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ថ្ងៃ​ព្រហស្បតិ៍, 22 ខែ​សីហា 2013 02:01

TOR Individual International Consultant Service of Project End Evaluation

Written by

Approved on 08 August, 2013

DEMAND FOR GOOD GOVERNANCE (DFGG) PROJECT, CAMBODIA World Bank-IDA-Grant No. H4410-KH

TERMS OF REFERENCE INDIVIDUAL INTERNATIONAL CONSULTANT SERVICE OF PROJECT END EVALUATION

1. Background

The Royal Government of Cambodia (RGC) recognizes the importance of strengthening governance through its National Strategic Development Plan (NSDP) 2006-10 and its Rectangular Strategy (RS) 2004-08. The RGC has also publicly acknowledged, “achieving good governance will require the active participation and commitment of all segments of the society, through enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law” (RGC 2004). A number of key government policy documents, such as the RS, the Governance Action Plan, and the Decentralization and De-concentration (D&D) Strategic Framework recognize the important role that civil society can play in strengthening governance processes.

The DFGG Project was designed as a response to the governments push for governance reform, receiving grant funding of US$20 million-equivalent IDA funding from the World Bank. The project commenced on 24 June 2009 and following a one-year extension is due to be completed on 31 March 2014. The project is coordinated through the Ministry of Interior (MOI) as the Executing Agency. There were 5 other implementing agencies in the original project design, reduced to 3 others at the mid-term review. The DFGG project governance reform concept included:

• Increasing the ability of citizens and other non-state actors (NSAs) to hold the state accountable for its actions, and to make it more responsive to their needs; and

• Enhancing the capacity of the state institutions to become more transparent, accountable and responsive to citizens.

The process of operationalizing this concept was envisaged through four key activities: (i) promoting demand by disclosing, demystifying, and disseminating information on key government programs; (ii) mediating demand for good governance by creating and strengthening avenues for citizen feedback and addressing citizen concerns; (iii) responding to such demand by creating programs for service delivery; and (iv) promoting regular monitoring and oversight of the public sector by independent actors.

1.1 Project Development Objective

The overall project development objective (PDO) of DFGG is to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons.

This is to be achieved by supporting selected state institutions (SIs) engaged in DFGG through promotion, mediation, response, or monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in partnership with SIs or independently; and promoting learning, awareness raising, and capacity building on demand-side governance approaches in a broader context.

1.2 Project Components

The DFGG project includes 3 main components:

Component 1: Support to State Institutions.

(Original Total Budget $10,664,546; Reallocated Budget 15 Jan 2013 $9,100,805)

The original project design included support to 4 implementing agencies under component 1, including;

i. The Arbitration Council under the the Ministry of Labor and Vocational Training, (Component 1A)

ii. The Ministry of National Assembly and Senate Relations and Inspections for law dissemination and complaints handling, (Component 1B)

iii. The One Window Service Office and District Ombudsman under the National Committee for Democratic Decentralization (NCDD) (Component 1C), and

iv. Radio National Kampuchea under the Ministry of Information, (Component 1D).

Based on the outcome of the project mid-term review mission performed from June 6-21, 2011, the RGC executing agency made a strategic decision to discontinue two implementing agencies from the state actor components (1B and 1D) due to poor performance in attaining project development objectives.

The project was subsequently restructured to focus project resources at achieving the project development objectives in a more effective manner.

Component 2: Support to Non-State Institutions.

(Original Total Budget $ 4,275,000; Reallocated Budget 15 Jan 2013 $5,014,748)

Component 2 was designed to strengthen engagement of state institutions with civil society and non-state actors (NSAs) through DFGG related activities. The project design makes provision for component 2 to provide grant funding and capacity building assistance to NSAs to support DFGG activities at grass roots level. This process has been managed through the non state actor secretariat with the Asia Foundation as the implementing agency for this component. Since project effectiveness there have been approximately 50 grants awarded for governance related activities performed by NGOs through the project.

Component 3: Coordination and Learning.

(Original Total Budget $2,422,071; Reallocated Budget 15 Jan 2013 $3,734,472)

Component 3 is divided into 2 sub components;

• Component 3A – Project Coordination, which includes overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The MOI is responsible for overall project coordination.

• Component 3 B – Learning, which includes awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. The establishment of Governance Resource and Learning Center (GRLC) was agreed in the Project Appraisal Document (PAD) in October, 2008. GRLC aims to be a repository of knowledge and skills, interaction between state and non-state actors, and building capacity for demand-side approaches, by bringing together the power of knowledge, skills, and people for good governance. GRLC strives to be among the very best in the area of Good governance to foster growth-oriented and poverty reduction.

The project started from 24 June 2009 to 31 March 2013 (original closing date) while the project extension was approved and the closing date revised to 31 March 2014. After the project implementation, MOI/PCO has committed the final evaluation study as part of project learning.

2. Objectives

The objectives of the final evaluation are to assist PCO in their final evaluation:

- Provide an independent evaluation of the project’s performance against the overall project development objectives (PDO) as stated in project agreement and as measured by the results framework. The project outcome indicators in the revised Results Framework are attached as annex 1.

- Coordinate and compile the findings of the component evaluations for the purposes of one overall project evaluation.

- Provide an aassessment of the original project design, and the overall implementation,

- Provide lessons learned from the project design and experiences in implementation that can be applied in current or future local good governance projects in the country and in projects designed under similar conditions or target sectors. Provide clear recommendations on how the design could have been improved to achieve greater impact and sustainability of project activities.

3. Scope of Evaluation

The evaluation will cover all project components and implementing agencies. The evaluation should assess the achievements of the project in reaching its targets and objectives as outlined in the Financing Agreement and Project Documents.

Each implementing agency will perform an independent final evaluation. For this overall project evaluation the consultant will draw on each implementing agency’s evaluation report, the ToRs for those evaluations, and have detailed interaction with each implementing agency while reviewing the evaluations, consolidating them to draw overall conclusions and lessons learned without duplicating the work already completed. The TOR’s of the final evaluation planned by the implementing agencies are attached as annex 4.

The evaluation will address issues of project design, implementation, management, lessons learned, and replicability. It will provide recommendations for future projects operations. The key activities to be addressed in the evaluation are included in the evaluation methodology should be organized to provide an assessment of the;

• Relevance - compliance with policies of the donor and recipients, along with a review of project relevance for the beneficiaries,

• Effectiveness -to what extent are the project objectives were achieved,

• Efficiency - to what extent was project implementation at minimal cost,

• Impact and Sustainability - review of project outcomes and impact.

The scope and content of the evaluation will focus on the three elements of the PDO strengthening institutions, building partnerships and sharing lessons). It will include:

1) Reflection on the project context, including National Strategic Development Plan (NSDP, Governance Action Plan), and D&D Strategic Framework,

2) Review of objectives at project design stage and completion assessing their relevance with RGC and World bank objectives,

3) Review original Project Development Objectives, Key Indicators (as approved), and Original Components at project design and after project midterm review which resulted in project restructuring.

4) Review of main beneficiaries and their importance in NSDP.

5) Drawing on the component evaluations, review project design and implementation and evaluate;

a. Soundness of the background analysis supporting the project, lessons learned incorporated, and the rationale for the Bank’s intervention;

b. Assessment of the project design—objectives, components, and organization— including its realism and the degree of complexity (e.g., the number of organizations involved, the number of project components and their substantive dispersion, novelty or innovations in approaches, capacity of the implementing agencies, the number of co-financiers and partners, and soft factors such as the political climate and RCG priorities at the time of the design).

c. Adequacy of government’s commitment, stakeholder involvement in the design and their expected contribution, participatory processes and stakeholder participation built into the project and the use of a partnership approach during the design of the project.

d. The extent to which the Good Governance Framework (GGF) and the Risk Management Matrix (RMM) were utilized by the project and if they were successful in mitigating risks identified during project design and implementation.

6) Provide a specific review of the experience of Component 3A (Coordination and Component 3B (the Learning Program) as this is not evaluated separately).

7) Factors affecting success. Describe the factors that contributed to successful implementation or gave rise to problems.

8) Review roles and responsibilities, systems of delegation and available capacity for the implementation of the project.

9) Linkages. Document communication and cooperation between communication and learning program as well as implementing agencies.

10) Review at least four case studies that illustrate the outcome and working of the project. Identify situations and sub-projects that made a good contribution to the Development Objective. Describe the factors that contributed to this success.

11) Monitoring and Evaluation (M&E) Design, Implementation, and Utilization (with particular attention to a set of M & E indicators at component/sub-component levels and a methodology for aggregation have been developed during project design and after mid-term review).

12) Review Project results (outcomes) and sustainability through;

a. Assessment of outcomes,

b. Relevance of Objectives, Design, and Implementation,

c. Achievement of Project Development Objective,

d. Efficiency of project implementation

e. Crosscutting Themes with a particular focus on Gender,

13) Project sustainability and expected long term impacts, Describe and evaluate the agreed post-project sustainability strategy, (e.g. the Social Accountability Framework, the establishment of the Governance Resource and Learning Center (GRLC), the ACF sustainability strategy, the strategic institutionalization of the OWSO in the MoI). Review agreed strategy and identify any possible alternatives and synergies.

14) Performance of each partner and stakeholders:

a. PCO

b. NCDD/OWSO

c. ACF

d. TAF

e. MONASRI

f. RNK

g. World Bank, and

h. Advisory groups.

15) Recommend any follow-up by the World Bank that might contribute to sustaining benefits; discuss the desirability of follow-on project financing.

16) Lesson learned in relation to;

a. Prioritization and alignment with the government policy (including NSDP)

b. Project design and preparation

c. Implementation of demand-side governance activities

d. The factors leading to Success

e. Relevance, Effectiveness, Efficiency during implementation.

17) Identification of other issues that emerge during the evaluation.

4. Evaluation Methodology

It is expected that the evaluation will adopt a flexible approach as required by the results framework, and the consultant should propose and select a mix of appropriate methods and approaches that will provide data and description for the results framework indicators and other relevant indicators that are identified and useful in describing project outcomes.

Proposed evaluation methodology to be used could include:

The consultant shall:

• Conduct a review all project documents (e.g. project agreements, progress reports, aide memoires and evaluations) all provided by PCO and listed in Annex 1.

• Conduct interviews with all key stakeholders including the MEF, the NCDD, ACF, TAF, MOI leadership, local officials as appropriate, the World Bank, LCFG, PCG, GRLC’s Advisory Committee, grantees and members of civil society.

• Conduct fieldwork as agreed at inception, specifically in relation to the OWSOs and the non-state grants, although this supplements the specific in depth field surveys carried out by these components.

• As required by the Results Framework, the following tools/reports could be developed:

o Beneficiary survey. Carry out a targeted survey of beneficiaries of all components (in close collaboration with IAs)

o Capacity review. Review the development of capacity over the project, utilizing baselines and other situation analysis that are available (Baselines have been difficult to put in place)

o Process review/audit. Review the processes that each IA has undertaken, identifying blockages

o Other proposed reviews that consolidate key issues identified in the results framework.

PCO, implementing agencies as well as the World Bank will be expected to assist the evaluation consultant by responding to questions through interviews and participating in individual meetings, group discussions, and dissemination meetings.

5. Deliverables and Timing

The evaluation is expected to start in December 2013 and finish in February 2014 for a three months period.

The consultant will produce the following outputs:

1. An Inception Report, within 2 weeks after the start of the assignment. This report will be 10 to 15 pages in length and will propose the methods, sources and procedures to be used for data collection. It will also include a proposed work plan;

2. A Draft Report that presents the consultant’s findings (in English) that shall be submitted within 10 weeks after mobilization;

3. A workshop during which the findings are discussed (at least 3 days after submission of the draft report);

4. A Final Report that includes the comments received during and after the Workshop; submitted within three weeks of receiving feedback from the PCO, IAs, and the Bank on the draft report.

