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Water Services Trust Fund

Field Monitors

Role and Responsibilities

Table of Contents

1.Field Monitors: Description of Status

2.Support Provided by the WSTF Field Monitors Team

3.Field Monitors: Main Tasks and Responsibilities

3.1Support provided by the WSTF Field Monitors Team

3.2Field Monitors and their Responsibilities (IMPORTANT)

3.3The Engineering Field Monitor

3.4The Social Field Monitor

3.5The Financial Field Monitor

3.6Focus on Project Operation Phase

3.7The WSTF Field Monitors Team Leader

4.Field Monitors: Tools and Hardware

5.Complaints Regarding the Field Monitors

6.Phasing–Out Field Monitors

7.Reporting by Field Monitors

7.1Monthly Progress Reports

7.2Reporting Special Circumstances and Events

7.3RED FLAG REPORT

7.4Submission of the Reports

7.5Feedback

8.Performance Appraisal

1.Field Monitors: Description of Status

  • All Field Monitors (FMs) have signed a contract with the Water Services Trust Fund (WSTF).
  • Field Monitors are not employees of the WSTF.
  • There are 3 types of Field Monitors:
  • Engineering Field Monitors.
  • Social Field Monitors.
  • Financial Field Monitors.
  • Each project will benefit from the services of all three (3) Field Monitors
  • Each Field Monitor is given a specific number of days on a project.
  • A Field Monitor may have been assigned a number of projects which are being implemented simultaneously. This implies that the Field Monitors have to spent time away from a project.

2.Support Provided by the WSTF Field Monitors Team

  • Field Monitors are not responsible for the implementation of the WSTF-funded project(s).
  • The main tasks and responsibilities of the Field Monitors can be summed up as follows:
  • Assist WSP during the preparation of project proposals to the WSTF.
  • Build capacity at WSP level.
  • Become a member of- and provide support to the Project Task Team
  • Provide advice to the WSP (staff directly involved in the project and WSP management.
  • Facilitate the various project (related) activities.
  • Monitor- and report progress to the WSTF.
  • Report any problems and irregularities to the WSTF and to WSP management.
  • Propose measures, procedures, tools, and actions (etc.) that can contribute to the improvement of the quality of the projects and the procedures and Toolkit developed by the WSTF.
  • One of the Field Monitors is appointed as the Team Leader of the WSTF Field Monitors Team.

3.Field Monitors: Main Tasks and Responsibilities

3.1Support provided by the WSTF Field Monitors Team

  • Field Monitors are not responsible for the implementation of the WSTF-funded project(s).
  • The main tasks and responsibilities of the Field Monitors can be summed up as follows:
  • Build capacity at WSP and at community level.
  • Become a member of- and provide support to the Project Task Team and ensure that all stakeholders are involved in the WSTF-funded projects.
  • Provide advice to the WSP (staff directly involved in the project and WSP management.
  • Provide support (facilitate, organise, etc.) to the WSPs with the implementation of their WSTF-funded projects.
  • Facilitate the various project (related) activities.
  • Monitor- and report progress to the WSTF.
  • Report any problems and irregularities to the WSTF and to WSP management.
  • Propose measures, procedures, tools, and actions (etc.) that can contribute to the improvement of the quality of the projects and the procedures and Toolkit developed by the WSTF.
  • Monitor the initial stages of the operation of the commissioned facilities on behalf of the WSTF. Field Monitors indeed not only have tasks that are carried out during the implementation of WSTF-funded projects, they are also expected to assist the WSPs with the preparation of the sustainable operation of the project schemes.
  • One of the Field Monitors is appointed as the Team Leader of the WSTF Field Monitors Team.

3.2Field Monitors and their Responsibilities (IMPORTANT)

The WSTF signs its project contracts with the WSBs and WSPs. The Field Monitors of the WSTF are not directly responsible for the implementation of the WSTF-funded projects.

Although a Field Monitor cannot be held directly responsible for, for example, the quality of the technical works or for the financial management of the project or the closing of the accounts by the WSP, the Field Monitor is expected to report any irregularities, deviations or wrongdoings to the management of the WSP and to the WSTF. It is the WSTF which, subsequently, has to take the appropriate decisions (e.g. inform the WSP or WSB, put suspend a project, cancel the contract, etc.).

A Field Monitor, therefore, can be held indirectly responsible for a project failing to meet its objectives. If the WSTF concludes that 5 kiosks it has funded are of very poor quality and that the wrong materials were used and if the Field Monitor has kept silent about it, he or she can be held responsible.

