Grant Assistance Report. Proposed Grant Assistance. Kingdom of Cambodia: Women s Development Centers

Transcription

1 Grant Assistance Report Project Number: November 2005 Proposed Grant Assistance Kingdom of Cambodia: Women s Development Centers (Financed by the Japan Fund for Poverty Reduction)

2 CURRENCY EQUIVALENTS (as of 30 September 2005) Currency Unit - riel (KR) KR1.00 = $ $1.00 = KR4,119.5 ABBREVIATIONS ADB Asian Development Bank JFPR Japan Fund for Poverty Reduction JICA Japan International Cooperation Agency MOWA Ministry of Women s Affairs NGO nongovernment organization PCU project coordination unit PDWA provincial department of women s affairs SME small and medium enterprise UNDP United Nations Development Programme WDC women s development center WID women in development NOTES (i) (ii) The fiscal year of the Government of Cambodia end on 31 December. In this report, $ refers to US dollars. Vice President L. Jin, Operations Group 1 Director General R. Nag, Mekong Department Director S. Lateef, Social Sectors Division Team leader Team members J. Hakim, Urban Development Specialist, Mekong Department A. Jain, Social Sector Specialist, Mekong Department L. Pascual, Assistant Project Analyst, Mekong Department

3 103o00'E 107o00'E CAMBODIA LAO PEOPLE'S DEMOCRATIC REPUBLIC WOMEN'S DEVELOPMENT CENTERS ODDAR MEANCHEY Samrong Siem Pang Cheom Ksan RATANAKIRI o 14 00'N BANTEAY MEANCHEY Poipet THAILAND Tbeng Meanchey SIEM REAP Sisophon STUNG TRENG o 14 00'N Banlung PREAH VIHEAR Lumphat Stung Treng Mongkol Borey Siem Reap Tonle Sap BATTAMBANG KOMPONG THOM MONDULKIRI Sandan Kratie Krakor Pursat Prek Kak Chhlong Snuol Sdok KOMPONG CHAM Kompong Cham Phuni Tonle Bet Gulf of Thailand Memot Krek Koh Kong KOH KONG Project Area KOMPONG SPEU Kompong Speu PHNOM PENH Prey Veng Takmau KANDAL Sre Ambel National Capital o 11 00'N Sen Monorom Sre Khtum PURSAT Kompong Chhnang KOMPONG CHHNANG NAM KRATIE Sambor Kompong Thom Moung Roessei VIET Meko Pailin ng R. Battambang PAILIN Angtassom Kaaong Provincial Capital SIHANOUKVILLE Railway Kampot Kep Kilometers Svay Rieng. Other Road 0 cr Sihanoukville SVAY RIENG ssa Tani Veal Renh National Road Takeo TAKEO KAMPOT Kompong Trabek Ba City/Town PREY VENG N Tuk Meas KEP Mekong R. River Provincial Boundary International Boundary HR South China Sea Boundaries are not necessarily authoritative. 103o00'E 107o00'E o 11 00'N

4 I. Basic Data Name of Proposed Activity Country JAPAN FUND FOR POVERTY REDUCTION (JFPR) JFPR Grant Proposal Women s Development Centers Project Cambodia Grant Amount Requested $1,800,000 Regional Grant Yes / No Grant Type Project / Capacity building II. Grant Development Objectives and Expected Key Performance Indicators Grant Development Objectives: The project goal is to reduce poverty by increasing access to services that support women s social and economic empowerment. The development objectives are to (i) facilitate human development for poor women through life-skill training and advocacy support; (ii) develop and support micro- and small entrepreneurship by providing adequate information, facilitating access to credit, and enabling links to various organizations and resources; and (iii) build capacity of institutions that promote woman-friendly entrepreneurial environments. Expected Key Performance Indicators: 1. Direct benefits to about 3,000 poor women through life and entrepreneurial skill programs 2. Indirect benefits to about 12,000 household members from improved women s skills and income; multiplier effect arising from micro- and small entrepreneurial activities 3. Improved capacity of about 100 staff members of provincial departments of women s affairs (PDWAs), 40 staff members of the Ministry of Women s Affairs (MOWA), and 20 existing women in development (WID) center staff members to deliver better services and facilitate a conducive business environment for women entrepreneurs 4. Development of one women s development center (WDC) and upgrading of an existing WID center into a WDC. WDCs will be one-stop centers providing life skills, advocacy support, and entrepreneurial training for women s empowerment. III. Grant Categories of Expenditure, Amounts, and Percentage of Expenditures Amount of Grant Allocated in Percentage of Category $ Expenditures Civil Works 421, Equipment, Furniture, and Furnishing 247, Goods and Consumable Supplies 93, Training, Workshops, and Seminars 157, Consultancy Services 261, NGO Inputs 200, Project Management 240, Contingency 180, Total (Grant-financed) 1,800, Government and Civil Society Contributions 400,000 Total Project Cost 2,200,000 Incremental Cost (ADB costs) 60,000