The English version of the Report shall not exceed 30 pages (appendices should be used to expand documentation) and shall include an executive summary (of the main findings that shall not exceed 2 pages). The executive summary should be translated into Khmer.

The evaluation consultant will work under the direct supervision of the MOI Project Director/Project Manager. The evaluation consultant will coordinate closely with Monitoring & Evaluation unit, MOI/PCO staff, and consultants engaged in the project implementation. The MOI/PCO will assist the evaluation consultant with necessary administrative support, including technical assistance, making appointments, organizing meetings and workshops, distributing documents, and other provisions necessary to facilitate the work.

6. Qualification and Selection Criteria of Consultant

- A minimum of 10 years of experience in social accountability, DFGG, civil society, good governance and decentralization/sub-national democratic development

- A strong and proven track record in monitoring and evaluation of governance and capacity building projects

- Track record of in-depth knowledge in at least one-component focus (labor relations, citizen service centers/decentralized administrations, social accountability activities, capacity building and partnerships between state and non-state actors).

- Experience with World Bank/ Funded projects and in the preparation of completion reports.

- Previous relevant working experience in the Cambodian or South East Asian context

- Fluency in written English

- Understanding Khmer language will be an advantage.

 

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 08:53

TOR Interpretation and Translation

Written by
MINISTRY OF INTERIOR
DEMAND FOR GOOD GOVERNANCE (DFGG)

Terms of Reference
Consultant: Individual Consultant

Post title: Interpretation and Translation Consultant
Duty station: Project Coordination Office (PCO), Demand For Good Governance (DFGG), Ministry of Interior
Period of contract: Time-Based (9 months)

 

BACKGROUND
The Royal Government of Cambodia (RGC) has recognized the importance of strengthening governance in its National Strategic Development Plan (NSDP) 2006-10 and in the Rectangular Strategy (RS) 2004-08. The RGC has also publicly recognized that "achieving good governance will require the active participation and commitment of all segments of the society, enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law" (RGC 2004). A number of key government policy documents, such as the RS, the Governance Action Plan, and the Decentralization and De-concentration (D&D) Strategic Framework recognize the helpful role civil society can play in governance processes.


The DFGG Project is a response to the current RGC push for reform, and has been approved as a US$20 million-equivalent grant from the International Development Association (IDA). It will be implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI) as the Executing Agency. Conceptually, „Demand for good governance‟ (DFGG) aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.


The process of operationalizing this concept will be implemented through four key activities: (i) promoting demand by disclosing, demystifying, and disseminating information on key government programs; (ii) mediating demand by creating and strengthening avenues for citizen feedback and addressing citizen concerns; (iii) responding to demand by creating programs for service delivery; and (iv) promoting regular monitoring and oversight of the public sector by independent actors. A detailed discussion of the DFGG framework is given in Annex 1.


The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs) engaged in DFGG through promotion, mediation, response, or monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in partnership with SIs or independently; and promoting learning, awareness raising, and capacity building on demand-side governance approaches in a broader context. The DFGG project will therefore include the following components:

  • Component 1: Support to State Institutions. The project will support the strengthening and scaling-up of programs conducted by four SIs which have committed leadership and demonstrated initial success: (i) the Arbitration Council or AC (under the purview of the Ministry of Labour and Vocational Training); (ii) the One Window Service Offices (OWSO) and District Ombudsman (under the MOI);
  • Component 2: Support to Non-State Institutions. The project will strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.
  • Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. To this end, a Project Coordination Office has been established, which will be responsible overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The PCO will have three small units that will comprise government and contract staff, supported by technical advisers:

(a) Project Coordination Unit: Functions will include oversight and coordination in planning and budgeting, financial management, internal audit, procurement and asset management, MBPI, PMG, and management information systems.
(b) Learning and Communication Unit: Functions will include guiding and overseeing the preparation and delivery of the annual Awareness Raising and Capacity Building, Communication and Studies Programs, by the appointed Research and Training Organization.
(c) Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of this unit will include managing and supporting the M&E function across all components, developing forms/report formats to collect information on progress and performance, assisting in the development and testing tools/methods for evaluation, training M&E staff from the IAs, compiling and aggregating information from Components 1 and 2, and reporting regularly to the RGC and the Bank.


1) Subcomponent 3A: Coordination of Project Implementation; and
2) Subcomponent 3B: Learning.


OBJECTIVE OF THE ASSINGMENT

The Project Coordination Office, Demand For Good Governance, Ministry of Interior requires an Interpretation and Translation Consultant for the Project Coordination Office (PCO) to assist PCO with documentation material ( e.g. brochures, newsletters, materials, website content, PowerPoint presentations, etc.) that are written in Khmer and require accurate translation into English and vice-versa. The Consultant will report to the Project Manager and Project Director.


Candidates should be highly motivated with a willingness to learn and apply new skills and ideas within a team of energetic professionals. Competitive salaries will be paid based on skills and experience.


SCOPE OF SERVICE
The duties and responsibilities of the Interpretation and Translation Consultant will be as follows:


1) Provide accurate and concise translation of PCO documents from Khmer into English and vice-versa, respecting deadline and using appropriate terminology;
2) Maintain a database of DFGG lessons learned both in Khmer and English, including Cambodian experiences outside the scope of the DFGG Project.
3) Perform interpretation in project event and other tasks as directed by the Project Manager and Project Director.


REQUIRED EXPERTISE AND QUALIFICATIONS

Qualifications:

1) Hold a Bachelor‟s degree in English Literature or relevant degree or qualifications from a reputable university.
2) Excellent written English, Khmer skills for translation.
3) Very good ability to perform simultaneously interpretation.
 

Experience:

  • At least 3 years of translation and interpretation experience from Khmer into English and vice-versa (longer experience is an advantage );
  • Proven track record in translating documents, either from English into Khmer and vice-versa;
  • Experience working with Project financed by WB and/or ADB is highly appreciated.

Skills:

  • Good knowledge of relevant Computer applications and Khmer typing skills (unicode).
  • Familiar with terminologies related to governance, social accountability, gender, transparency, partnership, conciliation, dispute resolutions, and complaint handling, etc.;
  • Good communication and interpersonal skills, teamwork, and professionalism;
  • Any other relevant qualifications/skills and working ability under time pressure, communication, social networks, and teamwork is a plus.

SERVICES AND FACILITIES TO BE PROVIDED BY THE CLIENT
The Interpretation and Translation Consultant will be able to externally work from the Project Coordination Office (PCO). The Consultant may travel to PCO‟s offices and use meeting room facilities, including printing, stationery, and drinking water. However, the consultat is to provide time schedule to meet PCO Project Officer and Manager to report and discuss on work progress.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 08:40

TOR Support for Preparation and Delivery of Training, Workshops and Learning Events Package 2

Written by
KINGDOM OF CAMBODIA
Nation Religion King
Terms of Reference
Procurement of an NGO to Assist in the Preparation and Delivery of the DFGG Good Governance Knowledge & Learning Program
Package 2
Monitoring for Results, Dispute Resolution, Civil Society Role in Governance, Social Accountability Forum
on behalf of the
Ministry of Interior (MOI)
Project Coordination Office and its partners with the
Demand for Good Governance Project (DFGG)
Contract No: PCO/DFGG/CQS12-02
Purchaser: Ministry of Interior (MOI), Project Coordination Office
Project: Demand for Good Governance Project (DFGG)
Funding: IDA Grant No. H4410-KH
Dated: February 27, 2012


Procurement
Terms of Reference

Organization: An organization experienced in providing training, workshops and learning events related to Good Governance
Post title: Support for Preparation and Delivery of Training, Workshops and Learning Events
Duty station: Project Coordination Office, Ministry of Interior, Phnom Penh Period of contract: 1 May 2012 - 28 February 2013


I. Background:

The Royal Government of Cambodia (RGC) has recognized the importance of strengthening governance. The RGC has also publicly recognized that "achieving good governance will require the active participation and commitment of all segments of the society, enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law" (RGC 2004).


The Demand for Good Governance (DFGG) Project is a response to the current RGC push for reform and is being implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI). Conceptually, „demand for good governance‟ aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.


The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs); supporting non-state actors; and promoting learning. The purpose of the Learning Program is to support the broader, gradual, and necessarily longer-term process of governance reform in Cambodia by raising awareness of and building capacity in designing and implementing DFGG activities across and beyond the institutions directly supported by the DFGG project.

The DFGG project will therefore include the following components:

  • Component 1: Support to State Institutions. The project will support the strengthening and scaling-up of programs conducted by two SIs which have committed leadership and demonstrated initial success: (i) the Arbitration Council (under the purview of the Ministry of Labor and Vocational Training); (ii) the One Window Service Offices and District Ombudsman (under the MOI).
  • Component 2: Support to Non-State Institutions. The project will strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.
  • Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. To this end, a Project Coordination Office has been established, which will be responsible overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The PCO will have three small units that will comprise government and contract staff, supported by technical advisers:

(a) Project Coordination Unit: Functions will include oversight and coordination in planning and budgeting, financial management, internal audit, procurement and asset management, and management information systems.
(b) Learning and Communication Unit: Functions will include guiding and overseeing the preparation and delivery of the annual Awareness Raising and Capacity Building, Communication and Studies Programs.
(c) Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of this unit will include managing and supporting the M&E function across all components, developing forms/report formats to collect information on progress and performance, assisting in the development and testing tools/methods for evaluation, training M&E staff from the IAs, compiling and aggregating information from Components 1 and 2, and reporting regularly to the RGC and the Bank.


Component 3 has been structured into two subcomponents:
1) Subcomponent 3A: Coordination of Project Implementation; and
2) Subcomponent 3B: Learning.


Each IA from Component 1,2, and 3 will lead training on DFGG themes based on their area of expertise. These IA will request support from suitably qualified organizations to work in close collaboration with them in preparation and delivery of training/learning events, studies, outreach and communications. The DFGG project in connection with its key stakeholders has prepared a consolidated training plan (CTP) identifying the themes for which training/learning is required. The consolidated training plan will be implemented from January 2012 to February 2013.


For the implementation of the CTP, the MoI will also draw on the technical skills of development partners to provide services for the delivery of particular training topics. The intention is to engage a wide range of international partners, local civil society groups and government institutions. In addition several organizations experienced in providing training will be engaged to deliver the training, workshops and learning events. These organizations are expected to work closely with project implementing agencies in providing such events. This TOR covers the responsibilities for these organizations .


The list of DFGG themes included in the projects CTP include:


1. Fundamentals of Social Accountability
2. Gender for Accountability
3. Effective Partnerships in Good Governance
4. Monitoring for Results
5. Transparency and Access to Information
6. Citizen Engagement
7. Communication for Accountability
8. Complaint Handling
9. Civil Society Role in Governance
10. Sub-National Democratic Development and Accountability


This Terms of Reference invites NGOs to support the following specific themes:

  • Monitoring for Results
  • Dispute Resolution
  • Civil Society Role in Governance
  • Social Accountability Forum

II. Objective:
The objective of this consultancy is to support 4 learning themes under the DFGG Learning Program. The purpose is to: (i) support the PCO and other IAs in their efforts to design and deliver effective training, workshops and learning events; (ii) build Cambodian NGO experience in collaborating around the delivery of the DFGG Learning Program around specific themes.


The role of the selected NGOs will vary depending on the thematic area and expertise, but the NGO will be responsible for:


1. Advising on the Cambodian context, and the most effective method to deliver the event or training.
2. Supporting the monitoring systems developed by the Bank, measuring the effectiveness of the selected methods by follow up/assessing the transfer and retention of the key messages of each learning event.
3. Providing facilitation skills to support primary workshops led by the IA, as well as the capacity to deliver a set of outreach events outside Phnom Penh.


