What gets measured, gets done. WinS monitoring and recognition systems strengthen large-scale WinS implementation.
The program supports the national integration of SDG indicators related to school health and WASH in Schools, as well as implementation of the WinS Three Star Approach – an integrated monitoring and recognition system that guides and encourages stepwise improvements and enables more specific WinS programme management. The programme further supports visualization of data using a WinS dashboard, regular reports and feedback mechanisms to schools.
WinS/Three Star monitoring and recognition system (Philippines, Lao PDR, Cambodia, Indonesia) has helped to move WinS improvments forward, but is a process that takes time and needs to involve the Ministry in the driver´s seat and partners willing to align and support
Data visualization via WinS dashboards can be a powerful tool to create transparency and allow schools, districts and provinces to develop a sense of where they stand relative to others - which in turn might motivate further improvements
The WinS/Three Star monitoring system in Cambodia and the availability of national data proved crucial to plan for COVID-19 response measures and support and illustrated the practical application of monitoring data for various ministries involved
Monitoring and self assessment serve as a strong capacity development measure - through careful design schools can be guided on what to prioritze and how to progress through improvements over time
Sample Structure of a WinS MOOC for school implementers
GIZ Fit for School
Large-scale capacity development embedded in the education system.
WinS Massive Open Online Courses are conducted to build management and leadership capacities of staff at the school and division levels. Between 2019 and 2021 a number of 22,500 educators have enrolled in the course.
Knowledge products such as manuals and videos are produced to provide practical implementation guidelines.
Seven International Learning Exchanges serve as capacity building through exchange of ideas and best practices to trigger action and improve implementation.
Training roll-out should consider long-term feasibility: by utilizing existing Ministry meeting structures (e.g. the district education advisor´s regular technical meetings with school principals) can keep costs at a minimum and help to focus the content into digestible chunks
When designing larger scale capacity measures, such as online courses for education sector personnel, best utilize existing Ministry platforms for training delivery and seek accreditation for the course as part of the development process to create in-system incentives for personnel to complete the course
Links between the Fit for School Concept and the SDGs
GIZ Fit for School
Alignment of relevant sectors (health & WASH) under the leadership of the education sector.
The program works on strengthening intersectoral working groups, setting clear roles and coordination mechanisms at all levels, integration of public health topics in education sector policies and structures, and provides platforms for international learning exchange.
A school health or WASH in schools policy serves as a solid basis for clarifying roles with other sectors and to coordinate collaboration.
A policy framework supports alignment and harmonization of development partner support.
Regular exchange and joint decision-making through e.g. a technical working group facilitates moving the topic foward and keeping all relevant actors involved.
The main threats to the park emanate from the combination of a lack of a true buffer zone and widespread poverty surrounding the park. VNP’s Community Partnership Programme has therefore identified priorities as mitigating crop damage caused by wild animals and establishing new livelihoods for communities. 862 community members organized in cooperatives are involved in park conservation activities and tourism. 262 porters benefit as temporary staff, who earn between $12 to $25 per day to carry visitors' belongings during gorilla viewing and hiking.
As a means of reducing forest resources dependence, we have provided alternative income generating activities, through the establishment of fuel wood plantations and fuel efficient stove adoption, support for developing bamboo propagation and processing outside the park, and support for rainwater harvesting systems. We also developed alternative agriculture options such as identifying crops that are economically viable but not targeted by wildlife crop-raiding.
In 2007, a 1-meter-high stone buffalo wall was completed that spans the entire 76km border of VNPto reduce crop damage by wild animals by Rwanda Development board. We encourage the local community to constantly maintain it.
One of the factors which enabled us is to connect with local communities and train them on different tourism jobs available like being porters, community guides and involve them in the cooperative ownership meaning that we involve them in decision making for all the issues affecting the cooperatives and ensure they create partnerships with other locals whom wish to be part of the programs and teaching them new marketing strategies for new cultural tourism products we develop.
Locals became aware of the different aspects of learning new technologies which we train them on conservation and they become decisive on any issue concerning the administration of the cooperatives and they learn on how to develop any new cultural tourism product we develop.
The Tourism Revenue Sharing (TRS) program was introduced by the Rwanda Development Board with the aim to share a percentage of the total tourism park revenues with the communities living around.
The TRS is one of the most progressive and successful community programmes. The goal of revenue sharing is to reduce illegal activities in the park and improve the living conditions of the communities by providing alternatives to park resources and compensation to farmers for the loss of productivity due to wildlife crop raiding. Between 2005 and 2010, $536,665 went to community projects through the revenue sharing programme. In May 2017, revenue sharing was increased from 5% to 10% of gross tourism revenues earned by our Rwanda Development board.
The main focus of spending has been on infrastructure such as schools, water tanks, health centres and sanitation.
Red Rocks Initiative took the opportunity of the TSR funding to establish Community cooperatives. We embarked on intensive training and skilling on making a lot of art and handicraft products, depicting rich diverse Rwanda Culture, Agro-business, Youth Talent. At the end, even those who used to poach understand the benefits of tourism.
We focused on the assets, skills and resources that are within the community’s control, and how new tourism activities will fit into the mix. Coffee farms have become tourism products themselves, catering for tourists taking part in agricultural experiences and providing additional income. We also complimented existing livelihood strategies with tourism to allow communities to retain our local traditions. This way, they feel empowered by improving their well-being and involving in cultural tourism activities.
The local community learned the benefit of preserving the park since they earned from the tourism business which was flourishing in Rwanda. Ever since the infrastructures were developed, the local community felt the urge to make sure that the park and the animals within the park are largely protected.
