Capacity Building for the Civil Service

IAI PROJECT PROPOSAL

CAPACITY BUILDING FOR THE CIVIL SERVICE

This cover sheet provides a summary of the changes made to the proposal following the Workshop in Vientiane on 24 – 26 April.

 The Objectives have been rewritten to increase the trainer training element of the proposal. Similarly, the trainer training activities have been enhanced to reflect the views expressed at the workshop. The production of training materials remains the core of the proposal and trainer training is linked to this core.  The advice that other ASEAN countries have teaching materials and courses that could be adapted/adopted into this project has been reflected in the text and the costing.  Other aspects of the costing have been reviewed and the total allocated to consultants has been reduced.  The text of the proposal has been revised to reduce duplication and take into account comments made at the Workshop.  The Terms of Reference for the contractor have been included at Appendix F. The option to engage two separate sets of consultants has been excluded.

May 2002 INITIATIVE FOR ASEAN INTEGRATION

PROGRAMMES AND PROJECTS

SCD/02/002

CAPACITY BUILDING FOR THE CIVIL SERVICE

May 2002 LIST OF ACROMYNS...... i AIA PROGRAMME SUMMARY...... ii 1 Problem to be addressed...... 1 2 Background...... 2 Problem analysis and justification...... 3 A regional approach...... 4 Participation and beneficiaries...... 6 Commitment and sustainability...... 7 3 Possible solutions...... 8 What are training packages?...... 9 Contents of each training package...... 10 Trainer training...... 10 Equipment requirements...... 11 Research and Development...... 11 Policy and Strategic Development...... 12 4 Objectives, outputs and success criteria...... 12 5 Indicative workplan...... 14 6 Management and implementation arrangements...... 14 Risk Management...... 15 Implementation arrangements...... 15 7 Inputs...... 16 8 Budget and funding arrangements...... 16 LIST OF APPENDIXES...... 18 Areas suggested for training package development...... 26

3 LIST OF ACROMYNS

3Es Experience, example, expertise

4WD Four wheel drive

ADB Asian Development Bank

ASEAN 6 ASEAN members other than CLMV

ASEANSEC ASEAN Secretariat

CLMV Cambodia, Laos, Myanmar and Viet Nam

HRD Human Resource Development

IAI Initiative for ASEAN Integration

NGO Non-government organizations

ODA Overseas Development Assistance

PCC Project Coordination Committee

PDD Project Design Document

QA Quality assurance

R and D Research and Development

TLM Teaching and learning materials

TNA Training needs analysis

TOR Terms of Reference

TP Training packages

i AIA PROGRAMME SUMMARY

Area of the IAI Workplan: Human Resource Development Programme Number Programme Title Capacity Building for the Civil Service Short Description: This project provides assistance to CLMV in the form of training for civil servants. The project will produce, translate and distribute training packages geared to the needs of CLMV. It will also provide trainer training. Associated with these core activities the project will provide assistance to CLMV countries in relation to Research and Development and Policy and Strategy in relation to civil service reform.

Objectives

OBJECTIVE 1 Develop training packages for civil service training in CLMV in areas of identified priority.

OBJECTIVE 2 Provide trainer training linked to the training packages.

OBJECTIVE 3 Provide an opportunity for CLMV and other ASEAN members to exchange experience and knowledge on Research and Development and Policy and Strategy involved in change management in the civil service.

Management and Coordination Arrangements Management arrangements: The project will be managed by a contractor with expertise in curriculum and materials development and experience in working in the ASEAN region. The contractor will work closely with CLMV agencies responsible for public service management and development. Each of these agencies will be a member of a Coordination Committee convened by ASEANSEC which will nominate a desk officer as the prime contact with the contractor. Once materials are delivered it will be the responsibility of each CLMV agency to deliver courses or to franchise other agencies to deliver courses. Certification will be the responsibility of each CLMV agency. The contractor will be required to provide trainer training support as detailed in the proposal and provide the workshops specified. Implementation arrangements: Implementation will be over a 2.5-year period. The first six months will be allocated to planning and the selection of areas for training package development. It will also provide for the contractor to undertake familiarisation and collection of existing

ii materials. Other ASEAN members have agreed to make available relevant material that can be adapted/adopted for use within CLMV. The next 1.5 years will be allocated to development, trials, production and distribution of the materials, to trainer training, and to the Policy and R and D support activities. It is envisaged that the materials will be distributed in three tranches (one each six months) to ensure that CLMV agencies are not overwhelmed. The final six months will be a ‘care and maintenance’ phase to assist CLMV in the implementation of the training packages. Performance Measurement: The quality of the materials that are the outputs of this project will be determined by their usefulness in ‘real life’ training in CLMV, and the extent to which the training increases the efficiency and effectiveness of the individuals concerned in their duties. These are matters of judgement and the project performance measurement will require advice from CLMV authorities as to its effectiveness. The project will be oversighted by a Coordination Committee of relevant officials. They will be required to monitor the progress of the work and certify as to quality of the products. Formal evaluation of each training package and each workshop will be required, and the experience gained in the first of these will be used to make any necessary changes. The number of civil servants who receive completion certificates will clearly be a key to performance. Beyond that, in Year 2, the contractor and the CLMV agencies will conduct a small survey of employers to gauge their views on the value of the training packages. Risk Management A risk management matrix is included as Appendix D. It shows that the risk of relevance dominates risk concerns. The selection of the contractor is a key here. So, too, is the vigilance of the CLMV agencies, to pull the activities back to reality if this is needed. Overall, however, it is not considered that this is a high-risk project. If anything, it aims at a modest level in order to maximise its chances of uptake and success.

Indicative Budget: Appendix C provides the estimated costs of the project. The all up cost is $US 1.7 million over the two and a half year period.

iii 1 PROBLEM TO BE ADDRESSED 1.1This project will assist the objectives of the Initiative for ASEAN Integration (IAI) by providing assistance to CLMV in relation to the training of civil servants. It will improve the quality of civil service training by providing greater access to training by civil servants in the ‘middle levels’ of all CLMV countries and by improving the quality of training available. 1.2Training is an essential element in the civil service reform that each of the CLMV governments is pursuing. And, in turn, civil service reform is driven by wider factors – in particular the economic and social changes being pursued by CLMV as they move towards greater ASEAN integration and develop their economic and social structures. As each of the CLMV countries makes changes to support private sector investment and to encourage greater participation by citizens in social and economic affairs, so the civil service must both lead change and respond to change. It must develop new approaches to efficiency and effectiveness in the delivery of its services, at the same time as the services it delivers undergo change. 1.3Chart 1, below, sets out a schematic representation of those linkages:

IMPETUS FOR PUBLIC SECTOR REFORM

CHANGE IN ECONOMIC STRUCTURES SOCIAL CHANGES From demand style economy towards Towards citizen involvement in civic market economy affairs, equal opportunity for all and improved social services

EVOLVING CHANGE IN THE ROLE AND NATURE OF GOVERNMENT (Especially relating to the private sector and to citizens)

NEW CONCEPTS FOR THE PUBLIC SERVICE AND THE ROLE OF CIVIL SERVANTS

NEW STRUCTURES AND NEW TYPES OF WORK WITHIN THE CIVIL SERVICE

TRAINING AND DEVELOPMENT OF CIVIL SERVANTS

1.4The Chart shows the larger picture in which reform of the civil service is placed in CLMV countries. All of the countries are at different stages of the reform process. This project is focused on training because that is what civil service authorities in CLMV have identified as a priority within their overall plans and policies for reform.

