COMMUNITY MANAGED PROJECT

TRAINING IMPACT RESEARCH

DRAFT REPORT

Prepared by:

Lisan Management

Consultancy Plc.

August, 2014

CONTENTS OF THE PRESENTATION

Part one

1. Introduction (objective, scope, definition

and limitations of the TIR)

2. Brief review of literatures, policies and

programs on capacity building

3. Methodology of the research work,

1. INTRODUCTION

1.1 Objective of the research work

According to the client's RFP of the client : -

The objective of the assignment is to find out the

impact and effectiveness trainings conducted by

COWASH in 2005 EFY ,in Amhara and Tigray regions

on the delivery of the CMP outputs.”

In addition the assignment includes:-

Appraising the CMP training methodology,

Reviewing COWASH Capacity Building Strategy

and its training impact indictors and

Evaluation of the training impact assessment

report of 2004 EFY trainings produced by

COWASH.

Region level Woreda level

CMP Management & CMP

management ToT Training

Kebele WaSH Team Training

WASHCO-CMP

management ToT training

WASHCO CMP management

training

Project selection, Appraisal &

Approval, TOT training ,

Project selection, Appraisal &

Approval training,

1.2 Scope of the research The Training Impact Research Focus in the following

trainings provided by COWASH in 2005EFY

1.3 Training Impact

Impact simply refers to influence or effect of one person thing, or action, on another. Training impact is the impact of trainings provided on performances and organizational goals. The impacts are revealed by improvements in:-

project management and decision making efficiency,

financial management and procurement efficiency,

trainers skills and knowledge of the content of the training manuals and training methodology,

scheme selection, appraisal, implementation and supervision skills,

schemes operation and maintenance efficiency,

participation of the beneficiary community in the project planning, implementation, supervision operation and maintenance etc.

1.4 Limitations of the TIR works The training Impact research has the following limitations.

1. The scope of training impact research has been limited :

To a specific year (2005 EFY),

To selected training modules offered within the specified year and

To the attendant trainees.

Hence the difficulty of isolating impacts, to relate it to only the specified number of modules and time period.

2. The study covers only trainees of the water sector and hence sanitation and hygiene are not included.

3. This research is essentially dealing with analyzing the impacts of training on the performances of trainees on actual job situation. However, it is not only the skills and knowledge acquired through trainings that impacts performances. There are host of factors that do influence impact other than training. (Ex. Motivation),

4. Unavailability of research works in the area of training impact, in the country and elsewhere, limited the study from including the experiences of other project/ countries.

2. Literature review A. What is capacity building?

In brief capacity building is “the process where by a

community/organization equips itself to undertake

the necessary functions of governance and

service provision in a sustainable fashion”. /

Capacity building has two major components: -

Physical capacity building like Office, office

equipments, field equipments, machineries, tools etc

and

Human resources development which includes

increasing number of manpower and different level

trainings.

Literature review cont… Literatures say capacity building is very important for

any development endeavor, for better governance

and for sustainable service provision. Despite these it

is an area where less attention is given by many key

stakeholders.

B. Why do we need building capacity?

Because without adequate, appropriate capacity at

different levels of government and at local level

services will not be sustainable.

Improvements will not also come with out capacity

building. The followings are the areas where capacity

building helps to bring improvements : - /see the

chart/

CB Helps to improve

performance and quality of

work Management

and supervision

financial and procurement management

Operation and

maintenance safeguard

and protection

of WS

Hygiene and sanitation of

the community

Faire management

and even distribution of

water

Mobilize community for common goods

Steps in capacity building Capacity building requires a systematic and programmatic

approach to be successful. It involves the following systematic

steps:-

Assessing capacity needs

and identify gaps

Engage stakeholders

Cost and plan the capacity

building

Implement the CB plan

Monitor and Evaluate the CB

Cont…

The capacity building required also varies by the

service type/level provided i.e. HDW, Spring, Shallow

Well, Deep well, etc. Thus, during the capacity need

assessment we also need to assess the possible types of

water sources, to correctly plan the capacity

required and to make reasonable estimate of costs.