5 2 JAPAN FUND FOR POVERTY REDUCTION JFPR Grant Proposal Background Information A. Other Data Date of Submission of Application 19 August 2005 Project Officer J. Hakim, Urban Development Specialist Project Officer s Division, , Mekong Department, Social Sectors Division (MKSS), Phone jhakim@adb.org Tel Other Staff Who Will Need Access to Xiaoyan Ye Edit/Review the Report Sector Multisector, education Subsector Nonformal education Themes Gender and development, inclusive social development Subtheme gender equity in opportunities, human development Targeting classification Targeted intervention Name of Associated ADB-Financed Loan 2129-CAM: Small and Medium Enterprise Operation Development Program Executing Agency Grant Implementing Agencies Ministry of Women s Affairs Directorate General of Technical Affairs Ministry of Women s Affairs Ms. Sok Chan Chhorvy, Deputy Director General Bid Preah Norodom, Khan Daun Penh Phnom Penh, Cambodia (855-23) chhorvy@online.com.kh B. Details of the Proposed Grant 1. Description of the Components, Monitorable Deliverables/Outcomes, and Implementation Timetable Component A Component Name Cost ($) Component Description Monitorable Deliverables/Outputs Implementation of Major Activities: Number of months for grant activities WDC Facility Development and Upgrading 471,000 (excluding contingencies) This component includes developing a new building facility at Siem Reap and upgrading the existing WID center at Kampong Chhnang. The buildings are each estimated at around 1,500 square meters (sqm) and will be designed to reflect the uniqueness of the locality as well as its function. The buildings will be provided with the equipment and facilities needed for WDC activities. These pilot facilities will directly help develop WDCs. MOWA verified that there will be no resettlement as the location in Siem Reap is Governmentowned and vacant, and the location at Kampong Chhnang houses women s activities and has no squatters. 1. WDC building facility (1,500 sqm) at Siem Reap, provided with the necessary office, training, and support equipment 2. Upgrading of an existing WID center (900 sqm) in Kampong Chhnang into a 1,500 sqm WDC facility, with the necessary office, training, and support equipment 1. Design and programming of WDC facilities within 3 months of implementation 2. Construction of facilities within 9 months of implementation 3. Procurement of WDC equipment and supplies 4. Startup and operation within 1 year of project implementation

6 3 Component B Component Name Cost ($) Component Description Monitorable Deliverables/Outputs Implementation of Major Activities: Number of months for grant activities Component C Component Name Cost ($) Component Description Life Skills and Advocacy Support 216,000 (excluding contingencies) This component will provide life skills and advocacy support for poor women to instill in them confidence and dignity, and improve their ability to meet their needs at home, at work, and in their community. It will include (i) counseling and support for sociocultural empowerment, such as functional literacy, life skills, and formation of mutual support groups; (ii) advocacy for women s rights and legal literacy; (iii) outreach programs and awareness campaigns for reproductive health education, family planning, food security and nutrition, hygiene, sanitation, and other needs-based programs; and (iv) parenting skills and provision of daycare facilities for children. Health information and awareness and life-skill programs will promote women s socioeconomic development, and complement and reinforce training and other programs for women s economic empowerment and entrepreneurship. Life-skill programs at the WDC will combine teaching methods such as working in groups, brainstorming, role-playing, story telling, debating, and participating in discussions and audiovisual activities. As women become increasingly economically independent, domestic violence and other forms of abuse are expected to increase. The services will therefore provide the support, counseling, and referral needed to ensure a woman-friendly environment. A review of existing module packages developed by various development partners will be reviewed and used where appropriate. 1. Acquired counseling support for about 1,000 women 2. Acquired knowledge of individual rights and advocacy support for 3,000 women 3. Acquired awareness for good sanitation and hygiene for 12,000 beneficiaries through outreach programs 4. Daycare facilities for about 50 children 1. Counseling support program in place within 6 months of project implementation through selected nongovernment agencies (NGOs) 2. Advocacy support program, through selected NGOs 3. Outreach programs and awareness campaigns, in place within 6 months of project implementation, through selected NGOs 4. Training of trainers, within 3 months of project implementation Micro- and Small Enterprise Development and Support 572,500 (excluding contingencies) The main activities will consist of (i) entrepreneurial training, microenterprise development training, and possibly retraining for former garment factory workers; (ii) providing an information resource center that serves as a referral for micro- and small enterprise development; (iii) business and technical support, such as provision of common facility and/or business incubator units and equipment; intermediary services linking the center with provincial departments to secure common licensing for business startups; social and financial intermediation; and partnering with NGOs and government agencies to provide information on product development, design, procurement, and marketing; and (iv) upgrading of existing skills and knowledge. Selection criteria for trainees will be further specified during the project inception.

