Introduction

In order to meet the overall objectives of the project a focus on training at a local stakeholder level is essential. SDM, Delta planning and the BDP2100 in particular all aim at a decentralisation of water management and to better integrate policy and operational levels, which requires empowerment at local level.

This means that the capacities that need to be developed will focus on stakeholder-aligned best practises infused with applicable SDM and Delta planning principles. The ‘holistic’ nature of SDM and delta planning urges us to reach beyond typical water domain, by addressing for instance issues like urban growth (and subsequent land-use change), or food security. Given the rapid economic development and demographic changes, it therefore seems essential to mainstream water into processes that are not necessarily water focussed, but have a large impact on the Bangladeshi water system. This has consequences for the way in which stakeholders/target groups are identified and which champions, institutes, etc. are involved in the delivery of capacity development initiatives.

Instead of focussing the activities on training the staff of particular agencies with a local outreach, the WPs approach is to identify and build upon co-partnerships between projects (‘partner projects’), in order to setup a dedicated coaching/training program where flagship/successful projects can coach similar projects that are still at the initial stages of planning or implementation. The requirement is that the projects show leadership, best practices or contribute to SDM/delta planning, even though that might not be their primary objective. Additionally, the project(s) involves multiple stakeholders, preferably combining public-private partners or partners beyond the ‘usual suspects’ in water management related projects.

In summary the WP aims:

Overall: To develop inter-project collaborations in which front-runners embracing SDM/ADM-principles engage with early stage partner-projects in order to build capacity for adoption and replication.

long term, i.e. future impact
  • To develop skills for mainstreaming SDM and delta planning principles into existing projects at any stage (Definition, Initiation, Planning, Execution, Monitoring & Control and Closure);
  • To build capacity to develop value propositions for including SDM/delta planning principles into projects;
  • To evolve project-based stakeholder groups into differentiated learning and action alliances based on the adoption of SDM/delta planning principles;
  • To engage stakeholders that have a significant impact on the water cycle but are typically ignored (e.g. brick manufacturing, garment industry, etc.)
  • To create leadership by example: to build upon successful projects rather than on known problems, issues, challenges
  • To include gender-related accomplishments as an important factor in the appraisal of the project used as actual case studies.
  • To include ‘non-typical’ stakeholders by approaching projects from for instance a supply-chain perspective or to include projects that have a disproportional yet indirect relation to the water cycle (e.g. urban development);
short term, i.e. project period
  • To develop a protocol for the identification of two viable partner projects;
  • To develop a tailored peer-to-peer learning programme that includes SDM/ADM components;
  • To identify a coaching pool among Bangladesh regional water institutes;
  • To equip existing water related institutes in facilitating role in a peer-to-peer learning network;
  • To facilitate and deliver knowledge and skill transfer from a ‘frontrunner’-project to a target project;

The outcome of the accompanying activities, is that a new format and protocol for a more effective local training is developed that can be tailored and replicated in for different future projects. This setup will be adopted in the sustainable delta management training centre (WP2), which in turn will be able to reach a stakeholders that have not yet been included in existing training programs. The project-oriented focus increases the potential impact and makes that impact more easily measurable compared to an agency oriented approach from traditional approaches. The setup of the concept is presented in the figure below.

Deliverables

Year 1 (Numbering deliverables refers to activity 1-9)

1.1 General project inventory

1.2 Data sheets for projects

1.3 Summary of outcomes

2.1 Assessment framework for identification of partner projects

2.2 Development of performance metrics

2.3 Background report on assessment framework

3.1 Pool of coaches from Delta Wing partners

Year 2 – 4 (Numbering deliverables refers to activity 1-9)

4.1 Report on value proposition

4.2 Initial training material

5.1 Report on value proposition

5.2 Initial training material

6.1 3 workshops

6.2 Report

6.3 Collaboration proposal

7.1 Training sessions

8.1 Sharing project protocol (complete procedure)

8.2 Course material

8.3 Associated coaches, trainers

9.1 Report

9.2 Evaluation

9.3 Future work plan

William Veerbeek

William Veerbeek

Work Package 4 Leader

Project Coordinator,

UNESCO – IHE Institute for water education

tel : +31152152388

Zahir-ul Haque Khan

Zahir-ul Haque Khan

Sparring Partner

Director,
Coast, Port & Estuary Division (CPE),
Institute of Water Modelling (IWM),
House # 496, Road # 32, New DOHS, Mohakhali,
Dhaka-1206,
Bangladesh

e-mail: zhk@iwmbd.org

tel:  (+88)01841930004