1. Project Concept Paper
1 PROJECT TITLE, LOCATION AND TIMING
Project Name: Technical Training and LEAP Programme Capacity Building
of Water and Sanitation Teams in PDG
Country / Region / Location: Vanuatu (Sanma and Tanna Provinces), Solomon Islands
(Guadacanal and Malaita Provinces), PNG (Madang and
Bougainville Provinces)
ADP(s) &/or associated Projects: Madang Watsan, PNG – 11 months, US$390,703 (EU/WVA)
Buka Watsan, PNG – 3 years, $491,668 (WVA/ANCP)
Guadalcanal Watsan, SI – 3 years, $265,000 (WVNZ/KOHA)
Malaita Watsan, SI – 4 years, $568,165 (WVA/ANCP)
EU Micro 1, SI – 1 year, $101,405 (EU/WVA)
EU Micro 2, SI – 1 year, $94,503 (EU/WVA)
Santo Watsan, Vanuatu – 4 years, $630,000 (WVA/ANCP)
Tanna Watsan, Vanuatu – 2 years, $260,000 (WVNZ/KOHA)
(TOTAL – $2,796,444)
World Vision Contact: Michael Wolfe, Water and Sanitation Technical Adviser
Delivery Organisation: WV Pacific Development Group
Timeframe: 1 year (October 1, 2007 - September 30, 2008)
2 RATIONALE
Description of context:
WV-PDG is currently implementing 8 water and sanitation projects in three countries. It has become
regular practice for WV-PDG to implement water and sanitation projects without employing competent
technical professionals. Sometimes this practice has resulted in noteworthy failures (e.g. one community in
Vanuatu labouring for almost one year to try to make water flow up hill). More regularly, though, the
deficiencies in World Vision technical capacity result in projects being implemented in a mediocre manner.
Due to the low technical capacities of World Vision watsan staff, the quality aspects (technical and social)
of World Vision PDG’s watsan projects are less than the “best practices” that are widely accepted within the
humanitarian aid and development industry. WV-PDG desires to improve the quality of its watsan
programme. At a minimum, this entails implementing water and sanitation projects that are in line with the
widely accepted industry best practices.
This project has two goals:
1. Build the technical capacities of World Vision watsan staff in PNG, Solomon Islands, and Vanuatu.
2. Build the capacities watsan staff to design, monitor and evaluate watsan projects, using the LEAP
framework.
Focal Problem Response/Outputs
Watsan staff in PNG, Solomon Islands, and Use PHAST as a means of reorienting WV-PDG’s
Vanuatu are currently performing PHAST training approach to how we interact with communities in
with the view that it is a training that is to be watsan projects.
delivered to the communities rather than with the
view that PHAST is a methodology for facilitating Personnel from WVA with significant experience
communities to identify and solve their own using PHAST will train the WV-PDG Watsan
sanitation and hygiene problems. This view of Technical Adviser and one project team in one of the
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2. PHAST as an “output to be delivered” instead of a communities. Training will occur over a 7-10 day
“process to facilitate” results in a lower level of period.
transformation of behaviour change in the
communities The Watsan Technical Adviser will train other
watsan project teams in the communities where the
team are implementing watsan projects. Training
will occur over a 7-10 day period.
Technical knowledge and skills of watsan staff in Build capacity of watsan staff. Key areas to be
PNG, Solomon Islands, and Vanuatu are insufficient addressed include the following.
to implement watsan projects that are in line with  Assessment and data collection for design
best practices of the humanitarian aid and of water systems;
development industry.  Technical considerations and options for
design of water systems;
 Communicating technical data with
communities – provision of information,
enabling communities to make decisions n
technical matters;
 Quality construction – requirements and
practices;
 Water quality testing;
 Gender – promoting genuine and
meaningful participation from women,
enabling women’s voices to be heard;
 LEAP Monitoring and evaluation principles –
collection of data for baseline and end of
project evaluation, interpreting data,
deliberate reflection to evaluate lessons
learned, participatory monitoring and
evaluation;
 Basic project management – LEAP
Logframes, monitoring indicators, setting
work plans, finance requirements,
monitoring progress of project
implementation;
 Follow up.