1 2 BACKGROUND 2.1At the 4th ASEAN Informal Summit in Singapore in November 2000, ASEAN Leaders agreed to launch IAI. It is aimed to assist Cambodia, Laos, Myanmar and Viet Nam (CLMV) to narrow the development gap within ASEAN. 2.2This decision was given greater form at the 34th ASEAN Ministerial meeting in July 2001. A statement – the Hanoi Declaration – was agreed. Subsequently ASEAN Foreign Ministers endorsed an IAI Workplan in February 2002. The project proposed here is listed in the Workplan. 2.3Following the endorsement of the Workplan, Design Missions were conducted in relation to particular elements. The results of these Design Missions were submitted to a Workshop held in Vientiane, Lao PDR, from 24 to 26 April 2002. The purpose of the Workshop was to formulate the IAI programme and project proposals to implement the IAI Workplan for narrowing the development gap within ASEAN by assisting new member countries: Cambodia, Laos, Myanmar and Viet Nam. 2.4Human Resource Development (HRD) was identified in the Workplan and, within the HRD element, capacity building for the civil service was nominated as an area for action. 2.5As noted in the paragraphs above, CLMV countries have many development features in common. All are changing their economic structures, all are reviewing the role of the private sector and of non- government agencies; and all are seeking to create new relationships between citizens, the government and the civil service. All are pursuing steps to increase the efficiency, effectiveness and responsiveness of the civil service. This involves, among other measures, moves to performance assessment, promotion of merit, structural change and devolution of responsibility. 2.6However, there are significant differences. These differences relate to:  The present state of economic development and the length of time for which a modernisation agenda has been pursued. Viet Nam started earlier, and has come further; others have begun the process of moving to a more market driven economy later, and, in some cases, less comprehensively.  The aims. All the countries have their own ideas for national development and social change and their own plans for evolving systems of government. This is relevant to civil service reform. The chart in Section 1 describes the supportive role that civil services must play to carry out the policies of respective governments and to provide efficient and honest service.  The pace of change, which is different among the CLMV countries. Funding is a key consideration; but so are a host of social factors, including nation building itself. In making change, it is necessary to

2 avoid the ill effects of change that is too rapid. Some countries must necessarily hasten more slowly than others in making changes that have big social and/or employment consequences. This will affect the pace of change in civil services, and thus the civil service itself. 2.7The IAI Workplan included an element relating to civil service training and development precisely because of the need for government decisions on narrowing the development gap to be implemented efficiently and effectively, and to enhance the policy-advising role of the civil services in CLMV during the period of transition. 2.8Most of the CLMV countries also have another major issue relating to the civil service: it is the need to reduce numbers – to downsize. In one case, Cambodia, it has been necessary to undertake a census of the civil service to ascertain the actual numbers of operative staff and to cease salary payments to non-operative staff. In others, general efficiency and cost savings have been the stimulus for downsizing. The transfer of functions to the private sector, NGOs and local government has also been a factor. But whatever the reason, change management is now a key skill requirement in all CLMV civil services. 2.9This is why all CLMV governments have nominated the need for improved and expanded civil service training as a priority within the IAI programme. Problem analysis and justification 2.10 The paragraphs above have provided a brief description of the issues faced by CLMV countries as they pursue ASEAN integration. In essence:  CLMV are facing multiple challenges, both economic and social. The civil service is an essential element in meeting those challenges.  The civil service will be involved at all stages in planning those changes, in implementing change in an orderly and effective manner, once government decisions have been made, and in monitoring the effects.  The changes, in themselves, affect the workload of the civil service, and the style and manner in which the new roles are undertaken. All CLMV governments are committed to, and are already undertaking, reform to their civil services with these issues in mind. In Viet Nam, for example, a 10-year plan for public service reform has been developed and promulgated; the government has set directions which encompass a ‘clean and mean’ approach and the transfer of some functions to non-government/private sectors. What is needed is systematic training to assist civil servants to bring this about in an efficient and effective manner.  All of the CLMV are moving away from civil service promotion based on seniority and towards more open recruitment, and promotion where merit is the selection criteria. All are at different stages of introducing performance assessment. Training is an integral part of this approach.

