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COMMUNITY MANAGED PROJECT
TRAINING IMPACT RESEARCH
DRAFT REPORT
Prepared by:
Lisan Management
Consultancy Plc.
August, 2014
CONTENTS OF THE PRESENTATION
Part one
1. Introduction (objective, scope, definition
and limitations of the TIR)
2. Brief review of literatures, policies and
programs on capacity building
3. Methodology of the research work,
1. INTRODUCTION
1.1 Objective of the research work
According to the client's RFP of the client : -
The objective of the assignment is to find out the
impact and effectiveness trainings conducted by
COWASH in 2005 EFY ,in Amhara and Tigray regions
on the delivery of the CMP outputs.”
In addition the assignment includes:-
Appraising the CMP training methodology,
Reviewing COWASH Capacity Building Strategy
and its training impact indictors and
Evaluation of the training impact assessment
report of 2004 EFY trainings produced by
COWASH.
Region level Woreda level
CMP Management & CMP
management ToT Training
Kebele WaSH Team Training
WASHCO-CMP
management ToT training
WASHCO CMP management
training
Project selection, Appraisal &
Approval, TOT training ,
Project selection, Appraisal &
Approval training,
1.2 Scope of the research The Training Impact Research Focus in the following
trainings provided by COWASH in 2005EFY
1.3 Training Impact
Impact simply refers to influence or effect of one person thing, or action, on another. Training impact is the impact of trainings provided on performances and organizational goals. The impacts are revealed by improvements in:-
project management and decision making efficiency,
financial management and procurement efficiency,
trainers skills and knowledge of the content of the training manuals and training methodology,
scheme selection, appraisal, implementation and supervision skills,
schemes operation and maintenance efficiency,
participation of the beneficiary community in the project planning, implementation, supervision operation and maintenance etc.
1.4 Limitations of the TIR works The training Impact research has the following limitations.
1. The scope of training impact research has been limited :
To a specific year (2005 EFY),
To selected training modules offered within the specified year and
To the attendant trainees.
Hence the difficulty of isolating impacts, to relate it to only the specified number of modules and time period.
2. The study covers only trainees of the water sector and hence sanitation and hygiene are not included.
3. This research is essentially dealing with analyzing the impacts of training on the performances of trainees on actual job situation. However, it is not only the skills and knowledge acquired through trainings that impacts performances. There are host of factors that do influence impact other than training. (Ex. Motivation),
4. Unavailability of research works in the area of training impact, in the country and elsewhere, limited the study from including the experiences of other project/ countries.
2. Literature review A. What is capacity building?
In brief capacity building is “the process where by a
community/organization equips itself to undertake
the necessary functions of governance and
service provision in a sustainable fashion”. /
Capacity building has two major components: -
Physical capacity building like Office, office
equipments, field equipments, machineries, tools etc
and
Human resources development which includes
increasing number of manpower and different level
trainings.
Literature review cont… Literatures say capacity building is very important for
any development endeavor, for better governance
and for sustainable service provision. Despite these it
is an area where less attention is given by many key
stakeholders.
B. Why do we need building capacity?
Because without adequate, appropriate capacity at
different levels of government and at local level
services will not be sustainable.
Improvements will not also come with out capacity
building. The followings are the areas where capacity
building helps to bring improvements : - /see the
chart/
CB Helps to improve
performance and quality of
work Management
and supervision
financial and procurement management
Operation and
maintenance safeguard
and protection
of WS
Hygiene and sanitation of
the community
Faire management
and even distribution of
water
Mobilize community for common goods
Steps in capacity building Capacity building requires a systematic and programmatic
approach to be successful. It involves the following systematic
steps:-
Assessing capacity needs
and identify gaps
Engage stakeholders
Cost and plan the capacity
building
Implement the CB plan
Monitor and Evaluate the CB
Cont…
The capacity building required also varies by the
service type/level provided i.e. HDW, Spring, Shallow
Well, Deep well, etc. Thus, during the capacity need
assessment we also need to assess the possible types of
water sources, to correctly plan the capacity
required and to make reasonable estimate of costs.