7 4 Monitorable Deliverables/Outputs Implementation of Major Activities: Number of months for grant activities Component D Component Name Cost ($) Component Description Monitorable Deliverables/Outputs Implementation of Major Activities: Number of months for grant activities However, general selection criteria will include income and/or poverty level, need for assistance, potential development, and commitment. 1. Acquired entrepreneurial skills in micro- and small enterprise development for 3,000 women, including equipment 2. Provision of a facility for business resources and information, to include a business startup referral service 1. Entrepreneurial skill training program within 6 months of project implementation 2. Establishment of a business resource center within 2 months of project implementation, through selected NGOs 3. Training of trainers, within 2 months of project implementation, through selected NGOs Capacity Building and Project Management Support 360,000 (excluding contingencies) This component will support (i) capacity of MOWA and PDWA to facilitate dynamic partnerships with government agencies; (ii) overall project management, reporting, coordination, and monitoring and evaluation of project benefits; (iii) a poverty impact assessment by an independent consultant or research institute to be completed 1 month before project completion; (iv) dissemination of experience through various media and facilitation of stakeholder workshops; and (v) policy dialogue between the Government and civil society on the importance of gender mainstreaming in participatory economic development. WDC management capacitybuilding needs will be assessed during the initial stages of project implementation. This will entail, among other activities, a review of staff capabilities, identification of the required expertise to manage the center, and assurance of the availability of adequate, qualified staff. 1. Improved capacity of 100 PDWA and 40 MOWA staff members to deliver services to women through workshops and training 2. Improved capacity of 20 WDC staff members to plan and implement, monitor, and evaluate WDC activities 3. Poverty impact assessment 1. Capacity improvements will be done throughout the project cycle 2. A poverty impact assessment will be done at midterm and toward the end of the project 3. Workshops at inception, midterm, and project completion 4. A baseline survey done during project inception 2. Financing Plan for Proposed Grant to be Supported by JFPR Financier Amount ($) JFPR 1,800,000 Government 360,500 Civil Society 39,500 Total 2,200,000

8 5 3. Genesis In May 2004, the Government requested assistance from the Asian Development Bank (ADB) to prepare, through the Japan Fund for Poverty Reduction (JFPR), an innovative project to empower women socially and economically and improve their well-being. The request was based on findings of the International Labour Organization (ILO), United Nations Development Programme (UNDP), and ADB technical assistance, 1 which strongly recommended providing pilot facilities to empower women. This was in line with the Government s Rectangular Strategy for Growth, Employment, Equity, and Efficiency (2004), which recognizes that women are the backbone of the economy and society, puts high priority on the role and social status of women and on changing societal attitudes that discriminate against women, and ensures the right of women to actively participate in nation building. The Neary Rattanak II, a 5-year strategic plan to enhance women s participation in economic development and to establish WID centers in seven provinces, manifests the Government s ideals. The idea of upgrading WIDs into WDCs was the next step in realizing these ideals. A fact-finding mission visited Cambodia on April 2005 to design, together with MOWA officials, a detailed proposal within the JFPR framework and to reach a broad agreement with the Government on the project scope, design, and cost estimates. 4. Innovation Despite their active involvement in economic and income-generating activities, women face a limited range of choices as cultural values segregate them into certain occupations. Women s involvement is mostly in the informal sector and low-productivity agriculture, and little in the wage-earning formal sector. For women to participate in the formal sector and benefit from the increased importance and attention being paid to micro- and small enterprises, they must develop a market orientation in their economic and income-generating choices. Women must be able to access capital and legal resources. Programs and facilities that support these needs are fragmented and unrelated. The WDC is envisioned as a one-stop woman-friendly facility that provides support beyond traditional skill training. It will provide sociocultural support, market-oriented skill training, and links to markets and capital. The WDC will combine skill training, outreach programs, and advocacy, which will be supported by institutional changes in the policy environment as well as capacity building for key stakeholders. The WDC will introduce an integrated approach to market-responsive job skills and business development training with socioeconomic development of women by piloting (i) the transformation of an existing WID center to a WDC, and (ii) the development of a new WDC. 5. Sustainability A principal challenge that will face the WDC upon project completion is the availability of funding and other resources to sustain its activities, particularly for facility management and various life skill and training programs, identification and retention of qualified trainers, and development of demand-driven programs for women s development. MOWA assured the mission that its long-term strategy was to develop autonomous WDCs that would rely on their own revenue streams to finance their operations. This will require (i) a fee-for service approach, (ii) aggressive marketing of WDC products and services, and (iii) partnerships with external funding agencies and NGOs. Long-term sustainability will therefore require quality leadership of WDCs, gradual transformation of WDCs from publicly funded entities to more autonomous units, continuous capacity building, facilitation of a conducive business environment, and changes in attitudes toward women in competitive business environments. Abrupt change cannot be expected in the short term, but efforts will be maintained throughout the project to enable these changes to take place. 6. Participatory Approach The Project is designed to seek inputs from and incorporate local knowledge of community groups where WDCs will be sited. The centers will allow women of various ethnic groups to improve their socioeconomic conditions while also acknowledging their diverse cultural needs. The status of NGOs and community groups will be reviewed during project inception to ensure that their resources will complement the Project s needs. Tapping into experiences of NGOs and introducing participatory 1 ADB Technical Assistance to the Kingdom of Cambodia for Sustainable Employment for Poor Women. Manila.

