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EPSAP Background |
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| Download the full version of the EPSAP Background file [ PDF: 584KB]
prepared by Ms. Gina Fenner, Project Manager/Administrator
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Innovation Applied
The most resource-intensive component of EPSAP was technical assistance and training, delivered in a variety of ways:
- Formal training courses in country, at ACE or AHO, ranging from one day to two weeks in duration, on topics such as:
- Basic training in MARKAL.
- Advanced Training in MARKAL.
- Linear Programming applied to energy analysis.
- Preparing Study Reports in Microsoft Word.
- Informal “one-on-one” training involving and adviser sitting with a few team remembers working on their MARKAL model or study report.
- Work attachments to ACE or to AHO organised around a mixture of formal and informal training and exposure to techniques of analysis.
- Interaction through six-monthly AAMRUG meetings.
- Assistance provided remotely by telephone or email.
The AMC’s observations on this approach are:
- Generally, the mixture of approaches used was able to deliver a good level of MARKAL capability, as long as teams were set up in a way to take best advantage of what was offered.
- The formal courses worked well but, in hindsight, could have also covered more basic topics such as the principles of economic analysis.
- The informal training “one-on-one” also worked well when team members were devoted to the task. The AMC believes that this form of training provides the greatest scope for rapid skill transfer beyond the basic level. However, some teams at times failed to take full advantage of AMC training visits because key team members were sometimes partially or fully occupied with other tasks during the visit.
- Experience suggests that work attachments could have been somewhat longer than two weeks to allow more to be achieved after an initial orientation period by attached personnel.
- AAMRUG will probably prove to be a useful mechanism for promoting co-operation and exchange of ideas in the future, but teams and participants will have to learn to prepare and participate more actively.
- At the stage of development of skills of most teams during the project, on-site interaction appeared more productive than the remote assistance offered. However, after the project concludes remote technical assistance must be relied upon more heavily. The AMC has undertaken to assist ACE with its AAMRUG arrangements and remote support.
- This project had a very complex logistical requirement. It involves carrying out the activities in Australia and the partner countries. Through the project manager/administrator, the project utilised SMEC’s Australian and ASEAN based offices in follow up and communication, travel arrangements and in-country support. The various Australia and in-country activities provided SMEC local staff paid work.
Overall, the AMC considers that the delivery of technical assistance and training was one of the stronger points of the project. |
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