3  CLMV are not wealthy countries; they have multiple and pressing claims upon their own resources, and must ensure that donor assistance is used economically. This project, then, must avoid elements that will significantly add to cost in the short or long term. In looking for effective alternatives for assistance in relation to civil service training and development, suggestions that would add to on-going cost or require significant capital investment have been set aside as inappropriate at this time. 2.11 The need, therefore, is to enhance the training capacity of CLMV in relation to the civil service. In this context it should be noted that the term ‘civil service’ in some CLMV countries includes such personnel as teachers, police, health workers, and the like. The training needs of these groups are not to be denied. This proposal, however, does not include them. It concentrates on those areas of the civil service that provide public administration, community services and government advising. Some of the products of this proposed project will have use in training programs for the wider civil services. Well and good; but the proposal is tightly focused to improve what can be termed ‘bureaucratic services’. 2.12 Moreover, in designing this project the ‘just-in-time’ approach has been adopted. Given that each CLMV country is at a different stage of development, a single and uniform intervention would be inappropriate. Rather, this proposal aims to provide the tools for public service training so that they can be used:  over and over again (rather than being one-off workshops);  in more remote locations, as well as in capital cities, given that the delivery of efficient public services in remote locations is a priority for all CLMV countries;  when they are needed. This is a key issue in the design of this project. It is necessary to find ways in which each country can deliver training when it needs it, not years before, and not years too late. 2.13 These issues have affected the total design of this proposal; it opts for simplicity and relatively low cost, given the magnitude of the task. It focuses on the provision of training materials and trainer training because this was identified by CLMV as the highest priority. It includes outputs and activities related to Research and Development (R and D) and to the exchange of experience in Policy and Strategy development as more minor parts of the proposal. Policy and Strategy development are, of course, important but, as some of the CLMV countries ars already well down the path of policy development, these elements are given lesser priority than the core outputs of training materials and trainer training. A regional approach 2.14 In the paragraphs above it has been stressed that each of the CLMV countries is at a different stage of transformation, and each has its own policies and practical constraints. Given this, is a regional approach 4 efficient and effective? The results of consultation with CLMV officials confirm that it is.  All of the countries have the need for public service training, especially at the middle levels of their civil services. By building up the skills at the middle level we can provide career tracks for the future senior level managers.  The list of topics in which training is required in each country is very similar, although priorities and timing are somewhat different, particularly for Myanmar. As part of the Design Mission, CLMV representatives produced an initial list of the areas in which they needed training materials. The priority topics listed by CLMV officials demonstrated the similarity of need. The training required is mainly in relatively simple bureaucratic techniques and approaches to management and civil administration. There may be some inter- country differences, but basically the areas of need are strikingly similar.  All countries indicated that they have an absence of good training materials that can be used to improve the quality and availability of training. This is an important consideration. The proposed project does not duplicate the work that individual CLMV countries have done for themselves (or with donor assistance). Indeed, the proposed project will act to assist a number of bilateral ODA activities in CLMV countries.  Training must be conducted in the language of each country; but the cost and expertise involved in devising and producing good quality materials far outweighs the costs of translation. There are substantial benefits in cost effectiveness in taking a regional approach.  The ‘ASEAN 6’ (that is the ASEAN members other than CLMV) have indicated that they will be able to contribute to this project because they will make available training materials which have been developed by their systems. It is expected that such materials will need to be adapted and adopted to ensure that they meet CLMV training requirements. However, where it is appropriate to do so, the adapt and adopt approach will reduce development costs and save time. So too, other ASEAN countries have much to offer by way of the ‘3Es’ - experience, example and expertise.  Case studies are a traditional technique in management training. ASEAN countries provide very good case studies for each other. The ‘ASEAN 6’ will be valuable sources of case study material to incorporate into the training packages.  But beyond that, CLMV can learn a lot from each other. For example, Viet Nam has an approved government program of civil service reform that it is actively pursuing1. Cambodia has issued a Position Paper

1 Viet Nam’s Prime Minister issued the Master Program on Public Administration for the Period 2001- 2010 in September 2001. It covers reform in areas such as administrative law, administrative procedures (especially those which relate to business), organizational structures and clear delineation of the responsibilities of central and regional authorities. 5 titled Good Governance in the Cambodian Context, and also a draft of a discussion paper titled Government Action Plan – Preliminary Draft. As these two countries refine and pursue their reform of civil service arrangements they will be able to share valuable experience with other ASEAN countries.  The aim of IAI is to bring about appropriate convergence within ASEAN. An important part of this is the convergence of government services, especially those that relate to regional activities: trade, customs procedures, tourism, transport and the like. IAI has specific training programs for the civil servants who work in these areas; these are separate from this proposal. It also has separate training activities aimed at those civil servants who interact directly with ASEAN. However, these initiatives will be supported if a growing number of ‘general’ civil servants receive similar sorts of training and if ASEAN case studies are included within training packages available widely within CLMV. 2.15 Some activities are included in this proposal that go beyond the confines of the training of civil servants (though training remains the solid core). These relate to regional cooperation and the sharing of experience at the policy and strategic levels. These elements are included because of the benefits which a regional approach can bring. Again the 3Es are the key. 2.16 So, too, a small element of the proposal relates to Research and Development (R and D). This is included because of the benefits and efficiency of ASEAN cooperation and because good curriculum development and teaching must have a strong basis in research. Participation and beneficiaries 2.17 All CLMV governments have indicated their support for this initiative and their intention to participate fully in it. The project design specifically allows for each country to determine the timing of its use of particular modules of training; this will increase the effectiveness of participation. 2.18 Beyond CLMV, there may be other spin-off benefits within ASEAN. For example, in some other ASEAN countries the transfer of bureaucratic responsibilities from national to provincial authorities has a significant training dimension. The proposed training packages might be of assistance. Thus, while this program will be directed to the needs of CLMV, other ASEAN countries will be able to take its products and adopt/adapt them for their own civil service training purposes. 2.19 It is proposed that the copyright of all the products of this project will be vested in ASEAN and made freely available to all appropriate training institutes within ASEAN. 2.20 The program is also designed to be ‘transportable’ so that it can service regional and rural areas. This means that the beneficiaries will include the civil servants in those areas, and through them, the citizens. The topics that have been chosen for training reflect the needs of civil servants in all areas.

6 2.21 The Table below sets out the data available on civil service numbers and shows limited data on the proportion of women in the civil service. The proportion of women will reflect a number of factors that need not be analysed here. What is important is that this project will enhance the capacity of women to progress through the civil service ranks, because they will be able to complete training and thus apply for promotion on merit. The only way to get more women into senior positions in the civil service is to provide opportunities for promotion, and training is the key. In this regard, teaching materials will be designed to be gender neutral and some specific elements will deal with women in management.

PUBLIC SERVICE STAFF IN CLMV; 2000

GRADE/SEX CAMBODIA LAOS VIET NAM MYANMAR

Executive Males 7,015 (1) (1) Females 946 (1) (1)

Persons 7,916 1,469 716 e d u l

Middle Level c n i

e e l Males 11,918 (1) (1) b

b l l i a l i w

Females 2,359 (1) (1) a r v a a

Persons 14,277 18,384 17,615 n e a h y w

Support M

r o f Males 20,055 (1) (1) a t a

Females 6,839 (1) (1) D Persons 26,894 70,841 193,669

Total 49,132 (2) 91,144 212,000 (3)

Notes: (1) Disaggregation by grade and sex is not available. Of the total civil service workforce in Laos 30 percent are female. Of the total in Viet Nam some 23 percent is female. (2) Data for Laos includes teachers and medical services (3) Data for Myanmar will be added to this Table when it becomes available. Commitment and sustainability 2.22 As noted above, all CLMV governments are already down the track of civil service reform and all are committed to substantial change in the nature of the civil service and the way it does its work. There is no turning back from that. 2.23 This project, therefore, will provide for civil servants to receive training that relates to the directions set by governments. Each civil servant trained will provide a sustainable resource. More than that, because the central core of this project is training materials, the materials themselves can be expected to have an average ‘shelf-life’ of 5 to 7 years (maybe with a minor upgrade during that period).

