r royall government of ca inistrry of pu orks and transpo · encl: inception report version 1.2,...

RM

RoyalMinistr

VersAug

l Govry of Pu

RoaIm

sion 1.2 gust 2012

vernmublic W

ad Asmplem

2

ment Works

sset Mmentati

Ince

of Caand T

Managion Ad

ption R

amboTranspo

gemendvisor

Report

odiaort

nt ProServi

t

oject ces

RoughtonInternational,LTD.

Roughton International Consulting Team, Implementation Advisors

Address: Corner Norodom Blvd/Street 106, Mobile Phone: +855 89 239 042, Email:[email protected]

ROAD ASSET MANAGEMENT PROJECT

(RAMP) Implementation Advisor

Our Ref: RAMP/IAS/AS/017

Phnom Penh, 23rd August, 2012

To: Mr. PHENG Sovicheano, Project Director of RAMP, MPWT Reference: Road Asset Management Project (RAMP) Cr. 4442-KH, Contract Agreement No: RAMP-CKP-11-QCBS-S-002. Implementation Advisory Services Dear Mr Pheng

Subject: INCEPTION REPORT Version 1.1 Further to our discussion earlier in the week we have now updated the inception report to include more recent events connected with civil works procurement, the training plan, the staffing schedule and staff title. We are pleased to provide ten copies of the report in English in accordance with the contract agreement. Copies in Khmer language will follow soon. Kind regards Alan Sullivan Team Leader Encl: Inception Report Version 1.2, English (original plus 9 copies) 10 copies in Khmer language to follow

ROAD ASSET MANAGEMENT PROJECT

CONTRACT REFERENCE: RAMP‐CKP‐11‐QCBS‐S‐002

REPORT TITLE: INCEPTION REPORT

DATE: 22nd AUGUST, 2012

Notice

This report was produced by Roughton International Limited for the Ministry of Public Works and Transport (MPWT) for the specific purpose of Implementation Advisory Services to the Ministry of Public Works and Transport (MPWT).

This report may not be used by any person other than the Ministry of Public Works and Transport without their express permission. In any event Roughton International Limited accepts no liability for any costs, liabilities or losses arising as a result of the use of or reliance up the contents of this report by any person other than the beneficiary.

Document History

JOB NUMBER: CAM 005 DOCUMENT REF:IAS/

1.0 Contract Deliverable AS AS AS AS 23/07/12

1.1 Training Plan Updated AS AS AS AS 14/08/12

1.2

Section 3, Section 5

Staffing Schedule

Updated

AS AS AS AS 22/08/12

Revision Purpose Description Originated Checked Reviewed Authorised Date

Roughton International Table of Contents

Inception Report Page No I

IMPLEMENTATION ADVISORY SERVICES TO THE ROAD ASSET MANAGEMENT PROJECT

TABLE OF CONTENTS

Page No

Table of Contents i

List of Tables ii

List of Figures ii

List of Appendices ii

List of Abbreviations iii

1. INTRODUCTION .......................................................................................................................... 1‐1

1.1 Purpose of Inception Report ..................................................................................... 1‐1

1.2 Overall Project Objective and Timeline (RAMP).........................................................1‐1

1.3 Timing & Scope of Implementation Advisor Services (IAS).........................................1‐3

1.5 Team Mobilisation....................................................................................................1‐3

2. APPRAISAL OF SERVICES TO BE PROVIDED..............................................................................2‐1

2.1 General ................................................................................................................... 2‐1

2.2 Coordination and Support........................................................................................ 2‐1

2.3 Summary of the Services (3 Components)................................................................ 2‐2

2.4 Component A Services for Road Asset Management................................................ 2‐4

2.5 Component B Services for Capacity Development.....................................................2‐4

2.6 Component C Services for Priority Operating Cost, (POC) .........................................2‐7

2.7 Current Priorities.......................................................................................................2‐8

2.8 Contextual Factors....................................................................................................2‐8

3. WORK COMPLETED OR ONGOING............…..........................................................................…3‐1

3.1 Project Preparation for National Road 2................................................................... 3‐1

3.2 Project Preparation for National Road 7.................................................................. 3‐3

3.3 Support of Training Implementation….......................................................................3‐6

3.4 Support to the Department of Accounts and Finance..............................................3‐10

4. CHALLENGES AND MOVING THINGS FORWARD. ..................................................................... 4‐1

4.1 General ..................................................................................................................... 4‐1

4.2 MPWT Establishment ................................................................................................ 4‐1

4.3 The Road Data Collection Management Unit, (RDCMU) ............................................ 4‐2

4.4 Foreign Loan Administration ..................................................................................... 4‐6

4.5 Materials Supply Bottlenecks .................................................................................... 4‐7

4.6 Training Effectiveness ............................................................................................... 4‐8


Inception Report Page No II

5. WORK PLAN….. ........................................................................................................................... 5‐1

5.1 General ..................................................................................................................... 5‐1

5.2 Overall Staffing Schedule .......................................................................................... 5‐1

5.3 Intermittent Staff Inputs ........................................................................................... 5‐1

5.4 Coordination, Reporting and Deliverables ................................................................. 5‐8

LIST OF TABLES

Section1

Table 1.1: Changes in IAS Team Inputs ...................................................................................... 1‐2

Section2

Table 2.1: Components A, B and C of the IAS TA ........................................................................ 2‐2

Table 2.2: Summary List of Task Descriptions ............................................................................ 2‐3

Table 2.3: MOU Priorities and Critical Dates ‐ DP’s Joint Mission with Stakeholders, June 4‐8, 2012 ...... 2‐8

Table 2.4: Strategic, Process and People Contexts ..................................................................... 2‐9

Section3

Table 3.1: Assembled Documentation [ADB Format] ................................................................. 3‐2

Table 3.2: Documentation for Procurement of ‘Small Works’ Contracts (IDA Format)................ 3‐5

Table 3.3: RAMP Master Training Plan ...................................................................................... 3‐7

Table 3.4: RAMP Consultants Contributions to Training ............................................................ 3‐9

Section5

Table 5.1: Summary List of Task Descriptions ............................................................................ 5‐6

LIST OF FIGURES

Section2

Figure 2.1: Support to MPWT ..................................................................................................... 2‐1 Figure 2.2: MPWT Mandate Focus .............................................................................................. 2‐5

Figure 2.3: IAS team influence to move things forward............................................................... 2‐5

Figure 2.4: Technical Processes to deliver MPWT’s Maintainable Road Network ........................ 2‐6 Figure 2.5: Development of Organizational, Structural and Human Capital ............................... 2‐10

Section4

Figure 4.1: Scoring of the strength of RDCMU’s HR and Systems ................................................. 4‐4

Section5

Figure 5.1: Implementation Advisor Services ‐ Staffing Schedule ................................................ 5‐4

Figure 5.2: Activity Schedule ...................................................................................................... 5‐7

APPENDICES

APPENDIX 1: Partial List of People Met

APPENDIX 2: Terms of Reference

APPENDIX 3: Contribution from the Safegards Advisor (concerning NR2 and NR7)

APPENDIX 4: Sample Weekly Reports


Inception Report Page No III

ABBREVIATIONS ADB Asian Development Bank AusAID Australian Agency for International Development AWP Annual Work Plans CAR Council for Administrative Reform CDC Council for the Development of Cambodia DAF Department of Accounting& Finance DPHR Department of Personnel & Human Resource DIA Department of Internal Audit DoA Department of Administration DoP Department of Planning DPWT (Provincial) Department of Public Works and Transport GDA General Department of Administration GDPW General Department of Public Works HEC Heavy Equipment Centre HRD Human Resource Development IDA International Development Association ICRRM Inter‐ministerial Committee for Road Repairs and Maintenance ICT Information and Communications Technology IFC International Finance Corporation JICA Japan International Co‐operation Agency MBPI Merit Based Performance Incentive MEF Ministry of Economy & Finance MoC Ministry of Commerce MPWT Ministry of Public Works & Transport MRD Ministry of Rural Development NiDA National Information Communications Technology Development Authority OCS Organisational Capacity Survey ODA Overseas Development Assistance OFID OPEC Fund for International Development PFMRP Public Financial Management Reform Program PMU3 Project Management Unit 3 POC Priority Operating Costs PRIP Provincial and Rural Infrastructure Project PTC Project Technical Committee PWRC Public Works Research Centre RAMO Road Asset Management Office RAMP Road Asset Management Project RDCMU Road Data Collection & Management Unit RGC Royal Government of Cambodia RMDS Road Management and Decision Support System RMMS Road Maintenance Management System SFMM Supplementary Financial Management Manual – MPWT/RAMP TNA Training Needs Assessment ToR Terms of Reference TRC Transport Research Centre WB World Bank

Roughton International Section 1: Introduction

Inception Report Page No 1‐1

1. INTRODUCTION

1.1 Purpose of Inception Report

The main purpose of this inception report is to provide information on the following aspects:

1. Our appraisal of the services to be provided based on early findings including review of past reports

2. Issues and problems expected to be encountered and proposed actions to be taken, and by whom

3. Changes to the Work Plan showing outputs for each of the activities and staffing schedule

This inception report is the final stage of clarification of these Implementation Advisory Services, (IAS) as we move from (a) the RFP/ Tor to (b) the consultants Proposal to (c) Contract Negotiations of 21st and 23rd March 2012 and finally to (d), this IAS inception phase from 4th June 2012.

The inception phase has afforded close liaison with MPWT, the Development Partners and other key stakeholders enabling greater clarity in determining the IAS scope of work and approach to implementing the services. In addition, immediate action was taken to provide contract documents for National Roads 2 and 7.

The Implementation Advisor services are being carried out by a Joint Venture, (JV), between Roughton International Limited, (RIL), and Phnom Penh International Consultants,(PPIC).

1.2 Overall Project Objective and Timeline (RAMP)

The objective of the Road Asset Management Project, (RAMP), is to ensure continued effective use of the rehabilitated national and provincial road network in support of the economic development in Cambodia. It will continue to do so by improving the institutional and technical capacity of the MPWT for road maintenance planning, budgeting and operations, and by expanding and strengthening maintenance activities.

The RAMP Project commenced 20 May 2008, with a Loan Closure Date of 30 September 2013. Year 5 of RAMP commenced 20 May 2012 and overall project duration is just over 4 years and 4 months. No extension of the Loan Closure Date is anticipated.

1.3 Timing & Scope of Implementation Advisor Services, (IAS)

These Implementation Advisor Services within the RAMP commenced 4 June 2012 and will run for 14 months to August 2013.

The Implementation Advisor Services, (IAS), under RAMP was originally anticipated to arrive much earlier, and ideally by 2008/ 2009 to assist in establishing and monitoring RAMP implementation. The late commencement of this IAS consultancy has understandably required changes in scope of activities as RAMP winds down to closure in September next year. During the Contract Negotiations of March 21 and March 23, 2012, the overall time input was reduced from 18 months to 14 months and the scope of IAS staff inputs was reduced substantially to suit logistical needs and funding. With reference to Table 1.1 below it can be seen that there was a considerable reduction in man‐months.



Table 1.1: Changes in IAS Team Inputs Team Member Proposal Contract Negotiations Change

International 1. Team Leader 2. Highway Engineer 3. Pavement Engineer 4. Project Management/ Capacity Development Specialist

16 months 4.75 months 1.75 months 2.5 months



Sub‐totals International 25 17.25 7.75

National 1. Deputy Team Leader, ( Procurement/ Contracts Management Specialist) 2. Safeguards Specialist 3. Financial Management Specialist

15.25 months 9.5 months 15.25 months

12 months 4 months 4 months

3.25 months 5.5 months 11.25 months

Sub‐totals National 40 20 20

TOTALS 65 37.25 27.75

Among the international staff, Table 1 shows that the Highway Engineer role received a substantial reduction in time input, and this reflects that a deadline of early July is needed for completion of NR7 BOQ, drawings and Engineer’s Estimate, in order that procurement and contract award can be completed this year, 2012 and the associated civil works completed before the loan closure date of September 30th, 2013.

Among the national staff, the time input of the Financial Management Advisor role was reduced considerably.

The IAS has been conceived to provide assistance on three components:

Component A: Road Asset Management – project cycle and program management including the preservation of MPWT’ s road network through annual programs for periodic maintenance works and the necessary implementation support.

Component B: Capacity Development – aimed at sustainable and effective planning and execution to achieve MPWT’s mandate for improving the road network including private sector development

Component C: Priority Operating Cost – providing incentive for 75 MPWT staff involved in implementing RAMP up until 30th June 2012

The mandate for the IAS has changed in nature. By way of example, at this late stage of RAMP, under component A, remaining civil works to receive support in project preparation are limited, while in the context of component B, the emphasis will be less on establishing RAMP systems and more on assessing what’s working well, and what isn’t, with a view to pursuing gains in effectiveness and efficiency in close coordination with stakeholders.

The scope of IAS activities is discussed in Sections 2 to 4 of this report, while Section 5 provides more information on remaining activities and deliverables.



1.4 Stakeholders and Beneficiaries

1.4.1 Stakeholders

The main stakeholders are the MPWT, the Development Partners, the Ministry of Economy and Finance, (MEF), and Construction Industry players.

The Development Partners and co‐funders’ for RAMP are the World Bank ‐ IDA, the Asian Development Bank, AusAID, and OFID. This assignment also involves coordination with agents of the Development Partners including Charles Kendall and Partners, (Independent Procurement Advisor for the World Bank), and the Independent Technical Auditor under AusAID/ ADB.

1.4.2 Beneficiaries

The main beneficiary is the MPWT and its various organizational units involved in planning and implementing road maintenance and improvements.

Benefits also spread to service providers, road users and society impacted by delivery of road network improvements.

IAS contributions to project preparation of national road maintenance will lead on to benefits short term, while IAS assistance to capacity development will yield medium to long term benefits.

1.5 Team mobilization

Roughton International Limited, (RIL), Regional Managers Mr. John McFarlane and Mr. Inderjeet Singh Gill as well as Team Leader Mr. Alan Sullivan arrived in Cambodia on Sunday 3rdJune.

Mr.Inderjeet Singh Gill has taken over responsibility for RIL work in Cambodia from Mr. McFarlane who has other commitments. The Regional Managers facilitated introductions, arrangements with the local associate Company, (PPIC) and other pertinent mobilization matters.

The team in Cambodia comprises 4 International Staff and 3 National Staff. The status of mobilization of team members is as follows:

A. International Staff (4No)

1. Mr. Alan Sullivan, Team Leader, mobilized on Monday 4th June

2. Mr Howard Luck, Highway Engineer, mobilized on Tuesday 5th June.

3. Mr. Sardar Syed Ahmed, Pavement Engineer will mobilise on Wednesday 1st August

4. Mr. Michael Dalton, Capacity Development Specialist, will mobilise 27th August

B. National Staff from our Associate PPIC (3 No)

Associated PPIC staff mobilized as follows:

1. Mr. Kessna Ith, (Procurement/ Contracts Management Specialist and Deputy Team Leader), mobilised on Monday 4th June



2. Mr. Chamran Yim Safeguards Specialist, mobilised on Wednesday 6th June

3. Mr. Chenda Long, candidate Financial Management Advisor mobilized on Wednesday 11th July, 2012 on a trial basis

The mobilization date for the Project Management/ Capacity Development Specialist was put back to suit MPWT’s requirements to mid‐August 2012, first pending World Bank’s No Objection to the broad Training Program, then secondly, to make progress on developing a Training Plan.

Mr. Sardar Syed Ahmed has been available at no cost to the IAS assignment for a number of discussions on road surfacing needs.

The mobilization date for the Financial Management Advisor, (FMA), was delayed due to difficulties in mobilizing short term staff with the requisite skills. The original candidate was unable or unwilling to field‐up for a much shorter assignment. (Table 1 refers). A replacement FMA had been approved, but then failed to mobilize due to inability to fulfil the required schedule. Finally a new candidate started on a trial basis on 11th July as noted above.

Roughton International Section 2: Appraisal of Services to be Provided


2. APPRAISAL OF SERVICES TO BE PROVIDED

2.1 General

The Implementation Advisor Services, (IAS), are intended to help MPWT strengthen the delivery of periodic and routine maintenance. Our appraisal of services to be provided has been informed by:

1. ToR, Proposal, Contract Negotiations and findings during the Inception Phase

2. Status of RAMP and remaining work to be supported

3. Needs for ongoing and immediate activities

4. Issues and challenges faced by RAMP

5. Prior support to MPWT including the recently completed TA on Capacity Development

6. Reports, audit information, etc.

2.2 Coordination and Support

Under the overall guidance of the Project Director, (PD), the Implementation Advisor Services team are required to work closely with the Project Manager, and MPWT staff, in particular the staff of the Technical Research Centre, (TRC), the Road Infrastructure Department, (RID), the Road Data Collection and Management Unit, (RDCMU) and the National Road Safety Council, (NRSC).

We also anticipate involvement with the Department of Personnel and Human Resources, (DPHR), in respect of capacity development, particularly in regard to training, associated course providers, staffing of RDCMU and RAMO, and POC. DPHR has detailed information on MPWT’s deployment of staff in each organizational unit.

In describing IAS assistance, we will often use the word support. The level of support depends upon the particular situation and level of complexity. (Figure 2.1 below refers).

Figure 2.1: Support to MPWT

QuickBooks customization

Financial audits

Training

IAS Support Moderate to High

IAS Support Low to Moderate

MPWT, Stakeholder Involvement High

MPWT, Stakeholder Involvement Moderate

Final Training Plan

Bid docs

Licensing agreements

RDCMU, RAMO establishment

Loan covenants

Guidelines

Workshops, Seminars



2.3 Summary of the Services (3 Components)

Implementation Advisory Services, (IAS), are being carried out under the 3 components listed in the Terms of Reference, (ToR) and shown in Table 2.1 below.