9 6 methods into design and implementation through consultations, community meetings, and workshops will encourage broad participation from beneficiaries. Representatives of village and women s associations and communities will be consulted to gauge their interest, concerns, suggestions, and commitment to ensure project ownership and involvement in project design and implementation, during which the Project will ensure continuous dialogue and consultation. Primary Beneficiaries and Other Affected Groups and Relevant Description 1. Women (particularly poor women). Women, who are active in the informal sector, have huge development potential. The Project will directly provide life skills, advocacy, and entrepreneurship skill training to about 3,000 women in the two WDCs. List Other Key Stakeholders and Brief Description 1. MOWA, PDWA, and provincial department staff members will be trained, and their capacities to deliver strengthened through workshop and training opportunities. 2. NGOs will implement various life skill training and advocacy, as well as the entrepreneurship skill components. 3. Development partners, including UNDP and Japan International Cooperation Agency (JICA), have been consulted to explore possibilities for cooperation. 4. About 12,000 household members will benefit from improved skills and income generated by women entrepreneurs. 7. Coordination The Project is one of several initiatives being developed by external funding agencies to economically empower women. Together the initiatives will strengthen women s participation in economic development, enhancing women s capacity to generate income, improve their livelihoods, and reduce their vulnerability to poverty. The mission met with representatives of UNDP and JICA to exchange information on the development of WID centers, discuss possible areas of cooperation and coordination, and ensure that project activities complement, and do not duplicate, efforts of other development partners. It was understood that UNDP plans to develop the Kampong Speu WID center within the context of local economic development, support for creation of business associations, and development of an operational framework for WDCs. JICA expressed its commitment to support the Kampong Cham WID center using a similar approach to empowering women. However, it is not clear when the project will be implemented, and JICA has expressed its interest in learning from the JFPR experience. During both meetings, the mission welcomed the idea that donor coordination and harmonization will provide not only the sharing of experiences and lessons learned but also some leverage to introduce the needed policy dialogue and change with the Government. The Project will coordinate its activities closely with the Embassy of Japan, which has plans to build several WDCs. 8. Detailed Cost Table Please refer to Appendix 1 for the fund flow arrangement, Appendix 2 for the summary cost table, and Appendix 3 for detailed cost estimates. C. Linkage to ADB Strategy and ADB-Financed Operations 1. Linkage to ADB Strategy Document Cambodia Country Strategy and Program (CSP) Document Number Date of Last Discussion Objectives Sec M January 2005 The CSP focuses on three priority areas: broadbased economic development, inclusive social development, and good governance. The Project will focus on gender and entrepreneurial development.