The following chart shows one generic capacity

threshold of the service to be provided and

existing and capacity gap to be filled.

0

2

4

6

8

10

12

SAMPLE CAPACITY THRESHOLD & GAPS

Capacity required

Existing capacity

Capacity

thresholds

Capacity

Gap

Training Techniques

Training techniques choice depends on: -

The contents of the training material,

Audience/trainees of the specific course, and

Aims to be achieved by this training.

In trainings the greatest impact could be achieved

through:-

A. The combination of theory and practice,

B. Face–to-face training (in groups and individual

tasks),

C. Providing trainees with background and supporting

materials and documentation (in printed and soft

copies. )

D. Formal training activities complimented with visits.

Training technique cont….

Training programs should be supported with training materials that include:

Trainers’ Guides – training manuals used by trainers to train specific target groups.

Operational Manuals – guide for the use of participants on-the-job after completing their training.

Operational Instruments – forms, formats etc that participants will use for planning, budgeting, reporting etc.

Participatory Learning Tools – pictures, drawings and other training Aids.

Allocation of optimal training time, selection of appropriate time for trainees and manageable number of trainees per session are equally important.

Training Evaluation and Impact Assessment

An evaluation process should be developed : to enable the gathering of both short-term and long-term data

and

to assess the impact of the training programmes over the life of the project.

The evaluation procedure consists of two stages: -

A. Distribution of feedback forms to capture the immediate impression of the course’s overall success or failure from both the trainers and participants’ perspectives.

The evaluation form should include the following:

Organisation of training;

Structure of training,

Content of training ;

Facilitator/speakers;

Learning and teaching methodologies;

Supporting material and documentation (including online training if any); etc

Conti… B. Follow-up communication with selected participants using a detailed questionnaire 3-4 months after the training event. The evaluation form should focus on :-

The participants’ overall satisfaction with the content and delivery of the training.

How participants have applied any of the knowledge they acquired during the course in their everyday work and how this has benefited their institutions.

identifying any additional training needs that participants might have.

Based on the analysis of the feedbacks produce periodic summaries and reports outlining:

the impact of the training programmes to date and

identifying areas where improvement is needed and

if any additional training courses should be developed to better meet participants’ needs.

Capacity buildings in Ethiopia To reduce the capacity gaps in the water sector different measures were taken by the Ethiopian government. The major once are:

The “Ethiopian Water Resources Management Policy” of 1999 and

The “Ethiopian Water Sector Strategy” issued in 2001,

The Water Sector Development Program (2002-2016).

Universal Access Plan (UAP) 2012,

Growth and Transformation Plan (GTP),

WaSH Implementation Framework (WIF) and

One WaSH National Program (OWNP)

In the above programs and plans the government has given better emphasis to the need for capacity building and pointed out different modalities and cooperation needed in building capacity at all levels.

Cont…. Following the policy, strategy and program documents

issued many capacity building activities were conducted by the government and by many international and local NGOs.

The MoWIE, MoH, Ministry of Education (MoE) have made much efforts to strengthen and build the capacities of the federal, regional and woreda water supply and sanitation implementers, supported by regional governments which brought significant improvements in the water supply and sanitation implementations and managements.

Many Donors and NGOs have been also involved and played important roles in building capacity of the central and local government institutions as well as communities.

But capacity building activities in the rural area differs between the different project implementers. Thus we will see the activities of the modalities and their roles in CB.

Project Implementation Modalities Capacity development of rural water supply varies with mode of project implementations. One WaSH National Program has defined the following four major implementation modalities in the area of rural water supply of Ethiopia.

1. Woreda Managed Project (WMP) Modality

The distinguishing feature of WMPs is:-

Woreda WASH Team (WWT) administering the funds that are allocated to beneficiary community, The fund flows through Finance economic development office,

Kebele Administration and WASHCOs are directly involved in project planning, implementation, monitoring and signing-off the project,

WWT is the Project Manager (responsible over contracting, procurement, quality control and handover to the community. )

Construction is supervised by relevant experts,

Mode of services are HDW, Spring, Shallow Well, Deep well

Cont… II. CMP Modality

The CMP approach makes communities responsible for Planning, construction, managing and operating water schemes.