The selected NGOs will perform their tasks working alongside designated IA and PCO counterpart staff and technical consultants so that the resulting learning events are a true collaborative effort of all stakeholders.


III. Description of Work:
a) Ensuring understanding of the Cambodia Context :
Based on the content developed by the Implementing Agency (IA), the bidder will internalize the key messages and work closely with the IA to make the training content as relevant as possible for the Cambodian reality.
The activities under this section will include:


1. analysis of the proposed learning substance by NGO staff with experience in the relevant subject area.
2. collection of existing learning materials on the topic concerned.
3. identification of real life examples in Cambodia relevant to the topic concerned to be used in the trainings.
4. testing of proposed training content on pilot target groups and suggest improvements.



b) Identification of the Effective Learning Methods:
Using its experience as a training provider the bidder will advise on effective training delivery methods to the IA for each part of the proposed learning event. The methods used will be relevant, effective, varied, simple and captivating.
The activities under this section will include:


1. analysis of the proposed learning substance by NGO
2. staff with experience in training methods.
3. identification of existing methods used with the target audience and the measured effectiveness of each method.
4. development of new, fresh, innovative training methods that capture the audience and bring across the key messages.
5. testing of proposed methods on pilot target groups and suggest improvements.


c) Running of the Learning Events:
Based on the agreed content and methods, the selected NGO will support the lead IA in the delivery of training events in Phnom Penh, and carry forward these events at the sub-national level with the support from the IA, At the end of the series of learning events the NGO will have the capacity to repeat a similar event without the support of the AI concerned. Activities are likely to include:


1. The training of trainers in close cooperation with the lead training provider. Testing the trainers and repeating the training of trainers until the trainers can deliver the event effectively.
2. Provide support to trainers with the preparation of the venue, the training materials, hand-outs and training tools.
3. Ensure sufficient support staff (technical, administrative) is available for the trainers to ensure the effectiveness of the learning event.
4. Measurement of the effectiveness of the trainers (as opposed to the substance and methods) and implement additional training or coaching when necessary.
Cost of fieldwork will be budgeted and paid to the selected NGOs separately based on agreed extent and coverage in the field.


d) Measuring of Effectiveness:
In line with the overall M&E framework for the DFGG project, measure and report the effectiveness of the training. The measurement methods used will be reliable and simple.
The activities under this section will include:


1. A review of the M&E system of the DFGG project.
2. The testing of simple M&E methods that can deliver reliable results for effectiveness of training substance, learning methods and trainer effectiveness.
3. The implementation of the M&E methods for each Learning Event.
4. The reporting of the M&E results in a timely and understandable manner.
5. The proposal of improvements to the M&E methods as well as to the substance, methods and trainers.



IV Qualification and Experience Requirement
The NGO will have proven experience with the development, delivery and evaluation of Demand for Good Governance related training, workshops and learning events. The following qualifications will be scored as part of the pre-selection process:


1. Experience in the field of social accountability (No. of years, profile, achievements) (minimum 5 years).
2. Specific experience in the four thematic areas: Monitoring for Results, Dispute Resolution, Civil Society Role in Governance, Good Governance Best Practices.
3. Experience in capacity building and awareness building (no. of years, staff capacity (including core staff and consultants), profile, achievements) (Minimum 5 years.)
4. Track record of producing quality training materials, modules and tools (minimum 5 years).
5. Experience and qualifications of key staff proposed (at least a Bachelor Degree in relevant fields).
6. Experience in monitoring and evaluating learning development (including capacity assessments, exit surveys, data compilation) .
7. Experience in a range of methods of delivering capacity building (e.g. training, workshops, learning-by-doing) at provincial, district and village level.
8. Track record of providing services in in English, and reporting in English.
9. Track record of working with projects funded by multilateral institutions, including the World Bank, and constructive engagement with government stakeholders.
10. Bidder is registered as NGO in Cambodia.


The NGO will be required to staff this assignment according to the scope of activities set out above. The key staff should be selected in a way that ensures that every aspect of the description of work is covered. Key staff CVs will be required in the detailed proposal.
Key staff with the following skills will have to be assigned:


1. Social Accountability and Good Governance Training Facilitator
2. Monitoring for Results Training Facilitator
3. Dispute Resolution Training Facilitator
4. Civil Society Role in Governance Training Facilitator
5. Capacity building and Awareness Expert
6. Training materials design Expert


The same person can be proposed for more than one key staff position. The NGOs will state the number of person-days each key staff position will be available.


V. Timing of Deliverables
The DFGG plans to deliver a learning theme during each month of 2012. Each theme will consist of several events and each event may be delivered at several cities, provinces, districts or villages. The lead time prior to delivery is estimated to be four - five months although this will vary depending on the size and complexity of the particular training theme. To illustrate this further, a Planning Graph is attached. (Appendix2: All Themes Timeline).
The selected NGO will work closely with the lead service provider (Implementing Agency or PCO) to prepare and deliver the learning events. For each thematic area, the bidder is expected to cooperate and coordinate with the PCO/IA on the sequencing of activities in the thematic course development.


VI. Selection Process
The selection process will be done in line with the RGC/WB procurement procedures. The details will be provided in the Request for Proposals and Request for Expression of Interest documents.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 07:57

TOR Support for Preparation and Delivery of Training, Workshops and Learning Events Package 1

Written by
KINGDOM OF CAMBODIA
Nation Religion King
Terms of Reference

Procurement of an NGO to Assist in the Preparation and Delivery of the DFGG Good Governance Knowledge & Learning Program
Package 1
Citizen engagement (planning/budgeting), Citizen Engagement (monitoring/reporting), Complaints handling, Social Accountability Forum
on behalf of the
Ministry of Interior (MOI)
Project Coordination Office and its partners with the
Demand for Good Governance Project (DFGG)
Contract No: PCO/DFGG/CQS12-01
Purchaser: Ministry of Interior (MOI), Project Coordination Office
Project: Demand for Good Governance Project (DFGG)
Funding: IDA Grant No. H4410-KH
Dated: February 27, 2012

Procurement
Terms of Reference

Organization: An organization experienced in providing training, workshops and learning events related to  Good Governance
Post title: Support for Preparation and Delivery of Training, Workshops and Learning Events
Duty station: Project Coordination Office, Ministry of Interior, Phnom Penh Period of contract: 1 May 2012 - 28 February 2013


I. Background:

The Royal Government of Cambodia (RGC) has recognized the importance of strengthening governance. The RGC has also publicly recognized that "achieving good governance will require the active participation and commitment of all segments of the society, enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law" (RGC 2004).


The Demand for Good Governance (DFGG) Project is a response to the current RGC push for reform and is being implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI). Conceptually, „demand for good governance‟ aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.


The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs); supporting non-state actors; and promoting learning. The purpose of the Learning Program is to support the broader, gradual, and necessarily longer-term process of governance reform in Cambodia by raising awareness of and building capacity in designing and implementing DFGG activities across and beyond the institutions directly supported by the DFGG project.


The DFGG project will therefore include the following components:

  • Component 1: Support to State Institutions. The project will support the strengthening and scaling-up of programs conducted by two SIs which have committed leadership and demonstrated initial success: (i) the Arbitration Council (under the purview of the Ministry of Labor and Vocational Training); (ii) the One Window Service Offices and District Ombudsman (under the MOI).
  • Component 2: Support to Non-State Institutions. The project will strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.
  • Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. To this end, a Project Coordination Office has been established, which will be responsible overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The PCO will have three small units that will comprise government and contract staff, supported by technical advisers:

(a) Project Coordination Unit: Functions will include oversight and coordination in planning and budgeting, financial management, internal audit, procurement and asset management, and management information systems.
(b) Learning and Communication Unit: Functions will include guiding and overseeing the preparation and delivery of the annual Awareness Raising and Capacity Building, Communication and Studies Programs.
(c) Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of this unit will include managing and supporting the M&E function across all components, developing forms/report formats to collect information on progress and performance, assisting in the development and testing tools/methods for evaluation, training M&E staff from the IAs, compiling and aggregating information from Components 1 and 2, and reporting regularly to the RGC and the Bank.


Component 3 has been structured into two subcomponents:
1) Subcomponent 3A: Coordination of Project Implementation; and
2) Subcomponent 3B: Learning.


Each IA from Component 1,2, and 3 will lead training on DFGG themes based on their area of expertise. These IA will request support from suitably qualified organizations to work in close collaboration with them in preparation and delivery of training/learning events, studies, outreach and communications. The DFGG project in connection with its key stakeholders has prepared a consolidated training plan (CTP) identifying the themes for which training/learning is required. The consolidated training plan will be implemented from January 2012 to February 2013.


For the implementation of the CTP, the MoI will also draw on the technical skills of development partners to provide services for the delivery of particular training topics. The intention is to engage a wide range of international partners, local civil society groups and government institutions. In addition several organizations experienced in providing training will be engaged to deliver the training, workshops and learning events. These organizations are expected to work closely with project implementing agencies in providing such events. This TOR covers the responsibilities for these organizations .


The list of DFGG themes included in the projects CTP include:


1. Fundamentals of Social Accountability
2. Gender for Accountability
3. Effective Partnerships in Good Governance
4. Monitoring for Results
5. Transparency and Access to Information
6. Citizen Engagement
7. Communication for Accountability
8. Complaint Handling
9. Civil Society Role in Governance
10. Sub-National Democratic Development and Accountability


This Terms of Reference invites NGOs to support the following specific themes:

  • Citizen Engagement (Planning/Budgeting)
  • Citizen engagement (monitoring/Reporting)
  • Complaints Handling
  • Social Accountability Forum

II. Objective:
The objective of this consultancy is to support 4 learning themes under the DFGG Learning Program. The purpose is to: (i) support the PCO and other IAs in their efforts to design and deliver effective training, workshops and learning events; (ii) build Cambodian NGO experience in collaborating around the delivery of the DFGG Learning Program around specific themes.


The role of the selected NGOs will vary depending on the thematic area and expertise, but the NGO will be responsible for:


1. Advising on the Cambodian context, and the most effective method to deliver the event or training.
2. Supporting the monitoring systems developed by the Bank, measuring the effectiveness of the selected methods by follow up/assessing the transfer and retention of the key messages of each learning event.
3. Providing facilitation skills to support primary workshops led by the IA, as well as the capacity to deliver a set of outreach events outside Phnom Penh.


The selected NGOs will perform their tasks working alongside designated IA and PCO counterpart staff and technical consultants so that the resulting learning events are a true collaborative effort of all stakeholders.