Table 2.1: Components A, B and C of the IAS TA

The 3 components described in the ToR are summarised below:

Component A: Road Asset Management

(i) The IAS will be supporting civil works implementation to be funded under RAMP, involving project preparation of remaining civil works road projects for National Roads 2 & 7, continuing to support of remaining works supervision as well as technical and financial audits through to the loan closure date of September 2013.

(ii) The IAS will be supporting planning and projects selection systems. This includes support to the Road Data Collection Management Unit, (RDCMU), and Road Management Decision System, (RMDS). This will be in coordination with intermittent inputs from the Asset Management TA.

Component B : Capacity Development.

(i) The IAS will support Component B, Capacity Development, where IDA is financing 4 out of 7 sub‐components:

Institutional (overall administration & management of MPWT to achieve RAMP mandate)

Technical capacity development road asset management, GDPW – promoting a maintenance culture and supporting road maintenance planning and implementation

Private sector development – mobilizing effective construction industry resources and contractor capacity to meet MPWT’s road investment plans

HIV/ Aids, (mainly affecting contractors & trucking company employees)

Component C: Priority Operating Cost

IDA had been funding personnel from selected departments of the General Department of Public Works, (GDPW) and the General Department of GDAP. The latest round of POC which ended June 30, 2012, provided incentive for 75 RAMP based MPWT employees to support accomplishment of RAMP. (An RGC decision is pending on whether to continue with the POC).

In addition, IAS will monitor road safety aspects and technical audits sub‐components that are under ADB and AusAid financing respectively. IAS will also liaise with MPWT and TA personnel involved in Monitoring and Evaluation

The three components listed above are interrelated. RAMP Capacity Development involves (a) human capital (skill, mindset, working conditions including POC, etc.); (b) structural capital, (guidelines, manuals, procedures, systems, equipment, etc.); in fulfillment of (c), MPWT’s mandate and objectives in the RAMP context in collaboration with stakeholders.

The Tasks agreed at the Contract Negotiations 21 to 23 March, 2012 are shown in Table 2.2 below.



Table 2.2: Summary List of Task Descriptions

Task Number and Description

Description, [incorporating revisions during Contract Negotiations affecting items 1 to 3, item 6, and items 10 to 15]

Task 1:

Engineering Design

Focus technical aspects on activities related to the preparation of maintenance treatment designs & cost estimates and bid documents for works to be undertaken under programs for IDA & ADB/ AusAID Year 4 only RGC Years [2-]4 [any year 5?]

Task 2: Technical aspects of Civil Works Bid Document

As above

Task 3: Selection of Consultants and Goods & Services Procurement

The consultant would mostly concentrate on TA support in preparation of TOR and selection of consultants required in RAMP training and capacity building programs.

Task 4:

Procurement of Civil Works Contractors

Advise on procedures, preparation and review of: (a) advertising/ inviting bids, (b) provision of bid documents, (c) bid openings, (d) bid evaluation, (e) negotiations, (f) approvals, contract signing, and contract implementation

Task 5: Environmental and Social Safeguards

Monitor and advise on compliance with the ESSF incl. EMP, LARP, Indigenous People Development Plan, Cambodian Regulations and WB safeguard policies. Advise on public consultation & disclosure to ADB and WB Disclosure Policies.

Task 6:

Contract Management

Contract Management would be discussed in more detail and further defined to assign tasks to the consultant's team.

Task 7

Quality Management

Advise MPWT on quality improvement of major outputs especially construction supervision, financial reporting and performance, and compliance with accounting and financial management practices, progress reporting & technical assistance

Task 8

Project Management

Advise on adherence to the PIP, especially RAMP implementation schedule, AWP, procurement plans, Action Plans, construction progress, disbursement schedules, contractors claims & payments; and loan covenants

Task 9

Progress Reporting

Integrated reports to RGC and Development Partners in agreed Monthly and Quarterly formats. Assist to develop systematic reporting procedures.

Task 10: Financial Management, Social and Environmental Management & Procurement

Financial management, social and environmental management and procurement ; as the project has put in place a satisfactory financial management manual, the main task would require the consultant's team to assist in production and delivery of a consolidated financial report in Quick Books software format;

Task 11

Hands on Training

Hands on training the consultant would also prepare formal document to be used in future by new project government staff as manuals and guidelines. The preparation of guidelines on project management activities in the form of a manual to assist knowledge transfer.

Task 12

Preparation of Guidelines

Preparation of guidelines. Guidelines should be consolidated into a manual which will be a legacy from the RAMP project and a tool for MPWT to transfer to incoming staff who have not benefited from direct training under the project.

Task 13

Budgeting

Budgeting, format for the 3 year annual work programmes to be agreed in conjunction with services being provided under contract CAKH 512 so that precise submissions can be made to MFEP for budget allocations showing the economic benefits to be gained from prioritised maintenance programmes and justifying increased allocations for road maintenance.

Task 14

Annual Review

Annual review maybe only one and small inception report based on available RAMP progress outline presentation (200slides). The delivery of inception report could be delayed, but should provide an overall summary of the progress and problems on the RAMP to date.

Task 15

Technical Audit

Technical Audit the consultant to review previous technical audits and advise how operating procedures should be amended based on the findings in the audit reports



2.4 Component A Services for Road Asset Management

2.4.1 Support to Civil Works Implementation

Rehabilitation work under the RAMP program is now approaching the end of the fourth year of the current 5‐year cycle and several major road rehabilitation interventions are underway. Supervision of construction for those contracts is the responsibility of a specialist Supervision Consultant appointed for the specific purpose. In advance of the final year of the program however, a priority for the IAS team is to assist with preparations for the disbursement of the remaining funds in the remaining time. With the end of RAMP established as September 30, 2013 [under the terms of the Loan Agreement] this requires condition surveys, analysis and design detailing to be completed in readiness for the procurement of Works contracts that can be completed by that date. The available funding for this work is to be expended on the following sections of the National road network:

ADB funding of approximately US$ 4.8 million on National Road No. 2 [Section 2.1 extending from Takao to the international border with Vietnam];

World Bank / IDA funding of approximately US$ 2.0 million on National Road No. 7 [Section 7.3 within the corridor between Snoul and Kratie.

2.4.2 Support to MPWT’s Road Asset Preservation Framework

Guidelines will be prepared and consolidated into a manual which will be a legacy from the RAMP project and a tool for MPWT to transfer to incoming staff members who have not benefited from direct training under the project. Requirements will be further elaborated under Component B Services described in Section 2.5 below.

2.5 Component B Services for Capacity Development

2.5.1 Institutional ‐ overall administration & management to achieve RAMP mandate

MPWT institutional aspects can be considered at three levels:

Level 1: The MPWT in the RGC civil service context at the broadest level where MPWT’s consultants would not expect to have much if any influence at all. MBPI policy, MPWT headcount and remuneration levels may be established or ratified at this level. Force account decisions may also reside at least partially at this level.

Level 2: The MPWT as an organization ‐ MPWT’s consultants have limited influence on matters like strategy, organization structure, organizational climate, modus operandi, HR policies and working systems unless MPWT actively encourages participation at this level.

Level 3: The specific RAMP context where MPWT’s consultants have influence within their mandate

The ability to implement change and make it sustainable tends to get more difficult as we proceed from level 3 to level 1.



At level 2 there are two critical aspects that need clarity, firstly, the Road Investment Plans and secondly, MPWT’s organizational design and strategy to deliver on the Plans. The Road Investment Plans express the customer orientation since the manifestation of road investment plans will benefit road users, value‐added businesses and society. The figure below suggests that MPWT’s internal focus is customer‐centric.

Figure 2.2: MPWT Mandate Focus Often, it is the second aspect described above, (sometimes framed within a Strategic Plan), that is under‐developed in road transport related organisations and this can result in a piecemeal approach to capacity development and potentially wasted effort. The IAS team can assist in both aspects if so required by MPWT.

At level 3, the IAS team can help the MPWT to focus on the development of structural capital (e.g. guidelines, systems), and to some extent human capital, (e.g. training, OJT) all in accordance with the Terms of Reference, but organizational capital aspects such as interdepartmental coordination, management style, value systems and so on, are outside their control.

Figure 2.3: IAS team influence to move things forward

1. MPWT’s Prioritized Road Investment Plans –maximizing ROI (Cambodians social & economic growth)

2. MPWT’s Strategies for Success – clear mandate, organizational design,

systems, coordination, HR development, beliefs.…

Structural capital

Human capital

Organisational capital

More influence

Less influence

Level 3 RAMP



2.5.2 Technical Capacity Development

The IAS team will be playing its part in promoting a maintenance culture and supporting road maintenance planning and implementation. This requires attention to the project cycle, work programs and packaging during implementation.

Figure 2.4 below shows that MPWT’s major work processes may be subdivided simply into planning and implementation. During the IAS team tenure, guidelines and manuals can be produced for selected technical processes according to need and limited time‐inputs of IAS intermittent staff. An early task will be to assess structural capital and the current availability of manuals and guidelines.

Figure 2.4 Technical Processes to deliver MPWT’s Maintainable Road Network

Source: IAS TA

It is important that both key work processes and work flow between organizational units is identified. So, for example, one would expect to see a firm linkage between RDCMU and RID in the context of AWP Production, with the main emphasis on the AWP as an important output. That said, the strategic context might suggest a different structure and process for managing AWP production.

Outsourcing can apply to almost any aspect shown above such as production of 5 year Road Investment Plans, project preparation, tendering & award, (e.g. IPA under RAMP), and monitoring & evaluation. It can also apply to sub‐processes such as data collection. The idea is that MPWT maximizes its effectiveness and efficiency in managing the road network to support social and economic development in a way that maximizes Return on Investment, (ROI).

Resource management in the box concerned with force account refers to manpower, equipment, and materials. Often, a critical issue for Force Account is effective utilization of heavy equipment to recover or offset the equipment replacement costs.

Under RAMP, the role of the IAS team in designing or establishing these processes in the RAMP context is limited because of procurement delays and its late appearance in the Project. The IAS has

Prepare Tender Award Implement Monitor

MPWT – Planning utilizing RMDS

(i) 3/ 5 year Road Investment Plans

(ii) Annual Work Plans

(iii) Procurement Plans with refined Budget

(iv) Other plans, studies, etc.

In‐house versus outsource choices in planning & implementation ‐ optimising PPP

MPWT Contracts Management for Works, Goods, Services

MPWT Force Account or other In‐House Undertakings

Implement Monitor Resource Management

PLANNING IMPLEMENTATION



contributed to the project preparation of National Road 2 and 7, and beyond that, the remaining RAMP activities are concerned with contracts management for implementing civil works, plus monitoring and evaluation and auditing, as the overall project moves into the final stages.

2.5.3 Private Sector Development

The point of private sector development is to combine the resources of MPWT and the private sector in a way that best serves MPWT’s mandate.

Private sector development can be surmised as comprising Construction Industry development and MPWT‐Service Provider contractual arrangements. By way of example of the latter, the choice of OPRC or traditional contracts places different demands on both MPWT and their service providers in terms of responsibilities, resources and risk sharing.

IAS will assist MPWT to identify “best contractors” and establish a recording and recognition system. Further IAS will be guided by MPWT in how far to pursue private sector development that include materials supply and quality issues, the balance between force account and contracting, (or force account divesture), improving utilisation of expensive heavy equipment, and use of area based, multi‐year performance based contracts.

2.5.4 Social Aspects

Maintenance works under RAMP are not contributing significantly to increases in general traffic or trucking. There are potential impacts on migrant construction workers seeking casual relationships. Education to abstain, or to engage in safe encounters are being provided by a specialist service provider during construction.

2.6 Component C Services for Priority Operating Cost, (POC)

POC provides incentive from IDA funding for 75 MPWT personnel involved in RAMP and is provided in lieu of MBTI from RGC.

POC arrangements through the IDA completed June 30, 2012 and IDA’s view is that a decision on the continuation of support is required from RGC before IDA can continue with POC payments.



2.7 Current Priorities

Important actions required for RAMP progress evolved from the Development Partners, (DP), June 4 to 8, 2012 Mission in collaboration with MPWT and other key stakeholders. IAS team members had the benefit of attendance at the kick‐off and wrap up meetings on the 4thand the 8thof June respectively. Table 2.3 below provides information on current priorities and critical dates. Table 2.3: MOU Priorities and Critical Dates ‐ DP’s Joint Mission with Stakeholders, June 4‐8, 2012

Item No.

Description

1 POC decision before June 30, 2012 RGC/MPWT

2 NR2, NR7 Year 4 contract docs complete July 2012, signing September 2012 EMP to IDA, (via Tech Spec) – July 2012

IAS, TRC

3 Training – over next 15 months but note that a Training Plan has to be formulated first

IAS, RAMP Mgt, DPHR

4 NR 73 Variation Order – June 20, 2012 Supervision Consultant

5 Consolidated Priority Action Plan – start to implement now and over 15 months

IAS

6 Fully functional RDCMU by July 31, 2012 AM, IAS

7 Agreement on FA Divesture – asap RGC/ MPWT/ IAS

8 RSAP Completion Report by August 1,2012 NRSC

9 Best Contractor ToR and logistical arrangements by August 2012 IAS, TRC

10 Cash counts for May and June 2012 for reconciliation – asap DAF

11 Reconciliation of Fixed Asset Register and General Ledger Account by July 10, 2012

DAF

12 Physical count of Fixed Assets by July 31, 2012 DAF

13 Fund reallocation including USD1.29M present shortfall for consultancy services – asap

MPWT RAMP Mgt

14 QuickBooks customization by July 30, 2012; Note: QuickBooks UPGRADE REQUIRED

MPWT, IAS

15 QuickBooks maintenance contract by July 30, 2012 MPWT

16 Project Financial Audit by 30 June, 2012 – further grace period allowed MPWT

17 Training Plan for DAF to help increase capacity – soon IAS

18 M & E Key Performance Indicators – by August 2012 M & E Consultant

19 RAMP ICT Procurement Ph. 3 – follow up through IDA – asap RAMP Mgt, IAS

20 FY 2011 Audited Project Accounts and Management Letter due June 30, 2012 MPWT

2.8 Contextual Factors

Table 2.4 overleaf summarises aspects of strategic, process and people contexts that may need to be taken into account in carrying out the services. Figure 2.5 illustrates work processes and context that MPWT needs to focus on. The IAS only covers selected areas.



Table 2.4: Strategic, Process and People Contexts

A. Strategic context

(a) A 5 to 10 Year Road Investment Plan that meets stakeholders needs

(b) A clear MPWT organizational Strategic Plan that enables MPWT to deliver on (a)

Both of these plans could be produced within a few months and the essentials of each can be expressed in a few pages. A broad non‐prioritised long term Road Investment Plan can be produced fairly quickly. The second of these plans is often lacking, particularly in the public sector and can result in a piecemeal approach to capacity development and potentially wasted effort.

B. Process Context

The primary technical focus of the IAS will be on process, and this is consistent with the ToR and Proposal. This technical focus will contribute to the development of Structural Capital … the guidelines, manuals, software applications, established procedures and so on that employees see when they arrive fresh at their desks on a Monday morning.

A generalized Planning Phase includes medium‐long term planning, AWP Production and Procurement Plan Production. It is important that both key work processes and work flow between organizational units is identified. So, for example, one would expect to see a firm linkage between RDCMU and RID in the context of AWP Production, (via RAMO only if RAMO is a sustainable entity of adequate planning capacity), with the main emphasis on the AWP as an important final output. That said, the strategic context might suggest a different structure and process for managing AWP production.

C. People Context

While skills development is important, other important considerations that serve to motivate or depress output are the organizational climate and culture, matching of responsibility with authority, improving accountability and transparency, availability of resources, compensation and other working conditions.

A potentially useful exercise is to measure the present organizational climate/ culture and for MPWT management to identify new ways of working that will improve output. Although the wider public sector framework may increase the tendency for bureaucracy and inertia, (and this is true to a lesser or greater extent in Governments the world over including USA, Australia, UK, etc.), a passion for progress can help override this. Splitting responsibilities, with the Ministry taking on policy and regulatory responsibilities, and outsourcing and downsizing to a semi‐autonomous agency for roads with responsibility for service delivery has traditionally been used to reduce impacts of public sector bureaucracy but this is difficult when there is no safety net for displaced public sector employees.

While we will further training plans and other initiatives already underway, we make no claim that training, for example, is the answer to MPWT development and we advocate a more strategic context with the focus on achieving MPWT’s mandate. This includes clear and coordinated contributions to MPWT from each major organisational unit, which we suggest ideally would be limited in number and structured around MPWT’s core processes that are designed to deliver the mandate.

By way of example of strategic context, if the real underlying issues were organization culture, management style, inter‐departmental coordination, HR policy or compensation, for example, some initiatives like technical training would not yield the desired results in terms of MPWT performance …. even if both the trainers and trainees were perfect. People would be more knowledgeable, yet the skill potential may go unused or under‐utilized.

MPWT Performance = skill x staff motivation/ mindset x MPWT organizational empowerment



Figure 2.5: Development of Organizational, Structural and Human Capital

Medium &Long Term Plans Production

Annual ProcurementPlans Production

Annual Work Plans Production

Bidding, Evaluation and Award

Project/ Contracts Preparation

Organizational Design Strategic Plans Long Term Road Investment Plans

Contracts & Force Account Execution

Audits ofContracts and Works

SERVICE DELIVERY PROCESSES

National & Regional Planning Guidelines Access to National & Regional Statistics

AWP Production Guidelines RMS Data Collection Equipment

Annual Procurement Planning Guidelines

Contract Preparation Guidelines, Design Standards, Technical Specs, Data Collection Equipment

Tendering Guidelines

Supervision Guidelines Force Account Guidelines

Audit Guidelines for Contracts & Works

Structural Capital

Human Capital

Monitoring and Evaluation

OrganisationalCapital

IN HOUSE Versus OUTSOURCING DECISIONS PER PROCESS (partial or all)

Policy and Regulatory Functions

Planners, Economists, Engineers, Safeguards Spec., etc.