10 7 2. Linkage to Specific ADB-Financed Operation The Project will be linked to ADB Loan 2129-CAM: Small and Medium Enterprise (SME) Development Program, which was approved 14 December Both the Project and the SME development loan will deal with small-enterprise development. However, although the loan refers to the importance of women entrepreneur concerns in policy making, the inclusion of MOWA as a member of the National SME Subcommittee, and the assurance that data collected by the National Institute of Statistics on SME are gender-disaggregated, it does not specifically address or support activities of women entrepreneurs. The Project will therefore emphasize women as participants and stakeholders in entrepreneurial activities and at the same time use the SME framework as recommended by the loan program. Project Name Project Number Small and Medium Enterprise (SME) Development Program Loan 2129-CAM Date of Board Approval 23 November 2004 Loan Amount ($ million) Development Objective of Abovementioned Project The overall objective is to lay the foundation to develop a business environment conducive to sustainable economic growth and poverty reduction. This objective will be achieved by (i) establishing an SME development framework, (ii) implementing reforms of governance and business relations, and (iii) improving SME access to finance. The Program s emphasis on the need to reduce the costs of doing business can be achieved with close coordination among key Government agencies. The Program also includes several policy actions to improve SME s access to finance, mostly to reduce risks associated with the lending environment. 4. Main Components of the Project No. Component Name Brief Description 1. Establishment of an SME development framework 2. Governance and regulatory reform 3. Enhancement of SME access to finance 1.1 Development of a long-term strategic framework for SME development 1.2 Design of an institutional framework to seek better policy coordination among key Government agencies 1.3 Promotion of public-private partnerships 2.1 Improvements in business registration 2.2 Reform of business licensing 3.1 Creation of simplified accounts better suited to SME needs and capabilities 3.2 Development of a leasing framework as a potential financing source for SMEs 3.3. Establishment of a credit information system for the banking subsector 5. Rationale for Grant Funding versus ADB Lending Both the Project and the SME development loan will deal with small-enterprise development. However, although the loan refers to the importance of women entrepreneur concerns in policy making, the inclusion of MOWA as a member of the National SME Subcommittee, and the assurance that data collected by the National Institute of Statistics on SME are gender-disaggregated, it does not specifically address and/or support activities of women as entrepreneurs. The Project will therefore emphasize women as participants and stakeholders in entrepreneurial activities. The development and upgrading of WDC facilities along with the training and support provided under the Project will complement policy changes and reforms implemented under the loan to the benefit of women entrepreneurs. The pilot project is envisioned to be replicated and scaled up if proven successful.

11 8 D. Implementation of the Proposed Grant 1. Implementing Agencies 2. Procurement 3. Consultancy Directorate General of Technical Affairs, MOWA, will be the main Implementing Agency. A project coordination unit (PCU) will be established and headed by a full-time coordinating officer to be appointed by MOWA. The PCU will be responsible for day-to-day coordination and monitoring of project activities, facilitating policy workshops, coordinating with various government agencies, and civil society, and preparing periodic progress and financial reports. Project implementation units (PIUs) will be set up in Siem Reap and Kampong Chhnang. Each will be headed by a full-time manager and have technical and administrative staff as needed. A full-time domestic consultant will manage day-to-day project activities. Any procurement under the Project will be conducted according to ADB s Guidelines for Procurement. Contract packages costing up to $10,000 will be awarded by the PCU, while those above $10,000 will need prior clearance from ADB. In accordance with ADB s Guidelines on the Use of Consultants, the Ministry of Women s Affairs will recruit consultants, who will help implement, manage, and monitor the progress of the JFPR grant. In accordance with ADB s Guidelines on the Use of Consultants, the PCU will recruit local NGOs and consultants. 4. Project Duration and Completion About 24 person-months of intermittent services from an individual consultant with project experience, and two fulltime domestic consultants will be engaged to help PIUs manage the project activities. Implementation arrangements are in Appendix Risks Affecting Grant Implementation Lack of commitment from beneficiaries and stakeholders The Project will be for 4 years. Contingent upon approval by the Government of Japan, the Project is expected to be implemented from the end of 2005 until the end of Type of Risk Brief Description Measure to Mitigate the Risk Stakeholder commitment is imperative to fulfill the objectives and achieve a sense of ownership. Project objectives, activities, and impacts will be communicated early. Stakeholder consultations and community meetings should allow sufficient inputs to project design. Improper selection of beneficiaries Targeting poor women with the entrepreneurial potentials is key to achieve the desired socioeconomic impact. Acceptance of women trainees will be based on sound selection criteria. Detailed criteria will be further developed by MOWA and

