The National Strategic Development Strategy (NSDP) 2014-2018 focuses on the promotion of agriculture, physical infrastructure, private sector development, and human resources underpinned by a results-based monitoring and evaluation framework. ADB's Country Partnership and Strategy (CPS) 2014-2018 emphasizes three development pillars, namely strengthening of urban-rural linkages, human resource development and strengthening public management. To achieve these, it is imperative that investments are results-based and that projects deliver their intended outcomes. The proposed TA also supports the midterm review of ADB's Strategy 2020 in terms of delivering value for money/improving operational efficiencies and organizing to meet new challenges, particularly in light of greater empowerment to resident missions in portfolio management and project implementation.
|Project Name||Strengthening Capacity for Improved Implementation of Externally Funded Projects in Cambodia|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Governance and capacity development
|Sector / Subsector||
Public sector management / Public expenditure and fiscal management
|Gender Equity and Mainstreaming||No gender elements|
|Description||The National Strategic Development Strategy (NSDP) 2014-2018 focuses on the promotion of agriculture, physical infrastructure, private sector development, and human resources underpinned by a results-based monitoring and evaluation framework. ADB's Country Partnership and Strategy (CPS) 2014-2018 emphasizes three development pillars, namely strengthening of urban-rural linkages, human resource development and strengthening public management. To achieve these, it is imperative that investments are results-based and that projects deliver their intended outcomes. The proposed TA also supports the midterm review of ADB's Strategy 2020 in terms of delivering value for money/improving operational efficiencies and organizing to meet new challenges, particularly in light of greater empowerment to resident missions in portfolio management and project implementation. Previous TAs on enhancing project implementation and capacity building and country systems have started to build the capacity of executing and implementing agencies (EAs/IAs), in the areas of project administration, procurement and financial management, following Government's promulgation of the sub decree on Standard Operating Procedures (SOP) in 2012. The TAs provided support in operationalizing the sub decree and conducted training programs. However the outreach has been rather limited and performance has been uneven; aspects relating to utilizing knowledge of good implementation practices has also been limited and will need greater attention. The proposed TA therefore builds on results from the previous TA and at the same time seeks to enhance the project cycle.|
|Project Rationale and Linkage to Country/Regional Strategy||The demand for public investments in Cambodia has been increasing, in line with Cambodia's rapid economic growth which has averaged 7 percent per year during the past decade. Official Development Assistance (ODA) has played a large role, providing roughly half of the Royal Government of Cambodia's (RGC's) annual development budget. In 2016, ADB alone, as one of RGC's largest development partners, has ongoing commitments of over $1.1 billion, with an expected increase of roughly $150 million/year for the next 3 years. There is concern, however, that as development assistance is expanding the capacity to absorb the aid, is less than effective. Furthermore, knowledge and lessons learned from previous assistance have not been fully documented, disseminated and utilized in the preparation of new projects. This, along with poor upstream project preparation has in turn caused difficulties in starting up new projects and investments. The TA therefore addresses to enhance the project cycle, which combines knowledge and lessons learned with sound project preparation and readiness.|
|Impact||Effective and sustainable development using external resources promoted|
|Description of Outcome||Implementation of externally financed projects improved|
|Progress Toward Outcome||It is too early to assess the progress toward outcome.|
|Description of Project Outputs||
Output 1: Mechanisms for project preparation, readiness and implementation improved
Output 2: Implementation capacity of the executing and implementing agencies strengthened and sustained
Output 3: Strategic and effective knowledge management improved
|Status of Implementation Progress (Outputs, Activities, and Issues)||
As of September 2018, five individual consultants (one international procurement specialist, one international financial management specialist, one international project implementation specialist, one national procurement consultant, and one national financial management consultant) are on board. The consultation workshop on the review of financial management manual was conducted on 21 September 2018 for discussion and feedbacks from the implementing and executing agencies, and development partners while the consultation workshop on the review of procurement manual is scheduled for 5 October 2018. The revision of the Standard Operating Procedures (SOPs) is under review.
The recruitment of the consulting firm for the Capacity Building and Learning Program for Improving the Project Implementation is under evaluation of the expressions of interests. The proposed shortlisting will be submitted for approval by PPFD in October 2018. The consulting firm is expected to mobilize in January 2019.
