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close this bookAquaculture - Training Manual (Peace Corps; 1990; 350 pages)
View the documentAcknowledgments
View the documentForward
View the documentChapter one: Introduction
View the documentChapter two: Training philosophy and methodology
View the documentChapter three: Goals and objectives
View the documentChapter four: Site requirements, logistics and length of training
View the documentChapter five: Trainee qualifications and assessment
View the documentChapter six: Staff qualifications, staffing pattern and staff training
View the documentChapter seven: Ten-week program: summary and weekly schedule of events
View the documentChapter eight: Eight-week program: limltations, adjustments, program summary and weekly schedule of events
View the documentChapter nine: Program design considerations and orientation
Open this folder and view contentsChapter ten: Program design - week one
Open this folder and view contentsChapter eleven: Program design - week two
close this folderChapter twelve: Program design - week three
View the documentSession III-1: Quiz (week three)
View the documentSession III-2: Management plan (part two)
View the documentSession III-3: Equipment shed, feed shed and pump - trainee responsibilities
View the documentSession III-4: Weekly technical report requirements
View the documentSession III-5: Field trips - week three
View the documentSession III-6: Processing of field trip
View the documentSession III-7: Masonry and carpentry projects
View the documentSession III-8: Dissection exercise
View the documentSession III-9: Social awareness
View the documentSession III-10: Personal interview - week three
Open this folder and view contentsChapter thirteen: Program design - week four
Open this folder and view contentsChapter fourteen: Program design - week five
Open this folder and view contentsChapter fifteen: Program design - week six
Open this folder and view contentsChapter sixteen: Program design- week seven
View the documentChapter seventeen: Program design - week eight
Open this folder and view contentsChapter eighteen: Program design - week nine
Open this folder and view contentsChapter nineteen: Program design - week ten
View the documentChapter twenty: Program evaluation
View the documentChapter twenty-one: Recommendations for in-country training
View the documentChapter twenty-two: Publications, equipment and materials

Session III-3: Equipment shed, feed shed and pump - trainee responsibilities

Total Time: Not applicable


• Increase trainee opportunities for independent decision-making and the development of management skills;

• Improve trainees' organizational skills, familiarity with equipment and time management;

• Improve efficiency of field activities by giving trainees free access to equipment, pumps and resources;

• Transfer responsibility for care and coordination of equipment to trainees.

Overview: This is not a session, but is a description of how responsibility for the care and maintenance of equipment, coordination of the use of equipment, upkeep and organization of the sheds and maintenance of resource inventory is transferred to the trainees.

1. Control of the equipment shed and pump is turned over to trainees after all trainees have taken an inventory of the equipment shed and received instruction in the care and use of the pump.

2. Once each trainee's feeding plan is accepted by the relevant trainer, he/she is to take an inventory of the shed that contains the feeds and fertilizers, similarly to the way this was done with the equipment shed. The trainees requisition feed and fertilizer as they do equipment until the point where everyone has begun feeding.

3. Each shed is assigned a trainee manager (or managers) who will be responsible for developing guidelines for the use of equipment, organizing and maintaining inventories, replacing, cleaning and repairing equipment. If the group is large, managers can be assigned to very specific sets of items (for example, a net manager, a tool manager and a water test kit manager).

4. Shed managers devise a system for the group to share the responsibility of equipment maintenance. Although they have ultimate responsibility, they are encouraged to involve everyone. Usually, a rotating system is designed giving each trainee a certain number of days on duty.

5. Some of the specific duties of the managers include:

• Devising and monitoring a fair, organized system for checking-out equipment, in which any item can be tracked down at any time, and someone is always accountable for any item that is not in the shed;


• Assuring that all equipment (including nets) is well cared for and returned clean after each use, repairs that trainees can do themselves are done, and the trainer in charge of inventory is notified of any needed repair work or replacements;

• Assuring that sheds are kept clean, neat and orderly;

• Tracking the use of consumable items (feeds, fertilizers, grass seed, etc.) and notifying the trainer in charge of inventory well enough in advance to replenish all items as needed before anything runs out;


• Obtaining replacement reagents for water quality test kits from the trainer, as needed, as well as replacement parts for the test kits, if necessary;


• Submit a short weekly report to the trainer in charge of inventory concerning the condition of the sheds, equipment and inventory;

• Submit a final inventory to the trainer at the end of the program.

6. As training proceeds, trainees are so busy that they sometimes get sloppy about the equipment and sheds. Managers may call special meetings with trainees or impose certain restrictions as they see fit if it becomes necessary, but should clear all actions through a trainer before implementing them.

7. When the sheds are turned over to the trainees, the staff provides a list of cost and rent prices for all tools, equipment, feeds, fertilizers, etc. that are available in the sheds. Trainees may request price information on any items they use or obtain later that are not on this list.

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