on datapreservation, compilation, elaboration and dissemination; prepareproposal for developing centralized data bank system for ameaningful assistance in water resources planning and development.

b. The Meteorologist will serve for 3 years and will be responsiblefor the following: assess existing network of stations and formulaterehabilitation plan for a number of meteorological stationsappropriate with the DOH resources for more effective 0 & M; reviewdata collection as affected by observers' deployment and recommendmore appropriate arrangements to ensure accuracy of collected data;develop manuals on data collection, field record compilation,instrument maintenance and system of data submission to Central DOH;develop training programs and motivational schemes for observersand other provincial/district personnel; in co-operation with thehydrologist develop manual of procedures on data preservation,compilation, elaboration and dissemination; prepare proposal fordeveloping centralized data bank system for a meaningful assistancein water resources planning and development. Also, the Meteorologistwill encourage DOH personnel in retrieving and compiling themeteorological data collected before the war in as many stations aspossible and prepare guidelines in using these to assess quality of

3./page 6

present-day data from existing station.

c. The Irrigation O & M Engineer will serve for 3 years initiallyand will be responsible for the following: review present O & Mpractices in irrigation systems with emphasis on delineating roles ofCentral, Provincial, and District DOH; assess present linkages of DOHwith other Government Departments dealing on agriculturalproduction like the Department of Agronomy and recommend strategiesto promote co-ordination; identify existing linkages and formulatestrategies and approaches to improve present situation; developguidelines and manuals of procedures in 0 & M of irrigation systemsand pilot tes t these in selected provinces in coordination or jointlywith the Community Organizer; develop and conduct training programsfor 0 & M personnel; and formulate and recommend 0 & M policies foradoption by the government.

d. The Community Organizer will serve for 3 years and will beresponsible for the following: review current schemes of farmersparticipation in various projects of funding agencies; developguidelines and manuals of procedures in farmers organization, rolesof different DOH levels and farmers in 0 & M, and in strengtheningfarmers capacity in agricultural production and irrigation system 0 &M; pilot tes t the procedures, in coordination or jointly with theIrrigation 0 & M Engineer, in selected provinces; develop trainingprograms for farmers and DOH personnel; assess the need oforganizing and developing a core of in-house trainors for farmersorganization; and formulate and recommend policies on farmersparticipation for adoption by the government.

f. The Rural Water Supply Specialist will serve for 2 yearsinitially and will be responsible for the following: review existinggovernment policies and programs in developing rural water supply(RWS) and formulate approaches and procedures in developingcentralized data bank on RWS; assist government in formulating anoverall program delineating the roles of various ministries andlevels of government hierarchy; review existing policies andpractices in 0 & M of completed RWS projects; develop 0 & M manualstaking into consideration the roles of Central, Provincial, andDistrict authorities and community involvement; review existingfeedback mechanism from field level to central and recommendimprovements; and assess consolidating the RWS program under one ofthe existing government ministries.

g. The Workshop Management and Organization Specialist will servefor 3 years and will be responsible for the following: assess overallcapacity of DOH in workshop management and equipment repairincluding available tools and repair instruments; formulate manualsand procedures in spare parts procurement and warehousing,preventive maintenance, equipment deployment and correspondingmonitoring and evaluation; develop training programs for workshoppersonnel particularly in the area of preventive maintenance ofpumps, vehicles and heavy equipment; prepare proposals andcoordinate with NGOs for funding urgent requirements; revieworganization and assess feasibility of consolidating the workshop

3. /page 7

responsibility, that is, construction equipment, pumps, and drillingrigs under one outfit within the Department to allow co-sharing ofresources between the separately run construction workshop andwater management workshop.

h. The Irrigation Engineer (Planning & Design) will serve for 3years and will be responsible for the following: review presentprocesses in project selection and develop set of criteria based ontechnical, socio-economic, and political factors; develop proceduresin conducting feasibility studies for small, medium and largeprojects; assist the DOH in training and developing a core of multi-disciplinary group for project studies; develop design manuals forstandard structures and other irrigation facilities; formulate andconduct training programs for different technical staff such assurvey group, project study group, design engineers, and soilslaboratory; assist the DOH in establishing project pipeline for bothrehabilitation and new projects.

i. The Laboratory Specialist will serve for 2 year initially andwill be responsible for the following: review and improve existingguidelines and procedures for soil testing; improve existingguidelines and procedures for field work; assist the soil laboratorystaff in interpreting and elaborating test results; train the soilslaboratory staff in properly using and maintaining test equipment andapparatus; formulate training programs for the laboratory personnel;in coordination with Design and Construction Offices set uplaboratory capability in supporting DOH in establishing constructionquality control unit for earthworks and concrete works; in co-ordination with the Rural Water Supply specialist assess feasibilityof expanding laboratory facilities to include water quality testing.

j . The Construction Engineer will serve for 3 years initially andwill be responsible for the following: review current constructionpractices and develop appropriate construction guidelines andmanuals for earthwork and concrete works giving major emphasis onquality control; formulate strategies and approaches ininstitutionalizing quality control procedures in the DOH delineatingroles of Design, Construction and Laboratory groups in cooperationwith the respective offices; train DOH construction personnel inappropriate construction methods and in monitoring and evaluatingwork progress; design suitable monitoring and evaluation system forproject implementation and train involved personnel.

k. The Heavy Equipment Workshop Adviser whose assignment isdependent on approval of proposed construction of a new heavyequipment workshop at Tuk Kla and availibility of funds therefore,will serve for 2 years and will be responsible for the following:assist DOH in setting up and equipping the new workshop of heavyequipment; prepare appropriate layout and recommend tools andrepair instruments; examine the broken down equipment and advise ontheir worthiness for repair; assess capacity and skills of workshopstaff and organize appropriate training courses; design simplemaintenance manuals; prepare workshop operation guidelinesaddressing environmental aspects.

3./page 8

1. The Organization and HRD Adviser will serve for 3 years and willbe responsible for the following: review and improve current jobdescriptions of DOH personnel; conduct training needs assessment andin coordination with various experts develop an overall HRD program;identify in- and out-country training programs and prepare proposalsfor NGO support; determine appropriateness of developing in-housetrainors in certain areas of training needs; in colaboration withother experts review the DOH organization and recommend appropriatestructure to minimize coordination problems.

In areas where an expert is envisioned to work for 2 years, i tis presumed that the required DOH expertise should have beeninstalled in that period. Evaluation at the end of the second yearwould assess whether continuation is necessary.

The job descriptions of the experts are presented in detail inannex A-9

3.3 Inputs From The DOH

While there is a general scarcity of resources in the DOH, thefollowing could be provided without additional budgetary outlay:

Office Space and Furnitures. As it is important that theHydrology Program Adviser (HPA) work closely with the DOH Directorand Vice-Directors and the Administrative Officer with the Heads ofAdministration, Finance, and Organization Offices, their office spacewith corresponding standard furnitures will be provided at the DOHHeadquarters at Phnom Penh. The office size should be sufficientlylarge to accomodate the support staff to the Program AdministrativeUnit.

Counterparts to HPA and Admin Officer. Full time counterpartswho are senior staff will be assigned by the DOH to the HPA andAdministrative Officer.

Support Staff for Admin Unit. Full time support staff from theexisting personnel of Central DOH will be assigned to the ProgramAdministrative Unit. This will comprise of one Secretary, onecomputer encoder, two drivers and one translator/interpreter.During the Program implementation this staff will be housed in thesame office space provided to the Program.

Data and Documents. The DOH will make available all data anddocuments reasonably required for the Program implementation anddifferent studies being conducted by the various experts. The DOHwill also provide assurances that reasonable support will be providedin collecting additional information from the field and othergovernment instrumentalities as may be reasonably required by theProgram.

3./page 9

Working Permits and Other Entry Documents for Expatriates.The DOH will provide assistance in obtaining working permits and inaccomplishing other government requirements for expatriates,and willalso facilitate securing in-country travel permits and laissez passezfor team members.

Counterparts for area specialists. The DOH will ensure that thearea specialists working in the different offices will have full timeand competent staff in their teams to maximize the transfer of skillsand knowledge to those offices

3.4 Cost and Financing Scheme

Table 3.1 presents the cost estimates for the program in threeyears. This is based on the requirements of the HPA, the AO and theadministrative unit only. This does not include the budgetrequirements of the area specialists assigned to the various DOHoffices. It is expected that both personnel and operating costs ofthese experts are born by the NGO directly sponsoring them.

Assumptions on cost estimates are given in detail in annex A-10.

3./page 10

Table 3.1 Yearly Cost Estimates in US$

PARTICULAR YEAR 1 YEAR 2 YEAR 3 TOTAL

A. PERSONAL COSTS:

1. Salary2. Accomodation3. Insurance4. Rest & Recreation5. Recruitment6. Sea/Air Freight7. Inward Travel8. Repatriation9. Sea/Air Freight10. Home Leave

Sub-Total

B. OPERATING COSTi

1. Vehicle operation2. Office Supplies3. Communication4. Training Fund:

a. Counterpart of HPAb. Counterpart of AOc. Language Trainingd. In-country Training

& Workshop

Sub-Total

C. VEHICLES ANO OFFICE EQUIPMENT:

1. 4 WD vehicle for HPA2. 2 WD vehicle for Admin.

Unit3. Motorcycle for Admin,

Unit4. Computer, 3 sets5. Photocopier6. Miscellaneous

84,000.24,000.4,000.4,000.5,000.5,000.10,000.

-_-

136,000.

7,000.3,000.2,000.

--

5,000.

2,500.

19,500.

23,000.

12,000.

1,200.9,000.4,000.3,000.

84,000.24,000.4,000.4,000.

--_

-20,000.

136,000.

7,000.3,000.2,000.

10,000.15,000.5,000.

7,500.

49,500.

-

-

----

84,000.24., 000.4,000.4,000.

---

10,000.5,000.

-

131,000.

7,000.3,000.2,000.

---

5,000.

17,000.

-

-

----

, 252,00072,00012,00012,0005,0005,00010,00010,0005,00020,000

403,000

21,0009,0006,000

10,00015,00010,000

15,000

86,000

23,000

12,000

1,2009,0004,0003,000

Sub-Total 52,200. - - 52,200.

D. REVIEW AND EVALUATION MISSION

1. Estimated costs for

outside experts - 20,000. - 20,000.

T O T A L 210,200. 203,000. 148,000. 561,200.

CONTINGENCIES (57.) 28,800.

G R A N D I 0T AL US* 590,000.

3./page 11

The cost estimate was based on the assumption that boththe HPA and the Administrative Officer would come toCambodia with their families. Also the salary rate wasbased on international rates to be more competitive in orderto attract well experienced candidates. These are, however,maximum estimates and actual salary rates would depend onthe qualifications of the selected applicant and the subjectto negotiations during the recruitment process.