III. Description of Work:
a) Ensuring understanding of the Cambodia Context :
Based on the content developed by the Implementing Agency (IA), the bidder will internalize the key messages and work closely with the IA to make the training content as relevant as possible for the Cambodian reality.
The activities under this section will include:


1. analysis of the proposed learning substance by NGO staff with experience in the relevant subject area.
2. collection of existing learning materials on the topic concerned.
3. identification of real life examples in Cambodia relevant to the topic concerned to be used in the trainings.
4. testing of proposed training content on pilot target groups and suggest improvements.


b) Identification of the Effective Learning Methods:

Using its experience as a training provider the bidder will advise on effective training delivery methods to the IA for each part of the proposed learning event. The methods used will be relevant, effective, varied, simple and captivating.
The activities under this section will include:


1. analysis of the proposed learning substance by NGO
2. staff with experience in training methods.
3. identification of existing methods used with the target audience and the measured effectiveness of each method.
4. development of new, fresh, innovative training methods that capture the audience and bring across the key messages.
5. testing of proposed methods on pilot target groups and suggest improvements.


c) Running of the Learning Events:

Based on the agreed content and methods, the selected NGO will support the lead IA in the delivery of training events in Phnom Penh, and carry forward these events at the sub-national level with the support from the IA, At the end of the series of learning events the NGO will have the capacity to repeat a similar event without the support of the AI concerned.
Activities are likely to include:


1. The training of trainers in close cooperation with the lead training provider. Testing the trainers and repeating the training of trainers until the trainers can deliver the event effectively.
2. Provide support to trainers with the preparation of the venue, the training materials, hand-outs and training tools.
3. Ensure sufficient support staff (technical, administrative) is available for the trainers to ensure the effectiveness of the learning event.
4. Measurement of the effectiveness of the trainers (as opposed to the substance and methods) and implement additional training or coaching when necessary.
Cost of fieldwork will be budgeted and paid to the selected NGOs separately based on agreed extent and coverage in the field.


d) Measuring of Effectiveness:
In line with the overall M&E framework for the DFGG project, measure and report the effectiveness of the training. The measurement methods used will be reliable and simple.
The activities under this section will include:


1. A review of the M&E system of the DFGG project.
2. The testing of simple M&E methods that can deliver reliable results for effectiveness of training substance, learning methods and trainer effectiveness.
3. The implementation of the M&E methods for each Learning Event.
4. The reporting of the M&E results in a timely and understandable manner.
5. The proposal of improvements to the M&E methods as well as to the substance, methods and trainers.


IV Qualification and Experience Requirement

The bidder will have proven experience with the development, delivery and evaluation of Demand for Good Governance related training, workshops and learning events. The following qualifications will be scored as part of the pre-selection process:


1. Experience in the field of social accountability (no. of years, profile, achievements) Minimum 5 years.
2. Specific experience in the four thematic areas: citizen engagement (planning/budgeting, monitoring/reporting), complaints handling, and good governance best practices.
3. Experience in capacity building and awareness building (no. of years, staff capacity (including core staff and consultants), profile, achievements) Minimum 5 years.
4. Track record of producing quality training materials, modules and tools. Minimum 5 years.
5. Experience and qualifications of key staff proposed (at least a Bachelor Degree in relevant fields).
6. Experience in monitoring and evaluating learning development (including capacity assessments, exit surveys, data compilation) .
7. Experience in a range of methods of delivering capacity building (e.g. training, workshops, learning-by-doing) at provincial, district and village level.
8. Track record of providing services in in English, and reporting in English.
9. Track record of working with projects funded by multilateral institutions, including the World Bank, and constructive engagement with government stakeholders.
10. Bidder is registered as NGO in Cambodia.

The Bidder will be required to staff this assignment according to the scope of activities set out above. The key staff should be selected in a way that ensures that every aspect of the description of work is covered. Key staff CVs will be required in the detailed proposal.

Key staff with the following skills will have to be assigned:


1. Social Accountability and Good Governance Training Facilitator
2. Planning and Budgeting Training Facilitator
3. Monitoring and Reporting Training Facilitator
4. Complaint Handling Training Facilitator
5. Capacity building and Awareness Expert
6. Training materials design Expert


The same person can be proposed for more than one key staff position. The Bidder will state the number of person-days each key staff position will be available.


V. Timing of Deliverables


The DFGG plans to deliver a learning theme during each month of 2012. Each theme will consist of several events and each event may be delivered at several cities, provinces, districts or villages. The lead time prior to delivery is estimated to be four - five months although this will vary depending on the size and complexity of the particular training theme.. To illustrate this further, a Planning Graph is attached. (Appendix2: All Themes Timeline).


The selected NGO will work closely with the lead service provider (Implementing Agency or PCO) to prepare and deliver the learning events. For each thematic area, the bidder is expected to cooperate and coordinate with the PCO/IA on the sequencing of activities in the thematic course development.


VI. Selection Process
The selection process will be done in line with the RGC/WB procurement procedures. The details will be provided in the Request for Proposals and Request for Expression of Interest documents.

ថ្ងៃសុក្រ, 25 ខែ​ឧសភា 2012 00:00

TOR Site Supervisor of Governance Learning and Resource Center Construction

Written by
Ministry of Interior
Demand For Good Governance
Term of Reference (TOR)

Position Title: Site Supervisor of Governance Learning and Resource Center Construction
Classification: Lump sum based contract over 9 months
Location: Project Coordination Office (PCO), Ministry of Interior
Reports to: Project Manager and Project Director
Ref No: PCO/DFGG/11-NCS11

I. BACKGROUND

The DFGG Project is a response to the current RGC push for reform, and has been approved as a US$20 million-equivalent grant from the International Development Association (IDA). It will be implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI) as the Executing Agency. Conceptually, 'Demand for good governance' (DFGG) aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.

The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs) engaged in DFGG through promotion, mediation, response, or monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in partnership with SIs or independently; and promoting learning, awareness raising, and capacity building on demand-side governance approaches in a broader context.

The DFGG project will therefore include the following components:

• Component 1: Support to State Institutions to strengthening and scaling-up of programs of (i) the Arbitration Council or AC (under the purview of the Ministry of Labour and Vocational Training); (ii) the One Window Service Offices (OWSO) and District Ombudsman (under the NCDD Secretariat);
• Component 2: Support to Non-State Institutions to strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.
• Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions. The tasks is being implemented by the Project Coordination Office (PCO) which have three small units comprised with government and contract staff, supported by technical advisers: Project Coordination Unit: Functions, Learning and Communication Unit, And Monitoring and Evaluation Unit

Part of the outputs under Component 3, there will be a construction of the Governance Learning and Resource Center-GLRC, which is a 4 storey building with approximately 1,000 m². While the construction work will be done by a competitively selected contractor, the PCO requires a Civil Engineer Consultant to carry out construction supervision ensuring that the specified construction quality and quantity is achieved within the agreed contract.

II. OBJECTIVE OF THE ASSINGMENT

With constant consultation with the PCO management, the Civil Engineer Consultant will have overall responsibility for:

(a) Detailed site design and materials assessment, surveys and engineering design;
(b) Construction supervision;
(c) Monitoring and verification of outputs;
(d) Ensuring high quality construction is achieved and all work is carried out compliant to the design, technical specifications, and other contract conditions;

IV. SCOPE OF WORK AND SPECIFIC TASKS

Implementation of priority works should start as soon as feasible upon the consultant mobilization. The Consultant's has 8 months to the proposed project cycle. To the extent possible, specific responsibilities of the Consultant are described below.

The Consultant would be responsible for construction supervision of the civil works under GRLC Construction, and would be designated as and required to act as the "Engineer" as defined in the construction contract documents. The Consultant responsibilities would include:


- Ensuring contractual establishment of contractors and provide detailed day-to-day supervision on sites including appropriate equipment, laboratories and other facilities for contractual work capacity and quality.
- Reviewing, verifying and monitoring as appropriate during the various stages of the contract the status and adequacy of all bonds ( of various kinds) and insurances, reporting on status, and advising on issues if any and appropriate remedial action as needed;
- Developing a format for a Monthly Construction Progress Report (MCPR) to monitor the physical and financial progress of the works. The PCO/DFGG and Consultants shall approve the MCPR format, and the Consultant shall train appropriate personnel how to prepare and submit the report;
- Preparing and submitting the MCPR reports of the contract. These reports would include, as a minimum, details of the physical and financial status, details of delays and the budgetary effect of particular problems with suggested solutions;
- Prepare and update implementation schedule and resource requirements (preferably in Microsoft Project Management);
- Participating in monthly meetings arranged and attended by the PCO/DFGG, and the construction contractor(s) to discuss progress of the contract package and other issues to be addressed. The Consultant shall prepare and submit meeting minutes for each monthly meeting;
- Preparing Final Engineering Reports, including review for accuracy the 'As Built' drawings prepared by the Contractor for all the works.
- During construction supervision the Consultant would provide the scope of activities as following;


o Providing such information as is necessary for the Contractor to set out the works and check that the setting out is correct;
o Reviewing and approving the Contractor's work proposals, including quality of materials and working drawings to the extent required by the contract, and advise modifications where necessary and approve these proposals;
o Reviewing and approving the Contractor's work program and, where necessary, request revisions of these to account for the current status of the works, ensure adherence to the construction schedule;
o Agreeing with the Contractor on systems of measurement for interim payment certificates and verify the quantities for such certificates,
o Making recommendations to the PCO/DFGG on the Contractor's claims for additional payment, extension of time and other matters, based on the Consultant's interpretation of the Contract documents, the relevant site conditions and the Contractor's detailed submissions;
o Preparing, in the event of variations to the works being required, the necessary documents, negotiate these with the Contractor and submit these to the DFGG for approval;
o Supervising through inspectors of works and other site staff as may be required, the day-to-day operations of the contractor to ensure quality of workmanship and compliance with the contract, including day-to-day monitoring of environmental compliance;
o Maintaining detailed daily diaries, photographs and documents concerning relevant events and activities, call and keep minutes of routine site meetings between the parties to the Contract;
o Carrying out final inspections of the works and recommend the issue of completion certificate;
o Checking the Contractor's final accounts and certify them correct for payment,
o Prepare completion reports in a form acceptable to PCO/DFGG;
o Providing any other specialized services as may be necessary and agreed upon.


- Identifying construction problems or delays and recommend to the Contractor actions to expedite progress if the Works fall behind schedule;
- Interpreting and applying various legal provisions of the contract documents, in particular with respect to claims from the Contractor for time extensions or extra payments, and in general with respect to the Contractor's observance and compliance with his contractual obligations;
- Supervising the Contractor in all matters concerning safety and care of the works (including the erection of temporary signs at roadworks) base on design standard and, if required, to request the Contractor to provide any necessary lights, guards, fencing, and watchmen;

V. Deliverables

Beside providing direct consultation and supervision services at the site and in the meetings, the Consultant shall prepare the following reports (in both Khmer in English, in hard and digital copies) in a format and manner acceptable to the PCO/DFGG. Reports would be prepared initially in draft, and finalized within 1 week following receipt of PCO/DFGG comments; these would generally be provided within one week of receipt of the draft report.

Inception Report: Two (2) weeks after start of the contract, the inception report should outline the key activities and schedule of the cervices in line with the GRLC construction contract and flag any foreseen issues related to the construction contract which need early attention of the DFGG/PCO management.

Monthly Progress Status Reports: for the consultant would summarize his/her actual services made over a monthly period included the progress of the GRLC construction. These reports should flag any issue arisen and need to be resolved it in a timely fashion.

Quarterly Project Management Reports: The consultant will provide a written section for the Quarterly report on the progress of the GRLC construction submitted every 3 months to highlight key progress and issues need the attention of the PCO/DFGG.

Final Completion Report: will be submitted immediately after completion of the Contract.
Progress and Quality Certification: The certification is important for PCO management to make decision in approving the payment for the construction. The number and frequency of the certification services will be depending on the payment schedule of the GRLC construction contract.

VI. Estimated Time Schedule

The activities covered by these consulting services are expected to be completed in 60 working days in the time span of eight (9) months, start from 1 July 2012 end at 30 March 2013.

