Government of
MARD CERWASS<=
span
style=3D'mso-tab-count:1'> &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; Danida
(MARD-Danida WAterSPS)
Sub-Component 1.2:
Support to Implementation of Natio= nal
Rural Water Supply and Sanitation = Strategy
Inception Report
First Draft
![](3D"Inception-2001-CERWASS_files/image002.gif")
October 2001
104.Vie.814-5
(MARD-Danida
WAterSPS)
Sub-Component 1.2:
Support to Implementation of Na=
tional
Rural Water Supply and Sanitation Strategy
Inception Report
First Draft
October 2001
104.Vie.814-5
Quality Assurance Statement=
|
|
Version |
Status |
Date |
|
|
First Draft |
Distributed to R=
DE and
CERWASS for comment |
|
|
|
|
|
|
|
|
Name |
Signature |
Date |
|
Prepared by: |
Stephen Greenhal=
gh |
|
|
|
Checked by: |
Lars Skov Anders=
en |
|
|
|
Approved by: |
Stephen Greenhal=
gh |
|
|
|
Approved by |
|
|
|
Key Data Sheet
|
Location |
|
|
SPS |
MARD-Danida Water Sector Programme Su= pport (WAterSPS) |
|
Component |
1.0 |
|
Sub-component |
1.2 Support to Implementation of Nati= onal RWSS Strategy |
|
Implementing Agency |
MARD-Centre for Rural Water Supply and Sanitation (CERWASS) |
|
Report |
Inception Report |
|
Period |
January 2001 – December 2005 |
|
Key Events: |
|
|
Danida Board Decision regarding WAter=
SPS of Govern=
ment of
Denmark Parliament Finance Committee approval of WAterSPS Prime Minister’s Decision No.104
approving the Strategy signed Bilateral Agreement between Governmen= t of Vietnam and Government of Denmark co-signed by Ministry of Planning and Investment and the Royal Danish Embassy on December 1st 2000 Decisi=
on No.
1107 assigning MARD as overall responsible for WAterSPS of Danida STA mobilised on Danish Ministry of Foreign Affairs si=
gn a 5
year technical assistance contract with Carl Bro a/s to provide a combined
input of 177 man months to sub-component 1.2 and component 2 on Consultants’ team leader mobili=
sed on MARD’s Decision No. 2200 QD/BNN=
/TCCB
nominating CERWASS to implement sub-component 1.2 of |
&=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p;
![](3D"Inception-2001-CERWASS_files/image004.gif")
Table of Contents
1.1 About
This Inception Report &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 1
1.2 The
Rural Water Supply and Sanitation Sector&=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 2
1.2.1 R=
ural
Development and the RWSS Situation in Vietnam&=
nbsp; &nbs=
p; &=
nbsp; 2
1.2.2 M=
inistry
of Agriculture and Rural Development (MARD)&=
nbsp; &nbs=
p; &=
nbsp; 2
1.2.3 O=
ther
Relevant Actors &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 2
1.2.4 N=
ational
Target Programme &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 3
1.2.5 N=
ational
Rural Water Supply and Sanitation Strategy&=
nbsp; &nbs=
p; &=
nbsp; 4
1.2.6 D=
anida
Assistance &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 4
1.2.7 Ot=
her
Donor Assistance &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; =
4
1.3 Capacity
Building &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 5
1.3.1 V=
ision &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 5
1.3.2 O=
pportunities &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 6
1.3.3 B=
arriers &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 6
1.3.4 C=
hallenges
and Approaches &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 7
1.4 Basis &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 7
2.1 Elements
of a Logical Framework &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 9
2.2 The
LFA for Sub-Component 1.2 &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 10
2.2.1 C=
hanges
in the Project Environment &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 10
2.2.2 E=
nhancing
the LFA for Sub-Component 1.2 =
; &n=
bsp; =
; &n=
bsp; 10
2.3 The
LFA for the Strategy Action Plan =
; &n=
bsp; =
; &n=
bsp; =
; &n=
bsp; 11
2.4 Coordinating
the Strategy Action Plan &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 12
3.1 Objectives &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 15
3.2 Approach &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 16
3.2.1 G=
eneral &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 16
4.1 Scope
of Work &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 20
4.1.1 O=
utput
1 NRWSS Office Established in CERWASS =
; &n=
bsp; =
; 20
4.1.2 O=
utput
2 Improved Awareness and Acceptance of NRWSS at all Relevant Levels. 20
4.1.3 O=
utput
3: Improved Awareness for User Groups/User Organisations 20
4.1.4 O=
utput
4: National Fund for RWSS Established on Pilot Basis&=
nbsp; &nbs=
p; 21
4.1.5 O=
utput
5: Study of Institutional Development and Organisational and HRD Requiremen=
ts =
21
4.1.7 O=
utput
7: Institutional and Organisational Development Plan and Programme 22
4.1.10 &nbs=
p; Output
12: Plan for nationwide replication with adjustments for lessons learnt 23
4.2 Enhanced
Narrative Description for Sub-Component 1.2&=
nbsp; &nbs=
p; &=
nbsp; 23
5.1 Danida &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 25
5.1.1 I=
nternational
Consultants &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 25
5.1.2 O=
perational
Costs &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 26
5.1.3 N=
ational
Technical Assistance &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 26
5.1.4 N=
ational
Staff &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 26
5.1.5 T=
ravel
and Transport &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 26
5.1.6 O=
ffice
Equipment and Cars &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 26
5.1.7 C=
ERWASS
HRD &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 27
5.1.8 I=
nformation &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 27
5.1.9 W=
orkshops
and Conferences &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 27
5.2 Government
of Vietnam &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; 27
8.1 Strategy
Coordination Office &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 33
8.2 Informal
Coordination and Working Groups =
; &n=
bsp; =
; &n=
bsp; =
; 34
8.2.1 R=
WSS
Coordination Committee &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; =
34
8.2.2 W=
orking
Groups and Task Forces &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 35
9.1 5-Year
Plan &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; =
36
9.2 Plan
for 2001 &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 37
9.3 Plan
for 2002 &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 37
10.1 5-Year
Budget &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 40
10.2 Budget
for 2001 &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; &=
nbsp; &nbs=
p; 41
= List of Appendices
Appendix=
1: Orig=
inal
Logical Framework
Appendix 2: Func=
tions
of CERWASS
Appendix 3: Appr=
oach
to Capacity Building
Appendix 4: Enhanced C=
ERWASS
Organisation Structure
Appendix 5: Updated Job
Description for the Danida STA
Appendix 7: Functions =
of the
NSC and the CPMU
Appendix 8: Plan=
ned
Activities Second Half 2001
Distribution List
|
Recipient |
English |
Vietnamese |
|
National Steering
Committee (NSC) |
- |
|
|
Ministry of Agri=
culture
and Rural Development (MARD) |
1 |
1 |
|
Central Programme
Management Unit (CPMU) |
2 |
2 |
|
Royal Danish Embassy (RDE) |
2 |
2 |
|
Provincial Programme Coordination Uni= t Dak Lak |
1 |
1 |
|
Provincial Programme Coordination Uni= t Ha Tinh |
1 |
1 |
|
Provincial Programme Coordination Uni= t Nghe An |
1 |
1 |
|
Carl Bro Interna=
tional |
2 |
- |
|
Centre for Rural=
Water
Supply and Sanitation (CERWASS) |
5 |
10 |
|
2.1 pCERWASS Dak=
Lak |
- |
1 |
|
2.2 pCERWASS Ha =
Tinh |
- |
1 |
|
2.3 pCERWASS Ngh=
e An |
- |
1 |
|
Donors (AUSAID; =
JICA;
Unicef) |
|
- |
List of Abbreviations<= span lang=3DEN-GB>
|
|
|
|
AUSAID |
Australian Development Assistance |
|
Danida |
Danish International Development Assi= stance |
|
DARD |
Department of Agriculture and Rural Development |
|
DFID |
Department for International Developm= ent |
|
EOPI |
End of Project Impact |
|
ICD |
International Cooperation Department<= /span> |
|
LFA |
Logical Framework Approach |
|
MARD |
Ministry of Agriculture and Rural Dev= elopment |
|
MoC |
Ministry of Construction |
|
MoF |
Ministry of Finance |
|
MoH |
Ministry of Health |
|
MoLISA |
Ministry of Labour, War Invalid and S= ocial Affairs |
|
MOSTE |
Ministry of Science, Technology and Environment. |
|
mm |
Man Month |
|
MPI |
Ministry of Planning and Investment |
|
NTP |
National Target Program |
|
pCERWASS |
Provincial Centre for Rural Water Sup= ply and Sanitation |
|
PPCU |
Provincial Programme Coordination Uni= t |
|
RWSS |
Rural Water Supply and Sanitation |
|
QQT |
Quantity, Quality and Time |
|
TNA |
Training Needs Assessment |
|
VBA |
Vietnam Bank for Agriculture and Rural Development |
|
VWU |
|
|
WAterSPS |
Water Sector Programme Support= |
|
WATSAN |
Water and Sanitation |
|
WUG |
Water User Group |
Executive Summary
This inception report covers adju= stments to the logical framework, five year planning, overall approach and budgets = of the WaterSPS sub-component 1.2: Support to Implementation of the National R= ural Water Supply and Sanitation Strategy. It also updates the sector background= notes presented in the sub-component description.
It is necessary to review the ori=
ginal
logical framework in the sub-component description in the light of progress
within RWSS in
•••Enhanced Logical Framework=
Enhanced Narrative Description Updated Verifiable Indicators Updated Means of Verification Immediate Objective: A
strengthened CERWASS able to coordinate the implementation of the Strateg=
y National
RWSS programme for 2006-2010, based on Strategy principles, approved in 2=
005 Decisions
of MPI and MoF and minutes of the steering board of the national fund for
RWSS WAterSPS “Output” 1 Strategy
coordination office established in CERWASS Inception
report, work plans for 2002 and consultant’s QA plan approved by NS=
C in
Jan 2002 Minutes
of NSC WAterSPS “Output” 2 Awareness
and acceptance of Strategy at all relevant levels Strategy
action plan pilot provinces’ RWSS plans include Strategy principles=
by
Oct 2002 Comparison
and analysis of proposals submitted to NTP by all provinces in Oct 2002 WAterSPS “Output” 3 Raised
awareness of Strategy procedures and the roles and responsibilities of wa=
ter
user organizations at provincial level Strategy
action plan pilot provinces support the formation of water user groups fr=
om
mid-2002 onwards Provincial
records of water user groups registered WAterSPS “Output” 4 National
fund for RWSS, established on pilot basis in selected provinces Some
Strategy action plan pilot provinces have functioning loan guarantee fund=
s by
mid-2002 VBA
records at provincial level WAterSPS “Output” 5 Institutional
Development, Organisation Strengthening and HRD plans completed ID/OS
and HRD plans approved by CERWASS management by early 2002 Published
document WAterSPS “Output” 6 HRD
programme implemented New
units in CERWASS able to implement planned activities Progress
reports WAterSPS “Output” 7 Institut=
ional
Development and Organisation Strengthening plan implemented Quality
management plan being implemented by CERWASS from early to mid-2002 Progress
reports WAterSPS “Output” 8 New
concepts, guidelines and procedures developed and incorporated in design =
of
RWSS projects Strategy
action plan pilot provinces agree on a framework for demand responsive
projects by mid-2002 Published
document WAterSPS “Output” 9 Lessons
learnt from the “pioneer Strategy projects” in few communes
documented. Evaluation
report on “Strategy pioneer projects” in selected provinces by
early 2002 Published
document WAterSPS “Output” 10 Strategy
action plan pilot provinces incorporate Strategy principles in the design=
of
their RWSS projects Guidelines
published and best practice documented on an on-going basis from mid-2002=
CERWASS
website WAterSPS “Output” 11 Lessons
learnt from Strategy action plan pilot provinces documented at national l=
evel Best
practices toolkits on CERWASS website updated regularly from Feb 2002 Number
of “hits” on CERWASS website WAterSPS “Output” 12 Plan for
nationwide replication of the Strategy Phase
II of the Strategy action plan proceeds by start of 2004 Minutes
of inter-ministerial Strategy steering committee
1&nb=
sp; =
Introduction
1.1&=
nbsp; &nbs=
p;
About This Inception Repo=
rt
This inception report covers adju= stments to the logical framework, five year planning, overall approach and budgets = of the WaterSPS sub-component 1.2: Support to Implementation of the National R= ural Water Supply and Sanitation Strategy. It also updates the sector background notes presented in the sub-component description.