Financing for the Programme would be contributions fromcooperating agencies/NGOs. It is proposed that eachparticipating NGO contribute equally to the basic fundingrequirements of the Programme. This would distribute theload equally and the cooperating NGOs would have equal senseof responsibility in the successful implementation of theProgramme. When the budgetary requirements are beyond theNGO capacity external sources may be tapped for possiblefunding contributions. Due to the present financialconstraints of the DOH, their input to the programme waslimited to the immediately available resources at hand suchas office space, counterparts to the HPA and AdministrativeOfficer and staff for the administrative unit.

When costed against prevailing office rental rates andremuneration of government employees, the DOH inputs wouldcost about US* 50,000. in three years. While this is only asmall percentage of the total cost, this does not includethe time devoted to the Programme of senior officials likethe Vice-Minister and the Director. Besides the prevailingsalary rates of government employees Ar& unrealistically lowmaking the estimates probably too low compared to the actualvalue of the contribution.

4./page 1

4 . PROGRAM IMPLEMENTATION

4.1 Executing Agencies

The principal executing unit for the program would be theHydrology Advisory Board (HAB) which is composed of representativesfrom cooperating NGOs, Ministry of Agriculture and Department ofHydrology. The HAB will be supported by the Hydrology ProgramAdviser (HPA) who will be recruited by the HAB to take responsibilityin ensuring that the various works related to attaining theobjectives o£ the Program are undertaken.

4.2 Program Management

4.2.1 The Program Management Structure

FundingAgency

Ministry ofAgriculture

Department ofHydrology

Experts DOHOffices

* * * * * * * * * * * * * * * * * * * * *,* ** ; ; *

******

. l _ * I ****

_ l _ * I *****

_ l_ * I ** ** * * * * * * * * * * * * * * * * * * * *

**********-

HydrologyAdvisoryBoard

HydrologyProgramAdviser

•. „. ...

* Administration**

Unit

Legend:

Assistance provisionAdministrative supervision and controlCoordination and technical assistance

===== Technical supervision and control

********** Hydrology Support Program

Figure 4 .1 . Proposed Management Structure

4./page 2

Figure 4.1 presents the proposed management structurefor the implementation of the program. While the programexecution will be the responsibility of the HAB, the HPAwill be the resource person of the program who will relateto experts, the HAB and the DOH. As proposed in the diagramthe HPA and the HAB would be the mechanism that wouldintroduce the desired cooperation and coordination among thedifferent experts individually fielded by the NGOs toconsolidate the effort into a single package of supportprogram to develop the Central DOH.

4.2.2 Composition of the HAB (Hydrology AdvisoryBoard)

The HAB will consist of the following:

Vice Minister of MOA responsible for DOHHead International Relations of MOADirector of DOHRepresentatives of all funding agencies (NGO)

The HPA will sit in all meetings of the HAB as resourceperson only.

4.2.3 Roles of HAB, DOH, HPA and Admin Unit

The HAB will initially discuss and agree on the Termsof Reference (TOR) of the Hydrology Program Adviser. Theywill be responsible for the recruitment of the HPA. Duringthe program implementation .the HAB will be responsible forthe following:

Assess whether the general direction of theprogram is in accordance with the originalobjectives of the Hydrology Support Program

Discuss and advise on necessity of shortconsultancy services to support the overallprogram

Discuss and agree on TOR of experts to be assignedto the HSP

Regularly review progress and constraints of thesupport program in the different areas

Discuss and advise on policy issues with regard toWater Resources Development (WRD) sector to MOAand DOH

Discuss and advise on organizational matters

4./page 3

required to ensure an efficient implementation ofthe program

Discuss and advise on areas of concern in the DOHwhich are not addressed in the present coverage ofthe program, and contact alternative fundingsources

Monitor and evaluate activities of the HPA

The DOH will actively participate in the deliberationsof the HAB and in installing new systems and procedures andwill have the following responsibilities:

Provide counterparts to HPA, AdministrationOfficer and other experts. Transfer or frequentchange o£ counterparts should be avoided to ensurecontinuity of rapport of experts and counterparts.

Motivate NGOs assisting DOH to support the programand /or coordinate actively with HAB and HPA.

Make known to HAB and HPA the programs anactivities of other NGO within the DOH.

Make asurances that counterparts and other DOHpersonnel are permitted to attend trainingprograms approved by HAB.

Establish policy to make asssurances that trainedpersonnel remain serving the DOH after theirreturn from inor out-country training courses.

The HPA will be the generalist adviser for both the HABand DOH, and will have specific responsibilities as follows:

Identify areas of concern in DOH, discuss with HABand DOH and formulate proposals to address theseareas

Provide HAB with regular updates on thedevelopments in the water resources developmentsector

Advise and discuss with DOH officials onorganizational, procedural, institutional andadministrative issues to improve the structure ofDOH

- Discuss and advise the DOH on establishingrelations with the provincial and district levelhydrology offices

4. /page 4

Formulate and discuss policy advice fordiscussions with DOH, MOA, and HAB

Monitor and review activities of experts workingin the different areas

Present regular reports on progress andconstraints in the implementation of the HSP tothe HAB

Advise the HAB on general direction of support inthe water resources development sector

Prepare proposals for required short consultanciesto strengthen the program in the water resourcesdevelopment sector.

The Administrative Unit will provide support to theoverall program and will be specifically responsible for thefollowing:

Provide secretarial support to the HPA and HAB

Assist DOH administrative units in installingrecommended and approved changes for improvementof office procedures

Assist the HPA and other experts in developingmanuals for key administrative activities such asaccounting systems, recording and bookkeeping,stock inventory, procurement and other supportservices to the technical group

Organize meetings and maintain records of meetingminutes of HAB and HPA with other experts

Assist all experts in organizing in-country travelpermits and laissez passez

Provide translation services to the programparticularly in producing guidelines and manualsin Khmer.

4.2.4 Relations Between/Among the Different Parties

* Between Experts and Funding Agency

The responsibilities of experts to the funding agencyare as follows:

4./page 5

Preparation of work plans consistent with programobjectives

Preparation of annual budget and correspondingmonitoring and accounting

Implementation of activities in accordance to TORagreed between HAB and funding agency

Submission of reports on progress of activitiesand accomplishments

The responsibilities of the funding agency to theexperts are:

Administrative support to expert such as visa,accommodât ion, insurance,etc.

- Monitoring and evaluation of activities accordingthe TOR agreed by HAB and consistent with theoverall program objectives

Advise expert on work refocussing based onrecommendations of HPA and HAB to ensure alignmentof activities to overall program objectives.

Between Experts and HPA

The responsibilities of the experts to the HPA are:

Report to and discuss work plans as agreed by thefunding agency

Discuss with and advise HPA on policy andorganizational matters in his/her area of concern

Discuss with and advise HPA on proceduralimprovements in his/her area of concern

Provide HPA with regular reports on activities andbudget situation

Make necessary adjustments to work plan as advisedby HPA and approved by HAB

Attend regular and special meetings organized byHPA.

The responsibilities of the HPA to experts are:

Support experts in preparing annual and long termwork plans

4./page 6

Monitor, evaluate and advise on experts activitiesto be in accordance with program objectives

Organize meetings with all experts to discussissues of general importance and work relatedissues

Synthesize experiences of experts into policy andorganizational advises to strengthen DOH

Support experts in identifying and formulatingproposals in their respective areas of concern

Assist experts in establishing communication linkswith other offices in DOH.

Between the Experts and DOH

The responsibilities of the experts are:

Provide mechanisms to trnsfer technology tocounterparts and other DOH personnel through onthe job experiental learning process.

Establish communication links between differentoffices to facilitate coordination of activities

Assist the respective offices in the preparationof annual work plans and required budgets.

Play a catalyst role in organizing sectoralmeetings to facilitate exchange of experienceswith other levels of government services and otheragencies

Consult with DOH Vice Directors and Director onmatters that need immediate attention in relationto implementation of work plans and additionalareas of concern.

The responsibilities of the DOH are:

Support experts in implementing work plans throughthe provision of counterparts and otherrequirements that are within the means of the DOH

Provide access to data and documents needed in thework of the experts

Allow experts reasonable access to high DOHmanagement officials like the Director and ViceDirectors

4./page 7

Between the HPA and DOH

The responsibilities of the HPA are:

Provide mechanisms to trnsfer technology tocounterparts and other DOH personnel through onthe job experiental learning process.

Provide recommendations on improving officepolicies and procedures on irrigation O&M, projectformulation, farmers involvement, administrativeand organizational issues, etc.

Identify areas of concerns which are not addressedin the current program and formulate proposals toaddress these concerns

Provide policy advice on issues relevant inincreasing DOH capacity in handling biggerinvestment levels in water resources development

Discuss and advise on establishing relations withthe provincial and district level hydrologyoffices

The responsibilities of the DOH are:

Support HPA in implementing work plans through theprovision of counterparts and other requirementsthat are within the means of the DOH

Provide access to data and documents needed in thework of the HPA

Allow HPA reasonable access to high DOH managementofficials like the Director and' Vice Directors. Aregular weekly or once in two weeks with theDirector and Vice Directors would be desirable.

4.3 Implementation Schedule

The program is proposed for 3 years implementationinitially with evaluation by the end of the second year.Current developments suggest that the program may startduring the first quarter of 1992 with most of the expertsbeing fielded during that period. It is essential that theHPA be made available within this period.

4./page B

4,4 Program Monitoring and Evaluation

The monitoring and evaluation of the programimplementation will be the responsibility of the HAB throughmonthly progress briefings of the HPA. Monthly meetings ofthe HAB will be organized by the HPA for the presentation ofaccomplishments and discussion of constraints and issuesrelevant to the program implementation. The monthlybriefings would include the individual accomplishments ofthe different experts and the consolidated program outputsincluding those of the HPA and Administrative unit.

The HPA will also prepare and submit quarterly progressreports to the HAB. The contents of the quarterly reportwill include, among other things:

comparison of the targeted and actual programoutputs;the current and cumulative expenditures on theprogram;the current major activities of each expert andthe work plan for the following quarter;the main problems encountered and the prospectivesolutions for the problems.

These reports will be submitted to the HAB by the end of thequarter to which they relate.

An annual report will be prepared by the HPA andsubmitted to the HAB by the end of the year. The annualreport will include the accomplishments compared to targetsand the proceeding years work plan, and target and budgetadjustments when necessary. The HAB will make an annualevaluation of the overall accomplishments of the programrelating this to the overall improvements in the operationof the DOH.

At the end of the second year an evaluation of theprogram will be conducted by a team, whose membership wouldinclude outside expertise, appointed by the HAB. Thisevaluation will be undertaken to review the impact of theprogram in the following area:

strengthening the DOH in terms of its technicaland administrative capability in performing itstasks as the government agency responsible inwater resources development in the country;

improvement in the O&M of irrigation systems;

institutionalization of participation ofbeneficiaries in water resources development;

establishment of a national data base in support

4./page 9

to the water resources planning and development;

improvement in the O&M of construction equipmentand vehicles;

streamlining of the administrative/ financial, andorganizational systems within the DOH; and

establishment of the technical and administrativelinkage between the Central DOH and its fieldlevel counterparts.

