PROPOSAL STRENGTHENING INFORMATION AND KNOWLEDGE MANAGEMENT SEVRICES WITHIN THE WATER AND SANITATION SECTOR IN GHANA

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Nov 6, 2013 (3 years and 9 months ago)

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K
M in the Ghanaian Water Sector

Proposal for Inception Phase




1
















PROPOSAL


STRENGTHENING INFORMATION AND KNOWLEDGE MANAGEMENT
SEVRICES WITHIN THE WATER AND SANITATION SECTOR IN
GHANA




K
M in the Ghanaian Water Sector

Proposal for Inception Phase




1

PROPOSAL

STRENGTHENING INFORMATION AND KNOWLEDGE MANAGEMENT SEVRICES WITHIN THE
WATER AND SANITATION SECTOR IN GHANA



1.

BACKGROUND
/
INTRODUCTION


1.1

The Challenge of Meeting the MDGs

in Ghana


The Water and Sanitation Sector in Ghana has made significant advances in the past decade. The
on
-
going sector reform is promoting private sector participation in the urban
sector with the promise
of ensuring more efficient operation of sector institutions and massive new investments to extend
coverage to urban populations including the poor. The launching of a National Community Water
and Sanitation Programme (NCWSP) and the

creation of the Community Water and Sanitation
Agency (CWSA), as well as efforts at developing capacity at decentralized levels of private sector
and NGOs have all contributed to an unprecedented era of service delivery to rural areas and small
towns. The

NCWSP has ensured a demand driven approach that emphasizes the need to
strengthen institutional support and community empowerment. However, despite the progress
made, coverage levels of water supply have remained low
-

around 45% and 70% in rural and urb
an
areas respectively. Sanitation coverage figures are estimated at about 15% and 40% respectively in
rural/small towns and urban areas respectively.


The Millennium Development Goals of halving the number of people without access to water and
sanitation
looks very daunting. Within the community water sector it will involve serving about 1500
people and the construction of about 400 household facilities every single day!



1.2

Why Information and Knowledge is Important for Sector Development



The po
litical will and commitment of the Government to the development of the Water and Sanitation
Sector has been eloquently demonstrated over the past decade. But is th
e

improved profile of the
Sector and the increased injection of donor funds in the sector go
ing to be enough to ensure the
achievement of Sector goals?

Ensuring the achievement of sector goals on the basis of existing
practices will imply massive increase in levels of spending. And even if all the required financing was
available, there are not e
nough skilled people in the right places (especially at the decentralized
level), and working in the right way to make best use of huge investments using the
demand driven
and
decentralized planning
/
management approach being pursued by the NCWSP. Too often
,
success is measured by the number of new schemes started, and the amount of money spent.
However in the longer term, real success is better measured by the sustainability of the investments


the number of systems that are working in five to ten years. I
n an era when communities are
expected to fully cater for the costs of operation and maintenance of facilities, failures cannot be
ignored since no community is going to pay for a system that does not meet its need.


Thus, increased political will and a s
imple expansion of resources would not result in an equivalent
gain in effective coverage towards the achievement of sector objectives. In addition to increased
investments, information and knowledge are needed to ensure that the sector is tackling its
cha
llenges in the most effective way and that the investments made in the sector really meet the
needs of the users and achieve their full potential.

In many cases a key constraint for sector
stakeholders (including beneficiaries in the communities) in the e
ffort to improve the existing
situation has related to the lack of access to timely and accurate information. For example:




Everyday several thousands of children die from water borne diseases because parents do
not know the importance of safe water supply
, sanitation and hygiene.



Knowledge about hand
-
washing before food preparation and meals may constitute the
difference between life and death for many of these children.



Having access to data on costs of water or sanitation system may help a community or

household get a fairer deal from a local contractor.



Many water systems do not yield optimal benefits to the communities they are provided for
because of difficulty in getting information on how to cope with iron/manganese or even
arsenic contamination.

