Somalia remote approach Preliminary – for discussion 20101 WASH procedures Overall assessment...

2010 1Somalia remote approach

Preliminary – for discussion

WASH proceduresOverall assessment

Needs assessme

nt

KAP surveys

• Biased assessment, due to clan affiliations

• Organization: frictions between hygiene & technical teams

• Local staff lacks capacity to do KAP surveys (complicated)

• Incomplete or incorrect data collected

• Senior staff lacks capacity to cross-check

• Log. organization can be complicated

• PM leads the assessment planning & organization

• PM develops assessment tools with local staff

• PM identifies strategic zones for assessment

• Local staff collect field data

• PM analyzes data & recommends operation areas

• PM & WASH Co. undertake trainings

• PM organizes all log.• PM makes daily follow-up• Local staff do data entry &

cross-checked by PM• PM (or Coordo) compiles

final report• If well-organized, takes 2

weeks max

Normal situationNormal situation Risks in remoteRisks in remote

• Field team to collect data systematically and continuously (on weekly basis)

• Coordination team to review ACF Med & Nut databases (admission trends, surveys…)

• Involve local partners (LNGOs) in needs assessments

• Coordination team to improve coordination and information sharing with NGOs and UN Agencies present

• Coordination team to develop simple clear village assessment forms utilized on each visit to the field

• Consult local authorities (via phone contacts, field contacts, etc) and ensure involvement in decision making

• Develop simplified version of the KAP survey questionnaire (to incorporate care practices at the nutrition centres)

• Offshore training for KAP surveyors – ~5 days

• Ensure daily contact by the WASH Co. on the initial days of the surveys for trouble-shooting

• FO to cross-check all filled forms and submit on weekly basis to WASH Co. (after entering the data into a tally sheet)

• WASH Co. to cross-check and seek corrections for any errors

• WASH Co. analyses & reports, with staff input

Proposed processProposed process



WASH proceduresField implementation (1/3)

• Departure of trained water analysts

• No technical support for water analysts

• Expensive reagents kept by local staff

• Incorrect data submitted

• Departure of trained staff

• Content of sessions progressively deviate from ACF standards

• Trained Water Analysts based in the field

• PM (or WASH Co) supports in training and follow-up

• Lab. maintained at base level

• PM designs and organizes hygiene promotion program

• PM (or WASH Co) supports in training and follow-up

• PM maintains minimal contacts with local authorities

• PM negotiates with LA in key decisions i.e. emergency

• Local staff insulated from LA influence


• Recall previously trained water analysts (if no possibility, train new WASH staff offshore)

• Water analyst to perform on-the job training for more WASH Staff with WASH Co. support

• Reduce level of water analysis in the field to bacteriological/physical analysis

• Perform chemical analysis at Capital level (by a sub-contractor)

• Consult with other agencies (e.g. SWALIM) on common testing procedures

• Purchase all required chemical reagents for analysis in Capital and store safely in base lab.

• Adopt participatory approach (borrowed from PHAST/CHAST methodologies) taking into account access limitations in the field

• Conduct sessions in safe locations (IDP camps, nutrition centres, markets, etc)

• Organize regular trainings for the team• Review procedures regularly, based on

lessons learnt

• All decisions regarding the program to be solely decided by coordination team

• Field Staff to maintain minimal contact with Local Authorities, for information relay only

• WASH Co responsible for communicating program strategies to the local authorities with the support of the Field team leader


Water quality

Hygiene promotion

Local authoritie

s




Emergency

response


• WASH Co to develop minimum Technical Guidelines, based on previous ACF experiences & the WASH Cluster Guidelines

• Proposed technical activities to meet the following criteria

– life-saving intervention– easily executed– minimal technical requirements– no importation of heavy construction

materials (e.g. cement, iron bars, etc)• Pre-positioning of emergency supplies to be

done at the three levels– field level– on the Kenya-Somali border – in Capital

• Simplify project proposals: clear objectives and work plans (for the field teams)

• WASH Co to discuss project details with relevant staff & develop work schedule

• Work plans to be reviewed monthly• Conduct regular trainings for Technical staff• Field Officer fully responsible at all times for

ensuring standards are respected; follow-up forms to be developed & used by the teams

• Sign MoUs with Local Authorities to facilitate direct access to benef.

• Coordination team to make direct contacts to deal with access issues faced by national staff





Quality control /

field monitorin

g

Team movemen

ts

• Collusion bw. local staff & suppliers

• Diversion of materials on site

• Superficial external works (poor quality inside)

• No access to field for staff used to inspecting (PM, WASH Co)

• Un-realistic car demands by local staff

• Misuse of cars

• Non-delivery of materials at all or on good time

• PM ensures good quality of materials received

• PM field visit to inspect quality of works

• PM undertakes direct field monitoring

• WASH Co regularly visits program

• FO draft weekly car plans, submit to PM

• PM checks & submits to Logistics

• WASH PM coordinates with Base Logistician

• Inventory done on regularly basis

• Stocks in and out regularly monitored


• WASH FO fully responsible for adherence to the minimum standards set for all works undertaken by the field teams: conducts regular monitoring of field activities

• Technical department to check for quality conformity of all materials delivered; signed certification by both logistics & WASH department to be sent to Capital

• Adopt peer review mechanism to cross-check quality of works implemented in the field

• Field team leader to provide a monitoring support: follows-up and confirms delivery of services as planned

• All movement request to be approved by the WASH Co. (in consultation with the HoM & Securiry Co.)

• WASH FO fully responsible for the team’s movement: compliance to ACF Security procedures a MUST at all times

• Car planning and requests to be ready on Wed. of the week before implementation

• Log. dpt. responsible of assigning cars

• Coordination team to develop accurate procurement plan at the start of the program, in consultation with the field staff

• All orders to be made by FO and approved by WASH Coordinator

• Log dpt to prepare updated WASH stocks report for review by the WASH Co. monthly


Orders and stockfollow up



Staff manageme

nt

• Degeneration of relationships bw. staff

• Staff has less trust in senior staff

• Staff unwilling to discuss problems

• Inability to detect development of problems

• Clan affiliations & personal differences evident

• Limited/distant management of FO by WASH Co

• Staff over-worked on unnecessary assignment

• Fake invoices submitted by staff

• More perdiem requests by staff

• All staff managed by PM• FO supports PM in staff

management• PM involved in disputes

resolutions (tensions among staff…)

• Most complex problems handled by PM at field level

• At times, support of WASH Co sought

• Prioritization of work normally done by PM

• Staff normally reactive, lacks foresight

• PM checks & approves all invoices

• Staff perdiem requests signed by PM

Normal situationNormal situation Risks in remoteRisks in remote• Ensure clear reporting lines in the field, with

overall coordination responsibility at the field level been performed by the Field team leader

• Ensure regular staff meeting (in Capital or via video-conferencing) with coordination team

• Institute grievance procedures and ensure all staff is fully informed

• Train Field Officer on team building exercises• Hold regular team building sessions at base

level to enhance team cohesion• WASH Co (with support of HR Co) overall

responsible of HR planning• Proactively address HR issues to have

minimal impact on programs & ensure staff motivation is enhanced (leaves planning, benefits, perdiems, etc)

• Coordination team to keep open eye to development of any problematic issue (clan issues, reporting issues, thefts, etc)

• Coordination team responsible for enforcement of disciplinary measures

• Recruit skilled manpower to implement the emergency program (adapted job descriptions with technical & managerial support from coordination team)

• FO to proactively consult WASH Co on any potential expense

• FO to prepare invoices for expenses at the field level for approval by WASH Coordinator before any payment is made

• Plan perdiem requests one-week in advance for approval by WASH Co.

• WASH Co responsible for budget follow-up


Financial manageme

nt

WASH proceduresStaff management and financial management



Reporting

Data manageme

nt

• National staff not exposed to the APR

• Delayed submissions of APR

• In most cases, report incomplete

• Data entry not properly made by field staff

• Databases are rarely updated

• Local staff submits weekly reports to PM

• PM compiles the APR (monthly report)

• Local staff input minimal on APR


• Develop clear/simple reporting forms for all activities, to be used by field teams

– daily planning forms– weekly reports

• Field team to send weekly reports on every Thursday by 1pm for WASH Co. review and feedback by Saturday

• Field Officer responsible for compiling the monthly report (APR) with the support of the WASH Co., based on data submitted in weekly reports

• WASH Co to maintain daily field contact (via phone, email): general follow-up on activities, context, staff safety & motivation enhancement

• Perform systematic video-recording or photo taking during field implementation, submitted as part of monthly reports

• Create simplified databases for systematic data entry on weekly basis

• Each supervisor responsible for data entry for his/her section

• WASH Co to review each database twice monthly and provide support where needed (corrections, advice, etc)

• WASH Co to analyze database for report writing and context review, to incorporate secondary data from other partners


WASH proceduresReporting and supervision

Somalia remote approach Preliminary – for discussion 20101 WASH procedures Overall assessment...

Documents

Transcript of Somalia remote approach Preliminary – for discussion 20101 WASH procedures Overall assessment...