7 2.24 Even after that, it is easier to revise existing training packages than to start from nothing. Moreover, as the system develops, it can be expected that trainers will build up their own sets of supplementary materials and case studies so that the original training packages become the start of an evolving process. The training packages can be models, and the trainer training that will be provided will include instruction on curriculum and materials development. 2.25 The proposal aims at the middle level civil servants in each country. These are the people who will be expected to fill more senior positions in the future and who can be expected to be enthusiastic about gaining access to training. They will be required to undertake assessment of the skills and knowledge they gain from undertaking each training package. The proposal avoids the use of external experts to deliver courses, both because of cost and because of language issues. 2.26 The design of the project also avoids the need to be highly selective in who gets access to the training. Unlike such methodologies as one-off workshops, study tours or intensive full-time training, the approach is open ended. It does not need to select just a few people for training; the materials can be used again and again in a variety of settings.

3 POSSIBLE SOLUTIONS 3.1In the paragraphs above the essential criteria for a project design have been discussed. CLMV have expressed their strong support for a project that gives them the capacity to provide quality, relevant and timely training for the ‘middle level’ civil service personnel. 3.2Accordingly, the goals and objectives for the project are as follows:

Program Goal for IAI To narrow the development gap in ASEAN and help new members to achieve integration

Project Goal for Civil Service Capacity Building To enhance the civil service administration in CLMV to support and implement social and economic reform

Project Purpose To provide CLMV with the capacity to train civil servants and enhance civil service structures in line with national objectives

Project Objectives 1. Develop training packages for civil service training in CLMV in areas of identified priority 2. Provide trainer training linked to the training packages 3. Provide an opportunity for CLMV and other ASEAN members to exchange experience and knowledge on Research and Development and policy and strategy in the management of change in the civil service

8 What are training packages? 3.3The core of this proposal is the development of training packages that can be used within each CLMV country for civil service training. Each training package will be a self-contained set of teaching and learning materials dealing with a specific (and limited) area of the knowledge and skills required by civil servants to do their job effectively. 3.4The box below sets out the elements of each training package. Appendix E provides an indicative list of topics that will be covered by the packages. However, before the project begins, this list will be examined in detail to ensure that it matches contemporary priorities. 3.5The list at Appendix E was drawn up during the Design Mission when the CLMV representatives each constructed their own list of suggested priorities; these were then collated, examined and refined. When the project starts, a somewhat more ‘scientific’ method may be required to confirm the list of priority topics. However, this will not need to be anyway near as extensive as a formal Training Needs Analysis (TNA) of the sort often used in industry. The relevant public authorities in CLMV will have their own analysis of areas of priority and the project does not need to conduct an extensive validation of the areas to be chosen. 3.6The plan is to contract expert curriculum and materials developers. They will seek advice from each CLMV civil service on the detailed content required in each training package. They will also look at existing relevant material from other ASEAN civil services and other relevant training institutes. They will use their professional judgement to adapt/adopt material for each package. 3.7As noted above, at the IAI Workshop in Vientiane, 24-26 April 2002, representatives from the ‘ASEAN 6’ indicated that they held, and will be happy to make available, training materials that are in the subject areas nominated in Appendix E. Such materials will be used by the contracted experts and adapted/adopted into the format to be used for training packages. This approach will save time and money. For the purpose of costing the project it has been assumed that one third of the training packages will be drawn from material held by the ‘ASEAN 6’. In making the material available, arrangements will need to be made to enable it to be used without copyright infringement. All copyright for training packages will be held by the ASEAN Secretariat to ensure problem-free distribution among all ASEAN members. 3.8Training package development will be phased over one and a half years. It is suggested that the release of packages will be done in three tranches. The proposed timing is shown in Appendix A. The development of each package will involve some trials of draft material – but this will not be too extensive, say one trial in one country. Each draft will, however, be examined by CLMV officials and trainers to gauge its quality before it is printed and distributed. Prior to printing, the contractor will be required to have the packages translated into the CLMV languages. The quality of the translations will need to be monitored so as to meet quality requirements of the relevant CLMV agencies.

9 Contents of each training package

 Competency statements and Curriculum  Teachers/tutors notes – including trainer training notes  Students’ learning materials including exercises  Selected reference materials including case studies  Assessment guides for teachers/assessors and for students  Certificates of completion and statement of competencies to be given to each successful student

Trainer training 3.9Trainer training will take three forms. 3.10 First, with each training package there will be teachers’ notes and reference materials and suggestions as to the best ways to present materials to students and deal with their learning needs. Such materials will be available to anyone who wishes to use the packages, whether or not they have undertaken formal trainer training programs. 3.11 The second form of trainer training will take the form of one regional trainer training workshop and two (each) in-country trainer training workshops. These will use regional or international experts and will be designed to hone the skills of professional trainers. 3.12 The third form of trainer training will be the use of the project staff. The Terms of Reference for the contractors require that the Team Leader and deputy be people skilled in the delivery of trainer training. Prior to every visit to a CLMV country they will be expected to make arrangements to meet with trainers who are using packages and provide in-service training for them. This method of assistance will enable problems to be addressed as they arise. 3.13 After each draft training package is approved, it will be translated into the language of each country. Arrangements will then be made for multiple copies to be printed and provided to each country. The civil service authorities in each country will nominate the institutions that will receive the material and deliver the courses. Some of the CLMV countries already have ‘lead agencies’ in mind. The lead agency will receive all materials, distribute them to approved trainers/institutes, and monitor their use. 3.14 A key element of the training package will the student learning materials. In more remote areas, small groups of students may need to work together, sometimes without active tutorial or teacher support. The success of this approach lies in the extent to which the learning materials are student-friendly. 3.15 Part of the learning materials will be case studies. The project costing allows for some case studies to be undertaken as part of the training package. The possibility of other ASEAN countries providing relevant case study material has been discussed in Section 2.