Funds for physical construction are transferred to the communities through Micro Finance Institutions

Communities are responsible in planning, implementation procurement of most materials and labor and operation and maintenance.

The WASHCO is responsible for contracting, procurement quality control and financial management ( not the Kebele and Woreda Administrations. )

There is no handing over of scheme to communities, since the community is the project owner right from the beginning.

The role of Government, Woreda and Kebele administrations is limited to administration, facilitation and capacity building/training,

Community contribution plays significant roles in CMP. Contributions are in cash, materials and in labour.

Moreover, Before their applications are processed through the Woreda Water Development office, the beneficiary communities are required to make up-front contribution for O& M of their schemes which is saved in Micro Finance Institutions. In the sample Woredas We Surveyed the upfront contribution ranges between Birr 1000 - 1500 Birr.

In addition some beneficiaries pay 1-2 Birr per household for safeguarding and for water distribution services of one of their member while others they guard the water scheme and distribute in turn.

Community contributes all labour works needed for the construction of their schemes.

Community supplies all locally available materials needed for the scheme construction (Sand, stones, trees etc).

As a result investment required from the government/donors is relatively low.

Mode of services financed by are HDW and Spring,

Cont…

III. NGOs

NGOs funding and project management arrangements with communities vary considerably.

In some instances, supporting NGO administers external resources on behalf of the community (as in WMPs).

In other instances, they make external resources available to the community directly or through micro-finance institutions to user-group project management, ). Mode of services financed by NGOs are HDW,

Spring and Shallow Well,

IV. SELF SUPPLY Self supply is the modalities recently recognized by the Ethiopian

government, donors and implementing partners whereby:-

small group of households or individual households play the major

role in the provision of their own water supply,

through their own resources for domestic and/or agricultural use with

little or no subsidy from the government.

Self supply uses manual well digging mechanisms and has numerous

advantages like :-

fast completion rate,

cheap drilling cost,

easy mobilization of drilling tools,

non-need of large diameter concrete lining,

less requirement of human power,

longer service life, etc.

It is particularly relevant in small or remote communities, and where

there is easy access to groundwater or plentiful rainwater.

Cont… Self supply requires initial assessment and identifying the

resources available and appropriate technologies suitable to a locality to implement. This technologies could be a dug well, a manually drilled well, a spring on spot, a gravity spring with small pipe system, a roof water harvesting system, etc

Self-supply involves households taking the lead in their own development and investing in :-

the construction,

upgrading and maintenance of their own water sources,

lifting and treatment devices and storage facilities.

To enable and encourage household and communities to make such investments, they will be assisted in technology choice and technical advice, micro-credit and savings mechanisms, and the like.

Mode of services are HDW, Spring and Shallow Well,

Cont… Households and community groups that will upgrade

traditional dug wells or drill new wells to an acceptable standard will get technical and/or financial assistance(s).

According to the manual for accelerating self help program regarding assistances provided MoWIE and its partners are pursuing the following two approaches: -

1st approach household-led investment- build family wells through own investment and without subsidy.

2nd approach is ‘group-led investment’ and aims to develop a model for partially-subsidized community managed .The idea is to provide a 50% subsidy to a group of households (around 10 households) that want to invest in a jointly-owned source.

CAPACITY BUILDING BY MODALITIES 1. In WMP modality:

They use Government staffs or Consultants (WSGs, )World Bank, ADB, CFT for capacity buildings.

