Neer Nirmal Pariyojana, Kamrup: Capacity Building in Kamrup(M) District for NNP Project

Introduction

The key stakeholders, institutions and functionaries in the RWSS sector of Project States currently have limited capacities for the delivery of improved RWSS services. The implementation of Programs and Schemes have since long been viewed in a centralized manner with a supply driven, top to bottom approach with limited involvement of PRIs and Community. There is need felt for re-orientation of the staff of technical departments at the District level (PHED) for changing the mindsets and exposing them to the changes in their fundamental roles from implementers to facilitators. Thus, after examining the sector, a need has been felt for strengthening the existing capacity of sector institutions and RWSS functionaries.

The Project recognizes that capacity building intervention that holds the key to the success of the RWSS LIS Project. The efforts have been made by the states essentially to utilize the available manpower and hired to accelerate the process.

The reform agenda of the RWSS-LIS seeks to further the objective of bringing about reforms in sector functioning across the project districts and state level. The proposed capacity building agenda of state will promote two major shifts - one, in the government’s role from one of a provider to that of a facilitator, and secondly, deepening of decentralization up to the Gram Panchayat / village (GP/GPWSC/MVWSC) level.

The capacity building interventions under the RWSSP-LIS will focus on skill (technical) strengthening of the implementation and operations & management agencies at all levels and also promote awareness and knowledge building among the common people and their associations/organizations to enhance their meaningful engagement with decision making processes, oversight, monitoring and strengthening of the accountability mechanisms created under the project.

The capacity building interventions will have emphasis on including all sections of users, particularly vulnerable and disadvantaged sections, including women, actively in the process of planning and implementation of schemes under the Project. To pursue the devolution of service delivery mechanisms to PRIs and communities, it is essential that all stakeholders and sector organizations have the necessary capacity to undertake the reassigned roles and responsibilities envisaged as part of the Project.

A shift in mindset is required from a supply–driven, top-down approach to a demand-driven community participatory approach. The capacity building strategy has taken into account the large quantum of task, effective and efficient utilization of existing resources, both human and financial to contribute significantly in achievement of the Project objectives.

The project recognizes that the capacity building holds the key to the success of the decentralized approach and delivery of services efficiently and effectively. Accordingly, learning and IEC programs have been identified for stakeholders at various levels.

Community Mobilization

Capacity building at the grassroots level will include community organizations, Community Mobilizer, GPs, GPWSCs and the MVWSCs involved in implementation, monitoring, oversight of the project interventions/activities. The DPMU is responsible for carrying out training/capacity building activities under following broad themes and will have the option of seeking assistance from local Organizations & SHG for effective and efficient implementation of the project.

The slide back in position, after some initial gains, in these initiatives points to an urgent need for a better understanding of the roles and responsibilities of the various stakeholders, especially in rural areas, for a sustained community involvement in the operations and maintenance.

There is a need for a better understanding of the segmentation of stakeholder groups, identifying key messages for each group, and an effective communication strategy to orient them to participating more fully in the reform initiative. More specifically, the communication effort needs to educate the stakeholders to their rights and responsibilities, as envisaged in our Constitution and motivate the user communities to come forward and demand new and improved services, while taking full responsibility for the cost-sharing of O&M, even if construction is with government funds or subsidies.

The ground realities in villages, and issues related to various aspects of communications were examined to suggest a communication strategy plan for achieving the above mentioned goals of providing of safe drinking water and discontinuation of open defecation, with better sanitation practices.

The DPMU Kamrup initiates the process of assistance to GPs and GPWSCs through community mobilizers in implementing the water supply and sanitation schemes in the project villages. As per guideline of NNP community mobilizers are implementing communication strategy and action plan at grassroots levels, they are also helping in preparation of IEC materials for different components based on best practice examples and readily available IEC materials.

Community Mobilizers are the hands in community mobilization process, a systematic process of identification and orientation given to the community mobilizers before their services are utilized. They are working mainly for awareness generation of project stakeholders namely GPWSC, Community and others on principles and design of the project. Community Mobilizers are engaged in arrangement of awareness camp, preparation of community action plan and community contribution collection. The community contribution (CAPEX) is the one of the important parameter of the NNP and only one percent of the total project cost which ensures the community participation and sustainability of the project.