K
M in the Ghanaian Water Sector

Proposal for Inception Phase




2


All over the Country, sector professionals and other stakeholders who are involved in developing
policies and implementing programmes and projects in the water and sanitation sector need to make
informed decisions. They need to know what works and what do
es not. They need to know what
other people have tried and which of these efforts were successes and failures. They need to have
easy access to a collective memory bank that provides them available options and allows them to
learn from both positive and ne
gative past experiences. Without the right knowledge, development
interventions fail or are much less successful. Knowledge is needed to inform decision making to
address failed policies and methods and to ensure that sector investments achieve optimal res
ults.
Knowledge ensures the desired multiplier effect in sector interventions and enables solutions to
problems in one part of the world to be replicated in the other.


The importance of access to quality information/knowledge is considered in many circle
s to be as
important as other key resources like manpower and availability of finance. In Ghana the negative
impact of the dearth of information and knowledge in the sector is increasing
ly

being acknowledged
and there is the increasing realization that the

provision of an accessible, high quality, client
-
responsive information base is crucial ingredient in ensuring a more efficient and effective sector.



1.3

The Advocacy Workshop on Knowledge Management


Reali
z
ing the crucial role of information and kno
wledge in the development of the Sector, many
institutions in the advanced countries are increasing
ly

providing support for the develop
ment
of
capacity for information and knowledge management
. T
he Community Water and Sanitation Agency
(CWSA) in Associatio
n with TREND Group
,
WaterAid (Ghana)
the
Dutch Government
-
sponsored
IRC


Water and Sanitation Centre
organized a workshop on the 12/13
May, 2004,
in Accra to
espouse the concept of knowledge management, to encourage the Sector to raise the current low
pri
ority accorded knowledge and to discuss the establishment of a Resource Centre Network for the
development of KM among sector organizations.

The workshop which was opened by the Minister
for Works and Housing and attended by the coordinator of the Director
ate for Water brought together
a wide range of sector stakeholders including
g
overnment
a
gencies,
i
nternational NGOs,
l
ocal
r
esource
c
entres,
e
ducational and
r
esearch
o
rganisations and
p
rivate
c
onsultants.



Among other things the workshop achi
e
ved the fol
lowing:




A detailed exposition on the concept of KM and how it can be applied in sector organisations



A consensus on the importance of KM and the need for sustained capacity building to
strengthen knowledge management activities in the Sector



Agreement on
a proposed design for the development of a Resource Centre Network in
Ghana in terms of its institutional role, the framework for its establishment and options for its
long term financial sustainability.



A
greement on short term activities that will ensure
maximum impact of efficiency of sector
activities and raise the profile of KM among stakeholders.



A concept for the Resource Centre Network in Ghana was broadly discussed and adopted as a
feasible model for the development of KM in the sector. The mo
del identified key roles for three clear
groups of sector organizations, namely: (i) the Core Group
of the RCN
(ii) the Group of collaborating
institutions and (iii) The steering group of clients and donors.


I

The RC Network:

So far three institutions
-

T
REND, WaterAid, KNUST and the W
a
ter Resources Institute have
been recommended as the core Group of the RCN for the development of knowledge
management in the sector.
TREND

and WaterAid already have an established partnership
that has so far driven the RCN
development activities.


ii.

Collaborating institutions

This group comprises mostly the research and educational institutions which have mandates
that do not necessarily overlap that of the core Group of the RC network but have
information/knowledge serv
ices and products which can contribute to the resource pool of
the Network. Apart from the core group two other important stakeholders will play an
K
M in the Ghanaian Water Sector

Proposal for Inception Phase




3

important role: Most NGOs by virtue of their knowledge generation activities also fall into this
group.


iii
.

Steering Group

Comprising clients (both Government and NGOs) and donors within the sector whose needs
and demands will constitute the basis for the RC Network’s development.














































2.

PROPOSED ADVOCACY/INFORMATIO
N PRODUCTS AND SERVICES




2.1

Strategy for Short/Medium Term Capacity Development for KM


At the end of the Advocacy workshop a key
decision wa
s to set up a task force with representation
from a broad range of stakeholders to ensure the sustained development

of KM within the Sector.
The Task Force will provide guidance and advisory support towards the establishment of the
R
esource Centre Network
and the development of KM in the Sector.