This evaluation will be the basis for reorienting andrefocussing the overall program objectives and targets.

4.5 Organization Adjustments

In the implementation of this Program there areadjustments that should be made both by the funding agenciesand the DOH. These organization adjustments should beconsidered important pre-requisite to program implementationand must be agreed in principle prior to program execution.

4.5.1 Funding Agencies

The major adjustments of funding agencies are thefollowing :

Membership to the Hydrology Advisory Board andplay an active role in all the HAB's adviseformulation to DOH concerning the programinterventions;

Consolidating resources with other fundingagencies in respect to the requirements o£ thisprogram;

Allowing HAB to refocus work plans and activitiesof individually deployed experts according to theobjectives and targets of the overall Program.

Adjustment to the reporting system conforming withHydrology Program requirements.

4.5.2 Department of Hydrology/Ministry of Agriculture

The major adjustments of DOH/MOA are the following:

Membership to the Hydrology Advisory Board andplay an active role in implementing all the HAB's

4./page 10

advice concerning the program;

Initiate processes of consolidating functions ofvarious offices within the DOH as may berecommended by the HAB and HPA and as ispractically allowable within the authorities ofthe MOA and the DOH;

Inclusion of additional and new functions of someoffices within the DOH as may be recommended bythe HAB and HPA;

Present to HAB for concurrence any assistanceoffered to DOH outside the program;

5./page 1

5. PROGRAM JUSTIFICATION

5.1 Benefits and Beneficiaries

The benefits that would accrue from the program are thevarious training components that woulâ be formulated and conductedand the manuals of procedures that would guide the different officesof the DOH in performing their tasks. The areas covered by thisundertaking are:

o project development - identification, feasibility study,selection, and design;

o project implementation and construction - implementationplanning, construction methods, quality control, andmonitoring and evaluation;

o operation and maintenance of irrigation systems;o farmers participation in irrigation and rural water supply

development;o hydro-meteorology - station O&M, data collection,

preservation, compilation, elaboration, and dissemination;o workshop management - equipment preventive maintenance,

workshop operation, spare parts management; ando administration, finance and organization - stock

inventory, procurement, accounting system, humanresources development, personnel management.

In general, the Government of Cambodia will benefit from theprogram as the Department of Hydrology becomes more efficient andeffective in its roles in water resources development. As the DOHpersonnel gain more experience and confidence as a result of thiscomprehensive intervention to strengthen the DOH, better organizeddevelopment in the water resources sector would be realized as asupport to the food production and drinking water supply goals of theGovernment. Also it is expected that better O&M of completedirrigation and rural water supply systems would be implementedsaving the government from expensive and frequent rehabilitation ofthese systems. Further benefits could be gained by the governmentby the expected positive impact of this program on more activeparticipation of water users and farmers in minimizing wastefulconstruction errors and instituting more sustainable O&M.

The direct beneficiaries on this program are the personnel andstaff of the Central DOH. As of November 1991 there are 732 DOHpersonnel. The overall improvement in DOH administrative procedureswill give positive impact on the performance of all DOH personnel as aresult of improved working environment and coordination amongOffices. The program would directly benefit some 77 engineersworking in the technical offices and some 14 4 medium level staffworking in both the administration and technical offices. All of theseengineers and technicians would gain access to training eitherthrough their direct contacts with their expatriate counterparts orthrough formal training courses made available by the program. Themechanics and technicians in the workshops would also benefit

5./page 2

d i r e c t l y from t h e t ra in ing c o u r s e s and manuals t h a t would beproduced. In g e n e r a l , t he personne l would be more e f f ic ien t a s theywould have a clearer understanding of their respective roles andresponsibilities towards attaining the overall mission of the DOH. Ashigher level of work understanding is attained the personnel would bemore initiative and productive.

The Provincial and District level DOH staff would also benefitdirectly from the program since relevant training courses will beoffered to them as well. The particular areas where many trainingopportunities will be given to the Provincial and District levels arein irrigation system O&M, beneficiaries involvement/ hydro-meteorology/ project planning, and monitoring and evaluation.Through the program it is expected that the Central DOH would be ableto start a direct technical assistance to the Provincial and Districtlevel staff especially in project formulation and feasibility study.Through this improved linkage, it could also be expected that theCentral DOH would be assisting the field levels in building up pipelineof projects and in securing financial support to their projects.

The farmers would be the ultimate target beneficiaries of thisprogram. As higher awareness of the importance of involving theusers in water resources development, the farmers would be givenmore access to participate in the decision-making process indetermining appropriate technology for their development.Consultations on project planning, implementation, and constructionwould provide opportunities to farmers to have a say in thedevelopment rather than just accepting the project decision fromhigher authorities in the government.

5.2 Impact on Water Users

The roles of the water users in both irrigation and rural watersupply systems are not yet fully appreciated in Cambodia. Whilethere are some recent attempts to involve the farmers in irrigationdevelopment, these are premised in motivating the farmers tocontribute labor during project implementation rather than inorganizing and developing the farmers for them to be able to improvetheir economic well-being through sustained irrigation services andeasier access to support services in agricultural production. Thepresent concept of involving the farmers in irrigation developmentwould be improved and appropriate policy changes would be adopted.Like in other countries where farmers participation is more advancedthan what it is now in Cambodia, these policy changes are envisionedto be pro-farmers and would result to farmers enhanced capacity tocarry out system O&M.

The program through these policy changes in participatoryapproach and through the manuals of farmers organization processeswould eventually contribute to the well-being of the irrigation waterusers. As the farmers organization is developed into viable waterusers association, their production capability will be improvedresulting to better yields and better economic conditions. Through

5. /page 3

the association, better farming profitability could also be attainedcontributing to higher income levels and paying capacity to supportO&M of the irrigation system.

5.3 Impact on the DOH

The DOH will receive a well coordinated technical assistancecovering most of the tasks of the Department at Central level. Thedirect impact of the program to the Department would be thedevelopment of the skills of i ts staff in all offices. The streamliningof office procedures would result to improved support to varioustechnical activities of the DOH resulting to more efficient andeffective project planning and implementation. It is also foreseenthat the O&M of completed projects would be handled more orderly asspecific responsibilities of various DOH levels would have beendelineated and the farmers direct involvement from project inceptionto completion would have established the appropriate environment fortheir roles in O&M.

As the department capabilities are developed and improvedprocedures implemented, the Central DOH would then be capable ofsupporting the Provincial and District levels which would create amutually beneficial link between Central and Field DOH. The linkagethat would be developed would enable the Central DOH to undertakemore project studies to build up pipeline of projects forpresentation to potential donors for financial support. The DOHwould also be able to present to the government overall nationwideshort and long term development plans to meet goals in foodsufficiency and targets in other areas of water resourcesdevelopment. Through improved data collection, compilation,elaboration, and dissemination the DOH would be able to support othergovernment agencies in planning and implementing projects related toor requiring water resources data. In general, the DOH would beprovided the necessary management tools and technical capability totake full responsibility in performing its mandate.

5-4 Program Risks

The major risks in achieving the projected benefits are:

delays in program implementation resulting in delayedbenefits;slow and inadequate reactions from DOH to implementrecommended improvements in procedures;inability of DOH to institute organizational changes dueto limitation on delegated authorities;inadequate responses from experts to align work plans toprogram objectives;inability of funding agencies to respond quickly onadditional requirements to carry out activities onadditional concerns identified during programimplementation.

5./page 4

Program components and implementation ar rangements a r edesigned t o minimize the above mentioned r i s k s . To avoid programd e l a y s , a l l funding agencies who a r e bas ica l ly t he program proponentsa r e fully r e p r e s e n t e d in the PAG which i s the implementing arm of theprogram- Provis ion of an expanded ro le on the program admin is t ra t iveuni t t o a s s i s t t h e DOH in ins ta l l ing changes for improvement of officep rocedures will adequa te ly suppor t DOH r e a c t i o n s . The proposedprogram management arrangements a r e designed to provide n e c e s s a r ymechanism t o enable both expe r t s and funding agencies t o respondpromptly on program requirements . With the MOA r e p r e s e n t e d in thePAG appropriate representation to higher government authoritieswould enable negotiation of sufficient expansion of delegatedauthorities for DOH/MOA to institute recommended changes.

The program review and evaluation at the end of the secondyear would provide additional safeguards to minimize negativeeffects of the above mentioned risks.

6./page 1

6. CONCLUSIONS AND RECOMMENDATIONS

The consultations with the various Offices of the Departmentof Hydrology (DOH) and concerned NGOs arrived at the followingconclusions:

1. Water resources development in Cambodia needs nationaldirection and comprehensive planning and programming.

2. The DOH mandated to manage the water resources of the countryis the logical government agency that could provide the needednational management plan for water resources in Cambodia.

3. The DOH needs technical capability, streamlined officeprocedures, and knowledgeable personnel in order to respond tothe above mandate.

4. Previous assessments and present validation reveal many areasof concerns and management issues that would needstrengthening through comprehensive intervention so that theDOH could posses the qualities required for its mandate. Theseare as follows:

Technical inadequacies in project identification,preparation, selection, design; project implementation andconstruction; quality control; project monitoring andevaluation;

Technical and administrative inadequacies in O&M ofirrigation systems - need to delineate roles of Central,Provincial and District DOH; formulation of policy andprocedures;

Unappreciated involvement of beneficiaries - need toestablish processes in organizing users association; needto delineate roles of Central, Provincial, and DistrictDOH; formulation of policy and procedures;

Inadequacies in workshop management - need to establishguidelines and procedures in preventive maintenance,workshop operation, spare parts management; need tostreamline office procedures to strengthen support toproject construction;

Inadequacies in administration and organization - need tostreamline procedures in stock inventory, procurement;need to establish an overall human resource developmentprogram; need to improve personnel management; need todefine and install communication linkages among Central,Provincial and District levels;

- Inadequacies in financial management - need to improveaccounting systems, record keeping, fund releases

6./page 2

monitoring and eva lua t ion ;

Deficiencies in Hydro-meteorology - need t o s t r e n g t h e nO&M of s t a t i o n s , d a t a co l lec t ion , p r e s e r v a t i o n ,compilation, and disseminat ion; need t o de l i nea t e r o l e s ofCen t r a l and Provincial DOH; need t o e s t a b l i s h qua l i tycontrol in data collection.

5. There is a need for a comprehensive approach in strengtheningthe management capacity and technical capability of the DOH.Many NGOs has already recognized this need.

6. A comprehensive and meaningful Support Program could beeffected by pooling current NGO assistance to DOH.

7. A coordinating mechanism is necessary to consolidate theindividual NGO assistance to DOH to provide general directionand coordinated effort in strengthening the DOH.

The observed deficiencies and inadequacies in the managementand technical capacities of the DOH seems insurmountable as allareas of responsibilities have major difficulties. While to improvethe performances of the DOH is a gigantic task, the officials arequite open to changes and recognize the importance of starting tointroduce new systems and procedures as early as possible. Thisattitude and desire of the management level is very encouraging andwill definitely contribute in attainment of higher performancestandards.