Planning Engineers MaintEngs Transport Economists

Civil Engineers

Civil Engineers, Various Specialists, Draftsmen

Civil Engineers Proc Specialists

Supervision Engineers, Materials Engineers

Tech &Mgt Specialists

Planning & Design Implementation

HR, Finance, Administration, Legal, IT, PR, Stakeholder Communications Processes, etc.

Roughton International Section 3: Work Completed or Ongoing


3. WORK COMPLETED OR ONGOING

3.1 Project Preparation National Road 2

3.1.1 General Requirements for National Road 2

The IAS Consultant was required to update the design details and bidding documentation for the southernmost section of National Road 2 [Section 2.1] between Takeo and the international border with Vietnam at Phnom Den.

This project had been subject to condition surveys and design development at an earlier stage in the RAMP project with Works Contract bids being called in early 2012. A subsequent change from the originally planned Government source of funds to an ADB [Loan Agreement] source, led to a need for format modifications in bid documentation.

At the same time, the limited amount of ADB funding for Year 5 work remaining at the end of Year 4 mandated a major reduction in the scope of the work. The IAS Consultant in conjunction with MPWT representatives therefore modified the earlier design approach to offer a more ‘affordable’ version. This was done by reducing the scope of the intervention work while at the same time, recognizing the need to improve road conditions throughout the corridor.

3.1.2 Design Assumptions and Standards

Given the need for a more affordable periodic maintenance improvement, the following approaches were therefore adopted in the re‐design stage:

Design Assumptions

Location of Works ‐ PK 74+000 to PK 125+110.

Surface improvements required throughout the full length of the road to facilitate local, regional and cross‐border traffic flows;

Standard width traffic lanes [3.5 m wide] ‐ one in each direction ‐ to be provided with improved signs and markings for operational safety reasons;

Adequate shoulder provisions to be made to improve conditions for pedestrian and slow‐moving traffic;

Design Standards

Routine maintenance type repairs to be completed throughout the corridor prior to re‐surfacing. Estimated quantities in 2011 increased to allow for possible further deterioration in the interim;

Asphalt Concrete overlay 35mm thick, to be provided over the full 10.0 m width in urban areas. The urban cross section to feature two, 3.5 m wide traffic lanes with flush, 1.5 m AC paved shoulders to improve vehicular accessibility and maneuverability;

Asphalt Concrete overlay 35 mm thick, to be provided but to a reduced 7.2 m width in the rural areas. The rural cross section to feature two, 3.6m wide lanes [including 100 mm additional width allowance for painted edge lines] with adjacent 1.4 m SBST surfaces;



Shoulders in rural areas [where vehicular parking / stopping / turning movements are expected to be minimal] to be surface treated so as to reduce ‘edge drop’ and to provide a surface texture contrasting with the adjacent traffic lanes ‐ in order to help deter the use of shoulders by the main traffic flows.

3.1.3 Status of Project Preparation for National Road 2

The design update has been completed using the above approach and revised bid documentation has already been assembled. The MPWT has submitted the updated version of Volume 1 to the ADB for their review and ‘no objection’:

Table 3.1: Assembled Documentation [ADB Format]

i. VOLUME 1

Part I - Bidding Procedures; Part II - Requirements and; Part III - Conditions of Contact & Contract Forms. NOTE: The Documents have again been prepared on the basis of ‘no pre-qualification’.

ii. VOLUME 2 Specification - Parts A and B of Standard MPWT version. NOTE: The 2012 version of the Specification remains essentially the same as the previous version. Only the cover page, section dividers etc. have been altered to reflect the 2012 ‘release’ date and the new source of the funding. iii. VOLUME 3

Drawings – Project location maps, condition surveys, standard details. NOTE: The 2012 version of the Drawings remains essentially the same as the original December, 2011 version prepared by WSA. Only the dates on the cover sheet and the individual drawings have been modified along with the contract reference numbers. The drawing description record contained in each drawing title block has also been changed to indicate that the drawings are now issued ‘for tender purposes’ with a July 2012 issue date in each case. iv. Updated Cost Estimate

NOTE: The 2012 version of the cost estimate has been prepared using unit prices taken from Bid Evaluation Report [lowest responsive bid received] on the original bid documentation package in January 2012. With an allowance of 5% for Contingencies included and some increases in quantity to allow for possible deterioration in road surface conditions in the interim, the updated cost estimate is for US$ 4.7 million.

v. Draft Invitation for Bid [IFB] Notice NOTE: The 2012 version has been prepared in the same format as that produced for the original invitation for bids dated 9 December, 2011.



3.1.4 Procurement Schedule for National Road 2, Section 1

A timetable for the procurement of the Work has been developed and is summarized below:

Documents released to potential Bidders in late July, 2012;

Tender period of 45 days; Pre‐bid meeting on August 23rd, 2012;

Bid closure on September 25th, 2012;

Commencement of Works Contract in mid‐October, 2012;

Contract period over 10 months from mid‐October, 2012 until mid‐August, 2013; Final deadline for disbursement of funding at the end of RAMP program by September 30, 2013.

3.2 Project Preparation for National Road 7

3.2.1 General Requirements for National Road 7, Section 3

The IAS Consultant was required to monitor and assist as necessary with existing condition surveys being carried out by MPWT and the subsequent development of documents covering design details, drawings, Bills of Quantities and a Cost Estimate. Although not a specific requirement, the IAS consultant prepared a draft Invitation for Bids (IFB) Notice. Documents are consistent with IDA procurement rules and formats.

This project was identified as a candidate to receive funding by a World Bank [IDA] credit under the RAMP project. The original intent had been to undertake work over the full, 80 km length of the route but the amount of funding available was confirmed as being only US$ 2 million [in June 2012] and clearly insufficient for the original full scope of the work envisaged. This effectively limits the majority of the interventions to the southern half of the Snoul‐Kratie corridor although some minor works are allowed for in the northern half to address operational safety concerns.

3.2.2 Design Assumptions and Standards

During the IAS project’s inception period, the bulk of the field survey work was completed by mid‐June; some additional data on pavement conditions was collected between the 3rd and 5thJuly. The following design assumptions and standards applied to the design phase:

Design Assumptions

Location of Works ‐ PK 254+400 to PK 289+400.

Surface improvements required over selected parts of the route to facilitate local, regional and inter‐city traffic flows.

Necessary routine maintenance type repairs to be completed prior to re‐surfacing with single and double surface treatment according to need;

Standard width traffic lanes [3.5 m wide] ‐ one in each direction ‐ to be provided, complete with improved signs and markings for operational safety reasons;

Adequate shoulder provisions to be made to improve conditions for pedestrian and slow‐moving traffic in selected areas.



Design Standards

Urban cross sections to feature two, 3.5 m wide through traffic lanes with additional lane provisions as required to facilitate separate traffic turning movements ‐ and flush, 1.5 m minimum paved shoulders to improve vehicular accessibility and maneuverability;

Rural cross sections to feature two, 3.6m wide lanes [including 100 mm additional width allowance for painted edge lines]. Shoulders in rural areas [where vehicular parking / stopping / turning movements are expected to be minimal] to be surface treated so as to reduce ‘edge drop’ and to provide a surface texture contrasting with the adjacent traffic lanes.

3.2.3 Status of Project Preparation for National Road 7, Section 3

Most field data collection was completed during June 2012 followed by preparation of strip maps [condition assessment drawings] continuing into early July 2012. Draft versions of the bidding documents were assembled including layouts for the Bills of Quantity. Design details were discussed with the TRC and decisions made concerning intervention types and quantities of double and single surface treatments. A final package was produced for MPWT review by 10th July for subsequent submission to IDA.

Given the small budget available for the work [i.e. US$ 2 million] it would seem appropriate to use the World Bank’s SBD package for the ‘Procurement of Small Works’ – these being defined as works or goods contracts with values of less than US$ 10 million. The latest version is from 2008 [as updated in November 2010] and this will be followed up by Charles Kendall and Partners ‐ Independent Procurement Advisor, (CKP‐IPA), in Cambodia.

3.2.4 Procurement Schedule for National Road 7, Section 3

A provisional timetable has been drafted for the procurement of the Works which recognizes the overall timeframe indicated by the IDA’s appointed procurement agent, Charles Kendal Consulting [IPA]. This was discussed at a consultative meeting held between the IAS Consultant and the IPA on June 11th, 2012, and a period of 4‐5 months for the whole procurement process was anticipated.

With this in mind, the design, BoQ and Engineer’s Estimate documentation were completed 10th July, 2012 for MPWT review and onward transmission to CKA‐IPA. It is understood that the IPA is handling the procurement process on behalf of the IDA including the drafting of an ‘Invitation for Bid’ notice, placement of the IFB on the appropriate web‐site[s] and in newspapers and/or technical journals.

On the understanding that up to 5 months is required for the procurement process, the provisional timetable allows for a commencement date for the Works Contract in about early January, 2013 with completion about 6 months later in July, 2013. This will allow for some possible ‘slippage’ due to inclement weather etc. with the completion of works and final disbursement of funds accomplished before the end of RAMP program on September 30, 2013.



Table 3.2: Documentation for Procurement of ‘Small Works’ Contracts (IDA Format)]

i. PART 1 – BIDDING PROCEDURES Section I - Instructions to Bidders (ITB) Section II - Bid Data Sheet (BDS) Section III - Evaluation and Qualification Criteria Section IV - Bidding Forms Section V - Eligible Countries NOTE: The Documents have been prepared on the basis of ‘no pre-qualification’ of bidders.

ii. PART 2 – EMPLOYER’S REQUIREMENTS Section VI - Employer’s Requirements Specifications Drawings Supplementary Information PART 3 – CONDITIONS OF CONTRACT AND CONTRACT FORMS Section VII - General Conditions of Contract (GCC) Section VIII - Particular Conditions of Contract (PCC) Section IX - Contract Forms

iii. Updated Cost Estimate. NOTE: The 2012 version of the cost estimate will be prepared using unit prices taken from recently received bids for similar Works elsewhere in the RAMP program and the works to be structured to provide benefits to the maximum number of road users within the budget constraint.

iv. Invitation for Bid [IFB] Notice NOTE: It is understood that the preparation of the IFB will be the responsibility of the IDA’s procurement representative as part of the overall procurement process.



3.3 Support of Training Implementation

3.3.1 Procurement Support for Training to (a) Information and Communications Technology (ICT) Office in Administration Department and (b) Department of Accounting and Finance, (DAF)

Both the ICT and Financial Management training course procurements commenced in parallel with advertising in The Phnom Penh Post international newspaper and Reak Smey Kampuchea national newspaper on 6th December, 2011. Technical bids were opened late December 2011.

In the absence of procurement support from IAS, not available until 4th June, 2012, bid validities needed to be extended until 31st August, 2012. Financial proposals were opened on 13th July and Bid Evaluation Reports prepared. These will be forwarded to the World Bank for their No Objection.

Draft contracts for both procurements are under preparation by IAS.

3.3.2 Support to Prepare Training Plan

Liaison with Capacity Development Consultant

The capacity development consultant that completed in March 2012 provided a broad level Training Program. The IAS team has been in contact with the capacity development consultant, who provided the following clarifications:

The RAMP training program is effectively "phase 1" of (the 5 year MPWT HRD) plan and

includes people from outside of the RAMP Offices, for example RID, hence a greater number

of courses than would be suggested by the RAMP staffing numbers.

The other thing is that all of our work was undertaken at the organizational level (including

potential numbers that we have sized as small, medium or large) and a separate exercise is

now required to identify who should participate in the actual training.

The cost estimates for course‐based training provides for printing training materials and

basic supplies (water, tea, coffee, biscuits) ‐ the total cost is based on the number of days

(and the number of courses) and the unit cost of staff‐based training is based on estimates

we received from people with knowledge of college/institute training in Phnom Penh

Development of the RAMP Master Training Plan

The IAS team has moved the Training Program forward by identifying training providers and scheduling. Training course attendees will be identified in more detail in liaison with MPWT.

A summary “RAMP Master Training Plan” is provided in Table 3.3 overleaf.

As shown in Table 3.3, the overall budget for training is USD 100,000.


Table 3.3: RAMP Master Training PlanEstimated Date

to complete Guidelines

Estimated Date to complete Delivery

of Training

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2012 2013 Total 2012 2013 2012 2013 Total

AR005 Analysis & Reporting Plan and Undertake Traffic Surveys Component B2 Funded D T - - - - -

AR007 Analysis & Reporting Survey Road Surface Condition Component B2 Funded D T P - - - - -

AR008 Analysis & Reporting Survey Road Deflections Component B2 Funded D T D - - - - -

AR009 Analysis & Reporting Survey Road Roughness Component B2 Funded D T T - - - - -

AR010 Analysis & Reporting Survey Condition of Bridge Assets Component B2 Funded D T - - - - -

CM001 Contract Management & Supervision

Contract Administration & Management for MPWT

Developed by Supervision or IA consultant

P D T T T - 2 2 4 Courses 1,500 1,500 3,000Egis or IAS IAS No Aug/Sept 2012 _ 3 Oct2012 2 Nov 2012


Contract Administration & Management for Contractors

Developed by Supervision or IA consultant

P D T T T - 2 2 4 Courses 1,500 1,500 3,000Egis or IAS IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Manage Contract Relationships Developed by Civil Works Supervision consultant

P D T T T - 2 2 4 Courses 900 900 1,800Egis Egis No Aug/Sept 2012 _ See Note 2, 3 OJT to Jun -13


Introduction to Civil Works Contracts May be able to leverage Donor or RGC training

P D T T T - 2 2 4 Courses 300 300 600Donor/RGC? IAS No Aug/Sept 2012 _ 3 Oct2012 2 Nov 2012


Client Supervisory Functions Developed by Civil Works Supervision consultant

P D T T T - 2 2 4 Courses 1,500 1,500 3,000Egis Egis No Aug/Sept 2012 _ See Note 2, 3 OJT to Jun -13


Contractor Supervisory Functions Developed by Civil Works Supervision consultant

P D T T T - 2 2 4 Courses 1,500 1,500 3,000Egis Egis No Aug/Sept 2012 _ See Note 2, 3 OJT to Jun -13

EC001 Effective Communications English Language - Basic External Training - no development costs expected

P T T T T - 10 10 20 Staff 3,000 3,000 6,000Local Provider Yes Aug/Sept 2012 Sep-12 17 Apr 2013

EC002 Effective Communications English Language - Advanced External Training - no development costs expected

P T T - 3 3 Staff 1,500 - 1,500

EI001 Effective Use of ICT Introduction to Computers and Microsoft Office

External Training - no development costs expected

P T T - 6 6 Courses 4,500 - 4,500

EI002 Effective Use of ICT Microsoft Word - Advanced External Training - no development costs expected

P T - 3 3 Courses - 2,250 2,250

EI003 Effective Use of ICT Microsoft Excel - Advanced External Training - no development costs expected

P T - 3 3 Courses - 2,250 2,250

EI005 Effective Use of ICT ArcGIS - Introduction Component B2 Funded T T - - - - -

EI006 Effective Use of ICT ArcGIS - Advanced Component B2 Funded T T - - - - -

EI008 Effective Use of ICT Manage Website Information Part of RAMP ICT Procurement Package

T T T T - - - - -

EI009 Effective Use of ICT Support ICT Users Part of RAMP ICT Procurement Package

T T T T - - - - -

EI010 Effective Use of ICT Monitor & Manage Use of ICT Part of RAMP ICT Procurement Package

T T T T - - - - -

EI011 Effective Use of ICT ICT Basic Hardware and Equipment Support

Part of RAMP ICT Procurement Package

T T T T - - - - -

EI012 Effective Use of ICT ICT Basic Software and Systems Support Part of RAMP ICT Procurement Package

T T T T - - - - -

EI013 Effective Use of ICT ICT Advanced Hardware and Equipment Support


T T T T - - - - -

EI014 Effective Use of ICT ICT Advanced Software and Systems Support


T T T T - - - - -

EI015 Effective Use of ICT ICT Network and Directory Administration and Support


T T T T - - - - -

EI016 Effective Use of ICT ICT Security & Data Administration and Support


T T T T - - - - -

EI017 Effective Use of ICT Develop ICT Policies, Practices & Standards


T T T T - - - - -

EI018 Effective Use of ICT ICT Policies, Practices & Standards Part of RAMP ICT Procurement Package

P D T T T - - - - -

FM002 Financial Management Chart of Accounts Management External Training - no development costs expected

P T T - 3 3 Staff 600 - 600

FM003 Financial Management Budget Preparation, Monitoring & Evaluation


P T T - 3 3 Staff 1,200 - 1,200

FM007 Financial Management Project & Program Financial Management

P D D T T 6,000 6,000 2 2 4 Courses 6,600 600 7,200

FM008 Financial Management Project Financial & Output Monitoring & Evaluation

P T T - 2 2 Staff 1,200 - 1,200

HD005 Human Resource Development

Competency-Based Training Design and Materials Development


P T T T T - 5 5 10 Staff 1,500 1,500 3,000_ IAS No Dec-12 _ 14 Mar 2013 12 Apr 2013


Train and Certify Trainers External Training - no development costs expected

P T T T T - 3 5 8 Staff 3,000 5,000 8,000_ Local Provider Yes Aug/Sept 2012 Nov 12 - 2 Nov 2012

MT008 Materials Technology & Quality

Design Pavements and Surface Treatments

Developed by Implementation Advisor

D D T T T - 2 2 4 Courses 6,000 6,000 12,000IAS IAS No Aug-12 _ 30 Aug 2012 30 Oct2012


Introduction to Quality Management and Quality Systems

Developed as part of JICA program ??

