As part of ADB-wide effort to mainstream MfDR approaches, the TA will assist the selected PDMCs achieve sector objectives that contribute to national development goals, measured by attainment of the outcomes for the majority of ADB-funded projects. The TA outcome is MfDR-based project management for ADB projects.
|Project Name||Results-Based Project Management for Pacific Developing Member Countries|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Regional integration
|Drivers of Change||Governance and capacity development
|Sector / Subsector||
Public sector management / Economic affairs management
|Gender Equity and Mainstreaming||No gender elements|
|Description||As part of ADB-wide effort to mainstream MfDR approaches, the TA will assist the selected PDMCs achieve sector objectives that contribute to national development goals, measured by attainment of the outcomes for the majority of ADB-funded projects. The TA outcome is MfDR-based project management for ADB projects.|
|Project Rationale and Linkage to Country/Regional Strategy||
The Asian Development Bank (ADB) is committed to managing for development results (MfDR) with a focus on (i) building the institutional capacity and development of demand for MfDR through leadership and participatory performance-based planning and budgeting, (ii) strengthening data and information systems for monitoring and evaluation of results, and (iii) developing processes for mutual accountability and feedback. Strengthening portfolio performance, is critical to achieving MfDR in the selected PDMCs. By incorporating an MfDR approach in portfolio management, ADB targets improved planning, monitoring, and evaluation of operations. Results-based portfolio management, in turn, calls for greater participation of project managers in results-oriented strategy and program planning, and preparation of monitoring frameworks.
Achieving MfDR in the Pacific requires capacity development of PDMC project managers in setting the results agenda in the national development strategies. Capacity to design results-based projects and technical assistance (TA), and monitor the results during implementation. Therefore, capacity building proposed under this regional TA 1 (RETA) project is aimed at developing project management professionals to champion MfDR by strengthening their capacity to foster commitment to results orientation in strategic planning, project design, and implementation work. The TA will provide tools and skills to empower Pacific project managers to steer project implementation toward achieving tangible development outcomes set forth in the national plans.
|Impact||Attainment of development results at sector level|
|Description of Outcome||The implementation of MfDR-based project management for ADB projects|
|Progress Toward Outcome||--|
|Description of Project Outputs||
1. ADB EAs with comprehensive analysis of performance issues, associated diagnosis, and plans to build capacity
2. ADB EAs assisted through RETA capacity development and technical assistance, and linkages to other capacity development interventions
Project management units mainstream MfDR processes: Senior PDMC officials are knowledgeable of project preparation procedures and opportunities to ensure project contributes to national objectives
|Status of Implementation Progress (Outputs, Activities, and Issues)||Jul 2011. 7 institutions are being supported in 4 countries (PNG, TOnga, Timor Leste, Samoa). Strengtheing MfDR in each institutions is undertaken through application of a program of analysis, consolidation and change. In all institutions the process of MfDR Organiztional Purpose and Context Analysis os complete (although some results maps are still being finalized). Identifying performance gaps is complete in 3 of the 7 organizations. Developing the objective tree is complete in 3 of the 7 organizations. Analysis of Alternatives and selection of alternatives in complete in 2 of the organizations. The plan to implement and monitor change has not started in any organization. Mainstreaming this change has not started in any organization.|
|Geographical Location||The project will cover the following Pacific Island countries: Samoa, Timor Leste, Tonga, and PNG|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||Government personnel from 6 Pacific Island countries were consulted in the stakeholder analysis part of the process prior to the formulation of the Design and Monitoring Framework (DMF).|
|During Project Implementation||Full Participation in all workshops by the PMU and other Government Agencies of the various Pacific Island countries will determine the success of this project|
International consultants, assisted by national consultants, will be engaged as follows: (i) an international MfDR specialist assisted by a national consultant for a total of 22 person-months (including about 2 person-months per country for five selected countries) to conduct MfDR capacity and readiness assessment of PDMCs; (ii) an international procurement specialist assisted by a national consultant for a total of 12 person-months (2 person-months per country for three selected countries) for analysis of procurement systems; (iii) an international facilitator for participatory planning and management training for a total of 3 person-months (on an intermittent basis) during TA implementation; and (iv) an international procedural expert for 3 person-months, with extensive experience in ADB project approval processes. The international experts will be responsible for developing terms of reference and work plans for the national consultants, in close consultation with SPSO and government focal points.