Activities undertaken during the inception phase are described in Progress Report No. 1 covering the period January – June 2001. Detailed work plans and budgets for 2002 will be prepared under a separate document.
This first draft of the inception= report was prepared by the sub-component manager and the Danida STA in close collaboration with the sub-component director and is based on discussions h= eld with CERWASS staff, national and international consultants and donors during the inception phase.
The final draft of the inception = report will incorporate comments on the first draft received from CERWASS internal meetings and from other key sector stakeholders that participate in the sub-component Inception Workshop.
The inception report is divided i= nto 10 sections as follows:
•••••••1.2&=
nbsp; &nbs=
p;
The Rural Water Supply and
Sanitation Sector
According to the Strategy documen=
t, 75%
of the population live in rural areas and agriculture remains a key element=
in
the national economy. People in rural areas are, however, generally poor and
with the economic renovation policy they tend to fall behind urban people, =
both
in relative economic development and in overall quality of life. Most households use individual wa=
ter
supply facilities that they have constructed themselves. Figures from 1997
indicated that 50% of households had access to water supply systems that met
their basic domestic requirements, however only around 10% of households had
access to water that meets the national drinking water standards. Similarly, at the same time, only=
about
50% of rural households had some form of latrine and of these very few were
hygienic. The reuse of fresh excreta remains common. Only a few people have
good personal hygiene practices and, in general, people have low awareness =
of,
and pay little attention to the relation between water supply, latrines,
personal hygiene practices and health. Pursuant to =
the
Prime Minister’s decision No. 104/2000/QD-TTG of RWSS is not
represented at department level within MARD, but is both managed and
implemented by the Centre for Rural Water Supply and Environmental Sanitati=
on
(CERWASS). CERWASS was originally established within the Ministry of Labour,
Invalids and Social Affairs (MOLISA) as a counterpart agency to UNICEF for =
the
implementation of a RWSS (WatSan) programme. With the recent focus on RWSS,
CERWASS has become increasingly involved in policy formulation and programme
preparation. The functions of CERWASS are detailed in appendix 2 At the provi=
ncial
level the functions of MARD are undertaken by a Department of Agriculture a=
nd
Rural Development (DARD) which administratively belongs to the PPC. Technic=
ally
DARD is responsible that the decisions, regulations, standards and guidelin=
es
of MARD are adhered to. Provincial C=
ERWASS
offices, reporting to DARDs, have been formed in all 61 provinces. The pCER=
WASS
offices are responsible for the implementation of the NTP, which includes t=
he
Unicef co-funded WatSan elements and other donor funded activities. Typical=
ly,
a pCERWASS would prepare the provincial (and district and commune level) an=
nual
action plan for the development and installation of RWS schemes and sanitat=
ion
facilities. The Ministry of Planning and Inve=
stment
(MPI) and Ministry of Finance (MoF) are responsible for overall co-ordinati=
on
of funding and donor inputs and provide the annual government budget for the
sector. The Ministry of Health (MoH) is
responsible for monitoring and control of domestic water quality as well as=
for
the enactment of public health regulations including promotion of household
hygiene and sanitation. MoH has staff at all levels, who are engaged in many
preventive and curative activities, whereas the capacity and capability to
undertake and enforce control of drinking water quality is weak. IEC activi=
ties
are carried out by village health workers at grass-roots level in collabora=
tion
with local authorities and mass organisations. There is an ongoing
reorientation towards more and more participatory approaches. Mass Organisations (Vietnam Women=
’s
Provincial
government institutions have traditionally covered all sector activities
including planning agencies, management companies, engineering design
institutions and commercial construction and manufacturing companies. Refor=
m of
the state administration has given these institutions increasing autonomy w=
ith
responsibility to generate their own income. The private =
sector
is vibrant with small companies and individuals providing important services
such as stocking and distribution of sanitary hardware as well as providing
pipes and pumps for water supply. Craftsmen and small contractors are engag=
ed
in borehole drilling, digging wells and installation of simple water and sa=
nitation
facilities. Small consultancy companies providing design services are emerg=
ing
for urban infrastructure, including water supply. The development of a larg=
er
more formalised private sector is likely to grow and become more and more
significant in the future, partly as a result of the change from a supply
driven to a demand responsive approach advocated by the Strategy. Consumers an=
d users
of RWSS services are at the core of the sector. In effect, the sector is
defined by the many daily decisions made at this level much more than by po=
licy
statements or institutional arrangements at a higher level. In principle,
consumers and users are responsible for paying for the facilities and ensur=
ing
that they are operated and maintained. In the rural situation, water supply=
and
sanitation is sometimes a village level activity but more usually it is an
individual household responsibility especially where point source water sup=
ply
and on site sanitation is used. GoV supported RWSS activities are
implemented under the NTP created by the Prime Minister’s Decision no=
237
of December 5, 1998. MARD is responsible for the management of the NTP and =
is
the main coordinator of the involvement of different line ministries and lo=
cal
government authorities. CERWASS is responsible for assist=
ing MARD
in the implementation of the NTP. The NTP is designed as an umbrella progra=
mme
to include all ongoing and planned GoV projects as well as Unicef and other
donor supported activities including the WAterSPS RWSS component. The NTP is
gradually introducing the principles of the Strategy. The NTP has a rather strong focus=
on
water supply and sanitation service delivery and on achievement of physical
targets. The NTP in general concentrates on improving water supply and
sanitation in areas with water shortage and highly polluted water sources a=
nd
gives particular attention to remote and mountainous areas as well as areas
populated by ethnic groups. Moreover, the registered 1,000 poorest communes
receive specific attention. With regard to cost, the NTP focu=
ses
equally on provision of water supply and sanitation. GoV subsidies are prov=
ided
under an inter-ministerial circular of August 1999. The following are impor=
tant
aspects of the NTP: ••••1.2.5
National Rural Water Supp=
ly and
Sanitation Strategy
The Strategy introduces a radical=
change
away from a supply-driven, top-down approach to a demand responsive,
participatory approach. Within this new approach users will be supported to
select from a range of technical options and to organise the construction of
their own facilities with advice and assistance from provincial and district
authorities. Users are also expected to pay most of the capital construction
costs (with the exception of the very poor) as well as all operation and
maintenance costs. In order to build up capacity and stimulate the demand
responsive approach, a comprehensive IEC element is included in the Strateg=
y. Financial
support, comprising of grants and loans, is also embraced by the Strategy.<=
/span> Denmark has provided assistance t=
o the
water sector in Vietnam since 1974. From 1993 the assistance has expanded
gradually to include both water resources management, RWSS and UWSS. From
1997-1999 Denmark provided financial and technical assistance for a Strategy
study. A pilot project to test the principles of the Strategy was undertaken
with Danida funding from 1998 to 2000 in Cam Xuyen district in Ha Tinh
province. Furthermore, Unicef received a DKK 3 million grant from the RDE in
2000 to develop projects in Thua Thien Hue and Quang Binh provinces to test=
the
Strategy: this work is on-going. In December 2000, a five year WAt=
erSPS
was signed by the Governments of Vietnam and Denmark. Support to the RWSS
sector is provided under: ••1.2.7
Other Donor Assistance
Unicef works through CERWASS and =
has been
the principal donor in the RWSS sector since 1982. It has made a major cont=
ribution
to introducing new technologies, increasing the coverage of RWSS as well
strengthening the national capacity to implement hardware as well as softwa=
re
aspects. Unicef works within the framework of the NTP and supports the
Strategy. From 2002 the UK Department for
International Development (DFID) will end its support to the RWSS sector
through Unicef. DFID will focus their support instead on bi-lateral rural
development projects in three Northern provinces. Australian AusAid recently signed=
an agreement
with the GoV to provide bilateral support to RWSS projects in five province=
s in
the Mekong Delta. AusAid supports the Strategy and is keen to collaborate w=
ith
CERWASS. The Japanese International Cooper=
ation
Agency (JICA) intends to finance a number of rural and small towns piped wa=
ter
schemes in several regions, including the Central Highlands. JICA has shown
much interest in the Strategy. The Netherlands Government channe=
ls
limited funds through Unicef. The World Bank and the Asian Deve=
lopment
Bank have positively indicated that they would consider funding RWSS activi=
ties
after year 2003. Although the two banks have expressed general support to t=
he
Strategy, it is not yet clear to what extent they intend to follow the
Strategy. Presently both agencies fund water supply projects in small towns=
and
as part of integrated rural development projects. As these projects were
initiated before the Strategy was developed and/or RWSS forms only a small =
part
of the projects, they do not presently follow the underlying principles of =
the
Strategy. The UNDP/World Bank Water and San=
itation
Programme is providing minor, but strategically important inputs to the
development of the RWSS sector and have supported the preparation of
"draft guidelines for preparing, implementing and operating a community
based clean water and sanitation improvement plan" as well as brochure=
s on
informed choice for water and sanitation options. WHO is assisting the MoH with IEC
activities of importance in connection with the implementation of the Strat=
egy.