P P D T T - 2 2 4 Courses 900 900 1,800JICA? JICA No Aug/Sept 2012 _ Oct-12 15 Mar 2013

PC001 Procurement Introduction to Procurement May be able to leverage Donor or RGC training

P D D T T - 2 2 4 Courses 900 900 1,800Donor/RGC? IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

PC006 Procurement Estimating Contract Bid Prices May be able to leverage Donor or RGC training

P D D T T - 2 2 4 Courses 1,000 1,000 2,000Donor/RGC? IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

PC007 Procurement Prepare Conforming Bids May be able to leverage Donor or RGC training

P D D T T - 2 2 4 Courses 300 300 600Donor/RGC? IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

PC099 Procurement Procurement on Externally Funded Projects


P T T - 4 4 Staff 575 - 575

PR001 Project Planning & Management

Introduction to Project Management Funded from RAMP Training Program

P D T T 6,000 6,000 2 2 4 Courses 6,600 600 7,200_ IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Develop Project Cost and Resource Estimates and Schedules

Funded from RAMP Training Program

P D T T 6,000 6,000 1 1 2 Courses 6,300 300 6,600_ IAS No Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

RC017 Road Construction & Maintenance

Supervision for MPWT/DPWT Developed by Civil Works Supervision consultant

P D T T - 2 2 4 Courses 1,500 1,500 3,000Egis Egis No Aug/Sept 2012 _ See Note 2,3 OJT to Jun -13


Supervision for Service Providers Developed by Civil Works Supervision consultant

P D T T - 2 2 4 Courses 1,500 1,500 3,000Egis Egis No Aug/Sept 2012 _ See Note 2,3 OJT to Jun -13

RM008 Road Asset & Network Management

Manage RMDS Inventory and Condition Information

Component B2 Funded D T T - - - - -"B2" AMC No Aug/Sept 2012 _ See Note 3 OJT to May -13


Use RMDS to Model Road Network Condition & Optimise Investment



Use RDMS to Monitor, Evaluate & Report Road Asset Management Programs


55,875 34,800 90,675

5,746 3,579 9,325

Total 61,621 38,379 100,000

Note 1: External Training Providers make available the Guideline(s) and associated training simultaneously. On the Job Training, (OJT) is an ongoing activity with some programmed training events

Note 2: Supervision Consultant, Egis, already has a Guide for Civil Works Supervision , (July 2011) & Maintenance Construction Supervision Manual, (May 2011) , to support On the Job Training

Note 3: Each RAMP Consultant, (Asset Management, (AMC), Supervision, Implementation Advisor Services, (IAS) should devise, report & evaluate their training contribution to MPWT

Procurement training for 4 persons will be provided under FM training course to be awarded in August 2012

These training courses have been completed

These training courses have been completed

ICT training courses have been bid and Contract will be awarded in August2012

FM training courses have been bid and Contract will be awarded in August 2012

Advanced English for 1 person included in the FM course

ICT training courses have been bid and Contract will be awarded in August2012

Sub Totals

Contingency

Plan/Procure

Develop

Train

Total

Legend

Program BudgetNo. of Courses / StaffDevelopment Costs20132012

See Note 1

Estimated Date of Contract Award

Estimated Date to Complete

TOR/Course Content

Firm or Consultant (suggested by

Capacity Development Consultant)

Firm or Consultant

(suggested in this Plan)

Contract Needed?

Category Training Title CommentCourse Code

Priva

te S

ecto

r

ICRR

M

TPC

Proj

. Mgt

RDCM

U

TRC

Rd M

tce &

HE

Adm

in, A

IDS,

IT

Acco

unts

& F

inan

ce

Pers

onne

l & H

R

Plan

ning

/ Saf

equa

rds

Road

Saf

ety

Inception Report

Page No 3‐7



With reference to Table 3.3, we have taken the original training program of the Capacity Development Consultant and added 7 columns starting with the heading “Firm or Consultant (suggested by the Capacity Development Consultant)”.

It can be seen that training is provided by a combination of RAMP consultants currently engaged with MPWT and external providers. The contribution is biased towards current RAMP consultants. This is better for the MPWT as content and training will be provided by experienced engineers with some familiarity of MPWT, whereas external providers cannot provide this context.

Training by RAMP Consultants

Table 3.4 overleaf shows the training courses to be provided by RAMP consultants. Essentially Planning related courses are under the Asset Management Consultant, Contracts Management from MPWT perspective under the IAS Consultant, (Figure 2.4 in Section 2 refers), and Supervision of Works/ Contract Administration under the Supervision Consultant.

In the case of courses CM002 and CM003, the IAS will cover these aspects through formal training while the Supervision Consultant will provide OJT as part of their normal operations and coordination with current RAMP contractors.

The IAS Consultant is also pencilled in for the course on Competency Based Training, (CBT). The essence of CBT is to align training with the organisation’s mandate and core work processes and is cross‐cutting. The IAS consultant is probably a bit better placed to understand the mandate and core work processes of the MPWT than an external provider who would tend to offer up more general and theoretical material. Figure 2.5 provided in Section 2 of this report could be the starting point for developing CBT in the MPWT.

Training under Contract

Following the Financial Management and ICT courses under procurement and referred to under Section 3.3.1, only two further courses are identified as requiring Contracts:

1. English (Basic) – information on English course levels, teaching schedules and quotations have been obtained from 3 English training schools

2. Training of Trainers – this is a general course to teach would be Trainers how to:

(a) Identify, design and present appropriate priority training courses that are related to core work processes that maximize MPWT results

(b) Evaluate their training courses including their trainee feedback using a suitable form

(c) Evaluate trainee’s comprehension and estimate the potential impact of the training on the MPWT

Would be or candidate Trainers are expected to be identified from various key or potentially key departments of MPWT including RID, TRC, HEC, RDCMU and RAMO. In the case of the latter two organisational units consideration will include the home or mother departments/ offices of the candidate personnel.



Course Code

Category Training Title Firm or Consultant

(suggested by Capacity

Development Consultant)

Firm or Consultant (suggested in this Plan)

Estimated Date to

Complete TOR/Course

Content

Estimated Date of

Contract Award

Estimated Date to

complete Guidelines

Estimated Date to

complete Delivery of

Training

See Note 1


Contract Administration & Management for MPWT

Egis or IAS IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Contract Administration & Management for Contractors

Egis or IAS IAS Aug/Sept 2012 _ See Note 2, 3 OJT to Jun -

13


Manage Contract Relationships Egis Egis Aug/Sept 2012 _ See Note 2, 3

OJT to Jun -13


Introduction to Civil Works Contracts Donor/RGC? IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Client Supervisory Functions Egis Egis Aug/Sept 2012 _ See Note 2, 3

OJT to Jun -13


Contractor Supervisory Functions

Egis Egis Aug/Sept 2012 _ See Note 2, 3 OJT to Jun -

13


Competency-Based Training Design and Materials Development

_ IAS Dec-12 _ 14 Mar 2013 12 Apr 2013


Design Pavements and Surface Treatments

IAS IAS Aug 2012 _ 30 Aug 2012 30 Oct 2012

PC001 Procurement Introduction to Procurement Donor/RGC? IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

PC006 Procurement Estimating Contract Bid Prices Donor/RGC? IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012

PC007 Procurement Prepare Conforming Bids Donor/RGC? IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Introduction to Project Management

_ IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Develop Project Cost and Resource Estimates and Schedules

_ IAS Aug/Sept 2012 _ 3 Oct 2012 2 Nov 2012


Supervision for MPWT/DPWT Egis Egis Aug/Sept 2012 _ See Note 2,3

OJT to Jun -13


Supervision for Service Providers Egis Egis Aug/Sept 2012 _ See Note 2,3

OJT to Jun -13


Manage RMDS Inventory and Condition Information

"B2" AMC Aug/Sept 2012 _ See Note 3 OJT to May -

13


Use RMDS to Model Road Network Condition & Optimise Investment


13


Use RDMS to Monitor, Evaluate & Report Road Asset Management Programs


13

Note 1: On the Job Training, (OJT) is an ongoing activity with some programmed training events.

Note 2: Egis, already has a Guide for Civil Works Supervision, (July 2011) &a Maintenance Construction Supervision Manual, (May 2011), to support OJT

Note 3: Each RAMP Consultant should devise, report & evaluate their training contribution to MPWT

Table 3.4: RAMP Consultants Contributions to Training



3.3.3 Support in Organisational Assessment underpinning Training

With Bidding Documents essentially complete, the main emphasis for the IAS team is on implementing the training plan with the focus on structural and human capital, primarily involving the development of guidelines and training that will be useful to MPWT during and post‐RAMP.

The main purpose of training within MPWT, (as in any other organisation), is of course to help it to grow skills and systems that will improve MPWT’s performance. As noted in Section 2, Table 2.4, MPWT’s performance is dependent on factors other than training. In this regard, a number of diagnostic tools are available for use to help understand and pinpoint beneficial aspects of change subject to agreement of MPWT.

Aspects covered in Section 4 concerning Key Challenges are a start in developing a broader context through which significant capacity gains can be made. .

3.4 Support to the Department of Accounts and Finance

A number of meetings have been held with the Deputy Director, DAF and her Team to understand the assistance required with financial reporting under RAMP.

The IAS team has assisted to identify and initiate procurement of a specialist QuickBooks training provider based in Phnom Penh. The FMA, (on trial), is spending time in DAF to provide support.

Roughton International Section 4: Challenges and Moving Things Forward


4 CHALLENGES AND MOVING THINGS FORWARD

4.1 General

The MPWT has in many respects, made some remarkable achievements during its experience with RAMP. Even getting a complex multi‐stakeholder project of this nature off the ground was a major achievement. And, while there will be lessons learnt during and at the end of the project, they will provide learning opportunities that should inform and improve MPWT’s future operations.

Various procurements and disbursements for Civil Works were slow, especially in the early years of the project, yet the amount and percentage of RAMP fund disbursements by the funders are expected to be at a very healthy level by the end of the project. The status of civil works is reported by the Supervision Consultant under RAMP.

The challenges that we wish to discuss are a select few that we are particularly aware of at this time, that are germane to implementing RAMP successfully and which have sustainability issues of note.

4.2 MPWT Establishment

4.2.1 Overall structure

The MPWT might be described as a great organization with exceptional people. In common with all organisations to one degree or another it is held back by artifacts, old systems and habits which in the case of the MPWT start with its Phnom Penh Head Office, a lift‐less building with 75 steps up to the 4th floor, symbolic of Cambodia’s rich history and perhaps some attachment to the past.

In common with all public sector institutions anywhere in the world, MPWT and its 49 offices1 compete with resources both from other sectors that RGC needs to fund, and internally between departments and offices. This leads to two issues:

First, each office and department wants to do well, and to attract more resources to its cause and

this tends to lead to larger departments and offices. The MPWT headcount at April 2012 stands at

5,045 people from which 1575, or almost one‐third, are based in the Capital City, Phnom Penh. Some

1,000 or around two‐thirds of the MPWT people based in Phnom Penh are associated with roads. In

addition, there are 24 Provincial/ Municipal Departments with a total headcount of 1782 people.

Second, in the competition for resources there is a tendency for organizational silos and complex

coordination arrangements to develop that are difficult to manage well. Naturally, this difficulty

increases with size and the number of organizational units to coordinate.

This suggests that, in common with other large government institutions around the world, some simplification in the overall organization may make it easier to get things done.

1 An Office is typically a functional unit within a Department or within a substantial division like the Transport Research Centre, (TRC), Heavy Equipment Centre, etc.



4.2.2 Human Resources

Typically over 100 new MPWT staff members are recruited from local universities each year from typically over 400 applications. The basis for recruitment is skill, general knowledge and proficiency in the English language. The quality of staff is good.

The really big issue for the MPWT and presumably other ministries is the gross inadequacy of remuneration which overshadows any other problems. It means that many staff members need to supplement their incomes from other sources in order to survive and support their families. There is considerable tolerance and understanding of absenteeism in these circumstances. That anything gets done at all is testament to the patience and dedication of good people who serve the MPWT.

Perhaps the solution lies in steadily increasing national income and the tax base, improving employment opportunities and operating a streamlined MPWT with continuously improving working conditions. Clearly this is beyond the scope of RAMP and in the hands of RGC policy makers and Cambodia’s Council for Administrative Reform, (CAR).

4.2.3 Ending of POC for 75 Staff engaged under RAMP (30th June, 2012)

We believe that we should draw attention to this matter as a particular challenge because the absence of such incentive from July 2012 will certainly dent morale, commitment and enthusiasm, unless other adequate sources of income are available to the staff that had been receiving POC.

On the other hand, POC is not effective when absenteeism occurs and this is believed to be a significant issue.

It’s fairly obvious that sustainability of RAMP initiatives such as RDCMU and RAMO will be jeopardized post‐RAMP without supplementary financial support and this coupled with the attachment of staff to their home or mother‐units such as HEC etc. could provide a double blow unless a solution can be found.

It would be good if staff could be paid higher as a matter of course so that supplements aren’t needed, especially if supplements stop by the end of a project involving international funding. Or, alternatively not to embark on temporary structures if, post‐project pay levels and the permanence of staff positions are at significant risk.

4.3 The Road Data Collection Management Unit, (RDCMU)

On the positive side the RDCMU seems to be well managed in so far as factors within the domain and control of the RDCMU’s head seem to be handled well. In any case, it is clear that the RDCMU is facing a number of issues and constraints that are outside of its control and acting as bottlenecks to progress and performance.

We would like to carry out some diagnostics using questionnaires and rating scales, subject to MPWT’s agreement, to understand more clearly the bottlenecks. These diagnostics would be at RDCMU and individual level, complementing the broader analysis that the recently completing capacity development consultant used at “organizational level”. We have for example an MPWT Employee Satisfaction checklist that could provide useful information on a range of indicators from staff perceptions of physical working conditions and facilities, to the link between their work and the success of the MPWT. We also have a skills profile instrument that would provide more information



on current skill levels and training needs, and various other diagnostics including a strategic review for senior staff.

In the absence of such diagnostics, we are basing our opinions on some initial discussions with RDCMU personnel.

First off, the RDCMU potentially serves a number of core technical processes.

Each of the three work processes has different demands in terms of data collection and analysis. The level of detailed information required increases as work proceeds from long term planning to project preparation but the overall geographical scope decreases. Satisfying the needs for each process would require careful planning and strong coordination between RDCMU as information provider and the host departments/ offices who own the work processes.

Second, and related then, the RDCMU needs a clear mandate in terms of who it serves.

Road Data Collection Management Unit

Production of the Long Term Road Investment Plan

Production of the Annual Work Plan

Civil Works Contract Preparation (Design)



4.3.1 RDCMU HR and Systems

In discussions with RDCMU, the following graph was drawn up by hand and used as an initial basis for assessing the state of affairs in the RDCMU.

Figure 4.1: Scoring of the strength of RDCMU’s HR and Systems

Human Resources/ Capital

RDCMU provided human resources with a score of between 3 and 4, say 3.5 (out of 10). The fate of systems was less clear and it seems that with adequate attention and funding commitment, systems could potentially be good.

Why were human resources scored so low, (and given the existence of POC to supplement incomes and thereby provide incentive?). For a start, as is already clear to stakeholders, the RDCMU staff members are seconded from home departments/ offices with split loyalties and level of commitment. The head of RDCMU has been deeply committed since 2007, and spends most of his time at the RDCMU office, yet even he has little choice but to spend an estimated 10% of his time attached to matters involving his mother‐department HEC. We suspect from our initial encounters that the average RDCMU staff member has 50% or less time commitment to RDCMU due to connections with their mother‐department or other commitments.

The decision to utilize existing cadre from other departments was perfectly reasonable given the decision to provide RDCMU with a 17 staff headcount. The alternative, to recruit from outside, would only have bloated MPWT’s high headcount yet higher and it may have been difficult to find suitably experienced people. And, if new graduates were to be taken on, they would require substantial training and there may not be time for that. RDCMU pre‐dates RAMP and has yet to provide sufficient direct support to producing Annual Work Plans.

Another HR issue concerns organizational position. As more and more people become deputy directors the level of cooperation, while respectful, goes down in terms of getting things done. And, promotions are based on the mother‐department not RDCMU.

Strong systems in place

Strong HR in place Weak HR in place

Weak systems in place

53.5

10

10

0

5



Then of course there is the POC/ MBTI issue. It’s possible and understandable that perhaps some MPWT volunteers for RDCMU jobs may have been motivated by the prospect of POC, rather than any solid commitment to the RDCMU.

While the choice of staff for joining the RDCMU may be justifiable, it raises a question‐mark when people are recruited for technical positions from non‐technical departments. On the other hand MPWT had little other choice than to make the best selection from the staff available.

RDCMU systems

The systems include FWD – potentially with outputs for HDM IV road planning and for pavement design, although this is not happening at present; HIMS/ HDM IV for road network or more detailed analysis – this is not really working well at present with little resident in‐house skill and there are some misgivings about internal processing such as deterioration modeling and quality of outputs. ROMDAS has had problems with the laser profiling and video but this equipment appears to be working alright now.

RDCMU structure

We assume that the unit structure with a headcount of 17 has been well thought through and is reasonable.

The RDCMU appears to have been formed in a bubble disconnected from the departments/ offices that it needs to serve. If RDCMU’s ongoing certainty was assured, the MPWT could have formed the RDCMU as a permanent entity. However, at the time of selecting staff members, or even now, RDCMU’s continuation is not confirmed. The RDCMU’s future depends on whether it can add value to the MPWT and that there is willingness to ensure that it is adequately supported and funded.

Regarding coordination with RID and TRC this has been rather unsatisfactory, which is understandable given that the RDCMU is presently a temporary structure under RAMP. In addition, perhaps performance issues have rendered attempts at coordination to be fruitless.

