TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT (TSSD)
Project Administration Manual February 2017 Project Number: 41435 ADB Loan Number: L2599 - CAM (SF) ADB Grant Number G0186 - CAM (SF) IFAD Loan Number: L793 - KH IFAD Grant Number: DSF - 8048 - KH GoF Grant Number: G0191 - CAM
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Project Administration Manual Purpose and Process 1. The Project Administration Manual (PAM) describes the essential administrative and management requirements to implement the Tonle Sap Poverty Reduction and Smallholders Development (TSSD) Project hereafter referred to as the Project on time, within budget, and in accordance with Government and Asian Development Bank (ADB) policies and procedures. The PAM includes references to all available templates and instructions either through linkages to relevant URLs or directly incorporated in the PAM. 2. The Ministry of Agriculture, Forestry and Fisheries (MAFF), the National Committee for SubNational Democratic Development Secretariat (NCDDS), the Ministry of Posts and Telecommunications (MPTC) are wholly responsible for the implementation of ADB financed projects, as agreed jointly between the borrower and ADB, and in accordance with Government and ADB’s policies and procedures. ADB staff is responsible to support implementation including compliance by MAFF, NCDDS, MPTC of their obligations and responsibilities for Project implementation in accordance with ADB’s policies and procedures. 3. At Loan Negotiations the borrower and ADB shall agree to the PAM and ensure consistency with the financing agreement. Such agreement shall be reflected in the minutes of the Loan Negotiations. In the event of any discrepancy or contradiction between the PAM and the Financing Agreement, the provisions of the Financing Agreement shall prevail. 4. After ADB Board approval of the project's report and recommendations of the President (RRP) changes in implementation arrangements are subject to agreement and approval pursuant to relevant Government and ADB administrative procedures (including the Project Administration Instructions) and upon such approval they will be subsequently incorporated in the PAM.
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TABLE OF CONTENTS
A.
B.
C. D.
E.
F.
G. H. I.
PROJECT DESCRIPTION 1. Project Rationale
1 1
2.
Project Location
2
3.
Project beneficiaries and benefits
2
4.
Impact and Outcome
3
5.
Outputs
3
6.
Scope of the Project
4
7.
Description of Project Outputs and Activities
4
IMPLEMENTATION PLANS 1. Project Readiness Activities
16 16
2.
16
Overall Project Implementation Plan
PROJECT ORGANISATIONAL STUCTURE PROJECT MANAGEMENT ARRANGEMENTS 1. Management Roles and Responsibilities
17 18 18
2.
27
Key Persons Involved in Implementation
COSTS AND FINANCING 1. Detailed Cost Estimates by Expenditure Category
28 28
2.
Detailed Cost Estimates
29
3.
Fund Flow Diagram
29
FINANCIAL MANAGEMENT 1. Financial Management Assessment
30 30
2.
Disbursement
30
3.
Statement of Expenditure Procedure
31
ACCOUNTING AUDITING PROCUREMENT AND CONSULTING SERVICES 1. General
32 33 34 34
2.
Procurement Method and Thresholds
34
3.
ADB Prior or Post Review
35
4.
Procurement Plan
35
5.
Procurement of Goods, Works and Consulting Services
35
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J.
K. L.
M. N. O. P.
SAFEGUARDS 1. Social Aspects
38 38
2.
38
Environmental Aspects
GENDER AND SOCIAL DIMENTIONS PERFORMANCE MONITORING AND EVALUATION 1. Project Design and Monitoring Framework
40 41 41
2.
Monitoring
41
3.
Evaluation
42
4.
Reporting
42
5.
Stakeholder Communication Strategy
42
6.
Annual Planning
43
ANTICORRUPTION POLICY ACCOUNTABILITY MECHANISM RECORD OF CHANGES TO PAM LIST OF APPENDICES
44 45 46 47
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ACRONYMS ADB ADF AE AEA AP APE APPE AWG AWPB BMC CAA CARM CC CDP CEC CQS CARD CEC CEW CIP CLF C/S DAO DBMA DDMA DMF D&D DCU DFT DST DTL DP EA EARF EIA EMP FA FGIA FMPE GAP GDP GGF GoF GRF ICB ICT IEE IEIA IFAD KPC KPT LGFSA
Asian Development Bank Asian Development Fund Agricultural Expert Agro-Ecosystems Analysis Affected Persons Agricultural Policy Expert Agricultural Policy and Productivity Expert Accounting Working Group Annual Work Plans and Budget Banteay Meanchey Commune Administrative Assistant Cambodia Resident Mission Commune Council Commune Development Plan Communications and Extension Centre Consultant Qualification Selection Council for Agriculture and Rural Development Communications and Extension Center (formerly known as Telecenter) Commune Extension Workers Commune Investment Plan Commune Livelihood Fund Commune/Sangkat District Agriculture Office Database Management Adviser D & D Management Adviser Design and Monitoring Framework Decentralization and Deconcentration Development Coordination Unit District Facilitation Team District Support Team Deputy Team Leader Development Partners Executing Agency Environmental Assessment and Review Framework Environmental Impact Assessment Environmental Management Plan Finance Adviser First Generation Imprest Account Financial Management and Procurement Expert Good Agricultural Practice Gross Domestic Product Good Governance Framework Government of Finland Group Revolving Fund International Competitive Bidding Information and Communication Technology Initial Environmental Examination Initial Environmental Impact Assessment International Fund for Agricultural Development Kampong Cham Kampong Thom Local Government Financial Services Adviser
iv
LIG MAFF M&E MEF MFI MOE MOWA MOWRAM MPTC NBC NCB NCDDS PAC PAEA PAI PAM PFT PIC PMP PPMA PPMS PSC QBS QCBS QPR RBPA ROW RSPG SDGE SGIA SOE SDR SRP SSP TA TBK TL TSI TSSLP TWG
Livelihood Improvement Group Ministry of Agriculture, Forestry and Fisheries Monitoring and Evaluation Ministry of Economy and Finance Micro Finance Institution Ministry of Environment Ministry of Women’s Affairs Ministry of Water Resources and Meteorology Ministry of Posts and Telecommunications National Bank of Cambodia National Competitive Bidding National Committee for Sub-National Democratic Development Secretariat Provincial Agricultural Coordinator Provincial Agricultural Extension Adviser Project Administration Instructions Project Administration Manual Provincial Facilitation Team Project Implementation Consultant Participatory Monitoring Procedures Provincial Project Management Adviser Project Performance and Monitoring System Project Steering Committee Quality Based Selection Quality and Cost Based Selection Quarterly Progress Report Rural Business Planning Adviser Right of Way Rice Seed Producer Group Social Development and Gender Expert Second Generation Imprest Accounts Statement of Expenditure Special Drawing Rights Siem Reap Specialized Service Provider Technical Assistance Tbung Khmum Team Leader Tonle Sap Initiative Tonle Sap Sustainable Livelihoods Project Technical Working Group
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A. 1.
PROJECT DESCRIPTION
Project Rationale
1. Cambodia has achieved a Gross Domestic Product (GDP) growth of 8 - 10 percent a year since 2001, driven largely by an expansion of the construction, garment, and tourism sectors. Agricultural growth has fluctuated because of variations in the performance of the crop sector, especially rice. However, the Government of Cambodia and its development partners are deeply concerned about (i) the narrow base of economic growth, currently threatened by the global economic crisis; and (ii) the persistence of high levels of rural poverty, coupled with the growing income disparity between rural and urban areas. 2. The head count poverty index of 52.4 percent for Kampong Thom (KPT), 51.8 percent for Siem Reap (SRP), 37.1 percent for Banteay Meanchey (BMC), and 37.0 percent for Kampong Cham (KPC) can be compared with the national rural poverty level of 39.7 percent. A recent Asian Development Bank (ADB) study of 20 communes, in six representative agro-ecological regions in four provinces, found that 15 communes had poverty levels exceeding 60 percent, two were between 50 and 60 percent, and two were between 30 percent and 50 percent. Only one had poverty a level below 30 percent. 3. Opportunities for sustainable rural economic growth based on increasing the productivity of resource-poor smallholders were examined. Studies confirmed the need for investment in agricultural productivity improvement, rural infrastructure, and capacity building. The focus should be on commune-led activities to support smallholder production, and key institutional reforms to enable faster agricultural growth. The proposed investments would be in line with ADB's Strategy 2020, the country strategy and program for Cambodia, and the road map for agriculture and natural resources for Cambodia. The investments would also support the International Fund for Agriculture and Development (IFAD) country strategy for Cambodia, and the Government’s Rectangular Strategy II. 4. ADB’s assistance to Cambodia, especially for agricultural policy development and finance sector reform, has established the base for faster economic growth. Rural roads have strengthened market links and improved mobility; irrigation schemes have created access to water sources to increase agricultural production; and water supply and sanitation works have contributed to better health. With three ongoing projects and supporting technical assistance (TA), the Tonle Sap Initiative is creating assets, infrastructure, and institutional capacity locally, while protecting the environment and natural resources of the Tonle Sap basin. The on-gong construction of Commune Council (CC) offices provides centers for local authorities to better organize and implement service deliveries to communities. 5. To accelerate development and deepen the impact of the past investment and TA projects, additional support to strengthen community-driven development and to enhance household production, income, and access to technology, markets, and credit will be essential. The provision of rural finance will be essential to remove barriers that restrict supply and constrain access to credit by poor households. The segmented nature of the rural credit market, and the absence of properly functioning markets in the segments where the targeted beneficiaries are expected to operate, justifies improving access to rural finance. The Project will support (i) productivity improvement and household income diversification with better risk management; (ii) easier market access with biosecurity and information and communication technology; (iii) institutional 1
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strengthening to improve governance and effective service delivery; and (iv) improved access to affordable finance. 2.
Project Location
The Project covers 196 communes located in five provinces of the Tonle Sap basin, 32 communes in BMC, 58 communes in SRP, 45 communes in KPT and 40 communes in KPC and 21 communes in TBK.1 Selection of the Project communes involved a combination of objective criteria and participatory consultation. The initial selection of communes was based on five criteria: (a) relative poverty; (b) donor interventions; (c) synergy and complementarity; and (d) growth potential by agro-ecological region; and (e) geographical (district territory) focus. The selected communes are relatively less developed but have potential for growth and diversification.2 3.
Project beneficiaries and benefits
6. The Project is expected to benefit about 630,000 households (or about 2.5 million people) in 196 communes in these four provinces through investments, training and capacity building, and field demonstrations of improved livelihood practices and follow-ups. The majority of households in the Project communes involved in agricultural production have less than 3.0 hectares of usable agricultural land. Those with 1.0 hectares or less are considered resource-poor smallholders, and they are the focus of the Project. 7.
Direct Project benefits will include (i)
Incremental gains from higher yields and productivity of crops and other agricultural products through the adoption of appropriate inputs, such as high-quality seeds, appropriately managed land, fertilizers, water, better crop management, improved livestock husbandry, and improved extension services;
(ii)
Higher gross margins from improved market access and crop diversification; and higher market prices with reduced risk of food poisoning, particularly in the production of livestock, aquaculture, and vegetables resulting from better post-harvest phytosanitary management;
(iii)
Greater access to formal rural financial services for smallholders involved in livelihood improvement groups, which will gain knowledge and graduate to being rated creditworthy; and
(iv)
Improved incremental asset accumulation through more alternative livelihood opportunities and risk diversification, higher gross margins from increased productivity, and greater access to markets and affordable finance.
8. In the long run, smallholders will benefit from improved knowledge of household economics, and stronger market consciousness and entrepreneurial mindsets. 9. Additional benefits from better infrastructure, such as rural roads, markets, village-level storage, on-farm irrigation, and water supply and sanitation, will accrue to the communities. The
1
In 2014 KPC province was subdivided and three of the target districts in that province are located in the new province of Tboung Khmum (TBK). 2 Appendix 4 provides a description of the criteria for the selection of the communes and the target villages within each commune. 2
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infrastructure will help improve productivity, strengthen market links, reduce the risk of waterborne diseases, and improve product quality after harvest. Costs and time savings from an improvement in rural water supply and sanitation will be significant as the majority of the selected communes do not have adequate access to safe water and appropriate sanitation. 10. Improved knowledge through capacity building, practical training, demonstration activities, and production practices will provide the foundation for smallholders to raise their living standards. The Project will make substantial contributions to reducing rural poverty in the selected provinces. This will help ease pressures to migrate from rural areas to urban centers such as Phnom Penh and Siem Reap as well as across the border to Thailand. 11. The Project will also contribute significantly to ensuring food security and to easing poverty of wage labor by increasing the availability of rural jobs. This will reduce the social and financial costs of migration to other provinces in search of work. 12. In addition, the Project will assist the Government in policy and institutional reform, including drafting key laws and regulations. The Project will also strengthen the capacity of stakeholders in implementing decentralization and deconcentration policies in agriculture and rural development. 4.
Impact and Outcome
13. The impact of the Project is to contribute to improving the livelihoods of people in five provinces (BMC, SRP, KPT, KPC and TBK) in Tonle Sap basin by 2020. 14. The outcome of the Project will be increased agricultural productivity in 196 communes, in 28 districts of five provinces in the Tonle Sap basin. This will include improved rural infrastructure, improved agricultural support and rural financial services, increasing diversification of household economic activities, and the creation of on- and off-farm livelihood opportunities. 15. The Project will focus on assisting communities establish livelihood improvement strategies for resource-poor3 farming households with assets that give them the potential to increase their farm based income. The Project benefits will be founded on improved productivity and diversified crop production by assisting communities to adopt improved integrated rice-based farming systems. The Project is designed to trigger broad based development with direct participation of beneficiaries in planning and execution of growth and poverty reduction initiatives, and by strengthening agricultural support service functions at commune and district levels. 5.
Outputs
16. The outputs of the Project will be (i) improved rural infrastructures to support agricultural productivity, market access, and the quality of life in rural communities; (ii) improved capacity of smallholder farmers to increase agricultural productivity; (iii) improved agricultural policy environment, (iv) improved availability and access to quality seeds; (v) increased access to agricultural information and market data; and (v) effective project management that enables project completion on time and within the agreed budget.
3
Households in the Project communes involved in agricultural production with less than 1.0 hectare of usable agricultural land are considered resource poor smallholders 3
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6.
Scope of the Project
17.
The Project has three Outputs:
7.
(i)
Output 1: Commune Development through commune block grants - The block grants that are provided to each commune constitute the Commune Development Fund (CDF). There are three sub-outputs: (a) improved rural infrastructure supporting agricultural productivity; (b) improved capacity of smallholder farmers; and (c) strengthened commune project management capacity;
(ii)
Output 2: Enabling Environment for Agriculture Productivity and Diversification with the following three sub-outputs: (a) improved agricultural policy environment; (b) increased availability of and access to quality seeds; and (c) increased access to agricultural information and market data;
(iii)
Output 3: Effective Project Management. This output will enable the completion of project activities on time and within the agreed budget. Description of Project Outputs and Activities Output 1: Commune Development through a block grant a.
Improving rural infrastructure supporting agricultural productivity
18. Rural Infrastructure sub-projects: The Project will fund the development and upgrading of small-scale rural infrastructure to support higher agricultural productivity with the investments determined in the annual Commune Investment Plans (CIPs). Over the three years of project support (2012 - 2015) for rural infrastructure, the Commune Councils (CCs) can allocate up to 43 percent of their project allocation for investment in rural infrastructure. A minimum of 10 percent of infrastructure investment costs must be allocated for maintenance of infrastructure, including that financed by the Project and up to five percent of the allocation for rural infrastructure may be used for hiring civil engineers to assist the CC in preparing the infrastructure design and its cost estimates. Investments are likely in small-scale farmer-managed water works, including tertiary irrigation distribution systems and flood control and drainage works; structures to protect and conserve natural resources in and around the project communities; construction and rehabilitation of farm-to-market roads; commune markets; rice storage and drying facilities.4 19. The CDFs for commune investments will be incremental to normal Commune/Sangkat (C/S) Fund. The communes can use project funds in conjunction with C/S funds or other sources of funds to finance rural infrastructure investment consistent with the sub-project selection criteria. ADB and Government will assess whether the local authorities are providing adequate finance for maintenance of infrastructure financed by the Project and others. 20. The Project uses the C/S Project Implementation Manual (PIM) which has been developed by the NCDDS for use by the CCs in implementation of rural infrastructure projects funded from the C/S funds. The PIM describes in detail the procedures for design, appraisal (technical clearance) and approval of the projects and for the bidding process, contract award and
4
Prior approval by ADB is required for any investment: (i) for irrigation pumps and engines; (ii) which is already started but which remains unfinished due to design or construction defects; and (iii) which is supported by ADB through other projects. 4
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supervision of the construction.5 In each district the PFT, with support from NCDDS, recruits a CTA to provide support to the district TSO in the preparation of the technical designs and the cost estimates of the rural infrastructure sub-projects located within the communes in the district. The CTAs are paid by the CCs from their CDFs and they are recruited on annual renewable contracts. 21.
5 6
The procedure that is followed for the rural infrastructure sub-projects is as follows: (i)
Identification of rural infrastructure sub-projects. The sub-projects that are to be supported from the CDF are prioritized for funding during the District Integration Workshops (DIWs) that are conducted in each district during Q4 of each year. The sub-projects that are selected must support improved agricultural productivity and should be mainly concerned with irrigation development/rehabilitation. The maximum budget that can be allocated to the rural infrastructure sub-projects is USD 22,500 but in the case of sub-projects that benefit more than one village/LIG the funds from the succeeding year can be brought forward. In order to ensure that the rural infrastructure sub-projects bring benefits to the LIGs the Commune Extension Workers (CEWs), with assistance from the Specialized Service Provider for Training and Mentoring of the LIGs (SSP2), will conduct surveys to determine the infrastructure needs and priorities of the Livelihood Improvement Group (LIG) members. Responsiveness to the needs of at least one LIG is a condition for approval of the rural infrastructure investments of the Commune Development Fund (CDF).
(ii)
Preparation of technical design and cost estimates. The responsibility for supporting the CCs in the design of the sub-projects rests with the Technical Support Officer (TSO) under the District Facilitation Team (DFT).6 The TSOs are assisted by a Commune Technical Assistant (CTA) in each district. The CTAs are recruited by a Provincial Recruitment Committee, supported by NCDDS, and funded from the CDFs for the communes in each district. When the technical designs and cost estimates are completed they are forwarded to the Provincial Facilitation Team (PFT) for checking and approval.
(iii)
Preparation of Safeguard Reports. There are three categories of safeguard reporting: -
Land Impact Assessment report for those sub-projects which require additional land either from the community members or public land;
-
Environmental Impact Assessment report is required for all sub-projects that are located within the 79 communes that are on Watch List prepared by the NCDDS in cooperation with the Ministry of Environment (MoE) and MAFF. It is also required all sub-projects that involve new construction work.
-
Ethnic Minorities Assessment Report is required only for those communes where ethnic minorities/highland people are living.
NCDDS C/S Project Implementation Manual, January 2009. The DFT comprises three staff from the district Planning and Investment Division: one District Facilitator, one District Finance Officer and one District TSO. 5
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All of these reports are prepared by the TSOs, assisted by the CTA, and the Environmental Impact Assessment and Ethnic Minorities Report are then reviewed by the Environment/Climate Change Expert in the PIC team. (iv)
Technical Clearance. The technical designs and cost estimates are reviewed by the Rural Infrastructure Experts (RIEs) in the PIC team and are submitted to the relevant provincial technical line department for final checking and providing a technical clearance. When the Technical Clearance has been given the PFT advises the CC to proceed with the implementation with the sub-project.
(v)
Bidding and Contract Award. The commune Project Procurement Committee (PPC) members, with support from the DFT, PFT and CTA, prepare the bidding documents and arrange for the advertisement of the bidding announcement, copying also to NCDDS for posting on their website. The PPC conduct the bid meeting to evaluate the bids received and if the meeting is successful then a contract is awarded to the lowest bidder.
(vi)
Construction Supervision. The CTA, assisted by the TSO and the RIE, support the commune Project Management Committee (PMC) to supervise the civil works and ensure that the contractor strictly follows the design specifications. The CTA also prepares the progress reports and the certification of construction completion for the CC to authorize the release of progress payments. The TSO prepares the technical certification when the retention period has expired. b.
Improving capacity of smallholder farmers
22. Livelihood Improvement Groups. The Project will improve the production and management capacity of the smallholder farmers by supporting the formation of Livelihood Improvement Groups (LIGs), providing Group Revolving Funds (GRFs) and/or linking to microfinance, and providing training, improved access to marketing information and extension services. All LIG members with livestock will benefit from a vaccination campaign on cows, pigs and chickens and improved livestock/veterinary services provided through the local Village Animal Health Workers (VAHWs) over a three year period. The Provincial Department of Agriculture (PDA)/District Agriculture Offices (DAOs) will support the conduct of Agro-Ecosystem Analysis (AEA) in each commune to guide the identification of livelihood activities for incorporation in the CIPs and provide technical supervision/backup for agriculture-related activities carried to support livelihood activities for LIGs. 23. NCDDS will recruit three Specialized Service Providers to fulfill the following roles in support of the LIGs:7 (i)
7
Monitoring the LIG Formation Process - SSP1 will be recruited for a period of six months to verify that the correct procedures have been followed during the formation of the first 400 LIGs (100 per province). They will provide recommendations on the need for any groups to be reformed and also comment, make suggestions for improvements to the Guidelines for LIG Formation and monitor a sample of the LIGs formed subsequently.
Appendix 9 contains the ToRs for SSP1, SSP2 and SSP3. 6
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(ii)
Training and Mentoring for LIGs - SSP2 will be recruited for a period of three years to provide capacity building training during the first year and then a program of refresher training and mentoring during the subsequent two years to ensure sustainability of the LIGs. They will provide Basic Financial Management/Literacy, Loan Application and Loan Contracts before the LIG bank account is opened and the GRF is established by the group, and then monitor the operation of the GRF.
(iii)
Animal Health and Production Improvement Program for LIGs - SSP3 will be recruited for a period of three years to provide is assist the LIG members to increase their livestock production through the introduction of improved animal health care and production practices. The main focus of their activities will be to deliver an annual vaccination program for all cows, pigs and chickens that are owned by LIG members and training/demonstrations on livestock raising through the VAHWs.
24. Two project-financed commune staff (one male and one female), one CEW and one CAA, will be recruited by each CC tasked with assisting the establishment and support to the LIGs in the targeted villages.8 Technical Support for the CEWs will come from the DST (four staff from the DAO and one from Department of Women’s Affairs (DWA)). The role of the CEWs includes helping the LIG members to identify areas of common interest, strengths and concerns, which can become the basis for sustainable LIGs. The CEWs, with backstopping from the DST, provide technical and management support to the LIGs engaged in livelihood improvement activities. The CEWs conduct regular home visits to the LIG members and attend the LIG monthly meetings. The CEWs report to the DST in technical matters and to CCs on the management aspect of the LIGs. For CIG members engaged in non-agricultural activities, an NGO or the DST members from the district DWA provides the technical and management support needed under the contract with CCs. 25. At total of 1,239 target villages have been selected using specific criteria. At least one LIG will be formed in every target village. During the LIG formation process, the CCs will be required to pay more attention to the community interests since household selection is a key factor in ensuring the success of the Project and sustainability in the local community. The CAAs and CEWs play a key role in this process. The selection must focus mainly on the ID Poor 2, but in case ID Poor 1 households meet the qualification criteria below they may be prioritized for selection as members of LIG members. 26. The LIGs will consist of at least 15 and not more than 30 households. Each LIG will have a committee of three members (with at least one woman) elected by its members. SSP1 will monitor the targeting and selection process, and the participation of the poor. The members of the LIGs will include poor households with little land, poor Female Headed Households (FHHs), the landless and poor households from ethnic minorities.9 The beneficiaries will be selected from the ID-Poor inventories developed by the Ministry of Planning (MoP) in all villages in each target commune, supplemented by wealth ranking where this data is not available. The LIG members will not be selected based upon land size but households owning more than one hectare of productive land will not be eligible to be a member of an LIG. The LIG members may include households with a little land, either rice fields and/or household plots, who wish to improve the productivity of their land through crop and/or livestock production as well as those who have no 8 9
Appendix 16 includes contains the ToRs of the CTAs, CEWs and CAAs. Appendix 5 provides a description of the procedure for the formation of the LIGs. 7
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land and wish to engage in non-agricultural activities. Thus, their livelihood activities may include handicrafts, processing agricultural and fisheries products and small-scale trading activities. 27. Non ID-Poor households may only be selected once every effort has been made to offer all ID-Poor families the opportunity to join. If the selected ID Poor 2 Households do not include someone who can read and write then a medium household who can read and write can be considered as an LIG member and possibly may become a LIG leader if voted by the members. Where ID-Poor 2 families decline the opportunity to join, this should be well documented. However, families that are ID-Poor and want to join may be excluded on the basis of criteria in the group formation guidelines (for example, on grounds of bad character), but the reason for such exclusion must be properly documented and will be subject to checking by SSP1.10 28. SSP2 are required to mobilize sufficient field staff to fulfil their scope of work as defined in their ToR and in order to ensure good coordination with the sub-national teams NCDDS will arrange office accommodation for the SSP2 field staff within the local administrative offices. The CEWs will be under the direct coordination and supervision of SSP2 and their field staff will develop and monitor monthly work plans for the CEWs. SSP2 will organize monthly work planning meetings in each district which will be attended by the SSP2 Provincial Assignment Manager. With assistance from NCDDS and the Project Implementation Consultant (PIC) team a guide for farmer-to-farmer learning, facilitated by the CEW, will be developed by SSP2 which will enable the planning and implementation of learning events11 funded from the Commune Development Fund (CDF) budget of the Commune Councils (CCs). 29. The CEWs assisted by SSP2 will conduct a comprehensive Training Needs Analysis (TNA) to identify the type and amount of training that is appropriate to the LIG member’s needs and the members of the groups can express interest in more than one type of training or in a training topic which is different from the enterprise in which the members plans to invest their next loan. The CEWs will also assist the LIG members to prepare simple individual business plans to provide the basis for their loans from the GRFs. SSP2 will be responsible for providing supplementary training to the CEWs to enable them to fulfil effectively these tasks. 30. The SSP2 will provide the initial basic financial literacy and leadership training for the LIG leaders before assisting the group to open an account at a local MFI and to receive the funds from the CC to establish their GRF. SSP2 will also develop a LIG Operations Manual and provide training on (i) Group Internal Rules; (ii) Financial Management; (iii) LIG member business plans; (iv) financial literacy including links to formal finance; and (v) facilitation, communication gender awareness and leadership skills. 31. For each LIG a GRF will be established with the objective of ensuring that borrowing by LIG members is efficient (i.e. does not result in unnecessary interest payments); effective (results in net increase in income and/or assets that is larger than the cost of the interest payments; and appropriate to the differing needs of each individual member. The minimum requirements for an LIG to become sustainably self-managing are (i) GRF loans are supported by individual business
10 11
Appendix 9 contains the ToR for SSP1. The learning events will comprise events at which LIG members are exposed to improved production techniques and are able to question and discuss with skilled farmers or other resource persons (e.g. input suppliers). At the end of each session the facilitator will assist the LIG members to summarize what they have learned and identify a small number of key lessons to take away. The content of these key lessons will be simple enough for illiterate farmers to remember. 8
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plans including timing and amount of expenditure, timing and amount of expected benefit and expected total interest payments; (ii) the timing, amount and repayment period of GRF loans are tailored to the needs of individual borrowers based upon their business plans; and (iii) LIG cashiers are able to do group recording with minimal assistance from CEWs/SSP2. The longer term objective of the GRFs will be to achieve sustainability by linking LIG members to the formal rural finance system. 12 32. The LIG members will select their livelihood improvement activities that are to be supported using their loan from the GRF. The livelihood activities should be incorporated into the CIP by the CC during the annual planning and updating process. 33. Within each LIG there are Common Interest Groups (CIGs) established comprising the members of the LIG who are engaged in the same livelihood improvement activity. The minimum size is five members but there is no maximum size. There is no reason to have more than one CIG for the same topic in one LIG. However, membership of a CIG is not a precondition for the release of the loan from the GRF. LIG members can be members of no CIG, or one CIG or more than CIG, as they wish. The CIGs are not intended to become co-production groups. The CIGs will be used for the delivery of technical support to the group members. The delivery of technical training for specific livelihood activities will be organized by the CC by the recruitment of a Service Provider/Trainer but the delivery of the technical training will not be a requirement for the release of the loan. 34. Each loan to an LIG member must be guaranteed by four other members. The members guaranteeing the loan must be people who know and trust each other. They do not have to be members of the same CIG. The members who guarantee the loan should participate in evaluating each other’s loan applications and sign on the approved loan application to indicate their agreement to act as guarantors.13 35. The CDFs provided to the CCs will include funds for (i) establishment of the GRF in each LIG; (ii) costs incurred during the conduct of meetings for establishment of the LIGs; (iii) monitoring of the LIG formation process by SSP1; (iv) capacity building training and mentoring of the LIGs over a three year period by SSP2; (v) technical training for LIGs to support livelihood activities by service providers/trainers recruited by the CCs;14 and (vi) support for animal health and production programs for livestock by SSP3. 36. These funds will be administered by the NCDDS on behalf of the CCs to contract SSP3 to support improved animal health and production in the target villages including vaccination of the livestock by providing veterinary kits and supplying good quality vaccines based upon the needs of the livestock raisers in each LIG. The vaccination program will be implemented through the Village Animal Health Workers (VAHWs). SSP3 will also organize the establishment of livestock demonstrations for all LIGs that will be funded from the CDF livelihoods training budget. 12
NCDDS will conduct a study of the options for the best form of this linkage which may include the use of a revised model of GRF fund management using a “MFI Group Revolving Fund” in partnership with one or more deposit-taking MFIs. Under this model the LIG funds would be deposited with the MFI in an interest bearing account in the name of the LIG. The MFI would undertake to provide loans, based upon its standard loan products for poor households to the LIG members using the deposited funds as collateral for the loans. 13 The allocations of the CDF for supporting the LIGs are shown in Appendix 6. 14 CCs can use the CDF livelihood training budget (USD 710 /LIG/year) to support a range of expenditure including materials for demonstrations, costs of transportation, refreshments, etc., for events designed to assist LIG members to take advantage of learning opportunities. 9
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Commune Investment Planning Process 37. The DSTs will assess the potential for productivity improvements in the target communes, with support from Project staff using AEA which is completed in every commune through a participatory process involving commune staff, CEWs and farmers. The findings of the AEA will provide a series of options for agricultural productivity improvement and these are integrated into the CIP by the CC during their annual planning process. 38. During the annual village meetings leading to the preparation of the CIP there is a requirement that the representatives from at least 60 percent of the households are present at the meeting of CIP step 1 with women accounting for a minimum of 30 percent. Others attending are the Commune Clerk, CEWs, CAAs, DFT/DST and representatives from NGOs, and line agencies. The village meetings discuss the problems, location, causes, needs, constraints and solutions. These meetings will use participatory methods for assessing climate-related vulnerabilities/risks in agriculture and infrastructure, e.g., climate risk maps, local resource map, community timeline history etc.,15 c.
Procedures for the Operation of Commune Block Grants
39. The commune block grant is allocated to each target commune in the Project area for a period of three years based on the formula used by National Committee for Sub-National Democratic Development Secretariat (NCDDS) for the allocation of the Commune/Sangkat (C/S) Fund based on three criteria: (i) 35 percent allocated equally to all communes; (ii) 30 percent allocated based on the poverty index of each commune; and (iii) 35 percent allocated based on communes’ population. The following reflects the budgeting cycle and process at the commune level: (i)
In Year 1, NCDDS informs the target communes of their three years Project fund allocation and signs a Joint Decision with the C/S Chief. In each subsequent year NCDDS informs the target communes of their remaining allocations.
(ii)
The target communes will determine the commune block grant funds that they wish to use in the following year.
(iii)
The DFT/PFT will include the consolidation of commune allocations in the provincial Annual Work Plan and Budget (AWPB).
(iv)
The commune block grant from the TSSD is a part of overall commune budget which will be screened and appraised by TSSD PFT for submission to the Provincial Governor for endorsement. The activities eligible for financing by the commune block grants of the Project must exclude those specified in the Project Negative List.16
(v)
After the commune annual block grant has been endorsed by Provincial Governor, the CCs will make a request to NCDDS through the PFT to release their block grants into the CDF account held at the commercial bank in the district.
(vi)
The CCs will follow procedures of the C/S Fund PIM for the rural infrastructure subprojects and the Guidelines for the Utilization of the CDF for Livelihood Improvement
15
See the NAPA document for Cambodia and its related climate change adaption measures as well as the lessons learned from TSSLP. 16 Annex 23 contains the list of ineligible sub-projects. 10
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Activities. The CAAs will record the receipt of the block grants in the revenue control sheet using a separate account code. When expenditure occurs the CAA will prepare a cash disbursement voucher that identifies the expenditure against block grants. The contract register will be also updated. (vii)
The target CCs will be responsible and accountable to their constituencies in the efficient and effective utilization of the commune block grants in order to achieve the Project objective and impact.
(viii)
All expenditures from the commune block grants will be subject to independent audits by the auditor appointed by MEF acceptable to ADB.
40. Procurement, disbursement and accounting procedures for the commune block grants will follow these procedures: (i) Decision No. 001 SSR/NCDD on Promulgating of the Second Revision of the C/S Fund Project Implementation Manual by NCDD dated 14 January 2009; (ii) Sub-Decree No. 16 dated 25 February 2002 on the Establishment of the C/S Fund; Sub-Decree No. 26 dated 02 April 2002 on the C/S Financial Management System; (iii) Guideline No. 881 MEF dated 29 April 2005 on the C/S procurement tasks; (iv) Prakas #329 dated 25 April 2002 on C/S financial forms and chart of budget account; and (v) Prakas #938 dated 31 December 2002 on C/S accounting and payment system. In any case where the above procedures cannot cover full requirement to implement the commune block grant, the NCDD use the NCDDS Finance and Administration Manual during the interim. Output 2: Enabling Environment for Increased Agricultural Productivity and Diversification a.
Improved Agricultural Policy Environment
41. The Project will support the conduct of a comprehensive review of current agricultural policy initiatives through a range of donors/projects with a particular focus on policies impacting on smallholder agricultural production. There will not be any active engagement in policy formulation but the PIC team will participate in occasional meetings of donor forums do discuss specific policy issues. 42. Support will be provided for two specific pilot studies concerning the adoption of Good Agricultural Practices (GAP) and the use of Contract Farming for rice seed production.
17
(i)
Good Agricultural Practices - The Project will support MAFF/GDA in the introduction of certification procedures for food safety of fruit and vegetable production one province (SRP) to achieve compliance with ASEAN standards.17 Training will be provided for the selected producer groups in each province and systems of auditing and certification procedures are provided for PDA staff. There will be support also for raising of consumer awareness to promote the marketing of the products.
(ii)
Contract Farming - The project will facilitate linkages between Rice Seed Producer Groups (RSPGs) and Rice Millers in collaboration with the PDAs and the MAFF Department of Agro-Industry who are responsible for the supervision of contract farming. The project will support the conduct of workshops to enable interaction
The pilot may be expanded to other provinces based upon the success of the initial activities in SRP. 11
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between the rice millers and the RSPGs to identify the rice varieties that are in demand and then assist in facilitating access to certified seed of these varieties. (iii)
Agricultural Cooperatives - The Project will support the MAFF initiative to provide assistance to existing Agricultural Cooperatives and will consider the provision of capacity building support to selected cooperatives which are found to be providing direct or indirect support to the LIGs in neighboring communes. The nature of the assistance to these cooperatives will be determined after an assessment of their current activities and potential to link with and assist LIGs. b.
Increased Availability and Access to Quality Seeds
43. The Project will address the shortage of quality rice seeds by partnering with the MAFF Agricultural Stations in SRP (Tuek Vill) and KPT (Balang) as well as selected RSPGs. Capacity building support will be provided to the Rice Seed Producer Groups (RSPGs) to enable them to become commercial rice seed producers. MAFF/GDA will work closely with PDAs, DSTs, Agricultural Stations and the RSPGs to develop and implement enhanced rice seed production programs building on experiences of the Emergency Food Assistance Program (EFAP) and the Technical Assistance Tonle Sap Technology Demonstrations for Productivity Enhancement (TSTD). (i) Surveys of rice varieties - The DSTs will conduct surveys in each target commune to identify the rice varieties that are in greatest demand. The seed production programs of the RSPGs will be designed to focus on the varieties that are identified as being most popular. Specific targets for seed production will be developed based on further discussion with MAFF/GDA to establish realistic targets and will be incorporated in the revised DMF. (ii) Rehabilitation of Agricultural Stations - In order to upgrade the seed production programs at the two Agricultural Stations the Project will fund the rehabilitation of the irrigation structures to enable double cropping; the construction of storage, drying and processing facilities; and capacity building for the station staff. An Operational Manual for each station will be produced, with the support of the PIC team, which provides clear instruction on the station operation and maintenance and relevant training provided to the station staff . This includes a mechanism for semi-autonomous operation of the stations and the introduction of greater accountability and transparency in the reporting of production and rice seed sales. Support will also be provided to assist each station to develop production plans based upon the seed demands of the RSPGs and to identify sources of Foundation Seed. The project support to the Agriculture Stations will extend to end of 2015 after which they are expected to operate as self-sustaining entities. (iii) Strengthening of Rice Seed Producer Groups - At least one RSPG in each target district will be supported by the project. Surveys of their existing capacity and facilities will be conducted in order to identify the scope of support required by each group. The Project will provide assistance based upon the identified needs of each RSPG in the form of improved storage, drying and processing facilities; field equipment for rice seed production; capacity building training; and exposure visits to successful seed producers and agricultural stations in other provinces. There will be support for Farmer Field Schools (FFS) on rice seed production organized for the RSPGs. The RSPGs will be provided with initial supplies of certified rice seed by the Project for the first season of production. 12
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(iv) On farm demonstrations - The Project will support the DSTs to organise on-farm demonstrations in every target commune for one year which will focus on improved rice varieties; post-rice and off-season production of diversified crops; and livestock production. Farmer field days will be conducted and in some cases FFS also organised. These demonstrations will supplement those organised for the LIGs by the Service Providers/Trainers that are recruited by the CCs. MAFF/GDA will prepare clear guidelines for each type of demonstration which must be strictly followed by the DSTs and other service providers when organising the demonstrations. (v) Enhanced agricultural extension materials - The Project will also support the production and dissemination of enhanced agricultural extension materials. These will focus mainly on rice production and feature the MAFF recommended varieties. c.
Increased Access to Agricultural Information and Market Data
44. Since the piloting of the Telecentres, now called Communications and Extension Centres (CECs), under TSTD did not prove to be successful the Project will adopt a new approach to Rural-ICT. This will be implemented through NCDDS in partnership with the Ministry of Posts and Telecommunications (MPTC) focusing on the utilization of mobile communications and on-line access for agricultural extension materials. (i) Support for Mobile Commune Access Program - In order to improve the access to information on agricultural technologies for the LIGs the CEWs will be equipped with mobile devices (tablets) which will be pre-loaded with extension technical documents and multi-media content in the form of videos and pictorial materials that can be shown to the LIG members. The main source of this information will be the TSSD website which will be maintained by MAFF/DCU and regularly updated with new materials as they become available. CEWs will be trained in the use of the mobile devices and provided with allowances by the CCs for mobile internet access. In addition to training on communication and extension, all CEWs will also receive further technical training on rice intensification, vegetable production, livestock raising and aquaculture which will be outsourced to external service providers. There will be support also for the introduction of monthly radio programs through provincial broadcasting stations with phone in facilities to enable farmers to seek technical advice directly from staff from the PDAs and other experts. These radio programs will be publicized by the CEWs to raise awareness of farmers of this opportunity. The project will assess the applicability of the e-PADEE system for delivery of technical support to the CEWs.18 (ii) Support for existing Communication and Extension Centres (CECs) - The Project will provide support for selected CECs that are located within the targeted communes up to the end of 2014.19 The identification of the CECs eligible for this support will be determined by MPTC after the conduct of an assessment of their activities since the withdrawal of TSTD support. Since the provision of a public service is not financially viable, the CEC operators will need to engage in additional commercial activities. The
18
e-PADEE comprises the utilization of applications for mobile devices to enable CEWs to solicit technical advice online from MAFF/GDA experts on aspects of rice production. 19 There are 10 CECs located within TSSD target communes. The CECs that are located outside of the TSSD target area will be handed over to MAFF/PDA. 13
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conditions and guiding principles reconciling the two will be documented and detailed in Letters of Agreement (LoAs) between the CC (legal owner of hardware and mandated provider of services) and the CEC operators. These selected CECs will be provided with targeted and gradually reducing financial subsidies (financial subsidies for pre-paid internet, financial subsidies for operators and reimbursement at cost for hardware repairs) with the intention of giving more time to these CECs to develop their activities to achieve financial autonomy. To support them they will be provided with targeted trainings in business development by Rural Business Planning Advisers who will be recruited by NCDDS. There will also be a further round of training provided by the MPTC training team on the use of Khmer Free Open Source Software (FOSS) applications, the use of Khmer Unicode input, social media networks, search engines and e-commerce applications. Updating of the agricultural technology information in the CESs will be the responsibility of the Provincial Agricultural Coordinator (PAC) in each province and supported by the Provincial Department of Agriculture (PDA). (iii) Enhancement of computer/ICT skills of DSTs and commune staff - The DFTs/DSTs, CAAs and Commune Clerks in each district/commune will receive training to achieve further enhancement of their computer skills. The DFTs and DSTs will be provided with computers by NCDDS and MAFF/DCU respectively and each CC will be provided with one laptop, printer and USB modem by NCDDS. Output 3: Effective Project Management 45. Support for project management will include: (i) support to CARD for the conduct of regular Project Steering Committee (PSC) meetings; (ii) organization of regular coordination meetings at national, provincial, district and commune level; (iii) conduct of regular field monitoring activities by provincial and district teams; (iv) provision of technical skills training for DFTs/DSTs and commune staff; (v) establishment and support for Project Performance Monitoring System (PPMS); (vi) conduct of annual planning workshops; and (vii) mobilization of consulting services to provide technical and managerial support. (i)
Meetings of PSC through regular CARD meetings - Each year CARD will organize semi-annual meetings of the PSC in Q2 and in Q4 to assess the progress against the AWPB and to assist in resolving implementation issues that have arisen. CARD will also assist in the conduct of the biannual review missions organised by ADB/IFAD/GoF.
(ii) Effective coordination and supervision of project activities - At national level there will be quarterly consultative meetings organized for all EAs/IAs to review the progress of implementation against the AWPB. These meetings will discuss the issues and constraints that have been identified in the QPRs. At provincial, district and commune level there will be regular monthly coordination meetings conducted to review progress and discuss planned activities during the next month. Wherever possible representatives from the national level, including some PIC members, will attend the provincial coordination meetings. In order to improve coordination under Output 2 the MAFF/GDA team together with the Provincial Agricultural Extension Advisers (PAEAs) and relevant PIC members will conduct monthly meetings and there will also be quarterly management meetings conducted on a rotational basis in each province with the PACs and DST leaders. In each province the PACs will arrange for monthly technical coordination meetings with the DST members and the PAEA. The regular field monitoring will be conducted by the PFTs, PAC, 14
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DFTs/DSTs in the target communes to support implementation which will include the organization of field days for the on-farm demonstrations. Technical skills transfer training will be provided for DSTs as well as the CEWs. Management skills transfer will be provided for PFT and DFT/DST members including orientation on gender issues and climate change impacts, financial management, M&E and reporting procedures, monitoring and supervision of both rural infrastructure sub-projects and livelihood improvement activities. In country and overseas study tours will be identified based upon the needs identified during each annual planning cycle. (iii) PPMS established and supported - A Baseline Survey will be conducted by NCDDS to provide the baseline data for assessing the progress of the Project ay output and outcome level. The PIC team will develop the PPMS and provide training for project teams at national and sub-national level and the system will be integrated into the QPR formats. Annual Planning workshops will be organized in each district, followed by consolidation of the plans at provincial level. A national planning workshop will consolidate the provincial plans and budgets into the overall Annual Workplan and Budget for submission to ADB for approval. Consulting services will be mobilized at provincial level comprising Project Management Advisers (PPMAs), Local Government Financial Services Advisers (LGFSAs), Livelihood Improvement and Communications Advisers (LICAs) and PAEAs. At national level consulting services will be mobilized comprising a Finance Adviser and Decentralization and Deconcentration Management Adviser (DDMA) for NCDDS and a Procurement/Finance Management Adviser for MAFF (for a maximum of six months prior to the mobilization of the PIC team).
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B.
1.
IMPLEMENTATION PLANS
Project Readiness Activities Months
Indicative Activities 1
2
3
4
5
6
Agency responsible
ADB Board approval
√
ADB
Loan signing
√
ADB, MEF
Establish project implementation arrangements
MAFF, NCDDS, MPTC
√
Government legal opinion provided
√
Government budget inclusion
√
MAFF, MEF
Loan effectiveness
√
ADB
The project readiness filter is given in Appendix 2. 2. Overall Project Implementation Plan The overall project implementation plan is given in Appendix 3.
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C.
PROJECT ORGANISATIONAL STUCTURE
MAFF/EA MAFF/DCU IA
NCDDS/EA & IA MPTC/IA
GDA
PDA
Provincial PID (PFT)
District Agriculture Office (DST)
District Administration (DFT)
Technical Advice for production groups/ capacity building for village extension workers production
Commune Councils
Quality Seed Production: Agriculture Stations RSPGs On-farm Demonstrations Pilot testing of policies
Communication & Extension Centers 1239 LIGs (resource poor)
Rural Infrastructure
Direct support Cooperation/coordination Progress reporting
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D. 1.
PROJECT MANAGEMENT ARRANGEMENTS
Management Roles and Responsibilities Project Implementers
Management Roles and Responsibilities
EXECUTING AGENCIES
Ministry of Agriculture Forestry and Fisheries (MAFF) and National Committee for Democratic Development Secretariat (NCDDS)
Shared responsibility for the following functions: - Ensure the project is implemented successfully in accordance with the Financing Agreements and managing the associated fiduciary risks. - Ensure that the project is managed and administered by designated officers and staff of each EA; the project performance is monitored through implementation up to completion; and required project reports are generated and submitted to the concerned parties. - Delegate sufficient powers to the project management team to ensure that it is able to operate its affairs with a minimum of disruption and interference. - Ensure that the project implementation team remains intact, as far as possible, during the whole project implementation period. - Ensure that all performance management requirements agreed to with the Financiers are strictly followed. - Ensure that the targeting criteria and implementation arrangements of the project activities are strictly followed. - Implement the Gender Action Plan and ensure that there is compliance with the requirements for women’s participation in all project activities. - Consolidate the AWPBs, monitoring and evaluation data, physical progress reports in accordance with the Agreements, financial statements and other tasks set forth in the Financing Agreements. - Assist the IAs and the four provinces in implementing the project activities in line with the Government policies. - Initiate and coordinate effective communication between all project stakeholders. - Manage consulting services under their respective responsibility to optimize the benefits of the consulting services to the project, to ensure that they deliver the required outputs as expected and to ensure that the basic conditions, obligations on the Government, pre-requisites for performance and the contractual obligations for support and counterpart staff are fulfilled. - Measure, monitor and evaluate the performance in delivering development impact against established performance targets and goals of the project.
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Project Implementers
Management Roles and Responsibilities -
-
-
Perform monitoring and evaluation of the operational performance of the project in accordance with the guidelines, systems and procedures agreed with the Financiers. Be accountable for all financial aspects of the project and ensuring there is compliance with all loan covenants and other obligations in the Agreements. Undertake proper financial management, accounting for the financial resources used by the project with due diligence and prudence consistent with relevant financial management systems and procedures acceptable to the Financiers and MEF under the overall guidance of MEF. Maintain proper accounts and records of all transactions related to the project implementation and administration. Ensure that the project accounts are audited in accordance with the rules and regulations outlined in the Agreements. Conduct regular reviews of the internal control procedures and systems of the project. Ensure safe keeping of all financial records including all contractual records. Open the FGIA-B (ADF Grant) by MAFF; Pooled FGIA-C1 for commune block grants (ADF Loan & Grant, IFAD Loan & Grant, and RGC), FGIA-C2 for operation costs (ADF Grant) and FGIA-C3 (GoF Grant) for ICT support by NCDDS. Review and consolidate the AWPBs prepared at sub-national level. Assist and advise the IAs and the target provinces on project implementation.
IMPLEMENTING AGENCIES -
1
MAFF/DCU -
-
Support nine counterpart staff as follows: (i) Project Director; (ii) Project Manager; (iii) Administration and Finance Officer; (iv) Accounting Officer; (v) Planning, M&E and Reporting Officer; (vi) Procurement/Contract Administration Officer; (vii) Public Communication and Rural Communications Officer; (viii) Website Development and Maintenance Officer; and (ix) Website Content and Data Development Officer. Undertake consolidated planning, budgeting and reporting functions and consolidate physical and financial Quarterly Progress Reports (QPRs). Prepare the project Procurement Plans and update on an annual basis to reflect the AWPBs. Operate the FGIA-B and the transfer and liquidation of funds to the MAFF/GDA SGIA-B1 as well as the direct payments of salary supplements and fixed allowances to national and sub-national staff personal accounts. Prepare, in a timely fashion, the Withdrawal Applications for submission to MEF, and onward to ADB, for reimbursement, based on the financial statements and requests from the implementing agencies. 19
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Project Implementers
Management Roles and Responsibilities -
-
2
NCDDS
-
-
-
Maintain proper accounts and records of all transactions related to the project activities under its responsibility. Carry out regular review of the internal control procedures and systems of the project under its responsibility. Procure goods and consulting services in cooperation with the IAs based on the Procurement Plan following ADB procurement procedures. Recruit four Provincial Agricultural Extension Advisers (PAEAs) and deploy one in each province. Establish within 6 months of the effective date, a monitoring and evaluation system (including conducting the base line, midterm and project completion reviews). Consolidate the progress and financial reports prepared by MAFF/GDA. Disseminate project Quarterly progress Reports (QPRs) to ADB, IFAD and other stakeholders in a timely manner. Assist and advice MAFF/GDA and MPTC and the target provinces on project implementation. Support nine counterpart staff as follows: (i) Project Director; (ii) Project Manager; (iii) Finance Adviser; (iv) Accounting Officer; (v) Contract Administration Officer; (vi) Planning, M&E and Reporting Officer; (vii) LIG and Rural ICT Coordinator; (viii) Technical Staff/Engineer; (ix) Public Communication and Website Maintenance Officer. Supervise the activities under Output 1: Commune Development through Block Grants, Output 2c: Increased access to agricultural information and market data (in cooperation with MPTC), and the activities under their responsibility for Output 3: Effective Project Management: and ensure that the project activities are implemented successfully in accordance with the Financing Agreements and manage the associated fiduciary risks. Operate the Pooled FGIA-C1 and FGIA-C2 for the transfer and liquidation of funds for the CDF to (i) Commune Accounts; (ii) provincial and district accounts; and (iii) direct payments of salary supplements and fixed allowances to national and sub-national staff personal accounts. Operate the FGIA-C3 (GoF) and the utilization of funds for procurement of ICT equipment and training for DFTs/DSTs and commune staff and be accountable for all financial aspects of the project activities under its responsibility and ensure compliance with all financial covenants and other obligations in the Financing Agreements. Prepare regular Withdrawal Applications for submission to MEF, and ADB, for reimbursement, based on the financial statements and requests from the implementing agencies. Procure goods and consulting services based on the Procurement Plan following ADB procurement procedures. 20
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Project Implementers
Management Roles and Responsibilities -
-
-
-
-
3
MAFF/GDA -
Recruit four Provincial Project Management Advisers (PPMAs), four Local Government Services Finance Advisers (LGFSAs) and four Livelihood Improvement and Communications Advisers and deploy one to each province. Recruit at national level one Finance Management/Procurement Adviser (FMPA), one Decentralization and Deconcentration Management Adviser (DDMA), one Database Management Adviser (DBMA) and two Rural Business Planning Advisers (RBPAs). Maintain proper accounts and records of all transactions related to the project activities under its responsibility. Carry out regular review of the internal control procedures and systems of the project under its responsibility. Provide policy guidance and coordination in respect of government’s policy for decentralization and deconcentration and the sub-national democratic development. Ensure that the provincial, district and CCs and their administrations will contract and account for project financed activities and staff in ways that are consistent with their functional responsibilities. Ensure that the project follows NCDS systems and administrative and operating procedures as provided for in the NCDDS D&D Finance and Administration manual and the C/S Fund PIM and manage the associated fiduciary risks. Provide policy guidance and coordination of the provincial, district and CCs and their administrations in project implementation. Assist the provinces, districts and CCs and their respective administrations in the preparation of their physical and financial reporting and during the planning and budgeting for the activities under their responsibility to support the preparation and consolidation of the AWPB. Ensure timely reporting to the MAFF/DCU of overall physical and financial reporting of the project activities under their responsibility. Assist and advice the target provinces on project implementation issues. Support seven counterpart staff as follows: (i) National Coordinator; (ii) Project Manager; (iii) Finance/Accounting Officer; (iv) Planning, M&E and Reporting Officer; (v) National Animal Health and Production Coordinator; (vi) National Extension and Rural ICT Coordinator; (vii) National Agronomy and Seed Production Coordinator. Supervise the activities under Output 2a: Improved agricultural policy environment, Output 2b: Increased availability and access to quality seeds and activities under their responsibility for Output 3: Effective Project Management; and ensure that the project activities are implemented successfully in accordance with the Financing Agreements and manage the associated fiduciary risks. 21
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Project Implementers
Management Roles and Responsibilities -
-
4
MPTC (up to end 2014)
-
-
Manage the SGIA-B1 and liquidate the funds utilized for GDA directly supervised activities and submit replenishment requests to MAFF/DCU and be accountable for all financial aspects of the project activities under its responsibility and ensure compliance with all financial covenants and other obligations in the Financing Agreements. Maintain proper accounts and records of all transactions related to the project activities under its responsibility. Carry out regular review of the internal control procedures and systems of the project under its responsibility. Assist and advise the PACs and DSTs on project implementation issues. Ensure that the project activities are consistent with national agricultural policies. Manage the policy studies that are conducted and the piloting of the selected policy initiatives that are supported by the project. Provide technical backstopping, policy guidance, coordination and training to the sub-national level agricultural extension staff to support the delivery of enhanced agricultural extension services. Assist the DST members in the preparation of the AWPB for the project activities under their responsibility. Measure, monitor and evaluate the progress in delivering development impact against the established performance targets of the project activities under its responsibility. Ensure timely reporting to MAFF/DCU in terms of physical and financial progress of the project activities under its responsibility. Support 11 counterpart staff as follows: (i) National Coordinator; (ii) Project Manager; (iii) Administration and Finance Officer; and (iv) Provincial Master Trainers (2 per province, 8 in total). Supervise (in cooperation with NCDDS) the activities under Output 2c: Increased access to agricultural information and market data and activities under their responsibility for Output 3: Effective Project Management; and ensure that the project activities are implemented successfully in accordance with the Financing Agreements and manage the associated fiduciary risks. Manage the FGIA-A (ADF Grant) and the liquidation of operational expenses and be accountable for all financial aspects of the project activities under its responsibility and ensure compliance with all financial covenants and other obligations in the Financing Agreements. Prepare regular Withdrawal Applications for submission to MEF, and ADB, for reimbursement, based on the financial statements and requests from the implementing agencies. Process the procurement of goods, works and services under its responsibility following procedures that are acceptable to the Financers. 22
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Project Implementers
Management Roles and Responsibilities -
Maintain proper accounts and records of all transactions related to the project activities under its responsibility. Carry out regular review of the internal control procedures and systems of the project under its responsibility. Ensure that project activities under its responsibility are implemented successfully in accordance with the Financing Agreements and manage the associated fiduciary risks. Provide technical backstopping, policy guidance, coordination and training to sub-national level to support the effective delivery of ICT training at the commune level. Coordinate the application of ICT to establish sustainable delivery mechanisms for the delivery of agricultural extension and market information to the LIGs. Measure, monitor and evaluate the progress in delivering development impact against the established performance targets of the project activities under its responsibility. Ensure timely reporting to MAFF/DCU in terms of physical and financial progress of the project activities under its responsibility. Cooperate with the EAs in the preparation of the AWPB for the project activities under their responsibility.
SUB-NATIONAL AGENCIES -
1
Provincial Planning and Investment Division (Provincial Facilitation Team)
-
-
Support four provincial counterpart staff as follows: (i) Provincial Facilitator; (ii) Technical Support Officer; (iii) Finance Officer; and (iv) Contract Administration Officer. Plan and manage the assigned functions consistent with decentralization, all project implementation guidelines and the PAM. Ensure that the procedures in planning at the commune level are correctly followed to ensure that the selected sub-projects respond to the priorities of the target communes and the project impact. Assist the NCDDS in the recruitment of one CTA for each district to prepare the technical designs and cost estimates of the rural infrastructure sub-projects. Supervise and support the activities of the CCs in respect of rural infrastructure sub-projects and livelihood improvement activities. Facilitate the support of provincial line departments in providing Technical Clearance of rural infrastructure sub-projects and in supervising and monitoring the construction and impact of the subprojects. Provide capacity building training and mentoring for the district and commune staff. Monitor the progress of implementation at district and commune level and assist in the resolution of problems ad constraints. 23
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Project Implementers
Management Roles and Responsibilities -
-
2
Provincial Department of Agriculture
-
3
District Commune Support Office (District Facilitation Team)
-
Operate an Advance Account in a commercial bank to receive both ADB and RGC funds from NCDDS FGIA-C1 & FGIA-C2 to finance the operating and recurrent costs according to the AWPB. Monitor the disbursement of funds by the CCs from the CDF Accounts and endorse the requests for block grant replenishment by NCDDS. Maintain proper accounts and records of all transactions related to the project activities under their responsibility and ensure the safekeeping of all financial records. Ensure timely reporting to the NCDDS in terms physical and financial progress of the project activities at the sub-national level. Provide regular updates of the NCDDS on-line database for all commune level activities. Facilitate the participation of the commune staff in the formulation of the AWPBs. Support three provincial counterpart staff as follows: (i) Provincial Agricultural Coordinator; (ii) Administration and Finance Officer; (iii) Provincial Agricultural Marketing and Rural ICT Coordinator; and in the case of SRP and KPT support three staff at each Agricultural Station. Plan and manage the assigned functions consistent with decentralization, all project implementation guidelines and the PAM. Provide capacity building training and mentoring for the DST members to facilitate support to the LIGs. Monitor the progress of implementation at district level and assist in the resolution of problems ad constraints. Operate an Advance Account in a commercial bank to receive both ADB and RGC funds from MAFF/DCU FGIA to finance the operating and recurrent costs according to the AWPB. Maintain proper accounts and records of all transactions related to the project activities under their responsibility and ensure the safekeeping of all financial records. Ensure timely reporting to the MAFF/GDA in terms physical and financial progress of the project activities at the sub-national level. Facilitate the participation of the commune staff in the formulation of the AWPBs. Support four counterpart staff as follows: (i) District Facilitator; (ii) Finance Officer; and (iii) Technical Support Officer. Plan and manage the assigned functions consistent with decentralization, all project implementation guidelines and the PAM. Provide capacity building training and mentoring for Commune Councilors and commune staff. Assist the CTA in the preparation of the designs and cost estimates for the rural infrastructure subprojects. Monitor the progress of implementation at commune level and by the LIGs and assist in the resolution of problems ad constraints. 24
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Project Implementers
Management Roles and Responsibilities -
Ensure timely reporting to the PFT in terms physical and financial progress of the project activities at the district and commune level.
-
Support five counterpart staff as follows: (i) DST Leader; (ii) Agronomy and LIG Support Officer; (iii) Animal Health and LIG Support Officer; (iv) Agriculture extension and Rural ICT Support Officer; and (v) Gender Mainstreaming and LIG Support Officer (from district DoWA). Plan and manage the assigned functions consistent with decentralization, all project implementation guidelines and the PAM. Provide capacity building training and mentoring for Commune Councilors and commune staff. Supervise the implementation of the field activities concerned with rice seed production and on-farm demonstrations and monitor the delivery of the technical training for the LIGs by external service providers. Monitor the progress of implementation at commune level and by the LIGs and assist in the resolution of problems and constraints. Ensure timely reporting to the PAC in terms physical and financial progress of the project activities at the district and commune level.
-
4
District Agriculture Office/Department of Women’s Affairs (District Support Team)
-
5
Commune Council
Recruit one CEW and one CAA in each commune to support project implementation. Manage the block grant CDFs to support rural infrastructure sub-projects, livelihood improvement activities and commune administration costs. Identify appropriate rural infrastructure sub-projects that enhance agricultural productivity in the project target villages for inclusion in the annual Commune Investment Plan.
-
Submit monthly physical and financial progress reports to the DFT.
-
Contract and manage external service providers to provide technical training and demonstrations to the members of the LIGs to support their livelihood improvement activities.
-
Utilize ICT facilities provided by the project to enhance community access to information and support the CEWs through the MCA.
-
In cooperation with the EAs organize the biannual Project Steering Committee (PSC) meetings as a part of the regular CARD meetings. Conduct regular reviews of project implementation progress and assist in resolving policy issues related to the project implementation at ministerial level.
OTHER AGENCIES 1
2
The Council for Agriculture and Rural Development (CARD)
-
ADB
-
Monitor the progress of project implementation on a regular basis as well as on the behalf of the other donors (IFAD and GoF). 25
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Project Implementers
Management Roles and Responsibilities -
3
MEF -
Ensure that the donor fund flows to the project are achieved in a timely and efficient manner. Conduct six monthly reviews and Mid Term Review of the project to review implementation progress and resolve issues that have arisen. Provide oversight on the activities defined in the project Procurement Plans to ensure that all procurement is in compliance with ADB procedures. Monitor the progress of project implementation on a regular basis. Review and approve the Withdrawal Applications that are prepared by the EAs and transmit to the ADB for processing. Process the funds replenished by ADB (including GoF) and IFAD via the Pass Through Accounts in a timely manner. Ensure that the RGC fund flows to the project are achieved in a timely and efficient manner.
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Key Persons Involved in Implementation MAFF Project Director H.E. Sen Sovann Deputy Secretary General Ministry of Agriculture, Forestry and Fisheries Telephone: 017818886 e-mail address:
[email protected]
MAFF
MAFF/DCU Project Manager Mr. Srey Vuthy Director of Planning and Statistics Department Telephone: 012845918 e-mail address:
[email protected] MAFF/GDA National Coordinator H.E. So Khan Rithykun Director General of General Directorate of Agriculture Ministry of Agriculture, Forestry and Fisheries Telephone: 012833777 e-mail address:
[email protected]
NCDDS
MPTC
ADB
NCDDS Project Director H.E. Ngan Chamroeun Deputy Executive Head of NCDDS Ministry of Interior Telephone: 012489993 e-mail address:
[email protected] # 275 Norodom Blvd., Tonle Bassac, Chamkar Morn, Phnom Penh NCDDS Project Manager Mr. Ny Kimsan Ministry of Interior Telephone: 011970565 e-mail address:
[email protected] MPTC National Project Coordinator HE Chea Manit Director General of General Department of Information and Communication Technology Ministry of Posts and Telecommunications Telephone: 089686168 e-mail address:
[email protected] MPTC Project Manager Mr. Suy Vanna Director of Rural ICT Department of General Department of Information and Communication Technology Ministry of Posts and Telecommunications Telephone: 012697773 e-mail address:
[email protected] Country Director Eric Sidgwick Director ADB Cambodia Resident Mission Southeast Asia Department Telephone: 023215 805 Email address:
[email protected] Project Officer Hem Chanthou Senior Project Officer, ADB Cambodia Residence Mission Telephone: 023215805 Email address:
[email protected] 27
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E.
COSTS AND FINANCING
46. The Project estimated cost is USD 51.309 million, including taxes and duties of USD 5 million and will include the following items: -
ADB will provide USD 30.614 million comprising a loan in Special Drawing Rights (SDR) equivalent to USD 3.314 million and a grant not exceeding the equivalent of USD 27.300 million both taken from its Special Fund Resources. ADB support will finance 53.1 percent of the project costs.
-
IFAD will provide an amount of USD 13.604 million, comprising a loan in SDR not exceeding the equivalent of USD 6.8 million and a grant in SDR not exceeding the equivalent of USD 6.8 million on a joint co-financing basis. IFAD will support will finance 24.5 percent of the project cost. ADB will administer the co-financing funds from IFAD.
-
The GoF will provide a grant denominated in USD equivalent to € 1.25 million, which in no event will exceed the equivalent of USD 1.595 million to finance 3.1 percent of the project cost on a co-financing basis until end of 2014. ADB will administer also the co-financing funds from the GoF.
-
The RGC will contribute USD 5.496 million to finance recurrent and investment costs, taxes and duties which will account for 10.7 percent of the project costs.
47. The ADB loan portion will have a maturity of 32 years with a grace period of 8 years, and an annual interest rate of 1 percent during the grace period and 1.5 percent thereafter. The RGC will bear the foreign exchange risk. Interest charges on the loan are to be capitalized. Project Financing Plan (USD million) Fund Sources
1. 48.
Total Amount
Asian Development Bank ADB Loan ADB Grant International Fund for Agricultural Development Loan Grant Government of Finland Royal Government of Cambodia
30.614 3.314 27.300 13.604 6.802 6.802 1.595 5.496
Total
51.309
%
55.3 6.1 49.2 24.5 12.2 12.2 10.3 9.9 100.00
Detailed Cost Estimates by Expenditure Category The detailed cost estimates by expenditure category are given in Appendix 10.
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2. Detailed Cost Estimates 49. The allocation and withdrawal tables for the loan/grant proceeds together with detailed cost estimates by financier and by components are given in Appendix 11. 50.
The detailed cost estimates by year are given in Appendix 12.
51.
The contract and disbursement S-curve is given in Appendix 13.
3. Fund Flow Diagram 52. The fund flow diagram which shows how the fund will flow from ADB, co-financiers and Government to implement project activities is given in Appendix 14.
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F.
FINANCIAL MANAGEMENT
1. Financial Management Assessment 53. Recording and reporting of transactions of project expenditures must be consistent with the Chart of Accounts and Budget Classification of the Government (2007) and Government's 2005 Standard Operating Procedures (SOP) for Externally Financed Projects/Programs. 2. Disbursement 54. The Loan proceeds including the ADB administered IFAD and GoF funds must be disbursed in accordance with ADB’s Loan Disbursement Handbook (2012), as amended from time to time),20 and detailed arrangements agreed upon between the Government and ADB. 55. Pursuant to ADB's Safeguard Policy Statement (2009) (SPS),21 ADB funds may not be applied to the activities described on the ADB Prohibited Investment Activities List set forth at Appendix 5 of the SPS (Appendix 19). All financial institutions will ensure that their investments are in compliance with applicable national laws and regulations and will apply the prohibited investment activities list to subprojects financed by ADB (Appendix 19). 56. ADB will provide disbursement administration services for the IFAD loan and grant, and will administer the GoF grant. All Withdrawal Applications will be sent to ADB for processing. Each EA and IA will prepare separate withdrawal applications for each financing sources. 57. The Government will establish individual pass-through accounts at the National Bank of Cambodia to receive ADB, IFAD, and Government of Finland loan and grant resources. To ensure effective project implementation and timely loan disbursement, the Government of Cambodia will establish five first generation Imprest Accounts (FGIAs) at a commercial bank acceptable to ADB immediately after ADB has confirmed the EAs and IAs has assigned accounting staff and established the agreed accounting procedures. The Imprest Account ceilings for the FGIAs will be set at the lower of 6 months of estimated expenditures to be funded through each FGIA from each fund source, or 10% of the resource allocations. The details of these Imprest Accounts are as follows: -
MPTC will administer one FGIAs (FGIA-A) with a ceiling of USD 50,000 for resources from the ADF grant to finance MPTC operational costs.
-
The MAFF/DCU will administer one FGIA (FGIA-B) with a ceiling of USD 800,000 which will be established for ADF grant to finance the DCU and MAFF/GDA activities.
-
NCDDS will administer three FGIAs (FGIA-C1, FGIA-C2 and FGIA-C3). The FGIA-C1 with a ceiling of USD 5.31 million will be established for pooled resources from (i) ADF loan; (ii) ADF grant; (iii) IFAD loan; (iv) IFAD grant; and (v) RGC counterpart fund to finance commune block grants administered by the CCs. The FGIA-C2 with a ceiling of USD 800,000 will be established for ADF grant to finance NCDDS operational costs at the national and sub-national level. The FGIA-C3 with a ceiling of USD 500,000 for resources from the GoF grant.
58. For commune development activities, each commune will open an account at a commercial bank acceptable to ADB. The commune activity plan will serve as the basis for a grant 20 21
Available at: http://www.adb.org/Documents/Handbooks/Loan_Disbursement/loan-disbursement-final.pdf Available at: http://www.adb.org/Documents/Policies/Safeguards/Safeguard-Policy-Statement-June2009.pdf 30
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contract between a CC and NCDDS. After the contract is signed, block grants (maximum USD 150,000 per commune over the project period and a maximum of USD 22,500 per subproject) will be released to the CC from NCDDS FGIA-C1. 59. The Imprest Account ceilings will be monitored and updated every six months based on the next six months of estimated expenditures of project implementation. Funds will flow to the IAs to finance the activities they are individually responsible for. ADB will made direct payments from the ADF grant resources for agreed upon consulting services. 60. One Second Generation Imprest Account (SGIA) for ADF grant (SGIA-B1) with a ceiling of USD 300,000 to be administered by MAFF/GDA will be established at a commercial bank acceptable to ADB immediately after ADB has confirmed the GDA has assigned accounting staff and established the agreed accounting procedures. 61. The FGIAs and SGIA will be established, managed, replenished, and liquidated in accordance with ADB Loan Disbursement Handbook (2012), as amended from time to time) and the financial regulations of the Government. The accounts will be liquidated and replenished according to ADB SOE procedures, based on Withdrawal Applications submitted to ADB from time to time. Each individual payment reimbursed or liquidated using the SOE procedures will not exceed the equivalent of USD 50,000. 62. The request for initial advance to the Imprest Account should be accompanied by an Estimate of Expenditure Sheet22 setting out the estimated expenditures for the first six months of project implementation, and submission of evidence satisfactory to ADB that the Imprest Account has been duly opened. For every liquidation and replenishment request of the Imprest Account, the borrower will furnish to ADB (i) Statement of Account (Bank Statement) where the Imprest Account is maintained; and (ii) the Imprest Account Reconciliation Statement reconciling the above mentioned bank statement against the EA’s records.23 63. Before the submission of the first Withdrawal Application, the borrower must submit to ADB sufficient evidence of the authority of the person(s) who will sign the Withdrawal Applications on behalf of the borrower, together with the authenticated specimen signatures of each authorized person. The minimum value per withdrawal application is USD 100,000, unless otherwise approved by ADB. The borrower is to consolidate claims to meet this limit for reimbursement and Imprest Account claims. Withdrawal Applications and supporting documents will demonstrate, among other things that the goods, and/or services were produced in or from ADB members, and are eligible for ADB financing. 3. Statement of Expenditure Procedure 64. The SOE procedure must be used for reimbursement and to liquidate and replenish the Imprest Accounts for eligible expenditures. Any individual payment to be reimbursed or liquidated under this procedure shall not exceed the equivalent of USD 50,000 for the FGIA and there are no reimbursements using this procedure from the SGIA. SOE records should be maintained and made available for review by ADB's disbursement and review mission or upon ADB's request for independent audit.24
22
Available in Appendix 10B of the Loan Disbursement Handbook Follow the format provided in Appendix 10C of the Loan Disbursement Handbook. 24 Checklist for SOE procedures and formats are available in Appendix 10E of the Loan Disbursement Handbook. 23
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G.