Where to Start

The District DOH is apparently very attractive because it issmall and changes might be readily absorbed. Any improvement,however, might remain confined to this level and in order to attain acountry-wide development, each and every district should be givenequal attention. As of 1989, there are 1,492 districts. This wouldrequire an enormous manpower and operating cost. In addition, themanagement and control of the intervention for uniformity would bealmost impossible. The district DOH therefore, should remainrecipient of NGO project type assistance and comprehensivemanagement assistance, such as proposed in this program be reservedfor higher levels.

The Provincial DOH is again attractive as many of the NGOs arenow directly dealing at this level. But, like the District level, anyimprovement in technical and management capability would tend toremain in the directly benefitted province and would hardly spreadout to other provinces. To cover all provinces on the other handwould require an enormous amount of capital and manpower as thereare 19 provinces as of 1989. Besides, there are inaccessibleprovinces even at present. Uniformity of assistance andstandardization of procedures would also be difficult to ensure.Thus, the Provincial DOH like the district DOH should remain recipient

6./page 3

of p ro jec t type a s s i s t a n c e r a t h e r then of a comprehensivemanagement a s s i s t a n c e such a s proposed in th i s program.

The Central DOH i s the only logical s t a r t i n g point for acomprehensive a s s i s t a n c e in s t rengthening technical and managementcapabi l i ty in water r e s o u r c e s planning and development. The CentralDOH has the i n s t i t u t i o n a l mandate, of fers a manageable environmentfor the implementation of a coordinated support program, hasinstitutional authority to assist provincial and district DOH inactivities related to water resources, and has ready access tointernational support agencies that makes it a good choice.Additionally, there are a number of on-going technical assistance atCentral DOH which could be incorporated in the Program. Thecapability gains that would be obtained by Central DOH would benefitthe central government and eventually the lower levels and farmers.Thus the Central DOH i s the appropriate recipient of the Program.

Based on this analysis and the presented justifications, theProgram is recommended for implementation at the Central level. Toimmediately benefit from the experts presently deployed by individualNGOs and facilitate the desired improvement taking place, thefollowing activities should be undertaken:

1. Organize the Program Advisory Group through the initiallyinterested NGOs.

2. Through the PAG start soliciting funding commitments for thevarious requirements of the Program and get assurances forthe full support of the Ministry of Agriculture and Departmentof Hydrology for the Program implementation.

3. DOH should start designating counterparts for the variousexperts particularly the HPA and the Administrative Officer.The designated counterpart should be assigned on a continuousbasis for the whole duration of the Program.

4. The DOH should initiate required organization adjustments toset-up the environment for efficient start-up of the Program.These adjustments are the delegation of responsibilities tolower management levels and consolidation of functions of someoffices. The present responsibilities of the Planning andStatistics Office, for instance, should be reduced to make wayfor their more important roles in planning. Theiradministrative functions may be delegated to theAdministration Office and some of their monitoring functionsmay be delegated to Construction Office.

5. As salary rates of employees are unrealistically low, theirwork motivation and performance efficiency are correspondinglylow. Many of them are basically working only on a "part timebasis" to be able to get other income generating activitiesoutside DOH. Should this situation persist, the objectives ofthe Program will be negatively affected. It is thereforeimperative for DOH to start exploring possibilities of

6./page 4

augmenting employees s a l a r i e s through income g e n e r a t e d byDOH. The e x t e n t by which t h i s a l t e r n a t i v e addi t iona l i n c e n t i v e st o employees could be provided within t h e bounds of ex i s t inggovernment r u l e s and r e g u l a t i o n s must be s tud ied andpresented to higher authorities. Strategies to generateincome should also be laid out. Possibilities may be explored onthe following:a. Equipment and vehicles rentalb. Laboratory fee for tests and analysisc. Survey and mapping servicesd. Architecture and design servicese. Well drilling and pump installation for private homes and

housing developments.

6. Central DOH should initiate formulation of strategies on how toestablish linkages with provincial and district DOH withoutdisrupting their present roles and semi-autonomous system ofproject implementation. Starting point could be theestablishment of a simple information flow to and from theprovincial offices on a regular basis. The key is to make theprovincial DOH get used to the presence of the Central DOH.

7. Stronger coordination with the Department of Agronomy andother agencies dealing with agricultural production should beinitiated. An initial activity that could start suchcoordination is the presentation of DOH programs to theseagencies and delineating possible areas of cooperation. Thismight open other opportunities for other coordination areas.

8. Recruit the Hydrology Program Adviser and the AdministrativeOfficer for immediate deployment,

9. Convene the different NGOs with current assistance programsto the DOH to present the proposed support program for theirpossible adoption and support commitments.

10. The Central DOH should start redirecting its functions inproviding technical services and training to provincial anddistrict DOH.

REFERENCES

AFFHC/CIDSE.

Cur t i s , Grant.

FAO.

Linden, Tom vd

Pijpers , Bert.

AFFHC,

UNICEF.

World Bank.

Appraisal of Management Systems and Resources:Department of Hydrology, Cambodia. Joint Appraisal,Phnom Penh, December 1990

Cambodia: A Country Profile. A Report Prepared forthe Swedish Internat ional Development Authority,August 1989.

Cambodia, Report of The FAO Mission: Assessment ofthe Agricultural Situation. OSRO: Report No,01/91/E. Rome, July 1991.

Reporting To CIDSE. Unpublished, June 1989.

Kampuchea: Undoing The Legacy of Pol Pot's WaterControl System. TROCAIRE/CIDSE, January 1989.

Water and Agriculture Program, Cambodia, ProgramDesign Document, 1991

Cambodia: The Situation of Children and Women.Office of the Special Representa t ive , Phnom Penh,1990

Community Water Supply: The Handpump Option.Washington D C, U S A , 1987.

LIST OF PERSONS MET DURING THE MISSION

Ministry of Agriculture

Mr. So Khun, vice MinisterMr. Kong Thai Bunthan, vice Dir. Planning Dep.Mr. Ngourn Sin, Director Organization Dep.

Department of Hydrology

Mr. Suos Kong, DirectorMr. Ly Channa, vice Director

Hydro-meteorology Office

Waterrnanagement Office

Design Office

Construction Office

Planning Office

Finance Office

Administration Office

Organization Office

Mr.Mr .Mr.Mr.Mr .Mr .Mr.Mr.Ms.Mr .Mr .Mr .Mr .Mr .Mr.Mr .Mr .Mr.Mr.Mr.

Bin BorenTiep Chhiv NgournHun Kim HakKhieuv NanVeng SakhonDoung SarinTe Auv KimBun HeanMom ThanySok ChanSe SamottChan Um HengTan LeapHeng Meng HakChung Sem ImNhim LayOk ChealyChan HakSo NoeuvYang Sem

Non Governmental and International Organisations

ACR Richard BrownCharles Gerber

ADRA

AFFHC

AFSC

C.H.

Peter

SteveJens

Tidwell

Goss

StroesterTang

AICF Patrick SeyllerFrank St Simon

CIDSE Brian VealClodagh O'BrianHenk van der Wal

CONCERN Marcus OxleyDara Johnston

CWS Peter La RameeIngrid Haas

FHI

GRET

JANGOO

MCC

Tim Grayling

Pierre Thevenot

Paula Brinkley

Mike RobertsCarl Wirzba

OXFAM

PADEK

UNDP/UNV

UNICEF

VSO

WFP

Tonie NooyensMurray WilsonHans van Kampen

Hans Moorlag

Jill ZarchinKoaru OkadaValerie Cliff

Bernard GilbertWaldemar PickardtCesar E Yniguez

Anne Harmer

Bruce Howell

LIST OF ANNEXES

A-l Terms Of Reference Formulation Mission

A-2 Organigramme Ministry of Agriculture

A-3 Organigramme Department of Hydrology

A-4 Educational background of Hydrology staff

A-5 Initial Assesment and suggested interventions

A-6 Equipment Resources DOH

A-7 Budget Situation DOH

A-8 Job Descriptions of Hydrology Program Adviser andAdministrative Officer

A-9 Job Descriptions Area Experts

A-10 Remarks Program implementation costs

A-l/page 1

HYDROLOGY SUPPORT PROGRAMME

Terms of Reference for a Formulation Mission

Background of the proposal.

The Department of Hydrology CCHD), under the Ministry ofAgriculture (MOA) is responsible for Water ResourcesDevelopment in Cambodia. Their main activities include:study, design, construction, operation and maintenance ofirrigation projects, col 1ection and elaboration ofc1imatological and hydrological data, well drilling andflood control 1. The Central Department of Hydrology alsoprovides technical assistance to similar projects, proposedand implemented by provincial authorities, through theProvincial Agricultural Services (PAS).

During the past decade, several NGOs have been supportingthe CHD in enabling them to carry out its tasks. At firstthis was mainly material and equipment support. Later,support included more technical assistance to implementprogrammes after which it became clear that the implementingcapacity of the CHD was overestimated. For the last fewyears the CHD also received general training andinstitutional development support from a few NGOs.

With some irrigation projects nearing completion, and fromexperiences from other ongoing activities, it is has becomeclear that the Operation and Maintenance (0 & M) aspect ofall the Departments activities has also been overestimatedand scheme 0 & M neglected. Post construction activitiesrequire additional and ongoing inputs from the CHD whichhave never been foreseen and which the present budgetsituation does not allow.

Based on these experiences, several studies and appraisalsconducted with the CHD, the present budgetary constraintsand the increased openness of Department and Ministry,discussions and co-ordination between NGOs involved with CHDhave intensified, leading to the common understanding thatthese issues can only be tackled in an overall, well co-ordinated programme of support to CHD. This programme shouldbe geared to equipping the CHD with a structure and theskills to respond to the demands of 0 & M.

Objectives of the programme.

Operation and Maintenance activities, in the broad sense,are an essential component of the Departments

A-l/page 2

r e s p o n s i b i l i t i e s . They determine whether a project will besustainable, whether projects benefits &re realised to theirpotential, thus whether investments are justified.In relation to 0 & M at least four different components canbe ident i fied:- techn ical ,- involvement of beneficiaries,- financial, administrative, procedural,- organisation and personnel.In a comprehensive approach, all these aspects should beaddressed. All components are related to each other,tackling one or two will not resolve 0 & M problems. Toensure the viability of such a support programme thereshould be clear links to project identification and DesignSectios in the Department so that feed back from experiencesin the field can be incorporated in future projects. Alsoessential in such a support programme is the link to policymaking level in the Department and the Ministry so thatpolicies can be developed based on field experiences.

The Support Programme should address the abovementionedissues and in co-operation with the Department and Ministrywork out strategies, procedures and approaches to Water-Resources Management which are appropriate for the situationin Cambodia and in consistent with present developmentapproaches.

Outline of the Proposal

In the present situation in Cambodia, almost all foreign aidis channeled through central level government. Limited humanand financial resources at central level, which are almostnon-existent at lower levels, make it inevitable that anysupport programme starts at central level. The presentcentrally-planned economy is not able to facilitate supportin an other way.