K
M in the Ghanaian Water Sector

Proposal for Inception Phase




4

The membership
of the Task Force
was
decided
to ensure representation of

all key sector
organisations involved in Water Supply and Sanitation including:


o

Sector Agencies Staff (including MoWH, CWSA, GWCL)

o

International NGOs,

o

Local NGOs,

o

Private Sector,

o

Educational and Research Institutions.

o

Resource Centres


The detailed t
erms of reference was decided at a subsequent meeting of the organizations forming
the task force held on the 19 May. The meeting which was chaired by the Deputy MD of the CWSA
agreed that the Task Force will carry out the following:




Support and
a
dvise on

the
development of projects
for KM development in the sector



Supporting the s
ourcing of funding for development of capacity and the delivery of specific
products in accordance with recommendations of the Advocacy Workshop



Supervise the activities of the r
esource centre network including a
pprov
al of
workplans and
monitor clients appreciation of products and services provided by the RCN



Constitute a linkage with all relevant Sector Agencies and ensure that the progress of work in
development of KM is regular
ly reported to all Sector Stakeholders



The
mandate of the T
ask Force
will run until:



o

A framework for long term development of KM in the Sector (including projects and
funding) has been put in place

o

The R
esource Centre
Network is formally
established

o

A Steering Committee
,
comprising membership from the key sector stakeholders is
established

to ensure steering of KM at the sectoral level
.

o

Tentatively it was agreed that the above outputs should have been achieved by 31
December
,

20
04.


2.2

Scope of Ag
reed
Ser
vices and Products
(From June

December 2004)


In line with the framework agreed at the advocacy workshop of 12/13 May, 2004, the Task Force
Meeting of 19 May, following extensive deliberations agreed
on
a range of outputs to be delivered
during it
s tenure May

December, 2004. The activities could be classified into two groups, namely:
(i) those that have to be directly delivered by the Task Force and (ii) complementary demand driven,
sector
-

focused products and services to support the overall effo
rt of the Task Force and to get the
sector primed for the intensive Km efforts that will be implemented from January 2005.


The focus of activities
during the period from June
-
December 2004 will be on the following.




To
raise awareness on the importance

and relevance of KM for WATSAN goals
among sector
professionals
at national, regional and district level and for ESAs active in Ghana

including
those
not present at the KM Advocacy Workshop
.



To show
sector professionals in Ghana

that
the

proposed Resource

Centre
Network has the
capacity to fulfill
its mission/mandate and able to produce relevant
quality
products and to offer
relevant
quality
services (to show the “raison d’être”)
.



To keep up
the
momentum on interest and expectations created among participa
nts of the KM
Advocacy Workshop May 2004
.



To develop capacities among the core RCN organizations to develop quality K
nowledge
M
products and services
.


2.
2.1



Key Outputs
/Activities
to be
Accomplished
by the Task Force


i.

Final Report of
Advocacy
Workshop

The draft report is expected in the first week of June. The draft will be extensively reviewed
by the members of the Task Force before finalization.


K
M in the Ghanaian Water Sector

Proposal for Inception Phase




5

ii.

Framework for Operation of TF

The broad framework for the establishment of the TF was defined as part of
the outcomes of
the Advocacy workshop. The detailed TOR from the period June 2004
up to December
20
04
was
agreed upon
during the first meeting of the Task Force on the 19 May, 2004. A finalized
draft is attached as Annex 1 of this proposal.


iii.

Priority advoc
acy activities and KM products has been agreed

A key objective of the first Task Force Meeting on 19 May was to agree on the scope of
specific activities
and
services to be delivered during the tenure of the Task Force (from June


December 2004.
This obje
ctive was achieved and this proposal is
designed as Funding
proposal for the Inception phase of the KM initiative.


iv.

Support the implementation of priority activities

The Task force will work closely with the Resource Centre Network and other sector
organ
izations to ensure the implementation of agreed activities between June 2004 and
December 2004.

The Task Force will h
old meetings and ensure regular e
-
discussions to
ensure
(i)
the
r
eview of quarterly workplans of the RCN

(ii) the m
onitoring of progress o
f work
on agreed KM activities

and (iii)
Monitoring of financial expenditures and ensuring
accountability
.



v.

A concept

report
/strategy
document
for the long term development of
KM

The Task Force will among others liaise with the stakeholders they represen
t and make the
required input for the development of a concept paper that outlines the strategic direction for
ensuring the development of an information/knowledge driven sector including

the
institutional and legal issues that arise from the creation of a

secretariat for the Resource
Centre Network and the
requirements for capacity building at the Districts and the sub
-
district
levels. Specific recommendations will be required for the initial period of two years (2005
-
2006)

with broad recommendations for t
he long term.


vi.