ACCOUNTING
65. EAs and IAs must maintain separate project accounts and records by funding source for all expenditures incurred on the Project. Recording and reporting of project expenditures must be consistent with the chart of accounts and budget classification of the Government (para. 96).
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H.
AUDITING
66. MAFF and NCDDS must ensure that the detailed consolidated project accounts are audited in accordance with International Standards on Auditing and/or in accordance with the Government's audit regulations by an auditor acceptable to ADB and IFAD. The audited accounts will be submitted in English to ADB within six months of the end of the fiscal year by the EA. The annual audit report will include a separate audit opinion on the use of all Imprest Accounts and the SOE procedures. The Government and EAs have been made aware of ADB’s policy on delayed submission, and the requirements for satisfactory and acceptable quality of the audited accounts. ADB reserves the right to verify the project financial accounts to confirm that the share of ADB’s financing is used in accordance with ADB policies and procedures. For revenue generating projects only, ADB requires Audited Financial Statements (AFS) for each executing and/or implementation agency associated with the project.
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I.
PROCUREMENT AND CONSULTING SERVICES
1. General 67. All procurement will be undertaken in conformity with ADB’s Procurement Guidelines (April 2010, as amended from time to time)25 and all engagements of consultants will be undertaken in conformity with ADB’s Guidelines on the Use of Consultants (April 2010, as amended from time to time).26 68. In addition, all procurement under the Project will use and follow the RGC Standard Operating Procedures (SOP) for Externally Financed Projects/Programs (2012). 69. Procurement, disbursement and accounting of the commune block grants will follow the government C/S Project Implementation Manual (PIM): para 43. In the case that the above procedures cannot cover the full requirement to implement the commune block grant, the NCDD Finance and Administration Manual will be used during the interim. 2. Procurement Method and Thresholds 70. The following methods and thresholds will apply to the Project in the procurement of goods, works: Method International Competitive Bidding for works
Threshold Above USD 1,000,000
International Competitive Bidding for Goods
Above USD 500,000
National Competitive Bidding for Works
Above USD 100,000 and below USD 1,000,000
National Competitive Bidding for Goods
Above USD 100,000 and below USD 500,000
Shopping for Works
Up to USD 100,000
Shopping for Goods
Up to USD 100,000
Shopping for Works through C/S PIM
Up to USD 25,000
71. The following methods and thresholds will apply to the Project in the procurement of services: Procurement Method
Recruitment of Consulting Firms Prior or Post Review
QCBS
Prior
QBS
Prior
CQS
Prior
Individual Consultant selection
Prior
Comments
QCBS based on 80:20 quality and cost weighting
QCBS - Quality and cost-based selection. QBS - Quality based selection CQS - Consultant Qualification Selection
25 26
Available at: http://www.adb.org/Documents/Guidelines/Procurement/Guidelines-Procurement.pdf Available at: http://www.adb.org/Documents/Guidelines/Consulting/Guidelines-Consultants.pdf 34
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ADB Prior or Post Review Procurement of Goods and Works Procurement Method Prior or Post International Competitive Bidding for Works
Prior
International Competitive Bidding for Goods
Prior
National Competitive Bidding for Works National Competitive Bidding for Goods
Post (first package on prior basis) Post (first package on prior basis)
Shopping for Works
Post
Shopping for Goods
Post
Community Participation in Procurement
Post
4. Procurement Plan 72. The procurement plan for the Project indicating the first 18-month procurement is given in Appendix 15. 5. Procurement of Goods, Works and Consulting Services 73. All procurement of goods and works will be undertaken in accordance with ADB’s Procurement Guidelines. a.
International Competitive Bidding
74. International competitive bidding (ICB) will be used for civil works contracts estimated to cost more than USD 1,000,000 and supply contracts valued at more than USD 500,000. National competitive bidding (NCB) will be used for civil works contract estimated to cost from USD 100,000 to USD 1,000,000 and supply contracts valued from USD 100,000 to USD 500,000. The shopping method will be used for civil works contracts and supply contracts amounting to less than USD 50,000. b.
National Competitive Bidding
75. General: The procedures to be followed for national competitive bidding shall be those set forth for the National Competitive Bidding (NCB) method in the RGC Procurement Manual of September 2005 issued under Decree Number 14 ANKR.BK dated 26 February 2007 with the clarifications and modifications described in the following paragraphs required for compliance with the provisions of the Procurement Guidelines. 76. Application: Contract packages subject to national competitive bidding procedures will be those identified as such in the project procurement plan. Any changes to the mode of procurement from those provided in the procurement plan shall be made through updating of the procurement plan, and only with prior approval of ADB. 77. Eligibility: Bidders shall not be declared ineligible or prohibited from bidding on the basis of barring procedures or sanction lists, except individuals and firms sanctioned by ADB, without prior approval of ADB. 78. Advertising: Bidding of NCB contracts estimated at USD 500,000 or more for goods and related services or USD 1,000,000 or more for civil works shall be advertised on ADB’s website 35
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via the posting of the Procurement Plan. 79. Anti-Corruption: Definitions of corrupt, fraudulent, collusive and coercive practices shall reflect the latest ADB Board-approved Anti-Corruption Policy definitions of these terms and related additional provisions 80. Rejection of all Bids and Rebidding: Bids shall not be rejected and new bids solicited without ADB prior concurrence. 81. Bidding Documents: The bidding documents provided with the RGC Procurement Manual shall be used to the extent possible. The first draft English language version of the procurement documents shall be submitted for ADB review and approval, regardless of the estimated contract amount, in accordance with agreed review procedures (post and prior review). The ADB-approved procurement documents will then be used as a model for all procurement financed by ADB for the project, and need not be subjected to further review unless specified in the procurement plan. 82. Member Country Restrictions: Bidders must be nationals of member countries of ADB, and the offered goods, works and services must be produced in and supplied from member countries of ADB. c.
Consulting Services
83. All consultants and nongovernment organizations (NGOs) will be recruited according to ADB’s Guidelines on the Use of Consultants.27 The terms of reference for all consulting services are detailed in Appendix 13. 84. The consulting services will have one consulting firm package and individual consultants summarized in Table 2 and presented in detail in Appendix 13: Table 2 Consulting Services TA Package (QCBS) Cost ($)
Individual
Subtotal
1,057,420
31,500
1,088,920
47
2.5
49.5
1,353,900
892,600
2,246,500
430
571.5
1,001.5
2,411,320
924,100
3,335,420
477
574
1,051
368,050
56,200
424,250
228,610
500
229,110
3,007,980
980,800
3,988,780
International Person Months Cost ($) National Person Months Cost ($) Sub Total Peron Months Out of pocket expenses Provisional Sums and Contingency Grand total
27
Checklists for actions required to contract consultants by method available in e-Handbook on Project Implementation at: http://www.adb.org/documents/handbooks/project-implementation/ 36
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Package 1: Quality and Cost-Based Selection (QCBS) 85. Package 1 includes 42 person-months of international experts (2 positions) and 438 person months for national experts (7 positions) over the project period. Recruitment of the consulting services for package 1 will be through a firm following the quality- and cost-based selection process, using an 80:20 quality-cost ratio. Individual Consultants Selection (ICS) 86. NCDDS has already recruited two individual consultants working at the national level and 8 positions (4 project managers, and 4 finance (2 to be re-advertised) and administration consultants) have already been selected. MAFF has selected 4 agriculture extension consultants. They are awaiting ADB approval for recruitment and deployment. As EA is so advanced in the ICS process, the Mission agreed that those 12 positions remain as originally planned, to be recruited as individual consultants. 87. The Project will require a total of 570 person-months of individual national consultants for 6 types of positions for a total number of 19 positions (3 to be based at national level and 16 to be based at the provincial level). The Project will recruit international and national consultants for special studies as individual consultants. The recruitment of international and national advisors will follow Government procedures acceptable to ADB (NCDD Finance and Administration Manual) to achieve maximum alignment of project staffing and procedures with existing Government structures and procedures. Except for the national advisors, recruitment of consulting services will be in accordance with ADB's Guidelines on the Use of Consultants (April 2010, as amended from time to time). 88. The outline terms of reference for Project-financed consulting services is given in Appendix 17.
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J.
SAFEGUARDS
1. Social Aspects 89. The major social impacts of the Project are expected to be positive. Women, especially those who are heads of households, will benefit through improved enhanced income-earning opportunities supported by credit, skills development, and market access. Ethnic minorities will benefit side by side with majority communities, but efforts will be made to enhance their participation. NCDDS will ensure that (i) all ethnic minority groups in and around proposed subproject locations are consulted on their willingness to participate and the suitability of the sites and sub-project activities; and (ii) they are given equal opportunities to participate in sub-project activities including training. No involuntary resettlement is expected. Small-scale rural infrastructure will only be upgraded or built on public land or where communities agree to donate their land in exchange for benefits, in accordance with the procedural guidelines for confirming resettlement impact developed for the project (Appendix 14). 90. Indigenous People: Rural connectivity and improved quality of their agricultural products will improve ethnic minority populations’ access to markets. Special attention will be given during planning and implementation of commune development model and training programs to ensure (i) ethnic minority people are accorded the same opportunity to participate in planning and training programs; (ii) ethnic minority people receive equitable access to inputs and credit, livelihood opportunities, and social services; and (iii) indigenous knowledge and practice is utilized in designing training programs. The Project will engage a sociologist to ensure the process and outcome. 91. Resettlement Framework: Limited involuntary resettlement is foreseen under the project. The main thrust of the project is to fund elements of the CIP that are planned and implemented with the direct participation of the beneficiaries and all of these activities are eligible for funding from the Project. Some sub-projects will involve rural infrastructure investment and these may require acquisition of land and/or assets (structures, crops and trees) for example: (i) productivity improvement; and (ii) strengthening market links. Within the Project, the rehabilitation and improvement of small-scale irrigation and drainage systems, upgrading and rehabilitation of farm to market roads, and construction, rehabilitation or upgrading of local commune markets designed to lend support to the overall objective of the project may have resettlement impacts. Nevertheless, they are not location specific and types and locations of these infrastructures will be determined during the formulation of the CIP following a fully participatory and consultative process within each commune. The Government has prepared and endorsed the Resettlement Framework as given in Appendix 17. Compensation, allowances, operation and administration costs, surveys, monitoring, and reporting will be financed by the RGC. 2. Environmental Aspects 92. An initial environment examination was conducted for the Project as a whole and for 20 pilot communes in the five project provinces to identify potential impacts, mitigation measures, and monitoring mechanisms (Supplementary Appendix M of the RRP). The Project's proposed small infrastructure interventions may involve rehabilitation and upgrading of minor roads and drainage structures; and rehabilitation and upgrading of small embankments, reservoirs, and canals. In accordance with ADB’s Environmental Assessment Guidelines (2003), the project is in
38
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placed under Category B.28 Sub-projects will be undertaken only after it has been ascertained that widespread negative environmental impact would not result, based on the environmental assessment and review framework developed for the project (Appendix 15). Subprojects close to environmentally sensitive areas will be avoided. Mitigation measures are suggested and adequate funding provided to address minor local impacts of identified projects. Subprojects will follow environmental assessment procedures stipulated in the environmental assessment and review framework. The Government’s environmental regulations and ADB’s Environment Policy (2002) will be fully complied with.29
28
Projects in this category are judged to have some adverse environmental impacts, but the impacts are not significant.
29
Appendix 20 describes the procedure for the conduct of Environmental Impact assessment and Safeguarding Reporting. 39
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K.
GENDER AND SOCIAL DIMENTIONS
93. A Gender Action Plan has been developed in accordance with the ADB Policy on Gender and Development and the laws of the RGC.30 It aims to address gender inequality and ensure more equal access by women to project benefits. The Gender Action Plan recognizes the critical role of women in agriculture. It promotes the role of women in providing leadership and participation in decision making at the community level through the LIGs. 94. The impact of the project will be the improvement of the livelihoods of rural households which is achieved through enhanced agricultural productivity and improved access to markets. The project has a focus on assisting smallholder farmers (who are categorized as ID Poor 2) and within the project area they generally have landholdings that are small in size, and consequently the women in smallholder households have limited access to land. The Gender Action plan aims to ensure equal access of women to agricultural productivity inputs including seed, fertilizer, livestock and extension services. The training schedules will be designed to ensure that location and timing of delivery are convenient for women. In particular it will ensure that Female Headed Households (FHHs)31 have access to extension services, quality seeds, and rural finance (through revolving funds and/or microfinance). The Gender Action Plan pays attention to increasing the capacity and accountability of project management for implementation of the plan and reporting at all levels, including Commune Councilors. Sex-disaggregated data will be collected during project implementation to enable the project management to monitor the achievement of the gender targets. 95. The EAs are responsible for overseeing the implementation, monitoring and reporting (quarterly and annually) of the Gender Action Plan. They will also be responsible for mainstreaming gender and social aspects in sector policies, with assistance from a national Social Development and Gender Expert (SDGE) under the PIC team. Gender-related targets are reflected in the DMF. The budgetary requirements for the implementation of the Gender Action Plan will be integrated in the overall budget for each of the outputs and reflected in each AWPB. 96. Project Gender Focal Point persons will be appointed at national and sub-national levels. The SDGE will guide and support the EAs/IAs in the implementation of the Gender Action Plan. The PSC will include representation of the Ministry of Women’s Affairs to provide guidance on gender and social aspects. Sex-disaggregated indicators will be integrated into the PPMS. The monitoring will be on-going to ensure that activities are effectively carried out and targets reached and sex-disaggregated data will be reported. The project will submit progress updates on the implementation of the Gender Action Plan regularly as part of the Quarterly Progress Reports submitted to the ADB and during the periodic project reviews.
30 31
Appendix 18 contains the detailed Gender Action Plan Female Headed Households (FHH) are regarded as those where either the husband has died or alternatively the husband is inform or disabled and unable to work. In both cases the head of the household effectively becomes the wife who is the main income earner within the household. 40
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L.
PERFORMANCE MONITORING AND EVALUATION
1. 97.
Project Design and Monitoring Framework The project DMF is attached as Appendix 1.
2.
Monitoring a.
Project Performance Monitoring
98. The Project Performance Monitoring System (PPMS) will be developed based on the project DMF to monitor and evaluate the project performance and impacts. The MAFF/ DCU will be responsible for developing and operating the PPMS based upon information provided by the IAs. MAF/DCU will report quarterly to ADB, IFAD, and the GoF on progress during implementation. Baseline data will be collected and processed before the initial investment in each commune, covering target and control groups. The Project will collaborate with the Ministry of Planning to use the ID-Poor database32 to identify households that qualify for project assistance and to evaluate project impacts on poverty in target communes. The MAFF/DCU will establish and maintain a project-specific website, in English and Khmer, for wider dissemination of procurement and project performance information, and to provide a feedback mechanism. 99. ADB, IFAD, GoF and RGC will conduct joint semi-annual reviews throughout project implementation to assess the implementation performance and achievement of Project outputs, examine financial progress, identify issues and constraints affecting the Project, and work out a time-bound action plan for their resolution. The reviews will (i) assess implementation performance and achievement of project outputs; (ii) examine financial progress; (iii) identify issues and constraints affecting the Project; and (iv) work out time-bound action plan for their resolution. The Government of Cambodia, ADB, IFAD and GoF will jointly undertake a comprehensive midterm review within 36 months of project effectiveness to assess implementation progress and to determine appropriate revisions to the project implementation arrangements and resource allocations in order to ensure successful project completion. The RGC, through MAFF/DCU, will provide ADB, IFAD and GoF with (i) Quarterly Progress Reports during implementation; and (ii) a Project Completion Report within three months of project completion to evaluate the project design, costs, performance, social and economic impact, and other details as agreed upon with ADB, IFAD and GoF. A post-evaluation will be carried out three years after project completion. b. 100.
To be monitored through project review missions and project reports. c.
101.
32
Safeguards monitoring:
To be monitored through project review missions and project reports. d.
102.
Compliance monitoring:
Gender and social dimensions monitoring:
The EAs will be responsible for overseeing the implementation, monitoring and reporting
Government of Cambodia, Ministry of Planning: Identification of Poor Households Program http://www.mop.gov.kh/Projects/IDPoor/tabid/154/Default.aspx (accessed 10 August 2009). 41
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of the Gender Action Plan. Each EA/IA appoint one Project staff to be the Gender Focal Point at national and provincial levels to monitor the implementation of the Gender Action plan and report gender related achievements and constraints to project management. The Gender Action Plan progress will be reported through the project quarterly and annual progress reports. Gender indicators will be included in the overall project M&E system. Sex-disaggregated data will be collected during project implementation to enable the project management to monitor the achievement of the gender targets. 3. Evaluation 103. Within six months of physical completion of the project MAFF/DCU will submit a Project Completion Report to ADB.33 4. Reporting 104. The sub-national level agencies will provide quarterly and annual financial and physical progress reports under their respective responsibility to the IAs for review and for subsequent submission to the MAFF/DCU who will consolidate these reports into the project quarterly and annual progress reports. 105.
MAFF/DCU will provide ADB with the following:
-
Quarterly Progress Reports, no later than three weeks after the reporting period, in a format consistent with the ADB project performance reporting system.
-
Consolidated Annual Reports, no later than one month after the reporting period including (a) progress achieved by output as measured through the performance targets for each indicator, (b) key implementation issues and solutions, (c) updated procurement plan, and (d) updated implementation plan for next 12 months.
-
A Project Completion Report within six months of physical completion of the project. To ensure projects continue to be both viable and sustainable, project accounts and the executing agency AFSs, together with the associated auditor's report, should be adequately reviewed.
5. Stakeholder Communication Strategy 106. Consultation is integral to the project development process. It occurs with stakeholders at several stages during project implementation and provides many opportunities and mechanisms for beneficiary involvement. 107. The project preparation process was geared towards developing a consensus on the proposed project design, and on necessary policy and institutional measures for effective implementation of the project, by involving a wide range of key stakeholders, including many ministries and agencies, development partners, NGOs and community-based organizations at critical milestones. During this process, 55 project participatory consultations and workshops were held at the central (3), provincial (12), district (8), and commune (32) levels. This consultative process, together with the results of the agro-socioeconomic study of 20 communes, formed the foundation of detailed project design. 108.
33
Fully participatory consultations occur in every commune to identify the needs of the
Project completion report format is available at: http://www.adb.org/Consulting/consultants-toolkits/PCR-PublicSector-Landscape.rar 42
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beneficiaries. Rural infrastructure and livelihood improvement needs in the communes and villages are identified and prioritized through the decentralized 11-step C/S planning process currently used to prepare the CIP. This participatory process involves communities in identifying their needs, and provides for their direct involvement in resource allocation, decision making, implementation, and monitoring at the local level. The Project will mobilize two commune staff in each commune to assist the CCs to design and manage interventions funded through the project. 109. The NCDD has established Accountability Working Groups (AWGs) in all provinces to be responsible for receiving and following up on complaints related to financial and procedural issues. The membership of AWGs includes senior provincial officials, CC representatives from different political parties, private sector contractors, and NGOs. This mechanism was developed through cooperation between the World Bank and the United Nations Development Program Project Support for Decentralisation and Deconcentration (UNDP/PSDD), and the mandate covers all funds channelled through the NCDD systems. The project will actively engage the group to allow potential project beneficiaries and other stakeholders to channel and address any complaints they may have on the implementation of the Project. 110. ADB's Public Communications Policy (2005) provides access to information about the project. ADB's Accountability Mechanism (2003) and Anticorruption and Integrity Guidelines (2007), described below, provide formal consultation processes for persons affected by ADBassisted projects. 6. Annual Planning 111. The EAs will implement a fully participatory planning process for the preparation of the AWPB for each year of implementation. The process will comprise the following steps: -
District level Planning Workshops will be conducted with the participation of all Commune Chiefs, Commune Clerks, DFTs, DST, CEWs and CAAs to identify the priority activities in each commune under rural infrastructure, livelihood improvement and training/capacity building. Provincial staff and advisers will assist in the facilitation of these workshops.
-
Provincial level Planning Workshops will be conducted with the participation of all DSTs, DFTs, provincial staff; including representatives from MAFF/DCU, NCDDS MAFF/GDA, MPTC and the PIC team who will assist in the facilitation of these workshops and the documentation of lessons learned.
-
Annual Planning Workshops will be conducted with the participation of all provincial teams, and national teams from MAFF/DCU, NCDDS, MAFF/GDA, MPTC and PIC to consolidate the Annual Workplan and Budget.
43
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M.
ANTICORRUPTION POLICY
112. ADB reserves the right to investigate, directly or through its agents, any violations of the Anticorruption Policy relating to the Project.34 All contracts financed by ADB shall include provisions specifying the right of ADB to audit and examine the records and accounts of the EAs; Implementing Agencies IAs; Implementing Partners (IPs); and all project contractors, suppliers, consultants and other service providers. Individuals/entities on ADB’s anticorruption debarment list are ineligible to participate in ADB-financed activity and cannot be awarded any contracts under the Project.35 To support these efforts, relevant provisions are included in the loan agreement/regulations and grant agreement/regulations and the bidding documents for the Project. 113. ADB’s Anticorruption Policy (1998, as amended to date) was explained to and discussed with the RGC. Consistent with its commitment to good governance, accountability, and transparency, ADB reserves the right to investigate, directly or through its agents, any alleged corrupt, fraudulent, collusive, or coercive practices relating to the Project. To support these efforts, relevant provisions of ADB’s Anticorruption Policy are included in the loan and grant regulations and the bidding documents for the Project. In particular, all contracts financed by ADB in connection with the Project shall include provisions specifying the right of ADB to audit and examine the records and accounts of the EAs, IAs, IPs and all contractors, suppliers, consultants, and other service providers as they relate to the Project. The EAs/IAs/IPs will also ensure that the Good Governance Framework (GGF) is implemented in a timely manner. To ensure transparency and accountability of governance performance of all EAs/IAs, ADB also reserves the right to monitor the implementation of GGF progress and update the GGF Matrix (Appendix 21 - 22) from time to time. The Project incorporates several specific anticorruption measures, including (i) strict financial management with strengthened project accounting, auditing, and monitoring; and independent monitoring and review by TA consultants; (ii) close supervision of all procurement financed under the project with appropriate consultancy input; (iii) delegation of project administration to the ADB/CARM, enabling frequent interaction with the staff of the executing and implementing agencies; and (iv) random and independent spot-checks by ADB officials and the project consultants as deemed necessary. 114. The AWGs in each province are empowered to receive and follow up on complaints related to financial and procedural issues. All project beneficiaries and other stakeholders can channel and address to these groups any complaints they may have on the implementation of the Project. If there are complaints, the group will be required to conduct necessary investigation and report immediately to ADB any malfeasance or maladministration occurred under the Project. 115. In the absence of a new established complaints handling mechanism being established up by the EAs/IAs, should there be any complaints, the project shall apply the Complaints Handling and Remedies Procedures set out in Financing Agreement as specified in Para 22 of Schedule 5 which is consistent with Standard Operating Procedures (SOP) Section IV point VIII of Sub-Section C (page 13), and Procurement Manual Volume I (PM I) in Section 4.6 (page15).
34 35
Available at: http://www.adb.org/Documents/Policies/Anticorruption-Integrity/Policies-Strategies.pdf ADB's Integrity Office web site is available at: http://www.adb.org/integrity/unit.asp 44
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N.
ACCOUNTABILITY MECHANISM
116. People who are, or may in the future be, adversely affected by the project may address complaints to ADB, or request the review of ADB's compliance under the Accountability Mechanism.36
36
For further information see: http://compliance.adb.org/. 45
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O.
RECORD OF CHANGES TO PAM
117. All revisions/updates during course of implementation should be retained in this Section to provide a chronological history of changes to implemented arrangements recorded in the PAM.
Dates
PAM Changes
24 September 2009
The first draft PAM in old format was completed
14 September 2010
Finalized in new format.
9 July 2012
Revised following the project restructuring/review mission of July 2011
11 January 2013
Revised following the project restructuring/review mission in July 2011 and the review mission in June 2012
21 August 2014
Revised and updated to reflect the minor changes to implementation arrangements following the Review Missions in February and June 2014
5 February 2015
Revised and updated to reflect the changes to implementation arrangements following the Mid Term Review Mission in November/December 2014.
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P.
LIST OF APPENDICES
1.
Design and Monitoring Framework
2.
Project Readiness Filter
3.
Overall Project Implementation Plan
4.
Commune and Village selection criteria
5.
Guidelines for Household Selection and Formation of Livelihood Groups
6.
Guidelines for Utilization of CDF for Livelihood Improvement
7.
Description of Agricultural Productivity Enhancement activities
8.
Description of Rural ICT activities
9.
Terms of Reference of Specialized Service Providers
10.
Summary and Detailed Cost Estimates by Expenditure Category and Financier
11.
Allocation and Withdrawal of Loan/Grant Proceeds
12.
Detailed Cost Estimates by Year (to be estimated by EAs and IAs)
13.
Contract and Disbursement S-curve
14.
Fund Flow Diagram
15.
Procurement Plan
16.
Terms of Reference of Government Counterpart Staff
17.
Terms of Reference for Consulting Services
18.
Gender Action Plan
19.
Procedural Guidelines for confirming Resettlement Impact
20.
Environmental Assessment and Review Framework
21.
Quarterly and Annual Progress Report template
22.
Framework and Guidelines for calculating project progress
23.
Project Negative List
24.
ADB Prohibited Investment Activities List
47
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DESIGN AND MONITORING FRAMEWORK Design Summary
Performance Targets/Indicators
Data Sources/Reporting Mechanisms
Assumptions and Risks
IMPACT Livelihoods in target communes in five provinces in Tonle Sap basin improved by 2020
-
Annual months of food shortage reduced from 3 months in 2008 to 1 month by 2020 in target communes
Annual commune statistics
-
No. of households classified in ID 2 Poor reduced by 50 per cent in 196 project communes by 2020
Sample surveys
-
By 2017 in participating communes average rice yields increased to more than 3.50 t/ha (Cambodia, Lao PDR, Thailand and Viet Nam average 3.40 t/ha in 2007)
Sample crop cuts using FAO methodology
-
Diversified farming systems reduce share of household income from rice by 20 per cent
Provincial agricultural statistics
-
Marketed farm and off-farm products increased by 25 per cent
Household and commune surveys
-
Participation in livelihood activities of the poor and poorest groups, including women and female heads of households, at least 10 per cent higher than their percentage of the population in the target communes
Assumptions Continued political stability and implementation of complementary projects, especially transport and power sectors are not delayed
OUTCOME
Agricultural productivity increased and improved access to markets created in 196 communes in four provinces in Tonle Sap basin
-
Assumptions Government commitments to the Project remain firm. Government, ADB, IFAD and GOF funding made available for completion of project and delivery of benefits on schedule. Risks Adverse climatic effects and outbreak on production.
LIG records in project communes
More than 70 per cent of the membership of LIGs graduate to become eligible for formal credit services
OUTPUTS 1. Commune Development through Block Grants Community Driven Development - Commune block grants established in 196 communes and through a commune block grant fully operational by quarter 1 2013
Commune council reports
1.1: Improving Rural Infrastructure
-
90km of rural roads and small-scale irrigation and drainage facilities covering 2,500 ha farmland improved
Quarterly progress reports
1.2: Improved capacity of small holder farmers
-
1,200 LIGs are formed and have access to extension, quality seeds, and rural finance (through revolving fund and/or microfinance)
Commune reports Quarterly progress reports
-
70% of LIGs are fully operational and 50% of rural loans are taken by women by 2014.
Survey reports
-
Weekly district coordination and monthly provincial coordination to provide timely support and follow up to avoid delay in implementation and/or fund flow
Quarterly progress reports
1.3: Improved Commune Capacity for project management
Assumptions Decentralization and de-concentration policy reforms continues to support commune development and investment plans
Risks Underperforming commune councils will undermine project outcomes Change in the functional assignments at the subnational levels
49
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Design Summary 2.
Data Sources/Reporting Mechanisms
Performance Targets/Indicators
Enabling environment for increased agricultural productivity and diversification
2.1: Improved environment
policy
-
Manuals and handbook on rice and vegetable seeds production, and animal production are developed
2.2: Increased availability and access to quality seeds
-
100 tons of certified rice seed and 2 tons of certified vegetable seed production
-
2,500 tons of commercial rice seeds and 15 tons of vegetable seeds are produced and distributed
-
40 farmer organizations (including community seed producers) became commercial seed producers and distributers
agricultural
2.3: Increased access to agricultural information and market data
3.
Assumptions and Risks
-
196 CEWS equipped with mobile devices for dissemination of agricultural information and market data
-
At least 10 TSTD CECs achieve sustainable operations
-
224 DFT/DST with enhanced computer skills to support the CEWs
-
20 video documentaries technologies produced
on
improved
Assumptions Government commitments in establishing enabling policy for agricultural productivity enhancement
Risks Adverse climatic effects and outbreak on production Failure to attract private sector interest in the opportunity to invest in Rural-ICT activities
agricultural
Effective Project Management Timely project completion within the budget
Quarterly progress reports, ADB review mission reports
Assumptions Well qualified and motivated staff assigned to the EAs and IAs
50
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MILESTONE ACTIVITIES Output 1: Community Driven Development through Block Grants Output 1.1: Improved Rural Infrastructure supporting agricultural productivity -
Output 1.2: Improved Capacity of Smallholder Farmers
-
Output 1.3: Improved Commune Project Management Capacity
Output 2: Enabling Environment for Increased Agricultural productivity and Diversification -
Output 2.1: Improved Agricultural Policy Environment
-
-
Provide training for commune councils from 196 communes on LIGs project management. Carry out AEA to guide the identification of livelihood activities in CIPs Work with DOAs to identify LIG groups and develop necessary extension packages for them Identify appropriate NGOs and/or microfinance institutions and develop necessary MOUs for training and services Monitor and provide support PIM is developed and finalized by Oct 2011 Commune block grant are set up and CAAs and CEWs are recruited for 196 communes by Dec 2012 Provide PIM training to 196 communes by Dec 2012 Coordinate with relevant government staff on a regular basis Supervise activities that are carried out by LIGs and service providers Prepare for progress reports
Identify the scope of policy work by carry out the related legislation review, draft required law or policy Develop relevant operation documents Conduct consultation workshops to incorporate inputs from other relevant ministries and stakeholders to finalize operation documents
-
Assess and identify farmer organizations for seed production by Mar 2012 Develop partnerships with relevant research stations for seed production and distribution Select appropriate types of varieties based on market demands and develop marketing strategies (including post-harvest and sales) Provide necessary capacity building to farmer organizations for seed production and distribution (including post-harvest) Carry out demonstration activities to increase awareness/demand and conduct pre-and-post surveys to assess increase in rice yields Procure and distribute quality seeds
-
Support the MCA Program through procurement of mobile devices and training of CEWs Deliver training for all district staff to improve levels of computer literacy Deliver training for CEC Operators to enhance the operation of the centres
Output 2.2: Increased Availability and Access to Quality Seeds -
Output 2.3: Increased Access to Agricultural Information and Market Data
Identify priority social infrastructure or facilities and include in the CIP Work with the relevant provincial agencies to develop a engineering design for a preparation of project bidding documents for advertisement Review project proposals and award contracts Monitor and supervise contractor’s performance and progress payments Assess the quality of completed civil work Final payment to successfully completed projects
51
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MILESTONE ACTIVITIES 3. EFFECTIVE PROJECT MANAGEMENT -
Support the effective functioning of Project Steering Committee Support the provincial and district administration and agriculture department for coordination and supervision of project activities Establish and support the project performance monitoring system Mobilize consultant services to provide technical and managerial support
52
PROJECT READINESS FILTER ADB has sought to reduce start up delays to improve levels of project success. The 2008 Joint Country Portfolio Performance Review undertaken with the World Bank and the Royal Government of Cambodia (the Government) recommended use of project readiness filters. The Appraisal Mission of the project reviewed the project readiness filter for appraisal and concluded all the key element for project readiness are likely met and could avoid initial start-up delays provided that the recommended measures are addressed before the negotiations. 1.
(i)
Project Administration Manual. The Mission prepared a draft PAM in an ADB format with the assistance of the co-financier, IFAD. The draft was submitted for discussion with the Government at the wrap up meeting. The PAM needs to be further updated and completed to be agreed during the negotiations.
(ii)
Project Good Governance Framework. The Mission prepared a draft good governance implementation plan and submitted to the Government for discussion at the wrap up meeting. The detailed implementation plan needs to be completed and agreed during the negotiations.
(iii)
Procurement Capacity Assessment. The Mission consulted with COS2 about the country procurement capacity assessment, which ADB did not undertake yet. COS2 is in a view that the country procurement capacity is still low and recommends prior review of the procurement plan.
(iv)
Procurement Plan. The Mission prepared an 18 month Procurement Plan and the Government agreed to the plan, which was confirmed during the negotiations. The Mission prepared TORs and RFPs for consultant recruitment, which were approved before the negotiation as an advance action. However, the first year bidding documents would not be available until the commune annual CIPs were finalized, but the bidding documents for equipment.
(v)
Financial Management Capacity Assessment. The Mission was assisted by CTL in preparing the financial management capacity assessment related to operation of the Imprest Accounts and agreed to the use of one first generation and three second generation project accounts with pooled funds.
(vi)
Auditing Arrangements including TOR. The Mission agreed to use the Manual of Standard Operating Procedures (SOP) for Externally Assisted Projects for external auditing so that annual financial statements for the project will be prepared and submitted for audit by an independent auditor. The audit requirements will be specified in the project's loan and grant agreements. The audit arrangements were confirmed during the wrap up meeting.
(vii)
Safeguards Policies. As the Project is classified as Category B, an Initial environmental examination was undertaken and an environmental assessment and review framework was prepared. The major social impacts of the project are expected to be positive. A gender action plan was formulated to ensure females in the project areas are able to obtain equitable access to the project activities 53
and benefits. The Project interventions are not expected to entail involuntary resettlement as small scale infrastructure will only be upgraded or constructed on public land or where communities agree to donate their land in exchange for benefits in accordance with Procedural Guidelines for Confirming Resettlement Impact. An Indigenous People Action Plan is considered not to be required. (viii)
Project Implementation Arrangements. The proposed project implementation arrangements in the RRP, Project Design Document and PAM are agreed during the wrap up meeting.
(ix)
Project Management Team. The core project management team at MAFF DCU was appointed and is prepared to undertake advance actions if approved by the Government of Cambodia. NiDA and NCDDS have not confirmed the names of the key project implementation staff during the appraisal mission. The Government assured the Mission that full project management teams will be assigned before the negotiations.
(x)
Budget and funding from DPs and the Government for the first year of project implementation. The Government confirmed that it will allocate up to a maximum of $0.5 million for advanced actions of the Project in 2009 to be recovered from the ADB loan and grant funds under the retroactive financing agreement given at the ADB Management Review Meeting, 21 August 2009.
(xi)
Monitoring and Evaluation Requirements. The EA through MAFF DCU will develop and operate the system with information provided by implementing agencies. The MAFF DCU agreed to collect baseline data prior to the initial investment in each commune, covering both target and control groups. Cambodia Project Readiness Filter
Key Project Preparation Element Project is consistent with the Government's development priority and DP's assistant strategy Project Implementation Plan (PIP) or Project Operation Manual (POM) or Project Administration Manual (PAM) Project Good Governance Framework Procurement Capacity Assessment
Identification
Appraisal
Negotiation
Effectiveness
Confirmed
Board content defined
Drafted
Completed and agreed
Drafted
Completed and agreed Start up actions initiated
Completed
Procurement Plan
Agreed
Confirmed
TOR and RFPs for consultants First year bidding
Ready
Initiated
Ready
Initiated
Start up actions implemented
Ready for signing Ready for signing
54
Key Project Preparation Element documents for goods and works Financial management Capacity Assessment Auditing arrangements including TOR Environment Impact Assessment (EIA), Social Impact Assessment, Land Acquisition and Resettlement Plan, and Indigenous People action Plan (where applicable) Project Implementation Arrangement RGC Project Preparation/ Management Team
Budget and funding from DP and RGC for the first year of project implementation Monitoring and evaluation requirements
Identification
Appraisal
Completed
EA staff assigned to lead project preparation with adequate remuneration
Effectiveness
Start up actions initiated Confirmed
Start up actions implemented
Agreed
Action plans initiated and RGC budgets approved
Agreed
Confirmed
Action plans ongoing. No physical work shall start until resettlement in affected areas is completed. In place
Core project management team starts implementing PP and other advanced actions Needs defined
Full project management team assigned
Full project management team in place
Confirmed
Available
Agreed. Baseline data collected if possible
Confirmed
Baseline data within 9 months
Agreed Requirements defined
Negotiation
55
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OVERALL PROJECT IMPLEMENTATION PLAN Activities
2
2010 3
2011 4
1
2
2012 3
4
1
2
2013 3
4
1
2
2014 3
4
1
2
2015 3
4
1
2
2016 3
4
1
2
2017 3
4
1
2
3
4
2018 1
1. COMMUNE DEVELOPMENT THROUGH BLOCK GRANTS 1.1 Improving Rural Infrastructure 1.1.1 Identifiication of priority rural infrastructure needs identified in CIPs 1.1.2 Development of designs for rural infrastructure sub-projects 1.1.3 Review of Technical Designs, Bidding and Contract Awards 1.1.4 Monitoring and Supervision of Contractors Performance 1.2 Improved Capacity of Smallholder Farmers 1.2.1 Establishment of LIGs 1.2.1 Training and Mentoring of LIGs 1.2.2 Conduct of Agro-ecosystems Analysis 1.3 Improved Commune Capacity for Project Management 1.3.1 Establishment of CDF by CCs 1.3.2 Recruitment and Training of CC Support Staff 1.3.3 Finalisation of Guidelines for LIG Formation and CDF Utilisation for Livelihood Improvement Projects 1.3.4 Provide capacity building training for CCs 2. ENABLING ENVIRONMENT FOR INCREASED AGRICULTURAL PRODUCTVITY AND DIVERSIFICATION 2.1 Improved Agricultural Policy Environment 2.1.1 Identification of scope of policy work by review of existing policy documents 2.1.2 Development of operational documents 2.1.3 Conduct consultative workshops and finalise operastional documents 2.2 Increased Availability and Acess to Quality Seeds 2.2.1 Identification of farmer organisations for seed production 2.2.2 Development of partnerships wth agriculture stations for producing rice certified seed 2.2.3 Production of commercial rice seed by RSPGs 2.2.4 Strengthening capacity of RSPGs 2.2.5 On-farm demonstrations 2.2.6 Procurement and Distribution of Quality Seeds 2.3 Increased Access to Agricultural Information and Market Data 2.3.1 Support Mobile Commune Access program 2.3.2 Support for selected Communications and Extension Centres 2.3.3 Enhancement of computer skills of DFTs/DSTs, CAAs and Commune Clerks 3. EFFECTIVE PROJECT MANAGEMENT 3.1 Project Steering Committee Functioning Effectively 3.1.1 Meetings with PSC through regular CARD Quarterly Meetings 3.1.2 Conduct of Provincial and National Inception Workshops 3.2 Effective Coordination and Supervision of Project activities by Provincial/District Support Teams 3.2.1 Establishment of national and sub-national teams 3.2.2 Conduct of ToT for AEA 3.2.3 Technical Skills Training for DSTs 3.2.4 Study Tours 3.3 PPMS established and supported 3.3.1 Conduct of Baseline Survey 3.3.2 Develop and provide training on PPMS 3.3.3 Annual Reflection/Planning Workshops 3.4 Consultant Services Mobilised to provide Technical and Managerial Support 3.4.1 Project Implementation Consultants support to Project Implementation
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COMMUNE AND VILLAGE SELECTION CRITERIA 1.
TARGET COMMUNE SELECTION
The TSSD area covers 196 communes in five provinces of the Tonle Sap basin, 32 communes in BMC, 58 communes in SRP, 45 communes in KPT, 40 communes in KPC and 21 communes in TBK. The incidence of poverty in three of these provinces was higher than the national average of 39 percent for rural areas in 2004. The headcount poverty index is 37.1 percent for BMC, 51.8 percent for SRP, 52.4 percent for KPT and 37.0 for KPC. Project communes were selected through a combination of objective criteria and participatory consultation. The initial selection of communes was based on five criteria: (a) relative poverty; (b) donor interventions; (c) synergy and complementarity; and (d) growth potential by agro-ecological region; and (e) geographical (district territory) focus. The relative poverty status of project area communes was assessed from poverty indicators in the CC database supplemented by household survey data collected during field visits in project provinces for ADB/Supreme National Economic Council study on Issues and Options in Agriculture and Natural Resources (ANR), the preparation of ADB's Emergency Food Assistance Project, and this project. The density and location of poverty focused projects financed by ADB and donor partners was the second consideration in the selection of Project communes. ADB, Agence Francaise Developpement, IFAD and the European Union have financed several projects in ANR which cover the five Project provinces. DANIDA and DFID support an ongoing Natural Resource Management and Livelihoods (NRML) program in SRP, KPT and KPC. ADB together with other donor partners has financed 10 projects in the four provinces1. IFAD has financed two projects2 and the European Union one3. Most of these projects had specific poverty focus. The density of these projects provides opportunity for improved donor coordination and cooperation, an opportunity that should not be missed as underscored by consultations with the Technical Working Group on Agriculture and Water and embodied in the five programs of the Strategy for Agriculture and Water 2006 - 2010 elaborated by the Group. Following this approach, all communes in four project provinces in which one or more donor partners were active became part of the list of potential Project communes. Priority was given to the 108 communes in BMC, SRP and KPT selected for ADB financed Emergency Food Assistance project because according to field assessment by ADB staff and consultation with provincial and district authorities these communes suffered from extreme food insecurity and poverty. Among donor partners considered only ADB had financed one project in KPC (Commune Council Development Program). So for poverty based selection of commune, estimated poverty factor in the commune council data base was used. The second criteria led to the third, namely, synergy and complementarity. Bunching of projects opens up opportunities for a multiplier effect at ground level amplifying synergy and complementarity. This reduces project cost by taking advantage of the hardware and software already in place. This also addresses a common concern than many projects fail to live up to initial expectations and have limited impact due to lack of complementary 1
Stung Chinit Irrigation and Rural Infrastructure Project (ADB/AFD), Northwest irrigation Sector Project (ADB/AFD), Tonle Sap Environmental Management Project (ADB, GEF, UNDP), Northwest Rural Development Project (ADB), Tonle Sap Water Supply and Sanitation Sector (ADB), Tonle Sap Sustainable Livelihood Project (ADB), Tonle Sap Lowland Rural Development Project (ADB), Commune Council Development Program 1 (ADB), Commune Council Development Program 2 (ADB) and Emergency Food Assistance Project (EFAP). 2 Agricultural Development Support to Seila project and Community Based Rural Development project. 3 Economic and Social Relaunch of Northwest Provinces in Cambodia (ECOSORN). 57
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investments. Pooling of investments in an appropriate sequence also gives better results than otherwise. This is why priority was given to the three projects financed by ADB under its Tonle Sap Initiative (TSI) with a view to widening and deepening the impact of the initial investments and also to learn from experience. In the same token all 108 Emergency Food Assistance Project (EFAP) communes in BMC, SRP and KPT were selected for the Project to build a strong link between short term emergency support and medium to longer term sustainable improvement in productivity. The selection of communes based on the first three criteria took into account the district focus to ensure the critical mass in each district for synergy of implementation resources. The selection was also balanced against their growth potential as primarily given by agro ecosystems analysis data. Relatively poorer communes with high agricultural growth potential were given priority. The first list of selected communes was prepared on the basis of desk analysis of relevant information as explained above. This was followed by a process of consultations with all stakeholders at both the central level as well as in the four provinces. Several rounds of such consultations were held. The list of communes proposed and the estimated number of LIGs in each commune under the Project is shown at the end of this Appendix. 2. TARGET VILLAGE SELECTION The procedure for the target village selection must be transparent and fully participatory. During a CC meeting with the C/S Chief, with the participation from DST, DoA staff, CEWs, CAA, and village leaders (village chief will participate only to observe the process or provide information) the prioritization of the Target Villages will be made by the CC. The C/S Chief will explain each criterion of the Target Village selection in a meeting. The number of selected villages will normally be equal to the targeted number of LIGs, meaning that each targeted village will establish one LIG. The C/S Chief will compile a list of priority villages. This list is an important document for assessing the poor village selection. However, the final selection on the priority villages will depend on the CC final decision. The C/S Chief will send the selection list of the target villages, with attachment of minute meeting on the Target Village selection process, to the District Governor for endorsement and a copy to the PFT for information and documentation. The Target Villages will be selected based on the following criteria: -
Potential for agricultural productivity improvement (where the main sources of income are from agriculture activities);
-
Poor Village based on Village/Commune Database or ID poor or other database available;
-
Strong commitment from Village Leader to successfully implement the project;
-
Geography favorable for project communication all year round);
-
Community unity and good security;
-
No similar support provided from other projects;
-
There are at least 15 households eligible to be members of the LIG.
implementation
(accessible
and
with
The updated report issued by Ministry of Planning (MoP) in 2011, or as updated from time to time, identifies the poverty rate in each village in the Target Communes. But where necessary the CC, CAA and CEW will verify this report and ascertain the real situation in
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each village. The verification will be carried out for each village separately through a discussion in the meeting. Each Commune can select as many targeted villages as specified in the Project design. By referring to the ID Poor Data Analysis, the Project will focus on the villages which have a larger percentage of ID Poor 2. A participatory ranking procedure for all villages in the Commune is facilitated by the CEWs assisted by the DoA staff. The following procedure is followed: -
All villages in the commune are ranked for each of the seven criteria.
-
For each village the sum of the seven ranks is calculated to derive an overall score for each village. The village which receives less total ranking score is prioritized for selection following to an identified number of the target village.
-
The decision on the ranking is made by the Commune Chief, assisted by the DoA staff. The village leaders will be observers in this process.
-
The villages are listed in the order of their total score to prioritize them for support under the Project.
-
The desired number of target villages per commune is then selected from this ranking Participatory Ranking Table for all villages in the commune Criteria
Village. 1
Village. 2
Village 3
Village 4
etc.,
Potential for agricultural productivity improvement (main income sources from agriculture activities) Poor Village based on Village/Commune Database or ID poor or other database available Strong commitment from Village leader to successfully implement the project geography favorable for project implementation (accessible and with communication all year round) Community united and good security No similar support from other project activities At least 15 eligible target households to be a member of LIG
Total Rank *** Note: the village that receives less total score is prioritized for selection
After ranking and agreement on the selected Target Villages, with the approval of the CCs, the C/S Chief, with assistance from the CAA, will prepare the list of selected Target Villages with an attached minute of the meeting for the village selection process and send the list of the Target Villages to the District Governor for endorsement and copy to PFT and DFT for information and documentation.
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(Sample)
Tonle Sap Poverty Reduction and Smallholder Development ADB Loan/Grant: 2599 (SF)/0186 (SF)
Province: District: Commune: List of Target Village No.
Name of Target Village
Population in of village
Remarks
Date:………………………. Prepared by CAA
Seen and Approved District Governor
Certified and sent to district governor for endorsement C/S Chief
Name:……………..
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Banteay Meanchey
District
Ou Chrov Ou Chrov Ou Chrov Ou Chrov Ou Chrov Ou Chrov Ou Chrov Phnum Srok Phnum Srok Phnum Srok Phnum Srok Phnum Srok Phnum Srok Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Preah Netr Preah Serei Saophoan Serei Saophoan Serei Saophoan Serei Saophoan Thma Puok Thma Puok Thma Puok Thma Puok Thma Puok Thma Puok
Batch
2 2 2 2 3 3 3 1 2 2 3 3 3 1 1 2 2 2 2 3 3 3 2 2 3 3 1 2 2 3 3 3
Banteay Menanchey Total
Commune Name
Ou Bei Choan Samraong Souphi Soengh Changha Koub Kuttasat Ponley Nam Tau Spean Sraeng Paoy Char Srah Chik Phnum Dei Tuek Chour Bos Sbov Chhnuor Mean Chey Phnum Lieb Prasat Tean Kam Chob Veari Preah Netr Preah Rohal Kaoh Pong Satv Phniet Tuek Thla Mkak Kouk Romiet Banteay Chhmar Kouk Kakthen Phum Thmei Thma Puok Kumru
Target TSSD
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 32
7
6
9
4
6
Target TSSLP
Target NRML
Urban Commune by CDB
-
1 1 1 1 1 1
0
6
CDB poverty ranking 2008 Total Pop
Total No. of villages
No. of targetted villages
-
12,982 7,510 4,220 6,763 5,906 8,369 5,886 12,624 11,404 4,129 8,853 7,101 8,646 13,171 10,117 6,252 15,334 7,103 3,760 12,785 13,463 8,524 4,247 4,793 12,434 7,267 17,976 14,027 7,145 6,919 8,097 7,326
11 10 6 9 6 11 4 6 18 6 8 9 10 18 17 12 16 14 6 11 14 11 5 7 6 7 22 14 9 7 7 8
8 6 6 6 6 8 4 6 9 6 6 6 6 8 8 8 8 8 6 8 8 8 5 6 6 6 9 8 6 6 6 6
0
285,133
325
217
44
39
70
23
41
Score
107.37 102.52 102.72 104.01 98.56 99.74 97.39 99.22 104.66 102.36 99.13 97.00 101.76 100.44 104.66 100.36 101.34 99.99 101.36 99.21 98.36 99.24 98.67 100.40 98.61 98.64 104.40 104.06 102.94 101.61 100.46 100.10
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Siem Reap
District
Angkor Chum Angkor Chum Angkor Chum Angkor Chum Angkor Chum Angkor Chum Angkor Chum Banteay Srei Banteay Srei Banteay Srei Banteay Srei Banteay Srei Banteay Srei Chi Kraeng Chi Kraeng Chi Kraeng Chi Kraeng Chi Kraeng Chi Kraeng Chi Kraeng Kralanh Kralanh Kralanh Kralanh Kralanh Kralanh Kralanh Siem Reab Siem Reab Siem Reab Siem Reab Siem Reab Siem Reab Siem Reab Soutr Nikom Soutr Nikom Soutr Nikom Soutr Nikom Soutr Nikom Soutr Nikom Soutr Nikom Soutr Nikom Srei Snam Srei Snam Srei Snam Srei Snam Srei Snam Srei Snam Svay Leu Svay Leu Svay Leu Svay Leu Svay Leu Varin Varin Varin Varin Varin Siem Reap Total
Batch
2 2 2 3 3 3 3 2 2 2 3 3 3 2 2 2 3 3 3 3 2 2 2 3 3 3 3 2 2 2 3 3 3 3 1 2 2 2 3 3 3 3 2 2 2 3 3 3 2 2 2 3 3 1 2 2 3 3
Commune Name
Srae Khvav Nokor Pheas Koul Kouk Doung Doun Peaeng Ta Saom Char Chhuk Tbaeng Khun Ream Run Ta Aek Rumchek Khnar Sanday Preak Dak Pongro Leu Khvav Kouk Thlok Leu Lveaeng Ruessei Pongro Kraom Ruessei Lok Sangvaeuy Snuol Saen Sokh Krouch Kor Roung Kou Chonloas Dai Sranal Ta an Nokor Thum Sambuor Kouk Chak Sla Kram Srangae Chreav Sala Kamraeuk Popel Ta Yaek Khnar Pou Chan Sar Kien Sangkae Khchas Samraong Dam Daek Slaeng Spean Tram Sasar Moung Klang Hay Prei Chrouy Neang Ta Siem Boeng Mealea Kantuot Svay Leu Khnang Phnum Varin Srae Nouy Lvea Krang Svay sa Prasat
Target TSSD
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 58
7
6
7
7
7
8
6
5
5
Target TSSLP
Target NRML
Urban Commune by CDB
-
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
0
51
CDB poverty ranking 2008 Total Pop
Total No. of villages
No. of targetted villages
-
7,991 8,534 3,795 13,451 6,319 9,226 9,158 7,197 4,660 7,742 3,100 8,088 7,900 10,100 11,733 10,614 15,033 9,203 12,757 13,892 6,747 8,300 4,544 5,041 7,927 9,283 4,100 6,644 3,553 19,367 40,473 6,430 9,492 21,600 10,517 11,870 5,422 9,020 10,664 8,713 9,357 15,362 9,945 6,302 5,050 3,137 3,976 6,720 5,640 4,980 2,128 8,758 3,719 6,929 12,589 2,942 5,050 4,342
11 10 7 15 8 13 20 8 4 7 3 6 6 9 9 13 13 13 8 8 9 16 6 9 12 14 10 6 5 8 7 7 7 7 13 9 8 19 12 7 9 13 14 7 5 8 5 7 5 7 2 10 7 7 7 3 6 5
8 6 6 8 6 8 9 6 4 6 3 6 6 6 6 8 8 8 6 6 6 8 6 6 8 8 6 6 5 6 6 6 6 6 8 6 6 8 8 6 6 8 8 6 5 6 5 6 5 6 2 6 6 6 6 3 6 5
0
507,126
509
362
51
31
48
48
41
56
36
25
26
Score
104.98 103.35 102.54 102.39 102.15 98.61 97.16 103.18 103.15 102.49 100.37 99.07 98.52 105.76 105.06 104.67 103.47 103.44 102.33 102.05 106.77 106.23 104.2 103.1 101.13 100.54 100.48 99.17 98.62 97.46 97.38 97.31 96.99 96.96 103.7 104.12 103.05 102.9 100.6 100.46 99.3 98.92 106.09 105.76 103.65 102.59 101.85 97.96 107.8 105.91 104.59 104.33 104.08 99.71 104.04 101.25 101.14 100.91
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Project Administration Manual APPENDIX 4
Kampong Thom
District
Baray Baray Baray Baray Baray Baray Baray Baray Prasat Balangk Prasat Balangk Prasat Balangk Prasat Balangk Prasat Balangk Prasat Balangk Prasat Balangk Sandan Sandan Sandan Sandan Sandan Sandan Sandan Sandan Santuk Santuk Santuk Santuk Santuk Santuk Santuk Santuk Stueng Saen Stueng Saen Stueng Saen Stueng Saen Stueng Saen Stoung Stoung Stoung Stoung Stoung Stoung Stoung Stoung Stoung Kampong Thom Total
Batch
2 2 2 2 2 3 3 3 1 2 2 2 3 3 3 2 2 2 2 2 3 3 3 1 2 2 2 2 3 3 3 1 1 2 3 3 1 2 2 2 3 3 3 3 3
Commune Name
Kokir Thum Bak Sna Sralau Chaeung Daeung Chhuk Khsach Chrolong Chranieng Chong Doung Sala Visai Kraya Phan Nheum Sa Kream Doung Sameakki Tuol Kreul Dang Kambet Klaeng Mean Ritth Ngan Sochet Chheu Teal Mean Chey Sandan Prasat Boeng Lvea Kraya Ti Pou Tboung Krapeu Chroab Kakaoh Pnov Achar Leak Srayov Ou Kanthor Kampong Thum Prey Ta Hu Pralay Chamnar Leu Msar Krang Popok Banteay Stoung Kampong Chen Preah Damrei Rung Roeang Samprouch
Target TSSD
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 45
8
7
7
8
5
9
Urban Commune by CDB
Target TSSLP
Target NRML
-
-
-
0
0
CDB poverty ranking 2008 Total Pop
Total No. of villages
No. of targetted villages
-
8,220 6,137 10,255 11,064 13,516 6,182 12,431 12,112 13,750 6,811 5,890 9,031 6,221 3,974 5,050 2,116 3,511 6,126 7,977 2,903 7,341 6,298 9,136 10,067 5,969 9,195 8,887 5,744 4,740 10,782 2,523 5,894 18,548 4,800 2,736 5,514 12,280 11,157 8,871 7,588 10,325 7,353 5,640 5,342 12,497
8 5 14 10 14 9 13 8 19 6 8 11 8 5 7 5 7 7 13 7 9 11 13 10 6 6 11 5 3 10 3 3 13 4 7 3 14 10 11 8 15 6 9 9 17
6 5 8 6 8 6 8 6 8 6 6 8 6 5 6 5 6 6 8 6 6 8 8 6 6 6 8 5 3 6 3 3 8 4 6 3 8 6 8 6 8 6 6 6 8
0
352,504
400
280
53
45
48
43
24
62
Score
104.66 104.29 101.36 101.01 100.71 100.29 100.06 100.03 104.26 105.22 102.89 105.62 101.1 101.33 102.86 107.25 102.57 104.68 104.36 108.16 99.14 99.95 102.49 99.1 105.22 104.63 103.91 102.25 100.85 101.86 98.17 95.47 100.41 101.24 94.54 98.03 102.13 104.78 102.27 105 101.42 98.33 102.01 100.45 100.43
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Project Administration Manual APPENDIX 4
Kampong Cham
District
Batheay Batheay Batheay Batheay Batheay Batheay Batheay Batheay Batheay Cheung Prey Cheung Prey Cheung Prey Cheung Prey Cheung Prey Cheung Prey Cheung Prey Cheung Prey Kang Meas Kang Meas Kang Meas Kang Meas Kang Meas Kang Meas Kang Meas Kang Meas Kaoh Soutin Kaoh Soutin Kaoh Soutin Kaoh Soutin Kaoh Soutin Kaoh Soutin Kaoh Soutin Stueng Trang Stueng Trang Stueng Trang Stueng Trang Stueng Trang Stueng Trang Stueng Trang Stueng Trang Kampong Cham Total
Batch
Commune Name
1 1 2 2 3 3 3 3 3
Tang Krasang Tang Krang Trab Sandaek Chbar Ampov Me Pring Tumnob Cheung Prey Batheay Pring Chrum Sdaeung Chey Trapeang Kor Srama Phdau Chum Sampong Chey Prey Char Kouk Rovieng Reay Pay Preaek Koy Preaek Krabau Kang Ta Noeng Roka ar Khchau Sour Kong Angkor Ban Preaek Ta Nong Lve Kampong Reab Moha Khnhoung Kaoh Soutin Moha Leaph Pongro Areaks Tnaot Tuol Sambuor Ou Mlu Dang Kdar Tuol Preah Khleang Preaek Bak Soupheas Preah Andoung
2 2 2 3 3 3 3 2 2 2 2 3 3 3 3 1 2 2 2 3 3 3 2 2 2 2 3 3 3 3
Target TSSD
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 40
9
8
8
7
8
Urban Commune by CDB
Target TSSLP
Target NRML
-
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
-
17
CDB poverty ranking 2008 Total Pop
Total No. of villages
No. of targetted villages
-
9,213 10,756 10,015 11,327 5,589 6,025 7,454 8,044 13,840 7,019 10,590 7,007 7,766 7,577 18,167 9,951 5,105 11,034 10,308 9,036 9,580 8,772 10,731 11,257 9,630 10,133 10,352 10,568 8,502 11,020 6,557 4,142 8,867 3,950 9,352 11,685 5,472 10,202 10,282 2,570
10 8 11 5 4 5 7 6 6 5 7 10 13 4 14 6 4 8 7 10 9 9 10 11 9 13 10 8 9 14 10 8 5 4 13 10 7 4 7 3
6 6 8 5 4 5 6 6 6 5 6 6 8 4 8 6 4 6 6 6 6 6 6 8 6 8 6 6 6 8 6 6 5 4 8 6 6 4 6 3
0
144,541
145
102
52
47
50
46
42
Score
99.04 97.8 102.03 100.49 100.14 99.97 99.72 99.46 98.65 105.97 102.25 102.24 102.13 99.57 99.49 98.66 98.11 104.51 101.37 99.44 99 98.81 97.13 96.91 96.34 97.99 99.24 98.96 97.31 97.14 96.92 96.87 105.9 104.74 104.71 102.68 101.34 100.28 98.85 98.68
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Project Administration Manual APPENDIX 4
Tbuong Khmom
District
Dambae Dambae Dambae Dambae Dambae Dambae Krouch Chhmar Krouch Chhmar Krouch Chhmar Krouch Chhmar Krouch Chhmar Krouch Chhmar Krouch Chhmar Krouch Chhmar Ponhea Kraek Ponhea Kraek Ponhea Kraek Ponhea Kraek Ponhea Kraek Ponhea Kraek Ponhea Kraek Tbuong KhmomTotal
Batch
Commune Name
Target TSSD
2 2 2 2 3 3 2 2 2 2 3 3 3 3 1 1 2 2 3 3 3
Seda Neang Teut Trapeang Pring Chong Cheach Kouk Srok Tuek Chrov Chhuk Tuol Snuol Trea Preaek a Chi Chumnik Peus Muoy Roka Khnaor Svay Khleang Veal Mlu Kraek Popel Kak Trapeang Phlong Kandaol Chrum Doun Tei
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 21
6
8
7
Target TSSLP
Target NRML
Urban Commune by CDB
-
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 15
CDB poverty ranking 2008 Total Pop
Total No. of villages
No. of targetted villages
-
18,843 4,015 14,587 18,589 10,239 15,007 11,199 12,776 9,680 6,771 10,637 8,202 11,445 9,259 7,170 35,300 10,389 17,269 19,387 18,999 12,849
17 5 13 13 9 9 8 12 8 6 3 5 7 6 8 35 10 23 14 25 20
8 5 8 8 6 6 6 8 6 6 3 5 6 6 6 9 6 9 8 9 9
0
201,332
190
102
41
46
56
Score
107.32 105.2 105.07 103.43 103.3 103.26 105.24 103.06 101.76 99.92 99.68 99.25 99.09 98.33 101.4 98.56 99.99 99.89 99.22 98.04 97.84
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Project Administration Manual APPENDIX 5
GUIDELINES FOR HOUSEHOLD SELECTION AND FORMATION OF LIVELIHOOD IMPROVEMENT GROUPS 1.
INTRODUCTION
1. The Project will support the establishment of at least 1,239 Livelihood Improvement Groups (LIGs) of up to 30 households each within the target villages that have been selected in each commune. There will normally be one LIG in each village but additional LIGs may be established for the larger villages. The procedure for the selection of the LIG members will be through the use of the existing inventories of poor households (Poor ID), supplemented by participatory wealth ranking processes, to identify the poorer members of the community. 2.
The members of the LIGs will consist of:
Poor households with little land; Poor female headed households; Landless households; Poor households from ethnic minorities.
3. The Project design envisages that the members of the LIGs will engage in specific types of livelihood activities that have been included in the annual Commune Investment Plan (CIP) and which are in response to the identified needs of the community. Each LIG may include households that belong to each of the above four categories. Within each LIG the households that engage in the same livelihood activity will establish their own Common Interest Group (CIG) through which training and technical support can be provided to these households. The livelihood activities may include the use of common property resources. The landless households are expected to engage mainly in off-farm activities but which are related to agriculture. 2.
HOUSEHOLD SELECTION
4. In this process, the CC must pay more attention to the community interests since the household selection is a key factor in ensuring the success of the project and sustainability in the local community. The CAAs and CEWs play a key role at this stage. The selection has to mainly focus on the ID Poor 2, but in the case that ID Poor 1 meets the qualification criteria below, they are prioritized for selection as members of an LIG. If the selected ID Poor 2 Households do not have someone who can read and write then the non-ID Poor household that can read and write will be considered as a member and possibly take LIG group leader positions if voted by the members. The selected households will form the LIG. LIGs will consist of at least 15 and not more than 30 households. 5. ID-Poor 2 families must have the highest priority for LIG membership, followed by families that are ID-Poor 1. Non ID-Poor households may only be selected once every effort has been made to offer all ID-Poor families the opportunity to join. Where ID-Poor 2 families decline the opportunity to join, this should be documented. However, families that are ID-Poor and want to join may be excluded on the basis of criteria in the group formation guidelines (for example, on grounds of bad character), but the reason for such exclusion must be documented and will be subject to checking by SSP1.
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Project Administration Manual APPENDIX 5
The following rules on the composition of LIGs must apply: -
LIGs must have at least 15 members all of whom are classed as ID-Poor;
-
If there are less than 15 ID-Poor families who want to form the LIG, a different village should be targeted;
-
The maximum size of an LIG can be 30 members, subject to the average in any Commune being not more than 25;
-
The option of forming two LIGs in a single village with many ID-Poor households can be used; and
-
If 15 - 29 ID Poor members can be selected as members of an LIG, the project team can select additional members based on wealth ranking, but no member should have more than 1 hectare of productive land.
7. In the figure below the overlapping area represents households for whom there is not a clear assessment of which classification that specific household belongs to.
ID 1 Poorest H/H
ID 2 Poor H/H
Medium H/H
Better Off H/H
8. There are three stages in the selection of the members of each LIG, and the CEW, with the assistance of the DST will assist the Village Head and CC representatives in this process: -
1st Village Meeting - Orientation for the all households in the village on the objectives, scope and implementation strategies of the Project. During this meeting the participatory wealth ranking will be conducted if there is no ID Poor Inventory for the village.
-
Home Based Observation - the CEW with support of the DST members will conduct visits to the ID2 poor households to verify their wealth status in comparison to the wealth ranking criteria.
-
2nd Village Meeting - Agreement with the Village Head and the community on the list of household members for the LIG.
(a)
1st Village Meeting
This meeting will be chaired by the C/S Chief with the participation of the Village Chief, CEW and DST members. This is a general meeting with the objective of providing an orientation to the villagers about the Project and to disseminate information about the LIG. Attendance at this meeting is not a condition for membership of the LIG and all eligible households must be offered the opportunity to volunteer for LIG membership, whether they attend the first village meeting or 70
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not. Also there should be enough time for Q&A sessions to build the confidence of the farmers to join the group. At least five days before the meeting, the C/S Chief should discuss with the Village Chief, CEW, CAA and DFT/DST on: - Agenda for the 1st Village Meeting; - Selection of Facilitator for each session; - Sending invitation to all village households to make sure that as many as possible villagers, especially ID poor HH, will come to the meeting; - Check the list of the village households; - The venue for the meeting - How to organize logistic support including snack and other stationery; - Cash required conducting the meeting. - CEW/CAA should have an updated and official list of all ID Poor and also a list of the ID Poor 2 (appendix B22) by extracting from the list of ID poor in the village. The 1st Village Meeting Agenda should include the following points:
9. -
Project intervention including project component and activities.
-
Role of CCs, Village Chief, CEW, DST and Service Providers.
-
Clarification on household selection process through wealth ranking and group formation.
-
Participation of the farmers in the Project and the benefits.
-
Use of village inventory of poor households to list ID2 Poor households.
-
If no village inventory of poor households is available wealth ranking procedures will be used to list the ID2 Poor Households.
-
Temporary list of the eligible households from ID2 Poor for LIG membership. Criteria of household selection. List of households by following ID Poor.
The temporary list of the ID Poor Households list should be prepared and used for home based observation. The temporary list should show ALL households in the village that are listed as IDPoor 2, whether they are at the meeting or not. If there are not enough ID-Poor 2 households, other households (ID-Poor 1 and households that are not ID-Poor but have less than one ha of land) may be included in the temporary list. After that the C/S Chief can close the meeting and pledge that the Temporary List of selected households will be posted on the CC information board and in the Target Villages as well as other places in the commune. CEWs will use this Temporary List for home based observation (see (b) below). 10. Following the home based observation the final list of LIG members will be prepared. The CC with CAA, CEW, DFT, DST and respected elder villagers or the nearby monks should discuss and identify the households to form the LIG. It is important to secure the participation of the respected elder villagers or the monks since they can assist in the assessment of the character and attitude of the selected households with limited bias. In the case that any 71
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household that is on the Temporary List and that wants to join the LUG, the reasons for not including the household must be documented. If there are less than 15 suitable members that are ID Poor 2 (or ID Poor 1), formation of the LIG should be abandoned and a new LIG formed in a different village. Any household without an ID-Poor card and having more than one hectare of productive land should not be included in the LIG membership. 11.
The criteria for household selection are as follows: -
Households that are classified ID-Poor 2 (first priority) or that are classified ID-Poor 1 (second priority).
-
Poor households that are industrious/hard working and are willing to participate;
-
Households that have a permanent residence in the village;
-
Households that possess arable land; or have some land surrounding their house that can be used for growing crops and/or raising livestock; or are engaged in offfarm activities relating to processing of agricultural products;
-
Families that have ability to crop and/or to raise livestock or to earn income from offfarm activities related to agricultural. Under this category households that have members who are widow, or handicapped husband and households from an ethnic minority with many children will receive priority;
-
Families that are honest, in compliance with the laws, have responsibility, and have good relations with other residents in the village;
-
Families that are determined to make regular savings, in accordance with the decisions of the group.
12. Wealth Ranking will be used when there is no ID Poor Household Inventory available. It is intended to raise awareness of the genuine livelihood status of people in different levels in order to allow the project intervention to help improve their living standards. The wealth ranking exercise should be facilitated by the CEW with the assistance of the DST members. The CEW will commence the process using the overall listing of households in each village and categorizing them into the living standard and criteria for each level. The following categories will be used by the CEW but participatory discussion will be encouraged to accept or add more criteria of each classification (see table below).
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Indicator
Project Administration Manual APPENDIX 5 Poor
Medium
Houses
Thatch-roofed houses, with thatch- or strawinsulated walls
Thatch- or zinc-roofed houses, with bamboo- or wood-insulated walls
Tile-roofed houses, with wood-insulated walls
Plots of Land
< 0.2 hectares
< 0.5 hectares
0.5 - 1.5 hectares
> 1.5 hectares
Animals
No cows or buffalos
1 - 2 cows
2 - 4 cattle
> 4 cattle
Transport
No bicycles or motorbikes
1 - 2 bicycles
bicycles and motorbikes
modern bicycles and motorbikes
Agricultural Equipment
Ploughs, rakes or ox carts.