3.3The Engineering Field Monitor

The scope of the services of the Engineering Field Monitor will include but not necessarily be limited to the following:

  1. Ensure the Company prepares the bidding documents in line with the FIDIC conditions of contract.[1]
  2. Ensure the invitation of bids, bids evaluation and awarding of contract by the Company is done transparently and in accordance to the Public Procurement and Disposal Act 2005 requirements.
  3. Ensure that the Company selects the most appropriate sites for the construction of the water facilities while taking into account the local conditions (legal and technical constraints and social circumstances).
  4. Provide support during the preparation of the Work Plan.
  5. Periodically support the Company in the inspection of works during distinct milestones to ensure compliance to the set works specification, time and cost.
  6. Ensure that the materials procured are of good quality.
  7. Ensure the contract(s) signed between the Company and the Contractor(s) are respected. Provide support to the Company to facilitate contract management.
  8. Ensure that technical works are coordinated with the non-technical activities.
  9. Support the WSPs in organising site meetings and participate effectively in these meetings to see that the bottlenecks impeding implementation of works are overcome as soon as possible.
  10. Periodically brief the Managing Director of the WSP on the progress and the challenges facing the implementation of works.
  11. Support the WSPs in the training of the Kiosk Operators (where applicable).
  12. Assist the Company with the preparation of project commissioning. Support the Company with the detailed inspection of the completed technical works.
  13. Help to ensure that the entire project scheme, as well as each individual facility, functions according to expectations.
  14. Support the Company to ensure that the scheme is supplied with sufficient quantities of treated water and that water pressure and water quality are adequate.
  15. Provide support to the Company enabling staff to carry out all necessary maintenance & repair works.
  16. Assist the Company with the assessment of initial wear and tear and formulate & implement solutions.
  17. Support the Company in ensuring that the Contractor respects the Defects Liability Period.
  18. Provide support to the WSP enabling them to disconnect/regularise & meter all illegal connections.
  19. Provide on-the-job training of Company staff responsible for the operation and maintenance of the project scheme.
  20. Monitor the project and report the progress made and problems faced to the WSTF.
  21. Provide support to the Company enabling them to disconnect /regularise & meter all illegal connections.
  22. Provide all necessary technical advice to the Company and/or Contractor.
  23. Report poor quality of works, deviations from technical drawings and delays to the Company, the WSB and the WSTF.
  24. Prepare Monthly Progress Reports capturing the achievements of the reporting period, the constraints/challenges faced and the reasons for the variance from the work plan. The reports shall be submitted to WSTF and copied to WSP not later than the 10th day of each month.
  25. Advice the WSTF on actions/interventions (support measures and sanctions).
  26. Report all irregularities (corruption, theft, etc.) to the WSTF.

3.4The Social Field Monitor

The scope of the services will include but not necessarily be limited to the following:

  1. Assist the WSP with the establishment of a Project Task Team.
  2. Provide support during the data collection exercise.
  3. Ensure that the Company selects the most appropriate sites for the construction of the water facilities while taking into account the local conditions (legal and technical constraints and social circumstances).
  4. Provide support during the preparation of the accompanying measures programme (identification of the necessary project community mobilisation, sensitisation and training activities, preparation of the budget, etc.) in tandem with the technical works.
  5. Support the WSPs in implementing the accompanying measures activities.
  6. Support the integration of public health and hygiene promotion in the project areas.
  7. Support the WSPs in the training of the Kiosk Operators where applicable.
  8. Support the WSPs to develop and implement their customer care concept in the project areas.
  9. Ensure that technical works are coordinated with the non-technical activities.
  10. Work with the Financial FM in supporting the WSP on the preparation for the kiosk and/or yard tap management concept.
  11. Periodically brief the Managing Director of the WSP on the progress and the challenges facing the accompanying measures of the project.
  12. Monitor the project and report the progress made and problems faced to the WSTF.
  13. Advice the WSTF on actions/interventions (support measures and sanctions).
  14. Report all irregularities (corruption, theft, etc.) to the WSTF.

3.5The Financial Field Monitor

The scope of the services will include but not necessarily be limited to the following:

  1. Conduct an assessment of the company in respect to: Organisation structure, setup of the finance department, accounting system in place and the procurement processes of the Company.
  2. Advice on the adequacy of the above and provide feasible recommendations on improvements necessary.
  3. Support the Company in preparation and implementation of its Procurement Plan.
  4. Support the Company in the preparation of bidding documents where applicable and oversee the company’s procurement processes to ensure compliance with the Public Procurement and Disposal Act 2005.
  5. Support the Company in preparing financial forecasts to ensure uninterrupted implementation of the projects due to cash-flow constraints.
  6. Work closely with the Engineering Field Monitor and Project Engineer to ensure value for money for works done before payments are made.
  7. Support the Company in preparation of complete and transparent financial records.
  8. Support the Company in ensuring that the project funds are spent according to the requirements of the funding contract and report any deviations.
  9. Strengthen the capacity and performance of the Company with regard to offering sustainable and customer-oriented services in the low income urban areas.
  10. Advice the Company on how to establish a strong and lasting presence in the low income areas.
  11. Advice the Company on the best (pro-poor) customer care approach and assist the Company with the development of such an approach.
  12. Advice the Company on the best kiosk and Kiosk Operator management system. This activity requires close cooperation with the Social Field Monitor.
  13. Advice the Company on the design and implementation of an effective and feasible project scheme monitoring and supervision approach.
  14. Ensure that the kiosks and/or yard taps constructed during the project are integrated in the Company billing system.
  15. Ensure that the collection efficiency of the project scheme exceeds 95% of the amounts billed.
  16. Monitor the project and report the progress made and problems faced to the WSTF.
  17. Advice the WSTF on actions/interventions (support measures and sanctions).
  18. Report all irregularities (corruption, theft, etc.) to the WSTF.

