Institutional Arrangements under the Project- Stakeholder Roles/ Project

Operations and Management

P.K. KurianConsultant, WB

Should we wait till 2025 to experience this scenario?

Water scarcity – quality and quantity

World Water Availability- 2025

Global Population touched 700 crores in 2012, taking 208 years to achieve 7 B from 1 B. But we still have the same quantity of water we had 208 years ago.

1927 1960 1975 1988 1999 2012 204420271804

Which type of Project are you in?

AcademicResearch / Teaching

Extensionist

Heuristic Gather Information

Analytical

Hermeneutic Interpretative

Experimental Preparatory

Implementational

Theory

AdjustmentalRWH

Hospitalized treatment

TransformingOwn Perennial water

sourceState of Being Healthy

with no diseases

3

Feedback

Feedback

GPWSC

GP SO

WSS Assets

Institutional Arrangements

Rules LeadershipSkills

A continuing source of information concerning the relationship with the external environment used to make the necessary changes inorder to survive and

grow into sustainability

The processes of conversion or transformation of resources with

in a system

Other PRIs/ GPs

Envir

onment

Market

WBGoI

State Govts

PolitySociety

SWSM/ SPMU Media

A conceptual understanding of RWSSP-LIS as an Input and Output Process at the GP Level

3 WSS- Output The work of the system exported back into the environment

Water supply

services

2. Inputs.Resources are taken or received from the external environmentFunds, HR, Information, Technology and Demand Articulations

Environment

1 Elements outside the system that have the potential to affect all or part of the system

Components under RWSSP-LISHa

rdw

are

Ground Water Recharge

Construction of Sanitary Latrines

Solid & Liquid Waste

Management

Drinking Water Supply 70 LPCD

To enhance health, empowerment of communities and

development

Contingency Emergency Response

IEC Project Management

Softw

are

Capacity Building

Components under RWSSP-LIS As per PADHa

rdw

are

Infrastructure Development

Capacity Building

Contingency Emergency Response

Softw

are

Project Management

S&H

?

A1- Capacity Building - MoDWSA2- Capacity Building - State RWSS Sector Institutions &PRIsA3- Information, Education and Communications (IEC)A4- Sector Development StudiesA5- Good Practice AwardsA6- Monitoring, Evaluation, Governance & Accountability.

B1: New Investments. B2: Rehabilitation /Augmentation of Schemes. B3: Catchment Area Program. B4: Water Quality Management. B5: Household, Institutional and Envtal Sanitation. B6: Infrastructure Support.

C1: Staffing and Consultancy Costs. C2: Equipment and Miscellaneous costs.

?

Softw

are

Partnership

Primary/ Community

Intermediary/ SO/ GP/WSC/

MVWSC

Secondary / Strategic SPMU/ DPMU

Tertiary Apex/ Policy

GOI/States

People change: knowledge, attitude, skills, behavior in relation to water

governance & management

The Strategic link between the policy makers and Primary and Intermediary

levels -devise ways and means to plan and strategize changes relating to processes,

interactive communication and building management systems.

Structural and thought process change at the apex /policy making level -to emerge on

a sustainable, continuous and permanent level- “Not spasmodic development fits”

Intermediary agents – SO & GPs change their roles, becoming

facilitation agents of change than providers.

Fundamental Principles of LIS Project

• Community participation - CAPEX contribution/ Opex contribution/ Demand articulation

• Demand responsiveness- Project responds to community demand

• District-wide approach- Irrespective of the source of funding same fundamental principles will be followed in a district

• Water security for all-in terms of quantity, quality and service level.

• Convergence of water and sanitation measures- con-jointed approach.

Institutional Arrangements For RWSSP-LIS

SWSM/ SPMU/ WSSO  

 

 

Planning, appraisal & approval of MVS /Tech support to SHS/ SGS / Env. San

DWSD/PHED/UP JN State

SWSM-Framing Sector policy guidelines, Issuing GOs and directions / Overall Sector Monitoring /Sanctioning annual plansSPMU- WSSO -Assistance in implementation and application of reform principles / Overseeing technical, financial and social audits / M&E, Capacity Building, Training, other Support Activities

DWSM/ DWSC

DistrictDPMU/DPMC

DWSM-Implementation of dist. Program, Select SOsAS/TS of all SVS / Small MVS schemes/ SanitationCapacity building and IEC with support from WSSOPHED/DWSC/ UPJN EngineersSupport, Design, Implementation & Monitoring of RWSS Schemes

