Sustainable Delta Management : Longer term planning and integrated assesment (WP3)

Objectives

Develop capacity building for Sustainable Delta Management: longer term planning and integrated assessment.

  •  Increase operational understanding of decision makers and planners about longer term planning and integrated assessment.
  •  Improved practical decision making in view of socio-economic and environmental developments including climate change.
  •  Improved understanding of BDP and SDG in relation to delta management.

Target group

People responsible for policy preparation, planning and implementation for water, land and natural resources management at the national level – organisations: WARPO, BWDB, GED, LGED, DoE, DoF, BADC, BIWTA, Urban Sectors (e.g. DWASA, KWASA, RAJUK, …), Local Governments (e.g. DCC, KCC, …).

Activities

1. Link to joint capacity needs assessment – the different elements as described above are discussed among the team and stakeholders in view of the desired outcomes of the training. This will lead to a shared view on the training needs in WP3. Also, a first identification of possible funding sources for the (prolonged) training beyond the project period will be identified in cooperation with WP2.

2. Preparation of the training – a curriculum will be developed including a list of relevant literature. Training material will be developed on the basis of the curriculum – readers, powerpoints. Case studies will be identified – case studies are real life situations for which specific elements of the training can be developed. The materials will be divided into modules to enable custom-made trainings for specific target groups. The curriculum will be used to explore funding opportunities (see under 1).

3. Training – the training will be held according to the agreements on how the training centre will operate. Participants to the training will be asked to fill in an evaluation form about process and contents of the training (to be developed).

4. Reflection/learning/feedback/way forward – based on the experiences during the training and the evaluation forms, the training will be improved, both in process and contents. Steps will be identified to repeat the training for a wider audience, depending on the funding opportunities as identified.

The following activities are foreseen over the next four years:

Develop a definition of Adaptive/Sustainable Delta Management

Delta Alliance ADM training:
  •  Identify relevant participants
  •  Collect existing training material
  •  Develop agenda and further training materials
  •  Organize training; resource persons, facilities, etc.
  •  Evaluate training (including training facilities)
 Discuss with WP2 on how to cooperate and communicate
 Further develop needs assessment for training based on evaluation of Delta Alliance ADM training and further input by DAWB partners
Identify training gaps based on training inventory in WP2 and needs assessment
Collect relevant existing training material
First full training (training may be performed several times)
  •  Further develop training material
  • Assign resource persons
  • Develop agenda
  • Organise training
  • Evaluate training
Adjust training gaps inventory, based on evaluation of training
Communicate with WP2 about preparation, execution and evaluation of training
First full training incl. business model from WP2 (training may be performed several times)
  • Further develop training material
  • Assign resource persons
  • Develop agenda
  • Organise training
  • Evaluate training
Communicate with WP2 about preparation, execution and evaluation of training

Adjust training on the basis of the evaluation of the training and finalise contents and set-up of the training

Identify potential roles of Dutch partners in training under the SDM Centre

Convey the training including training material etc. to SDM Centre

Organization

The training will be developed and delivered with the framework of the Sustainable Delta Management Centre. The relevant organisations (tbd) will be involved in the development of the training material and the testing and evaluation of the training.

Links with other work packages

WP2 – Institutional setting of the centre is important for further development and implementing/testing of the training

WP4-6 – Possible overlap in contents of the training/additionality of the different strands.

WP7-9 – these may set prerequisites for the training and provide support for implementing the training

Expected input from DAWB partners

Below is a short description provided of the inputs as expected from the DAWB Training needs will be based on the needs assessment and training gaps as identified. In close cooperation between the it will be determined What partner can provide what input to the training.

BUET

BUET will support in developing the training by providing training material, case studies to be used for the training, resource persons for conducting the training, and possibly provide training facilities.

WARPO

WARPO will support in developing the training by providing training material, case studies to be used for the training, resource persons for conducting the training, and possibly provide training facilities.

BWP

BWP runs a successful training course on IWRM and intends to develop an add-on training on ADM. BWP will support in developing the training by providing training material, case studies to be used for the training, and resource persons for conducting the training, presumably in close cooperation with CEGIS.

Jos

Jos

Work Package 3 Leader

Saiful

Saiful

Sparring Partner

Sustainable delta management : Innovative collaboration / Multi-stakeholder involvement (WP4)

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

Participatory Water Management – information services local level (WP5)

Detailed work plan, activities and deliverables of Work Package 5: Participatory Water Management – information services local level are given below:

      1. Analyse the need

      •      a. Joint visit to Southwest and CDSP. Before rainy season.
      •      b. Reflect on capacities needed, local information services needed.