Plows, rakes or other small tools
1 plowing motor vehicle or tractor and other domestically used tools
Plowing motor vehicles or tractors for domestic use or hire
Food shortage
8 - 12 months
3 - 7 months
0 - 2 months
none
Occupation
Farmer or Labor selling or depends
Farmer or small scale business or worker or government staff
Farmer or medium or big scale business
No. of family member cannot work to earn income
> 50 per cent
=< 50 per cent but > 25 per cent
=< 25 per cent but > 10 per cent
Education
More than 3 children (611 years old) do not go school one month a year
3 children (6-11 years old) do not go to school one month a year.
< 3 children (6-11 years old) do not go to school one month a year.
(b)
Poorest
Better Off Tile-roofed houses, with concreteinsulated walls
-
< 10 per cent
-
Home-based observation
13. The home based observation is undertaken by the CEW assisted by the DFT/ DST without the presence of the Commune or Village Chief. All households in the Temporary List are visited and the household head is interviewed about his/her commitment to join the group. The Home-Based Observation is conducted for a maximum period of 10 days after which the list of poor households who are eligible and interested in joining the LIG will be finalized. However, the CEW should attempt to visit all of the households on the Temporary List so that they all have an equal chance of becoming a part of the LIG. The CEW/CAA prepares a final list of target households based upon the results of home observation and including all households that volunteer to join the LIG. Then the CC with CAA, CEW, DFT/DST members and respected elder villagers or monks living nearby discuss and identify the households to form the LIGs. In the case of any household that is on the Temporary List and wants to join the LIG, but is excluded, the reasons for the exclusion of this household must be documented. (c)
2nd Village Meeting
14. After having identified the households to form the LIG as described above, the Village Chief will organize a meeting of all households to present the final list of the selected members. The CEW and DST will also explain the other conditions for membership of the LIG. 15. The households that have been identified as potential LIG members will be required to sign a commitment to follow these conditions as members of the LIG. After the 2 nd Village Meeting the C/S Chief will organize a CC meeting to approve the list of LIG members. The minimum size of 15 members must be followed for all LIGs. Where it is not possible to identify 15 ID Poor households in the village the first option will be to move to another village in that
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commune and organize the LIG there. If no other village can be found with a sufficient number of ID Poor households then a wealth ranking procedure will be used in the original village to identify additional households to achieve the 15 membership requirement. The households that are included in the list that was approved by the CC will be invited to register their membership of the LIG. The registration will not be considered official unless both husband and wife together sign or thumbprint. In case that there is a lack of agreement between the wife and husband, the household cannot become a member of the LIG. There is no requirement to have membership fees or savings, and these will be subject to an agreement amongst the group members and have a maximum of 40,000 KHR per household. 3.
LIVELIHOOD IMPROVEMENT GROUP FORMATION
16. The CEW, with assistance from the DFT/DST, will facilitate the 1st meeting of the LIG members to elect the Group Leaders (three group leaders for each LIG: Chief, Deputy Chief and Bookkeeper). At least one of these must be a woman. The CEW will facilitate the identification of more than three people, both men and women, who are willing to stand for election, and the selection of group leader process requires participation of all members of LIG through election. The facilitator will make it clear that there must be one woman among three group leaders and, the facilitator must spend at least 15 minutes to explain the concept of gender equity to all LIG members before voting of LIG leader selection. During the identification of potential candidates, the CEW will need to explain the roles and responsibilities of the LIG leaders. These tasks include: -
Managing and leading all activities of the LIG;
-
Facilitating the implementation of the LIG plans;
-
Building relationships with others to reinforce the quality of leadership;
-
Coordinating and tackling all problems, with a high degree of accountability;
-
Conducting regular LIG meetings;
-
Acting as a model for the other members when undertaking project activities. An additional task is to manage the LIG revolving fund, the expenses and income, and ensuring that all members make regular savings and repay their loans punctually.
17. The voting is carried out in two stages: the 1st vote to elect the Bookkeeper and the 2nd vote to elect the Leader and Deputy Leader and at each stage of election there must be at least three candidates stand for voting. The CEW will announce the result of the each LIG election and reports to the C/S Chief. On the voting ballot, there are two columns, one for men, and one for women. This means that each LIG member can vote for two persons, (1) a man, and (2) a woman, at the same time for the management group including the Group Leader and Deputy Group Leader. The candidate man or women receiving the highest votes will become the Group Leader and the candidate receiving second majority votes will become the Deputy Group Leader. When the Group Leader elected is a man, the woman will be automatically the Deputy Group Leader although she might receive fewer votes than the second male candidate. In the case that the man and the woman candidate receive equal votes, a second election will take place by hand raising to decide on whom should take the role of the Group Leader and Deputy Group Leader from these two candidates.
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18. The Group Leader and Deputy Group Leader should organize regular Monthly Meetings of all members to monitor the progress of the group. -
The CEW should assist the LIG in the conduct of their regular meetings and in the preparation of minutes of each meeting;
-
The minutes should incorporate a report of the progress of the activities of each CIG within the LIG;
-
A copy of the minutes of each LIG meeting should be provided to the Commune Chief for his records.
-
The minutes should always include a list of the LIG members who are in attendance.
-
Any LIG members who are absent for three consecutive meetings should be reminded of their obligations to support the LIG and upon the decision of the LIG Chief they may lose their eligibility to future benefits from their LIG membership.
19. There will be further capacity building training and mentoring provided to the LIG members delivered by the Specialized Service Provider (SSP2) that is recruited by NCDDS and the LIGs will also receive assistance from the CEWs to strengthen further the capacity of the groups. During this training there will be discussion of the proposed livelihood improvement activities which the group members wish to engage in. These must be activities which are specified in the CIP for that year. If they are not included in the CIP then the Village Head must endorse these requests to the C/S Chief for consideration in the planning process for the preparation of the CIP for the following year. 3.
ESTABLISHMENT OF COMMON INTEREST GROUPS
20. The Project will provide support in the form of training and technical advice to the members of each CIG/LIG to enable them to implement their selected livelihood activities. The livelihood activities should be related in some way to agricultural production and/or processing. The LIG members will select their livelihood improvement activities that are to be supported using their loan from the GRF. The livelihood activities should be incorporated into the CIP by the CC during the annual planning and updating process. Within each LIG there will be Common Interest Groups (CIGs) established comprising the members of the LIG who will engage in the same livelihood improvement activity. The minimum size is five members but there is no maximum size. There is no reason to have more than one CIG for the same topic in one LIG. However, membership of a CIG is not a precondition for the release of the loan from the GRF. LIG members can be members of no CIG, or one CIG or more than CIG, as they wish. The CIGs are not intended to become co-production groups. The formation of the CIGs will be facilitated by the CEW with the support of the DFT/DST members. Each CIG will be required to appoint a Group Leader who will be the contact person of that group for the CEW, DST and Service Providers/Trainers to coordinate their support. If all the LIG members should form one CIG then there will be no requirement for the selection of a Group Leader. 21. The CIGs will be used for the delivery of technical training and support to the group members. The delivery of technical training for specific livelihood activities will be organised by the CC by the recruitment of a Service Provider/Trainer but the delivery of the technical training will not be a requirement for the release of the loan.
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LIVELIHOOD GROUP REVOLVING FUNDS
22. A GRF will be established by each LIG to provide loans to the members to acquire physical inputs for agricultural related activities that can increase their income and improve their livelihood. The GRFs are established through the release of funds by the CC to the LIG bank account. The CEW/DST will assist the Group Leaders to manage the GRF by adopting the following approach: -
Organize a group meeting to discuss with the LIG members the conditions relating to the GRF including the eligible use of the funds, interest rate on loans made from the GRF, the repayment period and the requirement for any regular group savings.
-
All LIG members are eligible to take loans from the GRF.
-
The LIG members must decide on the allocation of funds and the terms and conditions of the loans.
-
The GRF can be used to provide loans to members with a clear need, an appropriate plan for using the funds and an ability to make repayment within the required period.
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All members taking loans must sign a Loan Agreement with the LIG to ensure effective use of the funds according to the intended use.
-
The LIG Leader and Deputy Leader will inform the members regularly on the volume of funds lent to the members and how these funds will be used (for member loan and for group income generation activity) and record all revolving fund operations.
-
The LIG Leader and Deputy Leader will be required to monitor the application of the loans to ensure they are used for the intended purpose.
23. Each loan to an LIG member must be guaranteed by four other members who will be members of a co-liability group. The members guaranteeing the loan must be people who know and trust each other. They do not have to be members of the same CIG. The members who guarantee the loan should participate in evaluating each other’s loan applications and sign on the approved loan application to indicate their agreement to act as guarantors. 24. The LIG Leader, Deputy Leader and Bookkeeper will receive training in accounting procedures to enable them to keep accurate records of the GRF and the repayment schedules of the members. The Bookkeeper will record all capital provided to the LIG members in their Family Book. The CEW, as well as the LIG Leader and Deputy Leader will be responsible for ensuring that the records are accurate and up to date. The LIGs will keep the following records: All loan agreements Members’ saving accounts Lists of all disbursements and repayments Members’ capital logbook Monthly profit-loss statement Monthly credit book 25. In order to sustain the GRF all group members will be encouraged to expand the volume of funds by making extra monthly savings although this is not compulsory. 26. The SSP2 who will play a key role in training and mentoring the LIG leaders and members, to provide guidance in monitoring the GRF management processes and bookkeeping 76
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standards and to assist in preparing audits of the GRFs to assess when the group is sufficiently mature to access additional funds (if required) from formal credit sources such as MFIs. This approach will help ensure that their revolving funds are sustainable. The CEWs will also have a key role in strengthening the capacity of the Group Leaders and the members. 5.
LIVELIHOOD IMPROVEMENT GROUP MATURITY
27. In order to ensure that all LIGs implement their activities in a sustainable manner, it will be important that all group members understand clearly their roles and also external resources are mobilized to increase their existing GRF. External funding resources may be mobilized through support from a local NGO working in the local area, or from a local financial organization, which will provide additionally funds depend on the group requirement. However, an evaluation is required to measure the performance capacity and the strengths of the LIG, before external funding resources can be provided. External financing cannot be made unless majority of group members are in agreement. 28. The purpose of the LIG performance and assessment will be to evaluate the strength and sustainability of the LIGs. The assessment will be based on following principles: - The assessment is acceptable to the LIG membership through the participation of 60 per cent of the group members. - The assessment is conducted annually. - There is group capacity building training and mentoring when assessment reveals weaknesses in the group. 29.
There will be three types of performance assessment: (a) Self-assessment
30. The CEW will explain to the members of each LIG how to conduct the self-assessment of the LIGs using questionnaires provided. There are major criterion (questionnaires) to question with scoring system from 1 to 3 in each criteria (3 is highest score). The following questions will be posed to the group members: - Do you understand about LIGs project implementation?
- Have the LIG members adopted the improved technologies introduced by the project? - Have the living standards of the LIG members improved? - Have the internal rules been complied with strictly?
- Does the LIG communicate well with other institutions, e.g., local authorities, agriculture sector, service providers? - Is there a strong commitment and good solidarity in the LIG?
- Are there regular monthly meetings and minute/meeting report available? - Is the GRF managed satisfactorily?
- How many members have left the LIG? - Is there a business plan for the LIG?
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- Does the LIG have good leadership and management?
- Are there any instances of domestic violence in the LIG?
- Do the LIG members understand the principles of gender mainstreaming? (b) Assessment by project team 31. The Project team may assess performance capacity of any LIG when required. The assessment will require the establishment of a team or a committee comprising members representing (i) PFT; (ii) DST/DFT; and (iii) PPMA. 32. The assessment will use the same topics as described above, but could add include additional questions, if necessary. The analysis of the assessment findings will be conducted in each province, and the results will be sent to the national team for compilation. The findings on the capacity of these LIGs will be shared within the project and with other stakeholders. 33.
The steps in the assessment will be as follows: Activities
Facilitators
Participants
Location
1. Meeting with involve parties to introduce assessment procedures and questionnaires
M&E officers
PST/DST, commune and Sangkat project team
District and Municipal
-CS Councils - CEWs, CAAs
LIG members
Target villages
- PST - District/Municipal project team outside target area
- CS Councils - LIGs - CEW, CAA, - Village chief
Target villages
M&E officers
PST, DST
Provinces
2. Self-assessment by group
3. Assessment by project team
4. Consolidate result
*** Note: Assessment should conduct at first year of group establishment and annually in the following year .
(c) Assessment via contract 34. The NCDDS Team may assess LIG capacity by contracting a service provider that has community experience. A detailed TOR will be prepared and the service provider will be recruited following standard procurement procedures. The assessment will be conducted three years after the formation of the LIGs. The assessment will look in particular at the following aspects: -
There should be statutes and internal rules for the team formulated, ensuring gender and social matter are included into those statutes and internal rules; All members are complying with statutes and internal rules; All members regard the group as belonging to all, not to any one individual;
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-
The LIG does prepare specific plans such as meetings, guidelines and benefits of the group for dissemination to villagers; and monitors and supervises using the loan to group member. The LIG members use saving cash deposit by own member as much as possible. The election of Group Leader, Deputy Leader and Bookkeeper follow democratic and good governance principle. The roles of the Group leader, Deputy Leader and Bookkeeper are clearly defined. At the end of each term, new elections are organized.
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GUIDELINES FOR UTILISATION OF COMMUNE DEVELOPMENT FUND FOR LIVELIHOOD IMPROVEMENT ACTIVITIES 1. INTRODUCTION 1. The CCs have the stewardship of development in their communities and therefore they are accountable for the funds spent on development projects in their local community. The method of CDF allocation and transfer will provide practical support to the RGC decentralization policy. This policy will promote the allocation of resources for implementing the duties, function and authority assigned to the local administration at C/S level and will facilitate the communitydriven development program for the annual preparation of the CIP to promote the livelihood of the community. In addition, this mechanism will strengthen the capacity of the CCs in managing financial resources. 2. The Block Grant which is provided to each CC and comprises their Commune Development Fund (CDF) and will be used to support livelihood improvement activities, as well as rural infrastructure and commune administration costs. The average distribution of the CDF to livelihood activities will be 21 percent of the CDF allocation per commune and this will be provided to the LIGs to enable them to establish a Group Revolving Fund (GRF). 2. CDF ALLOCATIONS 3.
1 2
The allocation of the CDF for supporting the LIGs will be as follows: (i)
A maximum of up to USD 240 will be available per LIG member over a three year period for the procurement of inputs for support to livelihood activities as a conditional Group Revolving Fund (USD 100 in the first year, 80 in the second year and 60 in the third year). The total amount per LIG will be dependent on the number of households which must not exceed 25. The money provided loaned to each household has to be repaid into the Group Revolving Fund (GRF).
(ii)
An amount of USD 60 per LIG to support the LIG formation process (village based meetings to select members and elect group leaders…etc.). This fund will be administered by CCs.
(iii)
An amount of USD 100 per LIG for monitoring the LIG formation process. This fund will be administered by NCDDS on behalf of the CCs for contracting a Specialized Service Provider (SSP1) to ensure that the procedures used are in compliance with the guidelines for LIG formation.1
(iv)
An annual amount of USD 500 per LIG per year over a three year period to provide training and mentoring to improve LIG management capacity. This fund will be administered by NCDDS on behalf of the CCs for contracting a Specialized Service Provider (SSP2) at national level.2
(v)
An annual amount of USD 710 per LIG per year over a three year period to support hands-on practical training for livelihood activities for all LIGs. This fund will be administered by the CCs for procuring Service Providers/Trainers for hands-on technical training for the LIGs within each commune, including the
Appendix 7 contains the ToR for SSP1. Appendix 7 contains the ToR for SSP2.
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possibility of inter-commune contracts. The outstanding local farmers that are recognized by PDA are eligible to provide the service. DST will (a) assist in the identification of the suitable local Service Providers/Trainers (SP/Ts); (b) assist with the recruitment of the local Service Providers/Trainers and (c) provide monitoring and technical backstopping and support the quality of the delivery by the local Service Providers/Trainers. (vi)
An annual amount of USD 395 per LIG per year over a three year period to support the animal health and production programs for all livestock. These funds will be administered by the NCDDS on behalf of the CCs, in coordination with MAFF/Development Coordination Unit (MAFF/DCU) and MAFF/General Directorate of Agriculture (MAFF/GDA), to contract a Specialized Service Provider (SSP3) to support animal health and production in the target villages including vaccination of the livestock by providing veterinary kits and supplying good quality vaccines based upon the needs of the livestock raisers in each LIG. The vaccination program will be implemented through the Village Animal Health Workers (VAHWs). 3
4. The CDF also includes support funds for CC administrative activities for planning, project identification, preparation and implementation. Targeted CCs must follow the guidelines described for the CDF and the Joint Decision between NCDDS and CCs. All expenditures from the CDF are subject to independent audits under TSSD. 3. CDF TRANSFERS AND FUND FLOWS 5. After the signing of the Joint Decision between each CC and NCDDS for the allocation and utilization of the CDF, the NCDDS will allocate and transfer the funds to each target commune progressively in the form of Block Grants. 6. The GRF will be transferred to the LIGs in three tranches over a three year period to the bank accounts which they have opened at a bank to MFI. The transfer of the first tranche of GRF from the C/S CDF bank account to the LIG account will take place when the following conditions are fulfilled: -
The LIG GRF account has been opened;
-
The SSP2 has provided the standard capacity building training and mentoring package.
7. The conditions for transfer of the second and third tranches of the GRF from the Commune C/S CDF bank account to the LIG account will include -
Full repayment of the previous year GRF loans;
-
A satisfactory audit of social and gender issues in LIG management.4
3
Appendix 7 contains the ToR for SSP3. The audit of social and gender issues in LIG management will consider the following: (i) women representative are included in LIG management group, and their views are being considered, (ii) there has been a reduction in domestic violent case among LIG members, and (iii) women empowerment in LIG has been promoted and there is increased awareness about nutrition element for the children below 2 years. Auditing of the social and gender issues in LIG management will be done by the CEWs assisted by the Gender Focal Point at District/Commune level following procedures which are developed by NCDDS. 4
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8. The LIG may disburse loans from the GRF to members when the following conditions are fulfilled: -
Group internal regulations have been approved by the LIG members;
-
The interest rate for the GRF loans to the members has been decided by the group members and is at a level of not less than 2% per month;
-
The Individual/Common Interest Group (CIG) Business Plans have been approved by the LIG Leaders; and
-
Other group members (within the CIG if there is one formed) have agreed to act as guarantors.
9. The decision to take a loan from GRF is a voluntary decision of the each LIG member. The size of the loan is not fixed at an equal share of the GRF but may be more or less than an equal share depending on the needs and on the decision of the group. The fund received from TSSD will be treated as a non-withdrawal share account for each individual LIG member (USD 100 in the first year, 80 in the second year and 60 in the third year). The balance of this account cannot be withdrawn, even if the member resigns from the group or otherwise stops being a member. A maximum of 50 per cent of the surplus after the annual closing of the financial books, arising from the interest earned on the loans, can be distributed to the members as dividend. The remainder will be booked as “retained earnings” to strengthen the capital of the group and to protect the capital from inflation. 4. PROCEDURES FOR PROCESSING LOANS FROM THE CDF 10. Each CIG or LIG member who would like to borrow funds from the GRF will be required to submit a Loan Application to the LIG Leader outlining the proposed livelihood activities to be undertaken. The Loan Applications will be completed by the LIG member with assistance from the CEW and mentoring by SSP2 using the formats that have been developed by the SSP2. Training will be provided by SSP2 to the LIG leaders, CEWs and DFT on the use of these formats. 11. The LIG Leaders, with support from SSP2 and CEW, will ensure the cost estimates that have been included in the Loan Applications are reasonable and the livelihood activities are technically feasible. The utilization of the GRF for supporting the LIG members will be through loans from the GRF based upon the approved Loan Application which are approved by the PIG Leader. Each LIG will provide funds to its members as individual loans with affordable interest rate and repayment period that have been decided by the group members. 12. The CC with guidance from the CEW and DST will identify the need for technical training I support of the livelihood improvement activities which will be implemented by the LIG members. The CC will recruit Service Providers/Trainers for the delivery of the technical training as well as the establishment of demonstrations in the commune. This can be either through an intensive training for several days for LIG members or the training may target members from CIGs from several LIGs focusing on one particular livelihood activity.
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LIVELIHOOD IMPROVEMENT GROUPS (Up to 30 members with elected Group Leader, Deputy Leader and Bookkeeper)
GROUP CAPACITY BUILDING SSP2 facilitates opening LIG account in a bank or MFI to be used for the GRF over the three year period.
SSP2 provide training and mentoring package to LIG Leaders and members.
COMMON INTEREST GROUPS (CIG) Identification activities
of
LIG members form coliability groups
livelihood
Formation of CIGs
CIG/Individual BUSINESS PLANS
13. Preparation of Business Plans with support from CEW and 14. DFT
Approval of LIG member Business Plans by the LIG leaders in group meeting
ESTABLISH GROUP REVOLVING FUNDS LIG internal regulations, interest rates on loans and repayment periods are agreed by members, CIG/Individual Business Plans are approved and LIG/CIG members provide mutual guarantors for loans are identified.
LIG leaders request CC to release funds from C/S Block Grant Account to LIG Account
IMPLEMENTATION Technical skills training provided for LIG members where needed
Loan disbursement from GRF to CIG/LIG members
Monitoring and Reporting of implementation of CIG livelihood activities by LIG Leaders to CC
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15. The CEW and DST will assist in identifying qualified suppliers of inputs particularly in the case of seed and livestock. The CIG members will be required to purchase the inputs based upon their approved Business Plan. After the release of the loans to CIG members, the LIG leader will submit a report to the CC on the utilization of the GRF by the CIG members for the purchase of the inputs required. 5. KEY STAKEHOLDERS AND THEIR ROLES AND RESPONSIBILITIES
5
-
LIGs: The LIGs are the focal point and will comprise the direct project beneficiaries at village level. The LIGs are responsible for the management and maintenance/ sustainability of the GRF and the livelihood activities. The LIGs will consist of at least 15, but not more than 30, members selected from poor households (ID2 Poor) with little land, including at least 30 percent poor Female Headed Households (FHHs). Some landless/poor households (ID1 Poor) from ethnic minorities and FHHs may also be included.5 Within each LIG there will be a number of CIGs formed that will consist of groups of households that focus on one particular livelihood activity for example paddy production, pig raising, mushroom production, vegetable growing, fish raising group, small business group, etc., The LIG members should have a strong interest that the investments or services provided do translate into tangible benefits.
-
C/S Chief and Council members: The CC is the decision-making body for the utilization of the CDF for all community driven projects within the commune. The CC is accountable to their constituency for all utilization of the CDF and will be responsible for monitoring the LIG activities and utilisation of the GRFs.
-
Project Management Committee: Each C/S Chief will establish a Project Management Committee (PMC) to monitor the LIG livelihood improvement activities. Where the commune has many LIGs, the C/S Chief may need to establish more than one PMC and can assign any CC member to be a chairman of a PMC.
-
Planning and Budget Committee: The Commune Planning and Budget Committee (PBC) will advise the C/S chief on the need to incorporate livelihood activities during the annual CIP preparation, and provide guidance on the selection of suitable livelihood improvement activities for the LIGs.
-
Project Procurement Committee: The Commune Project Procurement Committee (PPC) will be responsible for the preparation of all procurement documents and for managing the process of identification and selection of service providers/trainers to deliver technical training to the LIGs.
-
Commune Administrative Assistant: The CAA will assist the CC with a range of administrative tasks and will also be responsible for monitoring the utilisation of the GRFs, and facilitate the conduct of the minutes of the commune monthly meetings and the production of the commune progress reports.
-
Commune Extension Worker: The key responsibility of the CEW will be to assist the staff of the Service Providers/Trainers in delivering technical skills training for the
See Appendix 5 Guidelines for Household Selection and Formation of Livelihood Groups
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CIGs/LIGs and to follow up the activities of the LIGs in the implementation of the livelihood activities. -
District Facilitation Team: will cooperate with SSP2 in the delivery of an effective program of training and mentoring to strengthen the capacity of the LIGs.
-
District Support Team: Provide guidance on the proposed livelihood improvement activities of the LIGs and deliver technical back-up support to the CCs, CEWs and CAAs and assist in the recruitment of service providers/trainers for the delivery of technical training for the LIGs. They will assist the service providers/trainers in the establishment of demonstrations using model farmers or LIG members.
-
Provincial Facilitation Team: The PFT will provide support to SSP2 in facilitating the delivery of the training and mentoring program for the LIGs, provide guidance and assistance where necessary in the procurement of service providers/trainers for technical training of the LIGs, review the progress reporting of the CCs and assist in resolving any problems with the utilisation of the CDF to support livelihood improvement.
-
Provincial Agricultural Coordinator: Provide advice on standard designs and cost estimates required for the facilities required for specific types of livelihood activities, assist in the development of training plans for the LIGs and monitor and report on the progress of the livelihood improvement activities in each commune.
-
Service Providers: There are four types of Service Providers that will be recruited to support LIGs using the CDF as follows:6
SSP1 - to monitor the formation of the LIGs.
SSP2 - to support LIG capacity building training and mentoring.
SSP3 - to support the animal health program for the LIGs.
Service Providers/Trainers (SP/T) to support specific LIG technical training and demonstrations.
6. CRITERIA FOR LIVELIHOOD IMPROVEMENT ACTIVITIES 16. The criteria for selection of agricultural livelihood improvement activities to be implemented by the LIGs are as follows: Serve the needs of LIG members. Feature an activity that will result in increased and/or alternative income at household level. Use Improved technologies that have successfully been demonstrated and found to be financially feasible; Demonstrate that environment impacts are mitigated acceptably. Demonstrate livelihood activities will have sustainability .
6
Appendix 9 contains the ToRs for SSP1, SSP2 and SSP3 which are all recruited by NCDDS. The Service Providers/Trainers to support the technical training and demonstrations for the LIGs will be recruited by the CCs.
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7. PROCUREMENT PROCEDURES 7 17. The procurement of all material inputs for the livelihood sub-projects will be done by the LIG members based upon their approved loan applications for their proposed livelihood activities utilizing the funds which are borrowed from the GRF. The DSTs will provide the LIG with the standard designs of facilities for specific types of livelihood activities together with the cost estimates to support the procurement of materials by the LIG members. The PAC will provide advice on these standard designs. The PMC may facilitate the establishment of linkages between LIGs and reliable suppliers, but the LIG members can decide to buy any items for their livelihood improvement activities from any source. 18. For the delivery of specific technical training and demonstrations to the LIGs, Service Providers/Trainers will be contracted. The CDF procurement process for contracting for Service Providers/Trainers for LIG technical training and demonstrations will follow three main principles: The procurement of services will be carried out in the most transparent and economical way possible. Service Providers/Trainers will be given the opportunity to participate in the procurement process under conditions of fairness and equality. The result of the bidding will be made public. 19.
The following approaches may also be employed: Option 1: Procurement which is performed by the target CCs: The contracts for the training services will be managed by the CCs with the support of the DST where necessary. Most of the procurement of SP/Ts is expected to follow this procedure and will be managed by individual CCs.8 The CC, assisted by the DFT, will prepare the ToR for the assignment together with the cost estimate. The ToR will be prepared using a standard format. Option 2: Nearby communes within one district can form an Inter-Communal PPC and organize the bidding for similar services for LIGs in their communes: There will need to be a separate Inter-Commune PMC established to manage the contract and monitor the services provided. The DFT will provide assistance to the CCs in the event that inter-commune procurement is applied. Option 3: Procurement at provincial or district level by the provincial PID or PDA due to the limited capacity of the CC: This action also can be carried out for adjacent communes by combining similar activities together into a package for bidding of different lots (each lot can be for one commune).
7
Full details of the procurement procedure, including all of the standard formats, are described in the Guidelines for the Utilization of the CDF for Supporting Livelihood Improvement Activities (NCDDS). 8 1. There will be no requirement for performance security bonds for these contracts as is stated in letter No. 076 dated on 4th July 2012 on the Instruction of New Guideline for C/S Fund project implementation.
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Eligibility of Service Providers/Trainers: 20. Skilled individuals/freelance consultants, Companies/firms, NGO/International Organizations (IO), Associations, CBOs and local outstanding farmerswho can provide services conforming to the required technical standards can be hired as SP/Ts. The only exceptions are if the Service provider/Trainer: Been found to be involved in fraud, corruption or collusive practices and is under official notification of debarment at the time, and therefore is ineligible to be a Service Provider; Has failed to sign a contract or failed to respect conditions of contract, and there are historic records available to demonstrate it, then such Service Provider/Trainer can also be excluded; Has been debarred by local authority or ADB. Selection Methods for Service Providers/Trainers 21. There will be two types of service providers: (i) Individual Consultants; and (ii) firms/NGOs: For Individual Consultants the selection will be based on either an evaluation of the CVs of potential applicants or by Direct Contracting (Negotiation) with the estimated cost being indicated in the ToR. For Firms/NGOs the selection will be based on either Consultants Qualification Selection method (CQS) or by Single Source Selection method (SSS). . Recruitment of Individual Consultants
By Evaluation of CVs
22. For some assignments, individual consultants will be more appropriate and cost effective than firms. Individual consultants will be recruited directly (independent individual/freelance consultant) or through an organization, such as a consulting firm, an academic institution, a government, or an international agency. The procedures for selection are simpler than those for selecting consulting firms, and individual consultants are recruited on the basis of their qualifications for the assignment.
By Single Source Selection (SSS)
23. In some circumstances the commune PPC may recommend to award a Service Contract to an individual without following the Standard Procurement Procedure (as laid out under Service Procedure). This is called the SSS method. NCDDS and ADB will be required to provide a no objection for SSS to be used.The only reason for justifying the SSS method is due to the first round of EoI failing because insufficient qualified candidates to apply for the position.
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Recruitment of Firms/NGOs
Consultants Qualification Selection (CQS)
24. This method will be used for small assignments where the cost does not exceed USD 10,000 and where (i) highly specialized expertise is required for the assignment and the recruitment of specialized consulting firms that have the depth of expertise in specific areas is contemplated; (ii) Recruitment time is critical and the assignment is, typically, short term; (iii) few consultants are qualified; and (iv) the preparation and evaluation of competitive proposals is not justified. 25. If possible, the PFT will make a list of Service Providers/Trainers to help CCs in implementing the livelihood improvement activities. This list will show clearly the name of the Service Provider/Trainer or the name of the institution, the type of services that will be provided and the full contact details. The commune PPC must examine and evaluate the Service Provider’s/Trainer’s performance. 8. CONTRACT MANAGEMENT Contract commencement 26. The C/S Chief will organize a meeting of the PMC at the C/S office before the start of contract implementation. The Service provider/Trainer and the DFT, DST, CEW and CAA must attend this meeting. Where possible, the PFT should also attend this meeting. The purpose of the meeting will be to to enable the PMC, Service Provider/Trainer, DFT, DST and CEW/CAA to meet each other, to confirm the site where the services will be provided and to resolve any problems or issues relating to the services. Monitoring of Contract Implementation 27. The Service Provider/Trainer will implement the contract, the C/S Chief will monitor and the DFT, DST, CEW/CAA will supervise. However, the C/S Chief, the DFT, DST,CEW/CAA and the Service Provider/Trainer will all work together as a team to make the project successful. The following procedures will be followed: Payment 28. The Service Provider/Trainer will receive payments based upon the contract conditions. The payment by each stage will follow the following steps: (i) Payment Request; (ii) Certification of service outputs; and (iii) meeting for approval of payment. Contract Amendments 29. After consulting with the PMC, the C/S Chief and the Service Provider/Trainer will have the right to agree to an amendment to the contract concerning (i) the quantities of the outputs; (ii) the location of the the ouputs; (iii) the time for completion of the contract; (iv) the payment schedule; and (v) the name of the technical superviser (DST and/or CEW). However, the following cannot be changed (i) the type of outputs; (ii) the technical quality of the outputs; and (iii) the unit costs of the outputs.
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End of Contract Report
When the activities set out in the contract and the work plan is completed, the C/S Chief and DST and CEW will inspect the services. The DST and/or CEW will make a Completion Report and this report will be discussed and approved by a meeting of the PMC, in public at the C/S office, following the same procedure as for the other Progress Reports.
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DESCRIPTION OF AGRICULTURAL PRODUCTIVITY ENHANCEMENT ACTIVITIES 1.
Introduction
1. Under Output 2 the Project will aim to create an enabling environment for increased agricultural productivity and diversification. There main activities that will be supported are: (i) improving the agricultural policy environment; and (ii) increasing the availability and access to quality seeds.1 The introduction of the improved agricultural technologies and improved varieties of rice will be an integral part of the livelihood sub-projects which are supported in each commune through the use of the Block Grants. These activities will be implemented with the support of MAFF/GDA working through the provincial and district agriculture teams. 2.
Output 2.1: Improved Agricultural Policy Environment
2. Since many other donors and projects are engaged in providing direct support to RGC in the development and formulation of agricultural policies the Project will focus on supporting pilot studies to promote these new policy initiatives within the Project target areas. The focus will be on three important areas that will directly impact agricultural productivity in the short term. Firstly, the integration of Cambodia into the ASEAN community by 2015 will necessitate the introduction and adoption of a system for the certification of fresh produce (fruit and vegetables) under the ASEAN Good Agricultural Practice (GAP) protocols. Secondly, the current policies relating to contract farming will be tested through the Project support for rice seed production done in partnership with rice millers and the Rice Seed Producer Groups (RSPGs). Thirdly, the recent policy changes regarding agricultural cooperatives will be applied through support for assessment of the capacity of agricultural cooperatives that have been formed in each of the target provinces and the introduction of mechanisms for them to provide support to the Livelihood Improvement Groups (LIGs) that have been formed in every target village. In addition, the Project may give consideration to the pilot testing of climate change adaptation measures for smallholder production of selected commodities. 3. The Project will also provide support to MAFF/GDA for the preparation of a Vision Statement for Crop production in 2030 which is required by the Supreme National Economic Council. The project will finance the recruitment of two consultants to support this task. (a) Good Agricultural Practices 4. The pilot study on GAP will be conducted initially in Siem Reap (SRP) province since this provides an excellent location given the high density of hotels/restaurants catering for the tourist industry and the likelihood of a greater awareness of food and safety issues amongst those engaged in the associated service sectors. The study will be conducted over a two year period after which consideration will be given to expansion into other province(s).The pilot study will be supported by the creation of a GAP Office within the MAFF/GDA with the deployment of staff who have experience of the past efforts under MAFF to introduce GAP standards. However, because of the lack of experience in GAP in Cambodia the Project will recruit an international GAP Expert who has experience in supporting the establishment of the ASEAN GAP protocols within the region. The sequence of activities will be as follows:
1
Additional activities will be supported to support increased access to agricultural information and market data through support to Rural-ICT which are described in Appendix 8.
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- A national workshop will be conducted by MAFF to disseminate information on the introduction of GAP in Cambodia and the development of the protocols and guidelines to support the pilot study. - The MAFF/GDA GAP office will compile a comprehensive manual for CamGAP will be prepared with the support of the international expert which will be published by MAFF/GDA and develop a recognisable logo for GAP certification that can be adopted by producers of certified products. - MAFF/GDA will organise a workshop in SRP to discuss the strategy for pilot testing of CamGAP and an agreement reached with local stakeholders on the criteria for the selection of the potential pilot areas in the province. - MAFF/GDA will compile an inventory of approved safe pesticides which can be used in the CamGAP pilot study areas which will be printed and distributed to the producer groups. - In consultation with the Commune Chiefs and the staff of the District Agriculture officer (DAO) the SRP-PDA will identify the areas for the CamGAP pilot study based upon the agreed criteria and identify existing fruit and vegetable producer groups that will participate. - If there is evidence of soil contamination at each of the potential sites, then soil and water samples will be taken and these will be analysed to confirm that the bacterial or chemical contamination is within the acceptable limits. - With the support of the international GAP expert the training curriculum for the Farmer Field Schools (FFSs) will be developed and there will be ToT conducted for the PDA and DOA staff to enable them to provide FFS training to the selected producer groups involved in the CamGAP pilot study. - MAFF/GDA will organise an overseas study tour that will be organised within the region, to destination(s) that are identified by the international GAP expert, for provincial and district staff as well as members of the producer groups. - MAFF/GDA will conduct a small-scale market survey in SRP town to determine the level of consumer awareness of GAP and to investigate the potential markets available. - With the support of the international GAP expert there will be ToT conducted for the PDA and DOA staff on internal auditing by the producer groups to achieve CamGAP compliance. - The DOA staff, with support from the PDA and the MAFF/GDA, will conduct the FFSs for each of the CamGAP producer groups - A final workshop will be conducted in SRP after the completion of the first cycle of production to share experiences and document lessons learned and also to provide an opportunity to promote the concept with potential buyers. 5. After the completion of the first cycle of production in SRP there will be consideration given to scaling up the activity into other districts in that province and also of expansion into al least one other provinces by applying the same sequence of activities.
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(b) Contract Farming 6. Since contract farming has received recent support through the issue of recent legislation to support the concept the project will support a small-scale pilot study in one province that will be linked to rice seed production. The intention will be to link rice millers who wish to purchase good quality rice seed of specific varieties with the RSPGs that are being assisted by the Project. Rice millers frequently purchase rice seed of the varieties that they have market for to supply to farmers who grow under contract for them as grain crops. These activities will be conducted in partnership with the PDA and also the Department of AgroIndustry at the provincial level since they are tasked with oversight of contract farming activities. The following sequence of activities will be supported: - MAFF/GDA will prepare a set of guidelines for contract farming based upon existing legislation and also drawing on the experience of previous arrangements that have been tested for rice production. - With technical cooperation from Department of Agro-Industry, a provincial workshop on CF legal framework will be organized in each target province. - A provincial workshop will be conducted in the selected province to which rice millers, as well as rice traders, will be invited as well as the representatives of the local RSPGs and PDA and DAO staff to raise awareness of the pilot study and to explore opportunities for linkages between the rice millers and the RSPGs and to review the content of the guidelines for contract farming. - The PDA in the selected province will facilitate the contractual agreements between the rice millers and the RSPGs following the procedures described in the guidelines. - At the conclusion of the first cycle of production a reflection workshop will be conducted with all participating stakeholders to document the experience. Stakeholders from other provinces may also be invited to the workshop to share the experience with them. 7. Based on documented experiences, replication of the pilot will be made in other target provinces. (c) Agricultural cooperatives 8. The Project will provide assistance to the MAFF initiative to support existing Agricultural Cooperatives and will consider the provision of capacity building support to selected cooperatives which are capable of providing direct or indirect support to the LIGs in neighbouring communes. The nature of the assistance to these cooperatives will be determined after an assessment of their current activities by MAFF/GDA and the identification of their potential to link with and assist LIGs. 9.
The following sequence of activities will be supported: -
MAFF/GDA will organise a series of provincial consultative workshops representatives of the cooperatives that are located within the Project target districts, together with the provincial and district teams, to raise awareness of the Project modes of support, to identify potential areas of partnership with the LIGs and to identify the specific types of capacity building support that are needed.
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-
Based upon the outcome of these workshops MAFF/GDA will develop the relevant training programs to assist selected agricultural cooperatives and identify the mode of delivery of these trainings.
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Through the hire of service providers or the use of MAFF/GDA staff the required capacity building training will be delivered to the agricultural cooperatives progressively through each province with careful attention being paid to the measurement of the impact of the training.
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The provincial and districts teams will facilitate the establishment of linkages between these agricultural cooperatives and the LIGs to enable the cooperatives to act as suppliers of high quality agricultural inputs (chicks, fingerling, piglets, feeds, fertilizers, seeds, etc.,) to the LIGs within their vicinity.
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MAFF/GDA will also work closely with NCDDS to promote the transition of successful LIGs into fully fledged agricultural cooperatives and explore the opportunity for specialization in specific commodities in one village. Some RSPGs may be eligible to become agricultural cooperatives.
3.
Output 2.2: Increased availability and access to quality seeds
10. In order to support increased production of quality seeds the project will assist MAFF/GDA to promote greater production of certified rice seeds, on two Agriculture Stations located in SRP and KPT provinces, which can be sold to the RSPGs who in turn will increase their production of good quality commercial rice seeds for selling to LIG members as well as other farmers and organisations. RSPGs will be identified or new groups established so that there is at least one group per target district. The rice seed production program will seek to ensure a reliable, consistent and adequate supply of good quality seeds that are in demand by rice millers as well as farmers. Alongside this there will be on-farm demonstrations established to showcase improved short, medium and late duration varieties growing using improved field production technologies. Other types of on-farm demonstrations will be promoted featuring diversified cropping systems as well as livestock raising (plus improved animal seeds and feed/forage) and aquaculture. (a) Identification of farmer organisations for seed production 11. The Project will initially work with existing RSPGs that are identified in each of the target provinces. In order to assess their capacity and potential for further expansion a survey tool will be developed by MAFF/GDA to gather information from each group using a participatory approach to determine the level of support that each group requires to expand their rice seed production potential. The provincial team in each province will facilitate also the establishment of new RSPGs in other districts with the aim of having at least one RSPG in each of the target districts. The new RSPGs may be new groups or existing farmer groups that wish to engage in rice seed production. MAFF/GDA will develop a set of criteria for the assessing the potential of the new groups that are identified to ensure that the individual members have adequate land resources available and also access to reliable irrigation facilities.
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(b) Development of partnerships with relevant agriculture stations for seed production and distribution 12. The Project will address the shortage of quality certified rice seeds by partnering with the MAFF Agricultural Stations in SRP (Tuek Vill) and KPT (Balang). The project will support the rehabilitation of the two stations including the rehabilitation of the irrigation structures to enable double cropping; the construction of storage, drying, cleaning and processing facilities; and capacity building training for the station staff. 13. MAFF/GDA, with the assistance of the PIC team, will develop an Operational Manual for each Agricultural Station which will provide clear guidance to the station staff on the procedures to be followed for certified rice seed production and station operation and maintenance. The Operation manual will be supported by a formal Letter of Agreement (LoA) between the MAFF/GDA, the PDA and the Station Manager which will provide a mechanism for ensuring the sustainable operation of the stations without Project support and the introduction of greater accountability and transparency in the reporting of production and rice seed sales. 14. The Project will also facilitate strong linkages between the two stations and the RSPGs so that the production of certified rice seed on the station will be demand driven based on the requirements of the RSPGs as well as other farmers or buyers that may wish to order seed from the stations. The Operation Manual will provide clear guidance on the formulation each year of an annual seed production plan and the Project will support the procurement of Foundation Seed from CARDI, which is the currently the only in-country source of Foundation Seed. (c) Surveys of rice varieties 15. The DSTs will conduct surveys in each target commune to identify the rice varieties that are in greatest demand. The seed production programs of the RSPGs will be designed to focus on the varieties that are identified as being most popular. Specific targets for seed production will be developed based on further discussion with MAFF/GDA to establish realistic targets and will be incorporated in the revised DMF. (d) Strengthening of RSPGs 16. At least one RSPG in each target district will be supported by the project. The Project will provide assistance to the RSPGs, based upon the identified needs of each group in the survey that is conducted, and this support may include improved storage, drying, cleaning and processing facilities; field equipment for rice seed production; capacity building training; and exposure visits to successful seed producers and agricultural stations in other provinces. 17. Where physical facilities for storage and drying are identified as a need the MAFF/DCU will hire qualified civil engineers to prepare the technical drawings and cost estimates and there will be competitive bidding organised by MAFF/DCU for the civil works contract. Other equipment which is needed for the RSPGs will also be procured by MAFF/DCU. Capacity building training, in terms of financial management, planning, bookkeeping, and marketing, will be provided to enable them to become commercial rice seed producers. There will be support also for Farmer Field Schools (FFS) on rice seed production organized for all RSPGs which will be delivered by the DSTs with support from the provincial team and MAFF/GDA where necessary. In order to accelerate the program of good quality rice seed production by the RSPGs the Project will also provide seed capital during the first year of support, in the form of
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supplies of certified rice seed of the varieties which are identified in the RSPG annual seed production plans. (e) On farm demonstrations 18. In order to support the increased adoption of higher yielding rice varieties as well as improved production techniques the Project will support the establishment of on-farm demonstrations for rice production in every target commune. These demonstrations will be spread over a three year period in parallel with the expansion of the Project into the target communes over a similar period. The DSTs will organise field days at critical growth stages and invite farmers from within the commune, including where possible LIG members where these groups have been formed, to observe the benefits of the new varieties and improved production techniques. DSTs may also arrange for FFS to be conducted at the sites of these on-farm demonstrations. At harvest there will be field days organised (one per commune) when the yields of the demonstrations plots of each variety will be measured by sample crop cutting. Sharing of harvested rice grain/seed with interested participants at field day for use in next season will be encouraged to provide an effective way for ensuring greater dissemination of pure seed of new rice varieties. 19. Although the main focus of these on-farm demonstrations will be on rice production the Project will also support the establishment of demonstrations on a range of other commodities. This will include livestock raising featuring pig raising, chicken raising, animal feed/forage, production of quality animal seeds (piglet, chick, etc.) and aquaculture. Other demonstrations will feature vegetable production, mushroom production, etc., and for all of these demonstrations field days will be organised and farmers invited from the commune to observe. The demonstrations that are established will draw upon the experience gained through the onfarm demonstrations organized by the TSTD TA project. The choice of technologies for the demonstrations will be based on local potential and agro-ecological and market conditions and, where possible, the demonstration will be directly linked with LIG member. These demonstrations will be supplemented by those organised by the Service Providers/Trainers that are recruited by the CCS to deliver technical training to the LIGs based upon their livelihood improvement activities. (f) Enhanced agricultural extension materials 20. The Project will support the production and dissemination of enhanced agricultural extension materials. These will focus on rice production featuring the MAFF recommended rice varieties, vegetable production, livestock, agricultural extension methodologies, GAP training manuals, rice posters, as well as other topics. The MAFF/GDA, supported by the PIC team, will also produce a series of technoguides on selected commodities that will be shared with the CEWs and DSTs and will be used to provide guidance to the Service Providers/Trainers that are recruited by the CCs to deliver the training for the LIGs.
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DESCRIPTION OF RURAL ICT ACTIVITIES Introduction Under the Tonle Sap Technology Development and Productivity Enhancement (TSTD) TA, which was a precursor to the TSSD, a total of 20 Communication and Extension centres (CECs), formerly known as Telecentres, were established, five in each of the TSSD target provinces. During the course of the review missions which were conducted for TSTD there was evidence that the CEC model which had been tested was not achieving the expected impact of disseminating agricultural technology information and market data to farmers. An independent assessment which was conducted in May/June 2013 confirmed this finding and concluded that the CEC model which had been tested was not appropriate in the rural Cambodian context and was not a sustainable approach. During the Review Mission conducted in June 2013 it was concluded that the TSSD should not support the establishment of additional CECs using the same model as TSTD but should adopt a different approach using the following strategies: -
As the basis for a Mobile Commune Access (MCA) program mobile devices with internet connectivity will be provided to the CEWs, who are recruited in all TSSD communes, to use during direct interaction with farmers who are members of the LIGs that will be established in each target village. The CEWs will also be expected to make use of the existing CECs where these are conveniently located to their own commune/district. Technical training on the use of the mobile devices will be provided to all CEWs to enhance their technical capacity.
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Multimedia content (both video and pictorial materials) will be developed for use by the CEWs through their mobile devices to provide guidance to the LIG members.
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Further technical skills training will be provide to the CEWs in group facilitation and communication skills, extension methodologies and other selected technical skills areas to enhance their capacity to deliver technical advice to farmers through the MCA program.
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Reducing financial subsidies will be provided to six CECs, now referred to as Communication and Extension Centres (CECs) that are located within the target communes/districts through the CDFs until the end of 2014 to enable them to attain financial autonomy.
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Upgrading the computer skills of the DFTs and DSTs.
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Basic Rural-ICT facilities will be established in each CC Office through the installation of solar power generation (for those communes without grid connection) together with one laptop computer, printer, USB modem, lights, fan, etc.,
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Training in computer skills will be provided to the Commune staff (CAA and Commune Clerk) to enable them to utilise the ICT facilities installed in each commune office. The need for supplementary computer skills training for the CEWs will also be assessed.
Output 2.3: Improved Access to Agricultural Information and Market Data This output will include activities for the successful dissemination of agricultural technical information and market data in order to strengthen the application of Rural-ICT within the target
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communes. The activities will be implemented by the NCDDS for support at the sub-national level with MPTC providing support for some specific training. (a)
Activity 2.3.1: Support for Mobile Commune Access (MCA) Program
In order to improve the access to information on agricultural technologies for the LIGs the CEWs will be equipped with mobile devices (tablets) which will be pre-loaded with multi-media content in the form of videos and pictorial materials that can be shown to the LIG members. The main source of this information will be the TSSD website which will be maintained by MAFF/DCU and regularly updated with new materials as they become available. The following tasks will be required: - Procurement of the tablets will be done by NCDDS. Before distribution of the tablets to the CEWs, the NCDDS team will be responsible for the preload of all available multimedia content on improved agricultural technologies. The NCDDS will work in close cooperation with the PICs and the MAFF/GDA Department of Agricultural Extension (DAE) to identify the technical content for uploading on the tablets. - All CEWs will receive half day training in Q3 2014 by master trainer of MPTC at the time of their distribution. The training will enable them to make effective use of the devices and especially to access on-line sources of information on agricultural technologies. - The CEWs will be provided with an allowance for their pre-paid internet usage which will be paid by the CCs from their operational costs. This will be paid by the CCs through the operational component of their CDF. - A training program of capacity building for the CEWs will be organised by the NCDDS based upon the results of the TNA which was completed in 2013. This will improve their skills in communication and facilitation skills, extension delivery and to improve their technical skills in specific areas including rice intensification, vegetable production, livestock raising and aquaculture. These trainings will be out-sourced to external Service Providers/Trainers. - There will be support for the introduction of monthly radio programs through provincial broadcasting stations with phone in facilities to enable farmers to seek advice directly from staff from the PDAs. These radio programs will be publicised by the CEWs to raise awareness of farmers of this opportunity. (b) Activity 2.3.2: Support for existing CECs The TSSD will provide limited support for six of the existing CECs that are located within TSSD target communes/districts the up to the end of 2014. The starting point will be determining and agreeing on the mandate of the CECs as a part of the broader agricultural extension service delivery. Given that providing a public service is not financially viable, the operators will need to engage in additional commercial activities. The conditions and guiding principles reconciling the two will be documented and detailed in Service Contracts between the local government (legal proprietor of hardware and mandated provider of services) and the CEC operators. The six CECs will be provided with a targeted and gradually reducing financial subsidy with the intention of giving more time to these CECs to develop their activities to achieve financial autonomy. To back this up they will be provided with targeted trainings in business development by Rural Business Planning Advisers who will be recruited by NCDDS. There will also be a 98
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further round of training provided by the MPTC training team on the use of Khmer Free Open Source Software (FOSS) applications, the use of Khmer Unicode input, social media networks, search engines and e-commerce applications. The CECs that are located outside of the TSSD target area will be handed over to MAFF/PDA under the same premises. Discussion will be held with MAFF & the CCs to adopt the same approach as for those that are located in the TSSD target communes. For the CECs that are located within the target communes/districts, following the clarification of the mandate of the CECs, the following conditions will apply to the provision of this support: - The financial subsidies will cover the cost of pre-paid internet services (USD 60 in Q1 and progressively reducing in the subsequent quarters of 2014) and provide some compensation to the CEC operator and assistant (USD 240 in Q1 and also progressively reducing in the subsequent quarters of 2014).Any necessary repairs and maintenance costs for equipment that are incurred will be reimbursed at cost up to a maximum of USD 200 in Q1 (and progressively reducing in the subsequent quarters of 2014). - All of these subsidies will be progressively reduced during 2014 so that by the end of the year they have been reduced by 50 per cent. There will be no further subsidies provided in the following years. - The replacement of any computers or ancillary equipment which are stolen from the CECs or are uneconomic to repair will be the responsibility of the operator. Updating of the agricultural technology information in the CECs will be the responsibility of the PAC in each province and supported by the PDA. (c) Activity 2.3.3: Enhancement of computer skills of DFTs/DSTs, CAAs and Commune Clerks The DFTs/DSTs, CAAs and Commune Clerks in each district/commune will receive training to achieve further enhancement of their computer skills. The DFTs and DSTs will be provided with computers by the NCDDS and MAFF/DCU respectively and each CC will be provided with one laptop by the NCDDS. The following tasks will be led by the MPTC training team: - Computer skills training will be provided through a three 4 - 3 day training courses conducted in each district comprising an initial training to introduce the basics of computer use, training to introduce the use of FOSS applications, the use of Khmer Unicode input, social media networks, and other web based applications. All of these training activities will be organised in close cooperation with the MAFF/GDA and NCDDS to ensure the full involvement of the targeted participants. - In cooperation with the PDAs all of the e-libraries which have been established in each province under TSTD will be also installed on the DST computers for the use of the DSTs as well as providing improved access to the material by the CEWs and also farmers and LIG members. The on-line facilities, which were installed in the e-libraries by TSTD, will be utilised for teleconferencing with farmers at TCs or other sites with online using Skype etc., This will link to the phone-in weekly radio programs which will be supported in each province.
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Terms of Reference - Monitoring Formation of Livelihood Improvement Groups (SSP1) Starting date: As soon as possible Duration: 6 months I.
PURPOSE
1. This Term of Reference (ToR) is for a Specialized Service Provider (hereafter referred as SSP) who will monitor the formation of at least 1,239 Livelihood Improvement Groups (LIGs) and provide an independent report certifying that the groups were formed in accordance with the Guidelines on the Formation of LIGs II.
INTRODUCTION
2. The Royal Government of Cambodia (RGC) has received Loan and Grant Proceeds from ADB, IFAD, and Government of Finland for the Tonle Sap Poverty Reduction and Smallholder Development Project (TSSD). The project was approved by ADB on 8 December 2009 and declared effective on 31 March 2010 with a closing date of 28 February 2018. The Project outputs will be: (i) improved rural infrastructures to support agricultural productivity, market access, and the quality of life in rural communities; (ii) improved capacity of smallholder farmers to increase agricultural productivity; (iii) improved agricultural policy environment, (iv) improved availability and access to quality seeds; (v) increased access to agricultural information and market data; and (v) effective project management that enables timely project completion within the agreed budget. The TSSD Gender Action Plan (GAP) aims to ensure women’s equal access to agricultural productivity inputs including seeds, fertilizer, livestock, ICT and extension training. The Project will support at least 1,239 LIGs (with from 10 to 25 members per group) in 1,239 villages, in 196 communes, in 28 districts, and in four provinces namely Kampong Cham, Kampong Thom, Siem Reap, and Banteay Meanchey Province. The LIGs are formed by the Commune/Sangkat Council (CC) with assistance from Commune Extension Workers (CEWs) and Commune Administrative Assistants (CAAs) who are Project financed staff working on behalf of the CC. The CEWs and CAAs receive support from the District Facilitation Team in the District Administration. 3. The formation of the LIGs began in May 2013 and is scheduled to be completed by February 2014. The TSSD Project Administration Manual (PAM) requires that the process of LIG formation should be independently monitored. The RGC and the funding agencies agreed in June 2013 that a maximum of 400 LIGs may be formed before the independent monitoring is in place and that the formation of these groups will be retrospectively reviewed. III.
OBJECTIVE AND SCOPE OF WORK
4. The Objective of the assignment is to (i) to certify that the LIGs have been formed in compliance with the Guidelines For Household Selection and Formation of LIGs which is described in Annex 6 of the PAM; and (ii) to provide NCDDS with a database including information on the composition of each LIG. 5.
Accordingly, the SSP will be responsible for the following tasks: (a)
Assess the current situation of LIG formation
6. In each of the 28 target Districts of the TSSD, a meeting will be organized by the SSP to review the status of LIG formation in that District. The participants in the meeting should be: (i) District Governor or Deputy; (ii) all District Facilitation Team (DFT) members and District Gender Focal Point; (iii) Commune Chief or his/her authorised representative
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from each Commune; (iv) all CEWs and CAAs; (v) Provincial Facilitation Team (PFT) and Project Provincial Advisers. 7. The SSP must take note of the requirement at least 25 per cent of the members should be from Female Headed Households (FHHs) that are defined as households where a women is either (i) a widow; (ii) whose husband is disabled or too old to work; or (iii) orphans and are solely responsible for feeding their siblings. 8. The purpose of the meeting will be (i) to determine the number and location of all LIGs that have been formed in each District to date; (ii) to review the process actually used for LIG formation and its compliance with the Guidelines; (c) to review the future work plan for the formation of the remaining LIG in the District; and (d) to prepare a work plan for the assessment of the formation of the LIGs which have been formed and for monitoring the new LIGs which are yet to be established in the District. 9. The SSP will provide NCDDS and copy to PFT with a report of the outcome of each meeting. The format of the meeting reports will be proposed by SSP and approved by NCDDS in advance of the commencement of work. (b)
Post-assessment of LIGs formed (relating to LIGs formed prior to SSP recruitment)
10. The SSP will be required to visit all LIGs that have already been formed and conduct a short meeting (1 hour) with the group members. The CEW and CAA should not be present at these meetings. The SSP will record the following information: (a) dates of each activity in LIG formation; (b) number of ID Poor 2 households in the village; (c) results of wealth ranking (if carried out); (d) number of households actually selected for the LIG; (e) criteria used for selection; (f) understanding of the LIG members on purpose of the LIG and future activities plan; (g) assess the level of understanding of the LIG members that membership is voluntary and if they do not want to participate in the group they may choose not to do so; (h) list of LIG members households including name, gender and age of household representative, primary occupation and agricultural land holdings (double-cropped rice land, single-cropped rice land, non-rice agricultural land). 11. For each LIG, the SSP will be required to certify that the following key criteria for quality of process of LIG formation have been complied with: - The first village meeting was held correctly with all village households invited. - A written list of all eligible households was compiled and is available for inspection and that this list was made in accordance with the guidelines either based on the IDPoor survey (with data less than two years old) OR through properly conducted wealth ranking. - Home-based observation visits were conducted to all households in the temporary list of the ID Poor 2 households and a brief written record (date of visit, household member interviewed, observations) was made and is available for inspection. - The second village meeting was held correctly with all village households invited. A written record of the meeting was made and is available for inspection. - The reasons for the final selection of LIG members were clearly explained to all attendees at the second village meeting. - Villagers selected as LIG members clearly understand that membership is voluntary: they can choose not to participate.
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- The first meeting of the LIG was properly conducted and a written record was made and is available for inspection. - The three group leaders were properly selected by decision of all the group members. At least one of the three leaders is a woman. - The roles and responsibilities of the group members have been clearly explained to all group members. - All group members have a clear understanding of the purpose and planned activities of the LIG. 12. The SSP is required to notify the DFT Leader of any LIGs for which these key criteria have not been complied with and advise them that the formation of these groups must be repeated. For any groups for which formation must be repeated, the SSP will adequately monitor the process to ensure that the repeated process is fully compliant. The SSP will provide a report to NCDDS and copy to PFT certifying those groups found to be compliant and those found to be non-compliant and requiring the process to be completed. 13. In the event that the SSP receives any complaints about the LIG formation process, the SSP must use a complaints resolution process and report the findings independently to NCDDS. The SSP is also required to conduct a review of the Guidelines for Formation of the LIGs and provide recommendations for further improvement to NCDDS. 14. The SSP will submit a standardized data sheet to NCDDS with (at a minimum) the following information on each LIG: - Date of the first village meeting; - Number of home-based observation visits conducted; - Date of second village meeting; - Date of 1st meeting of LIG - Name, age, gender and contact details of the LIG officers - Number of household representatives who are women; - Number of Female Household Headed (FHH); - Number of households with double-cropped rice land holdings (a) above 1 ha; (b) 0.5 to 1 ha; (c) 0.2 to 0.5 ha; - Number of households with single-cropped rice land holdings (a) above 1 ha; (b) 0.5 to 1 ha; (c) 0.2 to 0.5 ha; - Number of households with non-rice crop land (chamkar land) holdings (a) above 1 ha; (b) 0.5 to 1 ha; (c) 0.2 to 0.5 ha. - Date of approval of the LIG formation by the Commune Council. (c)
Monitoring the LIG formation
15. Directly monitor the full process of LIG formation of at least 10 per cent of the LIGs in each District ensuring that at least one LIG formation is monitored in every targeted commune in each District. This is expected to require a total of three non-consecutive working days for each LIG: (i) 1st village meeting and households selection process; (ii) home-based observation of the ID Poor 2 member households; (iii) 2nd village meeting; and (iv)1st meeting of the LIG to elect the group leaders.
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16. The SSP will be required to arrange for debriefing for the DFT members, CEWs and CAAs in each District to provide feedback on the quality of the process. IV.
STAFF OF THE SSP
17. The SSP will carry out the work with at least the number and categories of staff listed below. The SSP who receives a Request for Proposal (RFP) will be required to provide a list of the names and CVs of all staff working on the assignment in a sealed envelope to NCDDS. The qualifications of the key experts are very important and must be strictly followed in selecting the key experts. The names of the Assignment Manager and Provincial Deputy Assignment Managers included in the Proposal may not be changed unless the replacement has at least equivalent qualifications and experience to the staff member being replaced. The replacement of the Assignment Manager or Deputy Assignment Managers will be subject to the prior approval of NCDDS. - The Assignment Manager will work full time on the assignment for the full period of the contract (at least six months). S/he will be in overall charge of all aspects of the work including ensuring the performance of other staff members. S/he will be the direct point of contact with NCDDS and PFT for day-to-day matters. The Assignment Manager must have a bachelor degree or higher degree in a relevant subject and at least 10 years’ experience of managing and implementing participatory development projects. - The Provincial Deputy Assignment Managers (4 positions) will be based in each of the TSSD provinces and will work full time on the assignment for the full period of the contract (at least six months). Therefore, they are expected to be present in the province on working days unless absent for a valid reason connected with the assignment. The Provincial Deputy Assignment Managers will be responsible to organize the work plan for the SSP team in the Province and ensure the performance of the junior team members. The Provincial Deputy Assignment Manager must be present in person at each of the District level meetings. The Provincial Deputy Assignment Manager must have a degree level qualification in a relevant subject and at least five years’ experience of implementing participatory development programs. - The SSP will deploy sufficient Field Monitors in each Province to fulfil the Scope of Work (above). The number of Field Monitors and period of employment are to be specified in the SSP Proposal and this will become part of the contract; i.e. the deployment of Field Monitors will in no case be at a lower level than specified in the Proposal. The Field Monitors will be responsible for direct monitoring of LIG formation. Field Monitors must have either a degree level qualification in a relevant subject and at least two years’ work experience in participatory development; or a higher education qualification below degree level and at least two years’ working experience in participatory development. - Any other staff members as specified in the SSP’s Proposal. 18. The SSP will be responsible for all logistical arrangements for the field staff during the conduct of the assignment and will also be responsible for providing office accommodation and facilities for their staff at provincial/national level. V.
SUPPORT FROM NCDDS
19. NCDDS will provide full information and contact details for the 196 targeted communes across the four provinces including names and telephone numbers of CC Chiefs, CEWs, CAAs, DFT and PFT Leaders in each province. NCDDS will also provide any
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necessary introductions to provincial, district and commune leaders that are requested by the SSP during the course of the assignment. VI.
QUALIFICATIONS (a)
20.
Required Qualifications
The selected firm/NGO shall possess the following qualifications: -
Firms or NGOs registered in Cambodia. Demonstrated experience in the formation of village level groups of poor rural households and of activities supporting livelihood improvement. Experience in conflict resolution processes and promoting gender awareness. Good report writing skills. (b)
21. -
-
Preferred qualifications
The selected firm/NGO is preferred to have the following qualifications: Having activity implemented in the 4 project target provinces Previous experience working with externally financed project, preferably ADB or IFAD supported projects.
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Terms of Reference - Standard Management Training and Technical Skill Mentoring Package to the LIGs (SSP2) Starting date: As soon as possible Duration: 3 years (2014-2016) I.
PURPOSE
1. These Terms of Reference (TOR) are for a Specialized Service Provider (hereafter referred as SSP) to develop and deliver a standard training and mentoring package to all the village based Livelihood Improvement Groups (LIGs) supported by the Tonle Sap Poverty Reduction and Smallholder Development Project (hereafter referred as TSSD). II.
INTRODUCTION
2. The Royal Government of Cambodia has received Loan and Grant Proceeds from ADB, IFAD, and Government of Finland for the TSSD. The project was approved by ADB on 8 December 2009 and was declared effective on 31 March 2010 with a closing date of 28 February 2018. The Project's outputs are: (i) improved rural infrastructures to support agricultural productivity, market access, and the quality of life in rural communities; (ii) improved capacity of smallholder farmers to increase agricultural productivity; (iii) improved agricultural policy environment, (iv) improved availability and access to quality seeds; (v) increased access to agricultural information and market data; and (v) effective project management that enables timely project completion within the agreed budget. Project will support 1,239 Livelihood Improvement Groups (25 members per group) in 1,239 village, in 196 communes, in 28 districts, in 4 provinces namely Kampong Cham, Kampong Thom, Siem Reap, and Banteay Meanchey. The LIGs are each being supported by the Commune Extension Workers (CEWs) who are deployed in each commune. III.
GOAL, OBJECTIVE AND SCOPE OF WORK
3. The goal is to enable each LIG to establish and sustain their Group Revolving Fund (GRF), with many of the LIGs being expected to: (i) graduate towards becoming a Credit and Saving Cooperative; and/or (ii) make their members bankable to MFIs or other banking institutions. 4. The main objective of the service provision is to assist at least 1,239 village-based LIGs, by the end of 2016, through an enhancement of the management capacity within their group and technical skill mentoring to LIGs member following their microbusiness choices. The training and coaching/mentoring will be on the following topics: (i) adoption and implementation of the LIG Rules and Regulations; (ii) financial management and accounting; (iii) identifying suitable opportunities to invest the household loans which will be provided from the GRFs; (iv) development of individual group member business plans and identifying complementary training needs; (v) screening and approval/rejection of loan applications, (vi) procedures for monitoring the use and repayment of the loans; (v) strengthening the internal control mechanisms for the LIGs; and (vi) working with the commune councils to get appropriate trainings and assistance for the LIG members. 5. The SSP will be accountable to National Committee for Democratic Development Secretariat (NCDDS) for the proposed assignment. At the National level, the SSP will need to coordinate and consult with IFAD, ADB, MPTC and MAFF in order to effectively mobilize resources to support the LIGs. The SPP will need to draw upon the useful experience on improved management of group revolving fund being implemented by FAO under the
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PADEE financed by IFAD and from other projects. At the subnational level, the SSP will need work closely with the Provincial Facilitation Team/District Facilitation Team (PFT/DFT) members, Provincial Department of Agriculture (PDA), District Office of Agriculture, District Gender Focal Point, including Commune Gender Focal Point, target CCs, Commune Administrative Assistants (CAAs) and the CEWs. 6.
The SSP is required to provide the following services to support each LIG: -
Prepare and finalize the LIG Operational Manual to a level which is acceptable to NCDDS before the commencement of program of training and mentoring for the LIGs.
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Develop and produce training materials on the following topics: (i) Group Internal Rules and Regulations, (ii) Financial Management, Book-keeping and GRF use; (iii) Group Member business plan, loan application and loan contract; (iv) organization of the group meetings; (iv) financial literacy training including working with MFIs or Commercial Banks; and (v) facilitation, communication, gender awareness and analysis and leadership skills.
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Provide cluster trainings to 196 target communes for the LIG group leaders, Commune Chiefs, CAAs, and CEWs. One cluster training per commune; first year main training will be conducted and subsequently one year refresher trainings at the end of each year, which will include the integration of the Credit and Savings Cooperative concept.
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Conduct coaching/mentoring for at least 1,239 LIGs across four provinces to enable the LIGs to achieve effective management of the group including: (i) implementation of Group Rules and Regulations; (ii) financial management and accounting/bookkeeping; (iii) identifying suitable opportunities to invest the GRF; (iv) development of group member business plans and identifying complementary training needs; (v) screening and approval/rejection of loan applications, (vi) monitoring of the use and repayment of the loans; and (vii) strengthening the group internal control. (vi) working with the commune councils to get appropriate trainings and assistance for the LIG members. Each LIG will receive monthly coaching/mentoring visits provided, at an appropriate time preferably at the loan interest due date (12 times by the SSP per year). The SSP must always provide advance notice to the LIGs on the schedule of their visit.
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Facilitate for each LIG (i) the development and approval of the Group Rules and Regulation; (ii) adoption of the guidelines on GRF use; (iii) opening group accounts at MFI or Commercial Bank; and (iv) establishing a safe amount for cash on hand.
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Facilitate linkages between LIGs and local MFIs, where available, and identify the possibility for outreaching their services to the groups.
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Facilitate and encourage all target communes to run the social public audit meetings once a year between CCs and the LIGs at the commune office to ensure transparency and accountability within the groups.
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Conduct a semi-annual assessment and reporting to NCDDS of LIG performance and consolidation of the status of GRF records by group, village, commune, district and province with identification of problems/issues and corrective action required.
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7. The SSP will be required to attend and report the progress with proposed work plan in all District and Provincial Monthly Coordination Meetings which are conducted by DFT and PFT at each target province. 8. The SSP must ensure that their team will have a good gender balance with at least 25 per cent of their staff being women and gender disaggregated data must be included in all of their progress reports. IV.
STAFF OF THE SSP
9. The SSP will carry out the work with at least the number and categories of staff listed below. The SSP who receives a Request for Proposal (RFP) will be required to provide a list of the names and CVs of all staff working on the assignment in a sealed envelope to NCDDS. The qualifications of the key experts are very important and must be strictly followed in selecting the key experts. The names of the Assignment Manager and Provincial Deputy Assignment Managers included in the Proposal may not be changed unless the replacement has at least equivalent qualifications and experience to the staff member being replaced. The replacement of the Assignment Manager or Deputy Assignment Managers will be subject to the prior approval of NCDDS.
V.
-
The Assignment Manager will work full time on the assignment for the full period of the contract (36 months). He or she will be in overall charge of all aspects of the work including ensuring the performance of other staff members. He or she will be the direct point of contact with NCDDS and the PFT Leader for day-to-day matters. The Assignment Manager must have a bachelor degree or higher degree in a relevant subject and at least 10 years’ experience of managing and implementing participatory development projects.