This includes the Health Promoting Schools Programme, to be piloted in Ha T=
inh
and Haiphong, where teachers will receive training and also teaching materi=
als
to improve health education. Furthermore, WHO is providing training to heal=
th
staff in the use of participatory approaches and tools, including the PHAST
(Participatory Hygiene And Sanitation Transformation) approach developed and
promoted through joint collaboration with UNDP/World Bank and WHO since 198=
3. The vision f=
or
sub-component 1.2 of the WAterSPS national capacity building component is t=
hat
Vietnam in five years will have a working national legislative and
administrative framework for the RWSS sector served by well functioning ins=
titutions
for RWSS service delivery that can provide effective support to management =
and
implementation at provincial levels. Specifically=
, the
vision for the support to the implementation of the Strategy at national le=
vel
is that this will contribute to a greater capacity within CERWASS to coordi=
nate
and assist provinces to implement the Strategy action plan. The Strategy
constitutes a new approach to water service delivery in Vietnam, replacing
supply driven projects with a demand responsive approach that puts the user=
or
user organisations in focus in the selection of service levels and in
construction, operation and maintenance of RWSS facilities. The Strategy is
well timed with the redirection of Government priorities towards socializat=
ion
as well as hunger eradication and poverty reduction in rural areas. Capacity bui=
lding
will speed up the implementation of the Strategy. In addition to the tangib=
le
benefits to the rural poor (improved domestic water supply and sanitation),=
the
introduction of the Strategy provides opportunities to promote sustainabili=
ty,
equity and rational governance in RWSS service delivery. Although the
Strategy was approved in August 2000, MARD has to date not formally started=
to
coordinate its implementation. Without a clear mandate from MARD, CERWASS is
unable to effectively coordinate with other line ministries or mass
organizations. This matter was raised in the first
meeting of the WAterSPS National Steering Committee in August 2001 and it w=
as
noted in the minutes that “the current implementing agency is CERWASS,
now MARD is reviewing the institutions and will make a decision soon”=
. CERWASS head=
office
has 47 employees (of which 35 are permanent staff). Of these, 15 perform
administration and accounting duties and 32 have a professional function and
carry out the planning, monitoring, reporting and research of the RWSS sect=
or
on behalf of MARD. The CERWASS Station for Technology Transfer and Material
Supply is managed by two CERWASS staff and currently employs up to 45 profe=
ssional
and support staff from the open market on long and short term contracts. Mo=
st
of the staff at the station are, however, made up of graduates and young
professionals and few of them have experience with the implementation of the
new concepts and approaches of the Strategy. Furthermore, without any
guaranteed income, CERWASS may not be able to retain these young profession=
als,
even in the short term. Given the cu=
rrent
workload on the staff in CERWASS, the additional challenge of coordinating =
the
implementation of the Strategy is a daunting prospect. It is vital therefore
that CERWASS’ future mandate, roles and responsibilities are clearly
defined before embarking on a major effort in terms of organisation and hum=
an
resource development. It is clear, however, that CERWASS will be an enabler
rather than a provider of services and it will need to contract in much of =
the
specialist expertise to develop the tools and instruments it will need to
coordinate the implementation of the Strategy, at least in the initial stag=
es
of the proposed Strategy action plan. CERWASS also=
has a
significant constraint in physical office space. Several options have been
identified but there is no immediate solution in sight. The top-down
approach in the previous planning and management of RWSS services means that
the central level has a near monopoly on planning skills. CERWASS needs to
provide guidance to the provinces in this direction as it will be a
prerequisite for the successful implementation of the Strategy. The RWSS sec=
tor has
historically been seriously under financed: current GoV and donor annual
funding provides only around 10% of the estimated annual investment needed =
to
meet the targets set in the Strategy. Probably, the only way to meet these
targets is to draw on the internal strength of the people, who have
demonstrated a strong tradition to take hand of their own future when
government investments have failed to materialize. The development and
institutionalization of a national RWSS fund (combining credit and grants f=
or
the poor) would further enhance the efforts of rural people. The immediate
capacity building challenge facing the implementation of the Strategy revol=
ves
around the need to empower CERWASS and deepen the internal and external und=
erstanding
of the Strategy’s underlying principles e.g. demand responsive approa=
ch
and innovation in financing rural infrastructure. At a later s=
tage the
challenge will be to build up a self critical and learning capacity within =
the
relevant organizations, so that lessons from pilot projects and future
implementation can be gathered and used to improve future efforts. For the WAte=
rSPS the
main principle will be to focus on learning processes rather than training
delivery, by putting the learner – be it an institution or an individ=
ual
– at the centre. GoV staff and professionals are highly motivated and
eager for knowledge and access to new skills. A focus on learning processes
places responsibility for learning on the institutions and individuals and
there is abundant evidence that this approach will meet with success. In
practice this means that training should be user defined, should not be
prescriptive and should explicitly seek to draw value from the many learning
opportunities that can be provided as a result of on the job exposure, coac=
hing
and mentorship. There are ma=
ny
capacity building tools and approaches that can be used depending on the
circumstances and situation and a list of 27 tools and approaches were
described in the sub-component description. The Carl Bro proposal for
“support to implementation of rural water supply and sanitation,
Vietnam”, summarises many of these tools and approaches into a relati=
vely
few key principles. Given that capacity building is the basic principle beh=
ind
all of the activities to be developed with support from the sub-component, =
the
relevant sections from the consultant’s proposal are reproduced in
appendix 3. The WAterSPS is the umbrella for
Danish–Vietnamese development cooperation in the water sector and is
governed by a bilateral agreement between the Government of Viet Nam and the
Government of Denmark, co-signed by the Ministry of Planning and Investment=
and
the Royal Danish Embassy on December 1st 2000. Annual bilateral
consultations between the MPI and the RDE will determine the overall struct=
ure
and scope of the WAterSPS both in relation to activities in other sectors a=
nd
in the water sector. Specifically the WAterSPS compris=
es the
Danish grant assistance to capacity building and implementation of national
sector programmes that are given high priority by the Government of Viet Nam
and which concur with the overall policies for Danish development assistanc=
e. The WAterSPS is however also inte=
nded as
the focal point of other types of Danish assistance to the water sector, for
instance concessional loans (through the Danish mixed credit schemes), the
programme for Enhanced Research Capacity (ENRECA) and Danida core funding to
regional and global institutions cooperating with Vietnam, such as the Asian
Institute of Technology (AIT), the International Water Management Institute
(IWMI) and the Global Water Partnership (GWP). The legal foundation of the WAter=
SPS
comprises of the legal agreements and documents as follows: ••••••2&nb=
sp; =
The Logical Framework
The sub-component is designed in
accordance with the logical framework approach (LFA) to project planning. <=
/span> The LFA is a tool to help strengt=
hen
project design, implementation and evaluation. The LFA has been widely adop=
ted
by many donors, including Danida, within the sphere of development cooperat=
ion,
to describe a project, its intended impact and the external environment in
which it is implemented. A logical framework should be a s=
ummary
of a project that, in a few simple concise statements (using strong action
verbs), places objectives in a hierarchy based on cause and effect. Objecti=
vely
verifiable indicators that are described in terms of quantity, quality and =
time
are used for performance measurement and, together with their means of
verification (sources of data needed to verify the status of indicators),
provide the basis for project monitoring, reporting and evaluation. Finally,
external factors and risks outside of the control of the project are expres=
sed
as positive conditions, i.e. assumptions important for the success of the
project. A project’s immediate objec=
tive is
the primary reason for doing the project and provides the motivation for
producing outputs. The immediate objective very often defines the change in=
the
way institutions function (or the change in the behaviour of project
beneficiaries) as a result of the project’s outputs. The objectively
verifiable indicator at the immediate objective level defines the end of
project impact (EOPI) The EOPI (which should be stated simply and easily
grasped) should be motivational and should orient output action so as to re=
sult
in the desired immediate objective. Project outputs must be clearly s=
tated as
results. Outputs are the deliverables of the project. Only those outputs wh=
ich
directly contribute to the achievement of the immediate objective should be
included in the project design. Outputs should not be used as a measure of
success (indicator) at the immediate objective level. To be useful, indicators must des=
cribe
levels of achievement that must be specifically defined in terms of QQT, i.=
e.
by how much (Quantity); by how well (Quality) and by when (Time). Indicators
should monitor only what is important. The process of defining indicators
forces the clarification of project objectives. Assumptions describe conditions o=
utside
the influence of the project that must be fulfilled for the project to proc=
eed
successfully. It is necessary to review the ori=
ginal
logical framework in the sub-component description in the light of progress
within RWSS in Vietnam since the formulation of the sub-component descripti=
on
and the experience gained during the extended inception phase of the WAterS=
PS.
Major recent developments in RWSS in Vietnam include: •••••••2.2.2
Enhancing the LFA for
Sub-Component 1.2
In general, the original logical
framework for sub-component 1.2 (Appendix 1) does not describe a logical
development assistance project design for the following reasons: ••-&nb=
sp;
the immediate objective i=
s only
to “assist” and there is no indication in the assumptions, at t=
he
output level, of what additional outputs need to be generated and by whom -&nb=
sp;
the first indicator at
immediate objective level describes a situation that should be achieved one
year before “outputs” 11 and 12 even begin, when actually it wi=
ll
only be possible at least two years after output 12 is finalised -&nb=
sp;
the second and third indi=
cators
(there should only be one) at the immediate objective level are reformulati=
ons
of outputs 4 and 6 -&nb=
sp;
the outputs (except outpu=
t 4)
are not stated as results and can be better described as activities (e.g.
“outputs” 1, 2, 5, 6 and 7, as activities, would contribute to
“increased organisation capacity”) Some specific problems with the o=
riginal
logical framework design include: ••••••2.3&=
nbsp; &nbs=
p;
The LFA for the Strategy =
Action
Plan
The WAterSPS must operate within a
logical framework that can achieve the desired results and impact. Therefor=
e,
in order to ensure that the Strategy will be operational by the end of 2005=
and
fully incorporated into a national plan by all provinces for the period
2006-2010 in order to meet the objectives set out in the strategy, the WAte=
rSPS
should work within a logical framework to be coordinated by CERWASS that has
the support of the GoV, a number of pilot provinces as well as donors. The Strategy action plan, as desc=
ribed in
the approved Strategy document, represents the most obvious base on which to
build such a national logical framework. The Strategy action plan identifi=
es nine
thematic areas, which in the Strategy study are grouped under four componen=
ts
(capacity building; IEC, finance mechanism and technical solutions). In this
context (Box 2.1), the sub-component “outputs” can be seen to be
activities. The tentative hierarchy of object=
ives
outlined in Box 2.2 is a first draft for the Strategy action plan based on =
work
carried out during the preparation of the Strategy study on which the Strat=
egy
is based. The process of developing the fin=
al
hierarchy of objectives, defining indicators, identifying the roles and
responsibilities of stakeholders and reaching agreement on a final version =
of
the logical framework for the Strategy action plan will be one of the first
planned participatory planning exercises that CERWASS will conduct with oth=
er
line ministries once it has received a mandate from MARD to coordinate the
implementation of the Strategy. The final outputs and output level
indicators for the logical framework for the Strategy action plan therefore
cannot be finalised at this stage. One advantage of using the output=
s and
output indicators from the logical framework for the Strategy action plan is
that it will facilitate the monitoring of the WAterSPS contribution to the
achievement of national objectives. Decision no. 104 of the prime min=
ister of
August 2000, assigns MARD to assume the prime responsibility, and to coordi=
nate
with other ministries and people’s committees, in implementing the
Strategy till the year 2020. In the minutes of the first meeting of the NSC=
in
August 2001 vice minister Nguyen Dinh Thinh indicated that “CERWASS i=
s the
current implementing agency and that MARD is currently reviewing the
institutions and will make a decision soon”. Without a formal mandate from MAR=
D it is
not possible for CERWASS to co-ordinate the implementation of the Strategy =
with
other ministries. Box 2.1: Sub-Component
“Outputs” in Relation to Components in the Strategy Study and
Thematic Areas in the Strategy Action Plan IMMEDIATE OBJECTIVE: Strategy
Operational Throughout Vietnam by 2006 COMPONENT I:&nbs=
p; Capacity
Building Area 2. Organisational strengthening and
management capacity building &=
nbsp; “O=
utput”
01: Establish NRWS=
SS
coordination office &=
nbsp; “O=
utput”
02: Awareness and
acceptance of NRWSSS &=
nbsp; “O=
utput”
05: Study of
institutional and organisational development &=
nbsp; “O=
utput”
07: Institutional =
and
organisational development plan &=
nbsp; “O=
utput”
08: New concepts a=
nd
procedures (first generation) &=
nbsp; “O=
utput”
10: New concepts a=
nd
procedures (second generation) Area 3. Drafting and promulgation of legisl=
ative
documents Area 4. Planning Area 5. HRD &=
nbsp; “O=
utput”
06: HRD programme<=
/span> Area 8. Establishment of common database fo=
r RWSS Area 9. Expansion of international
cooperation COMPONENT II:&nb=
sp; IEC
Area 1: Approach
tested/developed for a demand responsive NRWSS program &=
nbsp; “O=
utput”
03: Improved aware=
ness
for user groups &=
nbsp; “O=
utput”
08: New concepts a=
nd
procedures (first generation) &=
nbsp; “O=
utput”
10: New concepts a=
nd
procedures (second generation) COMPONENT III:&n=
bsp; Finance
Mechanism Area 6: Financial mechanism and mobilizatio=
n of
capital sources in society. &=
nbsp; “O=
utput”
04: National fund =
for
RWSS established on pilot basis COMPONENT IV:&nb=