The following chart shows one generic capacity
threshold of the service to be provided and
existing and capacity gap to be filled.
0
2
4
6
8
10
12
SAMPLE CAPACITY THRESHOLD & GAPS
Capacity required
Existing capacity
Capacity
thresholds
Capacity
Gap
Training Techniques
Training techniques choice depends on: -
The contents of the training material,
Audience/trainees of the specific course, and
Aims to be achieved by this training.
In trainings the greatest impact could be achieved
through:-
A. The combination of theory and practice,
B. Face–to-face training (in groups and individual
tasks),
C. Providing trainees with background and supporting
materials and documentation (in printed and soft
copies. )
D. Formal training activities complimented with visits.
Training technique cont….
Training programs should be supported with training materials that include:
Trainers’ Guides – training manuals used by trainers to train specific target groups.
Operational Manuals – guide for the use of participants on-the-job after completing their training.
Operational Instruments – forms, formats etc that participants will use for planning, budgeting, reporting etc.
Participatory Learning Tools – pictures, drawings and other training Aids.
Allocation of optimal training time, selection of appropriate time for trainees and manageable number of trainees per session are equally important.
Training Evaluation and Impact Assessment
An evaluation process should be developed : to enable the gathering of both short-term and long-term data
and
to assess the impact of the training programmes over the life of the project.
The evaluation procedure consists of two stages: -
A. Distribution of feedback forms to capture the immediate impression of the course’s overall success or failure from both the trainers and participants’ perspectives.
The evaluation form should include the following:
Organisation of training;
Structure of training,
Content of training ;
Facilitator/speakers;
Learning and teaching methodologies;
Supporting material and documentation (including online training if any); etc
Conti… B. Follow-up communication with selected participants using a detailed questionnaire 3-4 months after the training event. The evaluation form should focus on :-
The participants’ overall satisfaction with the content and delivery of the training.
How participants have applied any of the knowledge they acquired during the course in their everyday work and how this has benefited their institutions.
identifying any additional training needs that participants might have.
Based on the analysis of the feedbacks produce periodic summaries and reports outlining:
the impact of the training programmes to date and
identifying areas where improvement is needed and
if any additional training courses should be developed to better meet participants’ needs.
Capacity buildings in Ethiopia To reduce the capacity gaps in the water sector different measures were taken by the Ethiopian government. The major once are:
The “Ethiopian Water Resources Management Policy” of 1999 and
The “Ethiopian Water Sector Strategy” issued in 2001,
The Water Sector Development Program (2002-2016).
Universal Access Plan (UAP) 2012,
Growth and Transformation Plan (GTP),
WaSH Implementation Framework (WIF) and
One WaSH National Program (OWNP)
In the above programs and plans the government has given better emphasis to the need for capacity building and pointed out different modalities and cooperation needed in building capacity at all levels.
Cont…. Following the policy, strategy and program documents
issued many capacity building activities were conducted by the government and by many international and local NGOs.
The MoWIE, MoH, Ministry of Education (MoE) have made much efforts to strengthen and build the capacities of the federal, regional and woreda water supply and sanitation implementers, supported by regional governments which brought significant improvements in the water supply and sanitation implementations and managements.
Many Donors and NGOs have been also involved and played important roles in building capacity of the central and local government institutions as well as communities.
But capacity building activities in the rural area differs between the different project implementers. Thus we will see the activities of the modalities and their roles in CB.
Project Implementation Modalities Capacity development of rural water supply varies with mode of project implementations. One WaSH National Program has defined the following four major implementation modalities in the area of rural water supply of Ethiopia.
1. Woreda Managed Project (WMP) Modality
The distinguishing feature of WMPs is:-
Woreda WASH Team (WWT) administering the funds that are allocated to beneficiary community, The fund flows through Finance economic development office,
Kebele Administration and WASHCOs are directly involved in project planning, implementation, monitoring and signing-off the project,
WWT is the Project Manager (responsible over contracting, procurement, quality control and handover to the community. )
Construction is supervised by relevant experts,
Mode of services are HDW, Spring, Shallow Well, Deep well
Cont… II. CMP Modality
The CMP approach makes communities responsible for Planning, construction, managing and operating water schemes.