VII. Qualifications
To be qualified for the position the candidate must meet to the minimums required qualifications as follows:

- A minimum Bachelor Degree in the field of civil engineering plus of strong architectural background
- Cambodian nationality;
- Good knowledge of government procedures related to project implementation.
- Experienced Engineer with accreditation from the Engineering Institution of Cambodia, as a Professional Engineer.
- Have at least ten years professional experience in civil construction, with a thorough understanding and experience with international "best practices", modern building design construction technology and contractual arrangements.
- Have demonstrated capability of organizing of materials testing, monitoring the mobilization of the testing equipment to ensure that the laboratories are adequately equipped and capable of performing all the specified testing requirements of the Construction.
- The duties of the Superintendent will include the issuing of decisions, certificates and orders as specified in detail in the construction contract documents.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 04:12

TOR Study and Building Partnership

Written by
KINGDOM OF CAMBODIA
Nation Religion King
Terms of Reference
Study On Building Partnerships

Contract No: PCO/DFGG/10-ICS06
Purchaser: Ministry of Interior (MOI), Project Coordination Office
Project: Demand for Good Governance Project (DFGG)
Funding: IDA Grant No. H4410-KH
Dated: 5 March, 2012


Terms of Reference

I. Introduction:
DFGG Project: The Demand for Good Governance (DFGG) Project, funded by the World Bank is a landmark, four-year good governance project that began in June 2009. The project aims to foster citizen demand for good governance approaches by supporting social accountability and other innovative governance approaches.


The Royal Government of Cambodia (RGC) is committed to improving governance and
stimulating demand for good governance. RGC has recognized the importance of
strengthening governance in its updated National Strategic Development Plan (NSDP)
2009-13 and in the Rectangular Strategy Phase 2 (Growth Employment Equity
Efficiency) 2008. The DFGG Project aims to increase the extent and ability of citizens
and other non-state actors (NSAs) to hold the state accountable, and to make it responsive
to their needs. In turn, DFGG enhances the capacity of the state to become more
transparent, accountable and responsive to citizens. A number of key government policy
documents, such as the RS, the Governance Action Plan, and the Decentralization and
De-concentration (D&D) Strategic Framework recognize the helpful role civil society can
play in governance processes.


The DFGG Project is a response to the current RGC push for reform, and has been
approved as a US$20 million-equivalent grant from the International Development
Association (IDA). It will be implemented over a four-year period (2009-2013), under the
general coordination of the Ministry of Interior (MOI) as the Executing Agency.
Conceptually, 'Demand for good governance' (DFGG) aims to increase the extent and
ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to
make it responsive to their needs. In turn, DFGG enhances the capacity of the state to
become more transparent, accountable and responsive to citizens.


The process of operationalizing this concept will be implemented through four key
activities: (i) promoting demand by disclosing, demystifying, and disseminating
information on key government programs; (ii) mediating demand by creating and
strengthening avenues for citizen feedback and addressing citizen concerns; (iii)
responding to demand by creating programs for service delivery; and (iv) promoting
regular monitoring and oversight of the public sector by independent actors.


The overall development objective of the DFGG Project aims to enhance demand for
good governance in priority reform areas by strengthening institutions, promoting
partnerships, and sharing lessons. This is to be achieved by supporting selected state
institutions (SIs) engaged in DFGG through promotion, mediation, response, or
monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in
partnership with SIs or independently; and promoting learning, awareness raising, and
capacity building on demand-side governance approaches in a broader context.

The DFGG project will therefore include the following components:
Component 1: Support to State Institutions. The project will support the strengthening
and scaling-up of programs conducted by two SIs which have committed leadership and
demonstrated initial success: (i) the Arbitration Council (under the purview of the
Ministry of Labor and Vocational Training); (ii) the One Window Service Offices and
District Ombudsman (under the MOI).
Component 2: Support to Non-State Institutions. The project will strengthen the
engagement of civil society and NSAs in DFGG activities by providing grant funding and
capacity building assistance to NSAs. The program is administered by the Asia
Foundation.
Component 3: Coordination and Learning. The MOI is responsible for overall project
coordination of the DFGG Project; awareness raising; and capacity building for a broader
range of institutions than merely those directly involved in project implementation. To
this end, a Project Coordination Office (PCO) has been established, which will be
responsible overseeing the daily management of the project, tracking progress, ensuring
timely reporting, and promoting adherence to best management practices on part of all
IAs. The PCO will have three small units that will comprise government and contract
staff, supported by technical advisers:


(a)Project Coordination Unit: Functions will include oversight and coordination in planning
and budgeting, financial management, internal audit, procurement and asset management,
and management information systems.
(b)Learning and Communication Unit: Functions will include guiding and overseeing the
preparation and delivery of the annual Awareness Raising and Capacity Building,
Communication and Studies Programs.
(c)Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of
this unit will include managing and supporting the M&E function across all components,
developing forms/report formats to collect information on progress and performance,
assisting in the development and testing tools/methods for evaluation, training M&E staff
from the IAs, compiling and aggregating information from Components 1 and 2, and
reporting regularly to the RGC and the Bank.


Component 3 has been structured into two subcomponents:
Subcomponent 3A: Coordination of Project Implementation; and
Subcomponent 3B: Learning.


Justification for the Study:
The Royal Government of Cambodia is committed to increase the extent accountability,
and to make service delivery responsive to citizens needs. While partnerships between
state and non-state actors are considered essential to achieve improved government
accountability, there is little guidance on how to build partnerships. Moreover, the term
partnership continues to mean many things to many people. There is a need to develop an
engagement framework that helps a partnership develop step by step taking into account
the expectations and interests of each party to the partnership.


II. Objective:

This study will deliver a partnership development framework that allows organizations to
lay out their partnership plans in a logical manner. The framework will only cover
partnerships that involve state and non-state actors. The framework will have different
paths: historical paths (step by step), paths depending on sector or type of resulting good
(common good, private good, public good), paths depending on the incentives and costs
involved for the partners concerned, paths depending on the type of partners
(homogenous interest group, representative NGO/CSO, Government service provider,
etc.), and paths depending on the contribution and risk of each partner.
To ensure that the framework is useful for self-assessment and monitoring each step of
each path will have a number of measurable progress indicators.
The framework should address the following challenges in a coherent manner:


1. Stocktaking: What are the qualities of the partnerships that have been achieved in
Cambodia?


a. What are the different types of partnerships that exist in Cambodia?
b. What are the characteristics for an effective partnership in Cambodia?
c. Are there minimum standards for an effective partnership in Cambodia?
d. What are the benefits these partnerships have achieved?
e. What are the investments different partners have made to make the
partnership work?

2. How can partnerships in Cambodia be fostered?

a. What are the key variables that influence the development of a
partnership?


i. What are the logical historical steps?
ii. What are the type of goods that can result from a partnership?
(common good, private good, public good)
iii. How can incentives and costs involved for the partners be
identified?
iv. What types of partners exist? (Homogenous interest group,
representative NGO/CSO, Government service provider, etc.)
v. How even should the contribution and risk of each partner be?
vi. As a result of these factors, can partnerships be divided into
specific types?


b. What are the necessary contextual conditions for a partnership to succeed?
c. How can the best pathway be established on the basis of these contextual
conditions or the circumstances in which the partnership is established?
d. What other actors could and should be brought to the table to make a
partnership effective? How can such actors be identified? What are the
risks?
e. What type of interventions are possible (recommended) to foster
partnerships? At what stage of the partnership development path should
these interventions be planned?


3. What needs to be done to make partnerships sustainable within the Cambodian
context?


a. What are the cost of a partnership?
b. What are the potential sources of income or reduce cost for partnerships?
c. What is the SWAT for each of types of partnership? Which type is more
efficient, effective, quick gains, long term benefits?
d. How can a partnership generate income and maintain a win-win for all
stakeholders?
e. What principles can guide the development of a sustainability strategy?
f. What type of policy support is necessary to stimulate partnerships and
influence the context?
g. What would be the total budget and nation-wide time line to put in place a
policy for the fostering of partnerships?


III. Description of Work and Methodology:
The consultant will perform the following tasks. At the end of each task a peer review
will be held. The peer group will consist of representatives of TAF, PCO, and experts on
partnership development.


Task 1: Review this TOR and submit detailed timelines for the implementation of the
study. (2 person x days)
The TOR will need to be focused on a feasible outcome. Based on the experience of the
selected consultant, specific research questions might need less time. To ensure that this
TOR is in line with the specific experience of the consultant and the objective is
achievable within the available time, the consultant will review the steps of this TOR in
close consultation with the peer review group. The timeframe for each task will be fixed
and the reporting dates will be planned.


Task 2: Stocktaking. (3 person x days)
A range of partnerships between state and non-state actors will be reviewed as an
introduction to the idiosyncrasies of the Cambodian context. The partnerships will be
carefully selected from the DFGG grantees program and beyond. A solid justification for
the selection of these NGOs will be presented including the factors and indicators that
will be measured during the stocktaking.


Task 3: Draft Partnership Framework (5 person x days)
Based on the stocktaking, a draft partnership framework will be drafted and presented to
the peer review group.


Task 4: Application of the framework on developing partnerships (25 person/days)
Budding partnerships will be identified for at least 5 different pathways of the
Framework. The framework will be introduced to these partnerships and the will be
coached to apply the framework to their particular circumstances. The challenges faced
by the different partners will be identified and it will be reviewed how well the
framework is able to prepare the partners for these challenges and how well the
framework can assist with overcoming these obstacles.


Task 5: Final Partnership Framework (5 person x days)
Using the lessons learned from the application of the framework to 5 partnership
pathways, the draft partnership framework will be improved and finalized. A road map
will be proposed to the Ministry of Interior DFGG project how to implement, mainstream
and support the framework. The focus will be on making partnerships effective and
sustainable.


IV. Deliverables:
Preparation and Task 1: Detailed timeline and revised TOR.
Working Day 3: Presentation of the revised TOR, the detailed timeline and the
methodology for the study.


Task 2 + 3: Presentation Draft Partnership Framework.
Working Day 10: Presentation of the Draft Partnership Framework. Presentation of the
budding partnerships that will be used for the study.


Task 4 + 5: Presentation of the final Partnership Framework:
Working Day 40: Presentation of final Partnership Framework in several consultative
workshops or learning events for aspiring partners in a partnership, policy makers who
should create the conducive environment and organizations who should evaluate
partnerships.


V. Resources:
The consultant can negotiate and is encouraged to involve relevant MoI staff in the
execution of the study. (In line with the relevant rules and regulations about
compensation!) It is expected that their involvement will facilitate the transfer of
knowledge. The deliverables remain the sole responsibility of the consultant.


The consultant can use the good offices of the PCO to set up appointments and organize
consultations.


All cost related to the study will be covered by the agreed budget except if explicitly
stated otherwise. The logistics and cost related to the meetings of the peer review group
and consultation workshops will be born by the PCO. The consultant will take the
initiative to raise any such issues with the PCO.


VI. Eligibility:
Lead Consultant Qualifications:
1. At least 10 years of experience in the field of partnership development.
2. Experience with design and implementation of action oriented research and/or
other relevant professional experience in partnership development between state
and non-state actors (minimum 5 years).
3. Relevant post graduate background.
4. Excellent verbal and written communication skills in English.
5. Understanding Cambodian situation is an advantage.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 04:06

TOR Website Maintenance and Update

Written by
MINISTRY OF INTERIOR
DEMAND FOR GOOD GOVERNANCE (DFGG)
Terms of Reference

Consultant: Individual Consultant
Post title: IT, Website Update and Maintenance Consultant for the Demand for Good Governance Project (DFGG), Ministry of Interior
Duty station: Project Coordination Office, Ministry of Interior
Period of contract: Base time (12 months)

I. BACKGROUND
The Royal Government of Cambodia (RGC) has recognized the importance of strengthening governance in its National Strategic Development Plan (NSDP) 2006-10 and in the Rectangular Strategy (RS) 2004-08. The RGC has also publicly recognized that "achieving good governance will require the active participation and commitment of all segments of the society, enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law" (RGC 2004). A number of key government policy documents, such as the RS, the Governance Action Plan, and the Decentralization and De-concentration (D&D) Strategic Framework recognize the helpful role civil society can play in governance processes.


The DFGG Project is a response to the current RGC push for reform, and has been approved as a US$20 million-equivalent grant from the International Development Association (IDA). It will be implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI) as the Executing Agency. Conceptually, „Demand for good governance‟ (DFGG) aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.