sp; Technical
Solutions Area 7:=
Research & development and
application of appropriate technologies &=
nbsp; “O=
utput”
08: New concepts a=
nd
procedures (first generation) &=
nbsp; “O=
utput”
10: New concepts a=
nd
procedures (second generation) Sources: NRWSS Strategy study, v=
olume
3, March 1999; Action Plan in NRWSS Strategy, August 2000; &=
nbsp; &nbs=
p; and
WAterSPS sub-component 1.2 description Box 2.2: Tentative Hierarchy of Objectives for the Strategy Action Plan for the Period 2002-2005 Development
Objective: &nb=
sp; Improved
Access to and Equity in RWSS Service Delivery Immediate Objective: =
; Strategy
Operational Throughout Vietnam by 2006 Output
1: Capacity
Building Component Activity 1.1 Public Sector Organisation, Regulation and Management =
&nb=
sp; =
1.1.1 Adjust Mandates &
Organisational Structure of the Sector =
&nb=
sp; =
1.1.2 Improve National & Provin=
cial
Legislation/Regulations =
&nb=
sp; =
1.1.3 Improve Enforcement Structure=
s and
Procedures =
&nb=
sp; =
1.1.4 Improve Programme Management<=
o:p> =
&nb=
sp; =
1.1.5 Improve Strategy and Programme
Monitoring Activity 1.2 Development of HRD Activities =
&nb=
sp; =
1.2.1 Preliminary HRD Needs Assessm=
ent =
&nb=
sp; =
1.2.2 Implement HRD Plan to Meet Ur=
gent
Needs =
&nb=
sp; =
1.2.3 Implement a Comprehensive HRD=
Plan Activity 1.3 Management of Shared Water Supply Facilities =
&nb=
sp; =
1.3.1 Review Existing Situation =
&nb=
sp; =
1.3.2 Develop Guidelines for Shared=
RWS
Facilities Output
2: Informati=
on,
Education and Communication Component Activity 2.1 Overall IEC Approach and Guidelines =
&nb=
sp; =
2.1.1 and 2.1.2 Develop IEC Approac=
h at
National/Provincial Level Activity 2.2 Face-to-Face Information, Education and Communication =
&nb=
sp; =
2.2.1 Develop New IEC Materials =
&nb=
sp; =
2.2.2 Train RWSS Motivators =
&nb=
sp; =
2.2.3 Train Commune and Village Hea=
lth
Staff =
&nb=
sp; =
2.2.4 Establish District Advisory C=
entres Activity 2.3 Mass Communication and National Campaigns =
&nb=
sp; =
2.3.1 Develop Guidelines for Use of=
Mass
Media =
&nb=
sp; =
2.3.2 Implement Plan for Mass Media
Campaigns Activity 2.4 Improved Health Education in Schools =
&nb=
sp; =
2.4.1 Develop Health Education Plan=
=
&nb=
sp; =
2.4.2 Assist Mass Organisation with
Health Education in School Activity 2.5 WSS Facilities at Public Institutions =
&nb=
sp; =
2.5.1 and 2.5.2 National/Provincial
Approach to Public Facilities Activity 2.6 IEC Monitoring and Evaluation System =
&nb=
sp; =
2.6.1 Develop a Framework for KAP S=
tudies Output
3: Finance
Component Activity 3.1 Establish the Legal Basis and Procedures =
&nb=
sp; =
3.1.1 Review the Strengths and Weak=
nesses
of Existing Schemes =
&nb=
sp; =
3.1.2 Establish Policy and Regulatr=
oy
Base for Funds =
&nb=
sp; =
3.1.3 Develop Lending/Grant Allocat=
ion
Criteria & On-Lending Policies =
&nb=
sp; =
3.1.4 Lending and Disbursement Proc=
edures =
&nb=
sp; =
3.1.5 Tariff System for Piped Water
Schemes Activity 3.2 Set-Up Funds =
&nb=
sp; =
3.2.1 and 3.2.2 National and Provin=
cial
RWSS Funds Activity 3.3 Develop Monitoring Procedures and Mechanisms Output
4: Technical
Component Activity 4.1 Water Quality Control =
&nb=
sp; =
4.1.1 Definition of Fresh Excreta =
&nb=
sp; =
4.1.2 Sanitation in Flood Prone Are=
as =
&nb=
sp; =
4.1.3 Guidelines for Soakaway Latri=
nes =
&nb=
sp; =
4.1.4 Water Quality Testing Activity 4.2 Technology Standardisation and Quality Assurance =
&nb=
sp; =
4.2.1 General Manuals and Guideline=
s =
&nb=
sp; =
4.2.2 Water Resource Manuals and
Guidelines =
&nb=
sp; =
4.2.3 Water Supply Manuals and Guid=
elines =
&nb=
sp; =
4.2.4 Sanitation Manuals and Guidel=
ines Activity 4.3 Improved Construction Management Systems =
&nb=
sp; =
4.3.1 Contract
Management for RWSS schemes =
&nb=
sp; =
4.3.2 Construction
Supervision =
&nb=
sp; =
4.3.3 Private
Sector Participation The development objective of the =
WAterSPS
is: Imp=
roved
living conditions for the people of Vietnam by better access to water relat=
ed
services, particularly for the poor or otherwise disadvantaged groups of
society The development objective for the
national capacity building component is the immediate objective 1 of the
WAterSPS which is: An
enabling legislative and institutional framework for sustainable use of wat=
er
resources and water service delivery with capable staff for its administrat=
ion
and enforcement at central and provincial levels The development objectives remain
unchanged. The immediate objective of the su=
pport to
the implementation of the Strategy under sub-component 1.2 of the national
capacity building component is: Assist in the establishment of capability of CERWASS to implement the
NRWSS Strategy in a cost-effective manner and in accordance with the overal=
l political
and institutional framework and the lessons learned in a number of pilot
schemes in selected communes, districts and provinces The immediate objective remains
unchanged, however it is recommended that this is enhanced and simplified by
rewording it as follows: A
strengthened CERWASS able to coordinate the implementation of the Strategy<=
/span> The rewording of the immediate ob=
jective
of the sub-component is made to: •••3.2&=
nbsp; &nbs=
p;
Approach
The Strategy=
is
based upon a number of general underlying principles which have to be tested
and applied in an appropriate version in specific locations in various
districts and provinces in Vietnam. This will require a high degree of
institutional learning capacity in CERWASS as the organisation responsible =
for
the coordination for the nationwide implementation of the Strategy. The
activities supported by the sub-component are designed to enhance the
development of this capacity in CERWASS. A learning-by-doing approach will =
be
adopted with a dual motive: ••••••••4&nb=
sp; =
Outputs and Activities
The WAterSPS=
will
assist CERWASS generate the institutional framework and the organisation
capabilities needed for it to coordinate the implementation of the Strategy.
Concepts and elements in a demand responsive approach to RWSS will be teste=
d in
a Vietnamese context to form the basis for a RWSS plan for 2006-2010 design=
ed
to meet the targets set in the Strategy for 2010. The original
“outputs” of the sub-component and their current status are: No OUTPUT Status <=
span
style=3D'mso-list:Ignore'>1 NRWSS Office Est=
ablished
in CERWASS Will be completed by the end of 2001 <=
span
style=3D'mso-list:Ignore'>2 Improved awarene=
ss and
acceptance of NRWSS at all relevant levels Will be largely completed in 2002 3 Improved awarene=
ss for
user groups/user organisations On-going in 2002/2003 within the framework of phase I of the Strat=
egy
action plan under the IEC component 4 National fund fo=
r RWSS
established on pilot basis Provinci=
al RWSS
funds to be established by end 2001 and operational by mid-2002 5 Study of institu=
tional
development (ID), organization development (OD) and HRD requirements Will be completed once it is possible to continue in a participato=
ry
manner that will ensure the ownership of the recommendations 6 HRD programme
implemented Will be developed continuously in response to the needs arising du=
ring
the period 2002-2005 7 ID/OD plan and p=
rogramme Will be developed in 2002/2003 within the framework of phase I of =
the
Strategy action plan under the capacity building component 8 New concepts and procedures - develop=
ed and
incorporated in design of pilot
projects Framework for demand responsive projects, based on
“Output” 9 ready by mid-2002 9 Lessons learnt f=
rom
first generation of pilot projects in few communes documented in evaluati=
on
report Evaluation report based on “Pioneer Strategy projects”
implemented during 2000-2001 ready by end Q1 2002 10 Design of second
generation of pilot projects On-going in 2002/2003 within the framework of phase I of the Strat=
egy
action plan 11 Documentation of=
lessons
learnt from second generation of pilot projects On-going in 2002/2003 within the framework of phase I of the Strat=
egy
action plan 12 Plan for nationwide replication with
adjustments for lessons learnt On-going in 2004/2005 within the framework of phase II of the Stra=
tegy
action plan Note: The narrative of the origin=
al
“outputs” is enhanced in Figure 4.1 All of the
“outputs” in the sub-component description remain valid activit=
ies
for the WAterSPS and will be developed within the framework of the Strategy
action plan. From early 2002, WAterSPS activit=
ies will
be described within the context of the Strategy action plan (section 3.2).
Progress reports 1 (January to June 2001) and 2 (annual report 2001) will,
however, use the enhanced “outputs” in Figure 4.1 for their
reporting frame. The scope of=
work
for the sub-component is defined by its “outputs”. A Strategy
coordination office has been established in CERWASS with the appointment of=
a
senior member of CERWASS who is supported by a Danida STA and support staff
(accountant, secretary cum translator and drivers). [To avoid se=
tting up
a parallel organisation, the Strategy coordination office will remain small
with a time bound mandate to coordinate the implementation of the Strategy
action plan. To support the implementation of the Strategy, CERWASS will
establish new units under existing sections covering: HRD; IEC, monitoring =
and
evaluation; CERWASS website; RWSS financing; and technology research and
development, (Appendix 4). The new units will be managed by trainable and
retainable CERWASS staff with support from long and short term national and
international specialists to be provided by donors. This is part of the CER=
WASS
organisational strengthening plan (Output 7)] The acceptan=
ce of
the underlying principles of the Strategy of sustainable development, demand
responsive approach, socialization of RWSS and the important role of IEC is
generally well disseminated at the national level (among key ministries and=
the
mass organizations) and to some extent at the provincial level, as demonstr=
ated
by the design of projects submitted to the NTP in September 2001. The implicat=
ions of
implementing a demand responsive approach and the socialization of RWSS
programmes may, however, be less understood. There is a need therefore for
CERWASS to sensitise authorities at the national and provincial level. This
will achieved through participatory Strategy workshops. A Strategy handbook=
and
other materials are also being developed. Upon request,
CERWASS will assist provinces to develop their own package to promote the <=
/span>awareness and acceptance of the Strategy to lower levels. [It =
is
extremely important that in promoting awareness at lower levels, the promot=
er
is able to meet the demand t=
hat
such activities may occasion]. There is a n=
eed to
improve the awareness of target communities on, inter alia: the principles of the Strategy, the updated roles a=
nd
responsibilities of key stakeholders; the availability of loans and grants,
project implementation arrangements and owner operation and management, so =
that
people can initiate discussion amongst themselves. Use of the m=
ass
media needs to be targeted to ensure very close coordination with access to
appropriate financing that can meet the demands raised. The strategy must be
cost effective. Unicef have
developed guidelines on social marketing strategies. CERWASS are engaging
prominent journalists to enlist their support in raising awareness of the
Strategy in the mass media. The profile of national events such as the WSS =
week
and environment day will be increased to raise awareness of the general
principles in the Strategy. The Vietnam Bank of Agriculture and Rural
Development (VBA) has expressed a strong interest to promote financing of R=
WSS
as part of their own market penetration strategy. A team compr=
ising of
a CERWASS professional staff member, international and national specialists=
and
representatives from the VBA have developed a model for a provincial financ=
ing
mechanism for RWSS including credit and the equitable distribution of grant=
s. The
institutionalization of a national fund for RWSS may be on-going for a numb=
er
of years. This work will continue within the framework of phases I and II of
the Strategy action plan under the finance component The study wi=
ll take
its point of departure in the roles and responsibilities of the various
stakeholders as suggested in the Strategy. It will assess the present roles=
and
capabilities with regard to the future roles and identify the necessary cha=
nges
in the institutional set-up, the need for organisational development within=
the
existing organisations and the related need for HRD. Draft terms =
of
reference for the study have been prepared and a preliminary input has been
made, however it will only be possible to finalise the study, using a
participatory approach, with departments in other ministries once CERWASS is
nominated to coordinate the implementation of the Strategy Within CERWA=
SS, the
creation of new units, as described under “output” 1, has been =
endorsed
by the CERWASS management board. A TNA is planned and the development of a
quality management plan is on-going. A HRD progra=
mme for
CERWASS, based on the TNA under Output 5, will be designed and implemented =
by a
local training provider with the support of a short term international HRD
specialist. The programme will be derived from an analysis of the most
cost-effective way to achieve the HRD targets within the time perspective a=
nd
overall objective of the sub-component.&nb=
sp;
Emphasis will be given to tailor made programmes for in service trai=
ning
and short term courses in Vietnam and in the region. English less=
ons and
courses offered by the British Council and the Asian Institute of Technology
centre in Vietnam are being offered by the WAterSPS to all CERWASS staff as
part of a personal development scheme. Output 5 will
identify the need for change in the institutional roles and responsibilities
within the RWSS sector as well as the need for assistance to initiate the
processes. The WAterSPS will place emphasis on achieving the required
institutional and organisational developments in MARD and CERWASS. The
provinces and districts supported by component 2 of the WAterSPS will imple=
ment
parallel changes. The lessons =
learnt
will provide the basis for a nationwide institutional development process in
preparation for the full scale implementation of the Strategy during the pe=
riod
2006-2010. These two
“outputs” describe phases of the WAterSPS (as discussed under
section 2.2) as distinct from outputs in terms of results or deliverables. =
The
sub-component activities to be developed within the framework of the Strate=
gy
action plan will contribute to (possibly) four outputs covering: capacity
building; IEC; finance and technical solutions (Box 2.2). The two R=
20;outputs”
roughly correspond to phase I of the Strategy action plan (Figure 3.1). Dur=
ing
this period, CERWASS will work in close collaboration with selected pilot
provinces to develop new concepts, procedures and guidelines. Some of these=
may
be initiated at central level, while others will be firmly based in practic=
al
experience from the field. Good coordination to avoid duplication is the ke=
y to
the cost effective operationalisation of the Strategy. Provincial
authorities, as well as national and international specialists working at
provincial level, need to support CERWASS to develop tested concepts and
procedures into guidelines or as examples of best practice that can be post=
ed
on the CERWASS website. Likewise, CERWASS need to post information promptly=
on
the website regarding activities developed at the central level so that the=
se
can be taken up and/or developed in the field. “Outpu=
t”
8 in the enhanced logical framework is taken to be a “framework for
demand responsive approaches” that will be developed, and agreed on, =
by
the pilot provinces collaborating with CERWASS to implement the Strategy ac=
tion
plan. “Output” 10 refers to=
the
updated 5 year framework discussed under 9.1 Both of these
“outputs” are evaluation reports of phases of the WAterSPS.