They use cascading method of training (TOT training from federal to Woreda),

Capacity building fund flows through government channels, but not fast, not flexible and sometimes transferred and used for physical works and difficult to get it when needed,

Rural capacity building includes both the community and the private sector ( WSG, CFT and Artisan )

Trainings are provided to the community phase by phase in WB and ADB Woredas as per the WB guideline (Table 3 below),

Due to budget constraints and shortages of trained and experienced manpower in the area of capacity building most projects were transferred to communities without sufficient prior capacity buildings,

Cont… 2. CMP Modality Mainly uses the government staffs for capacity building, by providing

prior TOT trainings to the staffs. It provides,

Policy level training for Federal and Regional WaSH implementers by COWASH Federal staffs,

TOT training for regional experts by Federal COWASH Technical Assistants,

CB down ward from the regions is implemented by using cascading model i.e. Zone train Woredas and Woredas train Kebeles and WASHCOS, Artisans , caretakers/operators

Table 2 below shows the CMP trainings provided using the cascading method /Amhara region/.

CMP builds the capacity of the project implementers, the community and the private sector (Artisans, Caretakers and operators),

CMP provides multi phase trainings for community (table 3 below)

Capacity building fund reach the community through Woreda finance,

Capacity building fund flow is fast but not flexible and uses government rules and regulation,

No fund transfer to other activities (physical works)

Level of

training

Topics of the training Beneficiaries

Regional

1.1 CMP Management Zonal Department heads

1.2 CMP management and CMP

promotion, Application, Appraisal,

M&E, WASHCO... TOT

Zonal Water Resources

Experts

1.3 Financial Management Zonal BOFED Experts

1.4 CLTSH TOT Zonal Health Department

Experts

1.5 Operation and Maintenance TOT Zonal Water Resources

Department Technical Experts

Zonal

2.1 WWT CMP management training Woreda WASH Team

members

2.2 CMP management, CMP

promotion, Application, Appraisal,

M&E, WASHCO... TOT

Woreda water office experts

and Health Office technical

experts

2.3 Financial Management Woreda FED office Experts

2.4 CLTSH TOT Woreda Health Office Experts

2.5 Operation and Maintenance TOT Woreda Water Resources

office Technical Experts

S/N

Level of

training

Topics of the training

Beneficiaries

3 Woreda

3.1 Training of Kebele WASH actors

in CMP promotion, application

preparation and M&E

Kebele WASH Actors

3.2 WASHCO CMP management,

promotion, Application, Appraisal,

M&E, WASHCO...

WASHCO members

3.3 Training of WASHCOs members

in O&M management of water

points and environmental sanitation &

hygiene and gender

WASHCO members

3.4 CLTSH WASHCO members

3.5 Operation and maintenance Care takers and O&M

workers

3.6. Train artisans for construction of

HDWs & SPDs including pump

installation

Artisans

SCHEMATIC DIAGRAM : CMP PROJECT CYCLE

PROJECT APPLICATION

PREPARATION (BY THE

COMMUNITY

PROJECT EVALUATION

(DESK AND FIELD

APPRAISAL)

CMP

PROJECT

CYCLE

PROJECT

APPROVAL

(BY WOREDA WASH TEAM)

IMPLEMENTATION

(CONSTRUCTION OF

SCHEMES)

TRAINING WASHCO ON SCHEM

MANAGMENT & CARE TAKERS

AND OPERATORS

e

e

POST CONSTRUCTION

MONITORING (WWT &

KWT)

e

e

TRAINING WASHCO

MEMBERS ON CMP

MANAGEMENT

3 8

9

5

0

2

4 7

PROMOTION (ON

WATER SUPPLY &

SANITATION)

FUND AGREEMENT

(BETWEEN WASHCO

AND WAREDA WASH

TEAM)

1

6

6

Cont… 3. NGOs Modality

Most NGOs have capacity building component in their budget of which training is the major part.

The NGOs use their own trained and experienced staffs, government staffs or hired consultants to conduct the TOT trainings.

They provide TOT training to government staffs and use them to train the community and private sector (Artisans and operators)

Funds of some NGOs flow through government finance office while other directly pay the capacity building costs.

Fund flow is fast and flexible when directly managed by the NGOs

Cont…. 4. Self Supply Modality

Due to its unique nature (household/community level

investment decision) heavy promotional works and

developing the capacity of the private sector are vital .