Funds for physical construction are transferred to the communities through Micro Finance Institutions
Communities are responsible in planning, implementation procurement of most materials and labor and operation and maintenance.
The WASHCO is responsible for contracting, procurement quality control and financial management ( not the Kebele and Woreda Administrations. )
There is no handing over of scheme to communities, since the community is the project owner right from the beginning.
The role of Government, Woreda and Kebele administrations is limited to administration, facilitation and capacity building/training,
Community contribution plays significant roles in CMP. Contributions are in cash, materials and in labour.
Moreover, Before their applications are processed through the Woreda Water Development office, the beneficiary communities are required to make up-front contribution for O& M of their schemes which is saved in Micro Finance Institutions. In the sample Woredas We Surveyed the upfront contribution ranges between Birr 1000 - 1500 Birr.
In addition some beneficiaries pay 1-2 Birr per household for safeguarding and for water distribution services of one of their member while others they guard the water scheme and distribute in turn.
Community contributes all labour works needed for the construction of their schemes.
Community supplies all locally available materials needed for the scheme construction (Sand, stones, trees etc).
As a result investment required from the government/donors is relatively low.
Mode of services financed by are HDW and Spring,
Cont…
III. NGOs
NGOs funding and project management arrangements with communities vary considerably.
In some instances, supporting NGO administers external resources on behalf of the community (as in WMPs).
In other instances, they make external resources available to the community directly or through micro-finance institutions to user-group project management, ). Mode of services financed by NGOs are HDW,
Spring and Shallow Well,
IV. SELF SUPPLY Self supply is the modalities recently recognized by the Ethiopian
government, donors and implementing partners whereby:-
small group of households or individual households play the major
role in the provision of their own water supply,
through their own resources for domestic and/or agricultural use with
little or no subsidy from the government.
Self supply uses manual well digging mechanisms and has numerous
advantages like :-
fast completion rate,
cheap drilling cost,
easy mobilization of drilling tools,
non-need of large diameter concrete lining,
less requirement of human power,
longer service life, etc.
It is particularly relevant in small or remote communities, and where
there is easy access to groundwater or plentiful rainwater.
Cont… Self supply requires initial assessment and identifying the
resources available and appropriate technologies suitable to a locality to implement. This technologies could be a dug well, a manually drilled well, a spring on spot, a gravity spring with small pipe system, a roof water harvesting system, etc
Self-supply involves households taking the lead in their own development and investing in :-
the construction,
upgrading and maintenance of their own water sources,
lifting and treatment devices and storage facilities.
To enable and encourage household and communities to make such investments, they will be assisted in technology choice and technical advice, micro-credit and savings mechanisms, and the like.
Mode of services are HDW, Spring and Shallow Well,
Cont… Households and community groups that will upgrade
traditional dug wells or drill new wells to an acceptable standard will get technical and/or financial assistance(s).
According to the manual for accelerating self help program regarding assistances provided MoWIE and its partners are pursuing the following two approaches: -
1st approach household-led investment- build family wells through own investment and without subsidy.
2nd approach is ‘group-led investment’ and aims to develop a model for partially-subsidized community managed .The idea is to provide a 50% subsidy to a group of households (around 10 households) that want to invest in a jointly-owned source.
CAPACITY BUILDING BY MODALITIES 1. In WMP modality:
They use Government staffs or Consultants (WSGs, )World Bank, ADB, CFT for capacity buildings.