10 3.16 It is intended that students will be assessed at the completion of each training package. They will be given a certificate only on successful completion. The materials will also be useful for other types of courses but the intent here is clear: the project is aimed to provide civil servants with skills and knowledge and to give them certificates of competency – not certificates of attendance. Trainer training will include assessment techniques. 3.17 The option of providing web-based, and/or computer-based, training packages was considered and rejected. For the next few years, at least, there will not be sufficient access to computers and the Internet. If a move were made too soon towards web-based instruction, the effect would be regressive: those from less developed regions would be excluded. However, if a selected contractor was able to provide web- based materials as a no-cost adjunct to paper-based materials, well and good. The ASEAN Secretariat will hold copies of master discs and these will be available for any later revisions of the materials. 3.18 In addition, the possibility of linking the training packages (or modules) so that they could lead to ‘academic’ style awards was considered. In the longer term this may be appropriate. It is possible to envisage that completion of, say, ten modules could lead to an ASEAN Diploma of Civil Service Management and that some universities might wish to accredit the packages within their own awards. All of these ideas could enrich the concept being proposed here. However, first things first. Get the packages produced and in use; gear them to the clear needs of CLMV. Then see later what the options are for academic awards. Equipment requirements 3.19 Part of the proposal also includes the funding of teaching/learning equipment. Nothing elaborate is proposed; but overhead and Powerpoint projectors, screens, some furniture, some video and IT equipment (including a printer to produce completion certificates, presentations etc) will assist in the introduction of the modules. In addition, one or two mobile training facilities (4WD fitted out to transport training packages and teaching equipment) will assist in getting the program to more remote locations. 3.20 Discussions with CLMV representatives during the Design Mission and the Vientiane Workshop affirmed and re-affirmed the importance of this element of the project. Research and Development 3.21 The discussions held with CLMV representatives during the Design Mission identified that an element of this project should relate to the enhancement of R and D capacity within the civil services of each country. The links between R and D and training make this a useful conjunction of activities. 3.22 Moreover, it can be expected that the R and D staff in CLMV countries will be asked to be resource persons for the training sessions. This is because the courses will need to draw upon the research going on in each CLMV country. 11 3.23 Civil service R and D capacity will be enhanced through the provision of workshops. There will be one regional workshop, and one in-country workshop in each CLMV. The workshops are aimed at those researchers who work within government departments or are attached to research institutions but do government work. The focus of the R and D will relate to the management of change in public services, including methodology for gauging public opinion on civil service delivery. 3.24 This area is one where other ASEAN countries, with more developed R and D capacity, can provide the 3Es. It is not planned to be an extensive element of the project, because CLMV have limited capacity and personnel at present to devote effort to R and D. However, it will be an important element in the overall aims of the project. Policy and Strategic Development 3.25 Within this project, which has training as its core, it will be appropriate to provide a limited opportunity for CLMV countries to share information and views relating to their respective policies on civil service matters. They will also share information on strategic developments in their respective countries. 3.26 One regional seminar is planned in this respect. The papers from the workshop, and an overview analysis by the consultants, will then be prepared, translated and distributed within the CLMV countries as the basis for dissemination of the issues raised at the workshop. 3.27 The costs do not provide for all ASEAN members to send delegations to the workshop. However, everyone who will be presenting invited papers will be covered. If the workshop was held in conjunction with a meeting of the ASEAN Conference on Civil Service Matters this would enable wider ASEAN representation. Indeed, the regular reports that are made to this Conference will provide a valuable background to the workshop.

4 OBJECTIVES, OUTPUTS AND SUCCESS CRITERIA 4.1The objectives, outputs, activities and success criteria for this project are set out in the table below.

Objectives and outputs/activities Success criteria and performance indicators

OBJECTIVE 1 Develop training packages for civil service Training packages in use in CLMV with training in CLMV in areas of identified priority. positive feedback from ministries and participants.

OUTPUTS/ACTIVITIES

1.1 Mobilization: Agreement on list of packages Agreement on areas of priority for and timing of production and detailed schedule. training package development and schedule.

1.2 Production of draft packages and trials. Good feedback from trials.

12 Objectives and outputs/activities Success criteria and performance indicators

1.3 Production and distribution of translated Quality of publications. packages.

1.4 Provision of teaching aids and equipment. Delivery on time and on budget.

1.5 Delivery of training programs. Number of programs, number of students and success rates. Evaluation results show packages well received.

OBJECTIVE 2 Provide trainer training linked to the training Assessment by relevant ministries on packages. the basis of the evaluation of individual activities.

OUTPUTS/ACTIVITIES

2.1 Provide training for trainers in respect of each Positive evaluation by participants of training package including teachers/trainers notes materials provided for teachers. and materials Number of courses, number of participants and evaluation.

2.2 Provide generic trainer training programs to Evaluation of trainer training courses expand the numbers and quality of civil servants and advice from ministries about access who are skilled trainers to assistance from contractors

2.3 and 2.4 One regional trainer training Evaluation by questionnaire to workshop and two (each) in-country workshops for participants. senior trainers and training managers.

2.5. Professional guidance to CLMV trainers and Evaluation by ministries. agencies during the course of the Project.

OBJECTIVE 3 Provide an opportunity for CLMV and other Evaluation by participants of the value ASEAN members to exchange experience and of the workshops and usefulness of the knowledge on Research and Development and reports. Policy and Strategy involved in change management in the civil service.

OUTPUTS/ACTIVITIES 3.1 Regional workshop for senior officials to examine pros and cons of alternative approaches As above. to civil service reform.

3.2 Regional workshop for civil servants involved As above. in R and D activities within civil service agencies

3.3 In-country workshop in each CLMV for As above. R and D personnel

3.3 Publication arising from workshops 3.1 and As above. 3.2 translated so as to be reference works for in- country training

13 5 INDICATIVE WORKPLAN 5.1A schematic representation of the Workplan is included as Attachment 1. It shows the relationship between the elements of the proposal. 5.2In so far as Objective 1 is concerned, implementation will be over a 2.5 year period. The first six months will be allocated to planning and the selection of areas for training package development. It will also provide for the contractor to undertake familiarisation and collection of existing materials. 5.3The next 1.5 years will be allocated to development, trials, production and distribution of the materials. It is envisaged that the materials will be distributed in three tranches (one each six months) to ensure that CLMV agencies are not overwhelmed. The final six months will be a ‘care and maintenance’ phase to assist CLMV in the implementation of the training packages. 5.4The delivery of trainer training assistance (Objective 2) will continue throughout the entire length of the project. Suggested times for the formal workshops are shown in the schedule at Attachment 1. However, as noted above, the contractor’s two principal staff will be expected to be experts in trainer training, and every time they visit a CLMV country they will be expected to hold seminars and workshops for trainers. 5.5The R and D support is confined to a single set of workshops planned also to take place after the initial project impact is being felt in each country. The timing of this workshop will be confirmed during the mobilisation phase. 5.6The timing of the workshop to enable CLMV countries to share information on Policy and Strategy in relation to civil service reform will need to be determined during mobilization. As noted above, this workshop might best be held in conjunction with a regular meeting of the ASEAN Conference on Civil Service Matters, so that high level representation is assured and to enable the ‘ASEAN 6’ to be represented.