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design||Japan International Cooperation Agency (JICA), World Bank (WB) and Ministry of Economy and Finance (MEF) were consulted during the project design.|
|During Project Implementation||
The Ministry of Economy and Finance will be the executing agency. The ministry will (i) work closely with relevant line ministries to assess underlying issues regarding project readiness, preparation, and implementation; (ii) assess capacity building needs and develop the necessary
training programs; (iii) work with a consulting firm, individual consultants and national training institutions to improve project implementation and portfolio performance; and (iv) ensure consistency with government training programs. ADB's Cambodia Resident Mission will administer the TA. The TA is scheduled to be implemented over 24 months, from 30 June 2017 to 30 April 2019.
|Consulting Services||Consulting firm/national training institute and individual consultants will be recruited in June 2017.|
|Procurement||Procurement of goods (laptop computers, audiovisual projector, and office furniture) will be procured when the TA starts in June 2017.|
|Responsible ADB Officer||Sok, Sokunthea|
|Responsible ADB Department||Southeast Asia Department|
|Responsible ADB Division||Cambodia Resident Mission|
|Concept Clearance||09 Feb 2017|
|Fact Finding||01 Feb 2017 to 02 Feb 2017|
|Approval||08 May 2017|
|Last Review Mission||-|
|Last PDS Update||27 Sep 2018|
|Approval||Signing Date||Effectivity Date||Closing|
|08 May 2017||30 Jun 2017||30 Jun 2017||30 Apr 2019||30 Apr 2021||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|0.00||1,400,000.00||100,000.00||0.00||0.00||0.00||1,500,000.00||08 May 2017||891,102.92|
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|
|Strengthening Capacity for Improved Implementation of Externally Funded Projects in Cambodia: Technical Assistance Report||Technical Assistance Reports||May 2017|
|Strengthening Capacity for Improved Implementation of Externally Funded Projects in Cambodia: Project Data Sheet (Khmer Translation)||Translated PDS||May 2017|
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
None currently available.
|Title||Document Type||Document Date|
|Cambodia’s New Technical and Vocational Education and Training Policy||Papers and Briefs||Feb 2018|
|Toward Adopting a Skills Development Fund for Cambodia||Papers and Briefs||Feb 2018|
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.
Requests for information may also be directed to the InfoUnit.
|Tender Title||Type||Status||Posting Date||Deadline|
|National Financial Management Specialist||Individual - Consulting||Closed||21 Jan 2021||27 Jan 2021|
|International Financial Management Specialist||Individual - Consulting||Closed||20 Jan 2021||26 Jan 2021|
|National Procurement Specialist||Individual - Consulting||Closed||20 Jan 2021||02 Feb 2021|
|National Project Management Specialist||Individual - Consulting||Closed||20 Jan 2021||26 Jan 2021|
|International Procurement Specialist||Individual - Consulting||Closed||20 Jan 2021||26 Jan 2021|
|International Project Management Specialist||Individual - Consulting||Closed||20 Jan 2021||26 Jan 2021|
|Logistic Coordinator||Individual - Consulting||Closed||29 Sep 2020||05 Oct 2020|
|Administrative Support Assistant||Individual - Consulting||Closed||21 Jun 2019||27 Jun 2019|
|International Portfolio Management Specialist||Individual - Consulting||Closed||20 Feb 2019||26 Feb 2019|
|Capacity Building and Learning Program for Improving the Project Implementation||Firm - Consulting||Closed||03 May 2018||01 Jun 2018|
|Financial Management||Individual - Consulting||Closed||15 Sep 2017||25 Sep 2017|
|International Procurement Specialist||Individual - Consulting||Closed||15 Sep 2017||25 Sep 2017|
|Contract Title||Approval Number||Contract Date||Contractor||Contractor Address||Executing Agency||Contract Description||Total Contract Amount (US$)||Contract Amount Financed by ADB (US$)|
|Capacity Development||Technical Assistance 9315||06 Feb 2019||Training & Technology Transfer Ltd. (NEW ZEALAND) in association with TANCONS (Cambodia) Co., Ltd. ()||Level 9, 111 The Terrace Wellington, Wellington 005, New Zealand||Ministry of Economy and Finance||Consulting Services||230,000.00||—|
None currently available.