-
The Provincial Deputy Assignment Managers (4 positions) will be based in the TSSD provinces and will work full time on the assignment for the full period of the contract (36 months). Therefore, they are expected to be present in the province on all working days unless absent for a valid reason connected with the assignment. The Provincial Deputy Assignment Managers will be responsible to organize the work plan for the SSP team in the province in coordination with the PFT Leader and ensure the performance of the junior team members. The Provincial Deputy Assignment Manager must have a degree level qualification in a relevant subject and at least five years’ experience of implementing participatory development programs.
-
The SSP must deploy sufficient Field Staff in each Province to fulfill the Scope of Work (above). The number of Field Staff and the period of their employment are to be specified in the SSP Proposal and this will become part of the contract; i.e. the deployment of Field Staff will in no case be at a lower level than specified in the Proposal. The Field Staff will be responsible for Capacity Building, Mentoring/ Coaching, and M&E. Field Staff must have either a degree level qualification in a relevant subject and at least two years’ work experience in participatory development; or a higher education qualification below degree level and at least five years’ working experience in participatory development.
-
Any other staff members as specified in the SSP’s Proposal. SUPPORT FROM NCDDS
22. NCDDS will provide full information and contact details for the 196 targeted communes across the four provinces including names and telephone numbers of CC Chiefs, CEWs, CAAs, DFT and PFT Leaders in each province. NCDDS will also provide any
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necessary introductions to provincial, district and commune leaders that are requested by the SSP during the course of the assignment. VI.
QUALIFICATIONS (a) Required Qualifications
23.
The selected firm/NGO shall possess the following qualifications: -
Firm or NGO registered in Cambodia.
-
Demonstrated experience in implementation of similar programs and of working with village based groups of poor rural households.
-
Experience in gender awareness. (b) Preferred additional qualifications
24.
The selected Firm/NGO is preferred to have the following qualifications: -
Having implemented similar activities in Cambodia
-
Previous experience working with externally financed project, preferably ADB or IFAD supported projects.
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Terms of Reference - Service Provider for Animal Health and Production Improvement Program (SSP3) Starting date: As soon as possible Duration: 3 years (to be completed before end of quarter 2 of 2017) I.
PURPOSE
1. These Terms of Reference (TOR) are for a Specialized Service Provider (SSP) to develop and successfully implement all aspect of the Animal Health and Production Improvement Programme (AHPIP) for Tonle Sap Poverty Reduction and Smallholder Development Project (TSSD). II.
INTRODUCTION
2. The Royal Government of Cambodia has received Loan and Grant Proceeds from ADB, IFAD, and Government of Finland for the Tonle Sap Poverty Reduction and Smallholder Development Project (TSSD). The project was approved by ADB on 8 December 2009 and declared effective on 31 March 2010 with a closing date of 28 February 2018. The Project's outputs will be: (i) improved rural infrastructures to support agricultural productivity, market access, and the quality of life in rural communities; (ii) improved capacity of smallholder farmers to increase agricultural productivity; (iii) improved agricultural policy environment, (iv) improved availability and access to quality seeds; (v) increased access to agricultural information and market data; and (v) effective project management that enables timely project completion within the agreed budget. The Project will support 1,239 livelihood improvement groups (LIGs) with up to 25 members per group in 1,239 villages from 196 communes in 28 districts of 4 provinces namely Kampong Cham, Kampong Thom, Siem Reap, and Banteay Meanchey Province. III.
OBJECTIVE
3. The objective of the AHPIP is to enable the members of at least 1,239 LIGs the four provinces (above), to increase their livestock production through the introduction of improved animal health care and production practices. The target farmers of the AHPIP will comprise at about 25,000 smallholder livestock raisers who are members of the LIGs. The AHPIP will be implemented through the existing network of Village Animal Health Workers (VAHWs), in cooperation with the provincial Offices of Animal Health and Production (OAHPs), by the delivery of capacity building training and mentoring for the VAHWs, the provision of veterinary kits and the strengthening of the network of VAHW Associations. The SSP will also be required to work in coordination with the MAFF/General Directorate of Agriculture (MAFF/GDA) and will report to the NCDDS. IV.
SCOPE OF SERVICES
4. The SSP will be responsible for the procurement of veterinary kits for the 1,239 VAHWs and the supply of high quality vaccines from reputable sources, the supervision of the annual vaccination program of all cows, pigs and poultry of the members of the 1,239 LIGs through three annual cycles and the provision of refresher training progressively for the VAHWs. The approximate number of animals to be vaccinated will be: 10,000 cows, 25,000 pigs and 250,000 poultry. The types and doses of vaccines to be used for the vaccinations of the poultry, pigs and cows will follow the government recommended procedures. 5. The expected tasks for the SSP will be performed in accordance with a mutually agreed schedule and the following overall services will be provided:
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-
Improve livestock production capacity within the LIGs through organizing 1,239 adapted livestock system demonstration per year and regular mentoring by experienced livestock staff or qualified VAHW with the involvement of local progressive livestock raisers and including the introduction of basic record keeping of production and impact of adoption of improved technologies.
-
Support the conduct of an effective vaccination program for livestock (in paragraph 4) belonged to at least 1,239 LIGs.
-
Provide capacity building training and mentoring for VAHW associations/cooperatives in 196 TSSD target communes from 28 TSSD target districts where this is feasible.
-
Review the baseline information to be conducted by another service provider and if needed conduct animal health and productions baseline survey, an annual outcome survey and end-line survey to define the impact of this program.
6.
The SSP will implement the following main activities: (a) Animal Health Service and Improved Livestock Production
7.
The SSP will be responsible for implementing the following activities: -
Conduct a preliminary assessment of the status of livestock production for a sample of LIGs in each district, taking account of the involvement of women and Female Headed Households (FHHs), to determine the constraints to increased productivity and the level of farmer knowledge of animal health care.
-
In cooperation with livestock staff in the provincial OAHPs determine the level of capacity of the existing VAHWs and the scope of previous training, assist where necessary in the recruitment of additional VAHWs, with equal opportunities for women to be recruited, and develop and deliver refresher training for new VAHWs through hiring experienced livestock experts including the use of experienced local livestock raisers.
-
Develop training program and manuals for the VAHWs to the acceptable level of NCDDS and GDA before the provision of the training sessions.
-
Over a three year period deliver a training program to further develop the basic skills of the VAHWs on animal health care and production progressively for up to two VAHWs from each target commune each year including training and coaching for the establishment of demonstrations of improved livestock production systems on farms owned by the VAHWs.
-
Supply standard veterinary kits to all VAHWs including cold boxes for temporary storage of the vaccines.
-
In coordination with the provincial OAHPs and DSTs determine the quantities and types of vaccines that are required by all livestock raisers in each LIG and arrange for the procurement and delivery of high quality vaccines from reputable suppliers to supply the VAHWs each year in accordance with the quantities, types on an agreed schedule.
-
Provide refresher training progressively for the VAHWs over the three year period in collaboration with the staff of the provincial OAHPs.
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In cooperation with the provincial OAHPs identify the sites of progressive livestock raisers and organize study tours for VAHWs and livestock raisers from selected LIGs.
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-
Monitor the annual vaccination programs over the three years to ensure that all livestock (cows, pigs and poultry) in each LIG have been effectively vaccinated, identify the need for replacement of any VAHWs and the need for further training of the VAHWs for and make recommendations to the provincial OAHPs.
-
Conduct an annual impact and final impact assessment by surveying a sample of LIGs in each district to determine the impact of the vaccination program, the improved knowledge of VAHWs and the level of adoption of improved practices by the livestock raisers within these groups.
(b) Support for VAHW Associations
V.
-
Assess the existing VAHWs associations in each province and in cooperation with the provincial OAHPs deliver a program of capacity building training and mentoring, taking account of the role of women in livestock raising, and provide recommendations for initiatives on animal feed production, marketing of animal products, etc. that could be considered for future support from TSSD.
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In cooperation with the provincial OAHPs support the establishment of additional VAHW Associations in districts where they do not exist and provide training on capacity building, including gender awareness, and mentoring to these new associations.
-
Assist the VAHWs to develop improved access to veterinarian supplies through developing the supply chains for vaccines and other drugs and facilitating linkages with reliable input suppliers. STAFF OF SPECIALISED SERVICE PROVIDER
8. The SSP will carry out the work with at least the number and categories of staff listed below. The SSP who receives a Request for Proposal (RFP) will be required to provide a list of the names and CVs of all staff working on the assignment in a sealed envelope to NCDDS. The qualifications of the key experts are very important and must be strictly followed in selecting the key experts. The names of the Assignment Manager and Provincial Deputy Assignment Managers included in the Proposal may not be changed unless the replacement has at least equivalent qualifications and experience to the staff member being replaced. The replacement of the Assignment Manager or Deputy Assignment Managers will be subject to the prior approval of NCDDS. - The Assignment Manager will work full time on the assignment for the full period of the contract (36 months). S/he will be in overall charge of all aspects of the work including ensuring the performance of other staff members. S/he will be the direct point of contact with NCDDS and PFT for day-to-day matters. He/she will be present and provide all necessary information related to this program to the ADB/IFAD review missions. He/she will coordinate with MAFF GDA, the TSSD Project Implementation Consultants and the Ministry of Posts and Telecommunications (MPTC) to ensure that the most updated technology in animal health and production be appropriately considered in this program as well utilize the rural ICT aspect being developed under the NCDDS Mobile Commune Access (MCA) program, in order to increase the effectiveness of vaccinations campaigns and livestock raising practices as well as to effectively share information with other none target groups about the improved practices. The Assignment Manager must have a bachelor degree or higher degree in livestock production and at least 10 years’ experience of managing and
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implementing participatory development projects. High level of English proficiency and computer skill is required to carry out the assignment. - The Provincial Deputy Assignment Managers (4 positions) will be based in the TSSD provinces and will work full time on the assignment for the full period of the contract (36 months). Therefore, they are expected to be present in the province on working days unless absent for a valid reason connected with the assignment. The Provincial Deputy Assignment Managers will be responsible to organize the work plan for the SSP team in the Province and ensure the performance of the junior team members. The Provincial Deputy Assignment Manager must be present in person at each of the District level meetings. The Provincial Deputy Assignment Manager must have a degree level qualification in a relevant subject and at least five years’ experience of managing and implementing participatory development projects related to animal health and production. - The SSP will deploy Field Staff in each province to fulfil the scope of work above. The number and gender of field staff and the period of employment are to be specified in the SSP proposal and this will become part of the contract. i.e. the deployment of the field staff will be in no case at a lower level than specified in the proposal. The Field Staff will be responsible for the capacity building and mentoring of the livestock raisers in the LIGs and the VAHW associations and also for M & E activities. - Any other staff members as specified in the SSP proposal. VI.
SUPPORT FROM NCDDS
9. NCDDS will provide full information and contact details for the 196 targeted communes across the four provinces including names and telephone numbers of CC Chiefs, CEWs, CAAs, DFT and PFT Leaders in each province. NCDDS will also provide any necessary introductions to provincial, district and commune leaders that are requested by the SSP during the course of the assignment. VII.
QUALIFICATIONS (a)
10.
Required Qualifications
The selected Firm/NGO should possess the following qualifications: -
NGOs/Firms registered in Cambodia.
-
Demonstrated experience of implementation similar concerned with improved animal health programs.
-
Past experience of working or collaborating with provincial OAHPs and MAFF. (b)
11.
programme
specifically
Preferred qualifications
The selected firm should have the following qualifications: -
Experience of working with poor rural households and VAHWs.
-
Strong background and focus on animal health.
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Demonstrate experience of gender mainstreaming in community development.
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Previous experience working with externally financed-project, preferably ADB or IFAD supported project.
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DELIVERABLE REPORTS Outputs can be defined as follows:
-
a. Work Plan for 1st Year within 4 weeks of mobilization
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b. Training Manuals Developed
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c. Quarterly progress Reports thereafter
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d. Work Plans for 2nd and 3rd Year.
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e. Completion Report
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TERMS OF REFERENCE Development of Multi-media Materials for Mobile Commune Access Program (SSP4) I.
OBJECTIVE
1. These Terms of Reference (ToR) are for a firm to provide support to the National Committee for Sub-National Democratic Development Secretariat (NCDDS) and the Ministry of Agriculture, Forestry and Fisheries/General Directorate of Agriculture (MAFF/GDA) for the development of appropriate multi-media materials on agricultural technologies and extension materials for use through the Mobile Commune Access (MCA) program of the Tonle Sap Poverty Reduction and Smallholder Development (TSSD) project. II.INTRODUCTION 2. The TSSD project aims to foster community driven development through investments in agriculture productivity improvement, rural infrastructure and capacity development in 196 communes in the provinces of Banteay Meanchey (BMC), Siem Reap (SRP), Kampong Thom (KPT) and Kampong Cham (KPC). TSSD assists the Government of Cambodia to create: (i) rural infrastructure to improve agricultural production, market access and quality of life in rural communities; (ii) strengthened rural financial services extended to resource poor smallholder farmers; (iii) improved agricultural support services, including research, extension, quality seed production and distribution and information delivery services to support increased agricultural productivity by smallholder farmers; (iv) appropriate policies and regulations that support smallholder farming communities, and (v) effective project management that enables project completion on time and within the agreed budget. 3. TSSD is estimated to cost USD 55.56 million. ADB is providing USD 30.71 million, comprising a loan equivalent to USD 3.41 million and a grant not exceeding $27.30 million from its Special Funds resources. IFAD is providing USD 13.6 million, comprising a loan and a grant not exceeding the equivalent of USD 6.8 million each. The Government of Finland is supporting the project to the end of 2014 and providing a grant not exceeding the equivalent of Euro 1.25 million. The Government of Cambodia is contributing USD 5.49 million to finance recurrent and investment costs, and taxes and duties. The project implementation period is for seven years from 1 March 2010 to 31 August 2017. Each participating commune will receive project support for five years. 4. The Project is managed by the NCDDS located in the compound of the Ministry of Interior by the MAFF Development Coordination Unit (DCU) housed in the Secretary General’s Office. The Council for Agriculture and Rural Development (CARD) undertakes the Project Steering Committee functions. There are three Project implementation agencies namely NCDDS to coordinate and implement to community development through block grants, MAFF/GDA to coordinate and implement agricultural policy development, quality rice seed production and distribution, agricultural research and extension and MPTC to coordinate and implement Rural Information and Communication Technology (Rural-ICT) investment activities. The implementation of the project is supported by a team of Project Implementation Consultants (PICs). 5. The TSSD is promoting the introduction of livelihood improvement opportunities to groups of farmers, known as Livelihood Improvement Groups (LIGs), in each of the 1,239 targeted villages across the 196 communes. The group members are mostly ID 2 Poor households in the targeted villages. Within each of these communes the TSSD has supported the recruitment of one Commune Extension Worker (CEW) by the Commune Council (CC). In order to ensure that the LIG members have access to information on
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improved agricultural technologies the TSSD has launched the MCA program and is equipping the CEWs with a mobile communication device (tablet) which can be used during meetings and discussion with farmers to share agricultural extension and other related materials through multi-media content loaded on the device. 6. The TSSD has also inherited the Telecenter web-site which was developed under a previous ADB initiative, the Tonle Sap Technology Demonstrations for Productivity Enhancement TA (TSTD). This will continue to be used and updated (with new content) by TSSD as a web portal for accessing all available extension information on agricultural technologies which have been developed by MAFF/GDA as well as providing links to other sources of extension materials. 7. The TSSD, through the Implementing Agency NCDDS, now wishes to recruit a Service Provider to support the development of additional multi-media materials to supplement that which is already available from the MAFF/GDA on improved technologies supporting the livelihood improvement activities and to disseminate these though the TSSD web site and the MCA program. III.OBJECTIVES OF THE ASSIGNMENT 8. The objectives of the assignment is to develop additional multi-media materials as requested by MAF/GDA (based on identified needs of local farmer groups, including the Livelihood Improvement Groups (LIGs) on selected agricultural commodities and improved agricultural and non-agricultural technologies in easily understandable video presentations that will be suitable for dissemination to the LIG members through the CEWs. 9.
The specific tasks are as follows: -
Conduct a preliminary workshop with selected NCDDS and MAFF/GDA team and PIC members, and including the Provincial Agricultural Coordinators (PACs), Provincial Agricultural Marketing and Rural Communication Coordinators (PAMRCCs), Provincial Livelihood Improvement and Communications Advisers (LICAs) and Provincial Agricultural Extension Advisers (PAEAs), to reach a consensus on the priority themes for the multi-media content to be developed and the identification of sites within the four TSSD provinces where video material can be recorded and the identification of outstanding farmers, as well as extension staff including CEWs, who can feature in the filming.
- In cooperation with NCDDS and MAFF/GDA and PIC team members, and coordinated by the PAC/District Support Team (DST) leaders, conduct preliminary visits to multiple potential sites and facilitate meetings to finalise the potential sites based upon the observations during the field visits. - In cooperation with the PACs facilitate training workshops to develop the plans and schedules for the recording of video material for the specific commodities. - In cooperation NCDDs, MAFF/GDA and PIC team members, and facilitated by the PACs/LICAs/DST Leaders, implement the agreed schedule of multiple visits to the selected sites to make the video recordings including the interviews with outstanding farmers and extension staff. - Compile the video and audio recorded material into preliminary training videos with the advice of NCDDS, MAFF/GDA and PIC team members where needed to provide further training and arrange for a review of the material by a panel of MAFF/GDA extension staff to provide comment for further improvement.
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- Pilot test each developed preliminary video with randomly selected target farmer groups (i.e. LIGs members) to ensure its suitability to their absorption capacity. - Refine the video productions based upon the feedback received from the review with further advice from NCDDS, MAFF/GDA and PIC team members where needed. IV.STAFFING 10.
The consultant will be required to provide at least the following staff: - Team Leader/Film Director (1): 6 months - Deputy Team Leader/Script Writer (1): 6 months - Interviewers (2 one male and one female): 4 months - Camera Operators (2): 4 months - Sound Engineer (1): 4 months - Video Editors (2): 3 months
V.RESPONSIBILITIES OF CONSULTANT 11. The consultant will be required to work in close collaboration with the NCDDS, MAFF/GDA and PIC team members, as well as coordinating with the PACs in each province during the scheduling and recording of the video material. The expected tasks for the consultant will be performed in accordance with a mutually agreed schedule. Identification of Sites 12.
The tasks of the consultant will be as follows: - Facilitate a workshop with selected NCDDS, MAFF/GDA, PACs/PAEAs and PIC team members to review the 10 agricultural commodities/technologies that have been selected and identify potential sites in each province which have the potential for collection of video material. - With the support of the PAC, PAEAs and DST Leaders conduct field visits in each province to the potential sites to inspect the areas and meet local farmers and extension workers. - Facilitate meetings with the NCDDS, MAFF/GDA, PACs and PIC team members to prioritise the potential sites based upon an agreed set of criteria including the suitability of the site, the availability of outstanding farmers and the presence of active CEWs.
Planning of Field Work 13. The consultant will be responsible for developing the schedules for the collection of the video materials including all of the preliminary planning and preparation. The specific tasks of the consultant will be as follows: - Facilitate a training workshop for each selected commodities/technologies with the NCDDS, MAFF/GDA, PACs, PAEAs and PIC team members for the development of storyboards, scripts and shot sheets to be prepared. - During the training workshops prepare the schedule for the filming for each commodity, taking into account the seasonal calendar of production. - In cooperation with the PACs communicate the proposed schedules to the DST Leaders to enable them to coordinate with the farmers and extension workers who will be interviewed during the field visits.
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Video/Audio Recordings 14. The consultant will be responsible for managing the multiple field visits for each commodity/technology to make the video/audio recordings. - In coordination with the PACs and PAEAs conduct the schedule of multiple field visits to the selected sites and record interviews with the outstanding farmers and extension workers that have been selected. - Video shooting will take place during each field visit to record the different stages in the production cycle of the commodities or to show different stages in the application of the new technologies. - Interviews in the field will need to be done by both either men or women depending on the interviewee to ensure that women are able to fully contribute to the interview. - At the conclusion of each site visit the video recorded material will need to be reviewed to assess the quality and determine the need for additional shots to be recorded. Video Compilation and Review 15. The consultant will be responsible for the compilation of all of the recorded video and audio material into the final training video, using the agreed storyboard as a guide: - In cooperation with the Team Leader/Film Director, the video editors will preview all of the recorded video and audio material to compile the excerpts that will be used in the final content. - Using proprietary video editing software produce a preliminary copy of the training video. - Arrange for preview of the training video(s) that have been produced for MAFF/GDA extension staff to gather comments on further improvement in both the video and audio content. - Complete further editing of the training videos to incorporate the feedback and comments received from the preview. Equipment and Logistics 16.
The specific responsibilities of the consultant will be as follows: -
Provision of all video/audio recording equipment to be used, providing two video cameras for simultaneous use in each field recording session. On the job training will be provided to the relevant MAFF/GDA team on the use of the equipment.
-
Provision of all video editing software used in the compilation of the training videos and the computer hardware used. Training will be provided also to the relevant MAFF/GDA team members on the use of the video editing software.
-
All transportation and logistical arrangements for the consultant team during the field visits to the selected sites (no Project transport will be available for the field work).
VI.RESPONSIBILITIES OF NCDDS and MAFF/GDA 17. The PFT Leader (under NCDDS) will be responsible for securing the administrative approvals from the local authorities for the field visits and the collection the video/audio recordings, whilst the PACs (under MAFF/GDA) will be responsible for coordination with the farmers through the District Support Teams. The PFT Leader will also ensure close support during the field work from all provincial authorities.
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VII.REQUIRED PERSONNEL 18. All team members must be fluent in both Khmer and have some English language capability. The Team Leader/Film Director and Deputy Team Leader/Film Producer are expected to have both Khmer and good English language capability. The other minimum qualifications of the team members will be as follows: - Team Leader/Film Director: Degree in an Arts/Design with specialisation in Film/Media studies. At least five years of experience in the video/film direction and documented previous experience of working in film production management of documentary films/training videos. Previous experience of working in Cambodia in rural areas. Excellent writing and spoken skills in Khmer and English. - Deputy Team Leader/Script Writer: Strong literary skills and at least five years of experience in the composition of scripts for documentaries/training videos especially those targeting groups with lower literacy levels. Excellent writing and spoken skills in Khmer and good knowledge of English also. - Interviewers (2): At least five years of experience in the facilitation of recorded interviews for the production of documentaries/training videos. Previous experience of working in Cambodia in rural areas. Excellent writing and spoken skills in Khmer and some knowledge of English also. - Camera Operators (2): At least five years of experience in film recording for documentary or training videos. Previous experience of working in Cambodia in rural areas. Excellent writing and spoken skills in Khmer and some knowledge of English also. - Sound Engineer: At least five years of experience in sound recording for documentary or training videos. Previous experience of working in Cambodia in rural areas. Excellent writing and spoken skills in Khmer and some knowledge of English also. - Video Editors (2): At least five years of experience in editing footage from video recordings for the production of documentary/training videos. Excellent writing and spoken skills in Khmer and some knowledge of English also. VIII.REQUIRED QUALIFICATIONS 19.
The selected consultant must have the following qualifications:
-
Demonstrated track record in the production of documentary films/training videos including coverage of remote rural areas in Cambodia.
-
In house technical capacity and experience in the compilation of training videos suitable for viewing by rural communities with limited literary capabilities.
-
Experience in the provision of training for technical staff in the whole process of planning and implementing the production of training videos.
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IX.DELIVERABLES 20.
The consultant will be required to achieve the following deliverables: - Report of preliminary workshop with MAFF/GDA and MPTC team members, together with PACs identifying the potential sites for video recording to be made: after 3 weeks. - Report of field visits to potential sites in each province with final selection of those that will that will be used: after 6 weeks. - Output from workshops to produce storyboards, scripts and shot sheets for each commodity/technology together with schedules for the field visits - end of Month 2. - Monthly progress reports documenting the achievements in video/audio recording in the field at selected sites: Months 3 - 5. - Copies of 10 video training videos provided on flash memory cards for preview: Month 5. - Final copies of video training videos on flash memory cards: Month 6.
X.
REPORTING OBLIGATIONS
21. The consultant will report to the NCDDS Project Manager for each of these deliverables. The final deliverables must be submitted to the NCDDS according to a schedule agreed upon given the limits for the contract duration All deliverables are subject to agreement by the NCDDS and MAFF/GDA Project Managers and should therefore be submitted by in time (about one week) to allow for comments and if required some changes to be introduced by the consultant.
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SUMMARY OF COST ESTIMATES BY EXPENDITURE CATEGORY AND FINANCIERS (USD ‘000) Revised Detailed cost estimates by Expenditure Category (Expenditure Accounts by Financiers) (US$ '000) Revised Allocation
RGC Amount I. Investment Costs A. Community Development (CC Block Grant) Subtotal 3,396.5 B. Agriculture Productivity enhancement Subtotal 233.3 D. Rural ICT Subtotal 149.3 E. Equipment and Furniture Subtotal 81.9 F. Vehicles Subtotal 173.6 G. Capacity Development and Training Subtotal 200.8 H. Surveys, Monitoring, and Auditing Subtotal 59.7 I. Consulting Services Subtotal 547.6 Total Investment Costs 4,842.7 II. Recurrent Costs A. Incremental Staff Subtotal B. Operation and Maintenance (O&M) /a Subtotal 307.8 C. Contingency 345.3 Total Recurrent Costs 653.1 Total PROJECT COSTS 5,495.8 Interest During Implementation Total Disbursement 5,495.8 * The amount was in SDR. As of 1 July 2011, 1 SDR = $1.6004506869 _________________________________ \a No O&M is included for infrastructure to be invested
ADB Loan*
%
Amount
10.7
ADB Grant
%
Amount
3,314.5
10
9.5
-
-
10.0
-
10.0
IFAD Loan*
%
Amount
11,457.9
36
2,100.0
90.0
-
-
-
10.0
IFAD Grant*
%
Amount
Finland Grant
%
Amount
Total Total
%
Amount
%
MAFF
NCDDS
MPTC
ADB Supervised
Total
Amount
Amount
Amount
Amount
Amount
6,801.9
21
6,801.9
21
-
-
-
-
-
1,423.8
90.5
737.5
90.0
-
-
-
-
-
-
-
1,562.3
90.0
-
-
-
-
-
-
-
1,807.1
90.0
-
-
-
-
-
10.0
-
-
537.1
90.0
-
-
596.8
1.2
103.8
10.0 10
3,314.5
7
4,850.2 23,052.1
89 50
6,801.9
15
6,801.9
15
78.0 1,501.9
1.4 3
5,475.8 46,315.0
10.7 90.1
4,068.9 9,436.2
1,409.9 546.3 142.3 824.4 493.0 1,270.6 36,459.2
-
-
-
1,466.9
100
-
-
1,466.9
2.9
855.3
10.00 76.9 13.1 10.7 10.7
-
-
3,314.5 3,314.5
6.5 6.4
2,770.3 10.7 4,247.9 27,300 27,300.0
90.0 2.4 85.1
93.2 93.2 1,595 1,595.0
20.7 1.9 3.1 3.1
3,078.1 449.1 4,994.2 51,309.1 97.6 51,406.8
6.0 0.9 9.7 99.8 0.2 100.0
10.0
53.1
6,801.90 6,801.9
13.3 13.2
6,801.9 6,801.9
13.3 13.2
31,772.6
61.8
-
2,333
4.5
2,333.3
1,573.2
2.9
-
819.5
1.6
273.1
-
1,735.9
3.4
1,593.6
-
2,007.9
3.9
1,063.5
31,772.7 0.0
-
-
31,772.7
0.0
0.0
2,333.3
83.6
79.8
1,573.3
-
-
819.4
-
-
1,735.9
120.1
-
2,008.0
-
-
596.8
136.2 339.9
79.8
5,475.7 46,315.1
590.2
21.5
-
1,467.0
1,543.7
1,184.4
350.0
2,399.1 11,835.3 23%
1,774.6 38,233.7 75%
449.2 449.2 528.9
3,078.1 449.2 4,994.3 51,309.3 97.6 51,407.0
371.5 711.4 1% Interest Total
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DETAILED COST ESTIMATES BY EXPENDITURE CATEGORY AND FINANCIERS (USD ‘000)
Revised Detailed cost estimates by Expenditure Category (Expenditure Accounts by Financiers) (US$ '000) Revised Allocation
RGC Amount I. Investment Costs A. Community Development (CC Block Grant) A1. Civil Works (Social Infrastructure) 3,396.5 A2. Livelihood Improvement Funds A2.1. Livelihood Improvement Groups Input (LIGs) A2.2. Extension (Capacity building & Livestock Vaccination) A3. Commune Project Management Cost A3.1. Commune Support Staff Cost A3.2. Commune Project Operation Cost (DSA & Administration) Subtotal Community Development (CC Block Grant) 3,396.5 B. Agriculture Productivity enhancement B1. Agriculture Input Production-MAFF 233.3 Subtotal 233.3 D. Rural ICT a. Equipment 98.9 b. Training and Capacity Building 41.5 c. System Operations (changed to multimedia contents) 8.9 d. Grant Administration Fee Subtotal 149.3 E. Equipment and Furniture 1. Equipment 74.1 2. Furniture 7.8 Subtotal 81.9 F. Vehicles a. Four Wheel Drive Vehicles 52.1 b. Motorcycle Vehicles 121.5 Subtotal 173.6 G. Capacity Development and Training a. For Policy and Institutional Reforms 70.8 b. For Livelihoods group c. For Project Management (changed to Capacity Building) 130.0 Subtotal 200.8 H. Surveys, Monitoring, and Auditing a. Surveys changed to Surveys, monitoring & evaluation 53.3 b. Monitoring c. Auditing 6.4 Subtotal 59.7 I. Consulting Services a. International Consultants 170.9 b. National Consultants 294.9 c. Out-of-pocket expense 81.7 c. Unallocated Subtotal 547.6 Total Investment Costs 4,842.7 II. Recurrent Costs A. Incremental Staff a. At Central Level b. At Provincial Level c. At District Level d. At Commune Level Subtotal B. Operation and Maintenance (O&M) /a a. Vehicle Operating Costs 105.9 b. Per diem and Travel Allowance 111.7 c. Office Operating Costs 90.3 Subtotal 307.8 C. Contingency 345.3 Total Recurrent Costs 653.1 Total PROJECT COSTS 5,495.8 Interest During Implementation Total Disbursement 5,495.8 * The amount was in SDR. As of 1 July 2011, 1 SDR = $1.6004506869 _________________________________ \a No O&M is included for infrastructure to be invested
ADB Loan*
%
Amount
26 11
ADB Grant
%
3,314.5 -
Amount
25.0 -
-
-
3,314.5
10
10.0 10.0
IFAD Loan*
%
Amount
IFAD Grant*
%
Amount
Finland Grant
%
Amount
6,567.87 -
49
4,890.0 2,540.0 2,350.0 11,457.9
100 100 100 36
2,100.0 2,100.0
90.0 90.0
-
-
-
-
-
-
-
6,801.9 3,306.9 3,495.0 6,801.9
50.0 50.0 50.0 21
6,801.9 3,306.9 3,495.0 6,801.9
50.0 50.0 50.0 21
Total Total
%
Amount
-
%
MAFF
NCDDS
MPTC
ADB Supervised
Total
Amount
Amount
Amount
Amount
Amount
13,278.8 13,603.8 6,613.8 6,990.0 4,890.0 2,540.0 2,350.0 31,772.6
26 26.5 12.9 13.6 9.5 4.9 4.6 61.8
-
2,333 2,333
4.5 4.5
13,278.9 13,603.8 6,613.8 6,990.0 4,890.0 2,540.0 2,350.0 31,772.7 0.0 914.5 406.5 88.9 1,409.9 494.0 52.3 546.3 142.3 142.3 824.4 824.4 493.0 493.0 60.0 1,189.0 21.6 1,270.6 36,459.2
-
-
890.2 373.9 80.0 79.8 1,423.8
90.0 90.0 90.0 100.0 90.5
989.1 415.4 88.9 79.8 1,573.2
1.9 0.8 0.2 0.2 2.9
-
-
-
741.0 78.4 819.5
1.4 0.2 1.6
-
-
-
-
521.1 1,214.8 1,735.9
1.0 2.4 3.4
-
-
-
-
-
-
-
-
-
-
708.0 1,299.9 2,007.9
1.4 3 4
90.0
-
-
533.0
1.0
90.0 90.0
-
-
63.8 596.8
0.1 1.2
71.4 6.6 78.0 1,501.9
4.2 0.2
1.4 3
1,709.38 2,949.0 817.4 5,475.8 46,315.0
3.3 5.7 1.6 10.7 90.1
2,333.3 2,333.3 0.0 0.0 0.0 0.0 0.0 0.0 247.0 26.1 273.1 0.0 378.8 1,214.8 1,593.6 0.0 708.0 0.0 355.5 1,063.5 0.0 40.0 0.0 63.8 103.8 0.0 1,577.9 1,753.4 737.6 0.0 4,068.9 9,436.2
100 100 100
-
-
350.6 153.9 962.4
0.7 0.3 1.9
224.5 64.1 566.8
1,466.9
100
-
-
1,466.9
2.9
855.3
952.7 1,005.2 812.4 2,770.3 10.7 4,247.9 27,300 27,300.0
90.0 90.0 90.0 90.0 2.4 85.1
93.2 93.2 1,595 1,595.0
20.7 1.9 3.1 3
1,058.5 1,116.9 902.7 3,078.1 449.1 4,994.2 51,309.1 97.6 51,406.8
2.1 2.2 1.8 6.0 0.9 9.7 99.8 0.2 100.0
10.0 10.0 10.0 9
-
-
-
-
-
-
-
-
-
10.0 10.0 10.0
-
-
666.9 70.6 737.5
90.0 90.0 90.0
-
-
-
10.0 10.0 10.0
-
-
469.0 1,093.3 1,562.3
90.0 90.0 90.0
-
-
10.0
-
-
-
-
-
637.2 1,170.0 1,807.1
90.0
10.0 10.0
90.0 90.0
-
10.0
-
-
479.7
10.0 10.0
-
-
57.4 537.1
10.0 10.0 10.0
-
-
85.8 90.0 90.0
-
-
-
-
10.0 10
3,314.5
7
1,467.0 2,647.5 735.7 4,850.2 23,052.1
89 50
6,801.9
15
6,801.9
15
-
-
-
350.6 153.9 962.4
-
-
-
10.00 10.00 10.00 10.00 76.9 13.1 10.7 11
-
-
3,314.5 3,314.5
6.5 6
53
6,801.90 6,801.9
13.3 13
6,801.9 6,801.9
13.3 13
-
-
0.0
0.0
13,278.9 13,603.8 6,613.8 6,990.0 4,890.0 2,540.0 2,350.0 31,772.7 0.0 2,333.3 2,333.3
74.6 9.0 83.6
79.8 79.8
989.1 415.5 88.9 79.8 1,573.3
-
-
741.0 78.4 819.4
-
-
521.1 1,214.8 1,735.9
-
-
120.1 120.1
-
708.0 0.0 1,300.0 2,008.0
-
-
533.0
-
-
63.8 596.8
71.4 6.6 58.2 136.2 339.9
0 0 0 79.8
1,709.34 2,949.0 817.4 0.0 5,475.7 46,315.1
104.7 89.8 395.7
21.5 -
-
350.6 153.9 962.5
497.1 626.3 420.3 1,543.7
590.2 1,075.7 375.7 405.5 403.2 1,184.4
21.5 21.5 185.7 85.1 79.2 350.0
2,399.1 11,835.3 23%
1,774.6 38,233.7 75%
449.2 449.2 528.9
1,467.0 2,583.4 1,058.5 1,116.9 902.7 3,078.1 449.2 4,994.3 51,309.3 97.6 51,407.0
371.5 711.4 1% Interest Total
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ALLOCATION AND WITHDRAWAL OF LOAN/GRANT PROCEEDS APPLICATION AND WITHDRAWAL OF LOAN PROCEEDS (ADB Loan No. L25990 - CAM (SF)) (USD '000) CATEGORY No. 1 2 3 4 5 6 7 8 9 10 11
ADB FINANCING Percentage and Basis for Withdrawal from the Grant Account 49 percent of total expenditure
Amount Allocated
Item Work (Social Infrastructure) Livelihood Improvement Funds Commune Project Management Cost Agriculture Input Production-MAFF Rural ICT Equipment & Furniture Vehicles & Motorcycles Capacity Development & Training Surveys, Monitoring, and Auditing Consulting Services Recurrent Cost 11a. Incremental Staff 11b. Operation & Maintenance 11c. Contingency
Category 2,071.0 -
Subcategory
Total 2,071 * Exclusive of taxes and duties imposed within the territory of the Beneficiary
APPLICATION AND WITHDRAWAL OF GRANT PROCEEDS (ADB Grant No. GO186 - CAM (SF)) (USD '000) CATEGORY No. 1 2 3 4 5 6 7 8 9 10 11
Item Work (Social Infrastructure) Livelihood Improvement Funds Commune Project Management Cost Agriculture Input Production-MAFF Rural ICT Equipment & Furniture Vehicles & Motorcycles Capacity Development & Training Surveys, Monitoring, and Auditing Consulting Services Recurrent Cost 11a. Incremental Staff 11b. Operation & Maintenance 11c. Contingency
Amount Allocated Category 6,567.9 4,890.0 2,700.0 737.5 1,562.3 1,807.1 537.1 4,850.2 3,648
Subcategory
ADB FINANCING Percentage and Basis for Withdrawal from the Grant Account 49 percent of total expenditure 100 percent of total expenditure 90 percent of total expenditure 90 percent of total expenditure 100 percent of total expenditure* 90 percent of total expenditure 90 percent of total expenditure 100 percent of total expenditure*
1,157.3 2,079.9 410.7
100 percent of total expenditure 90 percent of total expenditure 47.8 percent of total expenditure
Total 27,300 * Exclusive of taxes and duties imposed within the territory of the Beneficiary
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Project Administration Manual APPENDIX 11 APPLICATION AND WITHDRAWAL OF GRANT PROCEEDS (IFAD Loan No. L793 - KH) (USD '000) CATEGORY No. 1 2 3 4 5 6 7 8 9 10 11
Amount Allocated
Item Work (Social Infrastructure) Livelihood Improvement Funds Commune Project Management Cost Agriculture Input Production-MAFF Rural ICT Equipment & Furniture Vehicles & Motorcycles Capacity Development & Training Surveys, Monitoring, and Auditing Consulting Services Recurrent Cost 11a. Incremental Staff 11b. Operation & Maintenance 11c. Contingency
Category 4,250.0 -
Subcategory
ADB FINANCING Percentage and Basis for Withdrawal from the Grant Account 50 percent of total expenditure
Total 4,250 * Exclusive of taxes and duties imposed within the territory of the Beneficiary
APPLICATION AND WITHDRAWAL OF GRANT PROCEEDS (IFAD Grant No. DSF - 8048 - KH) (USD '000) CATEGORY No. 1 2 3 4 5 6 7 8 9 10 11
Amount Allocated
Item Work (Social Infrastructure) Livelihood Improvement Funds Commune Project Management Cost Agriculture Input Production-MAFF Rural ICT Equipment & Furniture Vehicles & Motorcycles Capacity Development & Training Surveys, Monitoring, and Auditing Consulting Services Recurrent Cost 11a. Incremental Staff 11b. Operation & Maintenance 11c. Contingency
Category 4,250.0 -
Subcategory
ADB FINANCING Percentage and Basis for Withdrawal from the Grant Account 50 percent of total expenditure
Total 4,250 * Exclusive of taxes and duties imposed within the territory of the Beneficiary
APPLICATION AND WITHDRAWAL OF GRANT PROCEEDS (GoF Grant No. GO191 - CAM) (USD '000) CATEGORY No. 1 2 3 4 5
6 7 8 9 10 11
Item Work (Social Infrastructure) Livelihood Improvement Funds Commune Project Management Cost Agriculture Input Production-MAFF Rural ICT 5a. Equipment 5b. Training and Capacity Building 5c. System Operations (changed to multimedia content) 5d. Grant Administration Fee Equipment & Furniture Vehicles & Motorcycles Capacity Development & Training Surveys, Monitoring, and Auditing Consulting Services Recurrent Cost 11a. Incremental Staff 11b. Operation & Maintenance 11c. Contingency Total
Amount Allocated (USD ' 000) Category
890.20 373.90 80.00 79.75
Subcategory
* * *
78.00 *
93.15 1,595 *
Percentage and Basis for Withdrawal from the Grant Account
90% of total expenditures 90% of total expenditures 90% of total expenditures
100% of total expenditures**
10.8 percent of total expenditure
* The allocated amounts presented herein represent the ceiling of funds available for each Category and are subject to fluctuation depending on the applicable exchange rates at the time the funds are received from the Government of Finland.
** Exclusive of taxes and duties imposed within the territory of the Beneficiary
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DETAILED COST ESTIMATES BY YEAR ADB Loan No. L2599 - CAM (SF) Year 2010 2011 2012 2013 2014 2015 2016 2017 2018
Q1 0.264 0.500 0.150 -
Contract Awards Q2 Q3 Q4 0.300 0.762 0.450 0.450 0.150 0.150 Subtotal CoA:
Total 0.564 2.162 0.450 3.176
Q1 0.039 0.321 0.100 0.300 -
Disbursement Q2 Q3 Q4 0.150 0.001 0.420 0.245 0.200 0.600 0.500 0.095 0.100 0.200 Subtotal Disb.:
Total 0.150 0.704 1.621 0.495 0.300 3.270
Total 0.819 4.528 6.440 6.820 3.970 3.020 1.699 27.296
Q1 0.358 1.458 1.200 1.300 0.500 0.450
Disbursement Q2 Q3 Q4 1.581 (0.207) 0.026 1.784 0.696 3.115 2.190 2.200 3.050 1.500 0.704 1.000 1.491 0.850 1.000 0.650 0.104 0.100 0.200 Subtotal Disb.:
Total 1.581 (0.207) 1.810 6.359 8.208 4.395 3.800 0.904 0.450 27.299
Total 0.662 3.300 1.737 0.830 6.529
Q1 0.113 1.000 1.090 0.100 -
Disbursement Q2 Q3 Q4 1.200 0.780 0.050 0.090 1.090 0.900 0.117 Subtotal Disb.:
Total 0.113 2.030 2.180 2.107 0.100 6.530
Total 0.662 3.480 1.660 0.888 6.690
Q1 0.100 0.500 0.200 -
Disbursement Q2 Q3 Q4 0.562 0.500 1.000 0.500 0.800 1.000 0.700 0.600 0.200 0.028 Subtotal Disb.:
Total 0.662 2.000 3.000 1.028 6.690
Total 1.006 0.589 1.595
Q1 -
Disbursement Q2 Q3 Q4 0.422 0.034 0.036 0.001 1.101 Subtotal Disb.:
Total 0.422 0.071 1.101 1.594
ADB Grant No. G0186 - CAM (SF) Year 2010 2011 2012 2013 2014 2015 2016 2017 2018
Q1 0.290 0.130 1.500 1.150 0.390 -
Contract Awards Q2 Q3 Q4 0.819 2.851 0.890 0.496 1.270 1.464 3.706 3.000 2.190 1.500 1.070 0.900 0.500 0.250 0.950 0.670 0.156 0.243 0.910 Subtotal CoA:
IFAD Loan No. L793 - KH Year 2010 2011 2012 2013 2014 2015 2016 2017 2018
Q1 0.100 0.830 0.830 -
Contract Awards Q2 Q3 Q4 0.562 3.000 0.150 0.150 0.180 0.727 Subtotal CoA:
IFAD Grant No. DSF - 8048 - KH Year 2010 2011 2012 2013 2014 2015 2016 2017 2018
Q1 0.100 0.830 0.830 -
Contract Awards Q2 Q3 Q4 0.562 3.100 0.380 0.830 0.058 Subtotal CoA:
GoF Grant No. G0191 - CAM Year 2010 2011 2012 2013 2014 2015 2016 2017 2018
Q1 1.006 0.071 -
Contract Awards Q2 Q3 Q4 0.007 0.511 Subtotal CoA:
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CONTRACT AWARDS AND DISBURSEMENT S-CURVES
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Project Funds Flow Diagram
GoF
ADB
Grant
ADF Loan ADF Grant
IFAD Loan
RGC
Grant
Counterpart fund
Finland Grant Direct Payments (ADF Grant, Finland Grant)
MEF - Five (5) Pass-Through Accounts at National Bank of Cambodia
Consulting Services
NCDDS
MAFF-DCU
MPTC FGIA - A (ADF Grant) Finance MPTC operation Ceiling $50,000
Pooled FGIA - C1 (ADF L&G, IFAD L&G, & RGC fund) Finance CC block grant Ceiling $5,310,000
FGIA - B (ADF Grant) Ceiling $800,000
FGIA - C2 (ADF Grant) Finance NCDDS operation Ceiling $800,000
FGIA - C3 (GoF Grant) Finance ICT activities Ceiling $500,000
MAFF-GDA SGIA - B1 (ADF Grant) Finance GDA activities
Advance payments
Payment for ICT activities
Advance payments
Block Grant
Ceiling $300,000
Payment for Goods, and Services
PDAs, DOAs
196 Commune Councils
4 Provincial Administrations
Service Providers/Beneficiaries Contractors, Suppliers & Service Providers
PDA/DOA, Agriculture Stations & RSPGs
LIGs
Provincial and District Level Service Providers
Fund flow Financial Reporting flow
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PROCUREMENT PLAN Project Name: Tonle Sap Poverty Reduction and Smallholder Development Project Loan and Grant Amount: Executing Agencies: $ 27.30 million ADF grant Ministry of Agriculture Forestry and Fisheries $ 3.31 million equivalent ADF loan (MAFF) $ 13.60 million financed by IFAD National Committee for Sub-National Democratic $ 1.595 million financed by Government of Finland Development and Secretariat (NCDDS), Ministry of $ 5.496 million financed by RGC Interior Date of first Procurement Date of this Procurement Plan 03 January 2012 28 February 2014
I.
Process Thresholds, Review, and 18-Month Procurement Plan
A. Procurement Method and Thresholds The following methods and thresholds will apply to the Project in the procurement of goods, works: Method International Competitive Bidding for works International Competitive Bidding for Goods National Competitive Bidding for Works National Competitive Bidding for Goods Shopping for Works Shopping for Goods Shopping for Works through Commune/Sangkat PIM
Threshold Above $1,000,000 Above $500,000 Above $100,000 and below $1,000,000 Above $100,000 and below $500,000 Up to $100,000 Up to $100,000 Up to $25,000
1. The following methods and thresholds will apply to the Project in the procurement of services:
Procurement Method QCBS
Recruitment of Consulting Firms Prior or Post Review Comments QCBS based on 80:20 quality and cost Prior weighting
QBS
Prior
-
CQS
Prior
-
Individual Consultant Selection
Prior
-
QCBS = quality- and cost-based selection. QBS = Quality base selection, CQS=consultant’s Qualification Selection
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Project Administration Manual APPENDIX 15
ADB Prior or Post Review Procurement of Goods and Works Procurement Method Prior or Post Review International Competitive Bidding for Works Prior International Competitive Bidding for Goods Prior National Competitive Bidding for Works Post (first package on prior basis) National Competitive Bidding for Goods Post (first package on prior basis) Shopping for Works Post Shopping for Goods Post Shopping for Works through Commune/Sangkat PIM Post
C.
Goods and Works Contracts Estimated to Cost More Than $1 Million
2.
Not Applicable.
D.
Consulting Services Contracts and International and National Service Providers as Project Advisors Estimated to Cost More Than $100,000
3. The following table lists consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months. MAFF General Description
Recruitment of consultant for study on market demand survey for GAP certified Fruit and vegetable in Siem Reap Provinces Recruitment of National Consultant for 2030 Cambodia Vision statement for Crop production (10 months) Recruitment of International Consultant for 2030 Cambodia Vision statement for Crop production (2 months) Recruitment of International consultant for Mid Term Review of TSSD Recruitment of National consultant for Mid Term Review of TSSD Recruitment of translator for TSSD (for 2 years)
Contract ($)
Recruitment Method
Advertisement Date
International or National Assignment
Comments
Q3 2014 MAFF/DCU
14,108
CQS
Q3 2014
National
40,000
ICS
Q3 2014
National
Q3 2014 MAFF/DCU
35,000
ICS
Q3 2014
International
Q3 2014 MAFF/DCU Q3 2014 MAFF/DCU
35,000
ICS
Q3 2014
International
6,000
ICS
Q3 2014
National
Q3 2014 MAFF/DCU
18,000
ICS
Q3 2014
National
Q3 2014 MAFF/DCU
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NCDDS General Description
Contract ($)
Recruitment Method
Advertisement Date
International or National Assignment
Standard Training and Mentoring Package to the LIGs
1,858,500
QBS
11 July 2013
International
Service Provider for Animal Health and Production Program
1,630,060
QBS
29 July 2013
International
300,000
QCBS
Q1 2014
National
Technical skill training to CEWs and CAAs and Training of trainer for key farmer trainers
Comments
It was changed from QCBS to QBS method due to the short list is composed of commercial consulting forms and NGOs, which it is automatically switched to QBS, (PAI 2.02 para, 39 and Users Guide for Submission Forms, Chapter 2, Submission 1 para.50.1 NCDDS
NCDDS
QCBS = quality- and cost-based selection. Note: Special studies include costs of independent monitors for confirming resettlement impact and selection criteria from members of livelihood improvement groups.
E.
Goods and Works Contracts Estimated to Cost Less than $1 Million
4. The following table groups smaller-value goods and works contracts for which procurement activity is either ongoing or expected to commence within the next 18 months. MAFF General Description Rehabilitation of Teuk Vill Research Station (including land leveling) Improvement of facility of RSPG for processing and Storages of rice seed with input Desktop Computer for CARD Moisture Meter and pH Meter Publication of Sow Raising Technique Manual for DST/CEW/ILG member Publication of Agriculture Extension Methodology Manual for DST/CEW/ILG members Publication of poster on rice varieties based upon market demand
Value of Contracts ($) (cumulative)
Number of Contracts
Procurement/ Recruitment Method
Comments
90,000
Multiple Contract
Shopping
Q1 2014 MAFF/DCU
200,000
Multiple Contracts
Shopping
Q1 2014 MAFF/DCU
3,000
One contract
Shopping
Q2 2014 MAFF/DCU
14,840
One Contract
Shopping
Q2 2014 MAFF/DCU
10,000
One Contract
Shopping
Q2 2014 MAFF/DCU
10,000
One Contract
Shopping
Q2 2014 MAFF/DCU
7,500
One Contract
Shopping
Q2 2014 MAFF/DCU
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General Description
Value of Contracts ($) (cumulative)
Number of Contracts
Procurement/ Recruitment Method
Comments
5,000
One Contract
Shopping
Q2 2014 MAFF/DCU
500
One Contract
Shopping
Q2 2014 MAFF/DCU
1,700
One contract
Contract Variation
Q3 2014 MAFF/DCU
1,700
One contract
Contract Variation
Q3 2014 MAFF/DCU
Value of Contracts ($) (cumulative)
Number of Contracts
Procurement/ Recruitment Method
Comments
Publication of GAP Training Manual and Publication of GAP leaflet for distribution to GAP Producer group Additional work for warehouse construction of Balang Agriculture Research station Additional work for warehouse construction of Teuk Vill Agriculture Research station
NCDDS General Description
Small-Scale Civil Works and service contracts (Under CDF)
II.
4,500,000
Several Contracts (Small scale infrastructure)
Shopping for works through commune/sang at PIM
Q1 Q3 2013
Solar Panels for Commune Office
300,000
One contract
NCB
NCDDS
ICT Hardware for CC Office (Laptops, printers, UPSs and modem
215,600
One contract
NCB
NCDDS
Office Desk and Chairs
110,880
Multiple contracts
NCB
NCDDS
Mobile device for CEWs
205,000
One contract
NCB
NCDDS
Project Procurement Plan
5. The following table provides an indicative list of all procurement (goods, works, and consulting services) over the life of the Project. Goods and Works NCDDS General Description Small-Scale Civil Works and service contracts (Under Commune Development Module)
Estimated Value ($) (cumulative)
4,500,000
Estimated Number of Contracts
Multiple contracts
Procurement Method
Domestic Preference Applicable
Shopping for works through commune/sangkat PIM
No
Comments
To be scattered in 196 communes.
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Estimated Value ($) (cumulative)
Estimated Number of Contracts
288,000
2 contracts
896,820
Multiple contracts
Procurement of Work Procurement of Goods
Procurement Method Shopping
NCBs/Shopping
Domestic Preference Applicable
Comments
No No
Consultants MAFF General Description Recruitment of consultant for study on market demand survey for GAP certified Fruit and vegetable in Siem Reap Provinces Recruitment of National Consultant for 2030 Cambodia Vision statement for Crop production (10 months) Recruitment of International Consultant for 2030 Cambodia Vision statement for Crop production (2 months) Recruitment of International consultant for Mid Term Review of TSSD Recruitment of National consultant for Mid Term Review of TSSD Recruitment of translator for Tonle Sap Poverty Reduction and Smallholder Development Project (for 2 years)
Estimated Value ($) (cumulative)
Estimated Number of Contracts
Procurement Method
Domestic Preference Applicable
1 contract
CQS
NA
40,000
1 contract
ICS
NA
Q3 2014
35,000
1 contract
ICS
NA
Q3 2014
35,000
1 contract
NA
Q3 2014
6,000
1 contract
ICS
NA
Q3 2014
18,000
1 contract
ICS
NA
Q3 2014
Estimated Value ($) (cumulative)
Estimated Number of Contracts
Procurement Method
Domestic Preference Applicable
3,500,000
2 contracts
QBS (2 contracts)
FTP
Q1 2014
300,000
QCBS
Q2 2014
BTP
Q2 2014
14,108
ICS
Comments
Q3 2014
NCDDS General Description Service Provider for Livelihoods improvement activities Technical skill training to CEWs and ToT for key farmer trainer
Comments
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Estimated Value ($) (cumulative)
Estimated Number of Contracts
Procurement Method
Domestic Preference Applicable
Provincial Livelihood improvement and Communications Advisor (LICAs)
60,000
4 contracts
ICS
_
Q1 2014
Database Management Advisor (DMA
12,000
1 contract
ICS
_
Q1 2014
General Description
Comments
FTP = full technical proposal; LCB = local competitive bidding; and QCBS = quality- and cost-based selection.
The following table provides an indicative list of all procurement (goods, works, and consulting services) that already awarded. Goods and Works Contract Value ($)
Procurement Method
Date of Advertisem ent
Date of Contract Awarded
1,500,000
Shopping for works through commune/sang kat PIM
Q1-Q3 2013
Q1-Q4 2013
Supply of Furniture
42,889
NCB
09/04/12
20/6/12 (NCDDS)
Supply of Equipment
74,921
NCB
09/4/12
03/07/12 (NCDDS)
Supply of Equipment
14,871
NCB
09/04/12
03/07/12 (NCDDS)
Supply of Furniture
120,176
NCB
12/04/13
26/06/13 (NCDDS)
Supply of vehicles
106,000
NCB
12/04/13
26/06/13 (NCDDS)
Supply of Office Equipment
43,920
Shopping with advertisement
12/04/13
26/06/13 (NCDDS)
Baseline Survey
169,743.92
CQS
11/01/13
20/09/13 (NCCDS)
Supply of Office Furniture
104,282
NCB
23/07/13
10/09/13 (NCDDS)
Special Service Provider for monitoring LIG Formation
123,820
CQS
04/07/13
27/11/13 (NCDDS)
General Description Small-Scale Civil Works and service contracts (Under Commune Development Module)
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General Description
Contract Value ($)
Procurement Method
Date of Advertisem ent
Date of Contract Awarded
Supply of 186 Motorcycles
303,180
NCB
07/24/2013
09/09/2013 (DCU/MAFF)
Office Furniture for District Support Team
32,949
Shopping with advertisement
07/06/2013
7/11/2013 (DCU/MAFF)
Public Agriculture Extension Material
18,250
Shopping without advertisement
-
11/06/2013 (DCU/MAFF)
Office Furniture for Research Stations
996
Shopping without advertisement
-
12/12/2013 (CDU/MAFF)
3,990
Shopping without advertisement
76,508.34
NCB
08/12/2013
12/18/2013 (DCU/MAFF)
67,369.3
NCB
08/12/2013
12/18/2013 (DCU/MAFF)
47,195.66
NSH
03/12/2014
04/25/2014 DCU/MAFF
26,337.56
NSH
03/19/2014
04/28/2014 DCU/MAFF
26,080.73
NSH
03/27/2014
05/20/2014 DCU/MAFF
26,000.19
NSH
04/30/2014
06/12/2014 DCU/MAFF
PCs & Peripheral for Research Station Renovation of Balang Agriculture Research Station lot 1 Renovation of Balang Agriculture Research Station lot 2 Construction of Rice Warehouse and Drying Pavement with Concrete Floor for Poy Ta Ong and Romdul Tean Kam RSPG at Beantey Meanchey Province Construction of Rice Warehouse and Drying Pavement with Concrete Floor for Chi Kreng RSPG at Siem Reap Province Construction of Rice Warehouse and Drying Pavement with Concrete Floor for Chhouk Khsach RSPG at Kampong Thom Province Construction of Rice Warehouse and Drying Pavement with Concrete Floor for Sambo Meanchey RSPG at Kampong Cham Province
12/11/2013 (DCU/MAFF)
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III. 1.
National Competitive Bidding Annex
General
The procedures to be followed for national competitive bidding shall be those set forth for the “National Competitive Bidding” method in the Government’s Procurement Manual of September 2005 issued under Decree Number 14 ANKR.BK dated 26 February 2007 with the clarifications and modifications described in the following paragraphs required for compliance with the provisions of the Procurement Guidelines. 2.
Application
Contract packages subject to National Competitive Bidding procedures will be those identified as such in the project Procurement Plan. Any changes to the mode of procurement from those provided in the Procurement Plan shall be made through updating of the Procurement Plan, and only with prior approval of ADB. 3.
Eligibility
Bidders shall not be declared ineligible or prohibited from bidding on the basis of barring procedures or sanction lists, except individuals and firms sanctioned by ADB, without prior approval of ADB. 4.
Advertising
Bidding of NCB contracts estimated at $500,000 or more for goods and related services or $1,000,000 or more for civil works shall be advertised on ADB’s website via the posting of the Procurement Plan. 5.
Anti-Corruption
Definitions of corrupt, fraudulent, collusive and coercive practices shall reflect the latest ADB Board-approved Anti-Corruption Policy definitions of these terms and related additional provisions 6.
Rejection of all Bids and Rebidding
Bids shall not be rejected and new bids solicited without ADB’s prior concurrence. 7.
Bidding Documents
The bidding documents provided with the government’s Procurement Manual shall be used to the extent possible. The first draft English language version of the procurement documents shall be submitted for ADB review and approval, regardless of the estimated contract amount, in accordance with agreed review procedures (post and prior review). The ADB-approved procurement documents will then be used as a model for all procurement financed by ADB for the project, and need not be subjected to further review unless specified in the procurement plan. 8.
Member Country Restrictions
Bidders must be nationals of member countries of ADB, and offered goods works and services must be produced in and supplied from member countries of ADB.
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TERMS OF REFERENCE GOVERNMENT COUNTERPART STAFF EA: MAFF/DCU
1. 2. 3. 4. 5.
National Total: 36 staff
6. 7. 8. 9.
Project Director Project Manager Administration and Finance Officer Accounting Officer Planning, Monitoring & Evaluation and Reporting Officer Procurement/Contract Admin Officer Public Communication and Rural ICT Coordination Officer Website Development and Maintenance Officer Website Content and Data development officer
Total: 9 officers
IA: MAFF/GDA 1.
2. 3. 4. 5. 6. 7.
Total : 7 + 1 = 8 officers
1. 2. 3. Provincial Total: 30 staff
District Total: 224 staff
National Coordinator (non-paid or government contribution) Project Manager Finance/Accounting Officer Planning, M&E, Reporting and Public Communication Officer National Animal Health and Production Coordinator National Extension and Rural ICT Coordinator National Agronomy and Seed Production Coordinator
Provincial Agriculture Coordinator Administration and Finance Officer Provincial Agriculture Marketing and Rural ICT Coordinator 4. Research Station officers: Station Manager/Marketing, Seed Production Officer and Administration Accountant (3 in SRP and 3 in KPT) Total: 4 provinces x 2 = 8 officers plus 6 Research Station staff = 14 officers 1. Head of District Support Team 2. Agronomy and LIG support officer 3. Animal Health and LIG support officer; 4. Agriculture Extension and Rural ICT support officer; 5. Gender Mainstreaming and LIG support officer. Total: 28 district x 5 = 140 officers
EA/IA: NCDDS 1. 2. 3. 4. 5. 6. 7. 8. 9.
Project Director Project Manager Finance Officer Accounting Officer Contract Administration Officer Planning, M&E and Reporting Officer Livelihood Improvement Group (LIG) and Rural ICT Coordinator Technical staff/engineer Public Communication and website maintenance officer
Total: 9 officers 1. 2. 3. 4.
CARD
IA: MPTC
1. Project Manager 2. Secretary/Alternate CARD website 3. CARD website officer
1. National Project Coordinator 2. Project Manager/National Training Coordinator 3. Accountant and Administrative Officer 4. Senior Trainer/Reporting Officer 5-10 Provincial Master Trainers (6 officers)
Total: 3 officers
Total: 10 officers
Provincial Facilitator Technical Support Staff Finance Staff Contract Administration Officer.
Total: 4 provinces x 4 = 16 officers 1. District Facilitator 2. District Finance officer 3. District Technical Support officer Total: 28 district x 3 = 84 officers
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Introduction The project will engage a total of 297 government counterpart staff at national and sub-national level from MAFF, NCDDS, MPTC and CARD to manage, coordinate, implement and monitor the project. The staff positions for each EA and IA are summarized in the table above. The detailed ToRs for each position are described in the following sections of the Appendix: Section 1: ToRs for MAFF staff Section 2: ToRs for NCDDS staff Section 3: ToRs for MPTC staff; Section 4: ToRs for CARD staff
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SECTION 1: TORs FOR COUNTERPART STAFF UNDER MAFF I.
MAFF/DCU as EA at National level
MAFF will be the Executing Agency (EA) and will set up the Development Coordination Unit (DCU) to be headed by a National Project Director and a Project Manager. MAFF will assign the General Directorate of Agriculture (GDA) to be the Implementing Agency (IA) for Agriculture related activities at the national and sub-national level. There will be a total number of staff positions, broken down in the summary table above, for MAFF to manage, coordinate ad implement the agricultural development activities. For MAFF EA functions, there will be nine staff positions: •
Project Director
•
Project Manager
•
Administration and Finance Officer
•
Accounting Officer
•
Planning, Monitoring & Evaluation and Reporting Officer
•
Procurement/Contract Administration Officer
•
Public Communication and Rural ICT Coordination Officer
•
Website Development and Maintenance Officer
•
Website Content and Data development Officer
The TORs for each position are as follows: 1. National Project Director The MAFF/DCU will have a senior and experienced MAFF staff as the National Project Director with a background in the management of agricultural and rural development projects/programs. The Project Director will be responsible for managing and coordinating the project with authorities delegated by the Minister as provided by the SOP. The National Project Director will report to the Secretary General of MAFF. The TOR includes, but is not limited to, the following: -
Oversee the work of the Project Manager for both the MAFF/DCU and the National Project Coordinator and Project Manager for MAFF/GDA functions to ensure that the project implementation is in line with government policies, guidelines, including the Standard Operating Procedures (SOP), the evolving framework for sub-national governance and follows the provisions of the ADB and IFAD financing agreements. Liaise with ADB, IFAD and the Government of Finland concerning all aspects of project implementation and compliance with the financing agreements.
-
In consultation with ADB, authorize the recruitment of the members of the MAFF/DCU and MAFF/GDA Project Team.
-
Provide the Chairman of the Steering Committee (PSC) with regular progress reports, including information on physical and financial progress made; issues outstanding and actions recommended and obtain the PSC concurrence to the Project policy agenda and actions plans. 137
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-
Ensure that national level inter-ministry co-ordination for the TSSD project and with the other ADB projects under the Tonle Sap Initiative (TSI) and projects and programs of other agencies operating in the project provinces, and maximizing the synergy for development in the Tonle Sap Basin.
-
Ensure that the project’s target beneficiaries (i.e. farmers groups) are provided with timely and effective technical support by MAFF national and sub-national teams.
-
Oversee the coordination with Ministry of Economics and Finance (MEF), NCDDS, MAFF/GDA and MPTC in all policy and major operational matters related to the project implementation and propose revisions to the arrangements if necessary.
-
Respond to the audit findings and recommendations and provide the results of the audit and the response of MAFF/DCU to the Steering Committee, ADB, IFAD and the Government of Finland.
Qualifications and Experience The Project Director will have the following qualifications and experience: - A relevant post-graduate university degree in an agricultural or appropriate management discipline, postgraduate study an advantage. - At least 10 years’ experience of working in rural development projects/programs, preferably with experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and working for an NGO program would be an advantage. - Extensive knowledge of government policies and procedures and the government’s ongoing reforms of sub-national governance. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 2.
Project Manager
The MAFF/DCU will have one senior and experienced MAFF staff as the Project Manager, who will work full-time as part of the project management team of TSSD in the DCU and will be also responsible for overseeing Finance, Loan and Grant Administration and Procurement under TSSD. The Project Manager will report to the Project Director and will ensure that the Project follows the Standard Operating Procedures (SOP) and the Financial Management Manual (FMM). The Project Manager will manage the project in accordance with the financing agreements, the PAM and relevant systems and procedures required by the financiers, and MEF. S/he will also be responsible for planning, M&E and reporting. The Project Manager will be accountable to the MAFF National Project Director. The ToR includes, but is not limited to, the following functions: a. General Management and Coordination - Assist the Project Director to supervise and coordinate the management and implementation of the TSSD agriculture related activities at national and sub-national levels.
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- On a daily day basis, oversee the work of the MAFF/DCU staff to ensure that all aspects of project implementation is in line with government policies, guidelines and the evolving framework for sub-national government and follows the provisions of the ADB financing agreements. - Manage the Project’s administrative, financial management and procurement systems and the MAFF IA administrative, and financial management systems. - Provide supervision and coordination in the management and administration of the staff in the MAFF/DCU, for both EA and IA related staff. - Assist the MAFF Project Director to ensure that the project’s target beneficiaries (i.e. farmers groups) are provided with timely and effective technical support by MAFF’s national and sub-national teams. - Prepare and process in a timely manner all legal documents, contracts and agreement of project activities. - Maintain all administrative and personnel documents, TA and consultant contracts. - Support the organization of the Project Steering Committee (PSC) meetings regularly & on demand basis. - Supervise the projects’ financial management functions in line with the Government’s requirements and systems, as well as the ADB financing agreements. - Participate in the provision of technical and policy guidance and others meetings. - Participate in the six monthly supervision missions organized by ADB. - Prepare regular reports on the performance of the MAFF/DCU financial management including progress, problems faced and solutions for submission to the Project Director and other Project Managers. - Provide the Project Director and other IA Project Managers with regular status reports, including information on progress made, issues outstanding and actions recommended. - Undertake other tasks assigned by the Project Director. b. Finance and Loan and Grant Administration - Oversee the staff engaged in Financial Management, Loan and Grant Administration and Procurement under TSSD in accordance with the financing agreements, the inter-agency MOU, the PAM and relevant systems and procedures required by the financiers, the NCDDS and MEF. - Provide guidance to the MAFF/DCU finance and procurement staff working in the TSSD Project Team. - Coordinate and ensure timely and accurate consolidation of AWPBs of TSSD. - Ensure that the financial managements systems and internal controls are in place and strictly enforced for transparency and accountability of use of public funds under the projects. - Address all financial management and procurement issues when they arise. - Ensure timely transfer of funds to all Project Parties at the national and sub-national levels for project implementation. 139
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- Coordinate the management of cash flow of the project financing. - Ensure that the DCU can undertake the following detailed financial management tasks; (i) opening and operating the MAFF/DCU FGIA following MEF approved procedures; (ii) disbursement of funds to relevant agencies according to the revised fund flow arrangement; (iii) preparation in a timely manner of the withdrawal applications for approval by MEF and their onward transmission to ADB for reimbursement. - Ensure a smooth harmonization between the M&E and financial systems. - Coordinate and oversee the work of the staff in order to deliver adequate and timely financial services, provide financial information and prepare withdrawal application. - Supervise the functioning of the physical and financial reporting systems and procedures at the national and sub-national levels. - Supervise the operation of First and Second Generation Accounts to ensure availability and efficiently operation of the accounts; - Ensure that the financial managements systems, fund flow procedures and procedures for the use of special advances to enable funds to flow as and when required. - Supervise timely accounts reconciliation at all levels and manage cash flow to facilitate smooth flow of funds to all concerned implementing agencies. - Regularly monitor the execution of the project AWPBs under MAFF supervision structure. - Review payment and disbursement requests from the DCU and GDA. - Review and certify all statements of expenditures (SOEs) and withdrawal applications before submission to the financiers through the MEF. - Take lead in project auditing and good financial management and assist the Auditor to conduct his/her audit responsibilities. - Ensure that auditors’ recommendations are implemented once they have been endorsed by the DCU and other Project Parties. c. Procurement - Ensure that the procurement processes and procedures are in place and strictly enforced in according to the procurement guidelines of the financier. - Supervise the preparation of annual updated procurement plans and regular progress reports against procurement plan and ensure timely and effective implementation of the consolidated project procurement plan. - Supervise the preparation of procurement packages, documents and processes at the national level following project procurement guidelines, and monitor and follow up procurement implementation progress at national and subnational level. - Provide instruction and capacity building to project staff on procurement related matters. - Supervise the staff to prepare and update contracts register and inventory list. - Coordination with ADB and MEF as well as the Procurement Officers at the National and sub-national levels on procurement related matter. -
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d. Planning, Monitoring & Evaluation and Reporting - Provide support to ensure that the PAM and all operational procedures comply with the government, MAFF, ADB and IFAD policies and update the PAM and policies as and when necessary. - Oversee the implementation of the project’s planning system, the consolidation of the AWPBs from the IAs and ensure that the AWPBs incorporate the lessons learned from past IFAD and ADB project experience as well as from this project. - Oversee the design, establishment and implementation of the Project’s M&E system and the associated progress and other reporting to MAFF, ADB, IFAD and the Government of Finland; establish and maintain the project implementation database. - Ensure that the DCU can provide the administrative and secretarial support required by the Steering Committee. - Ensure the implementation of the Gender Action Plan. - As the EA coordinate with MEF, NCDDS and MPTC in all major operational matters related to the project implementation. - Develop and manage the program capacity building for the IAs at national and subnational levels. - Manage the communication network, including the web site and use of print and broadcasting media, reporting of project progress and publication of best practices. - Provide national level inter-ministry co-ordination with the other ADB projects under the TSI and projects and programs of other agencies operating in the project provinces e.g. DANIDA/DfID, to ensure maximum synergy of development in the Tonle Sap Basin. Qualifications and Experience The Project Manager will have the following qualifications and experience: - A relevant post-graduate university degree in an agricultural or appropriate management discipline: postgraduate study an advantage. - At least 10 years of experience of working in rural development projects/ programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and for an NGO program would be an advantage. - Knowledge of government policies and procedures, and the government’s ongoing reforms of sub-national government. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 3.