Assessment of Sector Capacity for Information Management

As a first step in determining actual sector needs in this area, The RCN will carry out an
assessment of sector situation in terms of:


-

State of
Archives

within sector organiza
tions
-

capacity of organizations to store and
retrieve historical information within the Sector at the national, regional and district
levels

-

Existing capacity in terms of the state of libraries and documentation centres

within
sector institutions.

The
successful implementation of these assessments will help determine the required
interventions at the various levels.


iv.

Assessment o
f

Capacity Requirements at the Decentralised Level

The CWSA in 1997 and 1999 established a sector networking team to crea
te awareness
about its own creation and its role in national development. At the request of the Task Force,
The RCN will carry out an assessment of the existing capacity of “Networking Team
s”

and
explore the potential for using them as advocates for KM wi
thin the Districts. The RCNs will
work closely with the CWSA


and in particular the Personnel Officer of the organization to
carry out this task.


vii.
Detailed Project Documents with Budgets

Following the adoption of the broad strategic develop
ment concepts, detailed technical and
financial proposals on the products and services required will be produced
for the period
from
2
005
-
2006
. The Task Force will liaise with the MoW
H

and key sector clients to ensure
the adoption of the Projects and will
then be responsible for sourcing funds for their
implementation. It is highly

unlikely that the required level of funding will be fully available
by
the

end of the tenure of the Task Force by December 2004. This responsible will therefore
be transferred to

the new Steering Committee.


viii.
Memorandum of Agreement
with
RCN
Institutions

K
M in the Ghanaian Water Sector

Proposal for Inception Phase




6

The Task Force
in the Country
will be responsible for ensuring that the products and services
delivered by the Resource Centre Network are in line with Sector requireme
nts and meet the
quality requirements. The framework for the RCNs activities in the sector will be formally set
out in a contractual framework to be signed between the CWSA (representing the Task
force) and the RCN organizations.


ix.
Task Force
h
as formally handed over to the
Steering Committee

on KM
.

At the end of the Tenure of the Task Force in December 31, A new Steering Committee on
Knowledge Management which will be anchored in the MoWH will be formed. The
Committee will bring together all ke
y stakeholders and will be responsible for the long term
development of KM activities in the Sector. The Task force will hand over formally to the
Steering the task of Steering
Committee on
KM and the activities of the
resource centre
network.



2.2.2

Produ
cts and Services
to
be Delivered by the Resource Centre


Advocacy Products and
Activities


i.

Advocacy Products


The advocacy products to be produced in the short
-
term will include:




Flyer
s and brochures on KM. These will clearly establish the merit of
K
M

and its
potential to improve sector performance. The key outcomes of the workshop on
advocacy including the establishment of a task Force and the specific outputs and
services will also be included. Different versions of these promotional materials will

be produced
-

for senior sector staff and for implementation staff in the district and
sub
-
district levels.



Awareness raising posters on Knowledge Management. These will be high quality
materials aimed at informing stakeholders about the information and k
nowledge
management services available.



Different versions of power point presentations
will be produced by the RCN with the
help of IRC Water and Sanitation Centre in the Hague. These will stress the
importance of KM for the sector professionals

at the na
tional, regional and district
and sub
-
district levels. The content of the presentations will
includ
e

present products
and services
.



ii.

Involvement in
Advocacy
O
pportunities

The RCN organizations will take advantage of the current mome
n
tum in Km to pa
rticipate in
various sector fora.

At these fora they will make s
hort presentations and
set up various
information booth
s using various advocacy materials de
s
cribed above. A
t
least three
forthcoming sector meetings
are envisaged before end of December 2004
.


iii.

Supportive Literature and
Awareness raising
for Sector Personnel

Briefing document for national, regional CWSA managers (who were present at the KM
workshop), and other KM workshop participants (NGOs, Private Sector, Ghanaian
knowledge institu
tions, UN
-
agencies etc.) for briefing and awareness raising among their
own staff with a trickle
-
down effect to the districts and any relevant organization in the
WATSAN sector.


Special products in Inception Phase (to show the “raison d’être”)


i


Who
-
is
-
Who in the Ghanaian WATSAN Sector?