On the other hand the core work processes should trump, (take priority over), the sub‐process of data collection and analysis no matter how professional or sophisticated the work of the RDCMU. So we argue that one of the hosts of the core processes should take the driving seat and be encouraging good results. In due course, the role of the RDCMU could be formalized as part of a documented planning process, for example.

The Road Infrastructure Department seems to be the most logical host for the RDCMU, technically. Even then, there is a practical matter that RID, currently with 7 deputy directors would end up with more than 10 deputy directors.

RAMO has been touted as the home for RDCMU, yet we have yet to speak to anyone in MPWT that believes that RAMO will continue beyond RAMP. On the basis of our discussions with RAMO’s Deputy Director, RAMO does not seem to be engaged in annual works planning, at least at present, although it does have a remit to do so.

Clearly the planning process in MPWT requires strengthening with considerable attention to the link between organisation structure and the planning processes.



What to do with the RDCMU?

There has been a trend over recent years to field shorter and shorter time inputs from consultancy services. This is understandable and justifiable when it results in better value for money. However, it can also cause a variety of difficulties affecting all parties concerned, (i.e. the MPWT, the consulting companies and their nominated experts as well as other stakeholders).

The RDCMU, then, would operate more smoothly if the following matters are attended to:

Adequate resourcing in terms of outside expertise, software licensing, spare parts inventory, and

equipment maintenance contracts in a cost effective manner.

Permanence of the RDCMU under RID if this fits RDCMU’s mandate, eventually formalized within

the planning process

Staff permanence within the RDCMU, without attachment to any other department/ office

Significantly higher remuneration for RDCMU staff with ongoing certainty

Careful staff selection and training

Establishing the RDCMU was a bold move, yet the RDCMU could never be expected to function properly without considerable support and firm linkage to the processes and departments that it is supposed to serve. Given the uncertainty of RDCMU, its formation probably needs be regarded as a pilot exercise and treated as such.

The first step is to consider the RDCMU’s mandate vis a vis planning and design processes. If its role is, at least initially, to support annual work plan production, then a pilot approach with RID and say 2 provinces might be considered. A role of RDCMU in design support might also be considered at some point, noting that planning and design requirements for data collection are quite different.

The asset management consultant is best placed to provide advice on these matters.

4.4 Foreign Loan Administration

There are difficulties in providing key stakeholders including RAMP management, MEF and other Funders with timely and accurate reports that show clearly the financial position for Foreign Loan Administration.

The main keys to assistance to the Department of Accounting and Administration in Foreign Loan Administration for RAMP are as follows:

The Supplementary Financial Management Manual drawn up specifically for RAMP

QuickBooks Customisation and Application

DAF continuing staff development

We list the Supplementary Financial Management Manual first because of the procedural guidelines it contains and, vitally, it provides all of the Reporting Formats that are required under RAMP. It is the production of financial reports in these specified formats that are so essential to both the staff development and internal audit assistance that the IAS Consultant will provide. NRSC payments especially need attention.



The QuickBooks software, with some Excel import/ export is an essential tool to produce the reports and given its importance we are supporting DAF to procure a training provider that specializes specifically in Quickbooks. This will complement input by our Financial Management Advisor, (FMA).

Our Financial Management Advisor will be focusing on the current status of RAMP reports with the following purposes:

Establish which financial reports are being produced using QuickBooks, Excel or both.

Identify those financial reports that are being produced well

Identify financial reports that are posing difficulties in conjunction with past Audits;

Assist to make production of all financial reports clearer, easier and timely.

Provide updates on the status of each financial report being produced under RAMP to provide

clarity and highlight areas of attention

4.5 Materials Supply Bottlenecks

The supply of good quality aggregates in conformance with technical specifications is frequently an issue in SE Asia and Cambodia is no exception as well recognized by the MPWT.

The MPWT would benefit from a study on the following aspects:

Materials Supply and Demand Study

1. Aggregate annual supply needs for roads based on previous and anticipated road plans

2. Regional aggregate supply needs for roads

3. An assessment of current availability and quality of aggregates from existing quarries and geographical convenience for MPWT’s roads needs

4. An assessment of potential new quarry sources

Technical/ Commercial

5. An assessment of current quarry operators – equipment assets, (replacement value, age, suitability, maintenance, capacity, etc.), staff numbers and skills; development issues such as new equipment and training, (in light of quality, availability and needs for aggregates from above)

6. Performance agreements with current operators: MPWT assists with equipment and training; Operators provide the aggregates, perhaps an agreed quantity over 5 years for stockpiling under agreed conditions and use by MPWT or their contractors

7. Tenders for development and use of new quarries

This may require 6 months input from a Pavement or Materials Engineer and 2 months input from Team Leader or other Specialist.



4.6 Training Effectiveness

If training standards are achieved or existing skill‐sets are satisfactory, this would ensure that MPWT staff would be able to perform tasks skillfully.

If MPWT staff members are self‐motivated and equipped with a tough mindset they would be willing to make good things happen consistent with their job requirements.

If the MPWT as an organization meets other requirements such as a clear and meaningful mandate, adequate remuneration, high but achievable standards, effective supervision, sufficient resources to do jobs well, a career path and adequate authority commensurate with responsibility, then MPWT staff would be enabled and empowered to do good work.

Thus it can be seen that various factors affect the relationship between individual and organizational performance as the equation below illustrates.

Organisational Performance = f (Individual Ability x intrinsic Motivation x Environmental factors)

It is clear then, that an unhealthy environment characterized by factors such as an unclear mandate, acceptance of low standards, inadequate pay, lack of resources, no career path, poor supervision, and lack of authority compared to responsibility will tend to disempower people, reduce their real commitment and ultimately reduce organizational performance.

This suggests that the MPWT needs to analyse its current health and to design its strategy and operations to provide an enabling and empowering environment for all employees.

Moreover, almost all training should be centred on the core work processes of the MPWT. And, if the work processes with their associated procedures, systems and guidelines are not yet in place, these would best precede training, although exposure to general principles may be helpful.

If the structural capital of MPWT is in place, the MPWT can be the best place for learning. Indeed, some organisations employ their own internal universities, and this is something the MPWT might wish to develop.

Succession planning, related to career paths, is an issue and when key people move on this leaves a vacuum that is hard to fill. This of course affects organizational performance too.

Roughton International Section 5: Work Plan


5. WORK PLAN

5.1 General

In this section of the report we provide further information on scheduling to reflect changes agreed at the MPWT‐RIL negotiations held in Cambodia on the 21st and 23rd of March 2012; and to incorporate revisions agreed during the inception phase. Staffing and activity schedules have been updated accordingly and we provide information on this assignment’s coordination, confirm reporting requirements provide information on deliverables.

5.2 Overall Staffing Schedule

The Staffing Schedule is shown overleaf. The man‐month timings remain as agreed at the Contract negotiations during May 2012 and with a contract physical start date of Monday 4th June. Scheduling has changed as follows:

Later IAS start date than originally envisaged;

Reductions in team specialists timing as detailed in Section 1 of this report;

Delayed start of Project Management/ Capacity Development Specialist until August;

Delayed start of Pavement Engineer – delayed until 1st August

Delayed start of Financial Management Specialist until 11th July, due to difficulty in obtaining the requisite skills to suit the short time input

None of these changes are expected to have any significant adverse consequences.

The following team members were available during mobilization: from the four international staff, the Highway Engineer, (1.5 months input) and Team Leader, (12 months input), and from the three National staff, the Deputy Team Leader cum Procurement & Contracts Management Specialist (12 months input) and Safeguards Advisor, (4 months input). The availability of these team members during the mobilization phase enabled an immediate start on mainstream activities; particularly bid documentation for National Roads 2 & 7, production of the inception report and assistance with various matters arising such as developing the training program and helping with a number of procurements. (ICT equipment, training for ICT and training for the Department of Accounting and Finance).

While the absence of some team members during the mobilization phase increased demands on the available team members, a potential benefit with respect to specialists’ inputs occurring post‐mobilisation is a more conducive physical environment and greater clarity on requirements enabling better focus of efforts.

5.3 Intermittent Staff Inputs

In principle, each team member needs to be mobilized as soon as possible consistent with MPWT requirements and RIL’s Proposal. Then the only other consideration is the number and duration of their visit(s).



5.3.1 International Staff Inputs

The Highway Engineer, (HE), mobilized 5th June to complete his 1.5 months input in one stint. This has been enabling the IAS team to expedite time‐critical joint MPWT/ TRC‐IAS team tasks and deliverables for both National Road 2 and 7 to schedule.

The nominated Pavement Engineer, (PE), on the team is very experienced in Cambodia and with current commitments to the Ministry responsible for Rural Roads. Unofficially, the Pavement Engineer provided occasional input during the first month of the IAS assignment. He is scheduled to commence a 1 month stint from 1st August, 2012 to provide a Maintenance Treatments Manual tailored to Cambodian conditions, then a final 0.5 month stint from 15 October 2012 to provide training in the design and execution of maintenance treatments and construction supervision.

The nominated Project Management/ Capacity Development Specialist, (PM/ CDS), is scheduled to arrive 26thAugust , 2012 for a first stint of 1.5 months, followed by a second stint later in the year of 0.75 months, totalling 2.25 months.

During the first 1.5 months starting in August 2012, the PM/ CDS will help to implement the MPWT Training Program, advising on the contents of technical courses , drawing up Guidelines in Contracts Management, (including procurement), and in Project Management. He will also assist with procurement of external training courses and provide general support so that the training plan may be implemented. The PM/ CDS will contribute to identifying weak links in planning and contracts management as key areas for training, provide OJT and contribute to written reports.

Towards the end of the first 1.5 month visit, the inputs of the PM/ CDS that are required for a final 0.75 month visit in November 2012 will be firmed up. Input for the second visit will focus on providing training using the Guidelines produced during the first input.

Team leader, (TL), will provide general support in all areas, and in light of priorities.

There needs to be some distinction between working in the MPWT and working on the MPWT. Structural and mandate issues for example, concerning the RDCMU and RAMO may benefit from resolution before resourcing decisions.

5.3.2 National Staff

As noted above the Deputy Team Leader, Procurement & Contracts Management Specialist (DTL ‐ 12 months input), and Safeguards Advisor, (SA ‐ 4 months input), were available during the first week of the project. The Safeguards Advisor’s input is in two stints of 2 months each. The first stint was timed to suit environmental safeguards compliance activities during bid document preparation For National Roads 2 and 7. The second stint of 2 months is provisionally timed for February to March 2012 to check compliance of on‐going or completed civil works. This timing may be adjusted to suit conditions.

The Financial Management Advisor, (FMA), has two stints of 2 months duration and the first stint was timed at the start of the project. As explained in Section 1.5 of this report there were some delays in appoint an FMA, connected to changes in the overall IAS Contract and a FMA started on a trial basis on 11th July.

The first 2‐month stint of the FMA will mainly involve assistance to the staff of the MPWT Department of Accounting and Finance, (DAF), with their RAMP funds management administration.



This will cover inter alia:

1. Maximising DAF’s understanding and use of Quickbooks to provide effective reporting on funds management under RAMP

2. Studying the RAMP Supplementary Finance Manual and Audit Reports to inform on compliance difficulties and provide or arrange the necessary support

3. Paying particular attention to the administration of NRSC payments

4. Assisting MPWT in engaging a specialist local QuickBooks consultant

A second 2 month stint is anticipated in May‐June 2013 to help finalise any remaining issues as RAMP winds down to closure. The dates will be confirmed with the Department of Accounting and Finance, both interim and towards RAMPs final months and DAF’s preparations for closure.

A key feature of the FMA’s approach will be to initiate a Financial Report Status Update. This will track current progress, software(s) used, time lag and issues arising in producing each report, providing more focus on the real underlying problem causes. This is particularly important as perceptions of problems vary from person to person! Successive updates should show progress in resolving issues and reduced time lags per financial report.



Figure 5.1 Implementation Advisor Services ‐ Staffing Schedule



5.3 Activity Schedule

A revised Summary List of Tasks 1 to 15 is provided in Table 5.1 overleaf. This is followed by a revised Activity Schedule, Figure 5.2. The activity schedule is consistent with changes made at the Contract Negotiations and during the IAS inception phase.

Table 5.1 lists the main specialist roles. In practice, the TL/ DTL (Procurement and Contract Management Specialist) as long term staff will be providing support throughout the duration of the services.

Team Leader will provide general support to the RAMP Project Director on matters arising. He will assist in mapping out core work processes and developing associated structural and human capital to support MPWT’s operations. These will take account of needs post‐RAMP where appropriate.



Table 5.1: Summary List of Task Descriptions

Task Number and Description

Description, [incorporating revisions during Contract Negotiations affecting items 1 to 3, item 6, and items 10 to 15]

Key Input

Task 1: Engineering Design

Focus technical aspects on activities related to the preparation of maintenance treatment designs & cost estimates and bid documents for works to be undertaken under programs for IDA & ADB/ AusAID Year 4 only RGC Years [2-]4 [any year 5?]

HE, PE

Task 2: Technical aspects of Civil Works Bid Document

As above HE

Task 3: Selection of Consultants and Goods & Services Procurement

The consultant would mostly concentrate on TA support in preparation of TOR and selection of consultants required in RAMP training and capacity building programs.

PM/ CDS

Task 4: Procurement of Civil Works Contractors

Advise on procedures, preparation and review of: (a) advertising/ inviting bids, (b) provision of bid documents, (c) bid openings, (d( bid evaluation, (e) negotiations, (f) approvals, contract signing, and contract implementation

PM/ CDS, HE

Task 5: Environmental and Social Safeguards

Monitor and advise on compliance with the ESSF incl. EMP, LARP, Indigenous People Development Plan, Cambodian Regulations and WB safeguard policies. Advise on public consultation & disclosure to ADB and WB Disclosure Policies.

SA

Task 6: Contract Management

Contract Management would be discussed in more detail and further defined to assign tasks to the consultant's team.

PM/ CDS

Task 7 Quality Management

Advise MPWT on quality improvement of major outputs especially construction supervision, financial reporting and performance, and compliance with accounting and financial management practices, progress reporting & technical assistance

PM/ CDS

Task 8 Project Management

Advise on adherence to the PIP, especially RAMP implementation schedule, AWP, procurement plans, Action Plans, construction progress, disbursement schedules, contractors claims & payments; and loan covenants

PM/ CDS

Task 9 Progress Reporting

Integrated reports to RGC and Development Partners in agreed Monthly and Quarterly formats. Assist to develop systematic reporting procedures.

TL, DTL

Task 10: Financial Management, Social and Environmental Management & Procurement

Financial management, social and environmental management and procurement ; as the project has put in place a satisfactory financial management manual, the main task would require the consultant's team to assist in production and delivery of a consolidated financial report in Quick Books software format;

FMA

Task 11 Hands on Training

Hands on training the consultant would also prepare formal document to be used in future by new project government staff as manuals and guidelines. The preparation of guidelines on project management activities in the form of a manual to assist knowledge transfer.

ALL

Task 12 Preparation of Guidelines

Preparation of guidelines. Guidelines should be consolidated into a manual which will be a legacy from the RAMP project and a tool for MPWT to transfer to incoming staff who have not benefited from direct training under the project.

ALL

Task 13 Budgeting

Budgeting, format for the 3 year annual work programmes to be agreed in conjunction with services being provided under contract CAKH 512 so that precise submissions can be made to MFEP for budget allocations showing the economic benefits to be gained from prioritised maintenance programmes and justifying increased allocations for road maintenance.

FMA

Task 14 Annual Review

Annual review maybe only one and small inception report based on available RAMP progress outline presentation (200slides). The delivery of inception report could be delayed, but should provide an overall summary of the progress and problems on the RAMP to date.

TL, DTL

Task 15 Technical Audit

Technical Audit the consultant to review previous technical audits and advise how operating procedures should be amended based on the findings in the audit reports

PM/ CDS



Figure 5.2: Activity Schedule



5.4 Coordination, Reporting and Deliverables

5.4.1 General

According to the Terms of Reference, much of the work of the consultants is in providing verbal advice to the Project Director and MPWT staff. In practice, of course, information is flowing in two directions and the IAS team is responding to MPWT’s and other stakeholder’s needs, as the Road Asset Management Project, (RAMP), moves towards closure in September 2013.

The IAs Team will be providing written Guidelines on topics to be agreed with MPWT consistent with Task 12. Team leader has been providing Weekly Reports to the Project Director, and a copy of reports submitted during the first 4 weeks, is provided in Appendix 4.

5.4.2 Formal Reports

Beyond this Inception Report and the Weekly Reports and Guidelines mentioned above, there are a number of other reports to be written and submitted in 10 copies, (Khmer and English).

Monthly Reports: The ToR suggest that these be brief and document progress.

Biannual Special Task Reports: These reports are to show progress on the specific tasks listed in the ToR. Each report is to embrace separate reports on each task, made within a month of their completion.

Final Report: There are no particular requirements in the ToR and we will design this report to provide the information that stakeholders will be interested in. This may include, for example, an evaluation of RAMP successes and collective lessons learnt as a basis for each Party to reflect and move forward. Recommendations, garnered through stakeholder discussions, as well as our opinion, may inform future international programs and post‐RAMP approaches. It’s important to note that lessons learnt apply to all Parties on this complex, multi‐Party, multi‐faceted and challenging project, RAMP.

A Draft Final Report is to be submitted 2 months before completion of services. This would be early June 2013, on the basis that long term IAS team members serve 12 months plus 2 months leave agreed at Contract Negotiations. There is scope for comments on the Draft Final Report before submission of the Final Report within 2 weeks of receipt of any comments.

