The TA has made progress on both streams of work: (i) the development of the Strategic Results Plan, and (ii) the establishment of a Capacity Development Framework. Through a series of engagements with a broad cross-section of MPW management and staff, the TA has carried out an assessment and analysis of MPW management structures and processes. This has been used in the development of a strategic results map and MPW Strategic Results Plan to deliver sustainable infrastructure and services. In parallel, the TA has established an agenda and rationale for capacity development to support a stronger alignment of skills and work processes with the Strategic Results Plan preparation and delivery, and to address priority capacity development needs. These include management capacity, planning and budgeting processes, and human resource management and development, all built into a Capacity Development Plan that will close the performance gaps identified in the Strategic Results Plan.
Both key outputs (the Strategic Results Plan and Capacity Development Framework and Plan) will be finalized under the current TA. As designed, the TA, in its first phase, was to provide some oversight and support for the execution of these outputs by MPW until end of 2014. A second phase of the TA was envisaged to provide more intensive support for implementation of priority initiatives of the Strategic Results Plan. Needed additional support for the second phase has been identified on the basis of Strategic Results Plan, which is now nearing completion. A revised design and monitoring framework and outline terms of reference were developed by MPW and ADB during a government hosted TA inception workshop in September 2013
In 17 December 2013 ADB approved major change in scope and implementation arrangements. The TA was extended until 30 June 2016 and the TA budget was increased by $1,000,000.
The TA impact and outcome remained the same. The current TA has confirmed that a longer period of engagement and additional resources (originally envisaged as a second phase) are needed to ensure that the TA impact and outcome are achieved. Embedding the Strategic Results Plan in MPW operations is essential for institutional ownership and sustainable change.
The second phase of the TA be provided to: (i) extend the time-frame by 18 months (to 30 June 2016) to enable it to cover the 2014 and 2015 budget cycles and undertake subsequent evaluation; and (ii) increase the resources available to assist MPW to deliver the necessary institutional and systems reforms, manage the change process, and provide on-the-job and formal training necessary to develop required skills and capacity. The TA would continue to support the process of change based on the building blocks of the Strategic Results Plan and the Capacity Development Plan. The expanded TA would extend and augment the provision of specialist technical assistance required to strengthen the processes and capacity identified by the strategic mapping and planning exercise, performance gap analysis, process mapping, and capacity-development work as set out in the Change Management Plan. The second phase of the TA would allow adoption of an extended and phased approach designed to improve the environment for establishing new systems and procedures, and develop individual skills and capabilities to work effectively with these. All the work will be aligned behind clear plans to improve output performance.
Transformation Framework (Capacity Development) is complete.
Implementation progress per September 2016
Action Plan to mid 2017 is being implemented.
Management Development Program, based upon identified capacity gaps and following the principles of the Transformation plan is being implemented. Pilots of the Transformation program and allied Management Development Programmes will began in June 2016.
In June, 2016 an International HR Specialist worked with MPW management, under the direction of TA staff, to align job descriptions with the results identified in the SRP and Transformation Framework.
This work is being continued with a team of HR specialists
Implementation progress per March 2017
The implementation of Five Capacity Development Sets :
Set 1: Strategic Results Planning for a Division or Unit
Set 2: Improved Management and Leadership
Set 3: Improved Systems
Set 4: Improved Planning and Budgeting
Set 5: Improved Human Resource Management
Summary of Performance and Conclusions
Set 1 and 2: The results cascading and performance leadership work with MPWTC remains critical to improving the performance of the Ministry. In addition, the cascading is at the core of the HR work on job evaluation, job descriptions and performance management. It is clear that consultants in this area need to be not only experienced in public sector organisations, but also have the degrees of aptitude, attitude and agility necessary to improve MPWTC performance in the context of the TA, the SRTP, the Implementation Plan and MPWTC problems and opportunities
Set 3 and 4: The success of the first three months of this work has resulted in two requests from MPWTC management for continuing assistance:
" Directly assist in the planning and budgeting processes early 2017 (for the 2018 budget)
" Develop management processes (authority, responsibility, accountability, monitoring etc) which will enable MPWTC senior management to delegate budget implementation to national directorates
Set 5: : The HR work is mostly complete and remaining work identified in the HR Team Final Report after consultation with the National Director HR will be undertaken by the original TA international consultants, given their level of knowledge and involvement in this Set 5.