12 9 Lack of leadership Trainers lack of capability Lack of managerial and technical capacity of counterpart staff Leadership with an open mind is essential for sound management and creative development of WDCs. Current WID trainers have, despite the dedication, low levels of education. Strong leadership is imperative to the center s development. Lack of capacity of counterpart staff members has been a significant obstacle to project success as they are key project implementers. PCU, based on the candidate s poverty, need for assistance, and potential for development. MOWA will provide capable counterparts and managers to implement the project and manage WDCs. Upgrading of trainers and training for trainers will be emphasized to ensure adequate capacity of WDCs. MOWA requested a capacitybuilding training program for its staff during the initial stage of and throughout project implementation. 3. Incremental ADB Costs An application may include a request for financing of incremental costs of up to 5% of the grant amount related to implementing the grant under exceptional circumstances; that is, the grant is unusually complex and would require additional resources beyond those provided by the regular administration budget. The additional resources may be needed to facilitate community participation or NGO collaboration or hiring consultants. Component Amount requested $60,000 Incremental Bank Cost Justification Type of work to be rendered by ADB The grant implementation manual (GIM) must be written, the design details finalized, and implementation monitored and evaluated. Full mission travel and a staff consultant will be required for inception, midterm, and project completion reviews. Regular review missions will add 2 or 3 days incremental costs attached to other missions. Workshops and/or seminars during inception, preparation of the GIM, mission reviews, review of reports submitted by the Project, and engagement of specialists/consultants 4. Monitoring and Evaluation By project completion, about 3,000 women are expected to directly benefit from the training and support program; 12,000 more household members to indirectly benefit from improved women s incomes; communities around WDCs to benefit from outreach programs; the capacity of WDC and provincial departments to deliver services strengthened; and WDC facilities to be constructed. These outcomes will greatly reduce poverty. Pre- and post-project conditions will be monitored through socioeconomic indicators, including income, employment, and health status. Data will be collected through a baseline survey following project inception and poverty impact assessments during the midterm review and toward project completion. The consultant will conduct interviews and focus-group discussions. Through project benefit monitoring and evaluation, links will be made between project outputs (physical infrastructure improvements, acquired skills, improved capacities, and strengthened partnerships), and their impacts on living conditions and the well-being of the project beneficiaries. The Project will be required to submit to ADB (i) quarterly project progress reports; (ii) annual audited project accounts, by an independent auditor, within 6 months of each fiscal year; and (iii) an

13 10 implementation completion memorandum within 3 months of project completion. A project impact assessment will be carried out by an individual domestic consultant at midterm and within 1 month of project completion. Key Performance Indicator Direct benefits to about 3,000 poor women through socioeconomic empowerment from life skills entrepreneurial skill programs a woman-friendly business environment Indirect benefits to about 12,000 household members through improved women s skills and income Indirect benefits to communities around WDCs through outreach programs in health and sanitation multiplier effect arising from microand small entrepreneurial activities Improved capacity of about 20 WDC, 100 PDWA, and 40 MOWA staff members to deliver better services and facilitate a conducive environment for women entrepreneurs Development of a WDC in Siem Reap, which will be a one-stop center providing life skills and entrepreneurial training to empower women Upgrading of an existing WID center into a WDC, which will be a one-stop center providing life skills and entrepreneurial training to empower women Reporting Mechanism Progress reports Mission reviews Poverty impact assessment Progress reports Mission reviews Poverty impact assessment Progress reports Mission reviews Poverty impact assessment Interviews with government officials and civil society representatives Progress reports Mission reviews Poverty impact assessment Progress reports Mission reviews Poverty impact assessment Plan and Timetable for Monitoring and Evaluation Quarterly Semiannually Project completion Quarterly Semiannually Project completion Project completion Throughout the project cycle Project completion Quarterly Semiannually Project completion Quarterly Semiannually Project completion 5. Estimated Disbursement Schedule Fiscal Year (FY) Amount ($) FY ,000 FY ,000 FY ,000 FY ,000 Total Disbursements 1,800,000 Appendixes 1. Fund Flow Arrangement 2. Summary Cost Table 3. Detailed Cost Estimates 4. Implementation Arrangements

14 Appendix 1 11 FUND FLOW ARRANGEMENT 1. The Asian Development Bank (ADB) will channel funds from the Japan Fund for Poverty Reduction (JFPR) directly to an imprest account, which will be opened by the Ministry of Economy and Finance (MEF) at the National Bank of Cambodia and delegated to the Ministry of Women s Affairs (MOWA), to facilitate day-to-day local expenditures of the Project. MOWA and MEF will be kept informed by the project coordination unit (PCU) about all transactions, and receive copies of all financial statements and audit reports. The JFPR imprest account will be managed by the PCU on the principle of co-signatory arrangement with MOWA, initially based on the activity plan and the related budget for the first 6 months, based afterward on the approved annual work plan and budget. 2. ADB will advance 6 months estimated expenditure or 10% of the grant amount, whichever is lower, to the imprest account as advance for day-to-day project implementation based on requests from the PCU through the MOWA. The imprest account will be managed, replenished, and liquidated in accordance with ADB s Loan Disbursement Handbook (January 2001). The statement of expenditure method will apply for all payments and transactions under $10,000 to ensure speedy project implementation. Detailed implementation arrangements such as the flow, replenishment, and administrative procedures will be detailed in the grant implementation manual, and established between ADB and the Government through the JFPR letter of agreement. The schematic fund flow for the Project is shown below.