The process of operationalizing this concept will be implemented through four key activities: (i) promoting demand by disclosing, demystifying, and disseminating information on key government programs; (ii) mediating demand by creating and strengthening avenues for citizen feedback and addressing citizen concerns; (iii) responding to demand by creating programs for service delivery; and (iv) promoting regular monitoring and oversight of the public sector by independent actors. A detailed discussion of the DFGG framework is given in Annex 1.


The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs) engaged in DFGG through promotion, mediation, response, or monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in partnership with SIs or independently; and promoting learning, awareness raising, and capacity building on demand-side governance approaches in a broader context. The DFGG project will therefore include the following components:

  • Component 1: Support to State Institutions. The project will support the strengthening and scaling-up of programs conducted by four SIs which have committed leadership and demonstrated initial success: (i) the Arbitration Council or AC (under the purview of the Ministry of Labour and Vocational Training); (ii) the One Window Service Offices (OWSO) and District Ombudsman (under the MOI);
  • Component 2: Support to Non-State Institutions. The project will strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.
  • Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. To this end, a Project Coordination Office has been established, which will be responsible overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The PCO will have three small units that will comprise government and contract staff, supported by technical advisers:

(a) Project Coordination Unit: Functions will include oversight and coordination in planning and budgeting, financial management, internal audit, procurement and asset management, MBPI, PMG, and management information systems.
(b) Learning and Communication Unit: Functions will include guiding and overseeing the preparation and delivery of the annual Awareness Raising and Capacity Building, Communication and Studies Programs, by the appointed Research and Training Organization.
(c) Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of this unit will include managing and supporting the M&E function across all components, developing forms/report formats to collect information on progress and performance, assisting in the development and testing tools/methods for evaluation, training M&E staff from the IAs, compiling and aggregating information from Components 1 and 2, and reporting regularly to the RGC and the Bank.


II. OBJECTIVE OF THE ASSINGMENT

IT, Website Update and Maintenance Consultant will work in coordination with Project IT Officer, under and overall guidance of PCO, by providing technical expertise to control and maintenance IT system and website of DFGG for working smoothly and efficiently. The main task of the consultant is to maintenance IT system, design and update project website in order to promote the nature of Demand For Good Governance of PCO and its core elements to reaches out to, citizens, civil society, government and all key stakeholders through website based.


III. SCOPE OF SERVICES

1. Liaise with project IT officer to develop planning for IT system and updating website.
2. Prepare a draft design of the website, written and visual, for the approval of the Project Director of PCO.
3. Upon approval on the drafted website, the consultant will construct a Website for Demand for Good Governance Project (DFGG) in English and Khmer Language providing the full content of project including purpose, structure, project components and other relevant information.
4. Develop web portal that will link to other organizations (Ministry of Interior, One Window Service Office, , ACF and TAF) to ensure transparency and information disclosed to the public.
5. Web portal must be CSS2 layout guided, validated with W3C standard and intergraded News Feed (XML) technology.
6. Every page of the website must be Search Engine Friendly with Google and Yahoo sitemap in .XML and .GZ file.
7. Security hardness on source code prevents hacker such as SQL Injection must be applied and tested.
8. Provide technical support to the IT officer to ensure the website content and features are kept up to date and the website has high availability.
9. Provide basic training/consultation to PCO staff on the design, production and maintenance of the website including, in particular, how to update and maintain the webpage and fix any errors that can be happened from time to time, website marketing, writing effective content, and achieving good search engine ranking.
10. Engaged in the development of World Wide Web applications, or distributed, control, fix and enhance the network availability and application that are running through out the project office.
11. Structuring database and coding manual (file description) and other technical document.
12. Maintaining the website during term of engagement to the assignment to reflect the changes in technology and information.
13. Complete technical task where ordered by the Project Director and/or the Project Manager.


IV Qualification and Experience Requirement

1. At least Bachelor Degree in information technology, computer science or other relevant discipline, experience on IT infrastructure, ASP.NET, SQL, Joomla and MySQL for website design.
2. At least 3 years experience in IT and web administration or web management.
3. Demonstrated practical experience in the set up of various webpage programs.
4. Ability to provide an effective training to the project IT staffs
5. Knowledge of Good Governance in Cambodia is an advantage.
Skills:

  • Excellent skills in English language (high ability to write and edit project reports is preferable);
  • Any other relevant qualification/skill and working ability under time pressure, communication, social networks, and teamwork is a plus.


VI. Services and Facilities to be provided by the Client
The IT assistant will be able to externally work from the Project Coordination Office (PCO). The IT assistant may travel to PCO‟s offices and use meeting room facilities, including printing, stationery, and drinking water. However, the IT assistant is to provide time schedule to meet IT Officer to report and discuss on work progress.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 03:24

TOR Management Information System/Database Specialist

Written by
Ministry of Interior
Demand For Good Governance
Term of Reference (TOR)

Position Title: Management Information System (MIS)/Database Specialist, Demand for Good Governance Project
Classification: Contract position
Location: Project Coordination Office (PCO), Ministry of Interior
Reports to: Project Manager and Project Director

I. BACKGROUND
The Royal Government of Cambodia (RGC) has recognized the importance of strengthening governance in its National Strategic Development Plan (NSDP) 2006-10 and in the Rectangular Strategy (RS) 2004-08. The RGC has also publicly recognized that "achieving good governance will require the active participation and commitment of all segments of the society, enhanced information sharing, accountability, transparency, equality, inclusiveness, and the rule of law" (RGC 2004). A number of key government policy documents, such as the RS, the Governance Action Plan, and the Decentralization and De-concentration (D&D) Strategic Framework recognize the helpful role civil society can play in governance processes.


The DFGG Project is a response to the current RGC push for reform, and has been approved as a US$20 million-equivalent grant from the International Development Association (IDA). It will be implemented over a four-year period (2009-2013), under the general coordination of the Ministry of Interior (MOI) as the Executing Agency. Conceptually, 'Demand for good governance' (DFGG) aims to increase the extent and ability of citizens and other non-state actors (NSAs) to hold the state accountable, and to make it responsive to their needs. In turn, DFGG enhances the capacity of the state to become more transparent, accountable and responsive to citizens.


The process of operationalizing this concept will be implemented through four key activities: (i) promoting demand by disclosing, demystifying, and disseminating information on key government programs; (ii) mediating demand by creating and strengthening avenues for citizen feedback and addressing citizen concerns; (iii) responding to demand by creating programs for service delivery; and (iv) promoting regular monitoring and oversight of the public sector by independent actors. A detailed discussion of the DFGG framework is given in Annex 1.


The overall development objective of the DFGG Project aims to enhance demand for good governance in priority reform areas by strengthening institutions, promoting partnerships, and sharing lessons. This is to be achieved by supporting selected state institutions (SIs) engaged in DFGG through promotion, mediation, response, or monitoring functions; supporting non-state actors (NSAs) to develop DFGG programs in partnership with SIs or independently; and promoting learning, awareness raising, and capacity building on demand-side governance approaches in a broader context. The DFGG project will therefore include the following components:
Component 1: Support to State Institutions. The project will support the strengthening and scaling-up of programs conducted by four SIs which have committed leadership and demonstrated initial success: (i) the Arbitration Council or AC (under the purview of the Ministry of Labour and Vocational Training); (ii) the One Window Service Offices (OWSO) and District Ombudsman (under the MOI);
Component 2: Support to Non-State Institutions. The project will strengthen the engagement of civil society and NSAs in DFGG activities by providing grant funding and capacity building assistance to NSAs. The program is administered by the Asia Foundation.


Component 3: Coordination and Learning. The MOI is responsible for overall project coordination of the DFGG Project; awareness raising; and capacity building for a broader range of institutions than merely those directly involved in project implementation. To this end, a Project Coordination Office has been established, which will be responsible overseeing the daily management of the project, tracking progress, ensuring timely reporting, and promoting adherence to best management practices on part of all IAs. The PCO will have three small units that will comprise government and contract staff, supported by technical advisers:
(a) Project Coordination Unit: Functions will include oversight and coordination in planning and budgeting, financial management, internal audit, procurement and asset management, MBPI, PMG, and management information systems.
(b) Learning and Communication Unit: Functions will include guiding and overseeing the preparation and delivery of the annual Awareness Raising and Capacity Building, Communication and Studies Programs, by the appointed Research and Training Organization.
(c) Monitoring and Evaluation Unit: Assisted by the M&E research firm, the functions of this unit will include managing and supporting the M&E function across all components, developing forms/report formats to collect information on progress and performance, assisting in the development and testing tools/methods for evaluation, training M&E staff from the IAs, compiling and aggregating information from Components 1 and 2, and reporting regularly to the RGC and the Bank.


II. OBJECTIVE OF THE ASSINGMENT
The Ministry of Interior requires a National MIS/Database Specialist to assist MOI staff in the Project Coordination Office (PCO) in data entry, data verification, development and maintenance of database software, and systematic updating of the data. MIS/Database Specialist will provide support to the state institutions (SIs) and Non-State Actor Component, as necessary. The MIS/Database Specialist will also assist the PCO to update and produce quality data from the project sites for the development of consolidated DFGG Project reports.


III. SCOPE OF SERVICES
Job Description

  • Develop a user friendly data management system for the whole DFGG project.
  • Coordinate data tracking and updating activities of PCO (including Learning and Partnership activities under Component 3B – Learning), State Institutions (SIs), and the Non-State Actor Component (NSAC).
  • Oversee and support periodic data collection and consequent updating of the Revised Results Framework.
  • Assist the M&E Team in the timely production of progress reports.

Scope of Work
The duties and responsibilities of the MIS/Database Specialist will be as follows:
1. Work closely with M&E Team of PCO, National and International Consultants of PCO, and M&E focal persons from SIs and NSACs to design user friendly MIS.
2. Support M&E Team through verification, entry, analysis, and consolidation of data pertaining to the Revised Results Framework;
3. Provide on-the job training and demand based technical assistant to IAs in MIS ;
4. Maintain data library of all the project components pertaining to lessons learnt and case studies in close coordination with the state and non-state actors;
5. Intensively participate in the conduct of surveys by the externally recruited consulting firm (for example: End of the Project Evaluation Survey);.
6. Ensure all the required data for the quarterly and annual progress reporting are collected on time, as per the established format in the Project implementation Manual;
7. Support preparation of relevant project meetings and also ensure active participation; and
8. Perform other tasks as directed by the Assistant Project Manager, Project Manager and Project Director.


The Position
The Ministry of Interior requires a National MIS/Database Specialist to assist MOI staff in the Project Coordination Office (PCO) in data entry, data verification, development and maintenance of database software, and systematic updating of the data. MIS/Database Specialist will provide support to the state institutions (SIs) and Non-State Actor Component, as necessary. The MIS/Database Specialist will also assist the PCO to update and produce quality data from the project sites for the development of consolidated DFGG Project reports. The contract will be for an initial period of 12 months with a possibility of extension, subject to satisfactory performance. The contracted MIS/Database Specialist will report to the Project Manager and the Project Director through the National M&E Consultant. He/she will be part of the M&E Team of PCO along with the International Project Management Advisor, National M&E Consultant, and the MOI/PCO M&E staff.


Candidates should be highly motivated with a willingness to learn and apply new skills and ideas. Competitive salaries will be paid based on skills and experience.


IV. Qualification and Experience and Database Skill Requirement
Qualifications:
A minimum of Bachelor's degree in Computer Science, Statistics or an appropriate discipline from a reputable university.
Experience:

  • At least 2-3 years of progressively responsible experience in the design, development and implementation of variety of data management tools in a (including designing user friendly database and structured data analysis) governmental agency or non-governmental organization.
  • Experience in monitoring and evaluation in a governmental agency or non-governmental organization is highly desirable.
  • Experience in programs involving collaboration between CSO/NGOs and government agencies is advantageous.
  • Good experience in quantitative and qualitative research tools is desirable.