“Output” 9 was to be generated from the first generation of pil=
ot
projects in a few selected communes under component 2 of the WAterSPS and
“output” 11 was to be prepared in mid-2005 after three years of
testing in the field. The take up =
of the
Strategy in some provinces has, however, proceeded quicker than anticipated=
in
the design of the sub-component. As a result, there are a number of schemes
incorporating some of the principles of the Strategy, including the project=
s in
Thua Thien Hue and Quang Binh provinces that have been funded by Danida,
through Unicef, specifically to test the Strategy. It is propos=
ed to
carry out an evaluation of such “Strategy pioneer projects” in
early 2002. The evaluation report would roughly correspond to
“output” 9. The evaluation would serve to identify strengths and
weaknesses in the interpretation of the Strategy and to guide the
prioritisation of the planning of activities that will support the
operationalisation of the Strategy. In addition =
to
evaluating “project issues” (e.g. the approval procedures; the =
role
of IEC, the form of “participation”, the selection of technolog=
y,
the financing mechanism, the O&M arrangements, the calculation of tarif=
fs,
the role of the private sector etc.), the exercise will also identify
opportunities to integrate cross cutting themes, such as governance, gender,
equity and democratisation, into the overall development agenda of RWSS
interventions. By adopting a
participatory approach, the evaluation will also provide an opportunity for
provinces to identify how they could become more effective and/or efficient=
in
expanding sustainable service coverage and to identify gaps in the tools and
instruments that they presently posses for this purpose. In some inst=
ances,
provinces already have developed “Strategy models” e.g.
“water service entities” in Tien Giang province. The WAterSPS w=
ill
facilitate the regularisation and dissemination of such initiatives at the
national level. “Outpu=
t”
11 will be on-going throughout the WAterSPS with regular sharing of news,
information, experiences and ideas on the CERWASS website. Based on the=
above,
it is possible to enhance the narrative description in the sub-component
logical framework as indicated in Figure 4.1 below. Figur=
e 4.1:
Enhanced “Narrative Description” for WAterSPS Sub-Component 1.2=
Original
Narrative Description=
Enhanced
Narrative Description Notes Immediate
Objective: Assist in the establishment of capability=
of
CERWASS to implement the NRWSSS in a cost effective manner and in accorda=
nce
with the overall political/institutional framework and the lessons learne=
d in
a number of pilot schemes in selected communes, districts and provinces Immediate Objective A strengthened CERWASS able to coordinate=
the
implementation of the Strategy Rationale provided in
Section 2.1 CERWASS will collaborate with 15 provinces
within the ambit of the Strategy action plan. WAterSPS
“Output” 1 RWSSS office established in CERWASS WAterSPS
“Output” 1 Strategy coordination office established =
in
CERWASS In addition six new units will be establi=
shed
in CERWASS to develop new thematic areas WAterSPS
“Output” 2 Awareness and acceptance of NRWSSS at all
relevant levels in GOV and Mass Organisations at HQ, Province, District a=
nd
Commune Level WAterSPS
“Output” 2 Awareness and acceptance of Strategy at a=
ll
relevant levels CERWASS will assist provinces to develop
packages to be used to communicate the principles of the Strategy to lower
levels. WAterSPS
“Output” 3 Awareness of NRWSSS procedures and roles =
and
responsibilities of user organizations WAterSPS
“Output” 3 Raised awareness of Strategy procedures a=
nd
the roles and responsibilities of water user organizations at provincial
level CERWASS will assist provinces to develop
packages to be used to facilitate the formation of water user groups WAterSPS
“Output” 4 National Fund for Rural Water Supply and =
Sanitation
established on pilot basis WAterSPS
“Output” 4 National Fund for RWSS, established on pi=
lot
basis in selected provinces To support national debate, pilot provinc=
ial
RWSS funds will be set-up to demonstrate financing principles WAterSPS
“Output” 5 Study of Institutional Development and
Organisational and HRD requirements WAterSPS
“Output” 5 Institutional Development, Organisation
Strengthening and HRD plans completed Initial focus on CERWASS, MARD and other
national level institutions. WAterSPS
“Output” 6 HRD Programme WAterSPS
“Output” 6 HRD programme implemented Includes work environment WAterSPS
“Output” 7 Institutional and Organizational Development P=
lan
and Programme WAterSPS
“Output” 7 Institutional Development and Organisation Str=
engthening
plan implemented Initial focus on CERWASS and MARD WAterSPS
“Output” 8 New Concepts, Guidelines and Procedures
developed and incorporated in design of Pilot Projects WAterSPS
“Output” 8 New concepts, guidelines and procedures
developed and incorporated in design of RWSS projects Framework for demand responsive projects,
based on lessons learnt from “pioneer Strategy projects”
(“Output” 9) WAterSPS
“Output” 9 Lessons learnt from first generation of P=
ilot
Projects in few communes documented in evaluation report WAterSPS
“Output” 9 Lessons learnt from the “pioneer
Strategy projects” in few communes documented. “Pioneer Strategy projects”
implemented during 2000-2001 WAterSPS
“Output” 10 Second generation of Pilot Projects in 3-4
Districts in Dak Lak and Ha Tinh WAterSPS
“Output” 10 Strategy action plan pilot provinces
incorporate Strategy principles in the design of their RWSS projects Corresponds to phase I of the Strategy ac=
tion
plan WAterSPS
“Output” 11 Lessons learnt from second generation of Pilot documented in
evaluation report WAterSPS
“Output” 11 Lessons learnt from Strategy action plan
pilot provinces documented at national level On-going process during phase I of the
Strategy action plan WAterSPS
“Output” 12 Plan for Nationwide replication with adjustmen=
ts
for lessons learnt WAterSPS
“Output” 12 Phase II of the Strategy action plan proc=
eeds
by start of 2004 Corresponds to phase II of the Strategy
action plan Danida provi=
des a
Senior Technical Adviser (STA) to CERWASS. The position is financed from Da=
nida
funds outside the sub-component budget. The STA arrived in Hanoi on December
18, 2000. The updated job description for this position is presented in
Appendix 5. In order to
undertake the activities to deliver the “outputs” outlined in
Section 4 the WAterSPS provides an international technical assistance team
contracted by Danida and funds for: ••••••••5.1.1
Inte=
rnational
Consultants International
technical assistance is considered valuable by MARD because the concepts be=
hind
the Strategy are new to Vietnam and as a result very few GoV staff or local
consultants have experience in implementing them. International
consultants bring international experience and exposure. They also bring a
higher degree of specialist knowledge. Also, it is expected that internatio=
nal
expertise will be able to provide extensive on the job coaching and mentori=
ng
through a team working approach. Carl Bro a/s.
provide the international technical assistance to sub-component 1.2 and
component 2. The team leader, who will be based in Hanoi, will spend
approximately 1/3 of her time in CERWASS in relation to sub-component 1.2. =
The
team leader’s draft job description is included as Appendix 6. The internat=
ional
technical assistance to be provided to CERWASS originally totaled just 35 m=
an
months, or about 20% of the total 177 man months (mm) to be provided by Carl
Bro a/s. The scope of work reflected the desire to support the process of
capacity building in CERWASS and envisaged inputs from: an economist (3 mm)=
; an
institutional specialist (11 mm); cross cutting specialists (12 mm) and
unspecified (9 mm). This left gaps at the national level, particularly in t=
he
support to IEC and technology development, however this has been rectified =
by
the combined technical assistance contract. Carl Bro inv=
oicing
will be divided 20:80 between sub-component 1.2 and component 2. This is ba=
sed
on the inputs in the component descriptions. The internat=
ional
technical assistance will need to be demand responsive. The total bu=
dget
available is DKK 1.9 million. This is far in excess of current estimates and
has been reduced to DKK 650,000 over 5 years. Danida will =
provide
DKK 800,000 to contract 40 mm of national technical assistance over 5 years.
Since the fee rate for national consultants in the budget is about 50% more
than the maximum rate allowed under the EU guidelines, it will be possible =
to
contract 60 mm or more. Travel and transport costs for the national
specialists, included in the original fee rate, will be charged to the trav=
el
and transport budget head (section 5.1.5). The national
technical assistance will be hired, from the private sector, in response to
knowledge gaps in CERWASS. With the int=
roduction
of the “EU guidelines for financing of local costs in development
cooperation with Vietnam”, the payment of salary allowances to GoV st=
aff
is no longer permitted. The Royal Danish Embassy has however determined that
each sub-component may pay one strategic allowance and this is currently sh=
ared
by the sub-component director and manager. Notwithstand=
ing the
withdrawal of suggested salary allowances, the estimated budget for this he=
ad
will be approximately doubled to DKK 1.37 million. This is due to the need =
to
hire an accountant, a secretary cum translator, drivers, IEC assistants to
strengthen the CERWASS IEC unit and a part time administrator to support the
implementation of the CERWASS quality management plan. The budget f=
or this
head remains unaltered and is sufficient to also include costs associated w=
ith
the contracted short term national TA. The budget i=
s being
used to equip additional office space (made available by CERWASS as part of=
the
contribution from the GoV) and to improve the working environment in the new
units being established (within existing CERWASS office space) to coordinate
the implementation of the Strategy. To the extent possible, CERWASS are
reallocating their own office equipment and resources to maximize the
productivity of the same. Two vehicles=
were
delivered to CERWASS in early February 2001 and registered under GoV number
plates in September 2001. Due to lower than expected vehicle costs, the bud=
get
is reduced by DKK 200,000. The budget is
increased by about 50%. The additional funding is needed as a direct result=
of
creating seven new units in CERWASS and the subsequent need for existing
CERWASS staff to learn new skills. The budget r=
emains
unaltered but the focus shifts somewhat from mass media communication to
information exchange and sharing e.g. CERWASS website. The budget is
increased from DKK 160,000 over 5 years to DKK 575,000 over the same period.