The RCN will work together to compile a
Ghanaian WATSAN Directory
(“
Ghana Blue
Pages”).
The directly will initially be done from a CWSA perspective but will gradually exp
a
nd
to include urban and water resources issues
. The detail
s

will be made available on a central
Sector website. Copies of the “blue pages” will be printed in hardcopy annually for the
benefits of stakeholders without electronic connectivity. The range of information will include:


Stakeholders will in
clude:



S
ervice providers; state agencies; local NGOs;

K
M in the Ghanaian Water Sector

Proposal for Inception Phase




7



I
nternational NGOs; ESAs


potential funders;



N
ational, regional and international networks;



C
apacity building institutions;



R
esearch institutions


ii

Overview

of

WATSAN
P
rogrammes/
P
rojects

The de
tailed information on Watsan and Projects will also be available on the sector Website
and on request as hard copy from the Resource Centre Network.

-

Some information on District, Regional, national coverage of water and sanitation.

-

Projects/Program
mes at the national, regional, district levels

-

Resources, materials, documentation available from various sources

-

Other information/knowledge related issues relevant to the Sector.


iii.

Website
on Sector

A sector website will be developed before D
ecember 2004. The website will have

links to
key Ghanaian and international information providers; links to basic references/products;
publications; research reports; F
requently asked questions,
and Fact Sheets; directories;
public information/sector news
; events and training calendar; features and articles
. It will also
have links to the websites of the Resource Centre Network Institutions which link up with
several other resource centre websites from across the globe.


K
M in the Ghanaian Water Sector

Proposal for Inception Phase




8

3



MANAGEMENT AND QUALITY ASSUR
ANCE

DURING THEINCEPTION PHASE


3.1

CWSA Leader in Coordination


The Task Force will serve as the main coordination body

for the d
e
velopment of KM in the Sector

during the inception Phase (
J
une
-
December 2004)
. At the meeting to draw up a TOR for the Group,
it

was also agreed that the
CWSA will Chair the Co
-
ordination Group
. In this role it will among
others:


-

Work closely with the RCN organizations to ensure adequate preparation and convening of
Task Force meetings
;

-

Host and Chair meetings of the Task Force du
ring within its Head Off
i
ce premises
;


-

Ensur
e

regular feedback to the MoWH and other key donors on the activities of the RCN
and the Task Force
;


-

Liaise with Sector Agencies and donors to ensure adequate availability of funds for the
operations of the Tas
k Force
;


-

Ensure financial administration of any sector
-
wide donor funds that will be secured for the
KM objective
;

-

Work with other members of the RCN and the Task force to ensure delivery of timely and
quality outputs.



3.2

Financial Management


The Task F
orce will agree on required activities and estimate the budget requirement, initially for the
period from June to December 2004. The Task Force (with CWSA leadership) will take steps to
secure the needed funding for the agreed scope of work both from key s
ector institutions and from
sector donors
. F
unding for activities is envisaged to come from
various sources including R
CN
members own sources
,
CWSA “basket funding” funding from GoG and donors
,

and o
ther
contribution from Sector Organisations.

The Task For
ce wi
ll during the inception period work be
responsible for financial management but the CWSA will ensure that
disbursement, auditing and
financial control
of all funds secured from Sector donors for the K
M

activities.



3.3

Quality Assurance


To maintain high

quality of products, QA procedures will be developed. All products will be reviewed
by professionals in the Task Force and the RCN for content QA and by one format manager for lay
-
out and language. Quality monitoring will focus on the appropriateness of v
arious outputs in terms of
the requirements of the target groups (versioning of outputs) and timeliness of agreed outputs.
Feedback from the clients and users of information will form the main basis for determining the
adequacy of
products and services.
IR
C who are clearly the
global
leaders in
development of
capacity in
KM
for developing countries, and
who are involved in developing capacity in 18 countries
along similar lines to the current Ghanaian effort will provide support with development QA
procedur
es and in advising on their application.

A formal evaluation will be conducted after the end
of December 2004 to learn lessons on the extent of networking and partnership, the quality of
products and services and to further learn lessons on how the proces
s of capacity building in the
Sector can be made more impactful.