Database Skills:

  • Strong database development skills using Microsoft ACCESS, EXCEL, or similar
  • Knowledge of SPSS is desirable.
  • Good working knowledge of English.
  • Good interpersonal, communication, and team motivation skills.
  • Workshop organization skills are advantageous.

VI. Services and Facilities to be provided by the Client
The IT assistant will be able to externally work from the Project Coordination Office (PCO). The IT assistant may travel to PCO's offices and use meeting room facilities, including printing, stationery, and drinking water. However, the IT assistant is to provide time schedule to meet IT Officer to report and discuss on work progress.


Duration
This full-time position is for 12 months and is expected to begin in November 2011.
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ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 03:09

TOR Communication NGO

Written by
KINGDOM OF CAMBODIA
Nation Religion King
Terms of Reference
Procurement of an NGO to Assist in the Design, Production, Dissemination, Monitoring and Evaluation of Communication Support for a Good Governance Knowledge & Learning Program
on behalf of the
Ministry of Interior (MOI)
Project Coordination Office and its partners with the
Demand for Good Governance Project (DFGG)
Contract No: PCO/DFGG/BCBS-01
Purchaser: Ministry of Interior (MOI), Project Coordination Office
Project: Demand for Good Governance Project (DFGG)
Funding: IDA Grant No. H4410-KH
Approved dated: 30 September, 2011

Procurement
Terms of Reference

Organization: An organization experienced in marketing-communications-multi-media
Post title: Support for Communications & Outreach for DFGG Project
Duty station: Project Coordination Office, Ministry of Interior, Phnom Penh
Period of contract: 1 January 2012 - 28 February 2013

 
I. Purpose:
The concepts of "Good governance and social accountability" are often misunderstood, requiring clarification when preparing information materials and presentations that can be used and understood by intended audiences. Adding to the misunderstanding and lack of clarity is a lack of public trust in government communications and subsequent news coverage when stories on these issues appear on the news, more often stories exposing corruption and emerging civil strife getting front page. Public information officials of various government ministries, development organizations who represent civil society and representatives of the mass media have the potential of clarifying the issues to a wide range of stakeholders and citizens when based on a sound program of learning and communications for the Demand for Good Governance Project (DFGG).


With respect to the good governance and social accountability information dilemma, the Ministry of the Interior, through the DFGG is proposing to launch a series of training courses with appropriate outreach support that will cover, in-depth, a wide range of topical issues on good governance to be implemented by the Ministry of the Interior's Project Coordinating Office (MOI/PCO). Recognizing the complexity of the topical issues to be covered by the DFGG, and lacking its own experienced team of communicators and media producers within the PCO, the DFGG is seeking the assistance of an NGO with multi-faceted experience in organizing and managing public information campaigns and associated support materials that can deliver results expected by the completion of the DFGG.


II. Objective:

Based on the Consolidated Learning Program for the DFGG, the objective of this assignment is to assist the MOI/PCO in designing, producing, disseminating, monitoring, evaluating and reporting on activities and impacts of a series of thematic training courses through a full range of communicationsactivity and media tools to convey information to DFGG stakeholders and to general audiences on a number of good governance and social accountability themes as identified by DFGG. These activities, to be implemented for the duration of the DFGG project, will operate in tandem with, and link programmatically with a series of up to 14 training courses related to good governance, social accountability and citizen engagement to be launched in the latter part of this current year, and run throughout the remainder of the project, to end of February 2013. The bidder will perform their tasks working alongside appropriate PCO staff, counterparts, and technical consultants so that appropriate communication skills and techniques in managing communication programs are transferred to the bidding organization staff.

The communication support for the DFGG willinclude a full range of multi-media and interpersonal communication activities that directly support a number of good governance topics and content to be covered through a series of 14 thematic courses. In addition, the communication program will expand on the information obtained during and as result of the trainings and be packaged and disseminated in various formats to the public at large in a way that simplifies the issues and creates an atmosphere of service provider-citizen demand in a more proactive and non-confrontational manner.


The bidder should be able to apply state-of-the-art social marketing methods in conveying the issues based on a set of concept notes and further developed objectives of each good governance thematic course. Where appropriate for each of the thematic issues during the 15 month period, the bidder willidentify appropriate messages for each target group, design, produce and disseminate media, do monitoring and evaluation of communications campaigns, and share in the capacity building experiences with appropriate PCO staff who will be participating in the communications work throughout the period.


III. Description of Work:

Based on the objective of the assignment described above, the bidder will undertake the following activities described below in a) and b) to which the bidder will respond in part VI to the tasks proposed to accomplish this TOR:
a) General Communication Support:
This communication activity described in this section is to plan ongoing public awareness events and activities to generalized audiences on good governance and social accountability issues.
Proposed Tasks:
The bidder will respond to a below set of activities the PCO will oversee to support expanded media and communications on the issues of good governance and social accountability:
1. Construct a set of guidelines to assure quality materials and reports representing the program are produced.
2. Produce a "Good Governance and Social Accountability Information Kit"-a packet of multi-media that describe the issues surrounding the DFGG project. (This would be a packet that can be used in any of thematic training courses, and for handing out by PCO when conducting any kind of forum, conference, or individual meeting on introducing the program and its components. Can include various print materials inside a folder, to include a DVD-Power Point and other media).
3. Production of public service ads/spots on the thematic issue of the month on radioat provincial level.
4. A 2 page newsletter (can be 1 sheet-two sided) updating stakeholders on issues of Good Governance and Demand Side Approaches.
5. DFGG web site updates/stories
6. Translation services documents and materials, English to Khmer; Khmer to English as appropriate
7. Other activities can be proposed by bidder.
Proposal by Bidder:
b) Communications Support for Each Thematic Course:
Each of 14 thematic courses will be fully developed by a number of implementing agencies (IA) of the PCO. The bidder will work in collaboration with the IA-course developers in providing communication support to which a more detailed communication strategy for each will be designed by the bidder in consultations with the IAs. A description of 14 thematic courses can be found as appended. (Appendix1: Course Descriptions of Thematic Trainings).For each of the courses, the bidder will undertake all or a mix of the following communications activities:
1. Prepare a press release and disseminate to appropriate organizations and the mass media to announce the course and do follow on press release to announce its conclusion and findings. The press release can also be uploaded to the DFGG web site and other partner web sites.
2. For each theme, collect information on good examples/best practices of activities relative to the particular theme. Based on findings, document and then package - disseminate in various formats to include but not be limited to booklets, pamphlets, videos, U-Tube, DFGG and partner web sites, Facebook updates and "success stories" and mass media coverage where appropriate.
3. In concert with each thematic course designer/deliverer, assist the IA-course developer in the preparation of a course syllabus for use in each training program.
4. Assist the training provider in creative approaches to supporting the topics at hand for each theme. (Preparing specific training materials and other multi-media support on the specific issues covered in this training). In consultations with the training provider, materials should include definitions, examples (to include simulations, role playing and dramatizations on video when appropriate) to strengthen the training.
5. Document each course proceedings and conclusions and prepare a variety of outreach materials for use in various reports, publications and websites aimed at democracy and governance audiences, and, as appropriate, engage the mass media in coverage of the course and issues that expand beyond the course with special radio, TV and news articles.
6. Other activities can be proposed by bidder.
Proposal by Bidder:


IV Qualification and Experience Requirement
An NGO/multi-media production agency with proven experience in applying communications/social marketing methods, and also possess the following qualifications:
1. An organization with at least 8 years of experience in managing a range of communication services needed for state and non-state audiences.
2. An organization with over 8 years of experience in communicating governance-related topics and documented experience working on democracy and governance programs and issues.
Experience working with donor funded programs and project
3. Trackingrecord of staff assigned to technical tasks possess at least a Bachelor Degree in a communication field or an appropriate certificate in their media tasks.
4. Principal staff assigned to this project must have at least 10 years experiences managing governance and communication programs.
5. Experienced in a variety of print and electronic media to include information packets (folders, fact sheets, brochures, etc), press releases, quarterly reports writing, video dramatizations, User Guides, branding, etc.
6. Demonstrated practical experience in the set up and updating of various webpage programs, social media, and developing stories for web sites.
7. Ability to provide an effective training to project communications staff.
8. Staff assigned to the project must have excellent written skills in Englishand Khmer(all the communications products shall be in Khmer).
9. Key personnel who will be assigned to work with DFGG/MOI staff to implement communication activities and materials for the CTP should include the following staff:


a) Team Leader/Communication Specialist: overall in charge of the NGO communication team in liaison with DFGG personnel, PCO ITA and NA's, relevant MOI staff. Coordinates with ITA for communications (when in-country) and NA for partnerships and communications to help coordinate meetings with CTP thematic course developers and oversees the work for training and outreach; meets with CTP thematic course developers and with staff, designs the training and outreach support activities and materials required for each theme; assigns materials production and dissemination tasks to relevant team members and assures timely completion of all tasks. This person must be experienced in governance, communications management or governance-type campaigns.
b) Communication Specialist/CTP designer/production: Together with Team Leader/Communication Specialist and other relevant staff from PCO, meets with relevant CTP thematic course developers assigned to the training and develops the media materials for each thematic course; these materials can include existing materials for adaptation by PCO as well as new materials to be produced; assists in disseminating and utilization of the course materials during each training activity. Experienced in production, dissemination and utilization of training materials, using PC desktop publishing software and appropriate electronic media for non-broadcast use for the CTP.
c) Communication Specialist/Outreach-Mass Media/production: Together with Team Leader/Communication Specialist and other relevant staff from PCO, helps identify appropriate outreach and mass media programs, materials and activities that will support each thematic course. Produces publications and electronic media as appropriate for each theme, collaborating with national and regional/local mass media in target communities per the communication work plan.Experienced in production and use of various mass media to include new media (social media) for expanded outreach.
d) Communication Specialist/M&E-Reporting: responsible for designing follow up studies and field trips to assess post-training activities of each group participating in the training, and setting up the mechanism to obtain feedback from NGO's and government officials in appropriate target communities; along with PCO staff, oversee the coverage of thematic course proceedings for each course; based on information and data recorded/covered in each course, prepare appropriate print and electronic media materials on outcomes and lessons learned for each training and outreach results to various audiences (press releases, web site stories for DFGG/PCO and other partner web sites; PCO routine reports and to other stakeholders on progress and outcomes for the CTP and outreach program. Provide reports to PCO M&E unit to coordinate with overall DFGG progress and input to their reports on overall program per the M&E results framework. Experienced in M&E studies and reporting.