Appendix 1: Partial List of People Met

Partial List of People Met

Ministry of Public Works and Transport (MPWT)

HE Lim Sidenine Secretary of State

MrPhengSovicheano Deputy Director General of Public Works, (RAMP Project Director)

Mr Kang Pirith RAMP Project Manager

MrSamonSokly Topographical Surveyor, Head of Survey Team NR7 (TRC)

Mrs Hem Pholy Deputy Director (Accounts & Finance)

MrCheaHong Deputy Director (DPWT, Takeo)

MrNopNy Deputy Director (DPWT, Takeo)

MrNamoSamrangdy Deputy Director (TRC)

MrSoeungBunly Deputy Director (DPHR)

MrKry Thong Deputy Director (HEC), Head of RAMO

Mr Thou Samnang Deputy Director (HEC), Head of RDCMU

Mr Chao SopheakPhibal Chief of Planning & Technical Bureau, (RID)

Development Partners

DrSieleSilue Task Team Leader, IDA, World Bank

MrRathaSann Infrastructure Operations Officer

Mr Peter Broch Team Leader, Asian Development Bank

Ms Michelle Vizzard Senior Development Specialist, AusAID

Mr Charles Melhuish Transport Specialist Consultant

Consultants

Mr Mehdi Hakami EGIS/ VIDO, Team Leader, Maintenance Supervision Consultant

Mr Rob Boddy Charles Kendall and Partners

Mr Vijay K Akasam Charles Kendall & Partners

Mr Mick O’Connell Independent Technical Auditor

MrSambattChey QuickBooks Certified ProAdvisor

Appendix 2: Terms of Reference

RFP, Implementation Advisor Services (Ref. № RAMP-CKP-11-QCBS-S-002)

46

Section 5. Terms of Reference

A. Introduction

Background

The Royal Government of Cambodia (RGC) through the Ministry of Public Works and Transport (MPWT) has prepared a Road Asset Management Project (RAMP). The project under implementation over a five year period beginning October 2008, with the support of the Asian Development Bank (ADB), the Australian Agency for International Development (AusAID), OPEC Fund for International Development (OFID), and the International Development Association (IDA).

The objective of the project is to ensure continued effective use of the rehabilitated national and provincial road network in support of the economic development in Cambodia. It will do so by improving the institutional and technical capacity of the Ministry of Public Works and Transport for road maintenance planning, budgeting and operations, and by expanding and strengthening maintenance activities.

The project seeks to contribute to cultivating a road asset management culture within the sector by: (i) expanding maintenance of the national road infrastructure nationwide and facilitating interventions in priority areas, (ii) allocating adequate maintenance funding during the budgeting process; (iii) knowledge building in MPWT on road network management, maintenance technology and contract management; and (iv) private sector involvement in competitive bidding and performance quality.

The purpose of the technical assistance (TA) which is the subject of this TOR is to advise the MPWT on all facets of project implementation so as to ensure the efficient and effective completion of the project with the exception of year one civil works and the procurement of IDA financed works, goods and services. (These items are the subject of separate consultant services assignments). This TA assignment is funded by IDA.

The Royal Government of Cambodia (RGC) represented by the Ministry of Economy and Finance (MEF) has appointed Charles Kendall & Partners (CKP) as Procurement Agents for selected IDA funded projects in Cambodia. The CKP acting for and on behalf of the MPWT, will procure these consultant services. These consultant services will be financed by IDA.

Context. Based on a recently completed road classification, the total road network comprises:

Classification Length

Percentage in Good to Fair

ConditionPrimary Secondary Provincial Subtotal

2,100 2,600 6,500

11,200

60 42 08 26

Rural 24,300 Mostly Poor Total 35,500


47

Through assistance provided by IDA under the Road Rehabilitation and the Provincial and Rural Infrastructure Projects, MPWT has established a Road Management Decision System (RMDS). The system currently covers the national (primary, secondary and provincial) road network under the management of MPWT. Detailed inventory and condition data collection for the national road network has been compiled. A strategic network level analysis of the preservation needs of the MPWT road network by the RMDS is expected to be made available during project implementation under Component B of the project.

Rehabilitation through periodic maintenance along the national road network will have the benefit of reducing transportation costs for both passenger and freight transport by providing improved road surface conditions which lead to a reduction in vehicle operating costs. The improvement of road conditions would also lead to increased economic activity and efficiency by enabling transport operators to reduce their overall operating costs and thus lead to a stimulation of economic growth, leading to additional income and jobs.

Project Structure and Costs. The project has three main components that are designed to integrate periodic maintenance investments with institutional support and capacity development for prioritization and planning, implementation of maintenance activities, and expansion of civil service reform into MPWT. The overall project is to be implemented through separate IDA and ADB/AusAID/OFID agreements sharing a common project description. A brief outline including total estimated project costs and donor financing amounts follows:

Component A – Road Asset Management (Total – US$52.34 million; IDA – US$27.28 million; ADB-US$9.83 million). The component will support the preservation of MPWT’s road network through annual work programs (AWPs) for periodic maintenance works and provide the necessary implementation support. The periodic maintenance works to be undertaken in the first year of the project have been defined, and in subsequent years are to be defined using the RMDS system. It will also support, increasing routine and periodic maintenance through increasing Government contributions. This will be carried out using force account, and to an increasing extent using an output/performance-based contract approach successfully piloted under PRIP (with a target of outsourcing an amount of no less than 25 percent by value by the final year of implementation).

Implementation support includes: (i) the preparation of designs and bidding documents for the first year works; (ii) advice to MPWT on technical designs, cost estimates, bidding documents, contract management, and safeguard activities for works in subsequent years; (iii) support for the operation of the Road Data Collection and Management Unit (RDCMU) and for effective implementation and operation of RMDS; (iv) construction supervision of civil works throughout the project; (v) financial audits; and (vi) technical audits. Item (i) will be financed by ADB and item (vi) by AusAID. All other implementation support will be financed through the IDA Credit.

Component B – Capacity Development (Total – US$2.62 million; IDA – US$1.84 million). This component, which comprises seven subcomponents, will support the capacity development at the institutional, organizational and individual level for MPWT to perform its road asset management functions effectively and efficiently. IDA financing will support four activities: (i) institutional (administrative) and (ii) technical capacity development for road asset management within the GDPW; (iii) private sector development; and (iv) HIV/AIDs awareness campaigns. The activities in the component – for training on the road safety, are to be financed by ADB, with monitoring and evaluation funded by AusAID.


48

Component C – Priority Operating Cost (POC) (IDA – US$0.70 million). This component will provide funding for initiating the POC program in selected departments of the General Department of Public Works (GDPW) and the General Department of Administration and Planning (GDAP) of MPWT.

Project Financing. From the total project cost of US$56.07 million, IDA will finance US$30 million equivalent, along with Government investment of US$15.25 million, and contributions of US$6 million, AUD6 million (US$4.82 million equivalent), and US$7.0 million from an ADB loan, AusAID Grant, and OFID loan, respectively.

Implementation. The MPWT is the Project Implementing Entity and will be responsible for overall technical supervision, execution and management of the project. The project will be implemented using the existing MPWT organizational structure and institutional arrangements, thus a separate Project Implementation Unit will not be established. The General Department of Public Works (GDPW) will be responsible for the day to-day implementation, supervision and operation of the project, including contracting and direction of all consultants, and will be the Employer for all civil works contracts. The General Department of Administration and Planning (GDAP) will carry on with the financial, safeguards, capacity development, training and public disclosure matters of the project.

A Deputy Director General of GDPW has been appointed as Project Director who will be responsible to oversee and coordinate the project activities, provide strategic direction, and who will be accountable to the Director General of GDPW. With support from RAMP, the Project Director will conduct the day-to-day management, coordination and supervision, assisted by a full time Project Manager, who has also been appointed. The Technical Research Centre TRC) in GDPW will prepare the technical designs, specifications, bills bill of quantity (BOQ) and cost estimates, as well as the required environmental and social safeguard documents. The Roads Infrastructure Department (RID) will manage the periodic maintenance contracts after contract award, and oversee all construction supervision outsourced to supervision consultant firms.

B. OBJECTIVES OF CONSULTANCY

The overall objective of RAMP is to strengthen the delivery and effectiveness of periodic and routine maintenance. The objective of these consulting services is to advise the MPWT on all facets of project implementation so as to ensure the efficient and effective completion of the project, with the exception of:

(a) the preparation of the IDA and ADB/AusAID Year 1, 2 and 3 and RGC Year 1 civil works which are the subject of separate consultant services, and

(b) the procurement of IDA financed works, goods and services – which are handled by an International Procurement Advisor

C. Scope of Services

Overview

Under the overall guidance of the Project Director (PD) of RAMP, the Consultant shall work closely with the Project Manager, and MPWT staff, in particular the staff of the Technical Research Center (TRC), the Road infrastructure Department (RID) and the Road Data Collection and Management Unit (RDCMU). The Consultant staff will be based in the office of the Project Director in MPWT in Phnom Penh.


49

All activities shall be carried out in accordance with these documents:

The RAMP Combined ADB Project Administration Manual (PAM)/IDA Project Implementation Plan (PIP),

(c) The RAMP IDA Financing Agreement (FA) dated April 8, 2008

(d) The RAMP ADB Loan Agreement (LA) dated 18 February 2008

(e) The ADB Report and Recommendations of the President (RRP) dated December 2007, and

(f) The IDA RAMP Project Appraisal Document (PAD), dated 23 April 2008.

In the event that there are inconsistencies between these documents, the ruling documents are the ADB and IDA Legal Agreements - items (b) and (c) above. In addition the consultant is expected to base the assignment on the background documents listed in Appendix 1 of the PIP. Copies of all these documents will be provided to the consultant by MPWT.

The Consultant shall ensure coordination with other initiatives to ensure no duplication of effort and shall to the extent possible utilize already developed procedures.

Detailed Tasks

Task 1 Engineering Design. Advise on the preparation of maintenance treatment designs and cost estimates for works to be undertaken under programs for IDA and ADB/AusAID Years 4 and 5 and RGC Years2- 5. The Consultant is to ensure that:

(a) The works to be designed are those recommended by Road Asset Management Office (RAMO) based on the application of RMDS and the list of candidate schemes provided by RDCMU;

(b) The works to be designed have been the subject of environmental screening and meet the requirements of the ESSF, and the designs incorporate EMP requirements;

(c) A mine and UXO safety assessment has been made;

(d) The design is based on MPWT design standards as adapted for the project, and international good practice, and takes account of local conditions, and the designs prepared for the year 1 works. (If MPWT standards and guidelines are not being properly applied the consultant is to advise the MPWT how to properly apply the standards through training or other activities as necessary);

(e) A road safety audit has been undertaken using internationally accepted standards, and the recommendations of safety audit incorporated into the design;

(f) Checks have been made to ensure that the design of the drainage is adequate and identify if any improvements are required to existing drainage structures, including culverts and bridges and are implemented;

(g) The AWP and cost estimates are prepared in accordance with the MPWT’s maintenance planning cycle for the following year, including allowing for consultation with donors.


50

Task 2 Technical aspects of civil works bid documents. Advise on the preparation of:

(a) Contract Packages and Schedules. The Consultant shall review the suggested packaging arrangements; and the construction schedules for the contract packages. There will be three sets of contract packages – ADB/AusAID co-financed with RGC, IDA fully financed, and RGC fully financed. The contract packaging must not interrupt or divide continuous road sections into separate IDA- financed and RGC-financed contracts (that would have otherwise been procured as a single contract package for reasons of economy and efficiency);

(b) Unit Costs, Bill of Quantities and Engineer's Estimates for each civil works contract. These will be based on current costs in Cambodia. Bill of Quantities shall be in the format already in use in the Year 1 contracts;

(c) Technical parts of bid documents for all project contracts - including “Special Specification Clauses” in conjunction with MPWT, ADB and World Bank Standard Specifications (as appropriate depending on funding source);

(d) Commercial parts for ADB/AusAID and RGC-financed contracts;

(e) Environmental Management Plan. The Consultant shall ensure that all activities comply with the RAMP Environmental Management Plan and that this is included in all civil works bidding documents.

Task 3 Selection of Consultants and Goods and Services procurement. Provide comments for improvement of:

(a) the technical aspects of the selection of consultants and other procurement, including ToR, for all consultant services contracts;

(b) all aspects of the selection of consultants and other procurement for consultant services and goods and services contracts financed by ADB and/or RGC

Task 4 Procurement of civil works contractors (ADB/AusAID/OFID financed contracts and delegated procurement by IDA only), this task is for advice on procedures, preparation, and review of:

(a) advertising/inviting bids;

(b) provision of bid documents;

(c) bid openings;

(d) bid evaluation;

(e) negotiations;

(f) approvals, contract signing and contract implementation.

Task 5 Environmental and Social Safeguards.

(a) The consultant will advise MPWT staff who will ensure adherence to Environmental and Social Safeguard Frameworks (ESSF) including the Environmental Management Plan, Land Acquisition and Resettlement Plan, and Indigenous People Development Plan and compliance with the Cambodian government Environmental Regulations and the World Bank safeguard policies.

(b) Disclosure. The Consultant will advise MPWT staff who will ensure that all requirements for public consultation and disclosure of information are met in accordance with the ADB and World Bank Disclosure Policy.


51

Task 6 Contract Management. The consultant is to build the capacity of MPWT staff in contract management through a combination of direct advice giving and on the job training. This will include:

(a) Monitoring of physical and financial progress;

(b) Processing of requests for increases in costs, including assisting staff in dealing with Contractor’s claims, variations and disputes;

(c) Adherence to contract schedules and conditions;

(d) Processing and monitoring of payments to contractors.

Task 7 Quality Management. The consultant will advise MPWT staff reviewing the quality of major outputs, and as required advise how these should be improved, particularly with regard to:

(a) Construction supervision (which is the subject of another consultant services contract), including reviewing the work plans of MPWT supervising staff and advise the Project Director if there is adequate staff deployment;

(b) Financial reporting and performance, and compliance with requisite accounting and financial management practices;

(c) Progress reporting;

(d) Technical assistance (TA).

Task 8 Project Management. The consultant is to advise generally on ensuring adherence to the PIP, in particular:

(a) Implementation schedule –ensuring that the activities in component B are not delayed, and in updating schedules (and associated procurement plans) during implementation;

(b) Action plans – including providing advice to individual units within MPWT on how to prepare and update action plans for the activities for which they are responsible;

(c) Preparation of AWP and associated annual plans;

(d) Maintaining construction progress;

(e) Adherence to disbursement schedules, in particular in ensuring timely processing of claims for reimbursement once payments are made to contractors/consultants;

(f) Ensuring compliance with loan covenants.

Task 9 Progress Reporting. It is the intention that: (i) there will be one set of progress reports to be circulated to RGC and all donors; and (ii) that these reports will be used as a tool for the management of the project. Therefore, the consultant must include in the report on the activities of other RAMP consultants. Proformas for the Monthly and Quarterly Reports to be submitted to higher MPWT authorities and donor partners have been agreed. The consultant is to:

(a) Advise the agencies on setting up the systems to assemble the data needed for the reports;

(b) Review the reports and suggest generic improvements to the scope and quality of the material presented;

(c) Contribute to the preparation of all reports;


52

(d) Ensure the reporting meets the desired objective, and if not suggest corrective actions.

Task 10 Financial Management, Social and Environmental Management and Procurement. Provide direct assistance through three individual specialists working closely with the Project Manager as members of the core project team. The specialists are: the FM, Procurement/Contract Management and Safeguards Advisors.

Task 11 Hands on Training. The consultant is to augment the skills and knowledge of the MPWT staff in periodic maintenance treatments, design, budget preparation and works planning through a combination of advice and on the job training. This activity is additional to the more formal training to be provided through separate consultancies under Component B of the Project.

Task 12 Preparation of Guidelines. As necessary, the consultant is to prepare guidelines on the above topics, in accordance with the overall framework and priorities for guidelines and other documentation to support the MPWT’s Road Asset Preservation Framework. This will include, but not be limited to, the development of guidelines for using RDCMU data to plan site investigations and design maintenance treatments, and involve inputs and consultation with multiple departments and consultants. The objective of the preparation of guidelines is to ensure the sustainability of the advice provided by the consultant, and the consistency of its application. Written advice should be provided in a style and format where it could with limited extra effort be converted into simple guidelines. To the extent possible, already available guidelines from Cambodian and international sources should be used and adapted to the requirements or RAMP.

Task 13 Budgeting. Using the recommendations of RAMO based on annual and three-year budget reports based on RMDS and other materials as required, the Consultant shall advise on a long-term maintenance financing plan. This will reflect MPWT policies on funding as well as the availability of funds. The objective is to identify both a realistic plan as well as identifying the funding levels required for sustainable road maintenance.

Task 14 Annual Review. At the end of each year in consultation with MPWT staff the Consultant shall conduct a formal review of the effectiveness of road maintenance. A report shall be submitted to the MPWT, ADB, AusAID and IDA donor partners summarizing the performance and highlighting issues that have arisen and how they have been solved. The report shall include recommendations on changes that should be done to improve the situation.

Task 15 Technical Audit. The MPWT is to contract independent technical auditors to undertake annual audits for the project. The Consultant shall advise MPWT how to remedy any shortcomings found by the technical auditors as a result of their work and assist MPWT in implementing the recommended remedies.

Time Schedule

The consultant services are required for a 18 month period, with an agreed start date of January 2012.

D. OUTPUTS/DELIVERABLES

Much of the work of the consultants is expected to be in providing verbal advice to the Project Director and MPWT staff. The consultant will be expected to provide short written advice notes based on this verbal advice.


53

The consultant will provide written guidelines on topics to be agreed with MPWT under Task 12. In addition, the team leader will provide a brief (maximum two pages) written/electronic report to the Project Director each week indicating the main topics advised on during the week, and any issues that the TL considers need to noted by or require action by the PD. The report will include sections reporting on the FM, Procurement and Safeguards.