They use cascading method of training (TOT training from federal to Woreda),
Capacity building fund flows through government channels, but not fast, not flexible and sometimes transferred and used for physical works and difficult to get it when needed,
Rural capacity building includes both the community and the private sector ( WSG, CFT and Artisan )
Trainings are provided to the community phase by phase in WB and ADB Woredas as per the WB guideline (Table 3 below),
Due to budget constraints and shortages of trained and experienced manpower in the area of capacity building most projects were transferred to communities without sufficient prior capacity buildings,
Cont… 2. CMP Modality Mainly uses the government staffs for capacity building, by providing
prior TOT trainings to the staffs. It provides,
Policy level training for Federal and Regional WaSH implementers by COWASH Federal staffs,
TOT training for regional experts by Federal COWASH Technical Assistants,
CB down ward from the regions is implemented by using cascading model i.e. Zone train Woredas and Woredas train Kebeles and WASHCOS, Artisans , caretakers/operators
Table 2 below shows the CMP trainings provided using the cascading method /Amhara region/.
CMP builds the capacity of the project implementers, the community and the private sector (Artisans, Caretakers and operators),
CMP provides multi phase trainings for community (table 3 below)
Capacity building fund reach the community through Woreda finance,
Capacity building fund flow is fast but not flexible and uses government rules and regulation,
No fund transfer to other activities (physical works)
Level of
training
Topics of the training Beneficiaries
Regional
1.1 CMP Management Zonal Department heads
1.2 CMP management and CMP
promotion, Application, Appraisal,
M&E, WASHCO... TOT
Zonal Water Resources
Experts
1.3 Financial Management Zonal BOFED Experts
1.4 CLTSH TOT Zonal Health Department
Experts
1.5 Operation and Maintenance TOT Zonal Water Resources
Department Technical Experts
Zonal
2.1 WWT CMP management training Woreda WASH Team
members
2.2 CMP management, CMP
promotion, Application, Appraisal,
M&E, WASHCO... TOT
Woreda water office experts
and Health Office technical
experts
2.3 Financial Management Woreda FED office Experts
2.4 CLTSH TOT Woreda Health Office Experts
2.5 Operation and Maintenance TOT Woreda Water Resources
office Technical Experts
S/N
Level of
training
Topics of the training
Beneficiaries
3 Woreda
3.1 Training of Kebele WASH actors
in CMP promotion, application
preparation and M&E
Kebele WASH Actors
3.2 WASHCO CMP management,
promotion, Application, Appraisal,
M&E, WASHCO...
WASHCO members
3.3 Training of WASHCOs members
in O&M management of water
points and environmental sanitation &
hygiene and gender
WASHCO members
3.4 CLTSH WASHCO members
3.5 Operation and maintenance Care takers and O&M
workers
3.6. Train artisans for construction of
HDWs & SPDs including pump
installation
Artisans
SCHEMATIC DIAGRAM : CMP PROJECT CYCLE
PROJECT APPLICATION
PREPARATION (BY THE
COMMUNITY
PROJECT EVALUATION
(DESK AND FIELD
APPRAISAL)
CMP
PROJECT
CYCLE
PROJECT
APPROVAL
(BY WOREDA WASH TEAM)
IMPLEMENTATION
(CONSTRUCTION OF
SCHEMES)
TRAINING WASHCO ON SCHEM
MANAGMENT & CARE TAKERS
AND OPERATORS
e
e
POST CONSTRUCTION
MONITORING (WWT &
KWT)
e
e
TRAINING WASHCO
MEMBERS ON CMP
MANAGEMENT
3 8
9
5
0
2
4 7
PROMOTION (ON
WATER SUPPLY &
SANITATION)
FUND AGREEMENT
(BETWEEN WASHCO
AND WAREDA WASH
TEAM)
1
6
6
Cont… 3. NGOs Modality
Most NGOs have capacity building component in their budget of which training is the major part.
The NGOs use their own trained and experienced staffs, government staffs or hired consultants to conduct the TOT trainings.
They provide TOT training to government staffs and use them to train the community and private sector (Artisans and operators)
Funds of some NGOs flow through government finance office while other directly pay the capacity building costs.
Fund flow is fast and flexible when directly managed by the NGOs
Cont…. 4. Self Supply Modality
Due to its unique nature (household/community level
investment decision) heavy promotional works and
developing the capacity of the private sector are vital .