MoDWS /PSC/ NPMU/ TAG

National Policy guidance / Monitoring Capacity building/ Fin assistance

GP Village

GPWSC/ VWSC

GP/ GPWSC - Design & Implementation of SHS/ SGS / O&M of SHS/ SGS and intra-village MVS/ Guidance to GPWSC/Tariff design and collection / IEC on sanitation/ hygiene

SO: Community Mobilization; IEC; Support design, & implementation of SVS / intra village schemes

DPMC/SO

ZP/ MVWSC

Institutional and Implementation Arrangements –National Level- MoDWS

• Policy guidance • Monitoring Project • Capacity building • Financial assistance

• Secretary, MoDWS, • Principal Secretaries

of States -4 • JS-Sanitation• JS -Water MS• Approve AAP- States

Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&E

Policy guidance to states.

• Independent review of Project design implementation

• Guiding RWSSP-LIS states • Developing capacity building • Institutional strengthening

programs

National Project Management Unit

NPMU

Project Steering Committee

Technical Advisory Group-

TAG

MoDWS

State Level Institutional Arrangements• Policy guidance • Monitoring Project • Capacity building • Financial assistance

Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&EStrategic Project Management

• Collaboration with WB supported RWSSP

• Technical Support/ Guidance/ Leadership

State Project Management Unit

SPMU

SLSSC/EC

Public Water Utilities

DoDW/SPHED

SWSM

WSSO

EB/ PWD/

Telecom

CCDU

RD PRD

• Other Public Utilities having a close and direct bearing on Rural Water Supply Projects

State Project Management Unit Specialists Roles and Broad Tasks

Institutional 1. Policies/ Sector Development2. Operations of the Project. 3. Establish DPMUs with functions/ Functionaries and Funds4. Inter-departmental coordination5. Government Orders/ Notifications for the Project6. Work with procurement in hiring SOs and DPMCs/

Capacity Building Social & IEC

1. Orientation on Roles/ Project as a whole for SPMU/DPMU2. Identify Social and Technical TOT Institutions3. Prepare Training Modules4. Exposure Visits5. IEC Plan- What about a Sujal Road Show in the Batch –I GPs/ Rock the GPs

Environmental 1. Pilot studies- All- GP Water Security Plan/ Environmental Assessment2. Vetting of Environmental Plans

Financial 1. Financial Expenditure2. Financial Flow Systems/ Accounting procedures/ Trg modules in finance & accounting

Procurement 1. Hire SOs/ DPMCs2. Procurement Plan for 2 years3. Get Trained in Procurement Guidelines4. Visualize what procurement methods are going to be used in the Project

Monitoring 1. Finalize Baselines2. Develop into Hindi/Assamese3. Get provisional arrangements for entering baseline data (Excel)4. Develop formats for reporting – GP To DPMU to SPMU to NPMU/WB for Pre-planning/ Planning/

Implementation and O&M

Technical 1. Build bridges with JN/PHED/DDWS2. SVS-SHS/MVS-DPRs

All 1. Pilot a few villages- Direct intervention/ Planning for learning.

District level Institutional Arrangements

Experts/ Specialists • Technical, • Institutional & Social, • Environmental, • Financial, • Procurement• M&E• Strategic Project

Management

•Collaboration with WB supported RWSSP

•Technical Support/ Guidance/ Leadership

District Project Management Unit

DPMU

Public Water Utilities

DWSM

DWSC

EB/ PWD/ Telecom

ZP/ DC

District Project Management Consultant-

DPMC

Support Organizations

•Other Public Utilities having a close and direct bearing on Rural Water Supply Projects

Local Level Institutional Arrangements

Gram Panchayat GPWSC

Gram Sabha

MVWSCZilla Parishad

Support Organizations

HH

Institutions

HH HH

Some Thoughts on Project Management

Three Types of People- Choose your type

•B Blockers•F Floaters•M Movers

My Professional / Technocrat Heroes/ Get Inspired• V. Kurian MILK• E. Sreedharan METRO• Sam Pithroda TELECOM• JRD TATA Business• AKITO Morito SONY• Narayana Murthy IT/Solutions • APJ Abdul Kalam Missiles/Rockets• T.K. Jose Kudumbasree –Largest

PAP• V. J. Kurian Cochin Air Port- PPP

Who are

your heroes

?