This includes:

The development capacity of private sector

service suppliers such as :

• well-digging,

• lining and head works construction by artisans

and masons;

• manufacturers and suppliers of rope pumps and

other lifting devices; etc

Training micro enterprises and private

operators engaged in self supply on:-

• Manual well drilling technology,

• Hand dug well construction,

• Spring capping,

• Concrete ring manufacturing,

• Well lining and well head construction,

• Roof catchment construction,

• Rope and Washer pump and hand pump installation

and maintenance.

Intensive technical training on:

• Site selection,

• Manual well drilling,

• Installation of well casings and

• Installation of water lifting devices etc.

Cont… Under Self Supply trainings are provided by using

government professional technical staffs or

government/private institutions (TVETES…)

Funds for self supply capacity building comes from

government or partners working on self supply.

CB Funds are managed by WWT or by the partners as

per the agreement,

Fund flow and flexibility varies by the implementing

modality (WMP, CMP, NGO)

Cont…

In most modalities rural water supply project

implementation has phases (Promotion

construction and post construction phases). In most

implementation phases capacity building trainings

follow these implementation phases.

The types of trainings provided by the implementation

modalities and major trainings per phase and trainers is

shown in the following table.

Community level CB by implementation Modalities & Phases

Phases

Types of Trainings

by phases

Number

of

training

days

WMP CMP NGOs Self Supply

Trainers

Trainers

Trainers

Trainers

Phase one

Project

Promotion

workshop

Awareness creation on :

WASH

The role of the stakeholders

Project management and implementation

Committee formation

Procedures for application for fund etc

One day

Woreda

Water Office

and KWT

TOT trained

Woreda

Experts and

Trained KWT

Woreda Water

Office and

KWT & NGO

representative

Woreda Water,

Health,

Agriculture

Offices and

KWT (HEW,

DA).

Phase two

Pre

construction

training

2.1 Training WASHCO members on: project organization and planning

project implementation

fund raising and management

procurement of goods and services,

community contributions

site selection

project supervision

project contract management etc

2.2 Private sector training

2.2.1 Training Woreda Support Groups

*WSG) on scheme study , design and

construction supervision

2.2.2 Community Facilitation Team (CFT)**

2.2.3 Training Artisans (on site selection,

manual well drilling technology, hand

dug well construction, spring capping,

concrete ring manufacturing, well lining

and well head construction, roof

catchment construction, Rope and

3 - 4 days

4 days

4 days

60-90 days

Woreda

Water Office

experts

Rural WASH

Consultants

Rural

WASH

Consultants

Mainly use

big firms

TOT trained

Woreda

Water, Health

Offices

experts

No WSG

No CFT

TOT trained

Woreda Water

Office

technical

experts &

NGO

representative

or consultants

No WSG

No CFT

Water office

experts

No WASHCO

Training

No WSG

No CFT

TEVETs

Phases

Types of Trainings

by phases

Number

of

training

days

WMP CMP NGOs Self Supply

Trainers

Trainers

Trainers

Trainers

Phase three

Post

construction

Trainings

3. Training for WASHCO members

on:- O & M of their schemes

O&M money collection and management

M&E of their schemes

promotion of hygiene and sanitation to

their community etc.

Training Care Takers and O&M workers

One day

Woreda

Water Office

and KWT

Trained

Woreda

experts

?

?

Phase four

Refresher

trainings

and

experience

sharing

workshop

4.1 WASHCO refresher training

and experience sharing on:- Scheme management

Finance management and

procurement

sanitation and hygiene etc

4.2 Care takers and Operators

training and experience sharing

on: water schemes operation and

maintenance,

water schemes rehabilitation &

construction

water quality management etc

4.3 Artisans training and experience

sharing on: water schemes construction

Institutional latrines Construction

water schemes and institutional

latrines design and drawings readings

2 days

2 days

3 days

?

?

?

Has plan

?

?

?

?

?

?

?

?