This includes:
The development capacity of private sector
service suppliers such as :
• well-digging,
• lining and head works construction by artisans
and masons;
• manufacturers and suppliers of rope pumps and
other lifting devices; etc
Training micro enterprises and private
operators engaged in self supply on:-
• Manual well drilling technology,
• Hand dug well construction,
• Spring capping,
• Concrete ring manufacturing,
• Well lining and well head construction,
• Roof catchment construction,
• Rope and Washer pump and hand pump installation
and maintenance.
Intensive technical training on:
• Site selection,
• Manual well drilling,
• Installation of well casings and
• Installation of water lifting devices etc.
Cont… Under Self Supply trainings are provided by using
government professional technical staffs or
government/private institutions (TVETES…)
Funds for self supply capacity building comes from
government or partners working on self supply.
CB Funds are managed by WWT or by the partners as
per the agreement,
Fund flow and flexibility varies by the implementing
modality (WMP, CMP, NGO)
Cont…
In most modalities rural water supply project
implementation has phases (Promotion
construction and post construction phases). In most
implementation phases capacity building trainings
follow these implementation phases.
The types of trainings provided by the implementation
modalities and major trainings per phase and trainers is
shown in the following table.
Community level CB by implementation Modalities & Phases
Phases
Types of Trainings
by phases
Number
of
training
days
WMP CMP NGOs Self Supply
Trainers
Trainers
Trainers
Trainers
Phase one
Project
Promotion
workshop
Awareness creation on :
WASH
The role of the stakeholders
Project management and implementation
Committee formation
Procedures for application for fund etc
One day
Woreda
Water Office
and KWT
TOT trained
Woreda
Experts and
Trained KWT
Woreda Water
Office and
KWT & NGO
representative
Woreda Water,
Health,
Agriculture
Offices and
KWT (HEW,
DA).
Phase two
Pre
construction
training
2.1 Training WASHCO members on: project organization and planning
project implementation
fund raising and management
procurement of goods and services,
community contributions
site selection
project supervision
project contract management etc
2.2 Private sector training
2.2.1 Training Woreda Support Groups
*WSG) on scheme study , design and
construction supervision
2.2.2 Community Facilitation Team (CFT)**
2.2.3 Training Artisans (on site selection,
manual well drilling technology, hand
dug well construction, spring capping,
concrete ring manufacturing, well lining
and well head construction, roof
catchment construction, Rope and
3 - 4 days
4 days
4 days
60-90 days
Woreda
Water Office
experts
Rural WASH
Consultants
Rural
WASH
Consultants
Mainly use
big firms
TOT trained
Woreda
Water, Health
Offices
experts
No WSG
No CFT
TOT trained
Woreda Water
Office
technical
experts &
NGO
representative
or consultants
No WSG
No CFT
Water office
experts
No WASHCO
Training
No WSG
No CFT
TEVETs
Phases
Types of Trainings
by phases
Number
of
training
days
WMP CMP NGOs Self Supply
Trainers
Trainers
Trainers
Trainers
Phase three
Post
construction
Trainings
3. Training for WASHCO members
on:- O & M of their schemes
O&M money collection and management
M&E of their schemes
promotion of hygiene and sanitation to
their community etc.
Training Care Takers and O&M workers
One day
Woreda
Water Office
and KWT
Trained
Woreda
experts
?
?
Phase four
Refresher
trainings
and
experience
sharing
workshop
4.1 WASHCO refresher training
and experience sharing on:- Scheme management
Finance management and
procurement
sanitation and hygiene etc
4.2 Care takers and Operators
training and experience sharing
on: water schemes operation and
maintenance,
water schemes rehabilitation &
construction
water quality management etc
4.3 Artisans training and experience
sharing on: water schemes construction
Institutional latrines Construction
water schemes and institutional
latrines design and drawings readings
2 days
2 days
3 days
?
?
?
Has plan
?
?
?
?
?
?
?
?
