Empirical researches provide evidence that Human Resources Management (HRM) is key contributing factor for improvement of organisational performance in service efficiency and quality in public sector . Similarly, there are considerable chances that dissatisfied employees can perform worse . Globally, many developing economies are lacking significant numbers of water professionals, and the necessary knowledge, experience and specialist skills to meet the rising demand for water and sanitation services . Despite the significant investment for MDG target 7c, to “halve, by 2015, the proportion of the population without sustainable access to safe drinking water and basic sanitation”, in infrastructure, technological innovation and institutional reform has not been accompanied by the necessary focus on the size, competencies and enabling environment for the human resource base needed to design, construct, operate and maintain such services to meet the target and go beyond, towards universal coverage . To address this gap, Developmental actors has committed to expand international cooperation for capacity-building support to developing countries in water- and sanitation-related activities and programmes, including water harvesting, desalination, water efficiency, waste water treatment, recycling and reuse technologies to strengthen the participation of local communities in improving water and sanitation management by 2030 in SDGs 6 target.
Current Practice in member countries
Overall the SAARC countries have taken initiatives for human resource development to ensure effective and sustained safe water and sanitation services to their citizen. However, there initiatives are ranges from realization about the needs for human resource capacity to defining of clear road maps with human resource development. Some progress has also been made in human resource development in few countries especially in India, Bangladesh, Pakistan, and Bhutan etc but mostly through project approach. The human development approach in Sri Lanka is near to system-based approach. Ideally the human capacity building plans must be developed addressing: The capacity of institutions to fulfil sector roles and responsibilities for sustainable service delivery at scale, including the availability of necessary structures, tools, training, and incentives; the capacity of individuals to effectively engage in the sector through sector institutions or as educated consumers; and the capacity of sector stakeholders to adapt and innovate by engaging in (collective) sector learningKey areas of discussion
- Is there any sector capacities need assessment for urban and rural sanitation organized in recent years? Is there any bench marking available that how many sanitation service providers are available versus population?
- Do we have clear roles and responsibilities roles and responsibilities of key agencies and their staff? Are we clear about the role of community-based organizations and ready to mainstream them as frontline voluntary workforce?
- Do we have quality bench marking for affectivity and efficiency Have we mapped WASH expertise that exists for provision of water sanitation and hygiene services and facilities, are there any data bases at national and regional level?
- Do we understand that functions of system demands both management and technical expertise?
- How do we identify capacities and defined them with in sector? How are we planning for investment Support Programs from both the Federal and Provincial levels and how they can be expanded and focused on the delivery of sustainable outcomes?
- How to fill the gaps of operating and maintenance as well as Cost Recovery from user fees and how to design capacity need assessments to include this aspects?
- How to develop sector capacities on M&E system, covering infrastructure indicators, social indicators and quality aspects? How to address knowledge gaps on Water Quality Issues and deplorable sanitation conditions?