TRAINING IMPACT RESEARCH

APPROACH

AND

METHODOLOGY

STEPS OF THE RESEARCH WORK

Preparation Stage

• Document and reports review

• Developing research tools

• Inception report preparation

Data Collection stage

• Field survey for quantitative and qualitative data collection, and

• Secondary data collection from the project area

Draft Report preparation stage

• Field data cleaning, entry and analysis and draft report preparation

• Presenting the findings to stakeholders workshop

Final research report

preparation

• Prepare final training impact research report by incorporating the feedbacks from the workshop

• Submitting the final research report

DATA SOURCES FOR THE RESEARCH

• LITRATURES, PUBLICATIONS..

• COWASH DOCUMENTS, REPORTS, RESEARCHES,….

• GOVERNMENT POLICIES, STRATEGIIES & PROGRAMS

Secondary

• INDIVIDUAL INTERVIEW

• FOCUSED GROUPS DISCUSSION

• PROFESSIONAL OBSERVATION Primary

Cont…. Major Sources of primary data are:-

Federal and Regional COWASH staffs,

Regional, Zonal and Woreda water offices,

Sample training beneficiaries and trainers at Regional,

Woreda, Kebele and WASHCO levels,

Focus Group Discussions (FGD) with regional RSU,

Woreda WASH Boards and WASHCO members; and

Consultants personal professional observations.

Study Area and Population A. Study area

The target research area for the training impact research, according to the TOR, are:

2 Regions (Amhara & Tigray),

3 Zones ( 2 in Amhara & 1 in Tigray) and

6 Woredas (4 in Amhara & 2 in Tigray).

Thus, the task of the consultants was to select the Zones , Woredas, and sample Kebeles and WASHCOS from those where CMP training was conducted in 2005EFY.

Thus, the consultant used multi stage clustered random sampling method i.e.

Zones => Woredas=>Kebeles=>WASHCOs

Zone and Woreda Selection

1. Tigray National Regional State:-

There was only one zone (the Central Tigray Zone out of 4 CMP zones) which had delivered CMP training in 2005EFY.

The Central Zone also has only two CMP Woredas and hence the Central zone and the two Woredas (Tahetay Maichew and Adear Adet) were automatically qualified for the research work.

2. Amhara National Regional State

According to the RSU, CMP training were conducted in 6 Zones and 27 Woredas effectively in the region in the year 2005 EFY

Cont

Out of the 6 zones , using simple random sampling

method South Gonder and East Gojjam Zones were

selected.

Similarly Two Woredas per zone were selected using

simple random sampling method and these were:

Farta and Estie Woredas From South Gonder

Zone and

Sinan and Dejen Woredas from East Gojam Zone.

II. Selection of individual respondents

The choice of data collection methods is affected by the number of population to be studied. Some methods are well suited to collecting data from all participants , while others are better suited to a smaller group that represents the diversity of all participants. Thus, there are no strict rules to follow in defining the target population.

In probability sampling there are different methods of sample setting, including using statistical formula, depending on number of population and type of research and level of accuracy needed.

Using the statistical formulas for calculating samples are exact but somewhat bulky to use because they require to use a different formula and inputs for almost every type of sample.

Thus, the generally accepted method is to :

use statistical formulas for calculating the size of a sample in important projects with ample resources,

but in a research project with limited resources to use as large a sample as the researcher can afford.

The sample size also depends on homogeneity, heterogeneity, complexity and size of population. Sometimes one single case can represent all the samples or events in the population, if all of them are identical.

Thus, since sampling means deliberately limiting the number of cases in the study we used the following methods to set the size of samples for the individual interviews for training impact research work.

As indicated above CMP trainings were provided in the year 2005 EFY at Regional, Zonal and Woreda levels for Zonal , Woreda and Kebele trainees. The consultants have selected sample individuals per training type for interview using purposive sampling method because : -

The number of trainees per training types, as shown in the table 8 below, are small, ranging from 4-7 persons per training type,

The trainees got similar trainings, at same place and time (2005EFY),

They all work in similar position /level (WWT, Expert, KWT) and

The purpose of the research is also to check the effectiveness and impact of 2005EFY training on those who received the trainings per training type. The types of training are shown in the table below.