It is however encouraging to see that at policy making levelin the Department and the Ministry the awareness is evident,they are open for change and activities of NGOs addressing 0& M issues receive full support.

A support programme should assist central level in thedevelopment of policies to ensure: clear procedures forsupply of spare parts, preparation of guidelines andmanuals, ensure availability of technical support to alllevels, look after the interests of the Water UsersCommunities. Such programme using the experiences of workingin and with a few provinces / districts will have a nationwide impact.

A-l/page 3

In discussions amongst several NGOs and based on prioritiesmade clear by the Authorities, the following positions haveevolved:

* Community Development ExpertTo investigate / advocate / formalize the involvementof water users / beneficiaries in identification,design and implementation of projects in 0 & Mact ivit ies.

* Irrigation Operation and Maintenance ExpertTo develop guidelines / manuals / procedures for theOperation and Maintenance of Irrigation Infrastructure.

* Rural Water Supply Sectoral SpecialistTo assist in the identification and implementation ofrural water supply programmes, and coordination withother relevant offices and Institutes

* Workshop Management ExpertTo improve organisation / management / procedures, andco-ordinate training for all workshops within theDepartment, with special focuss on the pump workshop.

* Heavy Equipment Workshop Technical AdviserTo assist in the setting up and equipping of a new HEWorkshop, and develop guidelines and manuals to improve0 & M practices.

* Hydro-meteorological ExpertTo advise and conduct training in the installation, 0 &M of Hydromet equipment, and the collection,elaboration and distribution of Hydromet data.

* Irrigation EngineerTo introduce a multi-disciplinairy approach in projectidentification and feasibility studies, including thefield experiences of the other experts.

* Human Resources Development ExpertTo expand and maintain contacts with relevantinstitutes in the region, and develop an overall HRDplan for the Department.

* Programme Co-ordinatorTo co-ordinate activities of all experts, liaise withgovernment and funding agencies, and have overallprogramme responsibility.

The technical experts will be assigned to different officeswhile tha? programme co-ordinator should work across officesand at t'e Departments management level. The technicalexperts should, besides the work in their sector, alsoadvocate increased communication and co-operation between

A-l/page 4

different o f f i c e s . The programme co-ordinators task will beto take up issues related to the non technical offices inthe Department, policy issues, ratification of proceduresand guidelines.

PROGRAMME MANAGEMENT STRUCTURE

The role of the funding agencies is seen as a monitoringone, in which the representatives of those agencies meetevery two or three months with the programme coordinator.The programme coordinator will have full responsibility forprogramme management, administration, finance and liaisonwith the government. Technical staff assigned to theprogramme will only be responsible to the programmecoord inator.

A-l/page 5

HYDROLOGY SUPPORT PROGRAMMEPROPOSED MANAGEMENT STRUCTURE

AdministrationOffice

OrganisationOffice

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* Technical *» AsssisUnce *«Htllllitttttt

PlanningOffice

FinanceOffice

Cosiittee of Representativesof funding Agencies

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-* Prograiie Coordinator •-itttitiiiutmtittimit

ttHHIHtlftit

i Technical ** Assistance •mmtttmm

Departoent ofHydrology

Ministry ofAgriculture

mini

» Technical •* Assistance *

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* Technical *t Assistance i

UaterianageientOffice

HydroieteorologyOffice

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* Technical »* Assistance *ittmittitmt

ConstructionOffice

A-l/page 6

Tasks of a Formulation Mission

A. Preparation of a draft project documentBased on the objectives and basic outline formulated inprevious chapters, the mission is expected- to prepare the draft of a project proposal and related

project budget for a multi-year, technical supportprogramto the Ministry of Agriculture and specificallyto the Department of Hydrology.This program should fit the character and the needs ofthe participating agencies and address the needs oftheir elated programs in the sector of irrigation anddrinking water.The project document has to be prepared according tothe attached format and has to be ready by the end ofthe mission.

- to consult with the concerned agencies while preparingthe draft document, as well as to consult with otherresource persons and the concerned government agencies.

- to verify during these consultations the feasibility ofthe objectives and basic outline for the program and toformulate recommendations and/or alternatives ifnecessary.

B. Preparation of a program management structureBased on the draft proposal, the mssion is expected

to prepare a programme management structure in whichthe relations between and responsibilities of themembers of the executing project team are clearlydefined, as well as the relations between the financingpartners, as well as between the executing project teamand the financing partners.

- to elaborate the relationship between the project teamand the Department of Hydrology, and to identify anational director for the project at a strategicallylocated level within the Ministry of Agriculture(Department of Hydology)The management structure should allow for maximumindependence of the project team with as littlereference to the individual agencies as possible, and aclear reporting structure to a supervisory bodyconstituted by the participating agencies (includingthe government).

C. Preparation of job descriptionsAs part of the project proposal, the mission has to draft

the job descriptions and the professional profile required forthe personnel involved in the project.

A-l/page 7

Details about the mission

The mission will consist of- an external consultant- Mr Seng Lo, Program Officer for AFFHC in Cambodia- Mr Joop Schaap, Irrigation Specialist of CIDSE working

in the Department of Hydrology Cte be confirmed)- A representative of the Ministry of Agriculture,

Department of Hydrology

A lead agency will be pointed out to support the missionwith the necessary logistics and guidance.The mission will last for 3 weeksat the end of which theagencies will be presented with the first draft fordiscussion among agencies and with the government. Anadditional week can be spend on finalizing the draft.The venue of the mission is Phnom Penh.The mission will take place in August, September 1991.

Qualifications of the external consultant

Water resources management engineer with experience in thirdworld countries, in the fields of- rural drinking water and irrigation

technical institutional development- human resources development- cooperation with central governments in the area of

water resources development- project preparation and proposal writing

ORGANIGRAMME

MINISTRY OF AGRICULTURE

Vice Hi nister

Dep. Hydrology

•

Vice Minister

flea. Veterinary

Minister

1st Vice Minister

Oep. Agronoiy

Vice Minister

- CARDI *

Vice Ninister Vice Minister

Qep, Forestry Dep. Transport S Materials

Oep. Organization

Ctiu Kar Oaung Univ.

IPrek Leap Coll.

Sep. Mechanization

- mm

- KOAFPC

Dep. Land Title

Oep. Planning

Dep. Finance

- Research Activities Qep. Fishery

* CARD! : CaibodU Agriculture Research Development Institute

* MOADPC : Ministry Of Agriculture Displaced Persons Counttee

KOAFPC : Ministry Of Agriculture Flood Person Connittee

ORGANIGRAMME

DEPARTMENT OF ÜÏQROLOGÏ

W«i ni strati onOffice

Vice QirectorAdministration

finance andAccountingOffice

OrganisationOffice

Qirector of

Planning andStatisticsOffice

DesignOffice

ConstructionOffice

NatenanageaentOffice

üydroieteorologyOffice

- Work rules «idrelations section

- Library section

- livelihoodprovision section

- Security, defenceand order section

- Totals section

- Finance section

- Katehals section

- Salaries andbanking section

- Warehouse section

- Organisationsection

- training andeducation section

- salaries section

- Planning section

- Statistics andreports section

- Internationa]cooperation section

- Prograuie planningsection

- Surveying section

- Soil laboratorysection

- Design section

- Technicaldocumentationsection

- Constructionsection

- Workshop section

- Machinery section

- Pre-fabricationcentre section

- Irrigation«anageient section

- Pmps sanajeeentsection

- Nell drillingsection

- Epipient section

- Coimtnicitionsection

- Cliiatologysection

- Heather fore-casting section

- Hydrology section

•V-

A-4

EDUCATION BACKGROUND OF DOH STAFF

OFFICE ENGINEERS TECHNICIANS VOCATIONAL OTHER TOTALLEVEL LEVEL LEVEL STAFF STAFF

Management level 01 01 - 01 03

Administration - - - 25 25

Organization - - 01 06 07

Planning and

Statistics 02 - 01 09 12

Accounting and

Finance - 04 01 29 34

Design 22 31 08 37 98

Construction 34 67 39 232 372

Watermanagement 15 15 06 49 85

Hydro-meteorology 03 26 15 52 96

77 144 71 440 732

A-5/page 1

ASSESSMENT AND SUGGESTED INTERVENTION

Contra in ts and Difficulties: Suggested Intervent ion:

HYDROMETEOROLOGY OFFICE

1. Non-functional instrumentsin meteorological stations dueto lack of funding and otherresources.

2. Lack of quality control ondata collection.

3. Lack of systematic datapreservation, compilation/elaboration and dissemination.

4. Lack of linkages with theprovincial and district DOH.

Assess the present network ofstations to formulate arehabilitation plan for aminimum number of stations toallow more effective operationand maintenance of the network.Review also the number and typeof instruments in each stationto effect simple data collectionand maintenance procedures. Incoordination with NGOsdevelop/formulate financingscheme for rehabilitation.

Review deployment of observersand set up incentive schemes tomotivate them. Developtraining programs forobservers and otherprovincial/district personnel.Develop manuals on datacollection/ field recordcompilation, instrumentmaintenance and data formatsfor submission to Central DOH.

Develop manuals of procedures,dissemination strategies andsystem for data preservation.Formulate and conduct trainingprograms for personnelinvolved in this aspects.

Review present set-up anddevelop strategies andapproaches to establish andstrenthten linkages andmotivate personnel at variouslevels to attain desiredcoordination. Formulatenational policy forrecommendation to government.

A-5/page 2

5. Lack or insufficiency ofoverall direction in operatingand maintaining the network ofstations.

6. Inefficient radiocommunication between CentralDOH and field. Lack oftransportation for stationinspections, repairs andmaintenance of instrument.

Assess various assistance fromNGOs and other agencies andrelate this to the overallobjectives of developing anational data base for waterresources planning anddevelopment. Formulatestrategies and approaches incoordinating and consolidatingthese assistances for moreeffective and efficientutilization.

Consider this in the assessmentof present network and includein the rehabilitation planformulation.

WATER MANAGEMENT OFFICE

1. Objectives and functions onO&M of irrigation systems arenot well defined. Absence ofpolicy and guidelines .

Review and delineate thepresent O&M practices inirrigation systems. Define theexisting linkage mechanismbetween Central and field levelDOH. Define and delineate theO&M roles of central, provincialand district DOH to improvepresent situation. Developguidelines and manuals ofprocedures for each level.Implement guidelines andmanuals on selected provincesto tes t applicability ,introduce improvements andamendments. Finalize O&Mguidelines and manuals ofprocedures. Prepare trainingprograms for O&M personnel atvarious levels. Formulate asystem of monitoring andevaluation as feedbackmechanism from one level to theother and vice versa.Consolidate O&M guidelinesincluding manuals of proceduresand monitoring and evaluationsystem into a single documentfor recommendation to thegovernment for adoption as anational policy.

A-5/page 3

2. Absence of policy andguidelines on involving thefarmers in irrigationdevelopment.

3. Absence of overall plan forrural water supply program andlack of coordination withgovernment ministries involvedin rural water supply.