Unit costs to hold external events are considerably above those estimated in
the original budget. The
operationalisation of the Strategy requires extensive inputs from GoV, since
donor inputs can provide only limited support to GoV led initiatives. As th=
e work
is a core duty of the GoV and involves the part time input of many staff fr=
om
across different disciplines and ministries, it is difficult to define and
quantify the exact inputs to be provided. Ultimately the only practical
approach is to make the working assumption that the GoV will provide all in=
puts
that are necessary, over and above those inputs provided by Danida and other
donors. If this does not happen then it signals a change in priorities and =
the
level of ambition and the nature of the WAterSPS will need to be reassessed=
. It is expect=
ed that
MARD and CERWASS will provide: ••6&nb=
sp; =
Assumptions
These are fa=
ctors
which serve as useful information to the sub-component management team.
Assumptions are monitored in order to ensure that activities to be undertak=
en
by others are carried out. Moreover, the sub-component management team need=
s to
manage risks and address the identified limiting factors in order to undert=
ake
realistic planning. The assumpti=
on in
the sub-component description for outputs to contribute to the immediate
purpose of the WAterSPS is that “lessons learnt in pilot projects con=
firm
the soundness of the basic principles of the Strategy”. Observations =
from
the field, to date, would support the soundness of this assumption. The assumpti=
ons in
the sub-component description for the activities to generate outputs are: •••••••7&nb=
sp; =
Indicators and Means of
Verification
To be useful, verifiable indicato=
rs must
be defined in terms of quantity, quality and time. The indicators for the
“outputs” in the logical framework for sub-component 1.2 are not
described in terms of levels of achievement and therefore could not be used=
to
define an evaluation plan for the sub-component. Figure 7.1 lists the original nar=
rative
description and the original indicators against suggested updated verifiable
indicators described in terms of QQT. Figure 7.2 lists the enhanced nar=
rative
framework (from Figure 4.1), the updated verifiable indicators (from figure
7.1) and updated means of verification. Figure 7.2 is in fact the updated
logical framework for sub-component 1.2. The updated logical framework is =
still
far from perfect, however at this stage, it is not considered useful to att=
empt
to improve it further, since it is anticipated that in the near future,
WAterSPS activities will be identified within the logical framework for the
Strategy action plan. WAterSPS activities will contribute to the achievemen=
t of
national outputs for which verifiable indicators and means of verification =
will
be developed. Nevertheless, the updated verifia=
ble
indicators do provide a reasonable idea of the focus, at least initially, of
the support from the sub-component. The updated EOPI for sub-componen=
t 1.2 is
the anticipated EOPI for the Strategy action plan. Although the WAterSPS al=
one
will not provide all the inputs needed to generate the outputs necessary to
achieve the immediate objective of the Strategy action plan, nevertheless t=
he
WAterSPS should only proceed in an environment where other external necessa=
ry
and sufficient conditions are in place. To do otherwise, the WAterSPS could=
be
effective but have little impact e.g. a strengthened CERWASS but no action =
plan
to coordinate. The updated means of verification=
remain
largely dependent on reports and documents however more of these are outside
the direct control of the WAterSPS. The “awareness raising outputs=
221;
(“outputs” 2 and 3) are tied to independent sources of data that
will be able to measure the effectiveness of the planned awareness raising
activities. “Output” 4 will use VBA records and “Outputs&=
#8221;
10 and 11 rely on the CERWASS website. Figure 7.1: Updated Indicators for
WAterSPS Sub-Component 1.2 “Outputs” Original
Narrative Description [From Sub-Component Description] Original
Verifiable Indicators [From Sub-Component Description] Updated
Verifiable Indicators Original
Immediate Objective: Assist in the establishment of capability=
of
CERWASS to implement the NRWSSS …….. Reworded Immediate Objective A strengthened CERWASS able to coordinate=
the
implementation of the Strategy •
A National Programme 2005-2010 in accordance with NRWSSS approved=
by
2004 •
A National Fund for RWSS used by GoV and donors to channel funds =
for
RWSS investments undertaken by user organisations •
Competent staff at all levels capable to fulfill their new roles =
and
responsibilities National RWSS programme for 2006-2010, ba=
sed
on Strategy principles, approved in 2005 WAterSPS
“Output” 1 RWSSS office established in CERWASS Inspection/progress report Inception report, work plans for 2002 and
consultant’s QA plan approved by NSC in Jan 2002 WAterSPS
“Output” 2 Awareness and acceptance of NRWSSS at all
relevant levels in GOV and Mass Organisations at HQ, Province, District a=
nd
Commune Level Satisfactory reports from workshops, semi=
nars
and other awareness raising activities Strategy action plan pilot provinces̵=
7;
RWSS plans include Strategy principles by Oct 2002 WAterSPS
“Output” 3 Awareness of NRWSSS procedures and roles =
and
responsibilities of user organizations Applications from User Organisations Strategy action plan pilot provinces supp=
ort
the formation of water user groups from mid-2002 onwards WAterSPS
“Output” 4 National Fund for Rural Water Supply and
Sanitation established on pilot basis Fund Organisation, management, regulation=
and
procedures in place and approved by GOV Some Strategy action plan pilot provinces
have functioning loan guarantee funds by mid-2002 WAterSPS
“Output” 5 Study of Institutional Development and
Organisational and HRD requirements Recommendations of Study approved by SPS
Steering Committee ID/OS and HRD plans approved by CERWASS
management by early 2002 WAterSPS
“Output” 6 HRD Programme HRD Programme approved by SPS Steering
Committee New units in CERWASS able to implement
planned activities WAterSPS
“Output” 7 Institutional and Organizational Development P=
lan
and Programme Institutional and organisational plan and programme approved by S=
PS
Steering Committee Quality management plan being implemented=
by
CERWASS from early to mid-2002 WAterSPS
“Output” 8 New Concepts, Guidelines and Procedures developed and
incorporated in design of Pilot Projects Design of Pilot Schemes approved by SPS
Steering Committee Strategy action plan pilot provinces agre=
e on
a framework for demand responsive projects by mid-2002 WAterSPS
“Output” 9 Lessons learnt from first generation of P=
ilot
Projects in few communes documented in evaluation report Evaluation of Lessons learnt in SPS Revie=
w Evaluation report on “Strategy pion=
eer
projects” in selected provinces by early 2002 WAterSPS
“Output” 10 Second generation of Pilot Projects in 3-4
Districts in Dak Lak and Ha Tinh Scheme Progress Reporting Guidelines published and best practice
documented on an on-going basis from mid-2002 WAterSPS
“Output” 11 Lessons learnt from second generation of Pilot documented in
evaluation report Evaluation of Lessons learnt in SPS Revie=
w CERWASS website updated regularly by Feb =
2002 WAterSPS
“Output” 12 Plan for Nationwide replication with adjustmen=
ts
for lessons learnt National seminars disseminates and discus=
ses
draft plan with widely acceptable guidelines and procedures for Nation Wi=
de
implementation of the NRWSSS Phase II of the Strategy action plan proc=
eeds
by start of 2004 Figur=
e 7.2:
Updated Means of Verification for WAterSPS Sub-Component 1.2 Enhanced
Narrative Description [From Figure 4.1] Updated
Verifiable Indicators [From Figure 7.1] Updated
Means of Verification Immediate
Objective: A strengthened CERWASS able to coordinate=
the
implementation of the Strategy National RWSS programme for 2006-2010, ba=
sed
on Strategy principles, approved in 2005 Decisions of MPI and MoF and minutes of t=
he
steering board of the national fund for RWSS WAterSPS
“Output” 1 Strategy coordination office established =
in
CERWASS Inception report, work plans for 2002 and
consultant’s QA plan approved by NSC in Jan 2002 Minutes of NSC WAterSPS
“Output” 2 Awareness and acceptance of Strategy at a=
ll
relevant levels Strategy action plan pilot provinces̵=
7;
RWSS plans include Strategy principles by Oct 2002 Comparison and analysis of proposals subm=
itted
to NTP by all provinces in Oct 2002 WAterSPS
“Output” 3 Raised awareness of Strategy procedures a=
nd
the roles and responsibilities of water user organizations at provincial
level Strategy action plan pilot provinces supp=
ort
the formation of water user groups from mid-2002 onwards Provincial records of water user groups
registered WAterSPS
“Output” 4 National fund for RWSS, established on pi=
lot
basis in selected provinces Some Strategy action plan pilot provinces
have functioning loan guarantee funds by mid-2002 VBA records at provincial level WAterSPS
“Output” 5 Institutional Development, Organisation
Strengthening and HRD plans completed ID/OS and HRD plans approved by CERWASS
management by early 2002 Published document WAterSPS
“Output” 6 HRD programme implemented New units in CERWASS able to implement
planned activities Progress reports WAterSPS
“Output” 7 Institutional Development and Organisation
Strengthening plan implemented Quality management plan being implemented=
by
CERWASS from early to mid-2002 Progress reports WAterSPS
“Output” 8 New concepts, guidelines and procedures
developed and incorporated in design of RWSS projects Strategy action plan pilot provinces agre=
e on
a framework for demand responsive projects by mid-2002 Published document WAterSPS
“Output” 9 Lessons learnt from the “pioneer
Strategy projects” in few communes documented. Evaluation report on “Strategy pion=
eer
projects” in selected provinces by early 2002 Published document WAterSPS
“Output” 10 Strategy action plan pilot provinces
incorporate Strategy principles in the design of their RWSS projects Guidelines published and best practice
documented on an on-going basis from mid-2002 CERWASS website WAterSPS
“Output” 11 Lessons learnt from Strategy action plan
pilot provinces documented at national level Best practices
toolkits on CERWASS website updated regularly from Feb 2002 Number of “hits” on CERWASS
website WAterSPS
“Output” 12 Plan for nationwide replication of the Strateg=
y Phase II of the Strategy action plan proc=
eeds
by start of 2004 Minutes of inter-ministerial Strategy
steering committee WAterSPS management comprises of a =
National
Steering Committee (NSC) and Provincial Steering Committees (PSC). The NSC =
has
the overall responsibility for the implementation of the WaterSPS. The NSC =
is
supported by a Central Program Management Unit (CPMU) located within
MARD’s International Cooperation Department (ICD). The implementation=
of
the WAterSPS is co-ordinated by the CPMU. The functions of NSC and CPMU are
described further in Appendix 7 At component and sub-component le=
vel the
formal organisation may be supplemented by informal coordination groups or =
task
forces that will facilitate day-to-day implementation. Sub-component 1.2, t=
ogether
with the three sub-components in component 2 (RWSS), is a member of the RWSS
coordination committee (RWSSCC). The WAterSPS manual (in the final=
stages
of preparation) has been prepared with the objective of providing all
institutions and staff involved in the management and implementation of the
WAterSPS with information on the scope, organisation and procedures governi=
ng
the WAterSPS. The following information has been summarised from the WAterS=
PS
manual. The “project implementation
unit” for sub-component 1.2 has been established within CERWASS as the
Strategy coordination office. The office is headed by the CERWASS director =
who
is also the sub-component director. The Strategy coordination office report=
s to
MARD’s ICD and to the RDE via the CPMU. The Strategy coordination office =
is
required to meet the objectives of the sub-component through the timely
implementation of activities with the allocated resources and within budget.