TRAINING IMPACT RESEARCH
APPROACH
AND
METHODOLOGY
STEPS OF THE RESEARCH WORK
Preparation Stage
• Document and reports review
• Developing research tools
• Inception report preparation
Data Collection stage
• Field survey for quantitative and qualitative data collection, and
• Secondary data collection from the project area
Draft Report preparation stage
• Field data cleaning, entry and analysis and draft report preparation
• Presenting the findings to stakeholders workshop
Final research report
preparation
• Prepare final training impact research report by incorporating the feedbacks from the workshop
• Submitting the final research report
DATA SOURCES FOR THE RESEARCH
• LITRATURES, PUBLICATIONS..
• COWASH DOCUMENTS, REPORTS, RESEARCHES,….
• GOVERNMENT POLICIES, STRATEGIIES & PROGRAMS
Secondary
• INDIVIDUAL INTERVIEW
• FOCUSED GROUPS DISCUSSION
• PROFESSIONAL OBSERVATION Primary
Cont…. Major Sources of primary data are:-
Federal and Regional COWASH staffs,
Regional, Zonal and Woreda water offices,
Sample training beneficiaries and trainers at Regional,
Woreda, Kebele and WASHCO levels,
Focus Group Discussions (FGD) with regional RSU,
Woreda WASH Boards and WASHCO members; and
Consultants personal professional observations.
Study Area and Population A. Study area
The target research area for the training impact research, according to the TOR, are:
2 Regions (Amhara & Tigray),
3 Zones ( 2 in Amhara & 1 in Tigray) and
6 Woredas (4 in Amhara & 2 in Tigray).
Thus, the task of the consultants was to select the Zones , Woredas, and sample Kebeles and WASHCOS from those where CMP training was conducted in 2005EFY.
Thus, the consultant used multi stage clustered random sampling method i.e.
Zones => Woredas=>Kebeles=>WASHCOs
Zone and Woreda Selection
1. Tigray National Regional State:-
There was only one zone (the Central Tigray Zone out of 4 CMP zones) which had delivered CMP training in 2005EFY.
The Central Zone also has only two CMP Woredas and hence the Central zone and the two Woredas (Tahetay Maichew and Adear Adet) were automatically qualified for the research work.
2. Amhara National Regional State
According to the RSU, CMP training were conducted in 6 Zones and 27 Woredas effectively in the region in the year 2005 EFY
Cont
Out of the 6 zones , using simple random sampling
method South Gonder and East Gojjam Zones were
selected.
Similarly Two Woredas per zone were selected using
simple random sampling method and these were:
Farta and Estie Woredas From South Gonder
Zone and
Sinan and Dejen Woredas from East Gojam Zone.
II. Selection of individual respondents
The choice of data collection methods is affected by the number of population to be studied. Some methods are well suited to collecting data from all participants , while others are better suited to a smaller group that represents the diversity of all participants. Thus, there are no strict rules to follow in defining the target population.
In probability sampling there are different methods of sample setting, including using statistical formula, depending on number of population and type of research and level of accuracy needed.
Using the statistical formulas for calculating samples are exact but somewhat bulky to use because they require to use a different formula and inputs for almost every type of sample.
Thus, the generally accepted method is to :
use statistical formulas for calculating the size of a sample in important projects with ample resources,
but in a research project with limited resources to use as large a sample as the researcher can afford.
The sample size also depends on homogeneity, heterogeneity, complexity and size of population. Sometimes one single case can represent all the samples or events in the population, if all of them are identical.
Thus, since sampling means deliberately limiting the number of cases in the study we used the following methods to set the size of samples for the individual interviews for training impact research work.
As indicated above CMP trainings were provided in the year 2005 EFY at Regional, Zonal and Woreda levels for Zonal , Woreda and Kebele trainees. The consultants have selected sample individuals per training type for interview using purposive sampling method because : -
The number of trainees per training types, as shown in the table 8 below, are small, ranging from 4-7 persons per training type,
The trainees got similar trainings, at same place and time (2005EFY),
They all work in similar position /level (WWT, Expert, KWT) and
The purpose of the research is also to check the effectiveness and impact of 2005EFY training on those who received the trainings per training type. The types of training are shown in the table below.