Managerial GRID /Skills

CONCEPTUAL HUMAN TECHNICAL

TOP MGMT

MIDDLE MGMT

SUPERVISION

IDEAS PEOPLE Materials/Things

Managerial Functions of PC

• CONCEPTUAL • Demand Driven Project/ • Should water be priced – Should you have right

to water or should you have access to water?• Water -Sanitation and Health• Community Mobilisation and Management• Participation• Decentralization and development

Managerial FunctionsHuman Skills-Dealing with peopleGPM/ GPS/ GPP/ GPWSC/ MVWSC/ DPMU/ SPMU Communication with

People/Listening Public Speaking Behavioural competency / Personal conduct Morals/ Beliefs /Values Attitude & Willingness Self Confidence Learning individual

Interpersonal Skills for Managers

• How to conduct oneself in the group• Listening mode / Sharing information• Resolving conflicts• Lead team members as a group• Democratic decision making• Give feedbacks- positive and negative• Creating an atmosphere of trust and

confidence

Interpersonal Skills for Managers- Contd

Praise the Team / Reward the Team Rebuke / Correct in person (Akito Morito- If it is good, tell

others, If it is bad, tell me only)

Use Plural Pronouns I decided We decided I can do this We can do this I will think over We shall discuss & decide

Enable Failures- It is not a crime to fail. How do we treat a failure- use failure as a learning opportunity

Allow the group to take decisionsTeam Leader/ Manager is best when he is a facilitator of decisionsDelegate authority to othersTriangulate – cross check- people/ places/ events/ process

Managerial Skills- Technical

• Water Literacy/ Hydrological Cycle• Watershed / water – land- biomass relationship• Water Quality and Health• Water Resources Inventory• water- quality- quantity- Rainfall- climate in your area.• Plan Project against need and resource availability• AS-TS Process• Implementation – Allocation of resources, men and materials, Time

aspects of implementation, Action plan• Project closure- Engineering valuation• GWR structures suitable to your area/ Convergence• Environmental sanitation

Project Management Skills -1

Learn how to prepare Work Breakdown Structure

Jalanidhi- WBS

Water SS GWR GPS/ Training/ IEC

Sanitation

Source development

Supply line installation

Construction of pump house

Construction of OHT

Energisation

Pump Selection/ Installation

Testing and commissioning

Handholding

Sanitation CAP and Mapping of Sanitation hot spots

Problems and hotspots identified

Community and Domestic sanitation needs

Technical solutions drafted

GP level vetting workshop

Institutional formation and linkage

Convergence Plan with MGNREGS

Participatory Transect / identification of needs works/ Interventions

Preparation of Technical Plan

Categorise unskilled work/ skilled work/ machine work/ materials

Budget – NREGS and Jalanidhi

Design of intervention

CAP

Convergence meetings

Community contracting/ Campaigns

Implementation of GWR measures

Action Planning- PMS-2

Major activity

Sub Activity

Start date

End date

Purpose of activity

Results expected

Responsibility

Inputs and resources required

Risks anticip

ated

Measures to overcome

risks

Major activitySub activity

Start dateEnd date

Purpose of ActivityResponsibilityInputs &Resources required

Risks anticipatedRisk mitigation

Styles of Management- PMS-3Country Club ManagementLow concern for production & high concern for people. Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results.

Team ManagementHigh concern for people and production. Firing on all cylinders: people are committed to task and leader is committed to people (as well as task).

Middle of the road Management

A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible.

Impoverished ManagementLow concern for people & production- stay out of trouble. Minimum effort to get work done. Basically lazy approach that avoids as much work as possible

Authority- ComplianceProduce or perish. High concern for production and low concern for people. Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible

Concern for Production

Con

cern

for P

eopl

e

TRUST

Accommodate Lose / Win Yield or subordinate one’s own concern to those of the other party

Avoid Lose/ LoseDeny / Suppress or Put aside the problems/ Push under the carpet.

CompromiseSettle for Half the Loaf

CollaborateWin/ Win Work towards mutual problem solving- recognize goals of both parties

CompeteWin/LoseGo all out to win and concern for objectives only

LOW HIGH

HIGHConflict Resolution- PMS-4

Moti

vatio

n to

reso

lve

Confl

icts

Beware of These Three

Mis. Procurement

Mis. Appropriation

Mis. Management

“We cannot solve a problem using the same mindset that made it happen in

the first place”

THANK YOU