Opportunity (Strengths) Response/Outputs
WV-PDG is working to implement quality Increased technical skills will complement the improved
programming. LEAP framework is being DME and project management tools and practices that
introduced and implemented for projects and are part of LEAP. Increased and specific LEAP capacity
programmes. Staff in PDG are being trained in building of watsan staff will assist staff to use LEAP tools.
LEAP and will be held accountable to ensure
that LEAP tools are being used.
An experienced expatriate water and sanitation The watsan technical adviser will spend a significant part
technical adviser is able to assist with technical of his time and effort building capacity of watsan staff in
capacity building and watsan DME. The WV-PDG. It is envisioned that 50% time will be spent
technical adviser also has project management managing the EU funded project and 50% will be
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3. responsibilities for the EU funded project in available to focus on watsan issues for PDG
Madang, PNG, but is also available part time to
build capacities of staff in WV-PDG projects.
WV-PDG wants to expand its watsan A watsan strategy for WV-PDG will be developed and
programming incorporated into the Operations of WV-PDG.
Major development objective
To improve capacities of watsan staff to deliver goods and services to the beneficiaries in a quality and
timely manner.
3. PARTICIPANTS
World Vision watsan staff employed with 8 projects in PNG, Solomon Islands, and Vanuatu. Approximate
number of staff is 28. Local government partners and counterparts who are closely involved with project
implementation will also be invited to training sessions. The approximate number of local government staff
expected to benefit is 12.
4. CONSIDERATION OF CROSS-CUTTING ISSUES
Cross cutting themes will be introduced to and discussed with project staff. It is envisioned that the result
of such discussions will be a simple and practical list of actions that project staff will take to incorporate
World Vision’s 6 cross cutting themes into the implementation of the project.
As an example, the Madang watsan team has made the following practical list for incorporating the cross
cutting themes into their project work.
Christian Commitment
 Respect different religious beliefs of villages we work in
 Value people
 Project staff demonstrate Christian character
Disability
 Be aware of special needs of disable people
 Disabled people have equal access to project activities
Environment
 Water and sanitation infrastructure has minimum negative impact on environment
Gender
 Promote active and meaningful participation from women and men
 Actively seek to hear women’s voices in the communities
 Water and sanitation infrastructure placed in gender friendly locations
Peace Building and Conflict Resolution
 Ensure active participation from all clans within community
 Promote activities where all people can work together (e.g. construction)
 Strive to minimize conflict and help communities resolve conflict
Protection (Including Child Protection)
 Water and sanitation infrastructure placed in safe and accessible locations.
5. SUSTAINABILITY (TRANSITION)
All training will be delivered to World Vision staff with the goal of promoting long term knowledge
improvements. Where possible, local government partners and counterparts who work closely with World
Vision projects will be invited to participate in training sessions. This will help to promote knowledge being
maintained in the areas, even after the completion of World Vision project work.
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4. 6. KNOWLEDGE MANAGEMENT
Project staff will be regularly encouraged and led by the Water and Sanitation Technical Adviser to actively
reflect on the impact of activities that have been performed. Project staff will be encouraged to engage in
active learning throughout the training sessions and throughout the implementation process.
7. HAVE ALL MINISTRY PILLARS BEEN CONSIDERED?
Ministry Streams Yes/No How?
Development Yes Increased technical skills will lead to improved quality of
World Vision project work, which will lead to improved
quality of good and services delivered to the
beneficiaries in a more timely and cost efficient manner.
Advocacy No
Relief No
8. BUDGET
Category Description 1st Year TOTAL
USD USD
Personnel Costs 0 0
Activity Costs 31,000 31,000
International Flights and Accommodation - Mike
Wolfe 15,000
Flights and Accommodation within PDG - Mike
Wolfe 8,000
Flights and Accommodation within PDG -
National Staff 7,500
Consumables 500
Activity Support Costs 3,750 3,750
GPS 750
Computer 2,000
Satellite phone 1,000
Indirect Project Costs
(IPC) 0 0
TOTAL 34,750 34,750
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