The Consulting team will prepare the following reports, always in standard electronic document format in English and Khmer languages and provide ten (10) paper copies and three (3) electronic copies (on CD) of the reports in both languages. The structure and format of each report will include a document quality management page, and present the information in a concise and clear manner that minimizes the number of pages consistent with clear communication of the messages.

Inception Report: to be prepared and submitted in draft within four (4) weeks following commencement of services. This report will contain:

(a) the Consultant’s appraisal of the services to be provided based on their early findings including review of past reports and any other information,

(b) issues and problems expected to be encountered and proposed actions to be taken, and by whom;

(c) revised work plan showing outputs for each of the activities and staffing schedule.

Based on discussions and comments received on the draft report, the Final Inception Report will be prepared and submitted eight (8) weeks following the commencement of services.

Special Task Reports: will be prepared each six months after commencement on each of the specific task in close collaboration with MPWT. These will include progress as measured against work plan and key outputs. A final report for each task will be submitted within four(4) weeks of completion of the final activities for each task.

Monthly Progress Reports: Brief progress reports will be produced documenting progress during the month

Draft Final Report: to be submitted two months prior to the completion of services.

Based on discussions and comments received on the draft final report, the Final Report will be prepared, two (2) weeks following receipt of comments.

E. CONSULTANT TEAM QUALIFICATIONS AND INPUTS

It is estimated that the services will require about 25 person months of specialist professionals and 40 person-months of support professionals (local). The consultant is required to distribute the estimated staff-months against each experts over the period of 18 months according to the project requirements. The following provision is suggested in regard to the skills and qualifications required:

Team Leader Minimum 15 years experience in project management, including at least 5 years as team leader or deputy on international assignments.

Academic and professional qualifications in civil engineering, with international or regional post-graduate academic qualifications in a discipline relevant to the assignment


54

Experience in East Asia region or developing countries. Proven communication skills and ability to work with Government counterparts and management, proven competency in participatory approach, direct skills and experience in at least one of the technical aspects of the services.

Other International Specialists (Pavement Engineer, Highway Engineer and Project Management or Capacity Development) Minimum 10 years experience, in pavement design, highway and road engineering, project management, road maintenance, planning and budgeting and/or organizational, capacity development and training, as applicable.

Academic and professional qualifications in civil engineering, or a discipline relevant to the assignment

Substantial experience in the transport sector and developing countries,

Good communication skills and competency working in participatory manner and team building.

Financial Management Advisor Minimum 8 years experience in relevant specialization, minimum bachelor’s degree academic qualification from national or regional university, fluent in English and Khmer language speaking. Experience in working with International Agencies

Procurement/Contract Management Specialist Minimum 8 years experience in relevant specialization, minimum bachelor’s degree academic qualification from national or regional university, fluent in English and Khmer language speaking. Experience in working with International Agencies

Safeguards Advisor Minimum 8 years experience in relevant specialization, minimum bachelor’s degree qualification in sustainable development, development management, environmental management or equivalent filed of study from national or regional university, fluent in English and Khmer language speaking. Experience in working with International Agencies

F. CONTRACT ADMINISTRATION

1. The Implementing Agency for the services is the MPWT. The General Department of Works and Transport of the Ministry of the Public Works and Transport (MPWT) will administer the Services on behalf of the MPWT.

2. The consultants will report to the Project Director, who is a Deputy Director General of MPWT.

3. Support to be provided by MPWT. MPWT will provide office space, and technical counterparts, as required, to form part of the Team.

4. Facilities to be provided by consultant. The consultant will provide for interpreter, translation, secretary, and drivers as required. The consultant will also provide office equipment (computer, printer, and photocopier), consumables. its own transport on a day-to-day basis and on inspections, and other means required for performing the services.

Appendix 3: Contribution from Safeguards Advisor

Environmental Management Plan Screening of Impacts (Draft) of Environmental Assessment Checklist for National Road No 2 Project Title: Maintenance of National Road No 2 from DounKaev town to Cambodia‐Vietnam border the length =51.110 km.

Screening Questions Yes No Remarks

A. Project Sitting Is the project area adjacent to or within any of the following environmental sensitive areas?

Unexploded Ordnance (UXO) it’s existing road, there are not UXO are remaining on or near road line and the Right‐of‐Way

Land acquisition and resettlement Follow as existing road condition. The PWT Department in Takeo has been done road maintenance of NR No2 without resettlement and compensation plan, local people support the project.

Protected Area / national park No protected area/national park are near the project site

Buffer zone of protected area No Buffer zone of protected area

Special area for protected biodiversity No sensitive protected biodiversity in this project site

Wetland It’s wetland area, the local people use for residents and rice field crop is along the road.

Mangrove No mangrove in this area

Cultural archeological heritage site No cultural archeological site in this area. But a few pagoda are about 0.5‐1km from the road line

Touristic site No touristic site is near the project site.

B. Potential Environmental impacts Will the project cause:

Encroachment on historical/cultural areas, disfiguration of landscape by road embankment, cuts, fills, and quarries?

May be small and short time impacted during rehabilitation to cultural areas and landscape from nose, air and vibration and clearing or cut vegetations/trees on the roadsite.

Encroachment on precious ecology (sensitive or protected areas)

no impact

Change of surface water hydrology of water flow crossed by roads, resulting in increased sediment in stream affected by increased soil erosion at construction site?

Very small impact on water flow crossed by road only during construct bridges and culverts

Increased local air pollution due to rock crushing, cutting and filling works, and chemical from asphalt processing

Very small increase air emission due to increase air pollution from earth‐works and crushing, cutting, filling, and asphalt works.

Noise and vibration due to blasting and other civil works (constructing machines)?

Will increase noise and vibration from civil works machines activities, during maintenance stage. will impact to communities are in the DounKeav town close to roadsite.

Dislocation and compulsory resettlement of local people living in Right‐of‐Way (RoW)?

Is existing road the project will not wider of the road width, so no dislocation and resettlement.

Other social concerns relating to inconveniences or affect in living conditions in the project areas that may trigger cases of upper respiratory problem and stress?

very small and short time impacts on social economic. During maintenance will temporary disturb economical activities of local people such as: small shops and markets are on the roadsite or Right of Way (RoW).

Hazardous driving condition where construction interferes with pre‐existing roads?

May be disturbed on normal driving condition on the road maintenance sites.

Poor sanitation and solid waste disposal in construction camps and work sites, and will be transmitted of communicable diseases from workers to local populations?

During maintenance only will release solid waste disposal with poor management in worker site due to release worker diseases and can be transmitted to local communities.

Create of temporary breeding habitats for mosquito vectors of disease?

very small issue, all most not impacts

Accident risks associated with increased vehicular traffic, leading to accidental spills of toxic materials and loss of life?

Will be increase traffic volume after maintenance, leading to accident release and loss life. It’s small impact and comply to EMP for road safety.

Increased noise and air pollution resulting from traffic volume?

During after maintenance will increase a few noise and air, result from increase traffic volume on this road. especially in the DounKaev town

Increased risk of water pollution from oil, grease or lubricant and fuel spill, and other materials from vehicles using the road

Very small or not risk from oil grease or lubricant and fuel spill. Short time during maintenance only. The maintenance plan will conduct in the dry season.

(Draft) of Environmental Assessment Checklist for National Road No 7 Project Title: Maintenance of National Road No 7 of PK 254+400 – PK 289+400 in Snuol District, Kratie Province, length =35 km

Screening Questions Yes No Remarks

A. Project Sitting Is the project area adjacent to or within any of the following environmental sensitive areas?

Unexploded Ordnance (UXO) it’s existing road, there are not UXO are remaining on or near road line and the Right‐of‐Way

Land acquisition and resettlement

Protected Area / national park ‐ Protected area is about 10 km from road line ‐ Forest land are is near the road line

Buffer zone of protected area No Buffer zone of protected area

Special area for protected biodiversity No sensitive protected biodiversity in this project site

Wetland It’s wetland area, the local people use for residents and rice field crop is along the road.

Mangrove No mangrove in this area

Cultural archeological heritage site A few pagoda are about 20‐100m from the road line

Touristic site No touristic site is near the project site.

B. Potential Environmental impacts Will the project cause

Encroachment on historical/cultural areas, disfiguration of landscape by road embankment, cuts, fills, and quarries?

May be small impacted during rehabilitation to cultural areas and landscape from nose, air and vibration and clearing or cut vegetations/trees on the roadsite.

Encroachment on precious ecology (sensitive or protected areas)

Small and short time impact on ecology. The Snuol Protected area is about 10 km from project site

Change of surface water hydrology of water flow crossed by roads, resulting in increased sediment in stream affected by increased soil erosion at construction site?

Very small impact on water flow crossed by road only during construct bridges and culverts

Increased local air pollution due to rock crushing, cutting and filling works, and chemical from asphalt processing

Very small increase air emission due to increase air pollution from earth‐works and crushing, cutting, filling, and asphalt works.

Noise and vibration due to blasting and other civil works (constructing machines)?

Will increase noise and vibration from civil works activities, during maintenance stage. will impact to people in the Snuol market close to roadside

Dislocation and compulsory resettlement of local people living in Right‐of‐Way (RoW)?

No resettlement for the existing road condition, the project will not wider of the road width and will be followed to existing road condition

Other social concerns relating to inconveniences or affect in living conditions in the project areas that may trigger cases of upper respiratory problem and stress?

Small and short time impacts on social economic. During maintenance will temporary disturb economical activities of local people such as: small shops and markets are on the roadsite or Right of Way (RoW).

Hazardous driving condition where construction interferes with pre‐existing roads?

May be disturbed on normal driving condition on the road maintenance sites.

Poor sanitation and solid waste disposal in construction camps and work sites, and will be transmitted of communicable diseases from workers to local populations?

Will release solid waste disposal with poor management in worker site due to release diseases from worker or HIV can be transmitted to local communities.

Create of temporary breeding habitats for mosquito vectors of disease?

very small issue, all most not impacts

Accident risks associated with increased vehicular traffic, leading to accidental spills of toxic materials and loss of life?

Will be increase traffic volume after maintenance, leading to accident release and loss life. It’s small impact and comply to EMP for road safety.

Increased noise and air pollution resulting from traffic volume?

Will be increased noise and air, result from increase traffic volume on this road. during and after maintenance

Increased risk of water pollution from oil, grease or lubricant and fuel spill, and other materials from vehicles using the road

May be not risk of water pollution from oil grease or lubricant and fuel spill. Short time during maintenance only. The project will conduct in the dry season.

Public Consultation and Information Disclosure 1. Introduction

The ADB’s Environment Policy mandates the procedural requirements for effective public consultation and information disclosure in the EA process. The purpose of this chapter is to provide practical guidance on adequate public consultation and suggest approaches on how to achieve it. Regarding to ADB’s Guideline, the EMP should include a plan for public consultation activities during the finalization and implementation of the EMP. The degree of consultation will depend on the project and local situation. (ADB Environmental Assessment Guideline) The Public Consultation and InformationDisclosure with stakeholders have to be undertaken during conducting Environmental Assessment (EA) and in order to:

Gathering information including environmental and socio-economic resources in which

related to the maintenance of NR No 2 and NR No 7 in Takeo and Kratie Province.

The recommendations from the stakeholders, relevant government agencies and local authorities and communities for contribution within the project implementation in order to minimize the impact on the natural and social environment for all stages the project activities, and

The Suggestion for ensuring that the natural resources has been used in sustainable manner

for local community and the impact has been mitigated as much as possible, especially for solving the land tenure and living condition on the local residents, and clarify issues and predict the negative and positive impacts.

2. Objective ofthe public consultation The main objectives of the public consultation are:

- Inform information on the project, its location, and activities

- Provide information on potential impacts and mitigation measures

- Receive feedback, comments from stakeholders, and

- Address potential issues and concerns.

3. Public Consultation and Information Disclosure Process The public consultation and participation process during the Project Preparation Stage or during conducting of Environmental Assessment or Environmental management Plan, will involve the following activities:

Reconnaissance surveys of the Sub-Project site. On-site discussions with district and town commune officials will provide information on the physical and biological resources, social-economic environment, opportunities and constraints relevant to the proposed Sub-Projects.

Participatory meetings with stakeholders and representatives from

Provincial Department of Public Work and Transport of Takeo and Kratie,Local authorities, and communities are in the subproject areas.

- For NR No 2, we plan to conduct public consultation and information disclosure 3 public consultations: 1) in DounKeav town, 2) in Treang district, and 3) KiriVong district, Takeo province.

- For NR No 7, we plan to conduct public consultation in Snuol district, Kratie province.

4. Schedules of Public Consultation and Information Disclosure(Draft)

No Activities Estimated Participant RAMP-MPWT staff Remark

National Road No 2 project, Takeo province Day 1

Field visit to contact with commune chief and communities for preparation public consultation meeting in project areas

- Deputy team leader - Environmental specialist - MPWT / ESS official

P.Penh-Takeo

Day 2 - (am) Conduct public meeting in DoungKaevtown, Takeo province

15

- Deputy team leader - Environmental specialist - MPWT / ESS official - PDPWT

Stay in Takeo

- (pm) Conduct public meeting in Treang district, Takeo province

15


Day 3 (am) Conduct public meeting in KiriVong district, Takeo province

15


Takeo-P.Penh

National Road No 7 project, Kratie province Day 1

Field visit to contact with commune chief and communities for preparation public consultation meeting in project areas

- Deputy team leader - Environmental specialist - MPWT / ESS official

Stay in Kratie

Day 2 (am) Conduct public meeting in SnuolCommune,Snuol district, Kratie province

15


Kratie-P.Penh

Ministry of Public Works and Transport

Road Asset Management Project (RAMP) Environmental and Social Safeguard Assessment (1) Regarding to Terms of Reference of this project, for Environmental and Social Safeguards is required one National Environmental and Social Safeguards Consultant to do this task, and the National Environmental and Social safeguard was starting work on 06 June, 2012. In the terms of reference, the main points of this assignment such as:

(a) The consultant will advise MPWT staffs, who will ensure adherence to Environmental and

Social Safeguard Frameworks, including the Environmental Management Plan (EMP), land Acquisition and Resettlement Plan, and Indigenous People Development Plan and compliance with the Cambodian Government Environmental Regulation and the World Bank Safeguard Policies.

(b) The consultant will advise MPWT staffs who will ensure that all requirements for Public Consultation and Disclosure of Information are met in accordance with the ADB and World Bank Disclosure Policy

(2) Environmental and Social Aspects of Road Maintenance (with particular reference to public health) The Important Environmental and Social Aspects for conducting in the Environmental and Social Safeguards Assessment of Road Maintenance Project we are looking to:

a) Physical Resources Have some existing of physical resources (air, noise, vibration, and surface water) are in and close the project areas will cause impacted from project activities

- Air and Noise Quality and Vibration - Hydrology and Surface Water b) Ecological Resources

The road maintenance activities could be small and short‐time impacted on ecological resources, due this road project is existing project and most of the road sites are pass paddy field, village gardens, and residential areas.

- Fauna and Flora (vegetation) - Protected Areas.

c) Socio Economic Resources

The transportation (road) is an essential element where human lives, having a direct influence on settlement patterns and economic development activities.transportation in Cambodia is divided into 4: water, land, air, and railtransport. The transport sector is identified as a national priority for reduction of poverty. Among many sectors it was explained that the infrastructure sector can strengthen links between rural and urban and between different regions of the country to promote economic growth and geographically balanced

development. Most of the poorest in Cambodia live in rural areas and their livelihoods deprived of access to information, markets, off‐farm employment, and social services. The Road Maintenance Project will be affected to socio economic, human resources, and community health within low rate and short time during maintenance stage and long time after maintenance stage.

- Population andz community (employment, economical activities, minority) - Land Use - Transportation - Cultural or heritage resources - Public health (local communities and workers) such as:transmitted disease,

un‐sanitation, HIV, UXO, Accidental release/traffic accident.

(3) The Activities of Environmental and Social Safeguard task have done during June, 2012 Therearesome of Cambodian regulations/guideline, and international policies/guidelines are relative to the environmental and social safeguards, was searching, reviewing and leaning such as:

Law on Protected Areas. MoE, 2008

Law on Environmental Protection and Natural Resources Management. MoE, 1996.

Sub‐decree No.42 ANRK.BK on air Pollution Control and Noise Disturbances. MoE, 2000

Sub‐decree No. 27 ANRK.BK on Water Pollution Control. MoE, 1999

Sub‐decree No: 72 ANRK. BK on Environmental Impact Assessment Process MoE 1999.

Law on Road Traffic. MPWT, 2007

PRAKAS No 06 PR.K, on Right‐of‐Way (ROW) in Cambodia on “Measures to Eliminate Anarchical Land Grabbing”. MPWT, 1999

PRAKAS No 307 on identification of Number for National and Provincial Road. MPWT, 2009, and international policies/guidelines

WB Operational Manual of Environmental Assessment 1999 revised 2012

WB Annex C ‐ Environmental Management Plan

The Safeguard Policy Statement, ADB, 2010

Environmental Assessment Guideline. ADB, 2003

Operation Manual Bank Policies (BP) on Safeguard Policy Statement. ADB, 2009. And also others relevant documents concerning to environmental and social for road construction and maintenance:

- Draft First Year Audit Report. RAMP‐MPWT, 2012 - Road maintenance National Road No 2. RAMP‐MPWT, 2011 - IEE Report on the Improvement Road No 56. ADB, 2009 - IEE Report on the Improvement of National Road No1, JICA, 2002 - State of Environmental Report.MOE, 2004.