1. The TA will conduct four hub-based workshops-three for project implementation, procurement, and disbursement-involving PMU personnel from ADB-funded projects in all PDMCs. The fourth workshop will cater for senior government officials heavily involved in project design, including finance secretaries and ministers, as feasible. SPSO will facilitate these workshops. The terms of reference for the consulting services are in Appendix 3.
2. The consultants will be recruited on an individual basis in accordance with ADB's Guidelines on the Use of Consultants (2007, as amended from time to time) using the quality and cost-based selection method. All equipment will be procured in accordance with ADB's Procurement Guidelines (2007, as amended from time to time) and returned to ADB upon completion of the TA.
3. The reports of the consultant team will be in English, in publishable quality, and in three copies. The consultant will also provide three CD-rom versions to ADB. Reports will include the following: (i) an inception report that provides a clear work plan and methodology under each of the four TA components; (ii) a midterm report, to be submitted after the surveys and assessments have been concluded, which includes curricula and organizational details for the capacity building, an outline of training materials, and recommendations for the interactive help desk and website; (iii) a draft final report; and (iv) a final report, covering all activities under the terms of reference, giving in full the training materials, including on CDs. The inception, midterm, and draft final reports will be reviewed in tripartite meetings between the consultant, ADB, and selected government representatives.
|Procurement||No procurement requirement.|
|Responsible ADB Officer||Gill, Anthony Robert|
|Responsible ADB Department||Pacific Department|
|Responsible ADB Division||Urban, Social Development & Public Management Division, PARD|
Asian Development Bank
6 ADB Avenue,
Mandaluyong City 1550, Philippines
|Concept Clearance||03 Aug 2007|
|Fact Finding||11 Mar 2007 to 25 Mar 2007|
|Approval||18 Dec 2007|
|Last Review Mission||-|
|PDS Creation Date||23 Oct 2008|
|Last PDS Update||02 Sep 2011|
|Approval||Signing Date||Effectivity Date||Closing|
|18 Dec 2007||-||18 Dec 2007||31 Mar 2011||31 Dec 2012||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|800,000.00||0.00||100,000.00||0.00||0.00||0.00||900,000.00||18 Dec 2007||747,095.44|
Project Data Sheets (PDS) contain summary information on the project or program. Because the PDS is a work in progress, some information may not be included in its initial version but will be added as it becomes available. Information about proposed projects is tentative and indicative.
The Access to Information Policy (AIP) recognizes that transparency and accountability are essential to development effectiveness. It establishes the disclosure requirements for documents and information ADB produces or requires to be produced.
The Accountability Mechanism provides a forum where people adversely affected by ADB-assisted projects can voice and seek solutions to their problems and report alleged noncompliance of ADB's operational policies and procedures.
In preparing any country program or strategy, financing any project, or by making any designation of, or reference to, a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.
|Title||Document Type||Document Date|
|Results-Based Project Management for Pacific Developing Member Countries||TA Completion Reports||Jun 2013|
|Results-Based Project Management for Pacific Developing Member Countries||Technical Assistance Reports||Dec 2007|
Safeguard Documents See also: Safeguards
Safeguard documents provided at the time of project/facility approval may also be found in the list of linked documents provided with the Report and Recommendation of the President.
None currently available.
Evaluation Documents See also: Independent Evaluation
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The Access to Information Policy (AIP) establishes the disclosure requirements for documents and information ADB produces or requires to be produced in its operations to facilitate stakeholder participation in ADB's decision-making. For more information, refer to the Safeguard Policy Statement, Operations Manual F1, and Operations Manual L3.
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