V. Schedule of Outputs and Outcomes
a). Schedule and Timing of Deliverables
As preparation and implementation of the themes will entail work that is often overlapping, the bidder at any one time will be engaged in activities covering up to five thematic courses simultaneously. To illustrate this further, a Planning Graph is attached. (Appendix2: All Themes Timeline).
For each thematic course, the communication program will follow in step with the PCO/IA sequence of activities in the thematic course development. The below table further illustrates this for each thematic course. A detailed timeline for one generic theme is attached. (Appendix 3: One Theme timeline )

PCO/IA Activities Communication Activities
Approval of themes in the CTP:
1. Based on preliminary discussions with the WB and the IAs, a number of themes is identified and a general description of the theme is agreed on.
Communications NGO Procured:
The Communications NGO (bidder) is procured on the basis of the agreed themes and a general understanding of the communication support needed


2. The theme description and costing is submitted as the CTP to the WB.
3. The need for and planning of studies, research and collection of information is agreed.
4. Various options to fund the IAs for the implementation of their training themes are designed and approved.
5. Procurement plan is updated.
6. NOL is obtained.
7. Once overall approval has been received, the IAs can start working on their individual themes.
Submission of a concept note to the PCO:
1. Each IA will submit a concept note to the PCO for consideration and approval at least 5 months before the planned starting date of the training.
2. The concept note will consist of: (max 5 pages)
a. The outcome of the course: What measurable changes will happen as a result from the course?
b. Subject description: Which topics will be covered in the course?
c. Target Audience: Who will participate and how will the participants be selected?
d. Duration: How long will the course last?
e. Location: Where will the course be organized?
Study of the Concept Notes:
The bidder will study concept note and start work on a detailed communication plan for the theme-5 months before the planned starting date of each course
Submission of a detailed proposal to the PCO:
1. The IA will further develop the concept note into a detailed proposal by adding the following sections:
a. Precise description of the course (by hour)
b. Monitoring and evaluation plan
Submission of a detailed proposal for Communications to the PCO:
1. In close cooperation with the IA, the bidder will develop a detailed communication proposal containing:
a. Key messages for communication
b. Target audiences (of course in line with the target audience proposed
8
(including methods and tools)
c. Support needed from PCO to procure assistance from outside parties
d. Support needed from PCO for logistics
e. Support needed from PCO for communications
f. Support needed from PCO for outreach
g. Detailed budget and type of funding source or procurement method
2. The detailed proposal will be submitted to the PCO for consideration and approval at least 4 months before the planned starting date of the training.
3. PCO will take maximum 2 days to review the plan and provide written comments.
4. IA will take the comments into account and resubmit for approval
5. If PCO agrees with the detailed proposal, written approval is given to the IA concerned.
by the IA.)
c. Proposed channels to be used to deliver the messages.
d. Detailed budget and type of funding source or procurement method
e. Monitoring and evaluation plan (including methods and tools)
2. The detailed proposal will be submitted together with the detailed proposal by the IA to the PCO for consideration and approval at least 4 months before the planned starting date of the training.
3. PCO will take maximum 2 days to review the comms plan and provide written comments.
4. The bidder will take the comments into account and resubmit for approval
5. If PCO agrees with the detailed proposal, written approval is given to the IA concerned.
Submission of detailed course materials to the PCO:
1. The IA will develop the course details and submit the following documents to the PCO:
a. Course hand-outs for participants in Khmer and English
b. Course handbook for trainers or facilitators in Khmer and English
c. Flip chart or power point presentations in Khmer and English
d. Other course tools or support materials in Khmer and English
e. Training for trainers guidelines in Khmer and English
f. Inventory of necessary equipment (markers, flipcharts, projector, etc.)
2. The course details will be submitted to the PCO for consideration and approval at least 3 weeks before the start of the course.
3. If TA for the production of the course material needs to be procured by the PCO, the TOR and tender documents
Procurement of different communication activities and materials:
1. Based in the detailed plan, the bidder will develop TORs for the development and delivery of Comms Materials.
2. The TORs will be submitted for approval to the PCO at least 3 months before the start of the course.
3. When the communication support is procured, the planned activities are prepared in accordance with the detailed plan.
4. The course details will be submitted to the PCO for consideration and approval at least 3 weeks before the start of the course. The bidder will format these hand-outs and syllabi in accordance with the branding guidelines for the PCO. Once the course material is final the bidder will have the materials printed.
9
need to be submitted to the PCO at least 3 months before the start of the training course.
4. By the time the course materials are finalized, the training provider will have been procured already and the training course can go through a first test run. Based on the test run and comments from all stakeholders, the course material will be improved and formatted for printing.
5. Printing of all hand-outs and support materials is started.
Selection of the training provider by the PCO:
This will happen in parallel with the procurement and development of training materials and activities.
Procurement of logistic by the PCO:
This will happen in parallel with the procurement and development of training materials and activities.
Delivery of the training:
1. The IA and PCO will coordinate all events surrounding the training.
2. Follow-up and outreach will be provided as agreed in the detailed proposal.
3. Evaluation will be conducted and the training development TA will be part of the evaluation team to ensure lessons learned will be translated into improvements of the course materials.
4. Based on the impact of the training, additional courses can be planned. This option can be included in the contract of the training provider.
Documenting the course and implementing the outreach program.
1. During the delivery of the workshop or training the bidder will document the process in accordance with the detailed plan.
2. After the completion of the training a number of communication activities will still take place including a press conference.
3. The communications support evaluation will be conducted and lessons learned will be translated into improved processes, materials and channels.

ថ្ងៃ​ព្រហស្បតិ៍, 19 ខែ​កក្កដា 2012 03:03

TOR procurement coordinator

Written by
Ministry of Interior
Demand for Good Governance (DFGG) Project
TERMS OF REFERENCE

Position Title: National Procurement Coordinator
Classification: Contract position
Location: Project Coordination Office (PCO), Ministry of Interior
Reports to:
Project Manager and Project Director


I. Background

The Ministry of the Interior (MOI) is the Executing Agency for the World Bank funded
Demand for Good Governance Project (DFGG). The DFGG Project supports the governance
reform policies of the Royal Government of Cambodia. It is an exciting new project that will
support selected government institutions and civil society organizations to develop and
expand programs that promote good governance. Civil society organizations will be
encouraged to promote accountable and transparent government through partnership
approaches with state institutions and a competitive program of small grants. At the same
time, the DFGG project will support four state institutions to demonstrate innovative good
governance approaches, in partnership with civil society, that may generate lessons for wider
replication. The project hopes to encourage citizen demand or interest in governance issues
and to improve government responsiveness to feedback from the community.


The MOI established a Project Coordination Office (PCO) to support project preparation, and
plans to strengthen the capacity of the PCO through recruitment and training during the preimplementation
period. Government officers will be transferred into the PCO and key
positions will be filled by contracted professionals from outside of government. The PCO's
main role will be to manage the project and coordinate key activities among the participating
state institutions and civil society organisations. It will undertake centralised project
management and coordination functions in key areas of finance, procurement, monitoring and
evaluation, project reporting, learning, communications, human research management and
training. The government staff and contracted staff in the PCO will be supported by a range
of national and international technical advisors and consulting services in selected areas
where PCO capacity is weak and requires strengthening.


II. Position

PCO requires a National Procurement Coordinator based in the Ministry of Interior. The
National Procurement Coordinator will be responsible for providing professional assistance
to PCO to implement, coordinate, and monitor project procurement activities under the
Project in accordance with the agreed and applicable procurement procedures. In doing so,
he/she must work in close consultation and cooperation with PCO staff and all components of
DFGG. The consultant will work under the supervision and guidance of, and report to
Director of the Project.


The contract will be for an initial period of 12 months with prospects for extension into the
two-year implementation period subject to satisfactory performance.


III. Scope of Work
The consulting services will cover, but not be limited to, the following aspects and tasks:
Support for Procurement carried out by the International Procurement Agent (IPA)
1. As the primary responsibility of procurement will be with the IPA, the
consultant's role will primarily be to serve as the Project's focal point for
coordination with the IPA.
2. To assist PCO in identifying the procurement requirement and provide necessary
inputs for the procurement plan to the IPA. The Procurement Plan to be prepared
by the IPA will include contract packaging, cost estimates & delivery time (of
goods, works and consultant services), procurement methods, WB prior/post
review arrangements, and key procurement processing dates until completion of
each contract.
3. To assist the Project to review and approve the Procurement Plan updated and
submitted by the IPA to the Project on quarterly basis.
4. To provide procurement requirement/needs and technical inputs to the IPA
whenever required during IPA's preparation of Bidding Documents (BD),
Shopping Documents or Request for Proposals (RFP) for Consultants' Services.
5. Monitoring the procurement process carried out by the IPA.
6. During bidding process or preparation of proposals for consulting services,
respond to clarifications sought by the prospective bidders or consultants, on
procurement or technical inputs, if requested by the IPA.
7. During bid evaluation process or review of consultants' proposals, provide
technical inputs to the IPA, if requested.
8. To participate in finalization of contracts (or negotiations of contract, in case of
consultants' services) for the Project's signature (the Project will sign the contract
with the successful bidder or the selected consultant).
9. To manage the procurement filing/record system in the Project office in a
systematic and retrievable manner.
10. To provide guidance to involving Ministry staffs to enable them to successfully
carry out activities relating to procurement (i.e., preparation of technical
specifications, among others).
11. Coordinate with other units/ministries in DFGG where necessary.
12. Other tasks as may be assigned and/ or delegated by the Project Director.
Support for Procurement carried out by Project Coordination Office (PCO)
For the procurement to be done by PCO without the IPA, the consultant in
coordination with the relevant government staff is expected to exercise the following:
13. Assist PCO in identifying the procurement requirements and provide necessary
inputs for the overall procurement plan, including procurement to be done by PCO
and the IPA. The Procurement Plan will include contract packaging, cost
estimates & delivery time (of goods, works and consultant services), procurement
methods, WB prior/post review arrangements, and key procurement processing
dates until completion of each contract;
14. Prepare the project's necessary procurement documentation for goods and works
including the preparation of Invitation for Bid advertisements, bidding/Request for
Quotation documents, organizing and conducting bid openings, evaluation reports,
obtaining the necessary clearances (from the Procurement Review Committee
(PRC) and No Objection Letters from the IDA where required, arranging for the
contract signing, and distribution to appropriate authorities;
15. Prepare procurement documentation for consultant services including the
preparation of requests for Expressions of interest (EOI) advertisements,
evaluation of EOIs and shortlisting, liaising with technical teams on the
preparation of terms of reference, preparation of request for proposal documents,
proposal evaluations, preparation of draft contracts, obtaining the necessary
clearances from the PRC and the IDA where required, assisting in contract
negotiations, arranging for the contract signing, and distribution to appropriate
authorities;
16. Ensure that all procurement is carried out in accordance with the agreed
procedures, including the Financing Agreement; the World Bank/IDA
Procurement and Consultants Guidelines; Government SOP and Procurement
Manual for Externally Assisted Program/Project, as applicable;
17. Monitor the timeliness of the procurement and delivery of goods, works, and
services in accordance with the approved Procurement Plan and the Project
Implementation Action Plan;
18. Ensure that an effective filing/record keeping system is established for the
procurement to be done by PCO. Maintain a contracts register with updated key
procurement information of all contracts procured under the Project.
19. Review the existing procurement system of the PCO, identifying gaps and
shortcoming, and recommending specific improvements for increasing efficiency,
transparency and accountability in the administration, management and
monitoring of the procurement within the Project to enable procurement to be
carried out effectively.
20. Develop and conduct a procurement training program for relevant government
staff of the departments under the PCO;


IV. Required Expertise and Qualifications

Qualifications:
• At least Bachelor's degree in Business/Administration, Law, Civil Engineering, or other
relevant field.
• At least 3 years of procurement experience in carrying out public procurement of
goods, works and consultant services.
• Have demonstrated professional experience in donor financed projects in the areas of
procurement management. Experience on procurement with WB–financed projects is
given a preference.
• Familiarity with World Bank Procurement Procedures, Policy and Guidelines for
Consultants' Services, Goods and Civil Works.
• Familiarity with RGC's Standard Procurement Manual and Bidding Documents for
Externally financed Projects will be an advantage.
• Excellent computing skills (word processing and spreadsheets).
• Excellent skills in English language (oral, reading and writing).
• Ability to supervise and train staff.


V. Facilities to Be Provided by PCO

1. Access to all related reports and data required to undertake the assignment,
including access to files, paper or computer based, necessary for the efficient
conduct of the work.
2. Office accommodation in PCO and all necessary office equipment,
communication equipment, computer and software, photocopies, and office
furniture

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