Administration and Finance Officer
The MAFF/DCU will have one experienced MAFF staff as the Administration and Finance Officer, who will work full-time as part of the project management team of TSSD in the DCU and will be responsible for financial management and overseeing the project’s financial management. He/she will report to the DCU Project Manager. The ToR includes, but is not 141
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limited to, the following functions: - Manage the MAFF financial management functions in line with the Government’s requirements and systems, and ADB financing agreements. - Ensure that the financial management systems including MAFF/DCU FGIA, fund flow procedures and procedures for the use of special advances enable funds to flow as and when required. - Prepare TOR for the project audit(s) for subsequent approval by the MAFF Project Director and manage the subsequent tendering process: auditing of the project financial statements and associated records and accounts will be in accordance with International Standards on Auditing. - Ensure that MAFF/DCU can undertake the following detailed financial management tasks; (i) open and operate the project’s FGIAs, following MEF approved procedures; (ii) disburse funds to the MAFF/GDA to support the AWPBs; (iii) prepare in a timely way the withdrawal applications for approval by MEF, and their onward transmission to ADB for reimbursement; and (iv) review and consolidate the annual provincial annual financial statements and those produced at national level by the MAFF/DCU, and the IAs for onward transmission to ADB. - Provide financial management assistance and training for the MAFF/GDA Accountant in the areas of accounting, cash flow management, financial reporting, the proper maintenance of the Project accounts, estimating expenditure and monitoring budgets and the preparation of budgets and budget revisions. - Ensure both national and sub-national staff under MAFF/GDA have a good understanding of all the government administrative/personnel policies including those related to: (i) asset inventories; (ii) proper and effective use, maintenance, storage and disposal of equipment; (iii) maintenance of offices; and (iv) management of correspondence. - Prepare regular reports on the performance of the MAFF/DCU financial management covering progress, problems faced and resolved for submission to the MAFF National Project Director and MAFF/DCU Project Manager. - Provide the MAFF National Project Director and MAFF/DCU Project Manager with regular status reports, including information on progress made, issues outstanding and action recommended. - Undertake other tasks assigned by the Project Director and MAFF/DCU Project Manager.
The Administration and Finance Officer will have the following qualifications and experience: - A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant: postgraduate study an advantage. - At least 10 years of experience with the financial management of rural development programs/projects; experience with decentralized financial management systems would be an added advantage.
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- Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Good English communication skills, written and spoken; and - Availability and willingness to undertake visits to the target communes. 4.
Accounting Officer
The MAFF/DCU will have one senior and experienced staff with a background in project management and accounting for overseeing the project’s accounting at MAFF/DCU. The staff will report to the Project Director and Project Manager. The ToR includes, but is not limited to, the following functions: - Maintain financial records and financial system of all operations TSSD, which conform to the accounting standards and best practices of SOP and FMM. - Perform monthly reports and prepare cash and bank reconciliation reports to the Project Manager. Provides update of fund disbursement and of possible need for adjustment. - Prepare documentation for funds transfer to MAFF/GDA SGIA. - Ensure sufficient and timely disbursements of cash to project activities as per request. - Coordinate with all national staff to ensure that procurements and payments have been properly approved and authorized. - Coordinate with MEF and ADB to ensure that the flow of documents and disbursement reports are prepared in a timely manner. - Ensure prompt payment of bills with prior approval by the MAFF/DCU Project Manager. - Ensure that the same systems of financial recording and reporting are in place at all levels and in-line with donors system and procedure. Perform visits to the target project province, district and communes when necessary. - Ensure that all expenditures at the offices are properly recorded in the ledger and that all expenditures are properly authorized on the appropriate vouchers and accompanied by appropriate original receipts. Report discrepancies to the MAFF/DCU Project Manager and make corrections as advised. - Review all financial records from provinces which are submitted by the MAFF/GDA Accountant to MAFF/DCU and process the replenishment of the Provincial Advance Accounts. - Undertake other tasks assigned by the MAFF/DCU Project Manager. Qualifications and Experience The Accounting officer will have the following qualifications and experience:
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- A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant: postgraduate study an advantage. - At least five years of experience with the financial management of rural development programs/projects; experience with decentralized financial management systems would be an added advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Good English communication skills, written and spoken; and - Availability and willingness to undertake visits to the target communes. 5.
Planning, Monitoring and Evaluation (M&E) and Reporting Officer
The MAFF/DCU will have a senior and experienced staff member responsible for project planning, M&E and reporting. S/he will report to the Project Director through the MAFF/DCU Project Manager responsible for planning and EA related functions. The TORs are as follows: - Design and manage the project’s planning, budgeting and reporting functions in line with Government’s procedures and the requirements of the ADB financing agreements. - Assist in the design and operation of an M&E system for the MAFF/DCU (including suitable indicators for the base line, mid-term and project completion reviews), satisfactory to the co-financiers. - Assist in the consolidation of the AWPB through the participatory planning workshops conducted at district, provincial and national level for submission to the ADB and IFAD by 15th November of the previous year. - Develop a work plan and schedule for monitoring and evaluation of specific Implementation contracts in accordance with approved criteria. - Review the quarterly monitoring reports received from each of the IAs and assist in the consolidation of the Quarterly Progress Reports for submission to the MAFF/DCU Project Manager in accordance with reporting guidelines and procedures. - Provide training in planning, budgeting & reporting systems & procedures to staff of the MAFF/GDA at sub-national. - Provide the MAFF Project Director and the MAFF/GDA National Project Coordinator with regular status reports, including information on progress made, issues outstanding and action recommended. - Provide support and training to relevant MAFF staff at subnational level to ensure that the design and implementation of project financed implementation contracts address monitoring and evaluation concerns.
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- Mainstream the M&E practices to the technical staff particularly the qualitative aspects e.g. impact assessment, comparison of farmers’ practices and new technologies, satisfaction of the services provided. - Undertake other tasks assigned by the Project Director. Qualifications and Experience The Planning, M&E and Reporting officer will have the following qualifications and experience: - A relevant post-graduate university degree in an agricultural or appropriate social science discipline: postgraduate study an advantage. - At least five years of experience of planning, monitoring and reporting in rural development projects/programs; experience with government planning process, M&E systems and reporting procedures at the national and sub-national levels and working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 6.
Procurement/Contract Administration Officer
The MAFF/DCU will have one experienced staff member working as the Procurement/Contract Administration officer. The Procurement/Contract Administration officer will report to the Project Director through the MAFF/DCU Project Manager. The TOR is as follows: a. Procurement: - Manage the procurement process at the national level following project procurement guideline and prepare official documents related to the procurement process. - Prepare and/update the MAFF procurement plan, follow up with delivery of procured goods and services, prepare progress reports comparing actual procurement with the procurement plan and monitor and follow up progress of procurement implementation at sub-national level. Coordinate with administration staff to prepare, update inventory lists and participate in the handover of equipment/material and construction. - Provide instruction and training to project staff on procurement related matters. - Participate in M&E activities and coordinate with the external auditors. - Coordinate with ADB and MEF on procurement related matters and coordinate with the Procurement Officers of the other IAs. - Undertake other tasks assigned by the MAFF Project Director. -
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b. Contract Administration: - Ensure regular monitoring and evaluation of the AWPB and assist in the preparation of progress reports for submission to the MAFF.DCU Project Director. - Manage the DCU’s inventory, personnel contracts, procurement and bidding activities. - Prepare the employment contracts between the MAFF/DCU and the respective staff and maintain files/records of respective staff, including leave, recruitment, staff selection and performance appraisal. - Manage the MAFF/DCU transport ensuring appropriate maintenance, monitoring of fuel distribution and agreements on the use of all vehicles and motorcycles. - Manage the MAFF/DCU office including security, electricity, water supply, cleaning and maintenance of the office. - Undertake other tasks assigned by the Project Director. Qualifications and Experience The Procurement and Contract Administration Officer will have the following qualifications and experience: - A relevant post-graduate university degree relevant to procurement and contract administration: postgraduate study an advantage. - At least five years of experience of procurement and contract administration in rural development projects/programs; experience working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD planning, procurement and M&E policies and procedures. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 7.
Public Communication and Rural ICT Coordinator
The DCU will have one experienced staff member working as the Public Communication and Rural ICT Coordinator. He/she will report to the MAFF Project Director through the DCU Project Manager. The TORs are as follows: - Document and collect information on lessons learned from TSSD and other projects including case studies and special research. - Assist the Planning, M&E and Reporting Officer with the preparation of the progress and monitoring reports and the presentation of the AWPB report. - Assist project staff in preparing and making presentations. - Produce and distribute regular (quarterly) TSSD newsletters.
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- Coordinate the dissemination of information through radio, TV, print media and TSSD website and Facebook page, including project experience, lessons learned and best practices, including those from other projects operating in the Tonle Sap basin. - Coordinate with the NCDDS, MPTC and MAFF/GDA for the development multi-media content for inclusion in the Mobile Commune Access (MCA) program and for uploading to the TSSD website. - Maintain the MAFF/DCU Resource Library consisting of documents, data and information materials collected from national and provincial institutions, IOs/NGOs and other development agencies. - Establish, maintain and regularly update the project website. - Undertake other tasks assigned by the MAFF Project Director. Qualifications and Experience The Public Communication and Rural ICT Coordinator will have the following qualifications and experience: - A relevant post-graduate university degree relevant to communications and the media, postgraduate study an advantage. - At least three year’s of experience in communications with experience of rural development. - Knowledge of computer information system including, word processing, database and power point presentation. - Good English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 8.
Website Development and Maintenance Officer
The MAFF/DCU will have one experienced staff member working as the Website Development and Maintenance Officer. S/he will report to the MAFF Project Director through the DCU Project Manager. The TORs are as follows: - Develop the site layout/user interface of the TSSD website using standard HTML/CLSS practices through consultation with the Project Managers from MAFF/DCU, MAFF/GDA and NCDDS to ensure that it is appropriate and provides an effective vehicle for dissemination of project related information. - Complete the technical and graphical aspects of the design of the website to produce an attractive appearance and incorporating relevant links in a bilingual environment and test the operation of the website. - Upload the website to an appropriate server and ensure that it is registered with relevant search engines. - Canvas the views of prospective users on the website design and layout and incorporate any proposed changes for further improvement. - Supervise the regular uploading to the website of additional extension materials, multimedia content for the MCA program and reports of project activities. 147
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- With MAFF/DCU and MAFF/GDA concerned staff, ensure coordination for effective running of rural ICT program to support field extension activities and MCA program. - Provide regular daily maintenance of the project website and rectify any problems that are identified. Qualifications and Experience The Website Development and Maintenance Officer will have the following qualifications and experience: - A relevant university degree in IT or related discipline with training in software programming and graphical applications. - At least three years of experience in website development and maintenance preferably within the context of similar rural development projects/programs. - Excellent English communication skills, written and spoken. 9.
Website Content and Data Development Officer
The MAFF/DCU will have one experienced staff member working as the Website Content and Data Development Officer. He/she will report to the MAFF Project Director through the MAFF/DCU Project Manager. The TORs are as follows - Liaise with the NCDDS and MAFF/GDA on the development and collection of appropriate multi-media content for uploading to the project website. - With MAFF/DCU and MAFF/GDA concerned staff, ensure coordination for regular collection and upload of appropriate contents to the website to support field extension activities and MCA program. - Regularly monitor the utilization of the TSSD website and assess comment and feedback from project staff and others with a view to improving the web applications. - Upload all relevant project related progress reports and other documents including procurement information for public disclosure. - Assist the Website Development and Maintenance Officer in the regular maintenance of the website to ensure that its effective operation. Qualifications and Experience The Website Development and Maintenance Officer will have the following qualifications and experience: - A relevant university degree in IT or related discipline with training in software programming and graphical applications. - At least three years of experience in website development and maintenance preferably within the context of similar rural development projects/programs. - Excellent English communication skills, written and spoken. 10.
DCU Team Member: Gender Focal Point 148
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One member of the MAFF/DCU Team will be appointed as the Gender Focal Point. S/he will have the following responsibilities: -
Monitor the implementation of the Gender Action Plan in relation to the activities under the responsibility of the MAFF/DCU.
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In collaboration with the Gender Focal Point from the MAFF/GDA team ensure that the relevant information on gender relating to the activities under MAFF responsibility are updated at the sub-national level in the Gender Monitoring Framework on a quarterly basis.
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Assist in the updating of the Gender Action Plan reported for inclusion in the Quarterly Progress Report that is compiled by the PIC Team.
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Ensure that gender sessions are included in relevant technical and capacity building trainings and where needed act as a resource person during the training to ensure that gender concerns are addressed.
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MAFF/GDA as IA at National Level
MAFF will assign General Directorate of Agriculture (GDA) as the Implementing Agency for the Agriculture Policy work and Agriculture Productivity enhancement activities. At the national level, MAFF/GDA will require 6 staff positions plus a National Project Coordinator (government contribution): (i) Project Manager; (ii) Finance/Accounting Officer; (iii) Planning, M&E, Reporting and Public Communication Officer; (iv) National Animal Health and Production Coordinator; (v) National Extension and Rural ICT Coordinator; and (vi) National Agronomy and Seed Production Coordinator. The TORs for each position are as follows: 1.
National Project Coordinator
The MAFF will have a senior and experienced MAFF civil servant as the National Project Coordinator for the MAFF/GDA IA function with a background in the management of agricultural and rural development projects/programs. The National Project Coordinator will be responsible for managing and coordinating the project under the authorities delegated by the Minister as provided by the Standard Operating Procedures (SOP). The National Project Coordinator will report to the MAFF Project Director. The TOR includes, but is not limited to, the following: - Provide policy and operational guidance to the GDA and PDA teams to ensure that the project activities under GDA are implemented in a timely and effective manner. - Coordinate the work of the Project Manager for the MAFF/GDA IA functions to ensure that the project implementation is in line with government policies, guidelines, including the SOP, the evolving framework for sub-national governance and follows the provisions of the ADB financing agreements Liaise with ADB, IFAD and the Government of Finland concerning all aspects of project implementation and compliance with the financing agreements. - Provide the Chairman of the Project Steering Committee (PSC) with regular progress reports on the activities under MAFF/GDA, including information on physical and financial progress made, issues outstanding and actions recommended for presentation and discussion during the PSC meetings. - Ensure there is good coordination between the MAFF/GDA and the MAFF/DCU in respect of financial and overall management of the project activities and propose changes to implementation approach where appropriate to the MAFF Project Director. - Conduct regular meetings on a quarterly basis with the MAFF/GDA Project Manager and all GDA team members, together with the MAFF provincial level team members, and relevant members from the Project Implementation Consultant (PIC) team to ensure that there is good coordination of the technical support to the sub-national staff. - Coordinate the response to the audit findings for submission to the MAFF Project Director. Qualifications and Experience The National Project Coordinator will have the following qualifications and experience: - A relevant post-graduate university degree in an agricultural or appropriate management discipline, postgraduate study an advantage. - At least 10 years’ experience of working in rural development projects/programs, 150
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preferably with experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and working for an NGO program would be an advantage. - Extensive knowledge of government policies and procedures and the government’s ongoing reforms of sub-national governance. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 2.
Project Manager
The MAFF will have a senior and experienced MAFF civil servant as the Project Manager for the MAFF/GDA IA function with a background in the management of agricultural and rural development projects/programs. The Project Manager will be responsible for managing the project activities under MAF/GDA at the national and subnational level in coordination with NCDD, MPTC and other national and subnational authorities as provided by the SOP. He/she will work closely with the MAFF/GDA National Project Coordinator and will report to the MAFF Project Director. S/he will have the following TOR: (a)
General Management and Coordination
- Assist the National Project Coordinator to supervise and coordinate the management and implementation of the TSSD. - On a daily basis oversee the work of the MAFF/GDA team to ensure that all aspects of project implementation is in line with government policies, guidelines and the evolving framework for sub-national government and follows the provision of the ADB financing agreements. - Provide supervision and coordination in the management and administration of the MAFF/GDA staff who are assigned to the project team. - Coordinate and ensure the timely and efficient implementation of all field activities identified in the AWPBs of TSSD under MAFF/GDA. - Assist in the preparations for and participate in the regular quarterly coordination meetings for the MAFF/GDA team and the national Project Coordination meetings for the EAs and IAs. - Coordinate with the relevant departments of MAFF in undertaking the policy formulation and policy studies as agreed with ADB, including mobilization of staff and managing technical assistance where required to produce the agreed outputs in a timely manner. - Manage the TSSD policy and law awareness raising activities, and coordinate with the policy support activities in MAFF by other development agencies. - Ensure that MAFF technical departments and agencies provide the assistance (advisory, training etc.) required for the project activities at sub-national level. - Ensure that timely and effective technical support is provided by the MAFF/GDA team to the Provincial Agricultural Coordinators (PACs) under the Provincial Department of Agriculture (PDAs) in the four provinces and to the District Support Teams (DSTs) in the District office of Agriculture (DoA) in the 28 target districts. 151
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- Ensure that the implementation of the TSSD agricultural and related activities is in line with government policies, guidelines and is consistent with the Strategy for Agriculture and Water, and the associated programs elaborated by the Technical Workshop Group (TWG) for Agriculture and Water so that they can effectively manage field programs and provide timely and appropriate support to the CCs in management of livelihood activities for LIGs. - Ensure the implementation of the Project’s Gender Action Plan. - Provide the National Project Coordinator and the Project Director with regular status reports including information on progress made, issues outstanding and actions recommended. - Undertake other tasks as assigned by the Project Director and/or National Project Coordinator. (b)
Project and Financial Administration
- Manage the project administrative and financial management systems relating to the activities under MAFF/GDA. - Oversee the work of the MAFF/GDA Accountant in accordance with the financing agreements, the inter-agency MoU, the PAM and other relevant systems and procedures required by the financiers and MEF. - Ensure that the financial management systems and internal control are in place and strictly enforced for transparency and accountability in the use of public funds under the project. - Coordinate with the Procurement and Contract Administration Officer of MAFF/DCU on all procurement related issues. - Address all financial management issues when they arise and ensure the timely transfer of funds to the Provincial Advance Accounts at sub-national level for project implementation. - Coordinate the management of the cash flow through the MAFF/GDA SGIA for project financing. - Undertake other tasks assigned by the Project Director and/or National Project Coordinator. (c)
Planning, Monitoring &Evaluation and Reporting
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Participate in the monitoring of the project activities under MAFF/GDA and ensure that progress reporting from the sub-national level is conducted in a timely and efficient manner.
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Support the MAFF/DCU Project Manager related tasks with agricultural related project planning, monitoring and evaluation tasks.
- Undertake other tasks assigned by the Project Director and/or National Project Coordinator. Qualifications and Experience The Project Manager will have the following qualifications and experience:
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- A relevant post-graduate university degree in an agricultural or appropriate management discipline: postgraduate study an advantage. - At least 10 years’ experience of working in rural development projects/ programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and for an NGO program would be an advantage. - Knowledge of government policies and procedures, and the government’s ongoing reforms of sub-national government. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 3.
Finance/Accounting Officer
The MAFF/GDA will have one senior and experienced staff member responsible for financial management responsible for overseeing the financial management for activities under the MAFF/GDA. S/he will report to the MAFF/GDA National Project Coordinator through the Project Manager. S/he will have the following TOR: - Manage the project’s financial management functions in line with Government requirements and systems, and ADB financing agreements. - Ensure that the financial managements systems, fund flow procedures and procedures for the MAFF/GDA SGIA and the Provincial Advance Accounts enable funds to flow as and when required. - Assist the MAFF/DCU Administration and Finance Officer in providing financial management assistance and training to the PAC Administrative Assistants in the areas of accounting, cash flow management, financial reporting, the proper maintenance of the Provincial Advance Accounts, the estimation and monitoring of expenditure and the preparation of budgets and budget revisions. - Ensure the PACs and Administrative Assistants have a good understanding of all the government administrative/personnel policies including those related to: (i) asset inventories; (ii) proper and effective use, maintenance, storage and disposal of equipment; (iii) maintenance of offices; and (iv) management of correspondence. - Prepare regular reports on the performance of the GDA’s financial management covering progress, problems faced and resolved for submission to the GDA’s Project Manager. - Provide the GDA’s Project Manager regular status reports, including information on progress made, issues outstanding and action recommended. - Undertake other tasks assigned by the Project Director/GDA Project Manager. Qualifications and Experience The Finance Officer will have the following qualifications and experience:
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A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant: postgraduate study an advantage.
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At least 10 years’ experience with the financial management of rural development programs/projects; experience with Peach Tree Accounting software and the government decentralized financial management systems would be an added advantage.
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Knowledge of the government’s ongoing reforms of sub-national government.
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Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations.
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Knowledge of computer information system, word processing, database and financial and project management software.
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Excellent English communication skills, written and spoken; and
- Availability and willingness to undertake visits to the target communes. 4.
Planning, M&E, Reporting and Public Communication Officer
The MAFF/GDA will have one senior and experienced staff member for project planning, M&E and reporting position. He/she should have a background in planning, M&E and reporting related to agricultural and rural development projects/programs. S/he will report to the National Project Coordinator through the Project Manager. S/he will have the following ToR: -
Design and manage the MAFF/GDA planning, budgeting and reporting functions in line with Government’s procedures and the requirements of the ADB financing agreements.
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Develop a regular work plan and schedule for monitoring and evaluation of specific field activities to validate and audit the information provided from the sub-national level.
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With the support of the PIC team develop Activity Monitoring Frameworks covering the activities under MAFF/GDA responsibility based upon the Design and Monitoring Framework (DMF) that can provide the information required by the financiers (including suitable indicators for the base line, mid-term and project completion reviews).
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Assist in the preparation of the AWPB for the MAFF/GDA activities and assist in the integration of this work plan into the Project AWPB and subsequent approval by 15th November every year and for subsequent submission to ADB and IFAD for no-objection.
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With the support of the PIC team prepare the Quarterly Progress Reports (QPRs) and annual progress reports of activities under MAFF/GDA responsibility for submission to the DCU for incorporation into the project QPRs and Annual Reports in accordance with the guidelines provided in the PAM for the formatting of all progress reports.
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Regularly monitor GDA/Component 2 field activities and identify issues that have arisen during the implementation of project activities and make recommendations for proposed solutions in consultation with the other MAFF/GDA team members and the PIC team.
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Prepare print and multi-media materials to raise public awareness of the project and the activities being supported for publication through mass media and the TSSD website.
- Undertake other tasks assigned by the MAFF/GDA National Project Coordinator and Project Manager. 154
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Qualifications and Experience The Planning, M&E and Reporting officer will have the following qualifications and experience: - A relevant post-graduate university degree in an agricultural or appropriate social science discipline: postgraduate study an advantage. - At least 10 years’ experience of planning, monitoring and reporting in rural development projects/programs; experience working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 5.
National Animal Health and Production Coordinator
The MAFF/GDA will have one senior and experienced staff member as the National Animal Health and Production Coordinator. S/he will provide support to the MAFF/GDA National Project Coordinator, Project Manager, PACs, DSTs and Village Animal Health Workers (VAHWs) in undertaking livestock raising related investments financed under TSSD and in delivering agricultural technical services related to animal health and production for agricultural productivity enhancement. S/he will report to the National Project Coordinator through the Project Manager. S/he will have the following ToR: Work closely with the PACs, PAEAs, provincial Planning and Investment Division (PID) and DSTs in each province and cooperate closely with the relevant members of the PIC. S/he will be required to also engage with the Service Providers who are supporting the Commune Councils (CCs) in the implementation of projects supporting the LIG and other groups. -
Design and deliver technical skills training activities on livestock production for the DST members to enable them to provide guidance to the CEWs and LIGs during the formulation of the business plans for their livelihood activities.
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Monitor the activities of the Specialized Service Provider (SSP3) for the delivery of animal health and production support to the LIG members owning livestock and in the efficacy of the vaccination programs.
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Make an overall assessment in each province of the range and content of LIG activities concerned with livestock production in consultation with the PACs and DSTs and through discussion with the Service Providers/Trainers.
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With the support of the PIC team formulate a series of techno-guides covering production of chickens, pigs and cows which cover the required materials for inclusion in the technical skills training provided to the LIG members who invest un livestock raising. The technoguides should pay particular attention to the viability and sustainability of the activities and their appropriateness for the LIG poor households.
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Ensure that DSTs are able to effectively monitor delivery of the livestock-related training and inputs provided to LIGs by Service Providers/Trainers contracted by CCs.
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Conduct an institutional audit of the technical capacity within the agricultural line departments at provincial, district and commune levels concerned with livestock production to assess their capability to provide on-going support for the promotion of sustainable livelihoods based on livestock production in the future particularly at district level.
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Cooperate closely with the NCDDS and the MPTC for the design and delivery of the training programs on livestock production to strengthen technical capacity of the CEWs.
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Ensure that the DSTs effectively monitor the delivery of the training and inputs provide to the VAHWs through the SSP3 contract to ensure that they will be enabled to deliver the vaccination services effectively and in a timely manner to the LIG households.
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Conduct a review of the extent of local livestock feed resources within each province for all types of livestock production and develop appropriate mechanisms to ensure that livestock feeding by LIG households or other groups does not present a constraint on the production and sustainability of their crop production activities.
- Undertake other tasks assigned by the MAFF/DCU National Project Coordinator and Project Manager. Qualifications and Experience -
A relevant post-graduate university degree relevant livestock production/animal husbandry: postgraduate study especially in rural livelihood improvement through diversification as well as intensification of small-scale agricultural production would be an advantage.
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At least 10 years’ experience of management and coordination of agriculture development programs in the areas livestock production, experience working at district and commune level would be an advantage.
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Knowledge of the government’s ongoing reforms of sub-national government
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Knowledge of Department/offices of Animal Health and Production, PDA priorities.
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Knowledge of government and ADB and IFAD procurement, planning and M&E policies and procedures.
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Knowledge of computer information system, word processing, database and project management software.
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Excellent English communication skills, written and spoken.
- Availability and willingness to undertake visits to the target communes.
The MAFF/GDA will have one senior and experienced staff member as the National Extension and Rural ICT Coordinator with the qualifications in agriculture as well as experience in the achievement of rural livelihood improvement through diversification as well as intensification of small-scale agricultural production. S/he will report to the National Project Coordinator through the Project Manager. S/he will have the following ToR: 156
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Design and deliver technical skills training activities on improved extension and Farmer Field School (FFS) methodologies for the DST members to enable them to provide guidance to the CEWs and LIGs during the formulation of the business plans for their livelihood activities.
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Assist the DSTs in undertaking Agro-Ecosystems Analysis (AEA) in the target communes.
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Support to the PACs and DSTs in each province and cooperate closely with the Provincial Agricultural Extension Advisers (PAEAs) and provide advice on the conduct of FFS and field days at the demonstration sites.
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Cooperate with the NCDDS team during the formulation of the guidelines for Formation of LIGs and the Utilization of CFD to support livelihood activities.
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Assist the National Agronomy and Seed Coordinator and the National Animal Health and Production Coordinator in formulating recommendations for the preparation of technoguides on crop and livestock production paying particular attention to the viability and sustainability of the activities and their appropriateness for the poor households that are members of the LIGs.
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Cooperate closely with the NCDDS and the MPTC for the design and delivery of the training programs to strengthen technical capacity of the CEWs and for the production of updated and relevant contents to support CEWs’ information/extension needs through the Mobile Commune Access (MCA) Program.
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Assist in facilitating strong linkages between the MAFF/GDA and the Mobile Commune Access (CMA) Program under NCDDS to ensure that information on improved agricultural technologies is documented and made available through the project website.
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In cooperation with NCDDS assist in promoting the activities of the CECs that are located within the project target districts/communes to ensure that they are enabled to deliver effective Rural-ICT services in response to community needs.
- Undertake other tasks assigned by the MAFF/GDA National Project Coordinator and Project Manager. Qualifications and Experience - A relevant post-graduate university degree relevant to agriculture or rural development: postgraduate study especially in rice production and extension and some knowledge of Rural-ICT applications would be an advantage. - At least 10 years’ experience of management and coordination of agriculture development programs and experience working at district and commune level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government - Knowledge of government and ADB and IFAD procurement, planning and M&E policies and procedures. - Knowledge of computer information system, word processing, database and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes.
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National Agronomy and Seed Coordinator
The MAFF/GDA will require a senior and experienced officer with qualifications in agronomy as well as wide experience in the achievement of rural livelihood improvement through diversification as well as intensification of small-scale agricultural production as well as wide experience in the achievement of rural livelihood improvement through improving quality and accessibility of seeds to producers leading to the enhancement of agricultural production to be a National Agronomy and Seed Coordinator. He/she will report to the GDA project manager. The TOR of the position is as follows: -
Design and deliver technical skills training activities on crop and seed production for the DST members to enable them to provide guidance to the CEWs and LIGs during the formulation of the business plans for their livelihood activities.
-
Cooperate closely with the NCDDS and the MPTC for the design and delivery of the training programs on crop production to strengthen technical capacity of the CEWs.
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With the support of the PIC team formulate a series of techno-guides covering crop production (primarily rice and vegetables) which cover the required materials for inclusion in the technical skills training provided to the LIG members. The techno-guides should pay particular attention to the viability and sustainability of the activities and their appropriateness for the LIG poor households.
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Make an overall assessment in each province of the range and content of LIG activities concerned with crop production in consultation with the PACs and DSTs and engage in discussion with the Service Providers/Trainers.
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Ensure that DSTs are able to effectively monitor delivery of the crop-related training and inputs provided to LIGs by Service provider/Trainers contracted by CCs.
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Conduct an institutional audit of the technical capacity within the agricultural line departments at provincial, district and commune levels concerned with agricultural crop production to assess their capability to provide on-going support for the promotion of sustainable livelihoods based on crop production in the future particularly at district level.
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Work closely with the Agricultural Research Stations in SRP and KPT to develop improved systems for the planning and production of certified rice seeds for selling to Rice Seed Producer Groups (RSPGs) and the production good quality vegetable seed through the provision of supervision and technical support.
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In cooperation with the PAEAs and the PIC team members assist in the provision of support to the selected RSPGs in each province to enhance the production of good quality commercial seeds through the provision of group formation and management support, technical advice, backstop visit and business development plan.
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Assist in the development of curriculum, procedures, guidelines and materials to be used as basis for seed production training in order to produce good quality seed based on set standard and conduct the monitoring of the training results and assessment of impact.
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In cooperation with PAEAs and PIC team members and advisers provide necessary trainings on seed production to build capacity of seed producer groups/associations to
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ensure that the production is consistent with set procedures and guidelines and the seeds produced are met the quality standard. -
Provide guidance in the development of the protocols for field demonstrations using good seed and integrated technology of rice intensification to be conducted in the target communes to generate the use of good seed and adaptation of advanced technology for improving crop productivity.
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Prepare regular reports on the performance of seed production training, field production and management, field demonstrations and other related activities covering progress, problems faced and solutions for submission to Project Manager.
- Undertake other tasks assigned by the MAFF/GDA National Project Coordinator and Project Manager. Qualifications and Experience - A relevant post-graduate university degree relevant to agronomy development: postgraduate study especially in rice production would be an advantage. - At least 10 years’ experience of management and coordination of agriculture development programs, experience working at district and commune level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government - Knowledge of PDA priorities. - Knowledge of government and ADB and IFAD procurement, planning and M&E policies and procedures. - Knowledge of computer information system, word processing, database and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 8.
MAFF/GDA Team Member: Gender Focal Point
One member of the MAFF/FDA Team will be appointed as the Gender Focal Point. S/he will have the following responsibilities: -
Monitor the implementation of the Gender Action Plan in relation to the activities under the responsibility of the MAFF/GDA.
-
In collaboration with the Gender Focal Point from the MAFF/DCU team ensure that the relevant information on gender relating to the activities under MAFF responsibility are updated at the sub-national level in the Gender Monitoring Framework on a quarterly basis.
-
Assist in the updating of the Gender Action Plan reported for inclusion in the Quarterly Progress Report that is compiled by the PIC Team.
- Ensure that gender sessions are included in relevant technical and capacity building trainings and where needed act as a resource person during the training to ensure that gender concerns are addressed.
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MAFF at Provincial level
1.
Provincial Agriculture Coordinator
The Project will recruit one Provincial Agriculture Coordinator to work in each target province to provide support the District Support Team (DST) from the District Agricultural Office (DAO) in undertaking agriculture related investments financed under TSSD and in delivering agricultural technical services for agricultural productivity enhancement. S/he will report to the MAFF/GDA National Project Coordinator and will be at least at the level of Deputy Director of the PDA. The TOR includes, but is not limited to, the following: -
Work closely with the staff from the Provincial Planning and Investment Division (PPID), DST and cooperate closely with the provincial Technical Advisers (TA). S/he will be required to also engage with the Service Providers/Trainers who are recruited by the Commune Councils (CCs) for the provision of technical training in support of the selected livelihood improvement activities of the LIGs.
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Assist in the formulation of the provincial Annual Work Plan and Budget and ensure that priorities areas and concerns of Provincial Department of Agriculture (PDA) are addressed.
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Provide coordination and support to GDA team to prepare agricultural training activities in the province covering training needs identified, the preparation of training modules,and handouts, a training schedule and monitoring of the training and an assessment of impact.
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Assist in the identification of organizations and/or individuals who the MAFF/GDA/PDA can contract to deliver the agricultural training at provincial level and below.
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Provide advice on the content of all agricultural training modules and materials in consultation Provincial Agricultural Extension Advisers (PAEAs) and the Service Providers/Trainers recruited by the CCs to ensure satisfactory training quality.
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Coordinate with the MAFF/GDA team and other Service Providers recruited for subnational level agricultural training for DST and CEWs.
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Supervise the Research Station (in KPT and SRP provinces only) activities to ensure that the rice seed production plans respond to the needs for seed of specific varieties, satisfactory standards are maintained on the stations for the production of certified seed and the Research Station established and maintains a bank account to which all station revenue is deposited.
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Attend the MAFF/GDA Quarterly Meetings and circulate the report of these meetings to the DST Leaders and others involved and regularly follow up the issues and solutions identified in the report
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Liaise with staff of other projects under the TSI and other agricultural related projects in the four provinces in respect of the provision of agricultural training at sub-national level.
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Check the liquidation reports/receipts compiled by the Administrative Assistant before submission to the MAFF/DCU Accountant.
- Undertake other tasks assigned by the MAFF Project Director and the MAFF/GDA National Project Coordinator and MAFF/GDA Project Manager.
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Qualifications and Experience The Provincial Agriculture Coordinator will have the following qualifications and experience: -
A relevant post-graduate university degree relevant to agriculture or rural development: postgraduate study an advantage.
-
At least 10 years of experience of management and coordination of agriculture development programs, experience working at district and commune level would be an advantage.
-
Knowledge of the government’s ongoing reforms of sub-national government
-
Knowledge of government and ADB procurement, planning and M&E policies and procedures.
-
Knowledge of computer information system, word processing, database and project management software.
-
Good English communication skills, written and spoken.
- Availability and willingness to undertake visits to the target communes. 2.
Administrative Assistant
The Project will recruit one Administrative Assistant who is a member of the PDA to work in each target province to assist the PAC the management of all financial transactions and the liquidation of the expenditure. S/he will report to the PAC of the province. The TOR includes, but is not limited to, the following: -
Assist the PAC to manage the funds transferred from MAF-DCU to support training and other field activities in the provinces.
-
In consultation with the DST leaders prepare projections of estimated expenditure on a monthly basis for submission to the PAC and onward transmission to the MAFF-DCU.
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Attend training activities at provincial and district level to ensure that all relevant documentation is collected including lists of participants with sex disaggregated data.
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Check and consolidate all receipts/claims for reimbursement from the DSTs and compile the financial statements at the end of each month to account for all expenditure with all requisite supporting documentation including the preparation of Petty Cash, Payment and Bank Receipt Vouchers, Petty Cash Book and management of the Petty Cash, Requests for Fund Replenishments and Bank Reconciliation for submission to the PAC.
-
Assist the PAC to compile other documentary requirements to enable him to prepare reports for presentation at the Provincial Monthly Coordination Meetings.
- Attend all provincial and district Monthly Coordination Meetings and provide feedback to the PAC on the content of the District meetings when the PAC is unable to attend. Qualifications and Experience -
A degree or diploma will be required in an administrative/finance management related discipline ideally with some past experience of work in the agricultural sector;
- At least three years of experience in a similar role, in either government or private sector, involving administrative work and the financial and other reporting. 161
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Provincial Agricultural Marketing and Rural ICT Coordinator
The Project will recruit one Provincial Agricultural Marketing and Rural ICT Coordinator who is a member of the PDA to work in each target province to assist the PAC in the coordination the delivery of information on agricultural technologies and marketing to the DST and CEWs. S/he will report to the PAC of the province. The TOR includes, but is not limited to, the following: -
In coordination with the provincial Livelihood Improvement and Communications Adviser (LICA) support the establishment of linkages between the LIGs and the agricultural marketing and Rural-ICT initiatives including the CECs so that the LIG members are enabled to benefit from improved access to market information and to connect to specific value chains for agricultural commodities.
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Assist the provincial LICA to monitor the performance of the CECs that are located within the target communes and facilitate good linkages between the CCs and the CECs to ensure that the services are fully utilized by LIG members.
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In cooperation with PID and PAEA support the planning and organization of local radio or other communication programs to support field extension activities and promotion (by different means, including of social media/FB) of the project’s field activities and results to wider public.
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In cooperation with the provincial LICA and the PAEA support the establishment of effective linkages between the DSTs and the LIGs to ensure that the group members are able to benefit from improved agricultural technologies which are promoted under the Mobile Commune Access (MCA) program through the CEWs as well as other extension outlets/events (i.e. radio, field days, other good experiences/projects) within the province.
-
In cooperation with provincial LICA, DST members, PAEA as well as MAFF/GDA National Extension and Rural ICT Coordinator, regularly monitor the effectiveness of the MCA program and other extension programs and identify the need for content adjustment (format), additional extension materials and other hardware which may be required by the CEWs.
-
In cooperation with DSTs and PAEA monitor the recruitment of Service Providers/Trainers that are recruited by the CCs and conduct field visits to observe the delivery of training for LIG members and the establishment of demonstration models and promote the deployment of local farmers who managed TSTD models or similar local expert/experienced farmers as trainers.
- Facilitate the collection of relevant marketing information that is relevant to the LIG members based upon their selected livelihood improvement activities and communicate this utilizing the TSSD website to the CEWs through the MCA program. -
Guide the RSPGs in promoting and marketing of good quality seed of rice varieties and in establishing linkages with rice millers, wholesalers and inputs dealers.
-
In coordination with the PID and PAEA support the design
- Undertake other duties as directed by the PAC. -
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Qualifications and Experience -
A degree or diploma is required in an agriculture or related discipline and further training in agricultural marketing and extension communications methodologies.
- At least three years of experience in a similar role, in either government or private sector, involving administrative work and the financial and other reporting. - Knowledge of computer information system, word processing, database and project management software. 4.
Research Station Manager/Marketing Officer
The Project will recruit one Research Station Manager/Marketing who is a member of the PDA to manage the Research Station (at Balang Research Station in KPT and Tuek Vill Station in SRP) under the supervision of the PAC in those provinces. S/he will report to the PAC of the province. The TOR includes, but is not limited to, the following: -
Manage the daily activities of the Research Station under the supervision of the PAC and ensure that the Research Station operates effectively and sustainably, labour resources are available when required, the certified seed is harvested in a timely manner, processed appropriately, satisfactory seed quality is maintained and the recording and reporting responsibilities are fulfilled.
-
Assist the PAC in the development of the annual seed production plans for the Research Station based upon the identified rice seed requirements of the LIG members as well as other farmers and buyers.
-
Ensure that supplies of Foundation Seed are ordered in advance from the CARDI based upon the annual requirements of the seed production plans.
-
Strengthen the linkages between the Research Station and the Rice Seed Producer Groups (RSPGs) to facilitate the sale of certified rice seed to the RSPGs and assist in the delivery of technical training for the RSPG members in the provinces serviced by the Research Station.
-
Facilitate the promotion and sale of certified rice seed to other farmers and rice millers.
-
Assist the PAEAs in the preparation of rice seed technical posters and leaflets for promoting the sale of quality certified seed from the Research Station and of Commercial Seed from the RSPGs.
-
Establish annual rice seed demonstrations at the Research Station and organize field days for LIG member and other farmers to further promote the sale of certified seed.
- Undertake other duties requested by the PAC. Qualifications and Experience -
A degree or diploma will be required in an agricultural discipline with additional training in seed production and station management.
- At least three years of experience in a similar role, in either government or private sector, including administrative work and the financial and other reporting.
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-
Basic knowledge of computer applications for the preparation of progress and financial reports.
5.
Research Station Seed Production Officer
The Project will recruit one Research Station Seed Production Officer who is a member of the PDA to supervise the seed production activities at the Research Station (at Balang Research Station in KPT and Tuek Vill Research Station in SRP). S/he will report to the Research Station Manager/Marketing Officer. The TOR includes, but is not limited to, the following: -
Supervise the field activities on the Research Station to ensure that satisfactory standards are achieved for land preparation, seed bed preparation, transplanting, fertility, water management, pest/disease/weed control and harvesting are achieved.
-
Conduct regular field crop inspections and document the present of weed infestation and ensure that regular rogueing of the rice seed crops is performed.
-
Ensure that adequate records are maintained of all field operations activities including dates of all field activities and labour/physical input supplies are adequately documented and field problems and remedial measures are recorded.
-
Manage the post-harvest processing of the rice seed to ensure that the seed is harvested timely in a timely manner, is correctly threshed and winnowed to ensure no contamination, the threshed grain is dried immediately to the stipulated moisture content through regular recording of the moisture content on a daily basis and rise seed is correctly packaged and labelled.
-
Ensure that the rice seed crops are correctly stored and regularly monitored and moisture content, germination rate and insect infestation are regularly checked during storage and fumigation measures are used when required to control pest infestation.
-
Submit rice seed samples for germination testing by the PDA when required.
- Provide assistance in the delivery of technical and management training for the RSPG members in the provinces serviced by the Research Station. - Undertake other duties requested by the Research Station Manager/Marketing Officer. Qualifications and Experience
6.
-
A degree or diploma will be required in an agricultural discipline with additional training in seed production and processing.
-
At least three years of experience in a similar role, in either government or private sector, including administrative work and the financial and other reporting. Research Station Administration/Accountant
The Project will recruit one Research Station Administrative Accountant who is a member of the PDA to manage the Research Station (at Balang Research Station in KPT and Tuek Vill Station in SRP) under the supervision of the PAC in those provinces. S/he reports to the Research Station Manager/Marketing Officer. The TOR includes, but is not limited to, the following: - Maintain accurate records of seed production and sales by the Research Station on a regular basis. 164
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- Ensure that all expenditure and revenue of the Research Station is recorded using the required financial reporting formats and quarterly Financial Reports inclusion reconciliation of the bank statements are prepared for submission to the PAC. - Provide administrative support to the Research Station Manager/Marketing Officer and ensure that procurement activities to support the station activities are performed in a timely manner. - Assist the Research Station Manager/Marketing Officer in the hire of casual labourers as required, ensuring that women are given equal opportunities, and prepare the payroll for these labourers. - Undertake other duties as requested by the Research Station Manager/Marketing Officer. Qualifications and Experience -
A degree or diploma will be required in an administrative/finance management related discipline ideally with some past experience of work in the agricultural sector;
- At least three years of experience in a similar role, in either government or private sector, involving administrative work and the financial and other reporting.
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MAFF at District Level
The District Support Team (DST) from the district Department of Agriculture (DoA) and District Office Women Affairs (DoWA), consists of five members: (i) Head of District Support Team; (ii) Agronomy and LIG Support Officer: (iii) Animal Health and LIG Support Officer; (iv) Agricultural Extension and Rural ICT Support Officer; and (v) Gender Mainstreaming and LIG Support Officer. They work in partnership with the Provincial Agricultural Coordinator (PAC), the Provincial Agricultural Extension Adviser (PAEA), the Livelihood Improvement and Communications Adviser (LICA) at provincial level and Commune Extension Workers working in the target communes in their district, and receive technical backstopping from the MAF/GDA team, in the delivery of agricultural technical services for agricultural productivity enhancement to the CCs and the Livelihood Improvement Groups (LIGs). They are required to assess agricultural-based livelihood options for the poor rural households and provide recommendations on agricultural technical or extension demonstration models to be implemented through the use of the commune Block Grant funds, and to assist in monitoring of outsourced agricultural technical skills training for LIGs, and ensure the mainstreaming of gender considerations in all activities. Each DST member acts as the focal point for (2-3) selected communes within the district and is responsible for coordinating the support to the LIGs in those communes. The main activities are as follows: -
Facilitate the conduct of the commune based Agro-ecosystems Analysis (AEA) and discuss with the CCs and poor rural households the agricultural development priorities and the agricultural livelihood activities for inclusion in the annual Commune Investment Plans (CIPs).
-
Provide assistance during the LIG formation process to ensure that the procedural guidelines are strictly followed and the ID Poor households are given priority for membership of the groups.
-
Provide guidance during the identification of livelihood improvement activities by the LIG members, to ensure that the activities selected are viable, and during the formation of the Co-Liability Groups by the group members.
-
Guide the CCs during the procurement of qualified local Service Providers/Trainers who can bid to provide technical skills training to the LIG members based upon their selected livelihood improvement activities.
-
Monitor the activities of the Service Providers/Trainers that are procured by the CCs and assess and ensure the quality of the training delivered and provide technical inputs where required.
-
Organize field demonstrations (crop, livestock or aquaculture) and Farmer Field Schools (FFS) for rice seed production with RSPGs and promotion/extension activities (i.e. field day, quality seeds promotion workshop, etc.) and facilitate the distribution of agricultural extension materials to the LIG members to supplement the Mobile Commune Access (MCA) program.
-
Assist in the organization of on-farm demonstrations using lead farmers for the LIGs and organize field days, training and agricultural development meetings, associated with ongoing on-farm demonstration.
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-
Monitor the activities of the VAHWs implementing the livestock vaccination programs for the LIG members.
-
Provide training and technical support as needed for CEWs, CAAs and VAHWs.
-
Organize and conduct beneficiary monitoring, participatory impact assessment and economic analysis exercises for the livelihood activities.
-
Compile progress reports on a monthly basis to the DST Leader to document training, implementation, gender mainstreaming, results, reaction of LIG members, and propose possible adjustments to the activities.
- Assist with the collection of district level data drawing on information from the communes within each team member responsibility. 1.
DST Leader (Agronomist)
The Chief (or Deputy Chief) of the DoA is the DST Leader, who preferably should be an Agronomist, and will have the following responsibilities: - Mobilize the DST to implement the field activities for the conduct of the AEA, formation of the LIGs, organization of on-farm demonstrations, cross visits etc., with guidance from the Provincial Department of Agriculture (PDA) staff where required. - Coordinate the support of the DST members, and provide direct assistance where needed, to the CC and CEWs/CAAs during the LIG formation process and the identification of livelihood improvement options by the LIG members. - Assist the CCs in the procurement of Service providers/Trainers to provide technical skills training to the LG members in support of their livelihood improvement activities. - Ensure orderly and timely procurement and delivery of the agricultural inputs required for on-farm demonstrations that are established by the DST for the LIGs. - Organize and monitor the work programs based upon the commune coordination responsibilities assigned for all DST members. - Organize regular monthly planning and monitoring meetings for the DST members that may be attended by selected lead farmers and other beneficiaries. - Monitor and inspect field progress by organizing inspection tours by DST members for both field demonstrations and delivery of outsourced livelihood training. - Lead the conduct of beneficiary monitoring, participatory impact assessment and economic analysis exercises for livelihood activities. - Collate the monthly reports from the DST members and submit monthly progress reports to the PAC and ensure that all monitoring and reporting is accomplished in a timely manner. 2.
DST member: Agronomy and LIG Support Officer
The Agronomist and LIG Support Officer will be a member of the DoA staff and will have the following responsibilities: In the assigned target communes in the district: -
Provide support during the field activities for the conduct of the AEA and during the village level meetings and assist the PAC in the formulation of the AEA final reports. 167
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-
Assist the CCs, CEWs and CAAs during the LIG formation process to ensure that the procedural guidelines during the village meetings, the compilation of the temporary list of ID Poor households, the household observations and the finalization of the list of LIG members.
-
Assist the CCs during the procurement of Service Providers/Trainers to provide technical skills training to the LG members in support of their livelihood improvement activities.
- Conduct regular monitoring of the delivery of the outsourced training to LIGs, assess progress and provide findings and recommendations to respective CC for contact management purpose. In all target communes in the district: -
Provide guidance to the CCs, CEWs and CAAs during the identification of livelihood improvement activities involving crop production, design and facilitate the establishment of on-farm demonstrations and organize Farmer Field Schools (FS) and field days for the LIG members to introduce knowledge of improved technologies.
-
Assist the Service Providers/Trainers where required during the delivery of technical skills training for the LIG members.
-
Organize field demonstrations (crops) and FFS for rice seed production with RSPG members and promotion/extension activities (i.e., field days, quality seed promotion workshops, etc.,) for LIG members and facilitate the distribution of agricultural extension materials to the LIG members to supplement the Mobile Commune Access (MCA) program.
-
Compile monthly progress reports for assigned communes and also to document other activities to provide technical support to all target communes.
- Perform other duties as requested by the DST Leader. 3.
DST member: Animal Health and LIG Support Officer
The Animal Health and LIG Support Officer will be a member of the DoA staff and will have the following responsibilities: In the assigned target communes in the district: -
Provide support during the field activities for the conduct of the AEA and provide technical inputs during the village level meetings and assist the PAC in the formulation of the AEA final reports.
-
Assist the CCs, CEWs and CAAs during the LIG formation process to ensure that the procedural guidelines during the village meetings, the compilation of the temporary list of ID Poor households, the household observations and the finalization of the list of LIG members.
-
Assist the CCs during the procurement of Service providers/Trainers to provide technical skills training to the LG members in support of their livelihood improvement activities.
- Conduct regular monitoring of delivery of outsourced training to LIGs, assess progress and provide findings and recommendations to respective CC for contact management purpose.
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In all target communes in the district: -
Provide guidance to the CCs, CEWs and CAAs during the identification of livelihood improvement activities involving livestock production, design and facilitate the establishment of on-farm demonstrations and field days for the LIG members to introduce knowledge of improved technologies.
-
Provide guidance to the CC during the selection of any new Village Animal Health Workers (VAHWs) in all communes.
-
In collaboration with Specialized Service Provider for Animal Health and Production (SSP3) monitor the work of the VAHWs to ensure that they implement their contracted vaccination responsibilities to the LIGs in all communes.
-
Compile monthly progress reports for assigned communes and also to document other activities to provide technical support to all target communes.
- Perform other duties as requested by the DST Leader. 4.
DST member: Agriculture Extension and Rural ICT Support Officer
The Agricultural Extension and Rural ICT Support Officer will be a member of the DoA staff and will have the following responsibilities: In the assigned target communes in the district: -
Provide support during the field activities for the conduct of the AEA and provide technical inputs during the village level meetings and assist the PAC in the formulation of the AEA final reports.
-
Assist the CCs, CEWs and CAAs during the LIG formation process to ensure that the procedural guidelines during the village meetings, the compilation of the temporary list of ID Poor households, the household observations and the finalization of the list of LIG members.
-
Assist the CCs during the procurement of Service providers/Trainers to provide technical skills training to the LG members in support of their livelihood improvement activities.
- Coordinate necessary supports for CMP and agricultural marketing and rural ICT required by field extension and media (radio) programs and promotion of project activities and achievements in the district. In all target communes in the district -
Provide advice to the CEWs for supporting the FFSs through the on-farm demonstrations that are established for the LIGs.
-
Assist the CEWs under the MCA program to ensure they regularly download the agricultural extension materials, which are available through the TSSD website, to their mobile devices.
-
Promote the services of the CEC if one is located within the district and also provide guidance to the all communes to improve their application of Rural CT services within the CC office.
-
Coordinate with the Provincial Agricultural Marketing and Rural ICT Coordinator from the PDA to ensure that there is efficient flow of marketing information to the LIGs.
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-
Compile monthly progress reports for assigned communes and also to document other activities to provide technical support to all target communes.
- Perform other duties as requested by the DST Leader. 5.
DST member: Gender Mainstreaming and LIG Support Officer
The Gender Mainstreaming and LIG Support Officer will be a member of the district Department of Women Affairs (DoWA) staff, will act as the district Gender Focal Point (GFP), and will have the following responsibilities: In the assigned target communes in the district: -
Provide support during the field activities for the conduct of the AEA and provide technical inputs during the village level meetings and assist the PAC in the formulation of the AEA final reports.
-
Assist the CCs, CEWs and CAAs during the LIG formation process to ensure that the procedural guidelines during the village meetings, the compilation of the temporary list of ID Poor households, the household observations and the finalization of the list of LIG members.
- Assist the CCs during the procurement of Service providers/Trainers to provide technical skills training to the LG members in support of their livelihood improvement activities. In all target communes in the district: -
Raise social and gender and social safeguard awareness to local staff (DST, CC’s) and service providers
-
Provide guidance to the CEWs, CAAs and CCs to ensure that the needs of women are reflected in the activities included in the CIPs including, training, farmer selection, demonstrations, extension and the provision of other technical support to farmers and monitoring.
-
Ensure that gender training is included in all technical skills training for the LIGs delivered by the Service Providers/Trainers.
-
Compile monthly progress reports for assigned communes and also to document other activities to provide technical support to all target communes and update the Gender Activity Monitoring Framework on a quarterly basis for submission to the DST Leader and the provincial GFP.
- Perform other duties as requested by the DST Leader or the provincial Gender Focal Point.
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SECTION 2: TORs FOR COUNTERPART STAFF UNDER NCDDS I.
NCDDS as EA/IA at National level
NCDDS will be the Executing Agency (EA) and will establish a team to be headed by a National Project Director and a Project Manager. NCDDS will also be an Implementing Agency (IA) for Component 1 at the national and sub-national level. For the NCDDS EA functions, there will be nine staff positions: •
Project Director
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Project Manager
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Finance Officer
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Accounting Officer
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Contract Administration Officer
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Planning, M&E and Reporting Officer
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Livelihood Improvement Group and Rural ICT Coordinator
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Technical Staff/Engineer
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Public Communication and Website Maintenance Officer.
The TORs for each position are as follows. 1.
Project Director
The NCDDS as the EA will have a senior and experienced staff member as the Project Director with a background in the management of D&D reforms and rural development projects/programs. The Project Director will be responsible for managing and coordinating the project with authorities delegated by the NCDDS as provided by the SOP. The Project Director is the only position for the NCDDS EA functions and he/she will be assisted by the staff from NCDDS. The NCDDS Project director will report to Head of NCDDS for activity progress and financial compilation. He/she will need to share this information to MAFF/DCU to incorporate into a single project report to be onward submitted to the Project Steering Committee, Project co-financiers or related project stakeholders. The TOR includes, but is not limited to, the following: - Oversee the work of the Project Manager for the NCDDS functions to ensure that the project implementation is in line with government policies, guidelines, including the Standard Operating procedures (SOP) and the evolving framework for sub-national government and follows the provisions of the ADB and IFAD financing agreements. Liaise with ADB, IFAD and the Government of Finland concerning all aspects of project implementation and compliance with the financing agreements. - Provide the Chairman of the Project Steering Committee (PSC) with regular progress reports including information on physical and financial progress made; issues outstanding and actions recommended and obtain the PSC concurrence to the Project policy agenda and action plans.
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- Ensure that national level inter-ministry co-ordination for the TSSD project and with the other ADB projects under the Tonle Sap Initiative (TSI) and projects and programs of other agencies operating in the project provinces, and maximizing the synergy for development in the Tonle Sap Basin. - Ensure that the project’s target beneficiaries (i.e. LIGs) are provided with timely and effective technical support by the NCDDS national and sub-national teams. - Coordinate with MEF concerning the flow of funds to the CCs for commune level investments and propose revisions to the arrangements if necessary. - Ensure that the NCDDS and the sub-national project agencies implement the Gender Action Plan. - Oversee the coordination with MEF, MAFF and MPTC in all policy and major operational matters related to the project implementation e.g. flow of funds to CCs and MFIs and propose revisions to the arrangements if necessary. - Provide the MAFF DCU with regular progress reports, including information on physical and financial progress made, issues outstanding and actions recommended. - Appoint an independent auditor for NCDDS, acceptable to the co-financiers (within 90 days of loan/grant effectiveness) and with TOR acceptable to the co-financiers. - Respond to the audit findings and recommendations and communicate the results of the audit to the Steering Committee, ADB, IFAD and the Government of Finland. Qualifications and Experience The Project Director will have the following qualifications and experience: - A relevant post-graduate university degree in public administration, rural development, international development or appropriate management discipline, postgraduate study an advantage. - At least 10 years’ experience of working in governance reforms, rural development projects/programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations. - Excellence understanding osub-national administration system, policy and procedure. Knowledge of government policies and procedures and the government’s ongoing reforms of sub-national governance and other reforms would be advantage. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 2.
Project Manager
The NCDDS will have one senior and experienced staff as the Project Manager, who will work full-time as part of the project management team of TSSD in the NCDDS and will be responsible for overseeing the implementation of the project activities under the responsibility of NCDDS including the Finance, Loan and Grant Administration and Procurement under TSSD. The Project Manager will manage the project in accordance with the financing agreements, the PAM and 172
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relevant systems and procedures required by the financiers, and MEF. S/he will with a strong background in the management of the D&D programs for support to sub-national level structures, systems and procedures. S/he will be accountable to the Project Director of NCDDS. The ToR includes, but is not limited to, the following functions: a.
General Management and Coordination
- Assist the NCDDS Project Director to supervise and coordinate the management and implementation of the TSSD rural infrastructure supporting agriculture productivity and livelihood activities at sub-national levels. - On a daily day basis, oversee the work of the NCDDS staff to ensure that all aspects of project implementation are in line with government policies, guidelines and the evolving framework for sub-national government and follow the provisions of the ADB, IFAD and the Government of Finland financing agreements. - Manage the Project’s administrative, financial and procurement systems and the NCDDS IA administrative and financial management systems. - Provide supervision and coordination in the management and administration of the staff in the NCDDS for both EA and IA related staff. - Assist the NCDDS Project Director to ensure that the Project’s target beneficiaries (i.e., LIGs) are provided with timely and effective technical support by the NCDDS national and sub-national teams. - Coordinate with MEF, MAFF and MPTC in all D&D related policy and major operational matters during the project implementation. - Represent and promote the Project in national and international arenas as required and maintain close continued collaboration with other DPs on rural development issues relevant to the Project. - Prepare and process in a timely manner all legal documents, contracts and agreements of project activities. - Support the organization of the Project Steering Committee (PSC) meetings regularly and on demand basis. - Participate in the provision of technical and policy guidance and other meetings. - Participate in the six monthly supervision and other review missions organized by ADB. - Prepare regular reports on the performance of the NCDDS financial management, including progress, problems faced and solutions for submission to the NCDDS Project Director and other Project Managers. - Provide the NCDDS Project Director with regular status reports including information on progress made, issues outstanding and actions recommended. b.
Finance and Loan and Grant Administration
- Oversee the staff engaged in Financial Management, Loan and Grant Administration and Procurement under TSSD in accordance with the financing agreements, the inter-agency MOU, the PAM and relevant systems and procedures required by the financiers, the MAFF and MEF. 173
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- Provide guidance to the NCDDS finance and procurement staff working in the TSSD Project Team. - Coordinate and ensure timely and accurate consolidation of AWPBs of TSSD. - Ensure that the financial managements systems and internal controls are in place and strictly enforced for transparency and accountability of use of public funds under the projects. - Address all financial management and procurement issues when they arise. - Ensure timely transfer of funds to all Project Parties at the national and sub-national levels for project implementation. - Coordinate the management of cash flow of the project financing. - Ensure that the NCDDS can undertake the following detailed financial management tasks; (i) opening and operating the NCDDS FGIA following MEF approved procedures; (ii) disbursement of funds to subnational bank accounts, including the CC bank accounts, to the prescribed fund flow arrangement; (iii) preparation in a timely manner of the withdrawal applications for approval by MEF and their onward transmission to ADB for reimbursement. - Ensure a smooth harmonization between the M&E and financial systems. - Coordinate and oversee the work of the staff in order to deliver adequate and timely financial services, provide financial information and prepare withdrawal application. - Supervise the functioning of the physical and financial reporting systems and procedures at the national and sub-national levels. - Supervise the operation of First Generation Accounts (FGIA-C1, FGIA - C2 and FGOAC3) to ensure availability and efficiently operation of the accounts; - Ensure that the financial managements systems, fund flow procedures and procedures for the use of special advances to enable funds to flow as and when required. - Supervise timely accounts reconciliation at all levels and manage cash flow to facilitate smooth flow of funds to all concerned implementing agencies. - Regularly monitor the execution of the project AWPBs under the NCDDS supervision structure. - Review payment and disbursement requests from the sub-national level. - Review and certify all statements of expenditures (SOEs) and withdrawal applications before submission to the financiers through the MEF. - Take lead in project auditing and good financial management and assist the Auditor to conduct his/her audit responsibilities. - Ensure that auditors’ recommendations are implemented once they have been endorsed by the NCDDS and other Project Parties. c.
Procurement
- Ensure that the procurement processes and procedures are in place and strictly enforced in according to the procurement guidelines of the financier.
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- Supervise the preparation of annual updated procurement plans and regular progress reports against procurement plan and ensure timely and effective implementation of the consolidated project procurement plan. - Supervise the preparation of procurement packages, documents and processes at the national level following project procurement guidelines, and monitor and follow up procurement implementation progress at national and subnational level. - Provide instruction and capacity building to project staff on procurement related matters. - Supervise the staff to prepare and update contracts register and inventory list. - Coordination with ADB and MEF as well as the Procurement Officers at the National and sub-national levels on procurement related matter. d.
Planning, Monitoring & Evaluation and Reporting
- Provide support to ensure that the PAM and all operational procedures comply with the government, MAFF, ADB and IFAD policies and update the PAM and policies as and when necessary. - Oversee the implementation of the project’s planning system, the consolidation of the AWPBs and ensure that the AWPBs incorporate the lessons learned from past IFAD and ADB project experience as well as from this project. - Oversee the design, establishment and implementation of the Project’s M&E system and the associated progress and other reporting to NCDDS, ADB, IFAD and the Government of Finland; establish and maintain the project implementation database. - Ensure that the NCDDS can provide the administrative and secretarial support required by the Steering Committee. - Ensure the implementation of the Gender Action Plan and regular updates of progresses with gender aggregated data in accordance with gender monitoring framework. - Ensure full cooperation and support (of provincial and national teams) is extended to NCDDS team members assigned for coordination of gender issues (i.e. gender focal point) for field activities for regular updates of gender action plan. - Ensure the implementation of the Gender Action Plan. - As the EA coordinate with MEF, MAFF and MPTC in all major operational matters related to the project implementation. - Develop and manage the program capacity building for the NCDDS sub-national levels. - Manage the communication network, including the web site and use of print and broadcasting media, reporting of project progress and publication of best practices. - Provide national level inter-ministry co-ordination with the other ADB projects under the TSI and projects and programs of other agencies operating in the project provinces e.g. DANIDA/DfID, to ensure maximum synergy of development in the Tonle Sap Basin. - Undertake other tasks assigned by the NCDDS Project Director. Qualifications and Experience The NCDDS Project Manager will have the following qualifications and experience:
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- A relevant post-graduate university degree in management, political sciences or appropriate discipline; postgraduate study an advantage. - At least 10 years’ experience of working in D&D, rural development projects/ programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and for an NGO program would be an advantage. - Knowledge of government D&D policies and procedures, and the government’s ongoing reforms of sub-national government. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 3.
Administration and Finance Officer
The NCDDS will have one senior and experienced staff as the Administration and Finance Officer, who will work full-time as part of the project management team of TSSD in the NCDDS and will be responsible for overseeing the Project financial management system under NCDDS. S/he will report to the NCDDS Project Manager. The ToR includes, but is not limited to, the following functions: - Manage the NCDDS financial management functions in line with the Government’s requirements and systems, and ADB, IFAD and Government of Finland financing agreements. - Provide oversight and guidance to the NCDDS Project Manager in all levels on all matters pertaining to the smooth operation of the TSSD Project, in accordance with procedures and obligations specified in implementation arrangements detailed in the Project Administration Manual (PAM). - Liaise with all stakeholders, MEF, MAFF, MPTC, ADB, IFAD government agencies, etc., involved in the implementation of the TSSDP to ensure effective administration and financing of the project and to ensure timely disbursements and efficient use of project funds. - Ensure that the financial managements systems including the NCDDS FGIA-C1, FGIA-C2 and FGIA-C3, fund flow procedures at sub-national level and procedures for the use of special advances enable funds to flow as and when required to the provinces, districts and commune councils. - Prepare the ToR for the project audit for subsequent approval by the NCDDS Project Director and manage the subsequent tendering process: auditing of the project financial statements and associated records and accounts will be in accordance with International Standards on Auditing. - Ensure that NCDDS can undertake the following detailed financial management tasks; (i) open and operate the Project FGIAs, following MEF approved procedures; (ii) disburse funds to the sub-national level to support the AWPBs; (iii) prepare in a timely way the withdrawal applications for approval by MEF, and their onward transmission to ADB for 176
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reimbursement; and (iv) review and consolidate the annual provincial annual financial statements and those produced at national level by the NCDDS, and the IAs for onward transmission to ADB. - Provide financial management assistance and training for the DFT members in the areas of accounting, cash flow management, financial reporting, the proper maintenance of the Project accounts, estimating expenditure and monitoring budgets and the preparation of budgets and budget revisions. - Ensure both national and sub-national staff under NCDDS have a good understanding of all the government administrative/personnel policies including those related to: (i) asset inventories; (ii) proper and effective use, maintenance, storage and disposal of equipment; (iii) maintenance of offices; and (iv) management of correspondence. - Prepare regular reports on the performance of the NCDDS financial management covering progress, problems faced and resolved for submission to the NCDDS Project Director and NCDDS Project Manager. - Provide the NCDDS Project Director and NCDDS Project Manager with regular status reports, including information on progress made, issues outstanding and action recommended. - Undertake other tasks assigned by the NCDDS Project Director and NCDDS Project Manager. - Maintain all administrative and personnel documents, TA and consultant contracts. - Undertake other tasks assigned by the NCDDS Project Manager. 4.
Accounting Officer
The NCDDS will have one senior and experienced staff member with a background in project management and accounting for overseeing the project’s management and accounting at NCDDS. S/he will report to the NCDDS Project Manager. The ToR includes, but is not limited to, the following functions: - Maintain financial records and financial system of all operations TSSD, which conform to accounting standard and best practices of SOP and FMM. - Perform monthly reports and prepare cash and bank reconciliation reports to the NCDDS Project Manager. Provides update of fund disbursement and of possible need for adjustment. - Ensure sufficient and timely disbursements of cash to project activities as per request. - Coordinate with all national staff and TAs to ensure that procurements and payments have been properly approved and authorized. - Coordinate with MEF and ADB to ensure that the flow of document, reports disbursement are running in timely and smoothly. - Ensure timely payment of bills with prior approval by the NCDDS Project Manager - Ensure that the same system of financial recording and reporting are in place at all levels and in line with donors system and procedure. Perform visits to the target project province, district and communes when necessary. 177
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- Ensure that all expenditures at the offices are properly recorded in the ledger and that all expenditures are properly authorized on the appropriate vouchers and accompanied by appropriate original receipts. Report discrepancies to the Project Manager and make corrections as advised. - Prepare documentation for transfer of CDF block grants from NCDDS FGIA-C1 to the CC bank accounts in target communes. - Ensure sufficient and timely disbursements of cash to project activities as per request. - Assist the NCDDS Project Manager in performing control checks and audit of the field offices. - Undertake other tasks assigned by the NCDDS Project Manager. Qualifications and Experience The Accounting Officer will have the following qualifications and experience: - A relevant post-graduate university degree and/or combination of appropriate experience, postgraduate study an advantage. - At least five years’ experience with the financial management of rural development programs/projects; experience with decentralized financial management systems would be an added advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken; and - Availability and willingness to undertake visits to the target communes. 5.
Contract Administration Officer
The NCDDS will have one experienced staff member with a background in contract management and administration. S/he will report to the NCDDS Project Manager. The ToR includes, but is not limited to, the following functions: a.
Procurement
- Manage the procurement process at the national level following project procurement guidelines and prepare official documents related to the procurement process. - Prepare/update the NCDDS Procurement Plan, follow up with delivery of procured goods and services, prepare progress reports comparing actual procurement with the procurement plan and monitor and follow up progress of procurement implementation at sub-national level. Coordinate with administration staff to prepare, update inventory lists and participate in the handover of equipment/materials and provision of services. - Provide instruction and training to project staff on procurement related matters. - Following approval of the AWPB, perform an initial review of sub-national and NCDDS contracts and amendments prior to submission to the NCDDS Project Manager for his/her 178
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review and approval; manage all bidding and procurement activities of the NCDDS and update and maintain the inventory of TSSDP financed property/equipment. b.
Contract Administration
- Ensure regular monitoring and evaluation of the AWPB and prepare progress reports for submission to the NCDDS Project Manager. - Ensure transparent management of the NCDDS inventory, personnel contracts, procurement and bidding activities and file all data and contract documents between the NCDDS/PST and implementing agencies. - Prepare the employment contracts between the NCDDS and the respective staff and maintain files/records of respective staff, including leave, recruitment, staff selection and performance appraisal. - Manage the NCDDS transport ensuring appropriate maintenance, monitoring of fuel distribution and agreements on the use of all vehicles and motorcycles. - Manage the NCDDS office including security, electricity, water supply, cleaning and maintenance of the office. - Undertake other tasks assigned by the NCDDS Project Manager. Qualifications and Experience The Contract Administration Officer will have the following qualifications and experience: - A relevant graduate university degree relevant to management or business administration: postgraduate study is an advantage. - At least five years’ experience of contract administration or management in rural development projects/programs; experience working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procurement, planning and M&E policies and procedures. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 6.