3.4

Workplan for June
-
December 2004


A
w
orkplan for
the inception phase (June
-
December 2004) as agreed by the Task Force is

attached
in the pages below.





3.5

Risks and Assumptions


K
M in the Ghanaian Water Sector

Proposal for Inception Phase




9

K
nowledge management is
a
new area of development

in the water and sanitation sector
.

Despite
the broadly acclaimed level of success in the sector, especially in the community water and
sanitation area, investments have been unacceptably low and the sector
has developed with little
learning or documentation of experiences. The current effort is meant to reverse this discouraging
trend and to establish information and knowledge as a key catalyst for sustainable sector
development.


But the effort to initiate

a

new way of doing things in
a
sector with entrenched organizational culture
will pose a big challenge to all stakeholders. The key assumptions and risks associated with them
are elucidated as shown below.


-

Commitment of CWSA and Other Key Agencies

This p
roposal has assumed that the c
ommitment of
key agencies like the MoWH, CWSA and
other
key agencies
which led to the organization of the Advocacy Workshop and the
establishment of the Task Force will continue to prevail in order to maintain momentum that
ha
s been generated. Continued commitment of the key agencies is important in ensuring the
required donor support and
its implication for the legality
and functionality
of the RCN
Secre
t
ariat

to be established for the KM effort. The risks associated with this

assumption are
considered low. CWSA in its long term strategic development plan envisages the
establishment of a RCN and its leadership role so far has illustrated its commitment. The
organization has appointed a task officer for Km activities and is comm
itment to ensuring the
successful operation of the Task Force.


-

Financial Support f
or KM

The availability of funding will be crucial for successful development of the KM effort.
The
new desire of the sector to develop structures and resources for knowle
dge generation and
sharing will require a radical step
-
up in the level of investments for applied research, sector
documentation, archival and library infrastructure, a marked improvement in ICT
infrastructure and the level of connectivity to the websites
and a huge level of training and
attitudinal changes among sector staff.
Th
e level of investment can only be met if sector
donors commit a substantial part of current and future project investments
i
n the area of KM.
The risks associated with this assumpti
on are considered high. Historically very few donors
have shown an appreciation for the role of KM. The current situation will require substantial
advocacy to change and CWSA and MoWH role in ensuring this cannot be overstated.


-

Change in Culture by Key
Stakeholders

The role of information generation and sharing in Sector learning and development is much
misunderstood. Sector staff are not used to recognising and documenting innovative
knowledge.
They have worked for so many years with little access to cu
tt
ing edge
information from around the globe and are more
used to confidentiality of information
which
reflect in
much resistance to sharing information.
The continued prevalence of these
negative attitudes and practices constitute perhaps the biggest risk

to the sustainability of the
current KM effort and the emphasis on advocacy during the inception phase is meant to start
tackling these challenges.


-

Technical Know
-
how and Role of IRC

A substantial amount of capacity building will also be required by th
e RCN institutions
including TREND and WaterAid


the leading institutions. The lack of capacity in the RCN
could slow
-
down the process. The role of the IRC is therefore considered crucial. The risk of
continued IRC support (which is envisaged until end
of 2005) is low but not entirely remote.
Their continued involvement will depend to a large extent on the response of the Ghanaian
sector and the continued progress of the on
-
going K
M

effort.




K
M in the Ghanaian Water Sector

Proposal for Inception Phase




10

ANNEX

1:

DETAILED TOR FOR TASK FORCE


TASK FORCE FOR DEVELOP
MENT OF KNOWLEDGE MANAGEMENT

IN THE WATER AND SANITATION SECTOR


DR
A
FT TERMS OF REFERENCE



1.

ESTABLISHMENT AND MANDATE


i.

Membership


o

The Membership of the TF was agreed upon following a recommendation for the
establishment of the TF during the KM Advoca
cy Workshop held on 12/13 May.

o

The Membership was agreed upon to ensure representation of all key sector
organisations involved in Water Supply and Sanitation:




Sector Agencies Staff,



International NGOs,



Local NGOs,



Private Sector,



Educational and Resear
ch Institutions.



Resource Centres


Tentative List of Members

WaterAid


-

Emmanuel Addai

TREND


-

Eugene Larbi

KNUST



-

Charles kpordze

CWSA



-

Kofi Asamoah

WVI



-

Agnes Phillips

WRI



-

Marion Jiagge

Pronet



-

Ben Arthur

Private Sector


-

Charles Beek
o

MWH



-

Abigail Kwasi


GWCL



-



ii.