The trainees role per training is also similar,
/ See the following tables/
Table 6: Selected Trainings on which Training Impact Research is to be Undertaken, May 2014
Region level Woreda level
CMP Management ToT Training Kebele WaSH Team Training
WASHCO-CMP management ToT training WASHCO CMP management training
CMP promotion, Application preparation,
Appraisal & Approval, M&E and Reporting TOT
training
CMP promotion, Application preparation,
Appraisal & Approval, M&E and Reporting
Source: - TOR training impact research final.
Number of target population for the training impact
research (per level/ type) (2005 EFY)
Number of trainees
Regional
Experts
Zonal
Experts
Ind.
Woreda
Experts
Ind. WWT
Members
Ind. KWT
members
Amhara
RSU 2
S. G. Zone 7
Farts - 5 4 4
Estie - 5 7 4
E. G. Zone 4
Sinan - 9 5 3
Dejen - 5 - -
Tigray
RSU 5 -
Central Zone
T. Maichew - - 9 6 5
Naeder Adet - - 7 5 4
Source:- Regional, Zonal and Woreda CMP supervisors.
Cont…
Accordingly, individual interviews were conducted
with technical experts at regional, zonal and woreda
levels and with WWT and KWT members. The
number of individuals interviewed by type/ level of
trainings is shown in the following table.
Similarly the number of WASHCOs surveyed by the
consultants from the sample Kebeles is shown in
table that follows
Sample Trainees interviewed and FGD participants
Participants Trained Samples
interviewed
Percent of the
trained Representation
A Individual interview
1. Regional & Zonal
experts 17 10 58.82 2 Regions & 2 Zones
2 Woreda Experts 39 18 46.15 6 Woredas
3 Woreda WASH Team 27 16 59.26 6 Woredas
4 Kebele WASH Team 54 22 40.74 16 Kebeles
Total 137 66 48.18
B Focused Group Discussion
5 Regional experts &
advisors 11 11 100.00 2 Regions
6 Woreda WASH Team 48 43 89.58 6 Woredas
7 WASHCO members 177 147 83.05 33 WASHCOs
Total 236 201
Grand Total 373 267
Number of sample WASHCOs Surveyed by Region,
Zone, Woreda and Kebele, June 2014 EFY
Ser.
No
Sample
Kebeles
Total
Trained
WASHCOs
Sample
WASHCOs
surveyed
%
1 South Gondar
1.1 Farta 2 13 5 38.46
1.2 Estie 3 15 6 40.00
2 East Gojjam
2.1 Sinan 3 31 8 25.81
2.2 Dejen 3 30 6 20.00
11 89 24 26.97
3 Central Tigray
3.1 Neader Nadet 2 12 5 41.67
3.2 Tahatyi Maichew 3 9 4 44.44
Sub Total 5 21 9 42.86
Grand Total 16 110 33 30.00
Cont… III. Physical Observations The study team, in addition to individual interview and Focused group discussions, had utilized the site visits and had observed the followings:
The quality of schemes constructed,
Management of the schemes,
Safety of the schemes,
Sanitary conditions around the water sources,
problems,
Weaknesses and Strengths of the training beneficiaries and
The over all impacts of the trainings on the project beneficiaries.
Data Entry and Analysis
It is a process of data cleaning; refining, entering and processing were the results will be used to analyze the collected data. Hence, the Consultants themselves summarized the data collected, entered in to computers, cleaned and did the analysis.
Close-ended questions were analyzed using computer software using descriptive statistics (averages, frequency, percentages, etc.), charts and graphs.
MS-EXCEL software was mainly used in data entry and analysis.
The qualitative data descriptions were also used to complement quantitative data.
The results of the quantitative and qualitative data analysis are presented in detail in the forthcoming chapters.
END OF THE FIRST PART
THAK YOU
FOR YOUR ATTENTION