2. Description of the existing Environment Condition

This point is describing the existing environmental resources of the subproject areas such as: environmental and social safeguard are setting in and rounding the subproject sites. The information, data, and documents collection are based on the field survey, primary and secondary data is conducted by Project Team of the Road Asset Management Project and also collaboration with concerning ministries, local authorities and communities of Royal Government of Cambodia (RGC) where the subprojects are located. Regarding existing documents and data collection and site visit on June, 2012 the aspect of existing environmental and social condition is looking to:

a) Physical Resources

Topography, Geology, and Soil

In Cambodia the geomorphic and topography is characterized by low middle and south portion and high west, north and east portion. Its middle and south region are plain part, and accounting for 3/4 of its total area. The Tonle Sap Basin and Mekong downstream area as center, ground elevation slowly raises from below 100m.The southwest Kravah Mountains run in trend northeast‐southeast, has elevation over 1500 m and the highest part country is Phnom Aural with elevation 1 813 m. The soil classification in Cambodia, in the there are five major landform of soil are classified in the following: (White et al, 1997)

- The soil is flooded for at least 3 months or longer by river or lake water

- The soil occurs on the sides of hills or mountains

- The soil occurs on a river levee or associated back‐slopes

- The landform occurs in an area of undulating topography

- The land form occurs in extensive flat areas.

The National road No 2 line is located in the southern part of Cambodia in Takeo province. The topography is general flat plane, with elevation slope step by step to south and reach toCambodia‐Vietnam Border. The most area is cover by rice field, farming, village gardens, and residential areas and there are small mountainousareas are near the road site such as: Phnom Den and Phnom Bayangkor Mountains. In the Takeo province as well as National Road No 2 area, the topography is plat and elevation is ranging from 10 to 20m. (ADB, TA 6251‐REG, 2006). The part of National Road N7 from Snuol district to Kratie province is located in Kratie province of the northeast of country. The topography is highland and mountainous area with the small flat plane areas and the most are cover by forest land, Land concession, farming, wet rice field, residential are along the road side, this area is high slope direct go to the Mekong River. Topography of National Road No 7 in Kratie province is an upland watershed of Mekong Basin Basin or Tonle of the Cambodia. This part is releasing sedimentation layer extensively distributed year to year from upstream areas by runoff and the sedimentary layer that covers into and around the basin (Lowland).

Climate, Temperature, and Rainfall

The Cambodia’s climate is dominated by monsoon in which know as tropical wet and dry season. The rainy or southwest monsoon season is from mid‐May to mid‐October, bringing in warm moist air from the Indian Ocean causing abundant rain. While the dry northeast monsoon starts in November and continues until April. Summer or pre‐monsoon season is from mid‐February to mid‐May. The hottest month is April. The Temperature in Cambodia had a small variation from annual average temperature around 28oC. There is maximum average temperature about 34oC, and minimum average was about 21oC. The rainy season occurs from May to October. The annual rainfall is normally 1,200 to 1,900 mm in the lowland area around Tonle Sap Lake and Mekong River Basin, is about 2,500 to 3,000 mm, in the western mountainous area and the eastern plateau, and is about 80% of rainfall occurs during the southwest season.

Air quality and Noise The Royal Government of Cambodia (RGC) established Ministry of Environment (MoE) following to Sub‐decree on Air Pollution Control and Noise Disturbance, the MoE is responsible to protect the environment Quality and public health from air pollutants and noise pollution through monitoring, curb and mitigation activities. The National Air and Noise Standard of the Cambodia are showing in tables below: Table 1: Ambient Air Quality Standard

Nº Parameter 1 Hour Average mg/m3

8 Hour Average mg/m3

8 Hour Average mg/m3

1 Year Average mg/m3

1 2 3 4 5

Carbon monoxide (CO) Nitrogen dioxide (NO2) Sulfur dioxide (SO2) O zone (O2) Lead (Pb)

40 0.3 0.5 0.2 ‐

20 ‐ ‐ ‐ ‐

‐ 0.1 0.3 ‐

0.005

‐ ‐ 0.1 ‐ ‐

6 Total Suspended Particulate (TSP) ‐ ‐ 0.33 0.1

Remark: This standard applied to evaluation of ambient air quality and to monitoring of air

pollution status. Standard method of analysis of ambient air quality are specified in guideline of ministry of environment.

Table 2: Gas Emission Standard of Mobile Sources

Nº Kind of Vehicle Kind of fuel

Level of emission

CO(%) HC(ppm) Dark fume %

A B A B ‐

1 Motorcycle contain

2chapter combustion

Petrol 4.5 4 10000 3000 ‐

2 Motorcycle contain

4 chapter combustion

Petrol 4.5 4 10000 2400 ‐

3 All kind of vehicles Petrol 4.5 4 10000 800 ‐

4 All kind of vehicles Diesel ‐ ‐ ‐ ‐ 50

Remark: This Standard applied to control of noise emission of mobile sources into atmosphere. A: Refer to all kind of vehicles used over 5 years as from year produce. B: Refer to all kind of vehicles are new importation in first 5 years as from year produced. Table 3: Vehicle of noise in public and residential area maximum permitted noise level

Nº Category of vehicle Maximum noise level permitted

(dB(A))

1 Motorcycles, cylinder capacity (CC) of the engine does not exceed 125cm3

85

2 Motorcycles, CC of the engine exceeds 125cm 90

3 Motorize tricycles 90

4 Cars, taxi, passenger vehicle for the carriage of not more than 12 passengers

80

5 Passenger vehicle constructed for carriage of more than 12 passengers

85

6 Truck permitted maximum weight does not exceed 3.5 tones 85

7 Truck permitted maximum weight does not exceed 3.5 tones 88

8 Truck engine is more than 150 KW 89

9 Tractor or any other truck not elsewhere classified of described in this column of the table

91

Remark: This standard is applied to control of noise emission standard for all kind of vehicle

when operating on the public road. Table 4: Maximum permitted noise level in public and residential area (dB(A))

Nº Area Period of time

From 6h AM to 18h

From 18h to 22h

from 22h to 6hAM

1 Quiet areas ‐ Hospitals ‐ Libraries ‐ School ‐ Kindergarten

45 40 35

2 Residential area: ‐ Hotels ‐ Administration offices ‐ House

60 50 45

3 Commercial and service areas and mix

70 65 50

4 Small industrial factories intermingling in residential areas

75 70 50

Remark: This standard is applied to control of noise level of any source of activity that emitted noise into the public and residential areas.

Table 5: Sulfur and Lead Standard Permitted to Fuel and other combustion substances

Nº Combustion Substance Sulfur (S) Lead (Pb)

1 Dark fuel 1.0%

2 Diesel 0.2%

3 Petrol ‐ 0.15g/l

4 Coal 1.5%

Remark: This standard applied to control of sulfur, lead and hydrocarbon that permitted to fuel and coal Currently Air and Noise Qualityin urban areas, there is a growing concern regarding increasingly poor air quality in Cambodia. Increased air pollution may be linked to the increase in the number of vehicles and industry. But in the subproject site the air quality is good due to these areas are located in rural areas and not industries are near the sites. There is not data on air quality on the subproject areas it is evident that very little air pollution occurs on the subproject sites. Regarding to field investigation in project sites, the noise levels on the subproject sites are minimal. As good air quality and noise levels for rural areas in Cambodia and there is not data on noise levels too

on the subproject areas. Both resources air quality and noise levels in subprojects areas National Road No 2 in Takeo province and National Road No 7 in Kratie province. There is no available data or study was conducted for air and noise quality on the National Road No 2, have been found. The result of the air quality and noise disturbance level is conducted in two main points in Kampot province on the National Road No 31 and No 33 is near the National Road No2 such as: in KampotKrong and inTani market, Angkor Chey and TeukChhour district, Kampot province. The analysis of the air quality and noise level was conducted by the Environmental Quality Research and Laboratory Office, Department of Environmental Pollution Control, MoE. As result, there are showing that air the quality in these areas are seem to be good quality. The result show in Table 6 below.

Table 6: Air quality analysis result near project area (Kampot province)

N Parameter Unit Result Standard

(1) Tani Market, Tani Commune, Angkor Chey District, Kampot. (on National Road No 31)

1 Carbon Monoxide (CO) mg/m3 N 0.30 20

2 Nitrogen Oxide (NO2) mg/m3 N 0.013 0.1

3 Sulfur Dioxide (SO2) mg/m3 N 0.010 0.3

4 Total Suspended Particles (TSP) mg/m3 N 0.028 0.33

(2) TrapaengSangker Commune, TeukChhour District, Kampot. (on National Road No 33)

1 Carbon Monoxide (CO) mg/m3 N 0.43 20

2 Nitrogen Oxide (NO2) mg/m3 N 0.018 0.1

3 Sulfur Dioxide (SO2) mg/m3 N 0.010 0.3

4 Total Suspended Particles (TSP) mg/m3 N 0.036 0.33

Source: MoE, August 2010.

Hydrology and Surface Water Hydrology and Surface water within the project areas as a part of National Road No 2 is mostly depend on/from Bassac River and run‐off from rainfall by passing through many rivers, streams, and existing canals. There is existing both natural and manmade canal, river and steam, pond or well. In the raining season, these sources of water are used for agricultural purposes including rice cultivation, farms and plantations, scattered around the houses of local residents. In the dry season, there is very limited water available. The hydrology of the subproject area of National Road No 7 is depended on Mekong River flow and the water bodies such as river (Preak), streams, and rain‐off. In Cambodia the project area is located in upland area, generally with high slope reach to Mekong River Basin. During raining seasonthis are has more rainfall than lowland, and water flow or rain‐off flows directly into floodplain of Mekong River basin and Mekong River thought rivers (Preak), streams, and existing canals. In wet season from May to November, the flow in the Mekong River is risen in the normal height from 0.25 to 0.5 m per day. When the water level is at the height of 21 m, the river flow is 4272 m3/sec with its average velocity 2.6 m/sec. The rainfalls are mainly fallen in August and September. The annual rainfall is ranged from 1500 to 2000mm. (The Greater Mekong Sub‐region Flood and Drought Risk Management and Mitigation Project, MRC‐ADB, 2010). b) Ecological resources

Protected areas, Fauna and Flora The nation’s protected areas are extensive, covering over 47,083km2 which represents some 26% of the total land area. Cambodia protected areas system include 7 national parks (742,250 ha), 10 wildlife

sanctuaries (2,030,000ha), 3 protected landscape (9,700 ha), 3 multiple use areas (403,950 ha), 6 protection forests (1.350,000 ha), and 8 fish sanctuaries (23,544 ha). In 1969, some national parks were created and designated as protected areas. 1993, the Royal Decree entitled “The Creation and Designation of Protected Areas” under mandate of Ministry of Environment. A map of the protected areas of Cambodia is available below. Protected Areas Map of Cambodia

Source: The Atlas of Cambodia, 2008 In the National Road No 2 of Takeo province, there are not protected areas is near the project site, only 02 protected areas namelyKep and Bokor national parks is far from NR No 2 is about 80 to 90km form NR No 2. There are not sensitive resources as forest and wildlife in this area, most area is covered by rice field, farms, small natural vegetation, village gardens and residential area. The NR No 7 is richest of natural resources than NR No 2 is located in the upland area of Cambodia, where have value ecological resources as tropical forest and wildlife species. During field observation of NR No 7 and discuss with official of Snuol protected area, near the project site of NR No 7: There is Snuol Wildlife Sanctuary is located on the NR No 67 about 13 km from NR No 7 is responsible by Ministry of Environment, and the Forest Land Area is located near and along to NR No7 in Snuol district is responsible by Forest Administrative. But both side of National Road No 7 is community developed area rice filed, farming, residential and economic land concession area. So forest resources and forest land in this area was degrading year to year.

Appendix 4: Sample Weekly Reports

RoughtonInternational,Ltd.,inassociationwithPPIC

Road Asset Management Project, MPWT Weekly Report, 2012 Implementation Advisor Services

Our ref: RAMP/IAS/AS/WR/001 Week ending: 8th June, 2012

Weekly Report No. 1 A. Key Topics and Events This Week No. Date Topic Result 1 Mon 4th June Kick Off Meeting with MPWT & Development Partners

Completed

2 Tues 5th June Signing of confirmed Contract with Phnom Penh International Consultant (PPIC)

Completed

3 Weds 6th June Meeting at TRC to discuss NR2 & NR7 procurement

Ongoing

4 Thurs 7th June Site Visit NR2; Meeting with Provincial DPWT

Completed

5 Fri 8th June Wrap‐up Meeting with MPWT & Development Partners

Completed

B. Road Asset Management and Capacity Development No. Main Activities & Contributions 1 Collating bid documents, PIP, contracts, reports on capacity development, etc. 2 National Road 2, Section 1: Site visit and commencement of Bid Docs updating for ADB

compliance & estimate of additional time‐related road repairs

3 National Road 7, Section 3: Discussions with TRC on preparation of BOQ, cost estimate and drawings for completion end June 2012. Meeting arranged with IPA – CKP for the following Monday. Site visit of NR 7 arranged for the following Tuesday

C. Matters of Note No. Subject 1 Need to confirm with MPWT: discrete project office only or ongoing branch office,

advance payment status and agreeing team’s use of office space in MPWT building

2 Need to confirm locations and interventions for civil works on NR 2 and NR 7

3 The amount and nature of RDCMU resourcing needs review – funding, staff selection & training, assuring robust equipment and systems operation; feasible operational plan

4 POC decision in the balance and directly affecting approx. 75 RAMP personnel

5 Long procurement lead times as well as status & monitoring of funds disbursement

Kind regards Alan Sullivan Team Leader, RAMP Implementation Advisor




Weekly Report No. 2 A. Key Topics and Events This Week No. Date Topic Result 1 Mon11th June Meeting IPA – Charles Kendall & Partners;

obtained partial survey data for NR7 from TRC

Completed Ongoing

2 Tues 12th June Site visit to National Road 7 with TRC

Completed

3 Weds 13th June Team working in allocated MPWT office space Review of CVs, replacement Fin. Management Specialist

Completed Ongoing

4 Thurs 14th June TRC commence preparation of BOQ & Drgs for NR7

Ongoing

5 Fri 15th June NR7 BOQ & Drgs completion scheduled with end date 26th June

Under review

B. Road Asset Management and Capacity Development No. Main Activities & Contributions 1 Initial checks of NR7 survey data in consultation with TRC 2 Preparation of ADB Bid Docs for NR2, Section 1 proceeding to schedule

3 Development of MPWT Employee Satisfaction Survey form , especially for 75 POC staff

C. Matters of Note No. Subject 1 WB procurement period of 5 months anticipated for NR7. Procurement time needs to be

minimized in view of loan closure date

2 WB letter dated June 5th querying Training Program details needs answering

3 Start date for Capacity Development Specialist needs to be confirmed

4 Close monitoring of NR7 BOQ and drawings production is needed to achieve completion date of 26th June, prior to finalizing Engineer’s Estimate and forwarding to the IPA‐ CKP

5 RDCMU seems to deserve more resources to make it succeed




Our ref: RAMP/IAS/AS/WR/003 Week ending: 22nd June, 2012

Weekly Report No. 3 A. Key Topics and Events This Week No. Date Topic Result 1 Mon 18th June Public holiday; Developed “MPWT Strategic Review” Completed

2 Tues 19th June PPIC meeting; health check‐up for Work Permit

Completed

3 Weds 20th June Meeting with PD with draft ADB contract docs NR2 Contact with VicRoads on Training Program

Nearing completion

4 Thurs 21st June Assimilate Training Program; Visa applications

Ongoing

5 Fri 22nd June Assimilate Training Program; start Inception Report

Ongoing

B. Road Asset Management and Capacity Development No. Main Activities & Contributions 1 NR2, Section 1, ADB Contract Docs complete; IFB/ Procurement Notice drafted 2 BOQ and Drawings for NR7 Section 3, 50% complete

3 Developed MPWT Strategic Review to help clarify gaps and strategies to assist MPWT to

further pursue MPWT’s mandate

4 Developed Skills Development Questionnaire for MPWT employees, especially POC, to complement VicRoads work and provide information at “office” and individual level

5 MPWT’s HR and Training Program being assimilated for implementation

C. Matters of Note No. Subject 1 Visa extension for Highway Engineer and Work Permit for TL with MPWT support 2 MPWT’s Training Program unclear at “office” and individual level. Office heads seem to

be unaware of how many people are to be trained or who has been identified for training

3 More information has been sought from MPWT’s Training Program Consultant, and some important queries remain unanswered as yet and IA may need to appraise needs

4 Meeting agreed with TRC on 26th June to finalise BOQ, Drawings and Engineer’s Estimate 5 NRSC’s Quarterly Report 1 on Road Safety Campaign needs to go to ADB




Weekly Report No. 4 A. Key Topics and Events This Week No. Date Topic Result 1 Mon 25th June Interviewed FM Specialist with Accounts Department Completed

2 Tues 26th June NR7 Docs ‐ meet TRC on Drawings, BOQ Ongoing

3 Weds 27th June Meeting with PD; Training Plan – assist with WB queries Completed

4 Thurs 28th June NR 7 data review; Inception Report drafting

Ongoing

5 Fri 29th June Meeting with PD; assistance with ICT procurement Completed

B. Road Asset Management and Capacity Development No. Main Activities & Contributions 1 Assessed Accounting Department’s needs for assistance with QuickBooks, etc. 2 Assisted PD to resolve Training Plan queries from WB

3 National Road 7 – Liaison with TRC on Drawings and BOQ production

4 Initial review of NRSC QPR on Road Safety

5 Assisted PD with finalizing ICT procurement with IPA‐CKP

C. Matters of Note No. Subject 1 MPWT’s macro‐Training PROGRAM needs translation to a workable Training PLAN 2 Capacity Development Specialist input held back pending WB no‐objection to the

Training Program

3 Need to resolve Contract Budget shortfall. (Clause 5.3 Contract Negotiations).

4 Meeting scheduled 9am Monday for meeting with FMS candidate Somalina Chea 5 Accounting & Finance Department need QuickBooks Upgrade and training