Planning, M&E and Reporting Officer
The NCDDS will have one senior staff member responsible for project planning, M&E and reporting. S/he will report to the NCDDS Project Manager. The ToR includes, but is not limited to, the following functions:
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Design and manage the project’s planning, budgeting and reporting functions in line with Government’s procedures & the requirements of the ADB, IFAD and Government of Finland financing agreements.
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Assist in the design and operation of an M&E system for the NCDDS (including suitable indicators for the baseline, mid-term and project completion reviews) satisfactory to the co-financiers.
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Assist in the consolidation of the AWPB through the participatory planning workshops conducted at district, provincial and national level for submission to the ADB and IFAD by 15th November of the previous year.
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Develop a work plan and schedule for monitoring and evaluation of specific implantation contracts in accordance with approved criteria.
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Review the quarterly monitoring reports received from each of the IAs and assist in the consolidation of the Quarterly Progress Reports for submission to the NCDDS Project Manager in accordance with reporting guidelines and procedures.
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Provide training in planning, budgeting and reporting systems and procedures to staff of the staff at the sub-national level.
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Provide the NCDDS Project Director and NCDDS Project Manager with regular status reports, including information on progress made, issues outstanding and actions recommended.
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Provide support and training to relevant staff at the sub-national level to ensure that the design and implementation of Project financed implementation contracts address monitoring and evaluation concerns.
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Mainstream M&E practices to technical staff particularly the qualitative aspects e.g. impact assessment, comparison of farmers’ practices and new technologies, satisfaction of the services provided.
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Ensure that the monitoring and evaluation of the AWPB at sub-national level and within NCDDS/PST is carried out in accordance with established guidelines and procedures and provide any support required.
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Receive and arrange for reproduction and circulation of reports, studies and other project documentation from consultants as appropriate;
- Undertake other tasks assigned by the NCDDS Project Manager. Qualifications and Experience The Planning, M&E and Reporting officer will have the following qualifications and experience: - A relevant post-graduate university degree in appropriate social science discipline: postgraduate study an advantage. - At least five years’ experience of planning, monitoring and reporting in rural development projects/programs; experience with government planning process, M&E systems and reporting procedures at the national and sub-national levels and working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. 180
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- Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations. - Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 7.
Livelihood Improvement Group and Rural ICT Coordinator
The NCDDS will have one senior staff member as the LIG and Rural ICT Coordinator to monitor and supervise the support for the formation and strengthening of the LIGs in each province in close coordination with the provincial Livelihood Improvement and Communications Advisers (LICAs), the implementation of the Mobile Commune Access (MCA) Program and the operations of the CECs that are located within the target communes. S/he will report to the NCDDS Project Manager and will liaise with the MPTC Project Team also. The ToR includes, but is not limited to, the following functions: -
Monitor and supervise the work of the provincial LICAs and the delivery of guidance and advice to the PFT members and the provision of technical backstopping for the Commune Extension Workers (CEWs) and Commune Administrative Assistants (CAAs).
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Provide guidance to the provincial teams for the delivery of training and mentoring for the DFTs, DSTs, CEWs, CAAs, Commune Councilors and LIG leaders in each province and act as a resource person where needed.
- Monitor the progress of the Specialized Service Providers in each province during the implementation of their contracts to (i) provide capacity building training and mentoring for the LIGs (SSP2); and (ii) support the LIG animal health improvement and production program (SSP3); and (iv) provide technical and other trainings. - In cooperation with the provincial teams monitor the progress of recruitment of Service Providers/Trainers by the CCs and review the assessments by the provincial LICAs of the delivery of training for LIG, identify any difficulties in their recruitment in each province and assist in addressing any difficulties that are encountered. - Review the performance of the CECs that are located within the target communes and facilitate good linkages between the CCs and the CECs to ensure that there services are fully utilized by LIG members and coordinate the support by the Rural Business Planning Advisers to ensure sustainable operations of the CECs. - Monitor the establishment of linkages in each province between the LIGs and the agricultural marketing and Rural-ICT initiatives including the CECs so that the LIG members are enabled to benefit from improved access to market information and to connect to specific value chains for agricultural commodities. - In cooperation with provincial teams monitor the progress of the MCA program and other extension programs (including field day, radio program, etc.) and assist in the identification of the need for content adjustment (format), additional extension materials and other hardware which may be required by the CEWs.
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- Coordinate with the MPTC trainers for the delivery of the ICT skills training for the district teams and the commune staff in each province. - Attend the Provincial Monthly Coordination Meetings to identify and discuss issues arising related to LIG formation and Rural ICT activities. - Develop and maintain an appropriate database to track the progress and activities of all LIGs. - Undertake other duties as directed by the NCDDS Project Manager. Qualifications and Experience - A relevant university degree in rural sociology and combination of post-graduate qualifications in agriculture with appropriate agricultural and rural development experience. - At least five years of community/rural development work with experience of livelihood improvement activities for poor rural communities and in facilitating the adoption of market based agricultural production. - Sound understanding of rural community structures and dynamics and appreciation of gender roles and the needs of ethnic minorities; - Familiarity with similar projects supported by ADB and/or IFAD; - High level of computer literacy including word processing, spreadsheets and power point programs. - Excellent English communication skills, written and spoken. - Willingness to conduct regular visits and work in rural areas and remote communes/villages. 8.
Technical staff/engineer
The NCDDS will have one senior staff member as the Technical Staff/Engineer. This position is assigned to support and coordinate all rural infrastructure activities. The Technical staff/engineer will work with the project team at national level and in partnership with the two Rural Infrastructure Engineers of the PIC and the technical staff of the NCDDS in each province. The Technical staff/Engineer will report to NCDDS Project Manager. The ToR includes, but is not limited to, the following functions: - Work closely with provincial PID-TSO and the Rural Infrastructure Engineers for implementation of small infrastructure, including coordinating, quality control, and monitoring project activities implemented by communities, contractors, or line departments. - Coordinate to conduct survey and estimation of quantities, use of local materials, and cost estimation procedures, and introduce cost effective and transparent methodologies for implementing small projects according to existing government procedures and ADB procurement guidelines. - Provide assistance to the CCs in the identification of selection of small scale infrastructure projects to be financed by the Project from amongst those proposed by communities in their CIPs. 182
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- Help CCs to select Technical Assistant to be hired by the CCs and help to review and check the designs for all Rural Infrastructure Projects. - Monitor and provide coordination and support for safeguard issues related to infrastructure sub-projects and ensure safeguard report correctly and timely prepared and submitted for clearance for all infrastructure sub-projects funded by the project. - During the construction period, for all CLF/SI projects, conduct regular site visits with the Technical Supervisor to monitor the work and provide a certification of the progress. - Undertake other project related duties as assigned by the Project Manager Qualifications and Experience: - The Technical Staff/Engineer is required to have qualifications in engineering and further training relevant to rural infrastructure design and construction. - At least five years’ experience in the design and construction supervision of small-scale rural infrastructure projects. - Have good understanding of small contract management. - He/she should have a good communication and coordination skills. - Understand sub-national administration management, policies, procedures and commune bidding processes. 9.
Public Communication and Website Maintenance Officer
The NCDDS will have one senior staff member with a background in community development and capacity building, and the management and coordination of training programs. S/he will report to the NCDDS Project Manager. The ToR includes, but is not limited to, the following functions: - Document and collect information on lessons learned from TSSD and other projects including case studies and special research. - Assist the Planning, M&E and Reporting Officer with the preparation of the progress and monitoring reports and the consolidation of the AWPB. - Assist the NCDDS project team in the preparation of presentations and promotion (through ICT) of project/NCDDS activities and results. - Produce and distribute regular (quarterly) TSSD newsletters. - Coordinate the dissemination of information through radio, TV, print media and TSSD website and Facebook page, including project experience, lessons learned and best practices, including those from other projects operating in the Tonle Sap basin. - Maintain a NCDDS Resource Library consisting of documents, data and information materials collected from national and provincial institutions, IOs/NGOs and other development agencies. - In coordination with the Website Development and Maintenance Officer (in the MAFF/DCU team) ensure that information and reports from NCDDS are made available for uploading on the TSSD website.
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- Liaise with staff of other projects under the TSI and other related projects in the four provinces with respect to training activities to ensure a synergy and to avoid training overload. - Undertake other tasks assigned by the NCDDS Project Manager. Qualifications and Experience The Community Development and Capacity Building Officer will have the following qualifications and experience: - A relevant graduate university degree relevant to capacity building in rural development: postgraduate study is an advantage. - At least five years’ experience of capacity building, community development and the management and coordination of training programs in a rural development context; experience working at sub-national level would be an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procurement, planning and M&E policies and procedures. - Knowledge of computer information system, word processing, database and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 10.
NCDDS Team Member: Gender Focal Point
One member of the NCDDS Team will be appointed as the Gender Focal Point. S/he will have the following responsibilities: -
Monitor the implementation of the Gender Action Plan in relation to the activities under the responsibility of the NCDDS.
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In collaboration with the Gender Focal Point in each PFT and DSTs ensure that the relevant information on gender relating to the activities under NCDDS responsibility are updated at the sub-national level in the Gender Monitoring Framework on a quarterly basis.
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Assist in the updating of the Gender Action Plan reported for inclusion in the Quarterly Progress Report that is compiled by the PIC Team.
- Ensure that gender sessions are included in relevant technical and capacity building trainings and where needed act as a resource person during the training to ensure that gender concerns are addressed.
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II.NCDDS at Provincial level 1.
Provincial Facilitator
The Project will recruit one Provincial Facilitator in each province who will be a senior staff member of the provincial Planning and Investment Division (PID). S/he will be responsible for backstopping, training, monitoring and reporting on district and commune level planning, coordination and investment implementation. S/he will support the District Facilitation Team (DFT) from the district PID in the implementation of the rural infrastructure sub-projects and in coordinating the support for the Livelihood Improvement Groups (LIGs). S/he will report to the NCCDS Project Manager and will be at least at the level of Deputy Director of the provincial PID. The TOR includes, but is not limited to, the following: - Prepare training needs assessments, training plans and coordinate the delivery of capacity building training for the commune staff and commune councilors and the CAAs/CEWs in respect of the project’s activities, planning, project selection, budgeting etc. - Provide orientation briefings for the commune councilors, commune clerk, and district governors covering project activities and implementation approaches. - Provide backstopping and trouble-shooting support to the commune staff for project financed activities. - Monitor and evaluate the performance and capacity of the CCs and the Specialized Service Providers (SSPs) in implementing project-financed activities. - Assist in the preparation of the provincial AWPB based on the consolidated proposals of the CCs, included in their CIPs, which are consolidated by the DFTs, for transmission to the NCDDS through the PPMA. - Prepare progress reports etc., based on the consolidation of information from the DFTs for submission to the Provincial Administration and by the Provincial Project Management Adviser (PPMA) to NCDDS at national level. - Ensure full cooperation and support is extended to PFT member assigned for coordination of provincial gender issues (i.e. provincial Contract Administration Officer) for field activities for regular updates of gender action plan. - Other duties as requested by the NCDDS Project Manager and NCDDS Project Director. Qualifications and Experience - Bachelor Degree in rural sociology or related discipline with postgraduate study is an advantage. - Five years of appropriate experience working in a national or provincial government agency involved in development activities. - Good knowledge of the government’s evolving system for sub-national government and the procedures of international financial institutions. - Above average communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports. 2.
Provincial Technical Support Officer
The Project will recruit one provincial Technical Support Officer in each province who will be a 185
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staff member of the provincial Planning and Investment Division (PID). S/he will provide support to the District Facilitation Team (DFT) for the rural infrastructure sub-projects in the same way as for the infrastructure investments financed by the C/S fund including providing technical support services to the CCs for feasibility, designs, cost estimates and contracting of rural infrastructure sub-projects. S/he will report to the Provincial Facilitator. The TOR includes, but is not limited to, the following: - Provide guidance to the district TSOs and Commune Technical assistants (CTAs) during the preparation of the designs and cost estimates of prioritized rural infrastructure subprojects from the CIPs. - Assist the district TSOs and CCs in the management of the procurement process for rural infrastructure sub-project contracts through competitive bidding, monitoring and supervision of the implementation of the investment activities and certify the quantities and quality of works implemented by the contractors. - Maintain up to date lists of the prices of construction materials, labor etc. and lists of prequalified contractors for the province. - Review the implementation of CC sub-project contracts, and conduct compile regular progress reports on the rural infrastructure sub-projects for inclusion in the project quarterly progress reports. - Regularly update the list of qualified potential Service Providers able to implement livelihood improvement programs included in the CIPs. - Manage the project’s administration: office correspondence, databases, (including details of qualified service providers available), staff contracts, and motorcycles. - Other duties as requested by the Provincial Facilitator. Qualifications and experience - Bachelor Degree in civil engineering or related discipline with postgraduate study is an advantage. - Three years of appropriate experience working in a national or provincial government agency involved in development activities. - Good knowledge of the government’s evolving system for sub-national government and the procedures of international financial institutions. - Above average communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports. 3.
Provincial Finance Officer
The Project will recruit one provincial Finance Officer in each province who will be a staff member of the provincial Finance Division (PID). S/he will handle financial transactions in the province, consolidate commune and district financial reports, and provide training in financial management systems. S/he will provide support to the district Finance Officers in the DFTs to ensure that there is effective supervision of the disbursement of project funds at district and commune level. S/he will report to the Provincial Facilitator. The TOR includes, but is not limited to, the following: - Establish and manage the project’s provincial bank accounts as authorized by MEF.
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Manage the receipts, payments, accounting and financial reporting of the project activities at provincial level in accordance with financial manuals and procedures approved by the national level.
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Consolidate the financial statements from the CCs (consolidated at district level) for onward transmission to the NCDDS through the PPMA and Local Government Financial Systems Advisor (LGFSA).
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Assist in the preparation of the provincial AWPB based on the consolidated proposals of the CCs, included in their CIPs, which are consolidated by the DFTs, for transmission to NCDDS through the PPMA.
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Support the CCs and districts and their staff with financial managing including providing training when needed.
- Other duties as requested by the Provincial Facilitator. Qualifications and Experience -
Bachelor Degree in accounting or related discipline with postgraduate study is an advantage.
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Three years of appropriate experience working in a national or provincial government agency involved in development activities.
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Good knowledge of the government’s evolving system for sub-national government and the procedures of international financial institutions.
- Above average communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports. 4.
Provincial Contract Administration Officer
The Project will recruit 4 one staff in each target province as part of the structure of the Provincial Administration. S/he will be responsible for assist the provincial administration manage the service and project supported contracts in the province and provide technical backstopping to district and commune levels. S/he will report to the Provincial Facilitator. The ToRs include, but are not limited to, the following: -
In cooperation with the NCDDS team provide training to the district and commune staff on the procedures for bidding and contract awards based upon the PIM guidelines.
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Monitor the competitive bidding and contract award procedures at the commune level to ensure that they comply with the PIM guidelines and other government procedures.
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Monitoring the performance of the SSPs that are recruited to provide support to the LIGs to ensure that they fulfil all of their contractual obligations.
- Other duties as requested by the Provincial Facilitator. Qualifications and Experience -
Bachelor Degree in rural development or related discipline with postgraduate study is an advantage.
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Three years of appropriate experience working in a national or provincial government agency involved in development activities.
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- Above average communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports 5.
PFT member: Gender Focal Point
The project will recruit one staff from the DoWA in each province as a member of the One member of the PFT who will be appointed act as the provincial Gender Focal PointGFP. S/he will be responsible for providing support to the district GFPs and coordinating with them for the delivery of training to the members of the Commune Committee for Women and Children (CCWC). The ToR includes, but is not limited to, the following: have the following responsibilities: -
Monitor the implementation of the Gender Action Plan in relation to the activities implemented in the province.
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Assist in the delivery of training for the district GFPs to improve their capacity to assist the CCWCs.
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In collaboration with the Gender Focal Points GFPs at district level team ensure that the relevant information on gender relating to the activities are updated at the provincial level in the Gender Monitoring Framework on a quarterly basis.
- Ensure that gender sessions are included in relevant technical and capacity building trainings and where needed act as a resource person during the training to ensure that gender concerns are addressed.
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III.NCDDS at District level The District Administration in each target district will deploy three members of staff, one Facilitator, one Finance Officer and one Technical Support Officer (TSO). In addition one Commune Technical Assistant (CTA) per district will be recruited by the province, funded from the block grants for the target communes in that district, to assist the TSO in the preparation of the designs and cost estimates for the rural infrastructure sub-projects. 1.
District Facilitator
The district will have one senior staff member as the District Facilitator (DF) in each target district. The DF will coordinate the work of the other two project staff from the district as well as the CTA and will work in close cooperation with the District Support Team (DST) Leader under the district Office of Agriculture (DOA). S/he will report to the Provincial Facilitator. The TOR includes, but is not limited to, the following: -
Ensure that the new district administrations and councils are fully aware of the TSSD activities in the target communes and that they are regularly updated on the progress of the activities.
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Assist the CCs to consolidate development/work plans, budgets and monthly progress reports and forward the information to the provincial PID.
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Participate in monthly meetings of the CCs and assist in resolving project implementation issues that arise.
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Participate in Provincial Monthly Coordination Meetings to report on monthly progress report and some issues that happen in the month.
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Participate in Commune bidding meetings for rural infrastructure sub-projects to assist in the bidding process and resolving some issues that arise in bidding event.
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Assist the CCs to prepare safeguards report for Environment Impact, Land study and Ethnic Minorities that are affected by the project.
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In cooperation with the PFT support the commune project Management Committee (PMC) in the evaluation of civil works during construction of rural infrastructure sub-projects and the processing of progress payments to the contractor.
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In cooperation with the DST members support the commune staff during the procedures for the selection of ID 2 Poor households and the formation of the LIGs in the target villages.
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Ensure full cooperation and support (of DFT and CC staff) is extended to district Gender Focal Point (district Department of Women’s Affairs under DST) for field activities for regular updates of gender action plan.
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Provide assistance to field staff deployed by the Specialized Service Providers, which are recruited by NCDDS, to coordinate their support to the LIGs in each target village.
- When necessary provide back-up support to the CCs and the CAAs for the preparation of the progress reports required and the operation the commune bank accounts. Qualifications and Experience -
Bachelor Degree in rural sociology or related discipline and further training in management skills. 189
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Three years of appropriate experience working in a national or provincial government agency or with an NGO involved in rural development activities.
- Good communication and computer skills for the consolidation of commune level data and preparation of reports. 2.
District Finance Officer
The district will have one senior member of their financial division as the District Finance Office (DFO) to manage the financial transactions of the CCs under the TSSD commune block grants and to provide support to strengthen district and commune financial management capacity. The TOR includes, but is not limited to, the following: -
Assist the CCs in the formulation and review of the district and commune work plans and budgets prior to their submission to the district administration to ensure that financial information and budget allocations are consistent with TSSD procedures and guidelines.
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Following approval of the district AWPB, assist the CCs and the PID of the district administration in the prior review and appraisal of implementation contracts to ensure that financial information and budgets are reflected correctly in the contract document according to the agreed formats and that the budget is consistent with the approved allocation;
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Ensure proper cash management of all resources allocated for the commune block grants and district administration so that all accounts are maintained properly and process requests for replenishment in a timely manner;
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Review payment requests submitted by CCs and other implementing agencies and execute payments based on proper certification and approval;
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Manage the district administration Petty Cash and project district bank account and ensure proper monthly reconciliation of bank accounts;
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Ensure that accounting procedures as specified in the relevant Financial Management Manual are carried out correctly including the maintenance and reconciliation of financial records, the preparation of periodic financial statements and reports, the updating of the chart of accounts and the enforcement of internal control mechanisms at all levels;
- Provide guidance and training to the CCs on financial rules and procedures pertaining to contract implementation. The district finance staff should have the following qualifications and experience: -
Bachelor Degree or professional qualification in a subject relevant to rural finance.
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Three years of appropriate experience working in a national or provincial government agency or with an NGO involved in rural development activities.
- Above average communication skills in Khmer and English and computer skills for the consolidation of commune level data and preparation of reports. 3.
District Technical Support Officer
The Project will recruit one technical support staff (TSS) to work in each target district to provide support to district and commune management capacity in undertaking rural infrastructure related investments financed under TSSD. The TOR includes, but is not limited to, the following:
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Assist the Commune Technical Assistant (CTA), and the Rural Infrastructure Engineer (RIE) from the Project Implementation Consultants (PIC), during the conduct of the feasibility studies for rural infrastructure sub-projects, prepare designs and cost estimates and prepare project proposals for prioritized sub-projects from the CIP.
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Following the approval of rural infrastructure sub-project designs and cost estimates by provincial line departments assist the CCs to manage competitive bidding, procure contracts, monitor and supervise implementation of investment activities and certify quantities and quality of works implemented by contractors.
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In cooperation with the Provincial Facilitation Team (PFT) maintain an updated list of current prices of construction materials, labor and machine rates based upon the approved rates for the province and an updated list of pre-qualified contractors with demonstrated performance and capacity who have the right to bid on commune council projects noting in particular any contractors that are black listed.
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Monitor the process of bidding carried out by CCs to ensure guidelines and procedures are followed.
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Collect and maintain updated data of the current status of the rural infrastructure subprojects.
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At the request of other departments and agencies, provide technical support for rural infrastructure projects covering design, cost estimates, supervision and certification of quantities and quality of works implemented by contractors.
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During the six month warranty period of the civil works by the contractor monitor the condition of the structures and assist with the CCs in seeking any necessary repairs works by the contractor.
- Carry out other duties as directed by the DFT Leader. The district TSO should have the following qualifications and experience: -
Bachelor Degree in a subject relevant to rural infrastructure development.
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Three years of appropriate experience working in a national or provincial government agency or with an NGO involved in rural development activities.
- Above average communication skills in Khmer and English and computer skills for the consolidation of commune level data and preparation of reports. 4.
District Gender Focal Point
The project will recruit one staff from the DoWA in each target district to act as the GFP and support the activities of the CCWC members in each target commune. S/he will have the following responsibilities: -
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Raise social and gender safeguard awareness to the local staff, including the DFT/DST members and the CCWC in each target commune. Provide guidance to the CEWs, CAAs and CCWCs to ensure that the needs of women are reflected in the activities included in the CIPs including training, farmer selection, demonstrations, extension and the provision of technical support to farmers and monitoring. Ensure that gender training is included in all technical skills training for the LIGs delivered by the Service Providers/Trainers. 191
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Compile monthly progress reports for the target communes and also document other activities to provide technical support to the target communes and update the Gender Monitoring Framework on a quarterly basis for submission to the DFT leader and the provincial GFP. Perform other duties as requested by the DFT leader or the provincial GFP.
4.5.
Commune Technical Assistant
The NCDDS will recruit one Commune Technical Assistant (CTA) based in each district who to work under the will work under the supervision of the district TSO, and in cooperation with the RIE. S/he will ensure that the preparation and implementation of the rural infrastructure subprojects within the target communes strictly follow the RGC endorsed PIM guidelines and the TSSD approved procedures. S/he will be responsible for the preparation of the designs and cost estimates of the sub-projects and ensure that they are screened and cleared by the CC and are submitted to the Provincial Facilitation Team (PFT) for technical clearance by the line departments. The CTA will be paid by the CCs from the commune block grant for each design completed. The TOR includes, but is not limited to, the following: -
Confirm with the CCs the listed rural infrastructure project(s) which will be funded from the CDF and their locations. Once written confirmation is received from the CCs, the work volume is fixed for the survey and design stages of the services.
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Cooperate with the DFT and the PMCs to prepare safeguards report like Environment Impact, Land Study and Ethnic Minority study that are affected by the project.
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Prepare the technical designs for the rural infrastructure sub-projects and the cost estimates as priced bills of quantities and submit to the C/S Chief for approval.
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Monitor and assist with the bidding and contract award of the construction contracts and the preparation of the contractual documents.
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Assist the TSO to provide Refresher Training on Monitoring and Supervision of rural infrastructure sub-projects for the commune PMCs.
- Supervise the civil works during the construction period and provide a handover briefing to the TSO upon completion of the rural infrastructure sub-project. The work of the CTA will not be continuous since obtaining clearances and approval of contract awards are not part of the Scope of Works. It is expected that all work from preparation surveys through to the completion of construction supervision (stages 1 - 6) can be completed within a six month period. Typically, project construction time will be up to three months. The construction work is followed by a six months warranty period of the works by the contractor, but the warranty monitoring will be under the responsibility of the TSO and not the CTA.
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NCDDS at Commune Level
1.
Commune Councils
The roles and responsibilities of the CCs are as follows: -
Approve any amendments of the Commune Development Program (CDP) that are required.
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Approve the inclusion of activities that will support the TSSD in the annual Commune Investment Plans (CIPs).
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Open and operate the CC project bank account for the commune block grant, or Commune development Fund (CDF), in a commercial bank.
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With the assistance of the Provincial Planning and Investment Division (PPID), recruit one Commune Extension Worker (CEW) and one Commune Administration Assistant (CAA) on annual renewable contracts from among suitably qualified commune (or district) residents with contract renewal dependent on their performance as assessed by the CC and beneficiaries. Among the two positions, at least one woman should be recruited. These two commune staff will be financed through the CDF.
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Approve the designs and cost estimates of rural infrastructure sub-projects that are prepared by the district Technical Support Officer (TSO) and Commune Technical Assistant (CTA), manage the bidding and contract award procedures and monitor the progress of the civil works.
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With the assistance of the provincial administration, and District Support Team (DST) select and contract Service Provider(s) to support the implementation of the livelihood improvement activities included in the CIPs.
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With technical support from the DST approve the design and cost estimates for livelihood activities and training for LIGs and supervise implementation of these activities and manage delivery of training.
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Appoint one Commune Councillor to act as an agricultural/rural development focal point to provide a link with Service Providers, CEWs and Village Animal health Workers (VAHWs).
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Ensure that the Commune Councillor assigned for social and gender issues (SGI) is available for cooperation with the project on SGI related matters in the commune.
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Participate in the selection of the target villages in the commune and the identification of the ID 2 Poor households that are eligible to become members of the Livelihood Improvement Groups (LIGs), and approve the final list of LIGs.
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Encourage and motivate the LIG members in the target villages to adopt appropriate techniques or services provided by the project and monitor the activities of the LIGs.
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For those communes with a TSSD CEC, located within the commune/district, facilitate linkages between the LIG members and the centre as a source of information on agricultural technologies.
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Manage the utilization of the ICT equipment installed by TSSD in the CC office with the support of the CEW/CAA to provide a source of web-based information for commune.
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Monitor the work and field visits of the CEW in supporting the LIGs and monitor the performance of the CEW.
- Monitor and evaluate the results and impact of the implementation of the CIP, including project financed activities and those of other agencies, and participate in the District Integration Workshop (DIW). 2.
Commune Extension Worker (CEW)
Each CC will recruit one CEW. The key responsibility of the CEWs is to support and assist the LIGs formed in each target village in the commune by conducting regular visits and assist the Specialized Service Providers that are recruited by NCDDS to provide capacity building and animal health services, and the Service Providers/Trainers that are recruited by the CC to provide technical training for the LIG members. The ToRs include, but are not limited to, the following: -
Together with the CAA, assist the CC through the various stages in the commune planning process and ensure the inclusion of the livelihood improvement activities selected by the LIG members in the annual CIP.
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In cooperation with the CAA assist the CC and the Village Leader in each target village, with support from DFT/DST members, during the conduct of the 1 st village meeting, home based observation, 2nd village meeting, selection of eligible ID 2 Poor households and formation of the LIG.
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Meet with the LIGs regularly and attend the group monthly meetings and assist them in resolving problems.
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In cooperation with the CAA assist the LIG leaders to establish the internal rules and statutes, and open the bank account for the group.
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Together with assigned DST member assist the CC in coordination, monitoring and supervision of delivery of outsourced capacity building and technical training for LIG and participate in the training sessions.
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In cooperation with assigned DST member plan and organize extension activities (including field demo) that reflect the needs and prioritized livelihood activities of the LIGs.
- In cooperation with DST monitor the training provided and demonstrations organized by Service Providers/Trainers and contribute to the progress reports documenting the quantity and quality of the activities and the compliance with the contractual requirements and work plans and submit these reports to the C/S Chief or PMC. -
In cooperation with the CAA assist each of the LIGs in the management of their Group Revolving Fund (GRF) including record keeping, conflict resolution, gender mainstreaming, etc.
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Ensure that the mobile device (tablet) assigned to them under the Commune Mobile Access (CMA) program is regularly updated through the TSSD website and provide information to the LIG members on agricultural technologies relevant to their livelihood activities through the Commune Mobile Access (CMA) Program utilising the mobile device provided by the project.
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Ensure that the CC is aware of any emerging issues in relation to the agricultural and livelihood related activities and provide advice on how to overcome such issues. 194
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Prepare monthly work plans & reports & submit these to the CC and the Service Provider.
- Attend meetings with the service provider monthly. Qualifications and Experience -
A degree or diploma in agriculture would be an advantage, but high school graduates may also be suitable with some knowledge and experience in practical farming and providing they have good reading and writing skills and some computer knowledge.
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Only candidates with the necessary skills, attitudes and relevant experience from the commune/district in which they will be required to work will be eligible. CEWs will be required to live within the commune where they will work.
- Strong commitment to supporting and assisting others in the community. - Experience working for an NGO or with an NGO program would be an advantage. 3.
Commune Administrative Assistant (CAA)
Each CC will recruit one CAA. The responsibility of the CAA is to assist the CC and the Commune Clerk in managing the additional administrative workload associated with the project activities at the commune level. The ToRs include, but are not limited to, the following: -
In cooperation with the CEW, assist the CC during the various stages in the commune planning process and ensure the inclusion of the livelihood improvement activities selected by the LIG members in the annual CIP.
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Assist the Commune Chief and Commune Clerk to manage the bidding and contract award procedures for the rural infrastructure sub-projects and monitor the progress of the civil works.
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Assist the Commune Chief and Commune Clerk to prepare draft contracts, using standard formats, for the Service Providers that are recruited by the CC to provide support to the LIGs activities.
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In cooperation with the CEW assist the CC and the Village Leader in each target village, with support from DFT/DST members, during the conduct of the 1 st village meeting, home based observation, 2nd village meeting, selection of eligible ID 2 Poor households and formation of the LIG.
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In cooperation with the CEW assist the LIG leaders to establish the internal rules and statutes, and open the bank account for the group.
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Assist the Commune Chief and Commune Clerk to monitor the implementation of contracts awarded by the CC for project financed activities and where needed assist in resolving any implementation issues.
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Assist the Commune Chief & Commune Clerk with financial management and reporting related to project financed activities, including the operation of the bank accounts, record keeping and accounting and progress reporting to the provincial/district level.
- In cooperation with CEW, assist the commune Gender Focal Point (GFP) in compiling field data and send them to District GFP to update gender monitoring framework. 195
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Qualifications and Experience CAAs should have the following qualifications and experience: -
A degree or diploma would be an advantage, but high school graduates may also be suitable providing they have good reading and writing skills and capacity in mathematics.
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Only candidates with the necessary skills, attitudes and relevant experience from the commune/district in which they will be required to work will be eligible. CEWs will be required to live within the commune where they will work.
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Strong commitment to supporting and assisting others in the community.
- Experience working for an NGO or with an NGO program would also be an advantage.
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Section 3: TORs FOR COOUNTERPART STAFF UNDER MPTC MPTC acting as a project IA, under MAFF/DCU coordination, will require 11 staff positions for the implementation of the project activities under its responsibility until end of 2014 only: -
National Project Coordinator
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Project Manager/National Training Coordinator
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Accountant and Administrative Officer
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Senior Trainer/Reporting Officer
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6 Provincial Master Trainers (based in Phnom Penh but assigned to each province)
The TORs for each staff positions are as follows: 1.
National Project Coordinator
The MPTC will have a senior and experienced MPTC civil servant as the National Project Coordinator with a background in the management of communication, information or rural development programs. The National Project Coordinator will be responsible for managing and coordinating the project with authorities delegated by the Minister as provided by the Standard Operating Procedures (SOP). The National Project Coordinator will report to the MAFF Project Director on all project management matters. The TOR includes, but is not limited to, the following functions: -
Oversee the work of the Project Manager/National Training Coordinator for MPTC functions under TSSD to ensure that the project implementation is in line with government policies, guidelines, including the SOP and the evolving framework for sub-national governance and follows the provisions of the ADB and Finland financing agreements. Liaise with ADB, IFAD and the Government of Finland concerning all aspects of project implementation and compliance with the financing agreements.
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In consultation with ADB, authorize the recruitment of the members of the MPTC TSSD Project Team.
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Supervise the implementation of the activities under MPTC as defined in the Annual Work Plan and Budget under MPTC for support to the Rural-ICT component of the project and provide guidance to the MPTC team to ensure successful implementation.
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Provide the MAFF Project Director with regular progress reports, including information on physical and financial progress made; issues outstanding and actions recommended and obtain the concurrence of the Project Steering Committee to the Project’s policy agenda and actions plans.
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Ensure that national level inter-ministry coordination with the other ADB projects and projects and programs of other agencies operating in the project provinces, and maximizing the synergy of development in the Tonle Sap Basin.
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Oversee MPTC coordination with MEF, MAFF and NCDDS in all policy and major operational matters related to the project implementation and propose revisions to the arrangements if necessary.
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Respond to the audit findings and provide the results of the audit and the response of MPTC to the MAFF DCU, ADB, IFAD and the Government of Finland.
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Qualifications and Experience The National Project Coordinator will have the following qualifications and experience: -
A relevant post-graduate university degree in a communication/information or appropriate management discipline, postgraduate study an advantage.
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At least 10 years of experience working on rural development projects/programs and preferably with experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and working for an NGO program would be an advantage.
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Knowledge of government policies and procedures and the government’s on-going reforms of sub-national governance.
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Knowledge of computer information system, word processing, database and financial and project management software.
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Excellent English communication skills, written and spoken.
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Availability and willingness to undertake visits to the target communes.
2.
Project Manager/National Training Coordinator
The MPTC Project Manager/National Training Coordinator will be an experienced MPTC civil servant with a strong background in the management of communication, information or rural development programs. The Project Manager/National Training Coordinator will report to the MPTC National Project Coordinator. The ToR includes, but is not limited to, the following functions: -
Operationalize the MPTC TSSD Project team under the guidance of the National Project Coordinator and ensure that MPTC technical staff can provide the assistance (advisory, training, etc.,) required by the provincial and district staff.
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Provide support and backstopping for the Senior Trainer and Provincial Trainers to keep them aware of innovations, best practices, including approaches developed by other ICT projects.
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Assist in the development of M&E systems including the use of the DMF based Activity Monitoring Framework and provide technical backstopping to the Senior Trainer/Reporting Officer responsible for the collection of monitoring data for all training activities.
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Provide support to the MPTC team in all progress reporting activities for all MPTC supported activities using the reporting formats developed by the MAFF/DCU.
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Oversee the preparation of the Annual Work Plans and Budgets in coordination with MAFF/DCU, MAFF/GDA and NCDDS and ensure the integration of MPTC activities into the Gender Action Plan.
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Coordinate with the Project Managers for NCDDS and MAFF/GDA with tasks related to Rural-ICT activities.
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Undertake over duties assigned by the National Project Coordinator.
The Project Manager/National Training Coordinator will have the following qualifications and experience: 198
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A relevant post-graduate university degree in an ICT, computer science or appropriate management discipline: postgraduate study an advantage.
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At least five years of experience of working in ICT and related rural development projects/ programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience of working at sub-national level would be an advantage.
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Knowledge of government policies and procedures, including those in ICT.
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Knowledge of computer information system, word processing, database and financial and project management software.
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Excellent English communication skills, written and spoken.
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Availability and willingness to undertake visits to the project sites in rural areas.
3.
Accountant and Administrative Officer
The Accountant and Administrative Office will be a senior and experienced MPTC staff member with a background in accounting and financial management. S/he will process all financial transactions for the project, provide administrative support and will report to the MPTC National Project Coordinator. The ToR will include, but is not limited to, the following functions: -
Manage the TSSD financial management functions under MPTC in compliance with the RGC and ADB financial procedures and maintain financial records and financial system for all operations so that MPTC conforms to the accounting standard and best practices of RGC SOP and Finance Management Manual (FMM).
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Compile monthly reports and prepare cash and bank reconciliation reports for submission to the National Project Coordinator together with update of fund disbursement and of possible need for adjustment.
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Ensure that the financial management systems, fund flow procedures for the sub-national level and the procedures for the provision of special advances enable the finds to flow timely and efficiently to support MPTC activities.
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Oversee the operation of the two MPTC TSSD Imprest Accounts and prepare regular reports on MPTC financial performance under the project highlighting progress, identifying problems and recommended solutions for submission and approval by the National Project Coordinator.
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With support from the Project Implementation consultants (PIC) Financial Management and Procurement Expert (FMPE) prepare quarterly financial statements of expenditure reconciled against the Imprest Accounts and Summaries of Withdrawal Applications and submit to the National Project Coordinator.
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Establish effective systems to ensure that asset inventories are maintained effectively; there is proper use, maintenance and disposal of equipment; maintenance of offices; and management of correspondence.
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Facilitate the allocation of transport at MPTC, to ensure appropriate maintenance, monitoring of fuel distribution and agreements on the use of all vehicles and motorcycles.
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Assist the National Project Coordinator in performing control checks and audit of the operations and submit to the National Project Coordinator. .
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Undertake over duties assigned by the National Project Coordinator.
Qualifications and Experience The Administration and Finance Officer will have the following qualifications and experience: -
A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant: postgraduate study an advantage.
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At least five years of experience in the financial management of rural development programs/projects; experience with decentralized financial management systems would be an added advantage.
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Knowledge of the government’s ongoing reforms of sub-national government.
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Knowledge of government and ADB procedures, policies and financial rules and regulations.
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Knowledge of computer information system, word processing, database and financial and project management software.
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Good English communication skills, written and spoken; and
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Availability and willingness to undertake visits to the target communes.
4.
Senior Trainer/Reporting Officer
The Senior Trainer/Reporting Officer will be an experienced MPTC staff member who is also an ICT Specialist and has wide experience of training in ICT and the enhancement of computer literacy. S/he will be responsible for the management of the training programs by the Provincial Trainers in each province but will also be involved in the delivery of the training as needed. S/he will report to the National Project Coordinator. The TOR will include, but is not limited to, the following functions: -
Under the guidance of the Project Manager/National Training Coordinator lead the capacity building training for the Telecenter operators to develop their Rural-ICT skills and introduce the use of Khmer Free Open Source Software (FOSS)1 applications, Khmer Unicode input, the use of social media networks, search engines and e-commerce applications.
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Coordinate the delivery of on-going technical and user support for the CEC Operators and Assistants and respond to additional training and development needs that may be identified in the CEC Business Plans.
-
Under the guidance of the Project Manager/National Training Officer lead the technical skills training for the staff of the DFTs/DSTs, CEWS, CAAs and Commune Clerks to improve their computer literacy and to introduce Khmer FOSS and the use of Khmer Unicode input, the use of social media networks and other web based applications.
-
Ensure that the Provincial Trainers provide on-going technical and user support for the DFTs/DSTs, CEWS, CAAs and Commune Clerks as needed.
1
Free Open Source Software is an initiative undertaken by MPTC to develop non-proprietary applications using the Khmer language for localized use.
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-
Collate the reporting for all training activities conducted, including details of the training content, the numbers and types of participants, gender balance.
-
Undertake others tasks assigned by National Project Coordinator.
Qualifications and Experience The Senior Trainer/Reporting Officer will have the following qualifications and experience: -
A relevant university degree related to ICT with postgraduate study an advantage.
-
At least five years of experience in Rural-ICT, particularly in the area of training in rural Cambodia. Experience working at sub-national level would be an advantage.
-
Knowledge of the government's plans and priorities in ICT skills development for students, government employees, and the general public,
-
Knowledge of Khmer FOSS as well as proprietary software, social media, mobile devices, information technology, networking, telecommunication and Internet connectivity, email, word processing, spread sheet and database software.
-
Good English communication skills, written and spoken.
-
Able to independently install, configure and trouble shoot common software and hardware and use on-line resources for identifying troubleshooting steps.
-
Availability and willingness to undertake regular visits to the target communes.
5.
Provincial Master Trainers (6)
The Provincial Master Trainers will be experienced MPTC staff members who are ICT Specialists and have experience of training in ICT and the enhancement of computer literacy. They will be based in Phnom Penh but each will be assigned the responsibility for the delivery of training in one province. They will report to the National Project Coordinator. The ToR includes, but is not limited to, the following functions: -
Under the guidance of the Senior Trainer/Reporting Officer deliver the capacity building training for the Telecenter operators to develop their Rural-ICT skills and the use of Khmer FOSS applications, the use of Khmer Unicode input, social media networks, search engines and e-commerce applications.
-
Deliver on-going technical and user support for the CEC Operators and Assistants and respond to additional training and development needs that may be identified in the CEC Business Plans.
-
Under the guidance of the Senior Trainer/Reporting Officer deliver the technical skills training for the staff of the DFTs/DSTs, CEWS, CAAs and Commune Clerks to improve their computer literacy and the use of Khmer FOSS applications, the use of Khmer Unicode input, social media networks and other web based applications.
-
Provide on-going technical and user support for the DFTs/DSTs, CEWS, CAAs and Commune Clerks as needed.
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Document all training activities conducted for government in their respective provinces, including details of the training content, the numbers and types of participants, gender balance. 201
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Undertake others tasks assigned by National Project Coordinator.
Qualifications and Experience The Provincial Master Trainers will have the following qualifications and experience: -
A relevant university degree related to ICT with postgraduate study an advantage.
-
At least two years of experience in Rural-ICT, particularly in the area of training in rural Cambodia. Experience working at sub-national level would be an advantage.
-
Knowledge of the government's plans and priorities in ICT skills development for students, government employees, and the general public,
-
Knowledge with FOSS and other proprietary software, social media, mobile devices, information technology, networking, telecommunication and Internet connectivity, email, word processing, spread sheet and database software.
-
Some English communication skills, written and spoken.
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Able to independently install, configure and trouble shoot common software and hardware and use on-line resources for identifying troubleshooting steps.
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Availability and willingness to undertake regular visits to the target communes.
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SECTION 4: TORs FOR COUNTERART STAFF UNDER CARD CARD will be engaged as the Project Steering Committee (PSC) for the project. In order to fulfil this responsibility, CARD will recruit three staff with the positions of Project Manager, Secretary/Alternate CARD’s website and CARD website officer. Under CARD there will be three staff positions:
1.
•
Project Manager
•
Secretary/Alternate CARD Website
•
CARD website staff Project Manager:
The Project Manager will work closely with the Project Directors and Project Managers to receive up to date problems and issues and bring these to the attention of CARD management for them to resolve any potential problems hindering the smooth implementation of the project. S/he will assist CARD in strengthening its role in information and knowledge management in the field of agriculture and rural development and support CARD to play its coordination functions. The Project Manager will have the following duties: - Coordinate with EAs, IAs and other stakeholders to arrange and organize the PSC regular meetings and other meetings as needed and conduct field trips to monitor project implementation progress. - Assist CARD to review the project implementation approach to ensure that it is consistent with relevant Government policies, as well as decentralization and deconcentration action plans. - Assist CARD to monitor project implementation, including approval of periodic project performance evaluations. - Assist CARD in providing policy guidance in accordance with the RGC Rectangular Strategy, the Agriculture and Water Strategy Framework, the Decentralization and Deconcentration Reform and Action Plan and the Promotion of Paddy Production and Rice Export Policy. - Manage the CARD website: www.card.gov.kh to provide the single entry point for the Cambodian Agriculture and Rural Development Information Gateway (CARIiG). - Implement other tasks as assigned by the chairman of PSC. Qualifications and Experience The Project Manager will have the following qualifications and experience: - A relevant post-graduate university degree in management, political sciences or appropriate discipline; postgraduate study an advantage. - At least 10 years of experience of working in D&D, rural development projects/ programs and experience of IFAD and/or ADB procedures, policies and financial rules and regulations; experience working at sub-national level and for an NGO program would be an advantage. - Knowledge of government D&D policies and procedures, and the government’s ongoing reforms of sub-national government. 203
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- Knowledge of computer information system, word processing, database and financial and project management software. - Excellent English communication skills, written and spoken. 2.
Secretary/Alternate CARD website
The Secretary is responsible for assisting Project Manager in all aspects in relation with all incoming & outgoing correspondence, minute taking, telephone calls, telefax messages, e-mail, & visitors. In addition, he/she will be an alternate of CARD’s website staff. The staff will report to CARD’s Project Manager. The Secretary/Alternate CARD website will have the following responsibilities: - Receive, register, and distribute all incoming letters, telefaxes, and e-mail. - Answer all incoming telephone calls, and direct them to the appropriate person. - Translation documents both of Khmer and English - Write letters and memorandum as requested by Project Manager - Prepare minutes for meeting and workshop - Work as an alternate to the CARD Website staff - Undertake other project related duties as assigned by Project Manager Qualifications and Experience - Graduate in Management or Administration. - A minimum of 3 years of working experiences in administration preferably with ADB funded projects. - Must have a working knowledge of the English language, and good communication skills in both Khmer and English. - Fluency in Khmer (speaking and writing). - Sound computer skills (MS Office applications). - Previous donor funded project experience. - Proven ability to work with international and local staff; team spirit. 3.
CARD Website staff
The CARD Website staff will assist CARD in strengthening its role in information and knowledge management in the field of agriculture and rural development. S/he will have the following responsibilities: - Coordinate with MAFF, and NCDDS and MPTC to install a TSSD project website link in the CARD website and incorporate updated information on the project regularly. - Update and manage the contents of CARD’s organizational website and the CARDIG home page. - Search data and information from other sources to upload into CARD website and CARDIG home page in both English and Khmer page. - Develop news or bulletins and other information products for CARDIG. - Develop an up-to-date website with inputs provided by the CARD. - Keep the news and events section up to date. 204
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- Improve the website according to user demands. - Assist CARD in organizing technical meeting, and produce information products for dissemination. - Attending CARD's management meeting and event and write article about CARDs activities to post into the website. Qualifications and Experience The staff will have the following qualifications and experience: - A bachelor degree in the areas of ICT. - At least 10 years of experience in software and hardware installation and configuration - Experience in Rural ICT in other projects would be an advantage. - Knowledgeable on current Windows desktop, Khmer OS and FOSS software, or willing to develop the knowledge and skills necessary. - Knowledge of government, ADB & IFAD procurement, planning and M&E policies and procedures. - Knowledge of computer information system, database & project management software. - Excellent English communication skills, written and spoken.
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TERMS OF REFERENCE FOR CONSULTING SERVICES Introduction The Project will require 1,509.5 person-months of international and national consultants to assist in project management, capacity building, implementation and monitoring of the project activities. The Project Implementation Consultants (PIC) will be recruited by MAFF/DCU through contracting an international firm for a total 418 person-months and Individual Consultants (international and national) will be recruited by both MAFF and NCDDS with a total of 1,086.5 person-months. The location and person-months for each position is summarized in the table below. Location
Package
personmonths
1. Team leader/Agronomist
MAFF/DCU
1
39
2. Agriculture Policy and Productivity Expert
MAFF/GDA
1
12
Positions A. Project Implementation Consultants (MAFF supervised) International
Sub-total
51
National 3. Deputy Team Leader/Agribusiness Expert
MAFF/DCU
1
66
4. Financial Management and Procurement Expert
MAFF/DCU
1
66
5. Agricultural Policy Expert
MAFF/GDA
1
30
6. Agriculture Expert
MAFF/GDA
1
66
7. Social Development and Gender Expert
NCDDS
1
29
8. Environment/Climate Change Expert
NCDDS
1
16
9. Rural Communications and Livelihood Improvement Expert
NCDDS
1
46
(province)
1
114
10. Rural Infrastructure Engineers (2 positions) Subtotal
367
Total Project Implementation Consultants
418
B. Individual Consultants International 1. Good Agricultural Practices Adviser
MAFF/GDA
Individual
1.36
2. Mid Term Review Consultant
MAFF/DCU
Individual
1.36
3. Preparation of GDA Crop Vision Statement for 2030
MAFF/DCU
Individual
2.27
Sub-total
4.99
National 4. Finance and Administration Adviser
MAFF/DCU
Individual
6
5. Mid Term Review Consultant
MAFF/DCU
Individual
1.5
6. Preparation of GDA Crop Vision Statement for 2030 7. Conduct of Market Research/Consumer Survey on GAP vegetables in SRP 8. National Communication and Media Adviser
MAFF/DCU
Individual
10
MAFF/DCU
Individual
4
MAFF/DCU
Individual
12
9. D&D Management Advisor
NCDDS
Individual
62
10. Finance Adviser
NCDDS
Individual
84
11. Database Management Adviser
NCDDS
Individual
39
12. Provincial Project Management Advisor (4)
(province)
Individual
262
13. Local Government Financial Services Advisors (4) 14. Provincial Agriculture Extension Advisors (4)
(province) (province)
Individual Individual
266 192
15. Livelihood Improvement, Marketing and Communications Advisers Total Individual Consultants
(province)
Individual
148 1,086.5
Total (TA Contract + Individual Consultants
1,509.49
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The detail TORs for each position are described in the following Chapter and Sections. Section I: Terms of Reference for Project Implementation Consultants (PIC) A: ToRs for consultants based at MAFF/DCU B: ToRs for consultants based at MAFF/GDA C. ToRs for consultants based at NCDDS D. ToRs for consultants based in provinces Section II: Terms of Reference for Individual Consultants A: ToRs for consultants recruited by MAFF/DCU B: ToRs for consultants recruited by NCDDS
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SECTION I: TERMS OF REFERENCE FOR PIC TEAM Summary Under the TA contract the firm will be required to provide two international consultants and nine national consultants who comprise the PIC team. The Team Leader, Deputy Team Leader and Financial Management and Procurement Expert will be based at MAFF/DCU, the two agriculture experts will be based at MAFF/GDA, three experts (Social Development and Gender Expert, Environment/Climate Change Expert and Rural Communications and Livelihood Improvement Expert) will be based at NCDDS and the two Rural Infrastructure Engineers will be based in the provinces. Although the consultants are based at different locations they will be coordinated by the Team Leader. The TORs for each position under this contract are divided into two sections: Section 1. TORs for consultants based at MAFF and Section 2. TORs for consultants based at NCDDS. Background The Tonle Sap Poverty Reduction and Smallholder Development (TSSD) project will foster community driven development through investments in productivity improvement, rural infrastructure and capacity development in 196 communes in the provinces of Banteay Meanchey, Siem Reap, Kampong Thom, Kampong Cham and Tbuong Khmom. The Project will assist the Government create: (i) rural infrastructure to improve agricultural production, market access and quality of life in rural communities; (ii) strengthened rural financial services extended to resource-poor smallholder farmers; (iii) improved agricultural support services, including research, extension, quality seed production and distribution and information delivery services to support increased agricultural productivity by smallholder farmers; (iv) appropriate policies and regulations that support smallholder farming communities, and (v) effective project management that enables project completion on time and within the agreed budget. The Project is estimated to cost USD 51.31 million, including taxes and duties of USD 5 million. ADB will provide USD 30.61 million, comprising a loan in special drawing rights equivalent to USD 3.31 million and a grant not exceeding the equivalent of USD 27.30 million, both from its Special Funds resources. ADB support will finance 59.7 percent of the project costs. IFAD will provide USD 13.6 million, comprising a loan in special drawing rights not exceeding the equivalent of USD 6.8 million and a grant in special drawing rights not exceeding the equivalent of USD 6.8 million on a joint co-financing basis. IFAD support will finance 26.5 percent of the project costs. The Government of Finland will provide a grant in euros not exceeding the equivalent of USD 1.595 million to finance 13.1 percent of the project costs, on a co-financing basis. ADB will administer the co-financing from the IFAD and the Government of Finland. The Government of Cambodia will contribute USD 5.496 million to finance recurrent and investment costs, and taxes and duties, accounting for 10.7 percent of the project costs. The ADB loan portion will have a maturity of 32 years with a grace period of 8 years, and an annual interest rate of 1 percent during the grace period and 1.5 percent thereafter. The Government of Cambodia will bear the foreign exchange risk. Interest charges on the loan are to be capitalized. The Ministry of Agriculture, Forestry and Fisheries (MAFF) and the National Committee for SubNational Democratic Development Secretariat (NCDDS) will execute the project and will be an implementing agency. The Project will be managed by the MAFF/DCU housed in the Secretary General’s Office as well as by the NCDDS located in the compound of the Ministry of Interior. The Council for Agriculture and Rural Development will undertake project steering committee functions.
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The MAFF/DCU and NCDDS will be responsible to: (i) manage the project’s planning, budgeting and reporting functions; (ii) open and maintain project accounts; (iii) prepare in a timely fashion the withdrawal applications; (iv) process the procurement of goods and services; (vi) establish a monitoring and evaluation system, including reviewing and consolidating provincial annual work plan and budgets, and IA progress and financial reports; and (viii) assist and advise the four provinces in implementing Project activities including channeling the Project’s funds. In addition, MAFF/DCU will disseminate Project reports to ADB, IFAD and other stakeholders; and provide secretariat support to the steering committee. There will be two Project implementation agencies, namely MAFF/General Directorate of Agriculture (MAFF/GDA) and the Ministry of Posts and Telecommunications (MPTC) respectively to coordinate agricultural policy development, quality rice seed production and distribution, agricultural research and extension, and rural Information and Communication Technology (ICT) investment activities. The Project implementation period will be seven years from 1 March 2010 to 31 August 2017. Each participating commune will receive project support for five years. Objectives of the assignment To support the MAFF/DCU and NCDDS to manage community driven development and agriculture productivity enhancement the project will require a total of 458 person-months of consultant services comprising of 47 and 458 person months of international and national consultant services respectively, in the fields of (i) team leadership, (ii) agriculture productivity enhancement, (iii) agriculture policy development, (iv) financial management and procurement, (v) social development, (vi) agriculture development, (vii) environment and climate change, and (viii) civil engineering. The selection and engagement of consultants will be through an international consulting firm and in accordance with ADB's Guidelines on the Use of Consultants by Asian Development Bank and its Borrowers (2010), and as amended from time to time and other arrangements satisfactory both to the Government and ADB for engaging consultants. The quality and cost-based (QCBS) selection method will be applied in the consultant selection process using a 80:20 quality-cost ratio. The duration of consulting services is 66 months. A.
ToRs for consultants based at MAFF/DCU
1.
International Team Leader/Agronomist (39 pm)
The international Team Leader (TL), working with the National Deputy Team leader (DTL), will report to the MAFF Project Director and the MAFF/DCU Project Manager. S/he will be based at MAFF/DCU office but will work at MAFF/GDA, NCDDS and MPTC on an agreed work plan. S/he will carry out the following tasks: - Advise the Project Directors and the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC on project management and implementation related issues regularly to ensure that the project implementation is in line with government policies, guidelines and the evolving framework for sub-national government and follows the provisions of the financing agreements of ADB, IFAD and the Government of Finland. - Advise the Project Directors and the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC continuously to ensure that the project achieve the outcomes and outputs envisaged in the project design and monitoring framework. - Mentor the Project Directors, the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC and the DTL and regularly assist them in the management of the team of staff and consultants (either under firm or individual) so that the Project Directors and Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC and the DTL can manage the 209
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Team Leader’s tasks when s/he is absent. - Provide technical advice to the Ministries, sub-national agencies and consultants responsible for supporting the infrastructure and agricultural livelihoods investments. - Ensure that appropriate quality assurance measures are established and effective so that the design and construction of the infrastructure investments are fit for purpose and are practically and operationally sustainable throughout their design life. - Assist the NCDDS in the recruitment of Specialized Service Providers (SSPs) to monitor the formation of Livelihood Improvement Groups (LIGs), provide capacity building training and mentoring to the LIGs, the delivery improved animal health programs and provide guidance for the commune level procurement of service providers/trainers for technical training in support of livelihood activities. - Provide continuous guidance to the MAFF/GDA in the implementation of the agricultural productivity enhancement program with a particular focus on strengthening the rice and vegetable seed production programs. - Facilitate the liaison between MPTC, MAFF/DCU and MAFF/GDA on matters regarding Rural ICT, agribusiness, extension delivery mechanisms. - Support the Rural ICT interventions, in particular the Mobile Commune Access (MCA) program, and facilitate assistance to the MPTC for the Quick Wins Program and the delivery of the technical training programs to enhance the computer and ICT skills at district and commune level. - Advise the Project in matters relating to planning and preparation of the AWPBs and establishing and operating the M&E system and the associated reporting requirements. - Assist the MAFF/DCU and NCDDS in ensuring that there is national level inter-ministry coordination and cross fertilization and knowledge sharing with the other ADB projects under the Tonle Sap Initiative (TSI) and the projects supported by IFAD and programs of other agencies operating in the project provinces e.g. DAMPTC/DfID, to maximize the synergy of development in the Tonle Sap Basin. - Assist all project consultants and the DCU in ensuring that there is good coordination with MEF, MAFF, NCDDS and MPTC in all policy and major operational matters related to the project implementation e.g. flow of funds to provincial, district and commune councils and propose revisions to the arrangements if necessary. - Ensure that the Project Directors, the Project Managers and staff of the DCU will be able to provide the secretariat services to the PSC with regular physical and financial progress reports, including information on progress made, issues outstanding and actions recommended. - Oversee and coordinate the work of all the project consultants, ensure that they are fulfilling their TORs and handle all administrative matters relating to the consulting company’s or individual contractual arrangements with EAs and IAs. - Provide the Project directors and the Project Managers of MAFF, GDA, NCDDS and MPTC with regular physical and financial progress reports, including information on progress made, issues outstanding and actions recommended. - Coordination with the consulting firm on contracts and personnel of the consulting services. - Undertake other tasks as requested by the Project Directors and the Project Managers. The TL will have the following qualifications and experience: - A relevant post-graduate university degree: formal qualifications in agriculture with the major of agronomy. - At least 15 years of experience in the management of large-scale agricultural and rural 210
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development projects financed by the International Financial Institutions; wide experience of participatory agricultural development, including irrigation. - Sound knowledge of current ADB/IFAD procedures, policies and financial rules and regulations; and Government financial management and administrative procedures. - Proven planning, management and reporting skills. - Computer literacy: word processing, spreadsheets, power point and database programs. - Excellent English communication skills, written and spoken. - Previous experience in Cambodia; some knowledge of Khmer desirable. - Availability and willingness to undertake visits to the target communes. 2.
Deputy Team Leader/Agribusiness Expert (66 pm)
The Deputy Team Leader (DTL), working with the International TL, will report to the MAFF Project Director and the MAFF/DCU Project Manager. He/she will be based at MAFF/DCU office but will work at MAFF/GDA, NCDDS and MPTC on an agreed work plan. S/he will carry out the following tasks: - Advise the Project Directors and the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC on project management and implementation related issues to ensure that the project implementation is in line with government policies, guidelines and the evolving framework for sub-national government and follows the provisions of the financing agreements of ADB, IFAD and the Government of Finland and the inter-agency MOU. - Advise the Project Directors and the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC to ensure that the project achieves the outcomes and outputs envisaged in the project DMF. - Mentor the Project Directors, the Project Managers of MAFF/DCU, MAFF/GDA, NCCDS and MPTC and assist them in the management of the team of staff and consultants. - Ensure that the EAs and IAs and sub-national agencies implement the Gender Action Plan. - Advise the Project in matters relating to planning and preparation of the AWPBs and establishing and operating the M&E system and the associated reporting requirements. - Assist the MAFF/DCU and NCDDS in ensuring that there is national level inter-ministry coordination and cross fertilization and knowledge sharing with the other ADB projects under the TSI and the projects supported by IFAD and programs of other agencies operating in the project provinces e.g. DAMPTC/DfID, to maximize the synergy of development in the Tonle Sap Basin. - Assist all project consultants and the MAFF/DCU in ensuring that there is good coordination with MEF, MAFF, NCDDS and MPTC in all policy and major operational matters related to the project implementation e.g. flow of funds to provincial, district and commune councils and other stakeholders and propose revisions to the arrangements if necessary. - Ensure that the Project Director, the Project Managers and MAFF/DCU staff will be able to provide the secretariat services to the Project Steering Committee with regular physical and financial progress reports, including information on progress made, issues outstanding and actions recommended. - Provide support to the MAFF/GDA and NCDDS in developing standard designs for the onfarm demonstrations that are implemented for LIGs and also determine the technical content of training modules to be delivered by Service Providers to the LIGs. - In collaboration with the NCDDS and MAFF/GDA identify innovative approaches to enhance marketing opportunities for the LIGs and RSPGs based upon their preferred livelihood improvement investments and assist in the design and implementation of pilots 211
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to test these new approaches. - Assist in the design and deliver of training on marketing, value chain analysis and agribusiness (farm as a business) approaches for the sub-national project teams and advisors and provide on-going guidance in the use of these tools to improve marketing efficiencies a d increased returns to LIG members. - Oversee and coordinate the work of the other consultants, ensure that they are fulfilling their TORs and handle all administrative matters relating to the consulting company’s contractual arrangements with MAFF. - Provide the Project Directors and the Project Managers of MAFF, GDA, NCCDS and MPTC with regular physical and financial progress reports, including information on progress made, issues outstanding and actions recommended. - Coordination with the Firm on contracts and personnel of the consulting services. - Undertake other tasks as requested by the Project Directors and the Project Managers. The DTL will have the following qualifications and experience: - A relevant post-graduate university degree in agriculture or combination of education and appropriate agricultural and rural development experience. - At least 10 years’ experience of project management experience in the management of large-scale agricultural and rural development projects financed by the International Financial Institutions; - Good up to date knowledge of ADB/IFAD procedures, policies and financial rules and regulations; and Government financial management and administrative procedures. - Proven planning, management and reporting skills. - Computer literacy: word processing, spreadsheets, power point and database programs. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 3.
Financial Management and Procurement Expert (66 pm)
The Financial Management and Procurement Expert (FMPE) will report to the Project Director and the Project Managers through the TL and DTL. S/he will be based at the MAFF/DCU office but will provide support to MAFF/GDA and MPTC on a regular basis. S/he will carry out the following tasks: - Advise the Project Manager on the Project’s financial management functions in line with the Government’s requirements and systems and ADB and IFAD financing agreements to ensure that the financial managements systems in place will enable funds to flow as and when required. - Advise the Project Directors and Project Managers to ensure the government and external financing for the project will be used and accounted for properly in according with the government regulations and the ADB/IFAD financing agreements. - Advise the Project Managers and the procurement staff of EAs and IAs on the Project’s procurement functions in line with the Government’s requirements and systems and ADB and IFAD financing agreements to ensure that the procurement processes and procedures are in place and adhered to. - Assist the Project Director, the Project Manager and staff of MAFF/ DCU staff to respond to the audit reports and associated management letters. - Advise the Project Directors and the Project Managers on how to address any financial management and procurement issues. 212
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- Assist the Project Directors and Project Managers to respond to the audit reports and associated management letters; advise the Project Director on how to address any financial management and procurement issues raised by the auditor. - Provide financial management and procurement support, contract management, technical back-up and on-the-job training to the staff of the MAFF/DCU and staff of the IAs and agencies involved in project management and coordination in respect the detailed financial management and procurement tasks. - Provide the Project Directors, the Project Managers and the TL and DTL with regular financial progress reports, including information on progress made, issues outstanding and action recommended. - Coach and assist the Project Director and Project Manager and the MAFF/DCU finance and procurement staff in preparation of disbursement and procurement documents. - Undertake other tasks as requested by the Project Director and the Project Managers. The FMPE will have the following qualifications and experience: - A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant. - At least 10 years’ experience with the financial management and the management of procurement of rural development programs/projects, including experience with advising on the design and management of decentralized financial management systems. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations and Government financial management and administrative procedures. - Knowledge of computer information system, word processing, database, spreadsheets and financial and project management software. - Excellent English communication skills, written and spoken; and - Availability and willingness to undertake visits to the target communes. B.
ToRs for consultants based at MAFF/GDA
1.
International Agricultural Policy and Productivity Expert (12 pm)
The international Policy and Agriculture Productivity Expert (APPE) will report to the GDA Project Manager through the TL and DTL. He/she will be based at the GDA office but will have an interaction with the NCDDS agriculture advisor and travel to the target provinces, district and commune whenever required. He/she will carry out the following tasks: -
Advise and assist the Project with the implementation of all aspects of the policy reform agenda.
-
Mentor the National Policy Advisor to enable the Advisor to take over full responsibility for the policy advisory work when he/she leaves.
-
Provide advice to the Project Director and the Project Managers of DCU and GDA on the four aspects of the Project’s policy agenda, as agreed at appraisal. The priorities are the following. First, Good Agricultural Practice (GAP): develop an agricultural production policy to provide technical guidance and support through capacity building and market incentives: the GAP standard for Cambodia will comply with the ASEAN standard and will improve food safety (farm-to-table). Second, Farmer Organizations: to support the Royal Decree, develop the association policy guidelines, identify best practices for their organization, establishment and sustainability, develop the capacity building for farmer organizations, provide a farm produce based information system and develop the policy implementation mechanism and alignment associated with market linkages. Third, Seed Law: to put the 213
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Law into the practice, develop sub-decrees and related guidelines. Finally, the Policy on Agriculture Biotechnology associated with Gene Modified Organism, Live Modified Organism and biotech agricultural food productions is unclear thus investigate the scientific and socio-economic policy options. -
The tasks will include assisting the Project with: (i) preparing appropriate TORs for policy studies, consultants, drafting of sub-decrees, regulations etc.; (ii) reviewing the proposals and approving the necessary funding, and monitoring the work etc; (iii) disseminating the results of studies; and (iv) discussing drafts of proposed sub-decrees etc. with the relevant units within MAFF for subsequent approval and implementation.
-
Assist the National Policy Advisor and the Communications Officer to disseminate policy information relevant for the development of the agricultural and rural development sector through workshop discussions, and the printed and digital media e.g. the project website.
-
Assist the National Policy Advisor and the Communications Officer to analyze, document and disseminate experience learned from field operations of agricultural and rural development projects and programs supported by ADB, IFAD and other partners.
-
Advise the Project on the Project’s law awareness raising activities and help ensure that training/awareness building activities on land access and tenure issues/land titling/land conflict resolution are included as part of the Project’s training activities for the staff working for the project, the CEWs and the members of the commune councils.
-
Provide the MAFF Project Director, the DCU and GDA Project Manager and the TL and DTL with regular progress reports, including information on progress made, issues outstanding and action recommended.
- Undertake other tasks as requested by the MAFF Project Director and the CDU and GDA Project Managers. The APPE will have the following qualifications and experience: - A relevant post-graduate university degree in a technical or social science subject relevant to rural development policy and institutional development. - At least 15 years’ experience of working on policy and institutional development issues in a government environment. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures and policies. - Knowledge of computer information systems, word processing, and database management software. - Excellent English communication skills, written and spoken: knowledge of Khmer an advantage. - Availability and willingness to undertake visits to the target communes. 2.
National Agricultural Policy Expert (30 pm)
The national Agricultural Policy Expert (APE) will be based at the MAFF/GDA office. S/he will provide support to MAFF Project Director and GDA Project Manager to support agricultural policy reviews, the conduct of pilot studies and other activities relating to the program of strengthening the seed production capacity on the Research Stations. S/he will report to the DTL and TL. Specific tasks include but are not limited to: - Work closely with international Agricultural Policy and Agriculture Expert to assist MAFF/DCU Project Director and MAFF/GDA Project Manager to determine the appropriate scope of agricultural policy studies. Such policy studies will include but are not limited to
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quality rice seed production, Good Agricultural Practices (GAP), Agricultural Cooperatives and Contract Farming. - Conduct a stocktaking of on-going policy support by donors and NGOs to avoid any duplication. - Review the existing relevant policies, guidelines and operation manuals to identify the areas that require updating and/or modification. - Assist MAFF/GDA and the Provincial Department of Agriculture (PDA) in developing guidelines for the conduct of Pilot Studies on GAP and Contract Farming, monitor the progress of the Pilot Studies and provide recommendations for future replication. - Assist MAFF/GDA in the delivery of training on quality rice seed production for District Support Teams (DSTs) and Rice Seed Producer Group (RSPG) Leaders. - Review the Business Plans and Financial Analysis for Tek Vill Research Station in Siem Reap province and Balang Research Station in Kampong Thom to ensure that the proposed programs are viable and can ensure sustainable operations of the stations. - Assist MAFF/GDA to develop an Operational and Financial Procedures manual for the Research Stations and provide training to the Research Station staff in the application of these procedures and facilitate the establishment of bank accounts for the both stations. - Guide the PDA and the Research Station Managers in the formulation of seed production plans on the two Research Stations based upon the projected future seed requirements of the RSPGs and other seed producers. - Undertake other duties as direct by the MAFF/DCU Project Director and MAFF/GDA Project Manager. The national AE will have the following qualifications and experience: -
A relevant post-graduate university degree in a technical or social science subject relevant to rural development policy and institutional development: postgraduate study abroad an advantage.
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At least 10 years’ experience of working on policy and institutional development issues in a government environment:
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Knowledge of the government’s ongoing reforms of sub-national government.
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Knowledge of government and ADB and IFAD procedures and policies.
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Knowledge of computer information systems, word processing, and database management software.
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Excellent English communication skills, written and spoken.
- Availability and willingness to undertake visits to the target communes. 2.
National Agriculture Expert (66 pm)
The national Agriculture Expert (AE) will be based at the MAFF/GDA office and will have interaction with the Provincial Agriculture Extension Advisors (PAEAs) and the provincial Livelihood Improvement and Communications Advisers (LICAs) and will travel to the target provinces, districts and commune as required. He/she will report to the MAFF/DCU and MAFF/GDA Project Managers through the TL and DTL and will carry out the following tasks: -
Advise the MAFF Project Director and MAFF/DCU and MAFF/GDA Project Managers on managing and implementing the agricultural aspects of the Component 1 (Commune Development through Block Grants) and any capacity building and institutional reform aspects of Component 2 in MAFF departments and associated agencies, e.g. CARDI.
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-
Assess and provide technical and management support provided to the DSTs engaged in supporting the livelihood improvement activities included in the CIPs and propose improvements where necessary.
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In cooperation with the MAFF/GDA National Extension and Rural ICT Coordinator and provincial LICAs advise on all technical skills training programs for DST, CEWs and VAHWs that are provided by external trainers and service providers.
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Provide advice to the PAEAs, Provincial Agriculture Coordinators and DSTs on the national extension guidelines and protocols, including use of the AEA approach and updating and improvement of the extension guidelines and protocols.