15 12 Appendix 1 Figure A.1: Schematic Fund Flow Asian Development Bank LCB for Component 1: WDC Facility Development and Upgrading $471,000 $1,329,000 Component 2: Life Skills and Advocacy Support $216,000 Project Imprest $18,000 Account External Audits Component 3: MSE Development and Support $572,500 $10,000 Poverty Impact Assessment Component 4: Capacity Building and Project Management Support $332,000 $180,500 Contingencies LCB = local competitive bidding, MSE = micro and small enterprise, WDC = women in development center. Source: Asian Development Bank estimates.

16 SUMMARY COST TABLE ($) Project Inputs Project Components Component A: WDC Facility Development and Upgrading Component B: Life Skills and Advocacy Support Component C: MSE Development and Support Component D: Capacity Building and Project Management Support 1. Civil Works. Includes design and construction of Siem Reap 421, , WDC; rehabilitation of Kampong Chhnang WID and upgrading it into a WDC, and site amenities. 2. Equipment, Furniture, and Hardware. Includes computers, 30,000 68, ,500 22, , audiovisual devices, audiovisual equipment, furniture, training equipment and/or tools, and agro-processing equipment. 3. Goods and Consumable Supplies. Includes office supplies, supplies for training purposes, and information, education, and communication materials. 0 20,000 48,000 25,000 93, Training, Workshops, and Seminars. Includes staff 0 54,000 58,000 45, , development, participant training, training for trainers, workshop-related expenses. 5. Consulting Services. Includes project management 20,000 34, ,000 28, , consultant (24 person-months), poverty impact assessment, and auditor and design fees. 6. Project Management. Includes management of the PCU and , , PIU, wages for staff, per diem for government staff and local volunteers, and recurrent costs, 7. NGO Inputs. Includes NGO fees for remuneration, overhead 0 40, , , and other out-of-pocket expenses, along with other NGOrelated costs. 8. Contingencies (0 10% of total estimated grant fund). Use 50,500 29,500 60,000 40, , of contingencies requires prior approval from ADB. Subtotal JFPR-financed 521, , , ,500 1,800, Total (Input) Government Contribution. Includes salaries for government 200,000 20,000 24, , ,500 counterparts, provision of project office, land acquisition, and participation in workshops meetings. Community s Contribution. Includes participation in all 20,000 9,500 10, ,500 training and community development, land development, and in-kind labor contribution through food for work Total Project Costs 741, , , ,000 2,200,000 ADB = Asian Development Bank, O&M = operation and maintenance, PCU = project coordination unit, PIU = project implementation unit. Source: Asian Development Bank estimates. % Appendix 2 13

17 DETAILED COST ESTIMATES ($) Costs Contributions MOWA Quantity Cost Per and/or Unit Total JFPR Code Supplies and Services Rendered Units Unit Local Communities Government Amount Amount Method of Procurement Amount Amount Component A: WDC Facility Development and Upgrading Subtotal 691, , ,000 20, Civil Works Subtotal 421, , Building new facility at Siem Reap LCB Classroom and/or workshop building sqm , , Offices and/or information center and/or sqm ,000 45, shop Dormitory with child-care facilities sqm ,750 78, Kitchen and/or laundry sqm ,750 15, Site amenities (well, pit latrines, site development) Lump sum 1 20,000 20,000 20, Upgrading facility at Kampong Chhnang sqm LCB Additional classroom and/or workshop sqm ,000 30, space Information center and/or office sqm ,500 22, Child care center sqm ,000 9, Tile roof dormitory sqm ,000 30, Site amenities (well, pit latrines, site development) Lump sum 1 20,000 20,000 20, Equipment, Furniture, and Furnishing Subtotal 30,000 30,000 DP Office equipment for Siem Reap WDC Unit 1 20,000 20,000 20, Office equipment for Kampong Chhnang WDC Unit 1 10,000 10,000 10, Consultant Services Subtotal 20,000 20, Architectural design and supervision Lump sum 1 20,000 20,000 20, Others Subtotal 220, ,000 20, Land sqm 15, , , Access road m , , Temporary office space Month , , Other contributions Lump sum 1 5,300 5, , Other contributions in kind Lump sum 1 20,000 20, ,000 Component B: Life Skills and Advocacy Support Subtotal 245, ,000 20,000 9, Equipment, Furniture, and Furnishing Subtotal 68,000 68,000 DP Training equipment, machines and tools Lump sum 1 20,000 20, Vehicle rental (2 WDCs) Year 4 12,000 48,000 48, Goods and Consumable Supplies Subtotal 20,000 20,000 DP Training props and supplies Lump sum 1 20,000 20,000 20, Appendix 3