Review the current schemes ofinvolving the farmers invarious projects undertaken byvarious agencies particularlythe NGOs. Establish the role ofthe different levels ofgovernment agencies anddevelop appropriate approachesand strategies in setting upthe necessary environment fora healthy farmers'participation. Developguidelines and manuals ofprocedures in farmersorganization, farmers trainingprograms, DOH staff training.Apply the initial guidelines andmanuals in the provinces usedfor testing the O&M guidelinesand manuals- Improve guidelinesand manuals based on testimplementation. Formulate andinstall in the selectedprovinces the necessaryfeedback mechanism tostrengthen linkages with theCentral DOH. Formulate a draftnational policy on farmersparticipation in irrigationdevelopment for recommendationto the government.

Review existing governmentpolicies in developing ruralwater supply to assesspossibility of consolidating theprogram under one existingMinistry or as an initial steptowards this goal, formulateapproaches and procedures indeveloping centralized databank on rural water supply.Assist the government informulating an overall programdelineating the roles ofvarious Ministries and levelsof the government. Based onthis assessment and incoordination with concernedMinistries and NGOs develop anoverall rural water supplyprogram delineating the rolesof each Ministry and the neededcoordination mechanisms for

A-5/page 4

4. Lack o£ policy and guidelinesconcerning O&M o£ completedrural water supply projects.

5. Lack of vertical andhorizontal coordination amongvarious offices within DOHresulting to delays in releasesof materials and spare partsfor projects. Cumbersomeoffice procedures concerningthese aspects.

stronger linkages horizontallyamong Ministries and verticallyamong various governmentlevels.

Assess the various experiencesof different NGOs andgovernment Ministries on O&M ofrural water supply projects.Formulate strategies anddevelop O&M manuals forvarious levels defining theroles of the Central, Provincialand District DOH. Developfeedback mechanism (monitoringand evaluation) from one levelto the other. Test theguidelines and manuals in thepilot provinces selected forirrigation O&M and farmersparticipation to debug theprocesses. In coordination withother experts, develop thefinal version of the manuals andformulate training programs forO&M personnel and beneficiariesfor installation of the systemof procedures in other areas-Review present officeprocedures. Establish flowcharts and examine and identifybottlenecks. In coordinationwith concerned DOH offices andmanagement officials recommendchanges to streamlinecumbersome procedures.Develop simple and easy tomonitor systems and officeprocedures when necessary.Test new procedures uponapproval of DOH officials.Desing document tracer slips toidentify further bottlenecksand introduce furtherimprovement in the procedures.

DESIGN OFFICE

1. Unclear or lack of criteriafor project selection.

Develop set of criteria forproject selection based ontechnical, physical, socio-economic, water users

A-5/page 5

2. Lack of proficient personnelto conduct project feasibilitystudies and evaluation.

3. Lack of design manual forirrigation structures.

4. Limited number of peopleproficient in tes t proceduresof the Soils Laboratory.

S. Unclear relationship of theWater Management Office (WMO)in planning and design ofirrigation projects.

associations, and politicalfactors. Depending on the sizeof project formulate themechanics of selectionconsidering the various levelsof the DOH and other aspectsinfluencing the selectionprocess. Formulate a system ofcomparing the projects fordecision-making.

Develop procedures inconducting feasibility studiesfor small, medium and largeprojects. Delineate role ofCentral/Provincial and DistrictDOH in conducting studies forvarious sizes of projects.Formulate training programsfor DOH personnel at variouslevels.

Review present procedures inthe Design Office and developdesign manuals for standardstructures (culverts, flumes,turnout,checkgates, canalcrossing, etc.). Establishtraining program for use of themanuals in coordination withexperts in other relatedoffices.

Provide technical support tothe Soils Laboratoryparticularly in establishingvarious test procedures andtraining personnel. Assessavailable laboratory equipmentand determine essentialadditional requirements tosupport construction qualitycontrol.

Review present system toidentify entry points ininvolving the WMO to instituteparticipation of farmers.Formulate strategies orapproaches in encouragingearly involvement of farmers inthe development of the projectto prepare them for theeventual O&M of the completed

A-5/page 6

irrigation system.

CONSTRUCTION OFFICE

1. Construction quality controlis virtually not practiced inthe field and not monitored fromheadquarters.

2. Monitoring and evaluation o£project implementation on aproject by project basis is notpracticed.

3. Untimely delivery ofconstruction materials.

Review DOH set-up and identifyappropriate unit that should beresponsible on quality controlof construction implementation.Delineate system andprocedures in quality controlboth on earthwork and concretework. Prepare manuals ofconstruction procedures forthe guidance of field engineersand foremen. Review physicaland personnel capability of DOHlaboratory in supportingquality control requirememt.Recommend necessaryimprovements to build uplaboratory capacity. Developtraining programs for personnelinvolved in quality control.

Prepare and develop a systemfor project management andcontrol emphasizing onimplementation planning andmonitoring and evaluation (M&E).Develop reporting formats forM&E so that proper accountingof inputs and outputs on aproject basis is established.Identify the appropriate outfitwithin the Office who will beresponsible for this activity.Develop training program forthese personnel to install theM&E system.

Review DOH office proceduresrelevant to this unit andrecommend changes whennecessary to streamlinesystem. Include in the reviewthe possibility of delegatingthe management and control ofconstruction materials to theConstruction Office.Appropriate safeguards should,however, be installed to ensurethese materials are used asintended.

A-5/page 7

4. Unclear relationship or roleof WMO during construction andin the turnover of completedprojects.

5. Deficiencies in the Workshopdue to cumbersome officeprocedures and lack of repairinstruments and tools, lack ofspare parts and limited repaircapability of mechanics.

Review the present system inorder to formulate a mechanismof involving the WMO in theturnover processes. This mightopen opportunities ininstituting a better transitionfrom construction to O&M.Early involvement of the WMO isdesirable to initiateorganization of farmers inwater users association.

Assess overall capacity of DOHin workshop management andequipment repair andmaintenance. Include in thereview the present capabilityof personnel, availableinstruments and tools, spareparts procurement andwarehousing, appropriatelevels of inventory of variousparts, preventive maintenanceprocedures, equipmentdeployment procedures andsystems, and proficiency levelof operators and drivers.Relate this current capacitiesto current and projected needsand develop a program forpersonnel training, officeprocedures, workshop capacitybuild-up and manuals onpreventive maintenance forheavy equipment, pumps,vehicles, and otherconstruction equipment. Incoordination with the NGOs andother financing agenciesformulate funding proposals tosupport identified urgentrequirements.

PLANNING AND STATISTICS OFFICE

1. Absence of overalldevelopment program in both theirrigation and rural watersupply sectors.

Review current activities ofthe Office with the objective ofdelegating the differentactivities to other appropriateoffices. Assess the possibility

A-5/page B

2. Lack of proficient staff toundertake activities suggestedin item no. 1.

of reorienting the focus of thisoffice toward macro levelplanning, monitoring andevaluation. Develop asystematic set of proceduresin formulating a Departmentlevel program as the overallguideline of the entireDepartment and offices withinit. Formulate a department-wide M&E relating this to thedifferent M&E systems of thevarious offices. The Officeshould concentrate in providingthe overall direction of theDepartment in irrigation andrural water supply developmentin support to the country'soverall goals in foodsufficiency and rural watersupply. Realign the objectivesand functions of the Office toprovide the DOH Director thenecessary support in definingthe overall mission of theDepartment, priorities inproject development,rehabilitation of existingsystems, general strategiesand approaches in O&M,delineating policies in involvingbeneficiaries, monitoring andevaluation, strengths andweaknesses of variousprograms, resourcerequirements, and theDepartment's contribution tothe food supply situation ofthe country. '

Prepare training programs todevelop the staff in providingDepartment wide support inplanning, monitoring andevaluation. Conduct thistraining program using theformulation of the first overallplan as an exercise.

fl-5/page 9

ADMINISTRATION, FINANCE AND ORGANIZATION OFFICES

1. Cumbersome officeprocedures, difficulty ofcoordination.

2. Absence of an overall HRDprogram based on systematictraining need assessment.

Review the organization of thewhole Department and assesspossibility of consolidatingoffices with related functionsto minimize coordinationproblems and reduce too manysteps in processing documents.Identify current functions ofthese offices that are betterdelegated to other offices andmake necessaryrecommendations. Reviewcurrent office systems andprocedures and recommendimprovements to eliminatecurrent bottlenecks andconstraints. Develop manualsof procedures for keyactivities such as accountingsystem, recording andbookkeepping, stock inventory,procurement, release anddelivery of materials, spareparts, and funds, monitoring ofproject cost/expenditures,deployment and dispatching ofequipment and vehicles, etc.

Conduct training needassessment by first reviewingand improving job descriptionsof various groups of personneland develop a comprehensiveHRD program. Contact in-country and out-countrytraining institutions toidentify appropriate programsand make proposals to fundingagencies for support. Assessvarious levels of DOH toestablish need for training anddeveloping in house trainors incertain areas.Develop a mechanics/system bywhich the DOH would haveassurances that trainedpersonnel are deployed onrelevant activities and thatthey would continue to serveDOH for a period of timecommensurate to their trainingduration. In the Philippines,

A-5/page 10

for instance, governmentemployees sent on training mustsign a contract to serve thegovernment for at least threetimes their training durationupon their return. Failure tocomply with the provisions ofthe contract will make thepersonnel accountable for thetraining expenditures.

EQUIPMENT RESOURCES

Office

- photocopier I- plan copier 2- level 37- theodolite 33- electronic distomat 5- plan table 11- stencil machine 1

Veh icles

- 4-WD 12- transport truck 7- motorbike 3- smal 1 truc k 1- land rover 1

Heavy equipment

- fuel tanker 2- fork lift 1- dumptruck ' 24- trailer truck 3- bulldozer 17- tire roller 7- wheel loader 4- workshop truck 3- small trailer 5- grader 2- tractor ripper 1- crane truck 3- excavator 21- deep loader 2- cement mixer 5- wel 1 dr i11 ing 4

A-7

1 US* = 160 Riels

1 US* = 600 Riels

BUDGET SITUATION DOH(IN MILLION RIELS)

YEAR ACTIVITY REQUESTEDBUDGET

APPROVEDBUDGET

RELEASEDBUDGET

1989 PROJECTS

ADMIN

TOTAL

46.4

44.0

90.4

36.8

44.0

80.8

36.8

44.0

80.8

1990 PROJECTS

ADMIN

TOTAL

97.5

144.0

241.5

92.5

46.5

139,0

36.0

33.0

68.0

1991 PROJECTS

ADMIN

TOTAL

192.0

293.5

485.0

175.0

293.5

468.5

41.0

293.5

334.5

1 US* = 1100 Riels

1992 PROJECTS

ADMIN

TOTAL

1,164.5

757.0

1,921.5

1 US* = ? Riels

A-8/page 1

DEPARTMENT OF HYDROLOGYMANAGEMENT SUPPORT PROGRAM

Job Descript ion

HYDROLOGY PROGRAM ADVISER

MAIN RESPONSIBILITY:

Serve a s a g e n e r a l i s t Adviser to DOH and NGO in s t rengtheningboth technica l and adminis t ra t ive capab i l i t i e s of the DOHp a r t i c u l a r l y in formulation o£ policy advice and improvements inmanagement s t r u c t u r e and procedures . Administer the opera t ion ofthe Program Office and maintain c lose l ia i son with DOH of f ices ,Hydrology Advisory Board, NGO exper t s deployed a t DOH, and o thergovernment agencies e s s e n t i a l t o the implementation of waterresources development activities.