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In cooperation with the MAFF/GDA National Agronomy and Seed Production Coordinator and the National Animal Health and Production Coordinator guide the formulation Technical Improvement Packages (TIPs) that the DSTs will promote for adoption by the LIG members and ensure their viability and propose revisions and define the contents of the technical training and the design of suitable on-farm demonstrations to be established by the Service Providers/Trainers that are recruited by the Commune Councils.
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In cooperation with the MAFF/GDA National Agronomy and Seed Production Coordinator provide guidance to the Research Stations and Rice Seed Producer Groups (RSPGs) during the planning of the rice seed production plans.
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Assist the MAFF/GDA National Agronomy and Seed Production Coordinator in developing guidelines for the formation and strengthening of the RSPGs, establishment of field demos, field days and techno-guides for training of LIG members.
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In collaboration with MAFF/GDA, PACs and PAEAs, advise in the design and delivery of training programs and study tours for RSPG members and LIG members to ensure effective capacity building is achieved.
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In cooperation with the provincial LICAs advise the DSTs and CEWs to ensure they are conversant with the proven processes for forming and training of farmer groups and organizing field days etc., so that these techniques can also be applied to the LIGs.
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Assist the MAFF/DCU team in disseminating agricultural policy information relevant for the development of the agricultural and rural development sector through workshop discussions, and using printed and digital media including the TSSD website to share updated information on improved agricultural production technologies linked to the Mobile Commune Access (MCA) program.
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Provide on-going support for the pilot studies on Good Agricultural Practices and Contract Farming.
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Assist the MAFF/GDA team and the MAFF/DCU Public Communications and Rural ICT Coordinator to analyze, document and disseminate experience learned from field operations of agricultural and rural development projects and programs supported by ADB, IFAD and other partners via the TSSD website.
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Advise on future policy awareness raising activities and help ensure that training/awareness building activities on land access and tenure issues/land titling/land conflict resolution are included as part of the Project’s training activities for the staff working for the project, including CEWs and the Commune Councils.
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Provide the MAFF Project Director and MAFF/DCU and MAFF/GDA Project Managers and the TL and DTL with regular progress reports, including information on progress made, issues outstanding and recommendations made. 216
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- Undertake other tasks as requested by the Project Director and the Project Managers. The AE will have the following qualifications and experience: - Master Degree in Agriculture with postgraduate overseas study an advantage. - At least 15 years of experience in planning and implementing agricultural support programs in Cambodia for an international organization or NGO. - Experience in technology transfer using participatory group approaches, setting up onfarm demonstrations and associated training and extension activities and advising government agricultural counterparts. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures and policies. - Knowledge of computer information system, word processing, spreadsheets and database software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes
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C:
TORs for Consultants based at NCDDS
1.
National Social Development/Gender Expert (29 pm, intermittent)
The national Social Development Gender/Expert (SDGE) Consultant will be based at the NCDDS but will provide technical advice to MAFF DCU, GDA, MPTC and the subnational agencies as well. He/she will report to TL and DTL. Specific tasks include but not limited to: - Review and revise the Gender Action Plan to improve the gender targets based on the revised scope and implementation arrangements. - Assist MAFF and NCDDS in developing TORs for baseline surveys, and developing survey questionnaires, and providing technical guidance for baseline consultants to carry out baseline surveys. - Work closely with the international Agricultural Policy and Productivity Expert, national Agricultural Policy Expert, national Agricultural Expert, and provincial Agricultural Extension Advisors to determine the scope of sex-disaggregated data that need to be collected during baseline surveys, selection and formation of LIGs, design of technology packages/interventions, and identification targeted beneficiaries for training, delivery of training. - Provide support to the counterpart staff in charge of Monitoring & Evaluation at MAFF/DCU, MAFF/GDA, NCDDS and MPTC to ensure that gender target indicators are included in the project M&E system. - Provide support to MAFF, NCDDS and MPTC to include gender data in the quarterly and annual progress reports; and - Monitor the progress of social safeguard implementation in the small-scale Rural Infrastructure rehabilitation under Component 1 to avoid any involuntary resettlement issues and provide guidance to address mitigation measures if needed The SDGE will have the following qualifications and experience: - Master Degree in a relevant Social Science discipline, with postgraduate study abroad an advantage. - At least 10 years’ experience in planning and implementing social development projects/programs in rural areas with NGO employment an advantage. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures and policies. - Knowledge of gender mainstreaming policy/initiatives of the government and development partners - Knowledge of computer information system, word processing, and database management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes.
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National Environment/ Climate Change Advisor (16 pm, intermittent)
The national Environment/Climate Change Exert (ECCE) will work in close cooperation with the two Rural Engineering consultants and other project consultants and staff both at national and sub-national level and will be based at the NCDDS office in Phnom Penh and travelling frequently to the targeted areas. He/she reports to the Project Director and Project Manager of NCDDS through the TL and DTL. He/she will carry out the following tasks: - Advise the EAs/IAs at the national and sub-national levels on the implementation of the government climate change policies and programs during the project implementation. - Assist the EAs/IAs in the identification of suitable measures for climate change adaptation and mitigation for smallholder agricultural producers, the target group and the CCs. - Guide the development of check lists for climate change impacts which can be applied for both rural infrastructure and livelihood supported activities and develop guidelines on how the CCs and LIG members can best respond to increasing climatic variability and the prospects of adverse changes during the design processes. - Prepare materials for the training of commune councilors, CEWs, DST members, as well as trainers at provincial level, in the use of these tools, to enable them to deliver further training at commune level. - Design and facilitate participatory workshops at national and provincial level to raise awareness of the implications of climate change for livelihood activities and provide guidance on the incorporation of appropriate mitigation measures in the design of the livelihood activities undertaken by the LIGs. - Prepare an action plan for the introduction of appropriate participatory tools during the preparation of the CIPs e.g. climate risk maps, local resource maps, community timeline history and focus group meetings. - Provide the NCDDS Project Director and Project Manager, the TL and DTL regular progress reports containing the consultant’s proposals, issues outstanding and further actions recommended. - Prepare and Finalize the Environmental Management Plan. - Ensure integration of the environmental guidelines and criteria for project activities into the guidelines for project activities. - Conduct a review of the adequacy of the environmental safeguarding activities by the commune councils, and make recommendations accordingly. - Ensure that NCDDS and PFT staff have sufficient capacity to take over tasks related to environmental safeguard monitoring and reporting. - Ensure that the environmental awareness and capacity building of the Project adequately covers the requirements for environmental safeguarding. - Provide remedial recommendations to any problems regarding the environmental safeguarding procedures of the Project that might arise during the implementation. - Liaise with staff of other projects under the TSI and related projects. 219
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- Undertake other tasks as requested by the Project Directors and Project Managers. Qualifications and Experience The Environment/Climate Change Expert will have the following qualifications and experience: - A relevant post-graduate university degree in a technical subject relevant to natural resources management (environment and climate change). - 10 years of experience of working on climate change issues: experience working with an NGO would be an advantage. - Experience in environmental management, with knowledge of freshwater lakes and work experience in designing and applying environmental assessment and review procedures Work experience in a similar geographical area is required - Knowledge of the government climate change policy and programs such as NAPA, Pilot Program for Climate Resilience (PPCR) and/or Cambodia Climate Change Alliance (CCCA) and field realities of the implementation of climate change program and climate change adaptation and mitigation measures. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures and policies. - Knowledge of computer information systems, word processing, and database management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 3.
Rural Livelihood Improvement and Gender Coordination Expert (46 pm)
The national Rural Communications and Livelihood Improvement Expert (RCLIE) will provide support to the NCDDS Project Director and Project Manager. He/she will be based at NCDDS office but will work also at MAFF/GDA and MPTC offices as required. S/he will also work in collaboration with the MAFF/GDA Project Manager and MPTC Project Director. S/he will carry out the following tasks: -
Provide advice and guidance to the NCDDS Project Team in the development of guidelines for the formation of the LIGs and the establishment, management and utilization of the GRFs and assist in the delivery of training and mentoring for the sub-national level for the Project field staff.
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Augment the NCDDS Team during the delivery of all training activities for the sub-national Project staff in each province and act as a resource person as needed for selected topics.
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Assist in the formulation of the ToRs for the Specialized Service Providers (SSPs) and in their recruitment to (i) monitor the LIG formation process; (ii) provide capacity building training and mentoring for the LIGs; and (iii) support the LIG animal health improvement and production program.
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Assist in the procurement process for the recruitment of the SSPs and participate in the contract negotiations.
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Assist the NCDDS team during the conduct of the Baseline Survey through checking the data collection process to confirm that adequate baseline information has been collected to satisfy the needs of the TSSD Results monitoring Framework and conducting field visits to monitor the data collection process to ensure that it is conducted in a satisfactory manner.
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In cooperation with the NCDDS Team regularly liaise with the SSP that monitors the formation of the LIGs and assist in resolving any issues relating to the procedures for formation of the groups, and closely monitor the delivery by the SSP of the capacity building training and mentoring programs for the LIGs.
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In cooperation with the PIC Agricultural Expert, the MAFF/GDA team, the PACs, LIMCAs, PAMRICs and PAEAs support the establishment of effective linkages between the DSTs and the LIGs to ensure that the group members are able to benefit from improved agricultural technologies which are promoted under the MCA program through the CEWs as well as other extension outlets/events (i.e. radio, demo, field days, other good experiences/projects) within the province.
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In cooperation with NCDDS, the PACs and PAEAs and the DST members regularly monitor the effectiveness of the MCA program and identify the need for additional extension materials and other hardware which may be required by the CEWs.
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In cooperation with the sub-national teams at provincial and district team closely monitor the recruitment of Service Providers/Trainers that are recruited by the Commune Councils and conduct field visits to observe the delivery of training for LIG members and the establishment of demonstration models and promote the deployment of farmers who managed TSTD models as trainers.
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Assist the NCDDS to develop procedures for monitoring the performance of the GRFs that are established for each LIG and recommend solutions to any specific problems that are identified.
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Assist the NCDDS Team in the conduct of regular technical skills gap analysis for the CEWs and CAAs, as well as the Commune Clerks and other CC members, and in the formulation of annual capacity training building plans and assist in the development of an appropriate evaluation format for the CEWs and CAAs and the composition of the evaluation committee.
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In cooperation with the PACs, PAMRIC and PAEAs and the DST members monitor the effectiveness of the MCA program and identify the need for additional extension materials and other hardware which may be required by the CEWs.
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Assist the MPTC team, LIMCAs and PACs in the establishment of linkages between the LIGs and the agricultural marketing and rural-ICT initiatives including the CECs so that the LIG members are enabled to benefit from improved access to market information and to connect to specific value chains for agricultural commodities.
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In cooperation with the sub-national teams at provincial and district level closely monitor the recruitment of Service Providers/Trainers that are recruited by the CCs, as well as SSP2 and SSP3, and conduct field visits to observe the learning opportunities for LIG members who managed TSTD models or other local expert farmers as trainers.
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Assist the MPTC in the coordination and implementation of the Level 2 and 3 training programs for the DFTs/DSTs, CEWS, CAAs and Commune Clerks to improve their 221
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computer literacy and the use of Khmer FOSS applications, the use of Khmer Unicode input, social media networks and other web based applications. -
Coordinate with the PACs as well as the DSTs in facilitating strong linkages between the CECs that are located within TSSD target districts/communes and the Commune Councils and LIGs.
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Provide guidance to the LIMCAs in each province to ensure effective monitoring of the LIG activities with particular attention to the collection of gender related data and assist them in the preparation of case studies to document the experience of selected LIG households in the adoption of specific livelihood activities and liaise with the MAFF/DCU national Communications/Media Expert on the collation of material for inclusion in the TSSD on-line newsletters.
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Provide guidance to the LIMCAs in each province to ensure that radio program and extension activities are delivered in a timely manner in response to the local needs and priorities of the LIG.
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In cooperation with NCDDS develop data collection formats and update LIG and Gender data to the NCDDS on-line database website.
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Attend the Provincial Monthly Coordination Meetings in all provinces and also join the subnational teams in attending selected District Monthly Coordination Meetings where there are issues arising related to LIG formation.
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Support the NCDDS in fulfilling the reporting functions for Component 1 and specifically for the preparation of the Quarterly Progress Reports.
- Undertake other tasks as requested by the NCDDS Project Director and Project Managers as well as the International Team Leader. The RCLIE will have the following qualifications and experience: -
A relevant university degree in rural sociology and combination of post-graduate qualifications in agriculture with appropriate agricultural and rural development experience.
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At least five years’ experience of work in a similar capacity on large-scale agricultural and rural development projects financed by the International Financial Institutions;
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Extensive knowledge of community and rural development with experience of livelihood improvement activities for poor rural communities and in facilitating the adoption of market based agricultural production;
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Sound understanding of rural community structures and dynamics and appreciation of gender roles and the needs of ethnic minorities;
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Familiarity with similar projects supported by ADB and/or IFAD;
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High level of computer literacy including word processing, spreadsheets and power point programs.
- Excellent English communication skills, written and spoken. - Willingness to conduct regular visits and work in rural areas and remote communes/villages. 222
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D.
ToRs for consultants based in provinces
1.
Rural Infrastructure Experts (57 pm, x2)
The two Rural Infrastructure Experts (RIEs) will be based at the provincial level working within the Provincial Administration. Each RIE will be responsible for two provinces. He/she will report to the Provincial Project Management Advisor (PPMA) and the NCDDS Project Manager. The roles and responsibilities of the Rural Infrastructure Engineer in relation to the Project are the following: - Work closely with the Provincial Planning and Investment Division (PPID) staff at the provincial level and with Technical Support Unit staff at district level to advise the CCs on the implementation of small infrastructure best practices, including quality control, and monitoring for small infrastructure sub-projects implemented by communities, contractors, or line departments. - Gather and review information on existing engineering standards used by government departments in the design of activities and estimation of quantities and recommend acceptance or modification of these standards based on current best practices in small infrastructure design, bearing in mind the level of technical ability of implementing technical departments, probable contractors, and CCs. - Recommend methods and procedures for survey and estimation of quantities, use of local materials, and cost estimation procedures, and introduce cost effective and transparent methodologies for implementing small projects according to existing government procedures and ADB procurement guidelines to be incorporated in the Project Infrastructure Operations Manual. - With the PPID staff and district technical support staff, provide assistance to the CCs in the identification of selection of small scale infrastructure projects to be financed by the Project from amongst those proposed by communities in their CIPs. - Review and check the designs for all Commune Block grant/Social Infrastructure Projects which are prepared by a Technical Assistant hired by the CCs, identify design faults and inform the Technical Assistant, and, after the necessary revisions have been made, provide a certification of the design before it is submitted to the CC. - In cases where the CC are unable to identify a suitably qualified Technical Assistant to undertake the design provide direct assistance in the preparation of the design for submission to the CC. - During the construction period, for all Commune Block grant/Social infrastructure projects, conduct regular site visits with the assigned PPID staff to monitor the work and provide a certification of the Progress Reports prepared by the Technical Supervisor at each stage of construction which is linked to a progress payment before submission to the CC. - In any case where technical design specifications have not been met, immediately inform the PPID responsible staff and CC Chief in writing and furnish a copy of this report to the PPMA and NCDDS Project Manager.
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- Provide capacity building to the Technical Supervisors, representatives of the Commune Project Management Committee on the procedures for monitoring the construction of Commune Block Grant/SI projects. - Review the existing standards, specifications, and designs for various types of infrastructure and make recommendations for low-cost and appropriate designs for all categories of infrastructure that also define the contribution of local communities in view of existing capacities, cost sharing, as well as O&M. - Assess potential infrastructure environmental impact, with attention to environmental remediation by provincial technical departments, contractors, and participating communities according to ADB standards. Also Identify sub-projects in which the Project’s land acquisition and resettlement framework must be applied to guide planning and implementation. - Design Participatory Monitoring Procedures (PMP) for use by project committees of local residents and provide training to the Provincial Administration staff involved in the Project, commune staff and Project Owner Group members on their application. - Recommend appropriate O&M training and procedures for participating communities taking over completed works. Qualifications and Experience - Degree in engineering and further training relevant to rural infrastructure design and construction. - At least 10 years of experience in the design and construction supervision of small-scale rural infrastructure projects. - Five years project management experience. - Two years of experience working in collaboration with government officials. - Previous and relevant experience (at least three years) working with NCDD program is an added advantage and may compensate for lack of some qualification in the other areas. - Above average training, communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports.
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II.
ToRs of Individual Consultants
A.
Consultants recruited by MAFF
1.
International Good Agricultural Practices (GAP) Adviser
In the light of the lack of technical expertise in Cambodia on GAP the MAFF/DCU will recruit one International Expert to provide guidance on the strategy for the GAP Pilot Study, development of GAP standards for Cambodia, and assist in the development of appropriate TOT and Farmer Field School (FFS) training modules. -
Advise MAFF/GDA and the PIC team on developing the agenda, presentations and handouts for the National GAP Workshop which will be conducted shortly after the ASEAN GAP meetings in Phnom Penh. The consultant should prepare and present a PPT at the workshop that covers at least the following points: what is GAP and ASEAN GAP; why is it important for Cambodia; what has been done already to develop GAP in Cambodia; what are the major challenges and opportunities for developing GAP in Cambodia; what are the major lessons learned in developing and implementing GAP in other countries globally and within ASEAN in particular; essential elements of implementing a pilot study; steps for developing GAP in Cambodia; etc…
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Assist the GAP Task Force to develop a Cambodia GAP manual which includes social and gender related issues.
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Assess the laboratory infrastructure and capacity needs at MAFF/GDA and in Siem Reap for the pilot study, and advice on the development of capacity for testing related to GAP identifying the facilities and capacity (including training) needs at MAFF/GDA and for PDA in Siem Reap. This may include identifying needs for testing kits to be placed in Siem Reap, and recommending specific kits for the project to purchase.
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Assist the GAP Task Force to design and prepare curriculum for TOTs which will build capacity among SRP PDA staff, PAEA and Service Providers to deliver FFSs specifically designed for vegetable GAP training to farmers. Train trainers prior to the start of first TOT and participate in and mentor trainers during the FFS and give feedback after first TOTs.
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Assist the GAP Task Force to develop a curriculum for FFSs, including session on social and gender issues, for vegetable GAP training, and to develop GAP protocols for specific vegetable crops to be piloted.
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Design and deliver training for GAP auditors.
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Assist GAP Task Force to design and deliver consultative workshop for all supply chain stakeholders to document experience of Cambodia GAP pilot study during year one and to identify priorities for support in 2014/15. Based on this workshop complete a review of all project materials and assist the GAP Task Force to develop a roadmap for TSSD support to Cambodia GAP development for remainder of project duration.
Qualifications and Experience The international expert on GAP will need to have the following key skills: -
An advanced degree in food technology, sanitary and phytosanitary practices, and/or microbiology; and at least ten years relevant experience in developing and/or implementing GAP standards.
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- Master degree of doctorate in agricultural related discipline and post-graduate training in food health and safety issues. - Sound comprehension of GAP and detailed knowledge of ASEAN GAP in particular and strong background in food safety and health issues. - Extensive experience in assisting other countries in the region, and especially government stakeholders, to develop GAP standards and protocols. - Past experience in the assessment of laboratory and testing capacities related to GAP standards. - Experience in the design and delivery of the TOTs on GAP-related topics. - Ability to interact with stakeholders operating at different levels (Government, existing GAP Task Force, farmers, and other private sector stakeholders); - Previous experience in the Cambodia agriculture sector is preferred. Fluency in English is required. - Excellent speaking and writing skills in English. 2.
International and National Mid-Term Review Consultants
The MAFF/DCU will recruit two independent consultants (one international and one national) to prepare for and assist during the conduct of the MTR. The two consultants will work together through a joint work plan and the international consultant will take the leading role to ensure that all deliverable are produced. The consultants will be working with both the financiers (ADB/IFAD/GoF) as well as the project teams at national and sub-national level. The consultants will report to the MAFF/DCU and NCDDS Project Directors as well as to ADB. The specific ToRs for the consultants are as follows: (a) Relevance of the initial and current project design: Examine the initial project design as described in the original Project Administration Manual (PAM) and assess the modifications that have been made during the initial years of implementation, assessing the relevance of the project outcome and outputs within the context of the current situation within the TSSD targeted areas: - Review the institutional, administrative and organizational aspects of the project in the context of the current design and approach to identify areas for further improvement to ensure better progress can be achieved. - Review the Design and Monitoring Framework (DMF), assess the relevance and measurability of the results indicators at outcome and output level. - Review the assumptions and risks in the DMF and update these as appropriate taking into account the changes that have occurred in the technical and economic situation within the project targeted areas and determine the need for updating the Risk Management Matrix. - Review the grant/loan covenants and assess whether they are still relevant or need to be amended, or waived due to changing circumstances. - Make an assessment of the need to restructure or reformulate the project, the effects of this on the immediate objectives (purpose) and long-term goals of the project, the scope of change in design and implementation arrangements if any, and the need for an extension of the grant/loan duration and the required budget;
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(b) Overall physical progress under each output by each EA/IA against the original global work plan: The Quarterly and Annual Progress Reports that are submitted by MAFF/DCU will be reviewed as well as the Activity Monitoring Frameworks to assess the physical progress that has been achieved together with samples of safeguard reports and the updates of the Gender Action Plan. - For each output, review the progress of each activity against the global targets that were set in the original design and the annual targets set in the Annual Work Plans. - Determine the extent to which the global targets for each activity will be achievable, identify the constraints that may limit their achievement and propose possible modifications in project design and/or approach to ensure greater success. - Under Output 1: Commune Development through Block Grants (i) assess the scope of the rural infrastructure sub-projects in each province and the extent to which they are contributing to increased agricultural productivity and marketing of farm products; (ii) review the progress of the Livelihood Improvement Groups (LIGs), the scope of their livelihood activities and modality of effective technical supports required and the utilization of their Group Revolving Funds (GRFs); (iii) assess the progress with the capacity building programs for the Commune Councils (CCs) and their impact; and (iv) the utilization of the commune block grants by the CCs. - Under Output 2: Enabling environment for increased agricultural productivity and diversity (i) review the progress with improvements to the agricultural policy environment focusing on the progress of the pilot study for Good Agricultural Practices (GAP) and contract farming for rice seed production; (ii) assess the program of strengthening for the research stations and the steps that have been taken to ensure sustainability of operations; (iii) assess the support for the Rice Seed Producer Groups, their levels of management capacity and seed production activities including levels of sales of commercial seed to the LIGs; (iii) review the scope of the Mobile Commune Access (MCA) program and progress including the levels of utilization of the Communication and Extension Centres (CECs), which were formerly known as Telecentres, that are located within the target communes, and the delivery of computer and ICT skills training program for the district/commune level. - Under Output 3: Effective Project Management (i) assess the levels of capacity of the national and sub-national teams to support the project implementation and identify weaknesses in capacity; (ii) review the content of the PAM and identify the need for further revision and/or improvement in the document; and (iii) review the procurement plan and update as necessary. - Review the environmental assessments and land acquisition procedures for the rural infrastructure sub-projects and the climate change mitigation measures that have been introduced for both rural infrastructure sub-projects and livelihood improvement activities. - Assess the progress that has been made on the Gender Action Plan and the level of integration of social concerns into the implementation strategies to ensure that there is equality of opportunity for women and men and also measures to ensure that disadvantaged groups within the targeted areas are adversely impacted. (c) Results of the baseline survey, the response to the requirements of the Results Monitoring Framework and the application of the current M&E systems: The Final Report of the Baseline Study will be reviewed to assess the relevance and appropriateness of the targets 227
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that have been set for the indicators at output and outcome level, the level of utilization and understanding of the Results Monitoring Framework and the application of the Activity Monitoring Framework as a management tool. - Review the results of the Baseline Survey to determine in particular if the data collected is applicable to the indicator targets at output and outcome level, as well as the overall project impact, and determine whether these indicators continue to be appropriate and measurable. - Review the Results Monitoring Framework including the updates that have been made, the progress towards achievement of the targets and the need for modification to reflect changes in the situation with the project targeted areas. - Assess the Activity Monitoring Framework based upon the current Annual Work Plan, the scope of the indicators and the effectiveness of the framework to guide the management of the project and its utilization in the formulation of the Quarterly Progress Reports. - Provide recommendations for improvement in the current monitoring system including the need for specific training to improve the understanding and application of the system especially at sub-national level. - Assess the progress with the establishment of the project databases covering rural infrastructure sub-projects, livelihood activities, capacity building training and workshops, etc., and their effectiveness in generating relevant and appropriate data to the Activity Monitoring Framework. (d) Future focus of the project activities and the strategies for effective phasing out: Based upon the assessment of the progress towards the achievement of the overall project impact and outcome explore the implementation strategies that will be required to ensure an effective phasing out of support and the achievement of sustainability of the activities. - Under each Output review the measures that are in place to ensure sustainability of the project activities and propose adjustments to these to ensure that wherever possible the activities can be sustained from local resources. This will include in particular (i) operation and maintenance of the rural infrastructure sub-projects and the extent to which this is being achieved through the CCs; (ii) management of the livelihood activities by the LIG members and the level of repayment by the group members to repayment of their loans to GRFs; (iv) progress of capacity building for the LIGs delivered by Specialized Service Provider (SSP2); (iv) progress of the Animal Health Support Program under SSP3; (v) recruitment of service providers/trainers to provide technical training/demonstrations for the LIGs; (vi) progress towards the sustainability of the GAP initiatives as well as the contract farming support for rice seed production; (vii) institutionalization of the rice seed production program through research stations and RSPGs; and (viii) use of mobile technologies for the delivery of extension services through the MCA and the CEWs. - In the case of each of these aspects of the project, determine the strategies for the successful phasing out of the project support and a schedule for the introduction of any changes required to the approach. - Assess the likelihood of sustainability of project activities in the future and also propose measures that can be introduced to raise the levels of sustainability.
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(e) Current budget utilization and determine the need for reallocation of funds: Assessment of the global budget allocations and examine the levels of utilization across each IA as well as by output to identify areas of over- and under-expenditure. - Examine the patterns of contract awards and disbursement across each IA since the commencement of the project and the rates of disbursement for each output and assess the likelihood of achieving full utilization of the available funds in each case. - Review of the levels of expenditure on operational costs including the allocation of funds to counterpart staffing and identify the levels of over-expenditure that will be incurred. - Identify areas where there is under expenditure, examine the reasons for this and whether the allocated funds can be fully utilized in order to identify areas where there are potential savings. - In the case of savings that are likely to be available propose reallocation of these funds to other activities to enable further expansion as well as the possible introduction of new activities. (f) Future budgetary requirements and schedule for project financiers: Review of utilization of the funds under each grant/loan that is supporting the project and the future projections of contract awards and disbursement by each EA/IA. - Review the project mechanisms for fund flows and disbursement for all grants and loans and identify issues and required actions to ensure full utilization of the funds within the implementation period. - Recommend changes to the fund flow mechanism to overcome any constraints identified in the current system. - Review the Procurement Plan and current contract awards including those for consulting services. - Prepare a schedule for the remainder of the project life for funds utilization under each of the project financiers in particular for the Government of Finland in view of the closure of that Financing Agreement at the end of 2014. (g) Requirements for future mobilization of government counterpart staff and project advisers/consultants to provide technical support: Review the current levels of counterpart staffing and consultant support of the project and the expected requirement for future support during the remainder of the project life. -
Review the current levels of government counterpart staff at national and sub-national level and their respective levels of performance and contribution to the project implementation.
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Determine the levels of government counterpart staffing that will be required per year until the completion of the project to identify areas where there can be cost savings.
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Review of the effectiveness and adequacy of the national advisers that have been recruited by the EAs at both national and provincial level and determine whether any changes to the levels of support may be required.
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Review the performance of the Project Implementation Consultants (PICs) and assess the need for modification of the future schedules for the individual team members.
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Qualifications and Experience - Both consultants should have qualifications in agricultural economics or a related discipline and substantial regional experience in agricultural development projects with a focus on poverty reduction and livelihood improvement. - The international expert is required to have post-graduate qualifications in agricultural development and at least 20 years’ experience in senior roles concerning planning and implementation of agricultural development projects - The national expert will be required to also hold post-graduate qualifications in agriculture development and have at least ten years’ experience in similar fields and to have extensive local knowledge of the crop production sector in Cambodia. 3.
International consultant for Preparation of GDA Crop Vision Statement for 2030
MAFF/GDA requires technical support during the conduct of diagnostic studies will lead to the identification of the potential for future growth in Cambodian agriculture and enable the definition of a Vision Statement for Crop Production in Cambodia by 2030. One international consultant will be recruited for a period of two months to lead the conduct of these studies alongside a national consultant. The international consultant will carry out the following tasks: -
In consultation with MAFF/GDA and SNEC reach a consensus on the scope, format and content of the Master Plan for Crop Production in Cambodia by 2030.
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Provide advice to the national consultant during the conduct of (i) a comprehensive assessment of the current levels of production and profitability for both major and minor crops; (ii) an analysis of the current levels of farm profitability for selected major crops to assess the impact of current agricultural policies on farm profitability and returns to labor; and (iii) a comparison of the expected costs and benefits of various policy scenarios and using the data from farm budgets.
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Provide guidance during the analysis of the evident policy implications from the above including issues related to alternative land uses, the benefits of mechanization, the scope for supporting productive partnership between smallholders and semicommercial producers/processors and the likely magnitude of the impact of different policy reforms/program instruments.
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Drawing upon regional experience present examples of successful models for improved agricultural crop productivity and improved farm profitability that may be applicable in the Cambodian context and provide guidance on their application taking account of comparative advantages that may exist for specific geographical areas.
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Guide the compilation of an overall assessment of the potential scenarios for agricultural crop production towards 2030 taking into account all of these analyses and simulations, including ASEAN integration, and provide an indication of the levels of production that can be achieved by 2030 in Cambodia for presentation and review at the final stakeholder consultative workshop.
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Based upon the consensus achieved during this workshop develop a final version of the Master Plan for Crop Production in Cambodia by 2030 identifying clearly assumptions which have been made and the respective roles of both private and public
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sector stakeholders in realizing these goals for the endorsement by MAFF to SNEC and ADB. Qualifications and Experience -
Degree in agricultural related discipline with post-graduate qualifications in similar agricultural economics.
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At least 20 years’ experience in senior roles concerning agricultural development planning with a focus on national agricultural crop production systems and value chain analysis.
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Sound understanding of the implications for agriculture in Cambodia of integration into the ASEAN community.
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Familiarity with agricultural production systems in Cambodia an advantage.
4.
National consultant for Preparation of GDA Crop Vision Statement for 2030
MAFF/GDA requires technical support during the conduct of diagnostic studies will lead to the identification of the potential for future growth in Cambodian agriculture and enable the definition of a Vision Statement for Crop Production in Cambodia by 2030. One national consultant will be recruited for a period of two months to lead the conduct of these studies alongside a national consultant. The national consultant will carry out the following tasks: -
In consultation with MAFF/GDA and SNEC reach a consensus on the scope, format and content of the Master Plan for Crop Production in Cambodia by 2030.
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Conduct a comprehensive assessment of the current levels of production and profitability for both major and minor crops at both smallholder and medium scale production utilizing all available secondary sources of data supplemented by primary data collected through field surveys where necessary in order to define the main constraints to increased crop productivity and identify potential means of mitigation and the areas with the greatest potential for expansion.
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Analyze the current levels of farm profitability for selected major crops and assess the impact of current agricultural policies on farm profitability and returns to labor by adjusting the basic models to reflect changes in levels of productivity, and assess the sensitivity to increases/decreases in input costs and market prices.
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Compare the expected costs and benefits of various policy scenarios and using the data from farm budgets, compare the impact of different public programs such as agricultural extension, rehabilitation and better maintenance of irrigation systems, improved farm market access etc., on farm profitability and returns to labor.
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Discuss the evident policy implications from the above including issues related to alternative land uses, the benefits of mechanization, the scope for supporting productive partnership between smallholders and semi-commercial producers/processors and the likely magnitude of the impact of different policy reforms/program instruments.
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Drawing upon regional experience present examples of successful models for improved agricultural crop productivity and improved farm profitability that may be
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applicable in the Cambodian context and provide guidance on their application taking account of comparative advantages that may exist for specific geographical areas. -
Compile an overall assessment of the potential scenarios for agricultural crop production towards 2030 taking into account all of these analyses and simulations, including ASEAN integration, and provide an indication of the levels of production that can be achieved by 2030 in Cambodia for presentation and review at the final stakeholder consultative workshop.
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Based upon the consensus achieved during this workshop develop a final version of the Master Plan for Crop Production in Cambodia by 2030 identifying clearly assumptions which have been made and the respective roles of both private and public sector stakeholders in realizing these goals the for endorsement by MAFF to SNEC and ADB.
Qualifications and Experience
5.
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Degree in agricultural related discipline with post-graduate qualifications in similar agricultural economics.
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At least 10 years’ experience in advanced research and analytical methods in agricultural economic and policy assessments, agricultural value chains and analysis of agricultural investments.
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Extensive local knowledge of crop production in Cambodia and some knowledge of ASEAN integration. National Finance and Administration Adviser
The MAFF/DCU will recruit a national Finance and Administration Adviser (FAA) to support the national counterpart staff responsible for finance and administration at MAFF/DCU, MAFF/GDA and MPTC. S/he will be based at MAFF/DCU and will report to MAFF Project Director and the MAFF/DCU Project Manager and will carry out the following tasks: -
Advise the MAFF Project Director, DCU Project Manager and the related staff from MAFF DCU, GDA and MPTC on the Project’s financial management functions in line with the Government’s requirements and systems and ADB and IFAD financing agreements to ensure that the financial managements systems in place will enable funds to flow as and when required.
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Advise the MAFF Project Director, DCU Project Manager and the related staff from MAFF DCU, GDA and MPTC to ensure the government and external financing for the project will be used and accounted for properly in according with the government regulations and the ADB/IFAD financing agreements.
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Advise the MAFF Project Director and DCU Project Manager, and the related staff from MAFF DCU, GDA and MPTC including the procurement staff on the Project’s procurement functions in line with the Government’s requirements and systems and ADB and IFAD financing agreements to ensure that the procurement processes and procedures are in place and adhered to.
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Advise MAFF Project Director and the DCU Project Manager on the TOR for the audit(s) and assist the DCU in assessing the proposals received from potential auditors acceptable to ADB and IFAD. 232
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Provide financial management and procurement support, contract management, technical back-up and on-the-job training to the finance and administration staff from MAFF DCU, GDA and MPTC to the staff of the DCU and staff of other IAs and agencies involved in project management and coordination in respect the detailed financial management and procurement tasks.
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Provide the MAFF Project Director and DCU Project Manager with regular progress reports, including information on progress made, issues outstanding and action recommended.
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Coach and assist the Project Director and Project Manager and the DCU finance and procurement staff in preparation of disbursement and procurement documents.
- Undertake other tasks as requested by the Project Director and the Project Managers. Qualifications and Experience The FAA will have the following qualifications and experience: - A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant. - At least 10 years of experience with the financial management and the management of procurement of rural development programs/projects, including experience with advising on the design and management of decentralized financial management systems. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations and Government financial management and administrative procedures. - Knowledge of computer information system, word processing, database, spreadsheets and financial and project management software. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 6.
Provincial Agricultural Extension Advisers
The MAFF/DCU will recruit Provincial Agricultural Extension Advisers (PAEAs) to work in four provinces to provide technical support to the PAC and DSTs. S/he will be based within the provincial PID and will report to the PAC under the PDA and also to the MAFF/GDA Project Manager. S//he will also work closely with the relevant members of the PIC team also. The PAEA will carry out the following tasks: - Liaise with the PDA, MAFF/GDA and DAHP of the MAFF to incorporate their strategic plan (following updated CNSDP and MAFF/ASDP 2009 - 2013) for the application of new developments in agricultural technology. - Present annually the MAFF/Budget Strategic Plan to the relevant sub-national planners for inclusion in their work plan. - Assess existing rice-based and integrated farming system technologies and potential technologies, including those successfully being used elsewhere in the region, which are suitable and applicable in the project area.
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- Ensure that all DSTs use the AEA approach in a way that is consistent and appropriate for all integrated rice-based farming systems. - In cooperation with the LICA and PAMRICT Coordinator (under PDA) support the establishment of effective linkages between DSTs and the LIGs to ensure the group members benefit from the improved agricultural technologies promoted under the MCA Program in supporting the CEWs. - In cooperation with the LICA, PARICT Coordinator, DST members and the MAFF/GDA National Extension and Rural ICT Coordinator regularly monitor the effectiveness of the MCA program and identify the need for additional agricultural extension materials. - Work with the service providers/trainers recruited by the CCs and CEWs to ensure that the implementation of activities by the LIGs is consistent with the requirements of the local communities. - Ensure that gender considerations are mainstreamed in the project agricultural development activities. - Liaise with other projects/programs to ensure that all rural development activities at commune and district levels are complementary. - Participate in the Technical Meetings and Policy Guidance Meetings conducted by the agriculture sector. - Assist project evaluation, including cost benefit analysis, of the project crop and livestock interventions, and conduct an impact evaluation at selected project sites of the agricultural services delivered. - Assist in monitoring seed production activities in the stations, RSPGs and other associations in order to ensure seed quality. - Assist in the development of necessary documents and materials for seed production training and field demonstrations as well as to monitor results and assess the impact. - Carry out other tasks as required by the Project Managers of MAFF/GDA and MAFF/DCU. Qualifications and Experience The PAEAs will have the following qualifications and experience: - Master degree in an agricultural discipline with postgraduate an advantage. - At least 10 years of experience working in agricultural development programs or projects and experience of ADB and/or IFAD procedures, policies and financial rules and regulations; experience of working at sub-national level and for an NGO program would be an advantage. - Knowledge of government policies and procedures, and the government on-going reforms of sub-national government. - A good knowledge of the agro-ecological environment and of rice-based farming systems in the project area. - Good communication and documentation skills in Khmer and English and advanced computer skills (MS Office).
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B.
Consultants recruited by NCDDS
1.
Decentralization and & Deconcentration Management Adviser
The NCDDS will recruit a National Decentralization & Deconcentration Management Advisor (DDMA) to provide support to the implementation of the TSSD. The Advisor will be based in the NCDDS/Project Support Team (PST) and will report to the NCDDS Project Director and the Project Manager and carry out the following tasks: -
Advise the NCDDS/PST in the implementation of the roles and responsibilities for NCDDS under TSSD.
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Advise the NCDDS/PST and MAFF and MPTC on implementing the D&D program in the agricultural sector and other sectors, particularly in the areas of rural productive service delivery and the devolution of functions from the national to the sub-national levels.
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Assist the NCDDS/PST to ensure that the sub-national IAs effectively implement the government’s strategies of decentralization, de-concentration, gender mainstreaming, natural resource management and poverty alleviation.
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Assist the NCDDS/PST to coordinate with other ministries & IAs in the implementation of the TSSD and with other development agencies with projects/programs in the project area.
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Advise the NCDDS/PST on how to improve the D&D systems and procedures for the effective implementation of the TSSD.
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Assist the NCDDS/PST to prepare their AWPBs based on the consolidated proposals from the four provinces, and to ensure that all project activities are implemented in accordance with AWBP effectively.
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Ensure that the management practices of all staff involved with TSSD are effective, efficient, accountable, transparent and of a high quality.
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Advise and assist the NCDDS/PST staff in management, coordination, financial management, procurement and other tasks for the implementation of TSSD.
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Provide training to staff of NCDDS/PST in project management and other areas as required and advise national and provincial government staff on monitoring the impact of training activities.
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Assist the NCDDS/PST in organizing and facilitating any training or workshop at national and sub-national level.
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Assist the NCDDS/PST to develop any necessary guidelines or manual for the project, and review its guidelines/manuals base upon lessons learned from field application.
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Advise the NCDDS/PST on ways to improve the effectiveness and efficiency of M&E, supervision and reporting systems and procedures, the financial management system and internal controls at national and sub-national levels.
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Provide advice and assistance to national and provincial IAs in monitoring, reporting (progress reports) and evaluating the implementation of TSSD in accordance with the M&E Plan to assess the Project’s effectiveness and impact.
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Work closely with Project Implementation Consultants (PIC) to ensure that the technical advisories are appropriate provided by each consultant.
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Work closely with Database Management Advisor to ensure that project database as required are developed and trainings are provided to project staff at sub-national level.
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Support the effective communications and coordination with sub-national officials and advisors directly involved with specific project implementation including preparation of periodic project management meetings at national and sub-national level;
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Support effective communications and coordination between the NCDDS and other EA/IAs of the project or and the concerned DPs for project implementation.
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Make regular monitoring and supervision visits of the four project provinces and provide backstopping as necessary for project staff and C/S in order to make sure that all project activities are implementing in accordance with procedures and effectively.
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Assist the NCDDS/PST to compile quarter progress report which is prepared by each province, and submission to PIC team leader for consolidation.
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Assist the NCDDS/PST to conduct prior or post review of any documents which is required by ADB for sub-project implementation and as necessary providing feedback or advice to improve the compliance procedures.
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Assist the NCDDS/PST to facilitate regular project review mission of ADB/IFAD and or other training workshop which is conducted by ADB to the project.
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Assist the NCDDS/PST to review commune bid announcement to be posted and upload any necessary project documents in NCDDS website.
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Assist the NCDDS/PST to cooperate and supervise all recruited service providers namely SSP1, SSP2, SSP3 and SPs and make sure that all services delivered are in compliance with NCDDS procedures and guidelines.
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Prepare monthly and other work-plans and reports as required.
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Assist the NCDDS/PST to undertake staff recruitment and performance evaluations.
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Assist the NCDDS/PST to prepare documents that analyze the lessons learned from the implementation of the D&D program of TSSD for dissemination.
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Undertake other tasks as requested by the Project Director and the Project Managers.
Qualifications and Experience The national DDMA will have the following qualifications and experience: - A relevant post-graduate university degree or combination of education and appropriate experience. - At least 10 years experiences in the management of large-scale development projects financed by the IFIs; good up to date knowledge of ADB/IFAD procedures, policies and financial rules and regulations. - Proven planning, management and reporting skills in decentralized rural development. - Computer literacy: word processing, spreadsheets, power point and database programs. - Excellent English communication skills, written and spoken. - Availability and willingness to undertake visits to the target communes. 236
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Finance Adviser
The NCDDS will recruit a national Finance Adviser with a background in financial management and procurement responsible for overseeing the project financial management at NCDDS/PCT. The Advisor will be based in the NCDDS/Project Support Team (PST) and will report to the NCDDS Project Director and the Project Manager and carry out the following tasks: -
Reporting to the Project Manager, the consultant will be responsible for: (i) training and developing capacity of the counterpart's accountant, and mentoring him or her throughout the life of the Project; (ii) establishing the Project’s financial systems and ensuring the implementation of all project-financed activities in line with ADB procedures and requirements; (iii) check and review all payment orders for signature by project management and ensuring the financial transactions are properly recorded and accurately; (iv) coordinating with the MAFF's DCU finance specialist, the Ministry of Economy and Finance (MEF), and other concerned parties to ensure prompt and correct disbursements and reporting; (v) maintaining books, vouchers, and receipts according to ADB requirements, and making them available to auditors and other authorized officials; and (vi) preparing quarterly and annual financial progress reports on the Project.
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Ensuring that all the financial aspects of the Project activities compliance with all financial covenants and other obligations in the agreements.
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Manage the project’s financial management functions under NCDDS/PST in line with the Government’s requirements and systems, and ADB and IFAD financing agreements.
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Ensure that the financial managements systems, fund flow procedures at sub-national level and procedures for the use of special advances enable funds to flow as and when required to the provinces, districts and commune councils.
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Advise the Project Manager and the procurement staff on the Project’s procurement functions in line with the Government’s requirements and systems and ADB and IFAD financing agreements to ensure that the procurement processes and procedures are in place and adhered to.
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Provide the financial management and procurement support, contract management, technical back-up and on-the-job training to the staff of the NCDDS in respects the detailed financial management and procurement tasks.
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Assist the Project Director, the Project Manager and NCDDS staff to respond to the audit reports and associated management levels; advise the Project Manager on how to address any financial management and procurement issues raised by the auditor.
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Ensure that the NCDDS/PST can undertake the following detailed financial management tasks.
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Provide financial management support and staff training to the staff of the NCDDS/PST and institutions at the sub-national level.
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Assist the Project Director, the Project Manager and the NCDDS finance and procurement staff in preparation of disbursement and procurement documents.
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Ensure the same staff have a good understanding of all the government administrative/ personnel policies including those related to: (i) asset inventories; (ii) proper and effective use, maintenance, storage and disposal of equipment; (iii) maintenance of offices; and (iv) 237
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management of correspondence. -
Prepare regular reports on the performance of the NCDDS/PST’s financial management covering progress, problems faced and resolved for submission to the Project Director and the Project Manager.
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Provide the Project Director and Project Manager and the TL and DTL of MAFF supervised TA with regular status reports, including information on progress made, issues outstanding and action recommended.
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Processing the procurement of goods, services following procedures acceptable to the Financiers.
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Closely coordination with MEF and ADB-CARM and Financiers in follow up the withdrawal applications by make sure that the fund is available in time to avoid any financial discrepancy.
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Develop the MOUs between LIGs and CCs on block grant transfer for Group Revolving Funds and how to use the fund for service providers (contract award), and to fund proposal for demonstrations on livestock by SSP3 and on child nutrition by CCWC.
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Develop and revise the financial template for communes in utilizing the CDF LIG fund and provide coaching to CC to ensure they can manage fund in the correct way.
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Undertake other tasks assigned as requested by the Project Director and the Project Manager.
Qualifications and Experience The national FA will have the following qualifications and experience: - A relevant post-graduate university degree and/or combination of appropriate experience, preferably a Certified Public Accountant or Chartered Accountant. - At least 10 years of experience with the financial management and the management of procurement of rural development programs/projects, including experience with advising on the design and management of decentralized financial management systems. - Knowledge of the government’s ongoing reforms of sub-national government. - Knowledge of government and ADB and IFAD procedures, policies and financial rules and regulations and Government financial management and administrative procedures. - Knowledge of computer information system, word processing, database, spreadsheets and financial and project management software. - Excellent English communication skills, written and spoken; and - Availability and willingness to undertake visits to the target communes. 3.
Database Management Adviser
The NCDDS will recruit a national Database Management Adviser (DBMA) with a background in data analysis and database management to develop an on-line system to enable the entry of data into the various existing computerized DMSs (NAD, PID, CDB, etc.) and to develop and maintain a simple unified Management Information System (MIS). S/he will assist in development methods for efficient data collection and processing to support the monitoring and evaluation functions. The Advisor will also liaise closely with Systems Development Team in the NCDDS IT section. The Advisor will be based in the NCDDS/ PST and will report to the NCDDS 238
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Project Director and the Project Manager and will work closely with the TSSD Advisors at both national and provincial level as well as relevant members of the PIC team. S/he will carry out the following tasks: - Initially manage the use of the computerized NCDD Database system by TSSD for the entry of data relating to bidding announcements and contract awards. - Conduct provincial visits to consult with users in order to (i) review the existing NCDD DMSs to gain the user’s perspective and make recommendations to the TSSD on required programming/design changes; and (ii) identify training needs to enable an increased utilization of the NCDDS DMSs by the sub-national teams. - Develop adequate documentation of computerized NCDD DMSs and provide training to the provincial teams to enable them to progressively take over the responsibility for entry of data relating to commune based sub-projects. - Assist in a review of the current TSSD Activity and Results Monitoring Frameworks and identify the need for and support the development of enhanced automation of report production through the development of a MIS which combines data across different IA DMSs. - Assist in the collection and entry of outsourced data related to MIS as required. - Undertake other responsibilities relating to planning, management and other responsibilities that are identified by NCDDS project management. Qualifications and Experience The national DBMA will have the following qualifications and experience: - Bachelor Degree in IT or Management Information Systems or other related study; - At least two years’ experience in planning and M&E work with experience in DMS development and a sound understanding of web-based database systems; - Experience with capacity development of government officials through a combination of training, coaching and mentoring; - Experience with Provincial Administrations is considered an advantage; - Good knowledge of English (spoken and written). 4.
Provincial Project Management Advisers
The NCDDS will recruit Provincial Project Management Advisers (PPMAs) based in four provinces to work within the Provincial PID. The PPMAs will report to Director of the PIDs and to the NCDDS Project Manager and Project Director. S/he will carry out the following tasks: -
Coordinate all project activities within the province and provide a general oversight of the activities of the various service providers implementing project-financed activities.
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Manage activities for capacity development at provincial, district and commune levels e.g. initial training of the CEWs and CAAs, project orientation training for the staff of the various provincial and district administrative units.
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Participate in activities related to policy and institutional reform at sub-national level supported by the project.
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Liaise with other projects/programs to ensure that all rural development activities at commune and district and province levels are complementary.
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Participate in the Technical Meetings and Policy Guidance Meetings.
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Provide NCDDS and the DCU of MAFF with timely consolidated provincial AWPBs, regular financial statements and reports and six-monthly progress reports, based on the information provided by the DFTs and from the contracts managed at provincial level.
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Participation in developing LIG formation guideline and Service procurement guideline.
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Support day to day administrative tasks related to the Project implementation.
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Liaise with Firm to ensure that project activities at Commune and district and province levels are complementary.
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Build up capacity of Government’s counterpart staffs.
- Other tasks as required by NCDDS. Qualifications and Experience The PPMAs will have the following qualifications and experience:
5.
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Bachelor degree in agriculture or other subject relevant to rural development with portgraduate study an advantage.
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At least 10 years of experience working in agriculture/rural development programs or projects.
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A good knowledge of the government’s evolving system for sub-national government and the procedures of international financial systems.
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Good communication and documentation skills in Khmer and English and advanced computer skills for the analysis of data and preparation of reports. Local Government Financial Services Advisers
The NCDDS will recruit Local Government Financial Services Advisers (LGFSAs) based in four provinces to work within the Provincial PID. The LGFSAs will report to PPMAs and to the Project Manager and Project Director of NCDDS. S/he will carry out the following tasks: - Support the provincial administration, PPID and provincial administration implementing agencies with decentralized finance systems and procedures. - Assist the provincial administration’s Certifying (and Alternate Certifying) Officers, provincial administration Internal Auditor in performing their duties. - Assist the PPID’s Finance Unit to implement transparent and accountable finance systems and procedures of all TS-PRSDP funds managed by the provincial administration. - Support the provincial administration’s Contract Administration Unit with the financial and administrative aspects of the Unit responsibilities. - Provide technical assistance to the district finance staff and district administration in providing accounting services to the TS-PRSDP funding for rural infrastructure investments. - Ensure that all Project financial transactions are handled correctly and in accordance with NCDD procedures. 240
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- Ensure that all Support Office administrative systems and procedures are implemented either directly or by the Office Assistant. - Ensure that reimbursement requests submitted by Provinces through MAFF DCU to ADB and IFAD are supported by proper accounting records, duly certified contracts, invoices and other supporting documentation and that related provincial payments have been executed in adherence to agreed project financial management arrangements and procedures as outlined in the TS-PRSDP Project Administration Manual. For these purposes, periodically, but not less than once a month review and verify that expenditures under TS-PRSDP budget are: o Exclusively for activities as provided in the approved AWPB, which can be reconciled and are consistent with contracts register and contracts database. o Approved and duly certified by authorized personnel. o Supported by complete documentation, kept in good order in an appropriate filing system. o In compliance with the agreed accounting procedures, and that internal controls safeguards are effective in respect of accounting records accuracy and completeness. - Provide formal and on-the-job training for counterparts on all aspects of the NCDD financial management systems and assist staff of PPID to train and monitor training process to CC members in Commune/Sangkat Finance System. - Manage the TS-PRSDP support for all aspects of the Project’s financial monitoring systems, and ensure that any audit recommendations relating to financial management are implemented. - Certify the provincial administration financial report and post-certify the financial reports of TS-PRSDP funding source. - Provide the DCU of MAFF and NCDDS with six-monthly progress reports. When reporting the advisor will make a particular note of any misapplication of accounting system procedures, problems with accounting record keeping, or irregularities in documentation, as well as the proposed corrective measures to address these issues. - Consolidate monthly financial report of provincial, districts and communes and submit to NCDDS - Provide financial technical training to the Commune administration assistant (CAA), Commune Extension Worker (CEW) and Commune Councils for Block Grant, financial procedures, reporting and fund utilization of the Project. - Conduct periodic check and review the financial transactions of the provincial, district and commune level. - Monitoring and safeguarding the inventory of the Project. - Perform other duties as required by the DCU and NCDDS Program Support team 6.
Livelihood Improvement, Marketing and Communications Advisers
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The NCDDS will recruit provincial Livelihood Improvement, Marketing and Communication Advisers (LIMCAs) to be based in four provinces to work within the Provincial PID. The LIMCAs will work with the Provincial Facilitation Team (PFT) and in close cooperation with the PPMAs, LGFSAs and PAEAs. S/he will also coordinate with the PACs and the MPTC provincial trainers. The LIMCAs will report to Director of the PIDs and to the NCDDS Project Manager and Project Director. S/he will carry out the following tasks: -
Provide advice and guidance to the PFT members, monitor and provide technical backstopping to Commune Extension Workers (CEWs) and Commune Administrative Assistants (CAAs) in line with the Guidelines for the formation of the Livelihood Improvement Groups (LIGs) and the Guidelines for the use of the Community Development Fund (CDF) to support Livelihood Activities.
-
Augment the PFT and PAC during the delivery of all training and mentoring activities for District Facilitation Teams (DFTs), District Support Teams (DSTs), CEWs, CAAs, Commune Councils (CCs) and LIG leaders in each province and act as a Resource Person as needed for selected topics.
-
Coordinate with the SSPs to monitor the progress during the implementation of the contracts to (i) provide capacity building training and mentoring for the LIGs (SSP2); and (ii) support the LIG animal health improvement and production program (SSP3); and (iv) provide technical and other trainings.
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Monitor the performance of the CECs that are located within the target communes and facilitate good linkages between the CCs and the CECs to ensure that there their services are fully utilized by LIG members.
-
Assist the PFT and PAC PAMRCC in the establishment of linkages between the LIGs and the agricultural marketing and Rural-ICT initiatives including the CECs so that the LIG members are enabled to benefit from improved access to market information and to connect to specific value chains for agricultural commodities.
-
In cooperation with the PAC, PAEA and the PAMRCC to support the establishment of effective linkages between the DSTs and the LIGs to ensure that the group members are able to benefit from improved agricultural technologies which are promoted under the Mobile Commune Access (MCA) program through the Commune Extension Workers (CEWs) as well as other extension outlets/events (i.e. radio, field days, other good experiences/projects) within the province.
-
In cooperation with PFT, PAC, PAEA and DST members regularly monitor the effectiveness of the MCA program and other extension programs and identify the need for content adjustment (format), additional extension materials and marketing information as well as other hardware which may be required by the CEWs.
-
In cooperation with the PFT and DSTs closely monitor the recruitment of Service Providers/Trainers that are recruited by the CCs and conduct field visits to observe the delivery of training for LIG members and the establishment of demonstration models and promote the deployment of local farmers who managed TSTD models or similar local expert/experienced farmers as trainers.
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Assist the PFT in monitoring the performance of the GRFs that are established for each LIG and recommend solutions to any specific problems that are identified.
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In cooperation with the PAEAs and PAMRCCs, examine the existing marketing channels and examine the value chains to identify new opportunities for the marketing of products from the LIGs mechanisms to improve the returns to the LIG members. Explore the utilization of social media to publicize the products from the LIGs.
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Assist the PFT in the conduct of regular technical skills gap analysis for the CEWs and CAAs, as well as the Commune Clerks and other CC members.
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Coordinate with (with SDGE/RLIE) in providing support to PFT/GFPs to ensure regular complete gender related data collection and reporting
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Attend the Provincial and District Monthly Coordination Meetings and also join the PFT and district teams in attending selected Commune Monthly Meetings where there are issues arising related to LIG formation.
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Assist the PFT in fulfilling the reporting functions for Component 1 and specifically for the preparation of the Quarterly Progress Reports.
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Maintain and make available an appropriate database to track the progress and activities of all LIGs.
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Undertake other tasks as requested by the NCDDS Project Director and Project Managers.
Qualifications and Experience The LIMCA will have the following qualifications and experience: - A relevant university degree in rural sociology and combination of post-graduate qualifications in agriculture with appropriate agricultural and rural development experience. - Extensive knowledge of community and rural development with experience of livelihood improvement activities for poor rural communities and in facilitating the adoption of market based agricultural production. - Sound understanding of rural community structures and dynamics and appreciation of gender roles and the needs of ethnic minorities; - Familiarity with similar projects supported by ADB and/or IFAD; - High level of computer literacy and in the use of MS Office applications. Excellent English communication skills, written and spoken. - Willingness to conduct regular visits and work in rural areas and remote communes/villages.
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GENDER ACTION PLAN 1. The Gender Action Plan was developed in accordance with the ADB Policy on Gender and Development and the laws of the Royal Government of Cambodia. It aims to address gender inequality and ensure more equal access by women to project benefits. 2. The Gender Action Plan recognizes the critical role of women in agriculture and promotes the role of women in providing leadership and participation in decision making at the community level through LIGs. 3. The goal of the Project is to improve livelihoods through increased agricultural productivity and improved access to markets. The smallholders within the Project area generally have landholdings that are small in size, and consequently the women in smallholder families have limited access to land. The Gender Action Plan aims to ensure women’s equal access to agricultural productivity inputs including seeds, fertilizer, livestock, ICT and extension training. The training schedules will ensure that location and timing of delivery are convenient for women. In particular it will ensure that Female Headed Households (FHHs) have access to extension, quality seeds, and rural finance (through revolving funds and/or microfinance). The Gender Action Plan pays attention to increasing the capacity and accountability of project management for implementation and reporting at all levels, including commune councilors. Sex-disaggregated data will be collected during project implementation to enable the project management to monitor the achievement of the gender targets. Implementation Arrangements 4. The NCDDS and MAFF/DCU, through the Project Managers in each EA/IA, are responsible for overseeing the implementation, monitoring and reporting (quarterly and annually) of the Gender Action Plan. They will also be responsible for mainstreaming gender and social aspects in sector policies, with support from a national Social Development and Gender Expert (SGDE) assisted by the CARM gender team. Gender-related targets are reflected in the revised DMF. The budget for the Gender Action Plan implementation will be integrated in the overall budget for each of the outputs and reflected in the AWPB. 5. Project Gender Focal Points persons will be appointed at national, provincial and district levels. At national level they comprise one staff member from each IA project team, whilst at provincial and district levels one staff of the DoWA will be deployed. The Gender Focal Point person at provincial level works in the PFT and at district level in the DFT. The national SDGE recruited as a member of the PIC Team will guide and support the EAs/IAs in the implementation of the GAP. The PSC will include representation of the Ministry of Women’s Affairs to provide guidance on gender and social aspects. Sex-disaggregated indicators will be integrated into the PPMS. The monitoring will be on-going to ensure that activities are effectively carried out and targets reached and project will report sexdisaggregated data. Project will submit progress updates on the implementation of the Gender Action Plan regularly as part of review and quarterly progress reports submitted to the ADB.
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GENDER ACTION PLAN Project Components and Outputs
Proposed Actions
Responsible Agencies
Component 1: Community Driven Development through Block Grants
Output 1.1: Improved Rural Infrastructure supporting agricultural productivity
Output 1.2: Improve capacity of Small holder Farmers
Output 1.3: Improve commune capacity for project management
- ToR of construction companies includes provision of gender equity in recruitment of workers. - Managers and staff from all construction companies attend gender awareness training. - Commune Procurement Committee includes at least one woman. - At least 40% of women’s participation in community planning groups to develop the commune investment plans and utilization of CDF. - Contractors will prioritize the use of local female unskilled labor, at least 30 percent. - Male and female unskilled workers will receive equal pay for equal work and no child labor on civil works - Gender and social issues included in LIG management training modules featuring pictorial materials. - CAA, CEW and female CC/commune gender focal point participate in LIG project management trainings. - AEA procedures include gender and social issues to identify specific needs of FHHs. - Guidelines on LIG formation, Farmer Field Schools and RSPGs include social and gender issues. - At least 30 percent of participants on agricultural marketing, managing credit, financial literacy, ICT, leadership and managing LIGs, and managing revolving fund are women - At least 30 percent of participants in LIG technical trainings and regular group meetings are women. - At least one woman is elected to 3 person management committee when LIGs are formed - At least 25 percent of households selected to be LIG members should be FHHs. - Ensure all FHHs that are LIG members have access to extension, quality seeds, and rural finance (through revolving fund and/or microfinance) - Ensure gender expertise (human resources and intuitional experience) as a requirement of any NGOs or service providers recruited. - Ensure gender balance in the recruitment of CEW and CAA in each commune. - Capacity building training for CCs includes modules on gender and social issues in agriculture and rural development. - CIP reflects needs of women and includes specific support targeting female headed households. - Gender-sensitization training will be provided to all project staff including CEW, CAA and CCs by NGO or DoWA - Ensure that sex-disaggregated data will be included in the commune progress reports.
Provincial and District Gender Focal Point, CEWs and CAAs.
Provincial and District Gender Focal Point, CEWs and CAAs
CC Leaders, Provincial and District Gender Focal Point, CEWs and CAAs.
Component 2: Enabling environment for increased agricultural productivity and diversification Output 2.1: Improved Agricultural Policy Environment
- Ensure gender issues will be incorporated in pilot testing of agriculture policy initiatives. - Ensure participation of sub-national level gender focal points in awareness raising on agriculture policy issues
EAs/IAs/SGDA
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Project Components and Outputs
Proposed Actions
Responsible Agencies
Output 2.2: Increased availability and access to quality seeds
- Roles for women within the RSPGs are identified so that they can derive benefit - At least 30 percent of laborers employed on Research Station are women - At least 40 percent of women from farmer organization participate in the training on seed production and distribution (including post-harvest). - At least one woman is elected to three person management committee of newly established RSPGs.
MAFF/GDA
Output 2.3: Increased access to agricultural information and market data
- At least 40 percent participation in all awareness raising and training (including study tours) by women. - Training incorporates visual aids to accommodate lower levels of literacy especially among women. - At least 30 percent of the ICT services are provided to women. - Gender training materials in local language will be prepared in close consultation with beneficiaries, in particularly women.
MPTC MAFF NCDD
Component 3: Effective Project Management - Gender and social issues included in baseline survey. - Each EA/IA will appoint one Project staff to be the Gender Focal Point at national and provincial sub-national levels to implement and reporting against Gender Action Plan. - Pro- actively promotes the involvement of female project staff in all trainings including non-gender related training, workshops and study tours. - ToR for Project Consultants as well as all other Project staff makes provision for supporting ensuring the Gender Action Plan implementation. - Gender-sensitization training will be carried out as part of project orientation, for all levels of staff, at national and subnational level and including Project Consultants, Contractors, CAAs, CEWS and Commune Councilors. - SGDE will provide capacity building to consultants, Project staff and CAA/CEWs in gender responsive design and analysis; preparation of gender sensitive indicators; and preparation of checklists for evaluation of gender responsiveness of proposed subprojects. - AWPB Planning Workshops include session on Gender Action Plan to record the achievement, challenges and action to be taken with all Project staff in the four provinces. - Ensure reporting on Gender Action Plan progress is included in all review missions and project quarterly and annual progress reports. Sex-disaggregated data will be collected. The national Gender and Social Development consultant will assist and responsible for full implementation, monitoring and reporting against Gender Action Plan.
Project Managers Gender Focal Point PIC Project TA
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PROCEDURAL GUIDELINES FOR CONFIRMING RESETTLEMENT IMPACT I.
BACKGROUND
The Tonle Sap Poverty Reduction and Smallholder Development Project (hereafter referred to as the Project) is designed to improve the living standards of an estimated 1.75 million rural Cambodians living in 196 communes of four provinces (Banteay Meanchey, Siem Reap, Kampong Thom and Kampong Cham) along the East-West Corridor from Vietnam in the east to Thailand in the West. The Project will foster community driven development through investments in productivity improvement, rural infrastructure and capacity development in the 196 communes in the selected Provinces. The Project will assist the Government create: (i) rural infrastructure to improve agricultural production, market access and quality of life in rural communities, (ii) strengthened rural financial services extended to resource-poor smallholder farmers, (iii) improved agricultural support services, including research, extension and information delivery services to support increased agricultural productivity by smallholder farmers, (iv) development of appropriate policies and regulations that support smallholder farming communities, and (v) effective project management that enables project completion on time and within the agreed budget. Specific details pertaining to each of these outputs are included in the RRP. II.
ASSESSMENT OF RESETTLEMENT IMPACTS
Nature of Resettlement Impact The main thrust of the Project is to fund elements of the CIP that are planned and implemented with direct participation of beneficiaries. Those activities scattered across the above components (except for Policy and Institutional Reform) will be eligible for funding from the Project. Activities that may involve infrastructure investment and, therefore, may require acquisition of land and/or assets (structures, crops and trees) are: (i) productivity Improvement; and (ii) strengthening market links. Detailed possible resettlement impacts are given in the Table below. Within the Project, the rehabilitation and improvement of smallscale irrigation and drainage systems, upgrading and rehabilitation of intra-commune roads, and construction, rehabilitation or upgrading of local commune markets designed to lend support to the overall objective of the Project may have resettlement impacts. Nonetheless, they are not location specific and types and locations of those infrastructures will be determined through Commune Participatory Design Consultation Meetings (CPDCM). Relevant Laws and Regulations This Procedural Guidelines for Confirming Resettlement Impact (Guidelines) is grounded on the legal framework and relevant policies of the Royal Government of Cambodia (the Government) and ADB. At present, the Government has not formally established a national policy for involuntary resettlement and there are gaps between their laws/policies (2001 Land Law and Prakas No.961) and ADB policy on Involuntary Resettlement (Policy, ADB, 2006; ADB, 1995). Therefore, the provisions and principles adopted in this Procedural Guidelines for Confirming Resettlement Impact will supersede the provisions of relevant decrees currently in force in Cambodia wherever a gap exists between the laws and regulations and the policies of the ADB.
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Table: Anticipated Resettlement Impacts Component
Anticipated Land Acquisition and Resettlement Impacts Limited resettlement impacts.
- 'Land development' will be done in existing land without altering Factor Productivity Development (e.g. land development, farmer managed small scale water works, client oriented farm based research, supply of quality inputs, demand driven extension services,)
current land use.
- 'Farmer managed small scale water works' will likely be within existing ROW and not likely to require minor acquisition of land or assets (crops, trees and structures). If the conditions for voluntary donation are met, subproject can be implemented through voluntary donation.
- 'Supply of quality input's, 'Farm based research' and 'extension services' will be implemented using existing facilities and/or provided on farm. Limited resettlement impacts.
- 'Farm to market rods' will upgrade existing road by surfacing, raising Market links strengthening (e.g. rehabilitation of farm to market roads, commune level rural markets including market infrastructure, village storage (rice banks), biosecure agriculture, pilot development of rural ICT)
embankment, resurfacing and spot repairs that may involve temporary occupation of land during construction. Trees and crops within existing ROW may require compensation and if the conditions for voluntary donation are met, subproject can be implemented through voluntary donation.
- 'Commune level market' will require upgrading of existing facility without additional land acquired that may involve temporary occupation of land during construction. If new facility to be upgraded, it will use unoccupied public land.
- Village storage will be using unoccupied public lands or if the conditions for voluntary donation are met, it can be implemented through voluntary donation. Livelihood opportunities development
Involuntary resettlement effects are NOT foreseen.
- The Component will not involve construction of new physical facilities.
(e.g. community and family fish pond and rice field fishery, livestock and poultry production, farm based cottage industries, and small enterprises)
- Various technical training will be implemented using existing facilities,
Improvement of access to rural finance
Involuntary resettlement effects are NOT foreseen.
(e.g. credit lines and strengthen capacity of financial institutions, increase the credit outreach, build capacity of borrowers)
e.g. commune council halls and/or village hall. Agricultural extension services will be provided on farm.
- The Component will not involve construction of new physical facilities.
- Various technical training will be implemented using existing facilities, e.g. commune council halls and/or village hall.
Promotion of social development
Involuntary resettlement effects are NOT foreseen.
(e.g. skill development, vocational education, training and skill development on health and nutrition, sanitation, and implementation of gender action plan)
- The Component will not involve construction of new physical
Policy and Institutional Reform and Capacity Development
No involuntary resettlement effects are foreseen.
facilities.
- Various technical training will be implemented using existing facilities, e.g. commune council halls and/or village hall. Some financial services will be provided on farm and/or individual houses.
The Component will not involve construction of new physical facilities.
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The ADB Policy aims to avoid or minimize the impacts on people, households, businesses and others affected by the land acquisition required by a project. Where resettlement is not avoidable, the overall goal of the ADB policy is to compensate and assist affected people to restore their living standards to levels equal to, if not better than, that which they had before the project. Under the Land Law and Prakas No.961, those who have occupied a Right of Way (ROW) or public properties are not entitled to any compensation or social support, regardless of their being an Affected Person (AP) or from a vulnerable group (Article 19)1. In contrast, ADB Policy includes a provision that “the absence of a formal legal title to land should not be a bar to compensation.” Under the Land Law, while affected persons are entitled for compensation for land (Article 5), it does not provide compensation for other type of losses. The ADB Policy states that “non-land assets (e.g. structures, crops and trees) must be compensated at replacement cost.” The ADB Policy also states that 'for projects that directly benefit communities and involve community decision-making and management', 'safeguards may be built into the community decision making process to deal with any losses that arise' (footnote 6, OM Section F2/OP). The project clearly falls under this definition and this Guidelines aims at incorporating such safeguards. II.