The Strategy coordination office is required to: •••••••••8.2 =
Informal Coordination and
Working Groups
Informal groups are required to
strengthen coordination of WAterSPS activities. The need for such groups is
particularly great in RWSS service delivery, which traditionally is fragmen=
ted
between several sectors. In Vietnam this type of coordinat=
ion is
typically achieved through joint participation in official Government bodie=
s,
such as the national water resources council, the national committee for sa=
fe
water and environmental health, and programme/project steering committees.<=
/span> In the WAterSPS it is proposed to=
achieve
this cooperation partly through the provincial steering committees and part=
ly
through ad-hoc coordination groups, working groups or task forces.
The RWSS Coordination Committee (=
RWSSCC)
is to co-ordinate national and provincial level activities to ensure a unif=
orm
implementation of the Strategy The functions to be performed wit=
hin the
group are inter alia: ••••••••••••8.2.2
Working Groups and Task F=
orces
Working groups and task forces ma=
y be
established by individual sub-components to enlist the support of other sec=
tors
to be involved in activities supported by the sub-component. The formation of such groups and =
task
forces at the national level has however to date been severely hampered due=
to: •••9&nb=
sp; =
Sub-Component Implementat=
ion
Plan
WAterSPS support to CERWASS under
sub-component 1.2 will be provided within the framework of the Strategy act=
ion
plan described in the Strategy document approved by the prime minister under
decision 104 in August 2000. A comprehensive list of tasks tha=
t are
likely to be included in the action plan is described in volume 3 of the
Strategy study prepared in March 1999. This list of tasks will need to be
updated by CERWASS in close consultation with other participating ministries
once it has received a mandate from MARD to do so. The updated list of tasks
can then be developed into the logical framework for the Strategy action pl=
an. Once the logical framework for the
Strategy action plan is finalised, it will be possible for CERWASS to ident=
ify
the activities/tasks that it would like the sub-component to support and
develop during the first two years of phase I. Other donors have expressed a
strong interest in contributing to the development of some tasks during the
same period. Some donors will support activities in other ministries and the
use of a common logical framework will greatly facilitate inter-ministerial=
and
donor coordination by CERWASS. In phase II (years 3 and 4) activ=
ities at
national level will consist of refining and developing various manuals and
guidelines in the light of the experience from the pilot provinces in years=
1
and 2. CERWASS will also be responsible for coordinating the replication of=
the
Strategy to the remaining provinces. Support, in both phases of the ac=
tion
plan, needs to remain flexible and responsive to the needs of CERWASS in the
pursuit of its role as the coordinator of the implementation of the Strategy
action plan. For the purpose of illustration, a
tentative hierarchy of objectives for the Strategy action plan for the peri=
od
2002-2005 has been prepared based on the outline of key tasks described in
volume 3 of the Strategy study (Box 2.2). This illustrates the size of the =
job
facing the RWSS sector in moving away from a supply driven approach monopol=
ised
by the state, to a dynamic and enabling participatory demand responsive
approach embracing substantive contributions from many areas of civil socie=
ty. Many of the tasks in the hierarch=
y of
objectives have significant sub tasks. Indeed some of these could in themse=
lves
become future WAterSPS sub-components e.g. Task 4.1.4 National Water Quality
Testing or Task 1.2.3 Implementation of a Comprehensive HRD Plan for the RW=
SS
sector. In addition to providing general =
capacity
building support to CERWASS, it is expected that the WAterSPS, through sub-=
component
1.2, will take a leading role at the national level in IEC and the
institutionalisation of a national fund for RWSS financing. In collaboration
with sub-component 1.1 (implementation of the law on water resources), the
WAterSPS should also make a significant contribution to establishing the
necessary legal and regulatory framework. In early July 2001 the director C=
ERWASS
and the STA, with support from the sub-component manager and in consultation
with other CERWASS managers, prepared a tentative list of activities to be
developed in the second half of 2001 with support from sub-component 1.2. T=
he
rationale behind these activities was to establish a good basis for develop=
ing
the Strategy action plan from January 1, 2002 onwards. The outputs/activities were purpo=
sely not
put into a formal time schedule given the prevailing considerable uncertain=
ties
that made any time bound planning extremely difficult, if not impossible. T=
he
aim is to complete all the activities and to respond to new opportunities as
and when they arise. The list of activities is included as Appendix 9. Prog=
ress
on these activities will be included in the annual progress report to be re=
ady
by mid-December 2001. Sub-component 1.2 is supporting t=
he
development of new ideas and concepts and a step by step flexible approach =
with
a certain degree of innovation needs to be adopted in order to achieve the =
key
milestones as set out in the Strategy action plan. Rigid planning would be
counterproductive in such situations. Finally it is important to recogn=
ise that
CERWASS is coordinating many and varied on-going activities in the RWSS sec=
tor.
The operationalisation of the Strategy is acknowledged as a priority by CER=
WASS
and all of the staff is very keen to contribute, but it will not be possibl=
e to
focus only on this issue. Detailed time bound work plans and
budgets for sub-component 1.2 for 2002 are currently being prepared by the =
new
thematic units established in CERWASS, with inputs from the international a=
nd
national consultants. The WAterSPS will assist CERWASS to develop activitie=
s in
capacity building, IEC, financing as well as technical areas. The plans and
budgets will be ready by mid-November 2001. Many of these activities will h=
ave
a two year outlook: corresponding to phase I of the Strategy action plan. Some divergence from these time b=
ound
plans can be expected as the sub-component needs to continue to be responsi=
ve
to ideas coming from the provinces. Other unforeseen demands on CERWASS, bu=
t of
a higher priority, may also cause some unavoidable changes/delays to the pl=
ans.
Some of the key issues that need =
to be
solved in 2002 include: ••••••••••10 =
Budget
The total budget, including
contingencies, available to the WAterSPS sub-component 1.2 for the period
2001-2005 is DKK 12,700,000. The original and updated breakdown of this bud=
get
is shown in Table 10.1. Table=
10.1:
Original and Updated Budget Breakdown The budget heads for: National St=
aff;
Travel & Transport; and CERWASS HRD were combined under Training and St=
aff
Costs in the original sub-component budget. In the updated budget, these are
listed separately for the purpose of clarity. The budget head for
“communication” is changed to “information” to refl=
ect
the planned focus of activities. “Local consultants” is updated=
to
“National TA”. Revisions to budget heads are bas=
ed on
observed spending patterns during the inception phase and the anticipated
volume of activities to be developed. Revisions to budget heads are dis=
cussed
in detail under inputs in section 5.1 The present DKK/USD exchange rate=
of 8.1,
when compared to the exchange rate at the time of approval, lowers the
available budget to be spent in Vietnam in USD by 144,532 and the total ove=
rall
budget to USD 1,669,754. [The budget head for the international consultants=
is
fixed in DKK and is not subject to currency fluctuations]. The chart of accounts breakdown t=
he
budget heads into budget sub-heads for the purpose of internal monitoring.<=
/span> Table 10.2: Original Five Years Bu=
dget Table 10.3: Updated Five Years Bud=
get Figure 10.1: Cumulative Original a=
nd
Updated Five Years Budget Table 10.4: Approved Budget 2001 Table 10.5: Rolling Budget 2001 Table 10.6: Actual Expenditure 200=
1 Figure 10.2: Budgets and Expenditu=
re 2001 Appendix 1=
: Original Logical Framework Narrative Description Verifiable Indicators Means of Verification Objectives of sub-component: Assist in the
establishment of capability of CERWASS to implement the NRWSSS in a cost
effective manner and in accordance with the overall political/institution=
al
framework and the lessons learned in a number of pilot schemes in selected
communes, districts and provinces. Impact assessment in
evaluation report by October 2004 Output 1 RWSSS Office establish=
ed
in CERWASS Inspection/progress re=
port Minutes of meeting in
Steering Committee Output 2 Awareness and acceptan=
ce
of NRWSSS at all relevant levels in GOV and Mass Organisations at HQ,
Province, District and Commune Level Satisfactory reports f=
rom
workshops, seminars and other awareness raising activities Minutes of meetings in
Steering Committee Output 3 Awareness of NRWSSS
procedures and roles and responsibilities of user organisations Applications from User
Organisations MIS and sub-component
quarterly report Output 4 National Fund for Rural
Water Supply and Sanitation established on pilot basis Fund Organisation,
management, regulation and procedures in place and approved by GOV Fund Regulation/Ordina=
nce Output 5 Study of Institutional
Development and Organisational and HRD requirements Recommendations of Stu=
dy
approved by SPS Steering Committee Minutes of SPS steering
Committee Output 6 HRD Programme HRD Programme approved=
by
SPS Steering Committee Minutes of SPS Steering
Committee Output 7 Institutional and Organizational Development Plan and Programme Institutional and
organisational plan and pro=
gramme
approved by SPS Steering Committee Minutes of SPS Steering
Committee Output 8 New Concepts, Guidelin=
es
and Procedures developed and incorporated in design of pilot projects Design of Pilot Schemes
approved by SPS Steering Committee Minutes of SPS Steering
Committee Output 9 Lessons learnt from first generation of Pilot Projects in few comm=
unes
documented in evaluation report Evaluation of Lessons
learnt in SPS Review Evaluation report Output 10 Second generation of P=
ilot
Projects in 3-4 Districts in Dak Lak and Ha Tinh Scheme Progress Report=
ing Quarterly Progress Rep=
orts
from Provinces Output 11 Lessons learnt from
second generation of Pilot
documented in evaluation report Evaluation of Lessons
learnt in SPS Review Evaluation report Output 12 Plan for Nationwide
replication with adjustments for lessons learnt National seminars
disseminates and discusses draft plan with widely acceptable guidelines a=
nd
procedures for Nation Wide implementation of the NRWSSS Recommendation of Semi=
nar
reports Appendix 2=
: Functions of CERWASS Under the as=
signment
of MARD, the functions of CERWASS, as officially presented, are to: •••••••••••Appendix 3=
: Approach to Capacity Building [The text in this appendix has be=
en
reproduced from Carl Bro’s proposal for “support to implementat=
ion
of rural water supply and sanitation, Vietnam”] A number of aspects need to be as=
sessed
in order to determine the focus of capacity building efforts. It is our
experience that the following five inter-related areas are of particular
importance: •••••Training Principles=
The Component Description for Nat=
ional
Capacity Building within the Water Sector contains a list of very relevant =
and
generally accepted approaches and tools in relation to training/ capacity
building. As mentioned in the Component Description, the most relevant of t=
hese
approaches and tools will need to be selected and to be adjusted to the
particular situation. We suggest that the whole list is reviewed and discus=
sed
with relevant organisations in connection with the Organisational and HRD
Study. We will, however, refer to some of the approaches and tools in this
section. Our proposed overall approach to =
training
is an action-oriented and “learner-based” model that is based u=
pon
the following five principles: •••••Training Methods and Tools=
On-the-job training is part of the
“learning-by-doing” approach mentioned above. Wherever possible,
local counterparts and local consultants will be “twinned”, or =
work
closely on a day-to-day basis, with the international specialist within the=
ir
respective technical discipline.
