The knowledge and support technical assistance (TA) aims to deepen the skills and capacity to plan and implement effective communications strategies in developing member countries (DMCs) of the Asian Development Bank (ADB). The TA will develop and deliver communications capacity building activities for pilot DMCs , primarily for planning and finance ministries and related agencies. The TA will promote interactions among government officials and international experts to enable them to share lessons, knowledge, and experience related to communications in a range of contexts.
|Project Name||Enhancing Communications Skills and Capacity of Developing Member Countries in Asia and the Pacific|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Environmentally sustainable growth
Inclusive economic growth
|Drivers of Change||Gender Equity and Mainstreaming
Governance and capacity development
Private sector development
|Sector / Subsector||
Energy / Energy efficiency and conservation
Finance / Finance sector development
Public sector management / Public administration
Water and other urban infrastructure and services / Urban policy, institutional and capacity development
|Gender Equity and Mainstreaming||Some gender elements|
|Description||The knowledge and support technical assistance (TA) aims to deepen the skills and capacity to plan and implement effective communications strategies in developing member countries (DMCs) of the Asian Development Bank (ADB). The TA will develop and deliver communications capacity building activities for pilot DMCs , primarily for planning and finance ministries and related agencies. The TA will promote interactions among government officials and international experts to enable them to share lessons, knowledge, and experience related to communications in a range of contexts.|
|Project Rationale and Linkage to Country/Regional Strategy||
The communications environment in DMCs is rapidly evolving as expanded digitization and internet access fuels content creation, feeds the 24-hour news cycle, and powers pervasive social media use and social networking. These continuing changes alter how the public interacts with and consumes information from governments and other sources, and how individuals perceive government decisions and actions. The rapidly evolving communications environment directly impacts the work of communications professionals and demands new approaches to achieve the communications objectives of government ministries and agencies. Without having a broad set of skills and strategic planning capabilities to manage communications, DMC officials cannot convey the development agenda needed to get buy-in for key government initiatives from the public. Communications officials in DMCs need to broaden their skills and strategic communications planning and execution capability to effectively manage communications across traditional, digital, and other channels to build awareness, understanding, and support for government policies, programs, and projects. Participant survey and individual interviews of representatives from DMC ministries at the Communication Capacity Building Program for Developing Member Country's Communication Officers in August 2019 highlighted capacity gaps in communications strategy development and implementation.
The growing ease of access to information, expansion of social media, and proliferation of information sources have increased public expectations about government transparency and public demand for opportunities to participate in government decision-making and implementation. The development community has recognized the value of two-way communications systems that enable dialogue and allow communities to express their aspirations and concerns and participate in decisions concerning their development. DMC communicators must leverage new approaches, tools, and technologies to meet these demands. This will require increasingly sophisticated efforts to (i) establish communications objectives, (ii) identify and understand the views of key stakeholders, (iii) develop strategic messaging frameworks and content, (iv) select appropriate channels and tools for information dissemination, and (v) execute communications plans.
Competition for limited resources within and among government agencies often limits learning opportunities for those responsible for communications functions. Learning to mainstream modern, cost-efficient, and context-appropriate tools and methods in communications planning and administration would greatly address this gap and more effectively convey messages to intended stakeholders.
|Impact||Stronger institutional capacity for implementation of development policies and projects improved.|
|Description of Outcome||Communications planning and implementation in participating DMCs improved.|
|Progress Toward Outcome|
|Description of Project Outputs||
Communications planning and implementation capacity strengthened.
Network of DMC communications professionals established.
|Status of Implementation Progress (Outputs, Activities, and Issues)|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design|
|During Project Implementation|
|Consulting Services||ADB will engage consultants following the ADB Procurement Policy (2017, as amended from time to time) and its associated Project Administration Instructions and Staff Instructions as appropriate. The TA will be implemented through an international consulting firm, individual consultants, and resource persons. The consulting firm with expertise in designing and delivering communications training will be recruited using quality and cost-based selection. An individual consultant will be hired to advise DOC by reviewing the program design to ensure quality training and by evaluating the feedback to measure impact. Where possible, output-based contracts and/or lumpsum costs provision for out-of-pocket expenses will be considered, for administrative efficiency.|
|Responsible ADB Officer||Medardo C. Abad, Jr.|
|Responsible ADB Department||DOC|
|Responsible ADB Division||DCMD|
Asian Development Bank
6 ADB Avenue,
Mandaluyong City 1550, Philippines
|Concept Clearance||25 Oct 2019|
|Approval||20 Dec 2019|
|Last Review Mission||-|
|Last PDS Update||26 Dec 2019|
|Approval||Signing Date||Effectivity Date||Closing|
|20 Dec 2019||-||20 Dec 2019||31 Dec 2023||-||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|975,000.00||0.00||0.00||0.00||0.00||0.00||975,000.00||20 Dec 2019||0.00|
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.
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|Title||Document Type||Document Date|
|Enhancing Communications Skills and Capacity of Developing Member Countries in Asia and the Pacific: Technical Assistance Report||Technical Assistance Reports||Dec 2019|
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.
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Evaluation Documents See also: Independent Evaluation
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