3.6Focus on Project Operation Phase

Whereas the support provided by the Engineering- and the Social FM to a large extent is dictated by the project implementation cycle, the input given by the Financial FM also takes place during the project operations phase. It is expected that once a WSP has managed to successfully operate one water supply project, it will, without much support, able to operate new projects simply by adopting the same management system and principles.

3.7The WSTF Field Monitors Team Leader

One of the Field Monitors is appointed as the Team Leader of the WSTF Field Monitors Team. His or her (additional) responsibilities are:

  • Ensuring proper coordination of technical works and the non-technical project component.
  • Coordinating the inputs/support provided by the Field Monitors.
  • Being the interface between the WSP and the Task team on the one hand and the WSTF on the other.

4.Field Monitors: Tools and Hardware

All the tools and other soft-and hardware the Field Monitor is provided with, are to be used to facilitate the implementation of the WSTF-funded project(s).

Each Field MonitorsTeamhas received the following equipment from the WSTF:

  • Three (3) laptop computers (one for each FM) and accessories.
  • Software: MS Office, AutoCAD, SPSS (or similar programmes), anti-virus programme.
  • Three (3) external hard drives (200 GB) for backing up work documents, pictures, etc.).
  • At least one (1) laser printer (a4).
  • At least one (1) GPS.
  • Three (3) copies (CD-Rom) of the Toolkit for Urban Water Supply Projects.
  • At least one (1) digital camera (with video capability).
  • Three (3) USB memory cards (2 GB).
  • At least 20 recordable CD-Roms/DVD-Roms.
  • One (1) flipchart stand and sufficient A1 paper.
  • Markers, pins, paper cards, etc.

5.Complaints Regarding the Field Monitors

If a Water Service Provider (WSP) has complaints with regard to the performance of one or more Field Monitors, WSP management may consider taking the following actions:

  • Organise, together with the WSTF Field Monitors Team Leader, a meeting with the Field Monitor(s) concerned. The presence of WSP staff directly involved in the project, or other members of the Project Task Team may be deemed necessary.
  • If this meeting does not have the desired impact, the WSP should contact the WSTF.
  • The WSTF should respond to the complaints by organising a meeting with the Field Monitor(s) and if necessary with the management of the WSP.
  • If problems are not solved the WSTF, in consultation with the FMs and WSP management, may decide to replace the Field Monitors.

6.Phasing–Out Field Monitors

The support provided by the Field Monitors will be provided by the WSTF as long as the Water Services Boards (WSBs) and the WSP feel there is need for the services of Field Monitors. In other words, the support provided by the FMs will gradually be phased out as the WSPs build up their capacity to prepare project proposals and implement & operate water supply and sanitation projects.

7.Reporting by Field Monitors

7.1Monthly Progress Reports

The Field Monitors will have to prepare short Monthly Progress Reports which will be given to the management of the WSP and to the WSTF. The FMs will be asked to report using a reporting format/template prepared by the WSTF.

In addition to written text (on progress, problems faced, etc.), the FMs are asked to make/include digital pictures which show the progress made.

7.2Reporting Special Circumstances and Events

The Field Monitors are expected to report on any extraordinary events that have or are taking place and which may have a negative or positive impact upon project implementation and operation. Events such as:

  • A sudden increase in the demand for yard connections.
  • Technical problems which may jeopardise adequate water supply to the project area.
  • Changes in the management team of the WSP.
  • Problems of conflicts within the Project Task Team which have a negative impact upon its performance.
  • Changes regarding the Development Plan of the Local Authority which may have an impact upon (e.g. the legal status of) the project area.
  • Social tensions of unrest within the project area.
  • Political interference of unrest.
  • Corruption.

7.3RED FLAG REPORT

If the Field Monitors working on a project believe that specific issues such as:

  • Poor quality of works,
  • Lack of a sound accompanying measures programme,
  • Financial irregularities (theft or the misuse of funds),

jeopardise the successful implementation and operation of the project, they can raise a “red flag”.

The WSTF has prepared a template (see also the Toolkit for Urban Water Supply Projects, Module 3, Section 10) which has to be filled in and sent to the WSTF. In addition the FMs should call or mail the WSTF to inform the UPC team on the problems.