This type of twinning approach is particularly important where
international inputs are relatively short. On-the-job training, inspiration=
and
international experience will also be provided to small Working Groups, whi=
ch
we suggest are established for very specific purposes, e.g. the development=
of
a gender strategy, guidelines for IEC activities, manuals on different
technology options, procedures for tendering etc. To ensure that our traini=
ng approaches
are implemented effectively, we will propose to the SMG and PCUs that expli=
cit
training and knowledge transfer responsibilities are incorporated into the
Terms of Reference of our international specialists and also into the Terms=
of
Reference for local consultants. We consider workshops and seminar=
s as an
important tool for capacity building and have in our more detailed methodol=
ogy
suggested these in connection with several activities. During the National =
RWSS
Strategy Study we found workshops and seminars very useful. Some of them we=
re
organised in order to discuss the existing situation within the RWSS sector=
and
identify issues of particular relevance for the National RWSS Strategy. Oth=
er
workshops and seminars focused on a particular issue. It was our experience
from the National RWSS Strategy Study, and also from our involvement in oth=
er
projects in Vietnam, that the Vietnamese are very keen to learn from
international experience. During one of the Strategy Study seminars we had
therefore invited senior people from other countries in the region to make
small presentations of their experience and to participate in the group and
plenum discussions which followed. There is of course a limit to how many
workshops and seminars should be organised; if too much time is spent on
workshops people may get frustrated that there is too much talk and not eno=
ugh
action and concrete results. It is our experience that workshops and semina=
rs
are relevant for brainstorming, overall planning of activities, discussion =
of
particular issues etc., but not for the more detailed development of
guidelines, procedures etc. Small working groups will be more
suitable for detailed discussions of strategies, guidelines, procedures etc=
. We
have had good experience with establishment of small working groups in
connection with the National RWSS Strategy Study and in connection with a
number of other projects in Vietnam. Some of these are more permanent groups
which meet regularly to plan activities or discuss particular issues. Other
groups have been established on a more ad-hoc basis, for example to plan a
particular event, develop specific guidelines, prepare specific training
materials etc. As mentioned above, we propose that small working groups are
established for very specific purposes, e.g. preparation of guidelines and
manuals. We also intends to discuss with CERWASS and other key organisations
whether more permanent working groups should be established. Our internatio=
nal
specialists will participate in discussions in these groups, providing
international experience and general inspiration. We suggest that possible
local consultants also participate. Capacity building will be an integrated
part of the work in these groups It will be part of the Organisati=
onal and
HRD Study to assist in identifying relevant training courses for our
counterparts and other key staff at different levels. We will use the findi=
ngs
of a HRD Study carried out in 1998-1999 in preparation for the Danida-suppo=
rted
Water SPS. The report contains for example information on a number of educa=
tion
and training institutions in Vietnam which may be able to offer relevant
training courses. Furthermore, the Asian Institute of Technology, which has=
a
branch in Hanoi, offers a wide range of courses which may be relevant. The
Medical Universities/Schools in Hanoi, Ho Chi Minh City and Buon Ma Thuot a=
re
other possible training service providers as are a number of local consulta=
nts,
vocational training schools etc. The VWU will be able to conduct training
courses on the use of participatory methods in connection with community
mobilisation and IEC activities. It may also be relevant for a few key staf=
f to
attend training courses in neighbouring countries. We anticipate the training course=
s to be
a mixture of standard training courses already offered by various instituti=
ons
and more tailor-made courses. When assisting with the planning of more
tailor-made courses, we will emphasise the need to use participatory method=
s during
the courses. It is our experience that presentations and lectures should be
combined with group discussions among the participants, where the knowledge,
skills and tools presented are related to the situation in the
participants’ own organisation or the local RWSS situation. Discussio=
n of
case studies and practical examples will be an important learning tool, as =
will
presentations by the participants after group discussions. It will also be
important that counterparts, other staff, volunteer motivators, private
entrepreneurs etc. can use their new skills during, or immediately after
finishing, a training course. We envisage that study tours will=
be
organised to other projects within Vietnam. In connection with e.g. the Dal=
at
and Buon Ma Thuot Water Supply Projects, we have found this to be a very
useful, and much appreciated, way of learning from the experience of others,
getting inspiration for new activities etc. It is also a good way of
establishing formal and informal contacts and networks which can be used af=
ter
the study tour. Once the implementation of activities have started in the p=
ilot
districts, it will be relevant to organise study tours to these districts as
part of the planning of activities in new districts. Study tours or “=
exchange
visits” may also be organised within a district. Furthermore, it shou=
ld
be considered to organise study tours to neighbouring countries for a few
counterparts and key staff at national and provincial level. This could be =
part
of the efforts to establish a regional network. Attachment of trainees from unive=
rsities
and other educational institutions is another way of building up a future
Vietnamese resource base for the Government and private sector. They could
either be involved more generally in the planning and implementation of
activities at national and/or provincial levels or they could be involved in
specific studies or research initiatives. The Component Description for
National Capacity Building mentions that faculty members from the Water
Resources University could be exposed to study tours and attachments to
projects in the field. We fully support this suggestion as a way of promoti=
ng
the incorporation of practical field experience into the formal educational=
and
training system. Together with the CPMU for the Wa=
ter SPS
and the Management Group in national CERWASS, we will explore how best to
ensure close co-operation with the training and other capacity building
activities under other SPS Sub-components, the UNICEF-supported WATSAN
programme, the support provided by DFID to IEC activities, the UNDP-World B=
ank
Water and Sanitation Programme as well as other relevant programmes.=
Appendix 4: Enhanced CERWASS Organisation Structure Proposed thematic units in the CE=
RWASS
organisation structure to support the implementation of the Strategy. Appendix 5: Updated Job Description for the Danida STA The Danida Senior Technical Advis=
er (STA)
is the senior adviser to the director of CERWASS which is the executing age=
ncy
of the WAterSPS sub-component 1.2: support to implementation of the Strateg=
y.
The STA advises CERWASS and the international technical assistance team
contracted by Danida on overall implementation of the sub-component within =
the
capacity building component of the WAterSPS. The challenge is to transform
CERWASS into a learning organisation which can generate the planned outputs=
in
a participatory work process. The scope of work of the STA incl=
udes but
is not limited to the activities below: The STA is responsible for =
policy
and strategy dialogue with GoV within the RWSS sector in consultation with =
the
Danida sector coordinator in the CPMU and the development counsellor in the=
RDE The STA is responsible for
integration of Danish development policies and strategies within sub-compon=
ent
1.2 The STA is, together with t=
he
CERWASS director, responsible for work planning and budgeting for sub-compo=
nent
1.2 The STA is primarily a gene=
ral
adviser to the director in CERWASS. The STA and the CERWASS dir=
ector are
responsible for progress reporting and financial reporting to the CPMU The STA is responsible for =
general
enforcement of rules and regulations at sub-component level The STA is responsible for =
ensuring
annual/semi-annual work plans/ budgets for sub-component 1.2 are submitted =
to
CPMU for approval The STA and the CERWASS dir=
ector
prepare draft TOR for inputs by consultants for sub-component 1.2. These ar=
e to
be prepared two weeks prior to the arrival of the consultant and then discu=
ssed
with and agreed by the consultant within two days after arrival. The STA is responsible for
personnel management of Danida employed staff in CERWASS, including selecti=
on,
recruitment, performance assessment, HRD and management. The STA is responsible for =
annual
staff appraisal meetings with Danida employed staff in CERWASS. The STA is responsible for =
filing
systems and general office management related to sub-component 1.2.<=
/p>
The STA liaises and coopera=
tes with
authorities, departments and other stakeholders at central and provincial
levels. The STA participates in var=
ious
donor meetings and coordination groups within the RWSS sector. As the only International Special=
ist
being permanently resident in Vietnam for the first two years of the progra=
m,
and with substantial inputs during the remaining three years, the Team Lead=
er
and IEC Specialist will be responsible for the day-to-day planning, managem=
ent
and monitoring of the multi-disciplinary services provided by the Consultan=
t.
This will include very close co-operation and co-ordination with the
Sub-Component Management Groups at national and provincial levels, the Cent=
ral
Programme Management Unit, and the Royal Danish Embassy. She will also have the overall
responsibility for financial management of the funds provided under the
Consultant’s contract. She will play a major role in team building
activities, the development of a sense of ownership, capacity building of l=
ocal
counterparts and consultants and in the evaluation and dissemination of les=
sons
learned. She will provide spe=
cific
inputs to the development of IEC frameworks, plans and guidelines and to the
implementation and monitoring of IEC and community management activities. S=
he
will also assist with the preparation of gender action plan(s) and provide
advice on the incorporation of gender issues in program activities
•••••••••1.2.1
Rural Development and the=
RWSS
Situation in Vietnam
1.2.2
Ministry of Agriculture a=
nd
Rural Development (MARD)
1.2.3
Other Relevant Actors
1.2.4
National Target Programme=
1.2.6
Danida Assistance<=
/a>
1.3&=
nbsp; &nbs=
p;
Capacity Building<=
/a>
1.3.1 &=
nbsp;
Visi=
on
1.3.2 &=
nbsp;
Oppo=
rtunities
1.3.3 &=
nbsp;
Barr=
iers
1.3.4 &=
nbsp;
Chal=
lenges
and Approaches
1.4&=
nbsp; &nbs=
p;
Basis
2.1&=
nbsp; &nbs=
p;
Elements of a Logical Fra=
mework
2.2&=
nbsp; &nbs=
p;
The LFA for Sub-Component=
1.2
2.2.1
Changes in the Project
Environment
2.4&=
nbsp; &nbs=
p;
Coordinating the Strategy
Action Plan
3&nb=
sp; =
Objectives and Approach
3.1&=
nbsp; &nbs=
p;
Objectives
3.2.1
General
4.1&=
nbsp; &nbs=
p;
Scop=
e of
Work
4.1.1
Outp=
ut 1
NRWSS Office Established in CERWASS
4.1.2
Outp=
ut 2
Improved Awareness and Acceptance of NRWSS at all Relevant Levels.
4.1.3
Outp=
ut 3:
Improved Awareness for User Groups/User Organisations
4.1.4
Outp=
ut 4:
National Fund for RWSS Established on Pilot Basis
4.1.5
Outp=
ut 5:
Study of Institutional Development and Organisational and HRD Requirements<=
/span>
4.1.6
Outp=
ut 6:
HRD Programme Implemented
4.1.7
Outp=
ut 7:
Institutional and Organisational Development Plan and Programme<=
span
style=3D'mso-ansi-language:EN-US'>
4.1.8
Outputs 8 and 10: “=
New
Concepts and Procedures (Developed and Incorporated in Design of Pilot
Projects)” and “Design of Second Generation of Pilot
Projects”
4.1.9
Outp=
uts 9
and 11: “Lessons Learnt from First Generation of Pilot Projects”
and “Documentation of Lessons Learnt from Second Generation of Pilot
Projects”
4.1.10“Outpu=
t”
12 will therefore need to be ready by mid-2003 for implementation in 2004-2=
005
as phase II of the Strategy action plan.
4.2&=
nbsp; &nbs=
p;
Enha=
nced
Narrative Description for Sub-Component 1.2
5&nb=
sp; =
Inputs
5.1&=
nbsp; &nbs=
p;
Danida
5.1.2
Oper=
ational
Costs
5.1.3
Nati=
onal
Technical Assistance
5.1.4
Nati=
onal
Staff
5.1.5
Trav=
el and
Transport
5.1.6
Offi=
ce
Equipment and Cars
5.1.7
CERW=
ASS
HRD
5.1.8
Info=
rmation
5.1.9
Work=
shops
and Conferences
5.2&=
nbsp; &nbs=
p;
Government of Vietnam
8&nb=
sp; =
Organisation
8.1&=
nbsp; &nbs=
p;
Strategy Coordination Off=
ice
8.2.1
RWSS Coordination Committ=
ee
9.1&=
nbsp; &nbs=
p;
5-Year Plan
9.2&=
nbsp; &nbs=
p;
Plan for 2001<=
/h2>
9.3&=
nbsp; &nbs=
p;
Plan for 2002<=
/h2>
![](3D"Inception-2001-CERWASS_files/image006.gif")
Notes:
10.1=
5-Year Budget<=
/h2>
![](3D"Inception-2001-CERWASS_files/image008.gif")
![](3D"Inception-2001-CERWASS_files/image010.gif")
![](3D"Inception-2001-CERWASS_files/image012.gif")
10.110.2
Budget for 2=
001![](3D"Inception-2001-CERWASS_files/image014.gif")
![](3D"Inception-2001-CERWASS_files/image016.gif")
![](3D"Inception-2001-CERWASS_files/image018.gif")
![](3D"Inception-2001-CERWASS_files/image020.gif")
Aspects of Capacity Buildi=
ng
Learner-based
Approach
On-the-Job
Training
Workshops
and Seminars
Working
Groups
Training
Courses
Study
Tours
Trainees
Co-operation
and Co-ordination
![](3D"Inception-2001-CERWASS_files/image022.gif")
General Description
Roles and functions: