Catalog

	Table of Contents
p. 14 of 18 BACK | NEXT I. Introduction II. Overview of Social Protection III. Priorities for Social Protection IV. Operational Implications A. Investing in Social Protection B. Operational Implications for the ADB C. Staffing and Staff Skills D. Operational Assignments and Responsibilities E. Strategic Partnerships and Coordination among Development Agencies F. Monitoring Progress V. Recommendation

Social Protection Strategy : IV. Operational Implications

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C. Staffing and Staff Skills

55. Dealing with social protection demands skills in social development, public administration, law, finance, economics, poverty reduction, and targeting mechanisms; and knowledge and/or experience on the five components of social protection – labor markets, social insurance, social assistance, micro and area-based schemes to protect communities and child protection. Accordingly, the skills mix required for a “social protection specialist” would require exposure in all or most of the above fields. Considering the high share of social protection in relation to total Bank lending, more specialized skills in this field are required in order to further enhance ADB’s contributions to this emerging sector; higher costs are justified on the grounds of higher development impact.

56. The assessment of staffing and skills requirements suggests that at least one social protection specialist will be required in Office of Pacific Operations and one in each of the social sector divisions of the regional departments to provide direct operational support. In addition, one such specialist will also be required in the central support department to ensure implementation of the Social Protection Strategy and support networking with other responsible divisions. The staffing needs will be met through outside recruitment, internal reskilling, and external retraining.

57. Training programs will consist of a mix of short-term external training for redeployed specialists, and in-house training for other ADB staff. Both internal and external training should start in 2002. The ADB Institute should also become an active partner in providing training to DMC officials.

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