      2.Analyse the existing arrangements CDSP, Southwest, analyse existing training

      • a. Existing training: NGO Forum have training material
      • b. Existing training: extension service BWDB, WMG, WMA groups

      3.  Prepare criteria for trainers to be selected (will be involved in the development of the training)

      4. organize a workshop/meeting to share and discuss the information and prepare for yr 2, liaise with the centre

    Planning details year 1

    Y1 analysis – visit Southwest, CDSP and report: 7 d, 1 ticket WUR, involvement BWDB

    Y1 analysis – visit Dhaka, training inventory, based on BWDB, GED, NGOForum, DAE, LGED, snow ball method, document as output – further defining need and possible training in this work package (possible link with WP3,4,6?), running survey and report, 10 d IHE, 1 ticket, involvement in coordination (partly) BUET

    Y1 making training inventory survey form, results of inventory on website, mPower

    Y1 workshop end of Y1, planning Y2, 1 day before IMT (yearly team meeting) (Sep 2016)

    1. Develop training, training of the trainers, make the training available on the platform

    2. Liaise with the centre

    1. Implement training (in Bangla) (practice based) (using e.g. BWDB training centre, Bhaggakul)

    2. Liaise with the centre

    1. Reflect, learn, adjust materials and plan ahead
Saskia Werners

Saskia Werners

Work Package (5) Leader

Umme Kulsum Navera

Umme Kulsum Navera

Sparring Partner

Professor, Department of WRE, BUET,

Dhaka, Bangladesh

e-mail: uknavera@gmail.com

tel: (+88)01817-016153

Information Services for Sustainable Delta Management (WP6)

Read detailed report: WP6 Inception report

The objective

– is to strengthen the capacity of partners to perform regular maintenance and updates of the information services.

main objectives:

  • Supporting early stages of planning and decision making activities with information services
    • Understand user needs
    • Provide tools that can be used to support early planning and decision making tasks
  • Strengthening the capacity for the maintenance of information services and regular updating of the data; and ensuring the ‘legacy of BDP2100’
  • Facilitating learning of best practises by creating a project map

Activities, Output and Deliverables

The work package 6 Information Services for Sustainable Delta Management follows a two-step approach.

Step 1: Increasing the capacity in terms of the use of information services for Sustainable Delta Management

In the first step, we aim at addressing user needs of the following key target users.

  • BWDB
  • WARPO
  • LGED
  • Planning Commission, GED

We are going to address their needs by:

  • offering a training on information services with a focus on the Knowledge Portal and the Touch Table

 

Step 2: Upscaling

In the second step of the project – in the upscaling phase – we aim at extending the scope and also involve a broader community of actors that benefits from a better quality of information services. The second step is particularly important for achieving the objective “Strengthening the capacity for the maintenance of information services and regular updating of the data”.

We are going to address user needs by:

  • Developing an online training modules on information services
  • Providing a project map to showcase on-going activities and projects on Sustainable Delta Management

 

Activities and expected input from :

CEGIS: Center for Environmental and Geographic Information Services  and IWM: Institute of Water Modelling

CEGIS Input:

· Identify relevant participants of the training together with IWM and CAS

· Prepare a one-day-session on the geoserver explaining how spatial information can be uploaded to the geoserver and made available on the Touch Table

· Identify potential users of the online course together with IWM

IWM Input:

· Identify relevant participants of the training together with CEGIS and CAS

· Identify and describe about 5 existing or potential use cases in which information services where used to support decision making in adaptation planning in

Bangladesh that can be used to demonstrate the potential of climate services during the training

· Identify potential users of the online course together with CEGIS

CEGIS input:

· Facilitate the one-day-session on the geoserver during the training (consisting of a presentation and hands-on exercises)

· Adjust the course material according to the outcome of the evaluation of the one-day-session

· Organize and participate in the user board meeting with potential users of the online-course together with IWM and CAS

· Transform the workshop material of the one-day-session on the geoserver into online course material

IWM Input:

· Adjust use cases based on the evaluation of the training

· Organize and participate in the user board meeting with potential users of the online-course together with CEGIS and CAS

· Contribute to the transformation of the training material into online course material whenever it is about the use cases

CEGIS Input:

· Further transform the workshop material of the one-day-session on the geoserver into online course material

· Adjust online course material according to the feedback obtained from the test round of the online course

· Upload projects to the project map

IWM Input:

· Further contribute to the transformation of the training material into online course material whenever it is about the use cases

· Adjust online course material according to the feedback obtained from the test round of the online course

· Uploading projects to the project map

CEGIS Input:

· Further transform the workshop material of the one-day-session on the geoserver into online course material

· Further upload projects to the project map

IWM Input:

· Further contribute to the transformation of the training material into online course material whenever it is about the use cases

· Further uploading projects to the project map

 

Hasse Goosen

Hasse Goosen

Work Package (6) Leader

Director,

Climate Adaptation Services (CAS)
De Bussumse watertoren,
Bussummergrindweg 1-J
1406 NZ, Bussum,
The Netherlands

e-mail: hasse@climateadaptationservices.com

KA Haq

KA Haq

Sparring Partner

President,

BWP House # 79,
Road#12A, Dhanmondi,
Dhaka, Bangladesh

e-mail: kahaq@dhaka.net

tel: (+88)01819-212996