Duration of TFs mandate


The mandate of the TF will run until:


o

A framework for long term development of KM in the Sector (including projects and
funding) has been put in place

o

The RC Network is formally launched

o

A S
teering Committee comprising membership from the key sector stakeholders is
established.

o

Tentatively it was agreed that the above outputs should have been achieved by 31
December 04.



2.

GENERAL FRAMEWORK FOR OPERATION OF THE TASK FORCE?


Goal

The TF w
ill provide guidance and advisory support towards the establishment of the RCN
and the development of KM in the Sector in accordance with the general recommendations
of the Knowledge Management Advocacy Workshop held on 12/13 May.



Objectives
:


The Task F
orce will carry out the following:

K
M in the Ghanaian Water Sector

Proposal for Inception Phase




11




Support and Advise the RCN on development of projects and sourcing of
funding for development of capacity and the delivery of specific products in
accordance with recommendations of the Advocacy Workshop



Approve workplan
s and monitor clients appreciation of products and services
provided by the RCN



Constitute a linkage with all relevant Sector Agencies and ensure that the
progress of work in development of KM is regularly reported to all Sector
Stakeholders


Key Outputs


i.

Final Report of Workshop

ii.

Framework for Operation of TF up to December 04 has been agreed upon and
documented:

iii.

Priority advocacy activities and KM products over the period up to December 04
has been agreed and funding sourced for their implementation

iv.

Conce
pt Paper with Project Outlines

v.

A Report on sector assessment of sector organizations in terms
of S
ector
achives, libraries and documentation services has been carried out

vi.

An assessment of sector capacity at the DA level for KM has been carried out.

vii.

Detaile
d Project Documents with Budgets (for the period from 2005
-
2006)

viii.

Memorandum of Agreement for long
-
term operation of RCN in the Country has
been agreed upon between RCN and Steering Committee.

ix.

Steering of KM activities in the Sector has been handed over to
the Steering
Committee.

x.

Minutes of all Meetings/Reports on all activities has been compiled as required.


Specific Activities


i.

Review draft workshop report, supervise its finalisation and distribution to all
participants of the Advocacy workshop
.

ii.

Draw up a

framework for operation of the TF over the period of its existence
, discuss
at first TF meeting and finalise.

iii.

Identify priority activities and source funding for their implementation (including
coordination costs of TF activities)

iv.

Support the implementati
on of priority activities (including advocacy activities and
product development)

v.

Hold meetings and ensure regular e
-
discussions to ensure the :



Review of quarterly workplans of the RCN



Monitoring of progress of work on agreed KM activities



Monitoring of f
inancial expenditures and ensuring accountability

vi.

Prepare a Concept paper for long
-
term development of KM in the Sector

vii.

Carry out sector assessment of documentation/library facilities and existing archival
systems

viii.

Review regional networking teams set up i
n 1998/99 and determine their potential as
partners in carrying out advocacy activities for KM.

ix.

Develop detailed projects to be implemented over a two year period (2005
-
2006) and
source funding for their implementation

x.

Ensure the establishment of a Steer
ing Group and the smooth handing over
o
f the
steering of the RCN from the Task Force to the Steering Group.






3.

MANAGEMENT AND COORDINATION


Leadership/Management and Administration

K
M in the Ghanaian Water Sector

Proposal for Inception Phase




12

By virtue of the ownership spirit shown so far, the key role in org
anisation of the workshop,
its potential as a key client and its close links with the Sector institutions and donors, it is
proposed that CWSA should take on a leadership role in the management and coordination
of the TF during the initial 6 month period.


During the period its leadership mandate will include:

-

Chairing the Task Force during its meetings

-

Hosting the meetings of the TF in CWSA Head Office premises

-

Ensuring regular feedback to the MoWH and other key donors on the activities of the
RCN and the

Task Force

-

Liaising with Sector Agencies and donors to ensure adequate availability opf funds
for the operations of the Task Force

-

Ensuring financial administration of any sector
-
wide donor funds that will be secured
for the KM objective.

-

Working with

other members of the RCN and the Task force to ensure delivery of
outputs.