6 MANAGEMENT AND IMPLEMENTATION ARRANGEMENTS 6.1The management arrangements for this project will be coordinated by ASEAN Secretariat and follow the requirements of the donor so far as contracting, accountability and management are concerned. 6.2A Coordination Committee will be formed comprising one representative from each CLMV ministry responsible for civil service matters together with the ASEAN Secretariat, the donor and the contractor. It is envisaged that the Committee will meet mainly by email or teleconference. However the cost schedule allows for two face-to-face meetings. As each CLMV country has a ministry or office responsible for civil service matters, the coordination should be relatively straightforward. 6.3The Coordination Committee will report to each meeting of the ASEAN Conference on Civil Service Matters on the progress of the project and,

14 at the conclusion of the project, will prepare a report to the Conference on the options and priorities for further cooperation. 6.4Some CLMV countries have indicated that they will appoint one teaching institute as the focal point for the project. The institute will provide professional input into the project, manage trials and evaluations and undertake teaching using the packages. They will also provide packages to other training providers and assist them in delivery and assessment. The aim of appointing a focal point is to enhance access to the packages, not to restrict their use to a single institution. Risk Management 6.5Appendix D provides a risk management matrix. It shows that the main risks relate to the relevance of the training packages and the workshops to the ‘real life’ situations in CLMV and the practical requirements of their civil servants. 6.6The selection of the contractor will be a key element in reducing the risk that the training packages will not meet the requirements of the people for whom they are intended. However, the provision of a Coordination Committee, the requirement for formal evaluation of the first tranche of packages, and the simple nature of the project itself, all serve to reduce risks. Overall, this is a low risk project because it does not aim for unrealistic goals. 6.7The training packages will be designed so that CLMV countries can introduce them at a time that suits their needs. For example, training in IT skills will be available, but introduced in each country/province as needed, and not years before IT becomes readily available to middle level civil servants. This reduces the risk that the less advanced of the CLMV countries will be faced with training irrelevant to their immediate needs. In the same way, some packages (English language, for example) will only be used for selected civil servants who need such skills. Implementation arrangements 6.8It is envisaged that this project will be tendered out to a firm/group of consultants with experience in managing the development of training materials and a successful record of work in ASEAN countries. It will be possible for the activities related to Objective 3 to be the subject of a separate contract, but this is not the preferred arrangement. 6.9There are several options for the contracting of the development of training packages. The prime contractor may have access to its own expertise and want to undertake the work itself. Alternatively, it may wish to sub- contract each package (or group of packages) and act as a manager and quality control agent. Tender arrangements could be devised to allow each bidder to put forward its preferred solution. More details of the funding arrangements are included in Appendix F. 6.10 This approach will ensure an element of competitive pressure on potential contractors. It will also encourage them to use ASEAN-based expertise where appropriate.

15 6.11 Translating, printing and distribution will be the direct responsibility of the contractor. It will also be directly responsible for an evaluation regime. The contracting arrangements will need to ensure the quality of the teaching materials – both in terms of content and presentation. 6.12 The issue of quality will be a key element in the selection of a contractor. One approach will be to require each bidder to provide samples of their previous work (the production of teaching and learning materials) and to guarantee that the products of this project will meet the samples. Bidders will also need to provide evidence of their professional skills and access to expertise for the development of packages. Access to personnel with experience in ASEAN countries will be important in this respect.

7 INPUTS 7.1The main inputs are the professional time and effort given to the design of the training packages. The translation, printing and distribution are also major parts of the cost of the project; it will be the responsibility of the contractor to undertake this work. The contractor will also provide the trainer training. 7.2The CLMV countries, themselves, will deliver the training. They will receive assistance by way of trainer training and equipment and limited support for the recurrent costs of delivering the packages. 7.3Once the tender is let, the quality assurance of the training packages will rest with the Team Leader and deputy. They will need to develop a template for the production of individual modules and specify the size of production runs for each package, on advice of the CLMV contact points. Attachment E provides an indication of the likely ‘average’ production run and the generic ‘contents’ of each set of materials. 7.4At a higher level, the CLMV agencies will have the responsibility to keep the team leader advised of any problems that arise, and assist with solutions. They will be required to administer the formal evaluation arrangements in an independent way. 7.5The general oversight and professional management of the project will also rest with the Team Leader and a deputy. The consultants will be expected to hire-in additional local assistance for specific tasks.

8 BUDGET AND FUNDING ARRANGEMENTS 8.1Attachment C provides the estimates of cost for each element of the program. The Table below summarises the estimated costs: Project cost estimates: US $ Contracted personnel 471,600

Contracted organizations 0

Equipment 500,000

Supplies and services 679,500

16 Travel and DSA (not 86,000 contracted)

Total 1,737,100

8.2The principles that will underpin the contract arrangements for the project are outlined in Section 7 above. More detailed funding arrangements are specified in the Terms of Reference for the contractor at Appendix F.

17 LIST OF APPENDIXES

A Quarterly Workplan

B Outputs and Schedule of Activities

C Budget Summary

D Risk Management Matrix

E Indicative Areas for Training Package Development

F Terms of reference for the Contractor

18 Appendix A

QUARTERLY WORKPLAN : CAPACITY BUILDING FOR THE CIVIL SERVICE Start Finish Year 1 Year 2 Year 3 Outputs and activities date Date Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Objective 1 Develop training packages (TP) 1.1 Mobilization and detailed planning Y1/Q1 Y1/Q1 1.2 Production of draft TP and trials 1.3 Printing and distribution of TP 1.4 Provision of teaching aids and equipment Y1/Q3 Y2/Q3 1.5 Delivery of training programs Y1/Q3 NO END Objective 2 Trainer training and R and D Y1/Q2 Y3/Q2 2.1 Trainer training assistance for each TP Y1/Q3 Y2/Q2 2.2 Provide generic trainer training programs 2.3 Regional workshop for senior trainers 2.4 Two (each) in-country workshops for trainers 2.5 Professional and technical assistance Y1/Q4 Y3/Q2 Objective 3 Provide R and D and policy/strategy workshops 3.1 Regional workshop on civil service reform Y1/Q3 Y1/Q3 3.2 One Regional workshop R and D Y1/Q4 3.3 In-country workshop R and D (1 each) Y2/Q1 3.4..Publish workshop papers from 3.1 and 3.2 Y2/Q1 19 Appendix B OUTPUTS AND SCHEDULE OF ACTIVITIES PROGRAMME NUMBER PROGRAMME TITLE CAPACITY BUILDING FOR THE CIVIL SERVICE

Output Number 1 Description: Develop training packages for civil service training in CLMV in areas of identified priority