SPECIFIC DUTIES:

To the Hydrology Advisory Board:

1. Advise the HAB on general direction of support in the waterresources development sector.

2. Present regular reports on progress and constraints in theimplementation of the Hydrology Support Program.

3. Prepare and discuss proposals for required short consultancyto strengthen the program in the water resources developmentsector.

4. Provide updates on the activities of experts working in thedifferent areas relating these to the overall objective of theProgram-

5. Prepare annual work plan in accordance with the objectives ofthe Hydrology Support Program.

To the Department of Hydrology:

1. Provide recommendations on improving office policies andprocedures on irrigation O&M, project formulation,beneficiaries involvement, administrative and organizationissues, etc.

2. Formulate and discuss policy advice on establishing relationswith the provincial and district level DOH.

A-B/page 2

3. Identify additional areas of concerns, prepare proposals toaddress these areas, and discuss with HAB and DOH for inclusionin the Program and formulation of financing scheme.

4. Present regular reports on progress and constraints in the• implementation of the Hydrology Support Program particularly

on responses of DOH offices on recommended changes onprocedures.

5- Provide policy advice on issues relevant in increasing DOHcapacity in formulating short and long term water resourcesdevelopment plans and in handling bigger investment levels inirrigation development.

6. Initiate inter-office coordination meetings in the DOH toimprove communication links among offices and establishdiscussion forums for issues of common concern.

To the NGO Experts:

1. Support experts in preparing annual and long term work plans inaccordance to overall objective of the Program,

2. Assist experts in establishing communication links with otheroffices in DOH and in identifying and formulating proposals intheir respective areas of concern.

3. Monitor, evaluate , and advise on experts activities to be inaccordance with the program objectives.

4. Assist experts in synthesizing experiences to formulate policyand organizational advises to strengthen DOH.

5. Organize meetings with all experts to discuss issues relevantto the implementation of the Program and of general importanceto the DOH.

6. Assist experts in organizing sectoral meetings in their areasto facilitate exchange of experiences with other expertsworking outside the Program.

PERSONAL QUALIFICATIONS:

Education and Experience:

_ Bsc in Water Resources, Agricultural or Civil Engineeringpreferably with M.Sc or Ph D. in related field.

- At least 10 years experience in large government officedealing on water resources development in developing countrieswith at least 5 years handling managerial position. Experienceshould be in the field of irrigation system management, project

A-B/page 3

management, institutional development particularly in waterusers' associations, water resources development planning andimplementation, and / or rural water supply.

Other Characteristics:

- Willingness to travel to the Provinces on a frequent basis.- Proven Management and communication skills.- Familiar with government bureaucracy in developing countries.- Ability to stimulate team work and motivate people.- Willingness to learn Khmer.

A-8/page 4

DEPARTMENT OF HYDROLOGYMANAGEMENT SUPPORT PROGRAM

Job description

ADMINISTRATIVE OFFICER

MAIN RESPONSIBILITY:

The Administrative Officer has four main responsibi l i t ies :s e c r e t a r i a t for the HAB and HPA; ac t as ca t a lys t in installingapproved changes in office procedures and system a t DOH; developmanual of procedures for key administrative ac t iv i t i e s a t DOH; andt ra in key personnel on administrative mat te rs .

SPECIFIC DUTIES:

1. Keep books of account and disbursement records for theProgram. Design a system of financial control and accounting tokeep track of all program expenditures and cash inflow.

2. Prepare financial r epor t s for inclusion to correspondingProgram repo r t s to be submitted to the HAB and fundingagencies.

3. Assis t DOH administrative uni ts in install ing recommended andapproved changes for improvement of office procedures andsystems.

4. Assis t the DOH in coordination with the HPA and other expertsin developing manuals for key administrative ac t iv i t i e s such asaccounting systems, recording and bookkeeping, stockinventory, procurement and other support serv ices to thetechnical group.

5. In coordination with the Organization and HRD Specialist ,formulate organizational s t r u c t u r e for the DOH to improve andstreamline flow of office documents for more effective supportto project implementation, construct ion and 0 & M ac t iv i t i e s .

6. Train DOH personnel on new procedures and guidelines inadministrative ac t iv i t i e s par t icular ly on the accountingsystem, stock inventory, procurement and property management.

7. Organize in-country training courses and workshops tofac i l i t a te the learning process of key personnel inadministrat ive, accounting, and organization mat te rs .

8. Supervise the Admin Unit in i t s function as support service tothe Program, par t icular in specific work such as organization of

A-8/page 5

meetings and maintaining records, organizing t r ave l permissionfor in-country t rave l , t rans la t ion of documents e tc .

PERSONAL QUALIFICATIONS:

Education and Experience:

BSc in Business Administration or Accounting orManagement preferably with MBA or MSc in Management.

At l e a s t 10 years experience in large government officedealing with water resources development with a t l e a s t 5years handling position in administrative mat ters such asaccounting, procurement and property management,personnel management, and office management.

Other Character is t ics :

Willingness to learn KhmerFamiliar with government bureaucracy in developingcountriesProven management and communication skillsProficient in computer application in accounting systemBe able to work in a team and motivate people

fl-9/page i

DEPARTMENT OF HYDROLOGYMANAGEMENT SUPPORT PROGRAM

Job descriptions area experts

METEOROLOGIST

MAIN RESPONSIBILITY:

The job description of the Meteorologist is premised on theprovision of technical ass is tance to the DOH in improving operationand maintenance of meteorological s ta t ions , training of Central andProvincial personnel in data collection, compilation, preservation anddissemination, and developing practical data bank and re t r ieva lsystem a t the Central DOH.

SPECIFIC DUTIES:

1. Assess and formulate rehabilitation plan for existing networkof meteorological s ta t ions . Prepare proposal forconsideration of funding agencies, based on capacity of DOH ininstalling and maintaining s ta t ions .

2. Review present data collection arrangements/ recordcompilation, system of submission of data to Central DOH, datapreservation and dissemination, and recommend appropriatesystem for improvement with special at tention on data qualityand observers motivation and relationship with Central DOH.

3,, Review the existing arrangements on deployment of s ta t ionsobservers and recommend ways of improving the same to effect amore reliable data flow from the field to the Central DOH.

4. In coordination with the Hydro-meteorology Office and theHydrologist, develop manuals and training programs to improvestat ion Operation & Maintenance, data collection andsubmission. Conduct training of s ta t ion personnel through on-the-job experiential learning process.

5. In coordination the Hydro-meteorological Office and theHydrologist, prepare proposal for developing centralized databank system for a meaningful support to water resourcesplaning and development. Develop and conduct training topersonnel in data compilation, preservation and dissemination.

6. In cooperation with the Hydro-meteorological Office and theHydrologist prepare year books of hydrological andmeteorological data.

6. Encourage DOH personnel in retrieving and compilingmeteorological data collected before the war in as many

A-9/page 2

stations as possible and prepare guidelines and procedures inusing these to assess quality of present-day data fromexisting stations and in supporting current data requirementsof DOH and other agencies.

PERSONAL QUALIFICATIONS:

Education and Experience:

BS in Engineering with major in Meteorology or Hydrology

At l e a s t 3 years experience in operation and maintenanceof meteorological s ta t ions preferably in recognizedi n s t i t u t e s of hydrology and meteorology.

Experience in computerized data bank management would behelpful.

Other Character is t ics :

Willing to t rave l to the Provinces on a frequent basis

Willing to learn Khmer

Proficient in computer application in s t a t i s t i c a l analyses

Experience in weather forecasting would be helpful

Ability to communicate easily

Ability to develop and conduct training programs

IRRIGATION ENGINEER (OPERATION AND MAINTENANCE)

MAIN RESPONSIBILITY:

There are five main responsibilities of the Irrigation O&MEngineer: develop guidelines and manuals of procedures in O&M ofirrigation systems; develop and conduct O&M training programs forDOH personnel; formulate and recommend O&M policies; formulatestrategies to improve existing linkages with the Department ofAgronomy and other levels of DOH; and assist delineate functions ofvarious levels of DOH on O&M.

SPECIFIC DUTIES:

1. Review present practices in O&M of existing irrigation systems

A-9/page 3

and formulate and recommend appropriate strategies inimproving the same.

2. Initiate delineation of roles of Central, Provincial, andDistrict DOH.

3. Prepare guidelines and manuals of procedures in O&M ofirrigation systems and prepare a proposal in pilot testingthese in selected provinces in coordination or jointly with theCommunity organizer.

4. Develop and conduct training programs for O&M personnel atcentral, provincial and district level.

5. In coordination with the Community Organizer formulate andrecommend policies for 0 & M of irrigation systems particularlyemphasizing the roles of farmers and farmers associations.

6. Assess present linkages of DOH with other governmentdepartments dealing on agricultural production like theDepartment of Agronomy and recommend strategies in promotingcoordination and cooperation among these agencies toaccelerate delivery of support services to farmers inirrigated areas.

7. In coordination with the Community Organizer, develop trainingprograms for farmers to enhance their capability in O&M ofirrigation systems or part thereof.

8. Initiate sector meetings with other agencies / experts toexchange experiences in irrigation O&M

9. Initiate inter-office meetings particularly between Design,Construction and Watermanagement to discuss and addressissues effecting O&M and farmer participation.

PERSONAL QUALIFICATION:

Education and Experience:

- • B S in Agricultural or Civil Engineering preferably withpost graduate courses in Water Management or Hydrology

At l e a s t 5 years experience in actual operation andmaintenance of i rr igat ion systems in developing countrieswith beneficiaries part icipation

• - Attended pract ical training courses in irr igat ionmanagement and farmers part icipation in irr igat iondevelopment

Experience in preparing training programs for governmentpersonnel and farmers

fl-9/page 4

Other Character is t ics :

Willingness to learn Khmer

Proven management and communication skills

Willingness to t r ave l to the Provinces on a frequentbasis

Ability to stimulate team-work and motivate people

IRRIGATION ENGINEER (PLANNING & DESIGN)

MAIN RESPONSIBILITY:

The Irr igation Engineer will be responsible for four main a reas :training and developing a core of multi-discipline group for projectformulation; development of project selection c r i t e r i a based ontechnical, socio-economic, and poli t ical fac tors ; ass is tance to thesurvey team; and preparing design manuals and training designsection staff.