Meetings and Communications

Members of the Task Force will jointly agree on meetings and schedule them accordingly.



It is proposed that regular meetings will be held on a monthly

basis for the first three
months and thereafter at intervals to be decided by the Task Force..



The CWSA will liaise with the RCN institutions and other Task Force Members to
ensure that meeting invitations
use
sent
on
time and all logistical arrangements
for
meetings are in place.



The TF could also convene extraordinary meeting to tackle specific issues.



Sub
-
committees could be formed to tackle specific challenges outside regular
meetings.



The Task Force will jointly agree on modalities for compilation, p
ackaging and
distribution of the minutes and reports of its meetings.



Draft progress reports of Task Force/RCN activities will be compiled and circulated at
least 5 days before each meeting.


Work
-
plan Up to December 2004



Workplans will be drawn up over a

six month period to be updated regularly during
meetings.



Initial proposals for first work plan over June 04

December 04 will be finalised at the first
meeting of the task force. A draft is attached.



The members of the RCN will monitor progress with impl
ementation of agreed activities.
They will prepare reports on progress of work and debrief the Task Force at each regular
meeting.


4.

BUDGET AND FUNDING SOURCES




The Task Force will agree on required activities and estimate the budget requirement,
in
itially for the period from June to December 2004.



At the meeting of 19 May the RCN will bring an outline of proposed activities with a
budget for discussion.



The Task Force will take steps to secure the needed funding for the agreed scope of
work both f
rom key sector institutions and from sector donors



Funding for activities is envisaged to come from two sources:

o

RCN members own sources

o

Grant from IRC

o

CWSA “basket funding”
f
rom GoG and donors.

o

Contributions from other Sector
organizations.





K
M in the Ghanaian Water Sector

Proposal for Inception Phase




1

Annex 2:
Workplan

2004


RESOURCE CENTRE GHANA. PLANNING ANDESTABLISHMENT PHASE JUNE 2004
-

DECEMBER 2004.

WORKPLAN























No

Activity

Responsib
ility

May

June

July

Aug

Sept

Oct

Nov

Dec























1

Task Force Meetings

RCN/TF

19
-
May

15
-
Jun

15
-
Jul

15
-
Aug

15
-
Sep

15
-
Oct

15
-
Nov

15
-
Dec

2

Workshop Report

TF/RCN/Co
nsultant





31
-
Jul











3

Framework for TF
Operations

TF

19
-
May















3.1

Workplan for Jun
-
Dec 2004

TF

19
-
May















3.2

Meeting Dates

TF

19
-
May















3.3

Budget and Funding
arrangements

TF

19
-
May















3.4

Task Division

TF



15
-
Jun













3.5

Handing over to SC

TF















15
-
Dec

3.6

Detailed Funding Proposal
for TF

TF/RCN



15
-
Jun













4

Concept Paper

TF/RCN

















4.1

Drafting

RCN





30
-
Jul











4.2

Dissmeintae and Review
draft

TF







06
-
Aug









4.3

Finalisation Concept Paper

RCN







15
-
Aug









4.4

Dissemination

TF







20
-
Aug









5

Sector KM Assessments

TF/RCN/Co
nsultants

















5.1

Assessment of Achives and
Libraries

Consultant
s/TF







30
-
Aug









5.2

Capacity for Advocacy at DA
level

Consultant
s/TF







30
-
Aug









5.3

Review of Assessment
Reports

TF









15
-
Sep







5.4

Finalisation of Reports

TF/RCN/Co
ns
ultants









30
-
Sep







6

Project Proposals

TF/RCN

















6.1

Drafting

TF/RCN









15
-
Sep







6.2

Review

TF









30
-
Sep







6.3

Finalisation

RCN











15
-
Oct





6.4

Approval

TF











30
-
Oct





7

Advocacy Products/Act
ivities



















7.1

Advocacy Flyer

RCN







30
-
Aug









7.2

Briefing Note

RCN







30
-
Aug









7.3

Advocacy Events

RCN





Mole



XXX



XXX



8

RCN Products



















8.1

Who is Who

RCN











31
-
Oct





8.2

Sector Projec
ts Directory

RCN













15
-
Nov



8.3

RCN Website

RCN/TF









15
-
Sep





15
-
Dec