Activity No. Description Start date End date Action by 1.1 Mobilization and detailed planning Y1, Q1 Y1, Q1 Contractor 1.2 Production of draft training packages and trials Y1, Q2 Y2, Q3 Contractor 1.3 Printing and distribution of training packages Y1, Q4 Y2, Q4 Contractor 1.4 Provision of teaching aids and equipment Y1 Q3 Y2, Q3 Contractor 1.5 Delivery of training Programs Y1, Q3 No end CLMV agencies

Output Number 2 Description: Trainer training linked to training packages

Activity No. Description Start date End date Action by 2.1 Provide trainer training in respect of each training package Y1, Q3 Y3, Q2 Contractor 2.2 Provide generic trainer training Y1, Q2 Y3, Q2 Contractor 2.3 Regional workshop on trainer training Y1, Q4 Y1, Q4 Contractor 2.4 In-country workshops on trainer training Y1, Q4 Y2, Q3 Contractor and CLMV agencies 2.5 On-going professional and technical assistance Y1, Q2 Y3, Q2 Contractor

20 Appendix B, Page 2

Output Number 3 Description: Provide policy and strategic support for public service reform

Activity No. Description Start date End date Action by 3.1 Regional workshop in civil service reform Y1, Q3 Y1, Q3 Contractor 3.2 Regional workshop on R and D Y1, Q4 Y1, Q4 Contractor 3.3 In-country workshops for R and D staff Y2, Q1 Y2, Q1 Contractor 3.4 Publication of reports from 3.1 and 3.2 Y2, Q1 Y2, Q1 Contractor

21 Appendix C

BUDGET SUMMARY PROGRAMME NUMBER PROGRAMME TITLE Capacity Building for the Civil Service

Budget Input (Output No.) W/M Rate or Year 1 Year 2 Year 3 Total Total Line Unit Cost w/m Cost w/m cost w/m cost w/m cost CONTRACTED PERSONNEL Team Leader 12,000 8 96,000 10 120,000 4 48,000 22 264,000 Regional expert (Deputy) 8,000 8 64,000 10 80,000 3 24,000 21 168,000 Administrative assistant 700 10 7,000 12 9,600 6 4,200 28 19,600 Workshop presenters 1,000 per day 12 12,000 8 8,000 - - 20 20,000 Sub-Total 471,600 CONTRACTED ORGANISATIONS

Sub-Total Nil

Notes: Costs for Team leader and Deputy assume some part-time work throughout the project.

Budget Input (Output No.) W/M Rate or Year 1 Year 2 Year 3 Total Total Line Unit Cost w/m Cost 22 w/m cost w/m cost w/m cost

EQUIPMENT Training Equipment – 1 set per country 1st allocation 100,000 4 400,000 4 400,000 2nd allocation 25,000 4 100,000 4 100,000 Sub-Total 500,000 SUPPLIES AND SERVICES Development of training 12,000 4 48,000 12 144,000 16 192,000 packages: (full development) Development of training 8,000 4 32,000 4 32,000 8 64,000 packages: (adopt and adapt) Printing and distribution of 10,000 8 80,000 16 160,000 24 240,000 training packages Consultants’ regional travel 5,000 5 25,000 4 20,000 2 10,000 11 55,000 Travel and DSA for workshop 3,500 8 28,000 6 21,000 14 49,000 presenters and consultants Workshop costs - room hire etc 1,000 4 4,000 3 3,000 7 7,000 In-country T P delivery costs 500 50 25,000 50 25,000 25 12,500 125 62,500 Translation and printing of 5,000 2 10,000 2 10,000 workshop papers Sub-Total 679,500

TRAVEL AND DSA (not related to the contract) Coordination meetings 4,000 (4people) 1 4,000 1 4,000 - - 2 8,000

23 Regional Workshop 700 60 42,000 - - - - 60 42,000 participants - travel Workshop participants -DSA 450 (3 days) 80 36,000 - - - - 80 36,000 Sub-Total 86,000 TOTAL 1,737,100

24 Appendix D Risk management matrix Output Risks Potential Adverse Risk Risk Risk management Responsibility Number. Impact likelihood impact strategy 1.1, 1.2 Training packages will be too Reluctance to use Low High Contractor selection must require Contractor and 1.3, 1.5, complex for general use in packages reduces value of demonstrated competence to CLMV agencies 2.1 CLMV the initiative work in this environment. Trials of packages will provide guidance. First tranche of packages will inform next tranches. Each CLMV ministry will vet use of packages 1.4 Equipment will not meet CLMV officials advise that Low Medium CLMV will nominate equipment CLMV agencies requirements or will be put to equipment is required for needs. Purchase is in two other use training courses if quality instalments. delivery and regional Coordination Committee will access is to be achieved. approve lists 2.2, 2.3, Workshops and training will If workshops adopt too Medium Medium Contractor selection must require Contractor 2.4, 3.1, not meet real needs of CLMV ‘academic’ an approach demonstrated competence. 3.2, 3.3 participants they will fail to meet the Presenters also will be chosen for priority needs of CLMV their capacity to relate to real-life CLMV issues.

25 Appendix E INDICATIVE PRIORITY AREAS FOR TRAINING PACKAGES DEVELOPMENT

Contents of each training package  Competency statements and Curriculum  Teachers/tutors notes  Students notes and exercises  Selected reference materials and case studies  Assessment guides for teachers/assessors and for students  Certificate of completion and statement of competencies

Areas suggested for training package development MANAGEMENT TECHNICAL Governance and the changing role of Organizational Analysis government Leadership Quality management techniques Civil Service management Recruitment, training and promotion techniques  Merit selection and promotion  Assessment of qualifications and skills  Gender equity Personnel management Training techniques Public finance management Public relations skills Change management Presentation skills Vision in civil service matters and Meetings skills, organization and protocol Strategic management Legal framework for civil administration Office management Ethical basis for civil service Records and archive management Participatory structures Training curriculum development Empowering citizens Understanding and managing statistics Effective personnel management and Various training techniques information systems Motivating staff and teamwork Information technology skills: (series of short courses) Performance assessment Negotiation skills Results based management Evaluation and case study techniques Principles of decentralization and case Language and communication skills. Especially studies English Language communication skills Principles of identification of civil service Relating to the private sector structures

Note: Training packages will be produced in sets. Each set will contain 3 copies of teachers' material (1 for the library and two for teachers) and 20 sets of student materials. CLMV countries will be able to ‘order’ appropriate numbers of sets depending on the intended use of each package. Each CLMV will also be given an electronic copy of the materials in case revisions and reprints are wanted later.