SPECIFIC DUTIES:

1. Review present project selection and develop set criteriabased on technical, socio-economic and political factors

2. Develop procedures in conducting feasibility studies for small,medium, and large scale irrigation projects

3. Assist the DOH staff in preparing and conducting trainingprograms for strengthening of provincial DOH personnel

4. Assist DOH in training and developing a core of multi-disciplinary group for project studies and formulation

5. Develop guidelines for project identification and formulationfor central and provincial DOH and develop and organize trainingprograms for introduction of these

6. Develop design manuals for project design and standardizationof irrigation structures and facilities

7. Introduce appropriate project planning, implementation and costestimation systems according to present standards Inirrigation development

8. Formulate and conduct training programs for differenttechnical staff such survey group, project study group, and

fl-9/page 5

design engineers to familiarize with new systems

9. Assist DOH in establishing project pipeline for bothrehabilitation and new projects.

10. In coordination with the Construction Engineer and LaboratorySpecialist, formulate procedures for instituting constructionquality control and in expanding the laboratory .capability tosupport the requirements of the quality control system.

11. Initiate sector meetings with other agencies / experts toexchange experiences in irrigation planning and design

12. Initiate inter-office meetings particularly between Design,Construction and Watermanagement to discuss and addressissues effecting the planning and design of irrigation systems.

PERSONAL QUALIFICATION:

Education and Experience:

BSc or MSc in Civil or Irrigation Engineering preferablywith post graduate courses in Hydraulics Engineering orHydrology

Experience in irr igation projects feasibil i ty s tudies anddesign of irr igation s t r u c t u r e s and faci l i t ies

Other Charac ter i s t ics :

Willingness to learn Kmer

Willingness to t rave l to provinces on a frequent basis

Management and communication skills

Must be able to stimulate team work and motivate people

Ability to prepare and conduct training programs

CONSTRUCTION ENGINEER

MAIN RESPONSIBILITY:

The job of the Construction Engineer is divided into four majorcomponents: develop appropriate construction guidelines and manualsfor earthwork and concrete works; inst i tut ional ize constructionquality control in the DOH; design suitable monitoring and evaluation

A-9/page G

system for project implementation; and train DOH personnel on theabove activities.

SPECIFIC DUTIES:

1. Review current construction practices and develop appropriateconstruction guidelines and manuals for earthwork and concreteworks to improve the present situation and correctinappropriate practices.

2. Formulate strategies and approaches in institutionalizingquality control procedures delineating the roles of Design,Construction and Laboratory groups.

3. In coordination with the Irrigation Engineer (Planning andDesign) and Laboratory Specialist, formulate proposals toexpand the laboratory capability to include support tests forquality control and materials testing.

4. Prepare guidelines for project implementation planning, civilworks packaging, and corresponding monitoring and evaluationsystems in project implementation making clear the importanceof comparing expenditures against physical accomplishments.

5. Develop and conduct training programs for DOH personnel atcentral and proincial level on major aspects such asconstruction methods, quality control and materials testing,project implementation and monitoring and evaluation.

6. Initiate sector meetings with other agencies / experts toexchange experiences in irrigation infrastructure construction

7. Initiate inter-office meetings particularly between Design,Construction and Watermanagement to discuss and addressissues effecting the construction of irrigation systems.

PERSONAL QUALIFICATION:

Education and Experience:

BSc in Civil Engineering preferably with graduate coursesin quality control and materials testing.

At least 5 years experience in actual construction workof irrigation structures and facilities.

Other Characteristics:

Willingness to travel to the provinces on a frequentbasis.

Willingness to learn Khmer for better communication with

fl-9/page 7

field construction crew members.

Working knowledge of computer-aided monitoring andevaluation of project implementation would be useful.

Management and communication skills

Ability to stimulate team work and motivate people

Ability to prepare and conduct training programs

OTHER AREA SPECIALISTS

The job descriptions of the other area special ists which werealready committed to be provided by the cooperating NGOs werealready prepared by the corresponding NGOs. The following specificduties for each were found necessary for inclusion:

RURAL WATER SUPPLY SPECIALIST:

1. Review existing government policies and programs in developingrural water supply and formulate approaches and procedures inestablishing centralized data bank on rural water supply.

2. Assist the government in delineating an overall program inrural water supply development delineating the roles ofvarious ministries and government levels.

3. Assist the DOH in preparing annual and long term plans for theRural Water Supply sector

4. Review existing policies and practices in O&M o£ completedprojects and develop O&M manuals taking into consideration theroles of Central, Provincial, and District authori t ies and thevillagers themselves.

5. Review existing feedback mechanism from field level to centraland recommend improvements.

WORKSHOP MANAGEMENT AND ORGANIZATION SPECIALIST:

1. Assess overall capacity of DOH in workshop management andequipment repair including available tools and repairinstruments.

2. Develop manuals and procedures in spare parts procurement and

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warehousing, preventive maintenance for pumps, vehicles, andheavy equipment.

3. Review organization and assess feasibility of consolidating theworkshop responsibility under one outfit within the DOH toallow co-sharing of resources between the separately runconstruction workshop and water management workshops.

4. Formulate and conduct training programs for workshop staff andtechnicians.

5. Assist the central DOH In preparing and conducting appropriatetraining programs for provincial and district level personnel

COMMUNITY ORGANIZER:

1. Review current schemes of farmers participation in variousprojects of funding agencies and develop guidelines and manualsof procedures in farmers organization and strengthening theircapacity in agricultural production and irrigation system O&M.

2. In coordination or jointly with the Irrigation O&M Engineer,pilot tes t procedures in selected provinces.

3. In cooperation with the Irrigation O&M expert prepare trainingprograms for O&M personnel and farmers.

4. Assess the need for developing in-house core of trainors forfarmer organization and recommend ways and means of installingthis.

5. Formulate and recommend policies on farmers participationdelineating roles of various levels of DOH.

ORGANIZATION AND HRD ADVISER:

1. In cooperation with the DOH review and improve current jobdescriptions of DOH personnel.

2. Determine appropriateness of developing in-house trainors incertain areas of training needs.

3. Identify in- and out-country training programs and prepareproposals for funding support.

A-9/page S

HYDROLOGIST:

1. In coordination with the DOH and the Meteorologist developmanual of procedures on data collection, p reserva t ion ,compilation, and dissemination.

2. In coordination with the DOH am3 the Meteorologist prepareproposal for developing central ized data bank system formeaningful a s s i s t ance in water r e sou rces planning anddevelopment.

LABORATORY SPECIALIST:

1. In coordination with the DOH, the Irr igat ion Engineer andConstruction Engineer, a s s e s s and prepare proposal for theexpansion of the labora tory capabili ty to include support toconstruction quality control and materials testing.

2. In coordination with the Rural Water Supply Specialist, assessand prepare proposal for the expansion of the laboratorycapability to include support to water quality testing andanalysis.

HEAVY EQUIPMENT WORKSHOP ADVISER:

1. Design simple heavy equipment maintenance manuals.

2. P repare workshop opera t ion guidel ines address ingenvironmental i s s u e s .

3. Coordinate ac t iv i t ies with regard to procedures andmanagement with the Workshop Organization and ManagementAdviser

TO BE INCLUDED IN ALL JOB DESCRIPTIONS:

Ability to prepare and conduct training programs in therespective field of expertise

Ini t iate the organization of sec tora l meetings in therespective area to faci l i ta te the exchange of experience withother experts / agencies working outside the program

Organize inter-office meetings in DOH with relevant offices toimprove communication and coordiantion of ac t iv i t ies

^ A-10/page 1

ASSUMPTIONS ON COST ESTIMATES

A. PERSONNEL COSTS:

1. Hydrology Program Adviser

- Maximum salary per annum is assumed 48,000.

Administrative Officer

- Maximum Salary per annum is assumed 36,000.

Salary costs per annum total 84,000.

The actual salary will depend on qualifications and

s> experience of and on negotiations with the candidate, but^ should be competitive to international standards.

2. Accommodat ion

With regard to accommodation it is assumed that the employedperson will establish him/her self in Phnom Penh with familyand that the maximum contribution towards rentingaccommodation would be US* 1,000. per employee per month.

3. Insurance

It is assumed that insurance would cost US* 2,000. peremployee (incl. family in PNH) per annum.

4. Rest & Recreation

It is assumed that employee and family (2 children) would-„ have the right to take one roundtrip per annum to Bangkok,• for which a reservation is made of US* 2,000. C maximum 4

persons) per year per employee.

5. Recruitment costs

This amount would have to cover advertising andcommunication costs for recruitment of both positions. It isproposed that a final interview of the Hydrology ProgramAdviser be held in Phnom Penh with members of the HydrologyAdvisory Board; the reservation is made to facilitate travelof candidate.

6,9. Sea/air freight

This amount is to enable the employee to ship in/outpersonal effect for himself and family; the amount to be

V actually spend will depend on family size.

7,8. Inward travel, repatriation

r fl-10/page 2

This is the estimated maximum costs for the employee (andfamily) to come to Phnom Penh at the beginning of thecontract and to travel home at the end of the contract. Theactual costs will of course depend on family size andcountry of residence.

10. Home leave

It is assumed that the employee has a right to a home leavein the middle of the second year, assuming he will serve thefull three year contract. Actual costs will depend on familysize and country of residence of the employee.

B. OPERATING COSTS

1. Vehicle operation

HPA, 4wd vehicle maintenance 10 */. of purchase value is US*2,300 and US* 2,000. per annum for fuel.Total US* 4,300. per annum

Admin Unit, vehicle maintenance 10 7. of purchase value isUS* 1,200. and US* 1,500. for fuel.Total US* 2,700. per annum

2. Office supplies

For stationery, paper, maintenance office equipment, etc.

3. Communication

Telephone, fax, etc.

4. Training fundrIt is expected that most of the out-country training wouldtake place in the second year of the program, whenadditional training needs for counterparts have beenidentified. It is assumed that this kind of training wouldcost approx. US* 2,500. per man month

a. counterparts of HPA4 man months of training available for Director and/or viceDirectors, and/or planning unit

b. counterparts of Admin Officer6 man months of training available for finance,administration and organization DOH personnel

c. Language trainingA sum of US* 5,000. assumed to be necessary for in-countryEnglish language training and possibly out-country language

A-10/page 3

training for an interpreter/transiator

d. In country training and workshopsThis amount is assumed to be required to facilitate in-country training and workshops, on financial,administrative, organizational and planning issues.

C. VEHICLES AND OFFICE EQUIPMENT.

1. One 4wd vehicle for project visits

2. One ordinary vehicle to facilitate the Admin units work

3. One motor-bike to facilitate the Admin Units work

4. one set each for: HPA and counterparts, Admin Unitadministration and finance, Admin Unit translations.

5.

6. Miscellaneous, like filing cabinets, type writer, anyunforeseen items

D. REVIEW AND EVALUATION MISSION.

1. It is assumed that a team of two external expertssupplemented by two local experts would conduct a programreview and evaluation mission by the end of the second year.It is estimated that this would cost approx. US* 10,000. perexpert, incl. travel and accommodation.