The trainees role per training is also similar,

/ See the following tables/

Table 6: Selected Trainings on which Training Impact Research is to be Undertaken, May 2014

Region level Woreda level

CMP Management ToT Training Kebele WaSH Team Training

WASHCO-CMP management ToT training WASHCO CMP management training

CMP promotion, Application preparation,

Appraisal & Approval, M&E and Reporting TOT

training

CMP promotion, Application preparation,

Appraisal & Approval, M&E and Reporting

Source: - TOR training impact research final.

Number of target population for the training impact

research (per level/ type) (2005 EFY)

Number of trainees

Regional

Experts

Zonal

Experts

Ind.

Woreda

Experts

Ind. WWT

Members

Ind. KWT

members

Amhara

RSU 2

S. G. Zone 7

Farts - 5 4 4

Estie - 5 7 4

E. G. Zone 4

Sinan - 9 5 3

Dejen - 5 - -

Tigray

RSU 5 -

Central Zone

T. Maichew - - 9 6 5

Naeder Adet - - 7 5 4

Source:- Regional, Zonal and Woreda CMP supervisors.

Cont…

Accordingly, individual interviews were conducted

with technical experts at regional, zonal and woreda

levels and with WWT and KWT members. The

number of individuals interviewed by type/ level of

trainings is shown in the following table.

Similarly the number of WASHCOs surveyed by the

consultants from the sample Kebeles is shown in

table that follows

Sample Trainees interviewed and FGD participants

Participants Trained Samples

interviewed

Percent of the

trained Representation

A Individual interview

1. Regional & Zonal

experts 17 10 58.82 2 Regions & 2 Zones

2 Woreda Experts 39 18 46.15 6 Woredas

3 Woreda WASH Team 27 16 59.26 6 Woredas

4 Kebele WASH Team 54 22 40.74 16 Kebeles

Total 137 66 48.18

B Focused Group Discussion

5 Regional experts &

advisors 11 11 100.00 2 Regions

6 Woreda WASH Team 48 43 89.58 6 Woredas

7 WASHCO members 177 147 83.05 33 WASHCOs

Total 236 201

Grand Total 373 267

Number of sample WASHCOs Surveyed by Region,

Zone, Woreda and Kebele, June 2014 EFY

Ser.

No

Sample

Kebeles

Total

Trained

WASHCOs

Sample

WASHCOs

surveyed

%

1 South Gondar

1.1 Farta 2 13 5 38.46

1.2 Estie 3 15 6 40.00

2 East Gojjam

2.1 Sinan 3 31 8 25.81

2.2 Dejen 3 30 6 20.00

11 89 24 26.97

3 Central Tigray

3.1 Neader Nadet 2 12 5 41.67

3.2 Tahatyi Maichew 3 9 4 44.44

Sub Total 5 21 9 42.86

Grand Total 16 110 33 30.00

Cont… III. Physical Observations The study team, in addition to individual interview and Focused group discussions, had utilized the site visits and had observed the followings:

The quality of schemes constructed,

Management of the schemes,

Safety of the schemes,

Sanitary conditions around the water sources,

problems,

Weaknesses and Strengths of the training beneficiaries and

The over all impacts of the trainings on the project beneficiaries.

Data Entry and Analysis

It is a process of data cleaning; refining, entering and processing were the results will be used to analyze the collected data. Hence, the Consultants themselves summarized the data collected, entered in to computers, cleaned and did the analysis.

Close-ended questions were analyzed using computer software using descriptive statistics (averages, frequency, percentages, etc.), charts and graphs.

MS-EXCEL software was mainly used in data entry and analysis.

The qualitative data descriptions were also used to complement quantitative data.

The results of the quantitative and qualitative data analysis are presented in detail in the forthcoming chapters.

END OF THE FIRST PART

THAK YOU

FOR YOUR ATTENTION