26 Attachment F

TERMS OF REFERENCE FOR THE CONTRACTOR

The scope of services and basis of payment for the contractor are set out below. Project Description This project provides training materials to assist CLMV countries to improve the access to training and the quality of training for civil servants. This involves the production of some 25 training packages on selected topics. It also involves a series of activities to train CLMV trainers. In addition, the project provides assistance to CLMV in two other aspects of civil service management – Research and Development, and Strategic and Policy Development. Project Objectives, Outputs and Activities The table below sets out the objectives, outputs and activities required of the contractor together with the approach required in undertaking the work.

Objectives and outputs/activities Required approach

OBJECTIVE 1 Develop training packages for civil service training in CLMV in areas of identified priority

OUTPUTS/ACTIVITIES

1.1 Mobilization: Agreement on list of packages Contractor will be required to establish and timing of production and detailed schedule. An working arrangements with CLMV Inception Report is required within 4 months of agencies and ASEAN Secretariat to commencement. determine the list of packages and their content. To the extent possible, CLMV 1.2 Production of draft packages and trials. trainers should be brought into the process. Media used must be 1.3 Production and distribution of translated appropriate to CLMV; quality will be a packages. 25 packages are planned prime consideration

1.4 Provision of teaching aids and equipment. Items to reflect CLMV needs

1.5 Delivery of training programs. Contractor to monitor program delivery and provide professional assistance

OBJECTIVE 2 Provide trainer training linked to the training packages

OUTPUTS/ACTIVITIES

2.1 Provide training for trainers in respect of each Team Leader and Deputy are expected training package including teachers/trainers notes to be experts in trainer training and to and materials deliver workshops etc whenever they

27 Objectives and outputs/activities Required approach

2.2 Provide generic trainer training programs to travel to CLMV countries. They are expand the numbers and quality of civil servants also expected to establish appropriate who are skilled trainers monitoring arrangements.

2.3 and 2.4 One regional trainer training workshop and two (each) in-country workshops for senior trainers and training managers.

2.5. Professional guidance to CLMV trainers and See above agencies during the course of the Project.

OBJECTIVE 3 Provide an opportunity for CLMV and other ASEAN members to exchange experience and knowledge on Research and Development and Policy and Strategy involved in change management in the civil service.

OUTPUTS/ACTIVITIES 3.1 Regional workshop for senior officials to These workshops will involve expert examine pros and cons of alternative approaches presenters hired by the contractor who to civil service reform. will oversee their planning to ensure it meets CLMV requirements 3.2 Regional workshop for civil servants involved in R and D activities within civil service agencies

3.3 In-country workshop in each CLMV for R and D personnel

3.3 Publication arising from workshops 3.1 and Publications must be useful as 3.2 translated so as to be reference works for in- reference works within CLMV, not country training simply a record of what took place

Duration The project will be for two and a half years. The first six months will involve mobilization and agreement to the detailed workplan. The next 18 months will be devoted to the production and delivery of the training packages, the trainer training activities and the other workshops. The last six months will be ‘care and maintenance’; during this period the contractor will be expected to assist CLMV agencies to review and refine their training delivery and assist trainers to improve delivery of courses. Quality assurance The aim of this project is to have a selected number of training packages, about 25, but to ensure that they are of high quality. It will be the responsibility of the contractor to ensure quality is maintained. With this in mind, bidders for the contract will be expected to provide samples of similar work they have undertaken and to describe their approach to the development and production of training packages. This will enable the Selection Committee for the contractor to make a comparative assessment of the bids and have details of the types of materials that will be provided.

28 The contractor will be expected to keep in close contact with CLMV agencies as the packages are launched and make any necessary modifications to the nature and style of subsequent packages. Project coordination and management The arrangements for project coordination and management will be designed to meet the requirements of ASEAN Secretariat and the donor. A Project Coordinating Committee will be established to provide overall guidance to the contractor. The contractor will provide secretariat services to this Committee and also draft its reports to the ASEAN Conference on Civil Service Matters. The contractor will be required to produce an Inception Report within 4 months of the commencement of the project. This report will provide a detailed workplan. The agreed list of training packages will also be included in the Inception Report, and the contractor will provide sufficient detail to indicate the content of each package. The contractor will also be expected to provide six monthly reports on progress and draw to attention issues that require consideration by the Coordination Committee. Financial accountability by the contractor will be included in the six monthly reports. The contractor will also provide a completion report that meets the needs of ASEAN secretariat and the donor. At this time no mid-term review is planned. However, ASEAN Secretariat reserves the right to initiate an independent mid-term review at its discretion. Deliverables The contractor will be responsible for delivering the following:  Training packages as described in the PDD. A total of 25 packages is planned, about one third of which will be adapted/adopted from existing materials available within ASEAN countries. The remaining two thirds will be specially designed to meet CLMV needs. The production runs for each package will be determined when a draft is available.  Trainer training as described in the PDD  Workshops as described in the PDD Skill set to be provided The contractor will nominate a Team Leader and Deputy. Both of them will be expected to be experts in trainer training and the development and oversight of curriculum and teaching/learning materials. Relevant experience in the ASEAN region will be required. Experts will be engaged for the development of individual packages. These experts will work under the guidance of the Team Leader and Deputy. Experts in graphic design and publication will be engaged to ensure that the total set of training packages has a uniform approach and is of high quality. The contractor will recruit relevant experts to deliver the workshops described in the PDD.

29 Performance indicators As noted above, the quality and relevance of the training packages to the reality of civil service arrangements in CLMV will be one of the essential requirements. The contract will specify the requirements in terms of quantity and timeliness of products based on the submission of the successful tenderer. To facilitate this, each bidder is required to provide samples of previous work and indicate the nature of their approach to the development and production of the training packages. These will then be included in the contract as indicators of agreed performance standards. Basis of payment Payments to the contractor will be classified as either reimbursable items or consultancy and related costs. Reimbursable items will be:  Costs of translating, printing and distribution of training packages  Costs of running workshops  Costs of translating workshop reports  Equipment purchases Such costs will be paid to the contractor when receipted accounts are presented. It will be necessary for each bidder to specify the percentage that it will charge for managing the items classified as reimbursable. This will be part of the competitive bidding process. Consultancy and related costs will be dealt with on two bases.  In respect of the payments due to contractor for salary related items, a quarterly account will be rendered. The account will specify the number of days for which payment is sought.  Payment in respect of workshop presenters and all travel arranged by the contractor will be based on unit rates indicated by the contractor in the tender document. Thus, if the contractor’s bid allows for, say, 10 regional visits by the Team Leader, payment will be made for each visit at the rate specified. If the Team Leader makes only 8 visits, then payment will only be made for the actual visits made. Each bidder will be required to indicate the planned dates of delivery of the three tranches of training packages. If delays occur, ASEAN Secretariat reserves the right to delay quarterly payments until the required number of packages has been distributed.