POLICY PRINCIPLES
The overall objective of these Procedural Guidelines for Confirming Resettlement Impact is to ensure that sub-projects funded under the project will not cause any involuntary resettlement. In doing so, the following principles have been adopted for the Project: - Sub-projects with involuntary resettlement impact, i.e. involve involuntary acquisition of land, structures, crops, and trees, will be screened out. - In principle, upgrading/rehabilitating of existing infrastructure (roads, markets, water facilities) will be done within existing ROW and not require acquisition of private land, but it may request donation of crops, trees and structures. Construction of new physical facilities or infrastructure (e.g. market, rice banks etc.) will be on unused public land, in principle, and it may request voluntary donation of crops, trees and structures from those illegally occupying the public land. Or sanitation facilities, such as latrines will be provided to individual households. - Individual or communities may make voluntary donations of land, structures, crops, and trees in exchange for benefits from infrastructure under the conditions below. - Location and types of infrastructure is selected in full consultation with those opted for donation, in particular women and ethnic minority population, minutes of meetings will be recorded by CEWs/CAAs, and voluntary donation will be confirmed through written record. - Those opted for donation will directly benefit from (a) the infrastructure; and (b) at least one training programs under the Project; - Those opted for donation will not be displaced; the amount of agricultural land to be donated does not exceed 5% of his/her total agricultural lands and this will be certified by those opted for donation; and the value of other acquired assets (structures, crops and trees) is less than $100 per household; 1
Sub-decree No.19 ANK/BK on Social Land Concessions (19 March 2003), specifically Articles 3 and 18 provide land to people displaced by as a result of public infrastructure development, and this requires both alternative land to be provided and in Article 9 the provision of basic infrastructure and services in order to improve the living standards and livelihoods of APs. 249
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- Those opted for donation will not fall under the category of: (i) poorest (monthly income is less than $30); (ii) elderly household head (above 60 years old) or elderly without any supporting structure; and (iii) female headed household. - Those opted for donation will not be coerced and this will be verified by an independent monitoring organization such as a designated NGO. - Proposals for civil works will include confirmation that no involuntary land acquisition and/or resettlement will be required under the subproject. The Project will develop CDP implementation guidelines at the Project inception stage. This Procedural Guidelines for Confirming Resettlement Impact will be incorporated in the above guidelines. The Project will provide training programs on commune development planning targeted at CC members and CEWs/CAAs. The principles (as given in the above paragraph) will be included in the training materials. In the event of unforeseen land acquisition or involuntary resettlement, the Government will immediately inform ADB and prepare the necessary planning documents in compliance with ADB’s Involuntary Resettlement Policy (1995). III.
SUB-PROJECT IMPLEMENTATION PROCEDURE
The implementation arrangements and estimated costs have been incorporated into the overall Project design and costing. For example, the costs of consultation will be included in the cost of assistance for Commune Development Module planning, Commune Facilitators, and consultants are included in the Project's overall cost. The implementation schedule will also be in line with the overall implementation of the sub-project. The sub-project implementation procedure is described as follows: Preparation: The preparation of the CIP/CDP, which will include a number of commune level rural infrastructure improvements that will be funded by the project will be the responsibility of the local CCs. Each CC will be assisted by two Commune Facilitators (CEW/CAA), who will facilitate the commune development planning process through preparation of social assessment and consultation among beneficiaries and stakeholders. The C/S Chief, assisted by the CEW/CAA, will ensure that those activities which require involuntary resettlement are not included in their plans. When submitting the CIP, each C/S chief will: (i) certify that the above principles in paragraph 6 are complied with; (ii) attach the 'voluntary donation form' signed by those donating. Consultation: Commune facilitators at field level will ensure that villagers are informed of the Projects, including this Guideline before deciding on infrastructure locations and design. In particular, APs (those opted for donation) will be fully informed that they will have rights and options not to opt for voluntary donations. Where necessary, separate meetings for (i) those affected; and/or (ii) women and ethnic minority populations; will be facilitated so that they can express their preference. Commune facilitators will ensure that those opted for donation will: (i) benefit from infrastructure; and (ii) be beneficiaries of training activities under Project. Screening: The NCDDS will appoint a focal person responsible for screening resettlement impact and this person will ensure that activities involve involuntary acquisition will be screened out in accordance with the project sub-project screening criteria. NCDDS will seek verification from an independent monitoring organization. Implementation (including Disclosure): The C/S Chief, assisted by the CEW/CAA will ensure that the sub-projects identified in the CIP are implemented in accordance with the
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plan. An independent monitoring agency will independently assess this aspect. The CC will make commune development plan available in the commune office in Khmer language. Monitoring and Evaluation: The Project will develop a benefit Monitoring and Evaluation (M&E) system and it will include indicators to detect whether sub-project beneficiaries were able to benefit from the project interventions. It will also include qualitative indicators such as beneficiaries' satisfaction with the consultation process during subproject preparation. In addition, the NCDDS will recruit an independent monitoring organization, satisfactory to ADB, prior to the sub-project preparation until the end of the Project to confirm that: (i) principles of voluntary donation are observed; (ii) those opted for donation are not forced to donate their land and assets; and (iii) living standards of those opted for donation are not negatively affected. The IMO will be a qualified NGO or independent consultant with recognized experience in Cambodia. The findings will be included in the Project Quarterly Progress Reports and overall evaluation report.
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VOLUNTARY CONTRIBUTION CONSENT FORM KINGDOM OF CAMBODIA [INSERT NAME] Province [INSERT NAME] District [INSERT NAME] Village CERTIFICATE OF LAND/ASSET TRANSFER I, [INSERT NAME, AGE, NATIONALITY, OCCUPATION], with residence located in [INSERT NAME] village, [INSERT NAME] district, [INSERT NAME] province, Certify that I have been previously informed by local authority of my right to entitle compensation for any loss of property (house, land and trees) that might be caused by the construction of infrastructure and related facilities under water supply system or urban environmental (development) improvements under the Proposed Loan: Tonle Sap Poverty Reduction and Smallholder Development Project in [INSERT NAME] district ([INSERT NAME]). I confirm that I voluntarily accept the land of [INSERT AMOUNT LOSS] square meters located in [INSERT NAME] village ([INSERT NAME] district) to be provided by the local authority for compensation. I also confirm that I do not request any compensation of loss of [INSERT OTHER LOSSES SUCH AS TREES STRUCTURES] and would request the local authority to consider this as my contribution to the Project. Type of Loss
Area (sqm)
Number of Trees
Unit Rates
Total
Comment
Land
Total Therefore, I prepare and sign this certificate for the proof of my decision. [INSERT NAME] district [INSERT DATE] The owner of the land [INSERT NAME AND SIGN] Witnesses: 1. [INSERT NAME] 2. [INSERT NAME] 3. [INSERT NAME] Certified by the Chief of the Village [INSERT NAME AND SIGN]
The Chief of [INSERT NAME] district [INSERT NAME AND SIGN]
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LEGAL AND POLICY FRAMEWORK
This Procedural Guidelines for Confirming Resettlement Impact is grounded on the legal framework and relevant policies of the Royal Government of Cambodia (RGC) and ADB. At present, the RGC has not formally established a national policy for involuntary resettlement although drafting of a sub-decree2 is ongoing. The legal foundation for this subject is the 1993 Constitution of Cambodia and the 2001 Land Law3. Cambodia Laws and Regulations The 1993 Constitution of Cambodia sets two basic principles for land acquisition4. The 1993 Constitution of Cambodia states that the “right to confiscate properties from any person shall be exercised only in the public interest as provided by law and shall require fair and just compensation in advance” (Article 44). Article 20 stipulates that “nobody shall be forced to transfer his or her ownership, if forcing is not necessary in the public interest and (if) no proper and just indemnity has been paid to the owner”. The 2001 Land Law governs land and property rights in Cambodia. Based on the provisions of the 1993 Constitution, it determines the regime of ownership of immovable properties that are defined as including land, trees and immovable structures. The rights and responsibilities of the Government with respect to eminent domain are specified in the Land Law. The Government can acquire private land for public purposes but has to pay a fair and just compensation in advance of the land acquisition5. Other provisions of the Land Law that are relevant to land acquisition, compensation and resettlement in the context of this Project include: -
Legal possession as defined by the Law is the sole basis for ownership, and all transfers or changes of rights of ownership shall be carried out in accordance with the required general rules for sale, succession, exchange and gift or by court decision. (Article 6)
-
Any regime of ownership of immovable property prior to 1979 shall not be recognized. (Article 7)
-
Only persons or legal entities of Khmer nationality are entitled to own land in Cambodia; or to buy or sell land. (Articles 8, 66)
-
State public land includes, among other categories, any property a) that has a natural origin, such as forests, courses and banks of navigable and floatable rivers or natural lakes; b) that is made available for public use such as roads, tracks, oxcart ways, pathways, gardens, public parks and reserved land; or, c) that is allocated to render a public service, such as public schools, public hospitals or administrative buildings. (Article 15)
2
Work is ongoing on the preparation of a sub-decree on land and property acquisition and addressing socioeconomic impacts caused by state development projects under the ADB TA 4490. 3 NS/RKM/0801/14, 20 July 2001, signed by the King on 30 August 2001. 4 These two principles are also adhered to in almost all countries. In addition, Articles 73 and 74 of the Constitution stipulate special consideration and support for vulnerable people including mothers and children, the disabled and families of combatants who sacrificed their lives for the nation. Indigenous minorities however are not explicitly included in these two articles but included in the Land Law. 5 The Land Law, Article 5, states: “No person may be deprived of his ownership, unless it is in the public interest. An ownership deprivation shall be carried out in accordance with the forms and procedures provided by law and regulations and after the payment of fair and just compensation in advance.” 253
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-
Persons that illegally occupy, possess or claim title to State public land cannot claim any compensation. This includes land established by the Government as public rights-of-way for roads and railways. Moreover, failure to vacate illegally occupied land in a timely manner is subject to fines and/or imprisonment. (Article 19)
-
Persons with legally valid possession of land for five years (at the time the law came into effect) are allowed to be registered as the owner of the land (Article 30). Persons who (at the time the law came into effect) held legal possession but had not yet completed the five years were allowed to remain in possession until they were eligible to be registered as the owner. (Article 31)
-
However, temporary possession claims made by persons after the law comes into effect will not be recognized, rescinding a previous right under the 1992 Land Law for acquiring land by taking possession. (Articles 29, 34)
-
Landless people may apply for land for residential and subsistence farming purposes at no cost, as part of a social land concessions scheme. The concessionaire may obtain ownership of this land after fulfilling conditions set out in a separate Sub-Decree on Social Land Concessions. (Articles 50, 51)
-
Acquisition of land through gifts is permitted with the following conditions: a) the gift of immovable property is only effective if it is made in writing and registered with the Cadastral Registry Unit; b) once accepted, gifts of immovable property are irrevocable; and, c) the donor may retain the right of usufruct in the property, and the right of use and habitation of an immovable property. (Articles 80-84)
Articles 23, 24 and 25 of the Land Law recognize the rights of indigenous peoples over their land and their traditional means of production6. In the Project area as only the ethnic Kuoy can be considered as indigenous persons within the meaning of this definition. There are a number of laws and policies in Cambodia that are relevant to involuntary resettlement. Sechkdey Prakas No.6 BRK (27 September 1999) prohibits private ownership of state lands and it establishes right-of-way dimensions7. The Ministry of Economy and Finance Prakas No. 961 (6 April 2000) disallows any payment to be drawn from the national budget for structures and other assets located within the ROW. This reinstates the Land Law that individuals who have illegally occupied the ROW or other public properties, even with local consent, are not entitled to any compensation or social support, regardless of their being an AP or a member of vulnerable groups.
Per Article 23 of the Land Law, “An indigenous community is a group of people that resides in Cambodia whose members manifest ethnic, social, cultural and economic unity and who practice a traditional lifestyle, and who cultivate the lands in their possession according to the customary rules of collective use”. Ownership of the lands is granted by the State to indigenous communities as collective ownership, including all the rights and protections enjoyed by private owners. The exercise of collective ownership rights are the responsibility of the traditional authorities and decision-making mechanisms of the indigenous community, according to their customs and subject to laws such as the law on environmental protection. (Article 26). No authority outside the community may acquire any rights to immovable properties belonging to an indigenous community (Article 28). 7 For commune roads, ROW dimension is defined as 15 m from the centerline. 6
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ADB Policies The ADB Policy on Involuntary Resettlement (ADB, 2006; ADB, 1995, Annex 1)8 aims to avoid or minimize the impacts on people, households, businesses and others affected by the land acquisition required by a project. Where resettlement is not avoidable, the overall goal of the ADB policy is to compensate and assist APs to restore their living standards to levels equal to, if not better than, that which they had before the project. It also clearly states that 'lack of legal rights to the assets lost or adversely affected will not prevent APs from entitlement to compensation and rehabilitation measures. Those without legal title to land occupied or used by them (e.g., non-titled APs) will be entitled to various kinds of resettlement assistance to improve their socio-economic status. The ADB Policy on Indigenous Peoples (ADB, 1998) defines indigenous or ethnic minority peoples as “those with a social or cultural identity distinct from the dominant or mainstream society, which makes them vulnerable to being disadvantaged in the processes of development.” The Policy recognizes the potential vulnerability of ethnic minorities in the development process; that ethnic minorities must be afforded opportunities to participate in and benefit from development equally with other segments of society; and, have a role and be able to participate in the design of development interventions that affect them. The ADB Policy on Gender and Development (ADB, 2006; ADB, 1998) adopts gender mainstreaming as a key strategy for promoting gender equity, and for ensuring that women participate in and that their needs are explicitly addressed in the decision-making process for development activities. For projects that have the potential to have substantial gender impacts, a gender plan is prepared to identify strategies to address gender concerns and the involvement of women in the design, implementation and monitoring of the project. Other policies of the ADB that have bearing on resettlement planning and implementation are: (i) Public Communication Policy (2005)9 described; and (ii) Accountability Mechanism (2003)10.
8
9
Its basic principles are: (i) Involuntary resettlement should be avoided where feasible; (ii) Where population displacement is unavoidable, it should be minimized by exploring all viable project options; (iii) People unavoidably displaced should be compensated and assisted, so that their economic and social future would be generally as favorable as it would have been in the absence of the Project. (iv) Affected people (APs) should be informed fully and closely consulted in resettlement and compensation options. (v) Existing social and cultural institutions of APs who must relocate should be supported and used to the greatest extent possible, and APs should be integrated economically and socially into host communities. (vi) Lack of legal rights to the assets lost or adversely affected will not prevent APs from entitlement to compensation and rehabilitation measures. Those without legal title to land occupied or used by them (e.g., non-titled APs) will be entitled to various kinds of resettlement assistance to improve their socio-economic status. (vii) Particular attention must be paid to the needs of the poorest APs and other vulnerable groups that may be at high risk of impoverishment. This may include APs without legal title to land or other assets, households headed by females, the elderly or disabled and other vulnerable groups, particularly ethnic minority peoples. Appropriate assistance must be provided to help them improve their socio-economic status.(viii) All stages of resettlement identification, planning, and management will ensure that gender concerns are incorporated, including gender-specific consultation and information disclosure. This includes special attention to guarantee women’s assets, property, and land-use rights; and to ensure the restoration of their income and living standards. (ix) As far as possible, involuntary resettlement should be conceived and executed as part of the project. Involuntary resettlement is to be treated as a development opportunity.(x)The full costs of resettlement and compensation should be included in the presentation of project costs and benefits. The ADB Public Communications Policy (ADB, 2005) seeks to encourage the participation and understanding of people affected by and other stakeholders to ADB-assisted activities. Information on ADB-funded projects should start early in the preparation phase and continue throughout all stages of project development, in order to facilitate dialogue with affected people and other stakeholders. With respect to land acquisition , compensation and resettlement, information should be distributed to affected peoples (APs) and publicly in the 255
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Resolving Inconsistencies Cambodia currently does not have a comprehensive policy on involuntary resettlement and there are gaps between their laws/policies and ADB policy on Involuntary Resettlement. For example, under the Land Law and Prakas No.961, those who have occupied a ROW or public properties are not entitled to any compensation or social support, regardless of their being an AP or from a vulnerable group (Article 19)11. The same article in Land Law provides that persons having assets on road and rail ROWs will be punished more heavily if their failure to relocate results in delays in works of public interest. In contrast, ADB Policy includes that the absence of a formal legal title to land should not be a bar to compensation. For compensation, while APs are entitled for compensation for land (Article 5), it does not provide compensation for other type of losses. The ADB Policy states that non-land assets must be compensated at replacement cost. On the other hand, Sub-decree No.19 ANK/BK on Social Land Concessions (19 March 2003), specifically Articles 3 and 18 provide land to people displaced by as a result of public infrastructure development, and this requires both alternative land to be provided and in Article 9 the provision of basic infrastructure and services in order to improve the living standards and livelihoods of APs. This makes their laws and policies more compatible with ADB Policy. Nonetheless, the provisions and principles adopted in this document will supersede the provisions of relevant decrees currently in force in Cambodia wherever a gap exists between the laws and regulations and the policies of the ADB.
following manner: (i) prior to loan appraisal, the draft Resettlement Plan (RP); (ii) following completion of the final RP, the final RP; and, (iii) following any revisions, the revised RP. This information can be in the form of brochures, leaflets or booklets, in the local language(s) as well as English, the working language of the ADB. When APs include non-literate people, other appropriate methods of communications will be used. 10 The ADB Accountability Mechanism (ADB, 2003) serves to enhance the capacity of ADB to respond to, prevent and/or resolve problems associated with the implementation of its policies in ADB -funded project. It consists of two separate but complementary functions: (i) a consultation phase consisting of a special project facilitator (SPF) who will respond to specific problems of locally affected people in ADB -assisted projects through a range of informal and flexible methods; and, (ii) a compliance review phase consisting of a compliance review panel (CRP) to investigate and make recommendations to remediate alleged violations of ADB operational policies and procedures that have resulted or are likely to result in direct, adverse and material harm to project-affected people. The relevant ADB operations department has the initial responsibility to respond to the concerns of affected communities. 11 Persons that illegally occupy, possess or claim title to State public land cannot claim any compensation. This includes land established by the Government as public rights-of-way for roads and railways. Moreover, failure to vacate illegally occupied land in a timely manner is subject to fines and/or imprisonment. (Article 19).
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ENVIRONMENTAL ASSESSMENT AND REVIEW FRAMEWORK (Commune-Based Environmental Assessment and Monitoring) I.
INTRODUCTION
1. The Environmental Assessment and Review Framework (EARF) has been developed to specify the subproject selection criteria, procedural steps to carry out environmental assessment for each subproject, and institutional responsibilities. The EARF follows the general commune level environmental assessment management specified in the Commune Livelihood Fund (CLF) Guidelines developed under the Tonle Sap Sustainable Livelihood Projects (TSSLP) as proposed rehabilitation/upgrading social infrastructure and livelihood activities are similar in scope and scale to those being implemented under the TSSLP. II.
CAMBODIA ENVIRONMENTAL ASSESSMENT AND REVIEW PROCESS
2. The Department of Environmental Impact Assessment within the Ministry of Environment (MoE) administers the Environmental Protection Law (EPL). MoE is responsible for policy, rules, regulations and guidelines related to environmental quality. MoE sets standards and reviews and approves environmental impact assessments. MoE is also responsible for monitoring wastewater discharges from urban sources. Provincial offices of the MoE are responsible for implementing EPL in the province, including monitoring, enforcement and review/approval of Initial Environmental Impact Assessment (IEIA) for smaller scale projects. 3. The Environmental Impact Assessment (EIA) sub-decree of the MoE stipulates that all development projects and sub-projects are required to conduct an environmental assessment. The Project will follow the standard procedures as described in the NCDDS Project Implementation for the conduct of the performance of IEIA, which is equivalent to the ADB IEE in scope and contents.1 4. In addition safeguard reporting will be required in the case of the communes that are on the Environment Watch-List and the NCDDS Safeguard Working Group is required to screen and advise on the Environmental Management Plans (EMPs). Out of the 196 target communes supported by the Project there are 79 communes that are on the watch list (see Table 1).
1
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TONLE SAP POVERTY REDUCTION AND SMALLHOLDER DEVELOPMENT PROJECT List of Target Communes on Watch List BMC
SRP
District Phnum Srok
Commune Phnum Dei Chob Veari Preah Netr Preah Prasat Preah Netr Preah Ou Bei Choan Ou Chrov Souphi Soengh Kaoh Pong Satv Serei Saophoan Phniet Banteay Chhmar Kouk Romiet Thma Puok Thma Puok Kumru
District Angkor Chum
Banteay Srey
Chi Kreang Kralanh
Siem Reap
Soutr Nikom
Srei Snam
Svay Leu
Varin
Total
13 (32)
KPT
Commune Srae Khvav Nokor Pheas Kouk Doung Doun Peaeng Tbaeng Khun Ream Run Ta Aek Rumchek Khnar Sanday Preak Dak Pongro Leu Khvav Lveaeng Ruessei Pongro Kraom Sranal Nokor Thum Sambuor Kouk Chak Srangae Chreav Popel Khnar Pou Chan Sar Khchas Slaeng Spean Moung Chrouy Neang Nguon Ta Siem Kantuot Svay Leu Khnang Phnum Srae Nouy Svay sa Prasat Varin 35 (58 )
District Baray Stueng Saen
Prasat Balangk
Sandan
Santuk
Stoung
KPC
Commune Chong Doung Srayov Kraya Phan Nheum Sa Kream Sala Visai Sameakki Tuol Kreul Chheu Teal Dang Kambet Klaeng Mean Ritth Mean Chey Ngan Sandan Sochet Chroab Pnov Prasat Kampong Chen Cheung Msar Krang Popok Pralay Samprouch
24 (45)
District Batheay Cheung Prey Kang Meas Kaoh Soutin Stueng Trang
TBK
Commune Batheay Tang Krang Pring Chrum Preaek Koy Preaek Ta Nong -
5 (40)
District Dambae Krouch Chhmar Ponhea Kraek
Commune Chhuk Peus Muoy -
2 (21)
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ENVIRONMENTAL IMPACT ASSESSMENT PROCESS
5. In principle, the EIA will be undertaken to: (i) avoid significant, negative impacts on areas declared by laws or appropriate authorities as national parks, watershed reserves, wildlife preserves, sanctuaries or protected areas and their buffer zone; (ii) avoid permanent negative impacts on a known rare or endangered plants and animals; and (iii) avoid significant, negative impacts on important items of cultural heritage. 6. The EIA for the sub-projects to be implemented in the target communes will be prepared by the Project hired Commune Technical Assistant (CTA) assisted by the district Technical Support Officer (TSO). The following sequence of steps will be followed: -
Step 1:
Environmental Mapping
-
Step 2:
Analysis of the Environmental Impact
-
Step 3:
Preparation of an Environmental Management Plan
-
Step 4:
Preparation of an Environmental Monitoring Plan
Step 1: Environmental Mapping The first step in the environment assessment process is the preparation of an environmental map showing the project area and identifying and plotting areas, structures and other environmentally important life support systems/features that may be adversely and/or positively affected by the development. The map should show the village area where the project shall be located and should also indicate adjacent villages and/or areas bordering the project village. Among the critical information to be plotted on the map are the following: -
Topography: Steep slope, slight slope or flat land, with direction of slope; Soil types: that be easily eroded, slightly eroded or not easily eroded; Vegetation and land use, especially wetlands and forest areas; Important cultural sites; Access routes to the site; Water courses; Extents of seasonal inundation; Areas of human habitation and type of domestic water supply; National and Provincial protected areas; Biodiversity conservation areas issued by Ministry of Environment; Areas where Highland people live.
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The following symbols should be used on the map: Symbol
E
Meaning Steep slope (more than 5%) Arrow points down hill Slight slope (less than 5%) Arrow points down hill Highly erodable soil: silt or dispersive clay
Silt Paddy fields Fields for annual crops Fruit Tree crops
Grass land
Forest with small trees Forest with big trees Ring wells
Area of houses. Write down what kind of water supply. Water all year Water part of the year Cultural site Access route to site National and Provincial protected areas Biodiversity conservation areas issued by Ministry of Environment Areas where Highland people live
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Step 2: Analysis of the Environmental Impact 7. The Environmental Impacts Analysis list is a checklist of common types of environmental impact caused by the implementation of C/S Projects. A checklist of common types of environmental impacts divides into types; a long term environmental impacts and short term environmental impacts. 8. For each problem identified on the checklist, the Project staff will explain the meaning to the local people and agree with them if this problem is likely to occur. Similarly, each problem identified on the checklist will be classified as “Large Impact,” “Medium Impact,” or “Small Impact or “No Impact”. Large and medium impact implies that the problem is serious enough to require that some changes must be made in the sub-project, to overcome the problem. 9. For problems that are marked as “Large Impact,” or “Medium Impact,” the sites where these problems will occur should be marked on the map. Each site should be labelled with a letter. For example, where damage will be caused by excavating soil at Site A and Site B these will be labelled correspondingly on the map and the form. 10. While conducting the environmental impacts analysis, the Project staff and the local people should consider and make a judgment on the scales of environmental impact. If the implementation of the sub-project has the potential to cause large impacts, then the sub-project needs to be reconsidered and a decision made as to whether it should be cancelled and/or at least substantially redesigned. If the implementation of the project has the potential to cause medium impacts these may often be remedied with design changes and or other preventive measures in the Environmental Management Plan. If the implementation of the sub-project will have only small impacts, these sub-projects can be implemented with the environmental management activities described in contractor’s or service provider's work plan and Environment Management Plan (EMP). 11.
The basis for identifying large and medium impacts are as follows: (a) Long Term Environmental Impacts - Increased threats to endangered wild animals known to live in the area: If the subproject will directly threaten the survival or likelihood of survival of any individual animals which are listed as endangered species; this is a large impact which necessitates canceling or redesigning the project. - Damage to the fisheries resources or fisheries stocks: If the project will threaten the survival of a species and/or poses a serious risk of materially damaging the livelihoods of fishing communities, this is a large impact which must be avoided. Less serious risks may be of medium intensity and may be, at least partially, overcome by EMP measures. For instance, introduced aquaculture projects which are conducted within the natural lakes or nearby the lakes, because the new imported species of fingerling may go to the lake and destroy the natural species of fish. - Damage to the forests (especially in bio-diversity area): If the project will result in increased damage to forests or increases the use of forest products such as increased production of charcoal, or cutting firewood, this is a large impact which must be avoided. For example, a road improvement sub-project connecting to a village that passes through forested area, (especially bio-diversity area, protected area, dense forest). This sub-project should not be implemented because it has a large impact both directly and 261
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indirectly by increasing access to the forest area. In this case the road sub-project can only be implemented by rerouting to lowest densely forest area or non-forested area and putting measures in place to ensure that increased access to the area does not result in a significant increase in clearing of the forest area. In this case, the impact is considered as medium and the project can be implemented by formulating preventive measures in the EMP such as installing poles to prevent big trucks passing along the road and/or other effective protection measures. - Impact on sustainability of wetlands or water sources (especially in protected or bio-diversity areas): The construction of roads and canals in wetlands, (especially protected and bio-diversity areas), should not be undertaken. The construction of irrigation projects and waterway projects adjacent to wetlands should be well evaluated to ensure no impacts or tolerable levels of impacts on the wetlands. - Long term damage to agricultural land: If a sub-project may potentially cause the degradation of land fertility, this is considered as a large impact or medium impact depending upon the intensity of damage and size of the affected area. Examples of such potential degradation may be top soil erosion because of inadequate protection from upstream water gate structures or drying of soil due to water insufficiency caused by an upstream dam project. - Erosion caused by changes to alignment or size of streams: Opening waterways improperly may create high velocity water streams that damage river or canal embankment to cause erosion. These are generally medium impacts that can be overcome with redesign and/or preventive measures in the EMP. - Erosion caused by removing vegetation: Such erosion is generally considered a small to medium impact which can be addressed with redesign and or simple measures in the EMP like re-grassing, replanting of trees, etc. - Flooding: Dam project construction causes the upstream catchments area of the dam to be flooded. In this case, in the sub-project design a comparison of the size and value of agricultural production in the flooded area should be made with the size and value of agricultural production in the proposed irrigated area. If the value of the agricultural production in the upstream catchments area which is to be flooded is lower than the value of agricultural production in the downstream irrigated area then a judgment should be made on whether the project can proceed or not. In addition, a preventive measure to protect unexpected floods should also be prepared. - Damage to water quality due to chemical pollution: All sub-projects that encourage farmers to utilize chemical fertilizers and drain the liquid waste from rice fields into natural streams or lakes used as sources for human drinking water should be considered as large impacts and should be avoided. - Long term impact causing by dust, noise and safety problems: All laterite road subprojects located in a densely populated area where the traffic is busy for the whole day will generate dust, noise and safety risks. These can be considered as medium impacts or small impacts which can be ameliorated with measures to be included in the EMP. - Damage to valuable cultural sites: Sub-projects which physically damage cultural sites or cause degradation of the surrounding environment or which affront the beliefs and 262
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sensibilities of local people should be considered as large impacts and are to be avoided. - Damage to the livelihood, living environment or customs of indigenous people: Sub-projects which cause damage to the livelihoods, living environment or customs of indigenous people or projects which push the indigenous people away from their living place, these projects should be considered as big or medium impacts. (b) Short Term Environmental Impacts - Short-term environmental impacts mostly occur during the sub-project implementation. Generally, small-scale infrastructure projects rarely pose short-term large impacts but may cause medium or small short-term impacts. Short-term environmental impacts can be ameliorated by implementing the environmental management activities described in contractor’s or service provider's work plan and EMP. 12. Beside the items appearing in the above lists, there can other problems. At the end of checklist there is a place to describe any other serious impacts on environment which may occur due to sub-project implementation. Also the sub-projects can provide a diversity of positive impacts on the environment. The checklist is also a place to describe the expected positive impacts of the project. Step 3 - Preparation of an Environmental Management Plan 13. The EMP will show what changes to the sub-project are recommended to reduce the bad impacts on the environment. All the problems shown as having a “Large and Medium impact” should be listed on the EMP together with a series of recommended mitigation measures. He recommendations should be divided into: - Changes in the sub-project design (for example, changing the place for a bridge); Changes in the way the sub-project is implemented (for example, show which access road the contractor must use to bring materials and equipment to the site); and - Changes in the way the sub-project is operated and maintained (for example, opening water gates slowly to reduce erosion). 14. Changes in the way the sub-project is implemented should be included in the Contractor or Service Provider's Work plan before the contractor or service provider starts work. For each recommendation, the cost of implementing the recommendation should be estimated together with any operational costs that will occur. The person responsible for implementing the recommendations should also be recorded. 15. For each problem, the severity of the problem should be described if the recommendation is implemented (large impact, medium impact, small or no impact) together with any other comments. The EMPs should be discussed with the local people who will be affected by the project before they are endorsed to the C/S Chief for approval. 16. The final section of the form is for the Project staff responsible for the analysis to make a summary of the findings and to make his recommendation. There are four recommendations that can be made: - The project will not have any unacceptable big or medium impacts on the environment;
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- The project will have medium environmental impact, but this impact is mitigated through the implementation of environmental management plan (EMP). - The project design should be changed to avoid unacceptable big or medium impact on the environment; - The project should not be implemented, because the impact on the environment will be bigger than the benefit from the project. 17. After the environmental impacts analysis report has been completed done project staff must sign the Environmental Analysis Report and submit the completed form to the Provincial Facilitation Team (PFT) who will check that it has been completed correctly and then submit to the Provincial Department of Environment for Technical Clearance and make a copy of the report for the C/S Chief. The process for Technical Clearance of the Environmental Analysis will be the same as for the Project Information and the provincial Department of the Environment has the right to object within 15 days after they receive the Environmental Analysis. 18. If Provincial Department of the Environment wishes to object, they must inform the PFT who will also inform the commune. If there is no objection within 15 days, the sub-project is automatically technically cleared and the C/S Chief may begin the process of procurement. 19. For sub-projects that are located in communes which are on the Environmental Watch List, the PFT must send the Environment Analysis Report and Environmental Management Plan (if required), in electronic copy to the Safeguards Working Group of NCDD Secretariat for prior checking before submitting these reports to the Provincial Department of Environmental for technical clearance. The Safeguards Working Group of NCDD Secretariat has 10 working days to check after receiving the Environment Analysis Report and EMP. If the review finds that the Environment Analysis Report and EMP have some mistakes that need to be corrected or there is missing information that needs to be added, the Safeguards Working Group of NCDD Secretariat must inform the PFT by e-mail within 10 working days. The sub-project cannot be sent to the concerned provincial Line Departments for technical clearance until the no-objection clearance is provided by the Safeguards Working Group of NCDD Secretariat. Step 3 - Preparation of Environmental Monitoring Plan 20. The final stage of the Environmental Analysis report is the Environmental Monitoring Plan. There are two kinds of monitoring that can be done: - Monitor compliance of the project owner and the contractor with the recommendations of the EA report; - Monitor the actual effects on the environment. 21. The official responsible for the Environmental Analysis implementation of the recommendations and report to PFT on this.
should
monitor
the
22. The C/S Chief should arrange for monitoring of the impact of the project on the environment. The Monitoring Plan shows how this will be done. The Monitoring Plan shows: - What is to be monitored: For example, “dust from traffic,” “water quality,” etc. - Where to monitor; - How to monitor: For some kinds of problem it may be possible to make actual measurements (for example, the maximum depth of flooding at a particular location. 264
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However, for other kinds of problem, for example dust in the air, we can only measure by asking the people affected, for example, “worse than before/the same as before/ better than before.) - When to monitor: For example, “one time per month,” “every day during construction,” etc. - Who will monitor: Who will be responsible to carry out the monitoring work?
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Table 2 Environmental Analysis Report
C/S Fund Project Environmental Analysis Report Province: District: Name of sub-project:
Commune: Roseisrok C/S Code: 123456
Date of participatory environmental analysis
Name/position of official responsible for analysis
Place of doing the analysis
No. of local people took part in the analysis (attach a list)
1.
Reason for carrying out Environmental Study (can be more than one)
No.
Description
Check
1
Project may damage area that is important for environmental or cultural reasons
2
Project may cause damage to domestic water supplies
3
A new road project
4
A new irrigation system project
5
A new inland waterway for travel and water supply
2.
Recommendation
No
Description
Check
1
If the project is implemented following the project design, there will not be any unacceptable impact on the environment.
2
The project will have medium impact on the environment. However, this impact can be ameliorated by implementing the environmental management plan
3
The project design is changed to avoid unacceptable big and medium impact on environment
4
Project is cancelled because trade-offs between benefits of the project outputs and bad impact is acceptable.
Date:…….............. Responsible Official Attachments:
Environmental map List of Environmental Impact Analysis Environmental Management Plan Environmental Monitoring Plan List of participants in Environmental Analysis Minutes of Environmental Analysis Meeting
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Table 3: Checklist of Environmental Impact Analysis 1. Long Term Impacts on Environment Problem
Large
Severity Small None
Location on Map
Increased threats to endangered wild animals known to live in the area Damage to fisheries resources of fisheries stocks Damage to the forest (especially in bio-diversity areas) Impact on sustainability of wetlands or water sources (especially in protected or bio-diversity area) Long term damage to agricultural land Erosion caused by changes to alignment or size of streams Erosion caused by removing vegetation Flooding caused by project implementation Damage to water quality due to chemical pollution Long term impact causing by dust, noise or safety problems Damage to valuable cultural sites Damage to the livelihood, living environment or customs of indigenous people. Other long term problem (describe) Other long term problem (describe)
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2. Short-term Impacts on the Environment Problem
Severity Large Small None
Location on Map
Damage will be caused by vehicles transporting materials to the site Dust problems during construction Noise problems during construction Contamination of water resources during construction Damage to home gardens and fruit trees Short term damage to agricultural land Damage to domestic water supplies Other short term problems (describe) Other short term problems (describe)
Describe any positive impacts of the project on the environment
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Table 4: Environmental Management Plan Cost Problem
Mitigation measures
Installation
Who is responsible Operation
Installation
Operation
Impact remaining with mitigation (Large / Medium / None)
Priority (H, M, L)
Comments
1. Recommended changes to the design of the project
2. Recommended changes to the way the project will be constructed
3. Recommended changes to the way the project will be operated or maintained
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Table 5: Environmental Monitoring Plan
What What will be monitored?
Where Place for monitoring?
How How to monitor?
When Times when monitoring will be done?
Who Who will be responsible to monitor?
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Table 6: List of Participants in Environmental Analysis No.
Name
Village
Gender
Age
Occupation
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Suggested Contract Environmental Specifications Temporary Facilities for Workers Including Sanitation and Waste Disposal: Temporary housing for workers in the construction site shall be made available including sanitation facilities such as toilet and bath areas. Waste disposal receptacles shall be located in strategic places for wastes generated from the daily personal and construction activities. These receptacles shall be emptied and cleaned regularly. All efforts shall be undertaken to minimize, reclaim or recycle wastes. All residual waste shall be coordinated with local officials for final disposition. The Contractor shall formulate a solid waste management plan (SWMP) specific to the awarded contract area and submit the same to COF before commencement of works. Pollution Control: The Contractor shall avoid discharging hazardous chemicals on site or to the storm water system. Dust pollution from excavation and other dust generating activities shall be kept to a minimum by using dust suppression techniques, such as spraying of water in the affected area. The Contractor shall also take into consideration the sleeping hours of the residents in the neighboring communities in scheduling work especially the use of noise generating equipment. In this respect, the Contractor shall maintain equipment in excellent condition to minimize the generation of excess fumes. General Housekeeping: The Contractor shall ensure that the camps (Contractor’s and Workers) and work areas are kept clean and tidy at all times. This will ensure the health of its workers and facilitate operations. Provision for Safety Measures/Precautions of Construction Workers: To ensure the health and wellbeing of its workers, the Contractor shall be required to provide their workers with the necessary safety measures and provisions such as hard hats, gloves, dust/gas masks, overall, etc. Provisions for adequate signage shall be placed in strategic locations to avoid accidents. All construction activities shall be restricted to working areas designated on the drawings and/or demarcated and approved by the COF. Materials including spoils shall be stockpiled in designated areas and coordinated with the proper authorities for disposition. Waste Management Plan: The project recognizes the need to effectively manage all the wastes generated from the activities during the pre-construction, construction and operation of the project to address potential sources of environmental degradation and health risk. The basic principles in waste management should be followed by Contractor. Demobilization: The Contractor will be responsible for the removal of all the debris and waste material from the site upon completion of the Works. It shall be the responsibility of the Contractor to repatriate all transient workers to their original place of settlement.
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Pro Forma of the Executing Agency’s Project Progress Report NOTE: Quarterly reports will include: (i) a narrative description of progress made by each project component and the Project as a whole during the reporting period; (ii) modifications to the implementation schedule; (iii) details of land use and resettlement; (iv) implementation of the environment assessment and review framework; (v) major project activities by the EAs and IAs; (vi) financial and procurement-related information; (vii) problems experienced and remedial actions proposed; and (viii) the work plan for the following period. All data shall be sex disaggregated where relevant. Progress reports shall include gender-related achievements (e.g. number and level of participation of women in meetings and committee decisions) and constraints. The second and fourth quarter progress reports will also include findings of initial assessments of project impact on the targeted beneficiaries. The progress reports should also include implementation progress as per agreed DMF indicator. 1.
Introduction and Basic Data
The reports will provide the following: -
ADB loan number, project title, borrower, executing agency(ies), implementing agency(ies);
-
Total estimated project cost and financing plan;
-
Status of project financing including availability of counterpart funds and co-financing;
-
Dates of approval, signing, and effectiveness of ADB loan;
-
Original and revised (if applicable) ADB loan closing date and elapsed loan period based on original and revised (if applicable) loan closing dates; and
-
Date of last ADB review mission.
2.
Utilization of Funds (ADB Loan, Co-financing, and Counterpart Funds)
The reports will provide the following: -
Cumulative contract awards financed by the ADB loan, co-financing, and counterpart funds (commitment of funds to date), and comparison with time bound projections (targets);
-
Cumulative disbursements from the ADB loan, co-financing, and counterpart funds (expenditure to date), and comparison with time-bound projections (targets); and
-
Re-estimated costs to completion, need for reallocation within ADB loan categories, and whether an overall project cost overrun is likely.
3.
Project Purpose
The reports will provide the following: -
Status of project scope/implementation arrangements compared with those in the report and recommendation of the President (RRP), and whether major changes have occurred or will need to be made;
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-
An assessment of the likelihood that the immediate development objectives (project purpose) will be met in part or in full, and whether remedial measures are required based on the current project scope and implementation arrangements;
-
An assessment of changes to the key assumptions and risks that affect attainment of the development objectives; and other project developments, including monitoring and reporting on environmental
-
Social requirements that might adversely affect the project's viability or accomplishment of immediate objectives.
4.
Implementation Progress
Provide the following: -
Assessment of project implementation arrangements such as establishment,
-
Staffing, and funding of the DCU;
-
Information relating to other aspects of the EA’s internal operations that may impact on the implementation arrangements or project progress;
-
Progress or achievements in implementation since the last progress report;
-
Assessment of the progress of each project component, such as, • Recruitment of consultants and their performance; • Procurement of goods and works (from preparation of detailed designs and bidding documents to contract awards); and • The performance of suppliers, manufacturers, and contractors for goods and works contracts;
-
Assessment of progress in implementing the overall project to date in comparison with the original implementation schedule—quantifiable and monitorable target, (include simple charts such as bar or milestone to illustrate progress, a chart showing actual versus planned expenditure, S-curve graph showing the relationship between physical and financial performance, and actual progress in comparison with the original schedules and budgets, the reference framework or guidelines in calculating the project progress including examples are shown in below); and
-
An assessment of the validity of key assumptions and risks in achieving the quantifiable implementation targets.
5.
Compliance with Covenants
The reports will provide the following: -
the borrower's compliance with policy loan covenants such as sector reform initiatives and EA reforms, and the reasons for any noncompliance or delay in compliance;
-
the borrower’s and EA’s compliance with financial loan covenants including the EA’s financial management, and the provision of audited project accounts or audited agency financial statements; and
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Project Administration Manual APPENDIX 21
-
the borrower’s and EA’s compliance with project-specific loan covenants associated with implementation, environment, and social dimensions.
6.
Major Project Issues and Problems
The reports will summarize the major problems and issues affecting or likely to affect implementation progress, compliance with covenants, and achievement of immediate development objectives. Recommend actions to overcome these problems and issues (e.g., changes in scope, changes in implementation arrangements, and reallocation of loan proceeds).
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Project Administration Manual APPENDIX 22
Framework and Guidelines in Calculating Project Progress 1.
Introduction
To ensure that all implementation activities are reflected in measuring implementation progress against the project implementation schedule, the term "physical completion” in the PPR has been changed to "Project Progress.” Physical and pre-commencement activities are considered in calculating project implementation progress. These activities, which may include recruitment of consultants, capacity building, detailed design, preparation of bid and prequalification documents, etc., could constitute a significant proportion of overall implementation and therefore should be counted. Each activity in the implementation schedule will be weighted according to its overall contribution (using time as a reference) to progress of project implementation. These weights will then be used to calculate the percentage of project progress along the entire time span of the project. This is to provide a holistic view of the pace of implementation. 2.
Framework for Compiling Activity List and Assigning Weights
As implementation activities and their corresponding weights will vary according to the type of project, sector, and country, sector divisions or RMs will be responsible for determining and including them in the project administration memorandum. The actual project implementation progress of these activities should be reported regularly through the EA’s quarterly project progress report. To ensure ADB-wide consistency, the following framework has been established; its application will be monitored through the PPR. 3.
Compilation of Activity List
Sector divisions or RMs concerned should identify major implementation activities and include them in the implementation schedule, which is attached as an appendix in the report and recommendation of the President (RRP). The implementation schedule should follow the critical path of the project’s major activities in project implementation taking account of various country, sector, and project constraints. 4.
Assignment of Weights
Corresponding weights for each activity are assigned to ensure that “Project Progress" measures the percentage of achievement (nonfinancial except when the project has credit components) for all events during the entire duration of the implementation schedule. To avoid disproportionate assignment of weights, wherever possible these should be evenly distributed along the implementation schedule. When activities are concurrent, avoid “double counting.” 5.
Computation of Project Progress
Once all activities are identified and corresponding weights assigned, project progress should be calculated using the following steps: -
Determine the actual percentage progress (non-financial) of each activity.
-
Multiply these percentages by the assigned weight of each activity to arrive at the weighted progress.
-
Add up the resulting weighted progress of all activities to determine the project progress. 276
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Project Administration Manual APPENDIX 22 Tonle Sap Poverty Reduction and Smallholder Development Project (TSSD) Loan/Grant 2599/0186-CAM Physical Progress
Components
1.
Community Driven Development through commune block grants (a) Improved Rural Infrastructure supporting agricultural productivity
Assigned Actual Weight Progress (a) (b) 55.00 25.00
1.1 Identify priority social infrastructure or facilities and include in the CIP
2.00
1.2 Work with the relevant provincial agencies to develop an engineering design for a preparation of project bidding documents for advertisement
5.00
1.3 Review project proposals and award contracts
5.00
1.4 Monitor and supervise contractor’s performance and progress payments in selected locations
5.00
1.5 Assess the quality of completed civil work
5.00
1.6 Final payment to successfully completed project s and other forms) for dissemination to farmers in Tonle Sap Basin area
3.00
(b) Improved Capacity of Smallholder Farmers 1.7
Provide training for commune councils from 196 communes on LIGs project management.
1.8 Carry out agro-ecological analysis and develop through use of ICT, including assessment of private sector role 1.9 Work with DOAs to identify LIG groups and develop necessary extension packages for them 1.10 Identify appropriate NGOs and/or MFIs and develop necessary MOUs for training and services through focus group and stakeholder meetings, and community need assessment workshops 1.11 Monitor and provide support (c) Improved Commune Project Management Capacity
25.00 1.00 2.00 5.00 15.00 2.00 5.00
1.12 PIM is developed and finalized by Oct 2011 for e-development groups and users (including women and ethnic minorities) in phases
1.00
1.13 Commune block grant are set up and CAAs and CEWs are recruited for 196 communes by Dec 2012
1.00
1.14 Provide PIM training to 196 communes by Dec 2012
1.00
1.15 Coordinate with relevant government staff on a regular basis
1.00
1.16 Supervise activities that are carried out by LIGs and service providers
1.00
2.
Enabling Environment for Increased Agricultural Productivity and Diversification (a) Improved Agricultural Policy Environment
30.00 6.00
2.1 Identify the scope of policy work by carrying out the related legislation review, draft required law or policy
2.00
2.2 Develop relevant operation documents
2.00
2.3 Conduct consultation workshops to incorporate inputs from other relevant ministries and stakeholders to finalize operation documents
2.00
(b) Increased Availability and Access to Quality Seeds
12.00
2.4 Assess and identify farmer organizations for seed production by Mar 2012
2.00
2.5 Develop partnerships with relevant research stations for seed production and distribution
2.00
2.6 Select appropriate types of varieties based on market demands and develop marketing strategies (including post harvest and sales)
1.00
2.7 Provide necessary capacity building to farmer organizations for seed production and distribution (including post harvest)
3.00
2.8 Carry out demonstration activities to increase awareness/demand and conduct pre-and-post surveys to assess increase in rice yields
2.00
2.9 Procure and distribute quality seeds (c) Increased Access to Agricultural Information and Market Data 2.10 Provide support to CEWs for Mobile Commune Assess (MCA) program 2.11 Develop multi-media content to improve effectiveness of agricultural extension delivery. 2.12 Deliver support for existing 10 TCs established under TA 7305-CAM within the TSSD target communes 2.13 Enhance computer skills of DFTs/DSTs, CAAs and Commune Clerks 2.14 Empower CCs with ICT facilities to enable them to play a more significant role in agricultural extension delivery
3.
Effective Project Management (completed by Feb 2018) 3.1 Support the effective functioning of Project Steering Committee 3.2 Support the provincial administration and agriculture department for coordination and supervision of project activities 3.3 Support the district administration and agriculture office for coordination and supervision activities 3.4 Establish and support the project performance monitoring system
TOTAL SCORE Note:
Weighted Progress c (a x b)
2.00 12.00 2.00 1.50 0.50 4.00 4.00 15.00 3.00 4.00 5.00 3.00 100.00
(a) weight 2.5 Mobilize for each consultant component services indicated to provide in the technical Indicative andActivities managerial in the support DMF(Q1 2012 (b) percentage of progress against each activity (c) implementation 2.6 Ensure gender progress action todate plan (GAP) against is fully each implemented activity and monitored
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Project Administration Manual APPENDIX 23
PROJECT NEGATIVE LIST The Project will not finance: (i)
Any construction of buildings or other structures to be used by either the police and other security forces, religious organizations or political parties;
(ii)
Any general administration and operating costs of the local government in the Participating Communes;
(iii)
Any investment that has negative impacts on the environment, minority or disadvantaged people, or resettlement, or requires land acquisition;
(iv)
Any rural infrastructure investment that has EIRR of less than 12%;
(v)
Any investment that is deemed by the Government to be nonviable from either the technical or financial aspect;
(vi)
Any LIG with less than 15 households;
(vii)
Any investment in which the benefits would be restricted to less than 50% of the LIG member households; and
(viii)
Any irrigation and drainage improvements that benefits less than ten households
.
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Project Administration Manual APPENDIX 24
ADB Prohibited Investment Activities List The followings do not qualify for Asian Development Bank financing: (i)
production or activities involving harmful or exploitative forms of forced labor1 or child labor2,
(ii)
production of or trade in any product or activity deemed illegal under host country laws or regulations or international conventions and agreements or subject to international phase-outs or bans, such as (a) pharmaceuticals3, pesticides, and herbicides4, (b) ozone-depleting substances5, (c) polychlorinated biphenyls6 and other hazardous chemicals7, (d) wildlife or wildlife products regulated under the Convention on International Trade in Endangered Species of Wild Fauna and Flora8, and (e) transboundary trade in waste or waste products9;
(iii)
production of or trade in weapons and munitions, including paramilitary materials;
(iv)
production of or trade in alcoholic beverages, excluding beer and wine;
(v)
production of or trade in tobacco10;
(vi)
gambling, casinos, and equivalent enterprises;
(vii)
production of or trade in radioactive materials11, including nuclear reactors and components thereof;
(viii)
production of, trade in, or use of unbonded asbestos fibers12;
(ix)
commercial logging operations or the purchase of logging equipment for use in primary tropical moist forests or old-growth forests; and
(x)
marine and coastal fishing practices, such as large-scale pelagic drift net fishing and fine mesh net fishing, harmful to vulnerable and protected species in large numbers and damaging to marine biodiversity and habitats.
1
Forced labor means all work or services not voluntarily performed, that is, extracted from individuals under threat of force or penalty. 2 Child labor means the employment of children whose age is below the host country’s statutory minimum age of employment or employment of children in contravention of International Labor Organization Convention No. 138 “Minimum Age Convention” (www.ilo.org). 3 A list of pharmaceutical products subject to phase-outs or bans is available at http://www.who.int. 4 A list of pesticides and herbicides subject to phase-outs or bans is available at http://www.pic.int. 5 A list of the chemical compounds that react with and deplete stratospheric ozone resulting in the widely publicized ozone holes is listed in the Montreal Protocol, together with target reduction and phase out dates. Information is available at http://www.unep.org/ozone/montreal.shtml 6 A group of highly toxic chemicals, polychlorinated biphenyls are likely to be found in oil-filled electrical transformers, capacitors, and switchgear dating from 1950 to 1985. 7 A list of hazardous chemicals is available at http://www.pic.int. 8 A list is available at http://www.cites.org. 9 As defined by the Basel Convention; see http://www.basel.int. 10 This does not apply to project sponsors who are not substantially involved in these activities. Not substantially involved means that the activity concerned is ancillary to a project sponsor's primary operations. 11 This does not apply to the purchase of medical equipment, quality control (measurement) equipment, and any equipment for which ADB considers the radioactive source to be trivial and adequately shielded. 12 This does not apply to the purchase and use of bonded asbestos cement sheeting where the asbestos content is less than 20%. 279
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Project Administration Manual Appendix 25
GOOD GOVERNANCE FRAMEWORK In all instances, the Financing Agreement will be the overriding legal document. ADB’s Procurement Guidelines, 2007, as amended from time to time (“Procurement Guidelines”), and ADB’s Guidelines on the Use of Consultants by Asian Development Bank and its Borrowers, 2007, as amended from time to time (“Consulting Guidelines”), will be applied pursuant to the Financing Agreement as they may be modified by that Financing Agreement. The Government’s policies and procedures will be applicable to the extent there is no discrepancy with the Financing Agreement or ADB’s Procurement Guidelines and Consulting Guidelines. In the event there is a discrepancy, then the Financing Agreement, the Procurement Guidelines and the Consulting Guidelines will apply. No.
Risk/ Issue
Assessment without Mitigation
Action to Mitigate Risk
Assessment with Mitigation
Responsibility
Target/ Monitoring
Supporting Evidence
1. Procurement
1.a
1.b
Risks of corruption and fraud
Insufficient procedures
High
Average
The EAs/ IAs and Implementing Partners (IPs) to establish national- and commune -level Procurement Committees (PCs) under the Project, in accordance with the Government’s Standard Operating Procedure and Procurement Manual (SOP/PM), mandated and updated on 22 May 2012. District level PCs may be required for the recruitment of Service Providers.
The EAs, IAs and IPs are to adhere strictly to the procedures and guidelines set forth in the Financing Agreements, ADB Procurement Guidelines and SOP/PM that also cover international competitive bidding, national competitive bidding and shopping.
Average
Low
EAs: MAFF NCDDS IAs: MAFF/GDA, NCDDS and MPTC Implementing partners will include: CCs, District Administrations, Provincial Administrations and Service Providers. Other institutions that may be involved in implementation through the provincial level arm of the organization: MRD, MOWRAM, MOI, MOWA, Supreme National Economic Council (SNEC), MEF to monitor for compliance with the Financing Agreement, ADB’s Procurement Guidelines and the Procurement Manual. CARD as Project Steering Committee EAs, IAs and IPs. MEF to monitor for compliance with the Financing Agreement, ADB’s Procurement Guidelines and the SOP/PM.
At effectiveness
Throughout Project duration. PC Members updated as soon as having restructured Commune Councillors.
Throughout Project duration.
Documentation of establishment of PCs by EAs. CCs will use the existing C/S Procurement Committee for the procurement of goods and civil works under Block Grant (CDF).
Bidding documents, contract awards, bidder proposals and bid evaluation reports.
CARD/MEF/ADB.
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TSSD
No.
Project Administration Manual Appendix 25 Risk/ Issue
1.c
Weak procurement capacity
1.d
Procurement Plans
1.e
Assessment without Mitigation
High
Average
Informal payments by contractors, suppliers and consultants
High
Action to Mitigate Risk The EA/IAs, CCs, and District and Provincial project teams will receive hands-on training and assistance from consultants recruited under the Project. The Government SOP/PM will be used under the Project. Project to closely monitor and review procurement and where necessary, take measures to improve procurement procedures based on lessons learnt from each successive procurement activity. Preparation of realistic annual Procurement Plan as guided by the Procurement Guidelines, tied to annual work plan and budget. All contractors, suppliers and consultants – firms or individuals, national and international – bidding for contracts under the Project shall sign the Declaration on Ethical Conduct and Fraud and Corruption in the SOP/PM. The Project will include the Declaration in all bidding documents, request for proposals, and contracts.
Assessment with Mitigation
Responsibility EAs, IAs and IPs.
Low
Low
Average
CARD/EAs/MEF/ ADB.
EAs/IAs and MEF.
EAs/IAs/IPs and MEF.
Target/ Monitoring
Supporting Evidence
SOP/PM Training conducted no later than December 2013. PIM ToT training delivering in late September and cascading to districts and communes in October 2012. Throughout Project duration.
Training Reports of refresher training on PIM and training on utilisation of the CDF for supporting livelihood activities.
First year Plan complete by Mid October 2008. Annually thereafter in July.
Regular updates of Procurement Plan during Review Missions and as a part of the AWPBs.
Throughout Project duration.
Proof in bidding documents, requests for proposals, minutes of bid openings and contracts. Application of the Statement of Ethical Conduct, Fraud and Corruption and declarations made in bidding documents.
2. Financial Management (FM)
2.a
Weak internal controls
High
Strengthen internal controls by ensuring that the Project uses SOP including procedures in the FMM which includes: • financial policies and standards; • elements of internal control; • financial accounting system, ledgers, journals; • bank accounts and credit/grant withdrawals;
EAs and IAs.
Average
MEF to monitor for compliance with SOP/FMM, as well as Financing Agreement and ADB’s Anticorruption Policy.
Continue throughout Project duration. Continue throughout Project duration.
If no Internal Auditors are appointed by EAs/IAs the FMPE and LGFSAs should conduct pre- and post-review on financial and accounting transactions and recording systems to ensure transparency and accountability of fund use.
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TSSD
No.
2b.
2c.
2d.
Project Administration Manual Appendix 25 Risk/ Issue
Weak financial management capacity
Minimize cash transactions
Inconsistency in allowances paid to Government staff attending training, workshop and other similar activities
Assessment without Mitigation
High
Average
Action to Mitigate Risk • Project expenditure, payroll, petty cash, advances; and • FM reports, audit, counterpart funds withdrawals. The EA/IAs and CCs to receive hands-on training and technical assistance from consultants recruited under the Project. The Government FMM and SOP will be used under the Project as well as relevant provisions of the Financing Agreement and ADB’s Procurement Guidelines and Consulting Guidelines. Project to closely monitor and review financial management conduct and make necessary improvements as required. Project to make all progress payments to contractors, suppliers and consultants – firms, individuals, national and international – by check or transfer to bank accounts, and retain evidence for audit and donor supervision missions. Project to follow MEF’s Instruction Letter No. 2000 dated April 23, 2007 on standard daily subsistence allowances. Project to establish Annual Training and Workshop Plan with estimated budget.
Average
Assessment with Mitigation
Responsibility
EAs and IAs.
Low
Low
EAs/MEF/ADB
EAs/IAs, commune councils.
EAs and IAs to incorporate into Annual Training and Workshop Plan.
Project to set eligibility rules for attending training and workshops. Attendees must:
FMM/SOP training conducted no later than November 2012.
Throughout Project duration.
Throughout Project duration.
Throughout Project duration. 4th QTR annually.
Supporting Evidence
Training records of financial training and orientation on FMM delivered by the FMPE and LGFSAs to concerned staff of the IPs followed by cascade training t target districts and communes. ADB will closely monitor the next training activities and review financial management conduct.
Documentary evidence of transactions applied as guided by FMM.
MEF instruction Letter to EAs/IAs on DSA rates and retention of all financial documents for external auditing.
Approved by Project Director with ADB no objection. Low
Each training or workshop to have a detailed budget and expenses approved by the Project Director.
Target/ Monitoring
Throughout Project duration. EAs/IAs
EAs and IAs in consultation with ADB.
Before first training, workshop
282
TSSD
No.
Project Administration Manual Appendix 25 Risk/ Issue
Assessment without Mitigation
Action to Mitigate Risk
• •
•
Responsibility
Target/ Monitoring
Supporting Evidence
be engaged in work relevant to the training, and
be competent in the language used. Project to ensure that training and workshops and other similar activities:
•
Assessment with Mitigation
are in line with Project aims and objectives meet identified needs within the subproject plans, and
At time of annual work plan preparation, and again before each training, workshop or study tour.
•
have budget in line with planned expenditure approved by the EA. Project to seek EA’s prior approval for any significant plan changes or departures. Project to set cost guidelines for selected training/workshop activities, including:
• • • • •
Each occasion.
venue rental with refreshments/meals sound and projection equipment hire stationery/hand-outs Project-specific training and workshop materials simultaneous translators, and
•
photocopying, reproduction, translation. Project to define evidence to be submitted by attendees for reimbursement of expenses which may include:
•
•
Each occasion.
proof of attendance for period claimed with signed statement by the workshop, training or study tour organizer or host proof of travel by air – ticket stubs, travel agent’s receipt,
283
TSSD
No.
Project Administration Manual Appendix 25 Risk/ Issue
Assessment without Mitigation
Action to Mitigate Risk
Assessment with Mitigation
Responsibility
Target/ Monitoring
Supporting Evidence
airline boarding passes
• •
receipted hotel bills (for proof of stay) receipts for incidental travelling expenses
•
Delayed or non-existent reconciliation of 2e. advances for operating costs and expenses 3. Disclosure
3a.
3b.
Conflict of interest among Project staff
Inadequate transparency and disclosure
Average
receipted invoice for venue rental, food and beverage, sound/projection equipment, hire of simultaneous translator, stationery and hand-outs, use of photocopying facilities. Project to reimburse against receipts except where covered by fixed allowances in MEF’s Letter No. 2000. Project to retain evidence of attendance and payment of attendees’ per diem and allowances. Project to reconcile operating expenses to staff or field offices within one week of the end of each month. No further advances to be paid until previous advance reconciled and cleared against documentary evidence.
High
Project staff to disclose private and public affiliations or personal interest before becoming involved in any Project-related transaction, such as contract award. EA to prepare a declaration statement for staff’s signature.
Average
Project to agree information to be disclosed on Project and EA/IA websites biannually, with hard copies available for public inspection on request. At a minimum, the Project will disclose the information required by the Financing
Each occasion.
EAs/IAs directors.
Each month.
EAs/IAs directors.
Throughout Project duration.
Documents supporting advance liquidation and replenishment
Low
Average
Project Director to ensure all Project staff signs the disclosures.
Code of ethical Conduct signed by all Project teams and consultants. Throughout Project duration.
Agree by effectiveness. EAs and ADB to agree final list. Low
Project Director to arrange disclosure.
Updated at least every two weeks upon document and information available.
All Project reports including PAM and procurement information displayed on the Project website established and maintained by MAFF/DCU. Project website links to CARD website http://www.card.gov.kh/tsprsdp.
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No.
Project Administration Manual Appendix 25 Risk/ Issue
Assessment without Mitigation
Action to Mitigate Risk
Assessment with Mitigation
Responsibility
Target/ Monitoring
Agreement.
4. Complaints and Remedies Mechanism Project to build well-defined mechanism into Project documents, including subprocedures specific to Inadequate particular subproject, if complaints necessary. 4a. and High remedies Complaints procedures mechanisms regarding procurement to follow process set out in Financing Agreement and SOP/PM. 5. Civil Society Organisation Role
Supporting Evidence html. The project website should have link to NCDD website: www.ncdd.gov.kh/en/2012-1224-04-02-39/projects/ts-prspadb where all bid documents for CDF projects should be accessible.
EAs in consultation with ADB.
Effectiveness Formal CHM should be established with detailed procedure to address the possible complaint/grievance which should be posted on the Project website.
Low EAs/MEF
Throughout Project duration
N/A 6. Code of Ethical Conduct
6a.
Poor enforcement of the Code of Conduct for civil servants
7. Sanctions Inadequate sanctions for fraudulent and corrupt 7a. activity by Project staff, contractors, suppliers and
Average
High
Project to provide copies of the relevant laws and articles on Code of Conducts for civil servant in 2004 to all Project staff, including contracted staff. Project will maintain signed declaration of receipt of these documents by all Project staff, including contracted staff.
The Project to identify and apply sanctions available under current law and regulations of Cambodia, ADB’s Loan and Grant Regulations the Financing Agreement, and ADB’s Procurement Guidelines and Consulting Guidelines.
Effectiveness
Low
EAs
Distribution of Code of Conduct for Civil Servants to all project teams for signature and maintenance of a list of all staff who have received for receipt of the document.
From October 2012 to remaining Project time
Low
EAs
Throughout Project duration
Documentation of results of investigation of fraudulent and corrupt activity retained by EAs to provide the basis for remedial action.
285
TSSD
No.
Project Administration Manual Appendix 25 Risk/ Issue
Assessment without Mitigation
consultants
Action to Mitigate Risk
Assessment with Mitigation
Responsibility
Target/ Monitoring
Supporting Evidence
Sanctions for individuals may include transfer of duties, retraining, suspension, dismissal, re-grading, and prosecution under Cambodian Law. Sanctions for firms may include: termination of contract, debarment or blacklisting under ADB’s Procurement Guidelines and Consulting Guidelines or prosecution under Cambodian Law.
8. Project Specific Risks
8a.
Poor coordination among Project agriculture staff working group at provincial and district level
8b.
Insufficient Project vehicles and motorcycle at provincial and district level.
High
High
EAs playing roles as national project management shall issue letter of instruction or guidance to inform chief of provincial/district working group to convene regular coordination meeting with clear agenda to review work progress, challenges to be addressed, coordination issues, work plan, report consolidation and other Project related issues. Chief of Provincial/District Working Group known as Deputy Governors to ensure such regular meetings take place in their respective province/district. EAs/IAs to discuss about possibility to reallocate the existing vehicles currently managed by EAs/IAS in order to respond to the local needs. Equipment budget shall be considered and reallocated for the procurement of additional motorbikes and their operational costs and distribution to Project district staff to ensure smooth and effective implementation
Low
EAs and Respective Provincial Deputy Governors.
Low
EAs/IAs/MEF in consultation with ADB
From November 2012 to remaining Project duration.
Before end of December 2012.
Reports of Monthly Coordination Meetings that are held at sub-national level as well as National Coordination Meetings.
Minutes of meetings between EAs/IAs and procurement documents and signed distribution lists of additional vehicles and motorcycles.
286
TSSD
No.
Project Administration Manual Appendix 25 Risk/ Issue
Assessment without Mitigation
8c.
Safety for petty cash custody at project subnational level.
High
8d.
Low capacity on financial management and technical support both district and commune level.
High
Action to Mitigate Risk toward objectives of the Project. Findings at the time of review mission, no petty cash custodian in target provinces, districts and communes were found to use iron safe for safeguarding its petty cash. This will lead a high risk in petty cash management. EAs/IAs in consultation with MEF to discuss within the Participating provinces and districts/communes to seek possibility of external budget resources or in the form of counterpart fund to buy a suitable size of the safe for keeping the cash or strongly recommend where regarded as safety place to keep. NCDDS to carefully monitor a transparent recruitment process to ensure the compliance of guideline. LGFSAs recruited under EA/NCDDS shall provide a formal training, hands-on trainings, and on the job trainings with series of followup to district/commune finance staff. 2 RIEs under PIC shall deliver a formal training, hands-on trainings, and on the job trainings, and follow up session on feasibility study, project design, cost estimation and other infrastructure related subjects to district support staff.
Assessment with Mitigation
Responsibility
Low
EAs/IAs/MEF in consultation with ADB
Low
NCDDS
Target/ Monitoring
Supporting Evidence
Considered as matter of urgency
Procurement of appropriate safe storage equipment for petty cash and evidence of its use in all sub-national offices.
Throughout project duration
Recruitment procedures well documented and training records maintained.
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TSSD Project Administration Manual APPENDIX 26
CODE OF ETHICAL CONDUCT This statement is to be signed by all project staff, contracted staff, and individual consultant of an EA or IA. Such a code is not intended to substitute for related laws such as the Law on the Common Statute for Civil Servants of 1994 or the Anti-Corruption Law of 2010 but to supplement legal provisions with guidelines on personal conduct relating to the duties being performed for the agency concerned. Ideally, the Code adopted should extend to all members of staff of the agency and not just to those who engaged on ADB-financed project work. General Principles -
All employees are accountable to the Royal Government of Cambodia and work as part of the Government’s efforts to achieve sustainable growth, peace and justice.
-
Employees must work at all times to the best their ability with commitment and honesty.
-
Public office is a public trust. Activities are conducted for the sake of the public and must be undertaken with prime regard to the public interest.
-
Duties must be discharged in accordance with the Law and relevant decrees and regulations.
-
Integrity, impartiality, objectivity and transparency shall be applied in all aspects of the work.
-
Employees must not conduct themselves in a manner which brings the agency into disrepute.
-
Unless there are published charges the agency’s services, an employee’s work is free of charge to the public. No employee shall either seek or accept personal gain for work undertaken other than what is rightfully due under the employee’s contract of employment.
Impartiality - Employees must recognize that all people are born free and equal in dignity and not abuse the fundamental human rights of any person. - Religious freedom must be respected and an employee’s discrimination against a fellow employee or member of the public on the basis of race, color, religion, gender, marital or parental status, handicap, age, or national origin, will not be tolerated. - All employees must be impartial at all times and not deceive or knowingly mislead their superiors, subordinates, fellow workers or members of the public. - No employee shall do anything that compromises, or is likely to compromise the impartiality of others who work for, or on behalf of, the agency. - All employees must deal with the affairs of the public sympathetically, efficiently, promptly and without bias or maladministration.
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General Responsibilities Employee will: - Treat all other staff of the agency, whether a superior or subordinate, with respect, fairness and equity, and as an individual with rights to be protected and defended; - Respect the rights of other employees to freedom of association, conscience and expression; - Not ask a subordinate to act in a way that would conflict with either the Law, relevant decrees and regulations, or the provisions of this Code of Conduct; - Encourage their subordinates to report to them any serious concerns of misconduct by others; - Report to their immediate superior any instruction to act in a way which they believe may be illegal, improper, or unethical, or in breach of this Code of Conduct, or may involve maladministration. If such an instruction is given by the immediate superior, the employee will report it to the next highest responsible person; - Disclose to their immediate superiors any potential conflict of interest in their work, such as any matter concerning an immediate relative or vested interest; - Not recommend their immediate relatives for appointment with the agency, or in any way involve themselves in the appointment process of an immediate relative who applies to join the agency; - Not misuse their official position, or information acquired in the course of their official duties, to further their private interests or those of their family, friends or associates; - Carry official identification at all times when their work brings them into contact with the public; - Provide the public with full, truthful and accurate information regarding any matter associated with the agency’s business and the official fees payable for services rendered; - Not prevent or obstruct another person from gaining access to information to which that person is entitled by law; - Be strongly opposed to, and not be a willing partner to fraud, corruption, bribery and other financial irregularities; - Not cause project funds to be used improperly, ineffectively or inefficiently; - Ensure that the assets and resources of the agency and its projects in their care are used solely for agency and project purposes and are not removed temporarily or permanently for private use; - Never solicit informal payments, gifts or gratuities for their work from any source, nor intimidate the public into offering informal payments, gifts or gratuities in return for the services they provide;
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- Not accept any informal payment, gift or gratuity offered without solicitation by any person or persons to influence their action as civil servants; and - Recognize that their salary and due allowances are entirely theirs and that they do not - Need to, and will not, pay any portion of their remuneration to any other person that makes such a demand. Specific Responsibilities [This section should be filled by EA Management/Project Team Leader that contains clauses on the detailed responsibilities and actions of employees that relate to their specific duties, for example in relation to implementing a development project or program. It is likely that there will be some variation in the clauses to suit the responsibilities of employees in different departments and divisions of the agency.] Sanctions [The agency should insert here a summary of the internal sanctions that it could impose on wrongdoers through EAs/IAs Internal Regulation, Discipline or Personnel Contract, prior to considering legal action. Those sanctions shall include some administrative measures based on range of misdemeanor such as verbal or written warning, short-term suspension for investigation, and dismissal etc.] In addition to the above agency sanctions, employees shall be aware that, if they commit any corrupt, fraudulent, collusive or coercive act in the course of their duties, legal sanctions shall be applied against them such as prosecution under the Law on the Common Statute of Civil Servants of 1994 or the Anti-Corruption Law of 2010, or any other relevant laws and regulations of the Royal Government of Cambodia.
______________________ Staff/Consultant’s signature Name: Date
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