18 Costs Contributions MOWA Quantity Cost Per and/or Unit Total JFPR Code Supplies and Services Rendered Units Unit Local Communities Government Amount Amount Method of Procurement Amount Amount 2.3 Training, Workshops, and Seminars Subtotal 83,500 54,000 20,000 9, Baseline survey Lump sum 1 10,000 10,000 10, Training of trainers (outsourced) Unit 8 3,000 24,000 24, Training of trainers (MOWA) Unit 16 1,200 19, , Community and/or stakeholder workshops Unit 8 1,500 12,000 12, Outreach programs Unit 8 1,000 8,000 8, Other component activities Unit 2 5,150 10, , Consulting Services Subtotal 34,000 34, Curriculum development and/or training Personmonth manuals 4 4,500 18,000 18, Translations Unit 2 8,000 16,000 16, NGO inputs Subtotal 40,000 40, Master trainers (2 person-months/year, 4 Personmonth years, 2 locations) 16 1,500 24,000 24,000 Trainers (4 person-months/year, 4 years, 2 Personmonth locations) ,000 16, Component C: MSE Development and Support Subtotal 606, ,500 24,000 10, Equipment and Furnishing Subtotal 137, ,500 DP 0 10, Siem Reap WDC Food processing equipment Lump sum 1 10,000 10,000 10, Sewing machines Unit ,500 7, IT and audiovisual equipment Unit 1 5,000 5,000 5, Other equipment Unit 1 10,000 10,000 10, WDC facility maintenance Year 4 10,000 40,000 35, , Kampong Chhnang WDC Food processing equipment Lump sum 1 10,000 10,000 10, IT and audiovisual equipment Unit 1 5,000 5,000 5, Other equipment Unit 1 10,000 10,000 10, WDC facility maintenance Year 4 10,000 40,000 35, , Goods and Consumable Supplies Subtotal 48,000 48,000 DP Siem Reap WDC Year 4 6,000 24,000 24, Kampong Chhnang WDC Year 4 6,000 24,000 24, Training and Workshops (for 2 WDCs) Subtotal 82,000 58,000 24, Training of trainers (outsourced) Unit 6 3,000 18,000 18, Training of trainers (MOWA) Unit 16 1,500 24, , MSE development activities Location 2 20,000 40,000 40, Consultancy Services Subtotal 179, , Curriculum development Person- 2 4,500 9,000 9, Appendix 3 15

19 Code Supplies and Services Rendered Unit Quantity Units Costs Cost Per Unit Total JFPR Contributions MOWA and/or Local Government Communities Amount Amount Method of Procurement Amount Amount month Translations Lump sum 1 10,000 10,000 10, National management consultants (2 sites) Personmonth 80 2, , , NGO Inputs Subtotal 160, , Master trainers Personmonth 40 1,500 60,000 60, Trainers Personmonth , , Component D: Capacity Building and Project Management Support Subtotal 476, , , Equipment and Furniture Subtotal 22,000 22, Office furniture and equipment Lump sum 1 10,000 10,000 10, Computers, software, audio-visual and printing (PCU) Lump sum 1 12,000 12,000 12, Goods and Consumable Supplies Subtotal 25,000 25,000 DP Office consumables and supplies Lump sum 1 15,000 15,000 15, Video documentary Lump sum 1 10,000 10,000 10, Training, Workshops, and Seminars Subtotal 69,000 45,000 24, Management Training (WDC management) Unit 6 1,500 9,000 9, Refresher and/or upgrading (MOWA trainer team) Unit 8 3,000 24, , Workshops (annual) Event 4 1,500 6,000 6, Translations Lump sum 1 10,000 10,000 10, Reports, publication, dissemination Lump sum 1 20,000 20,000 20, Consulting Services Subtotal 28,000 28, Poverty impact assessment Personmonth 2 5,000 10,000 10, External auditor Lump sum 1 18,000 18,000 18, Management and Coordination Subtotal 332, ,000 92, Project management consultant (PCU) Personmonth 24 6, , , Incremental project administration (PCU) Person- 48 1,500 72,000 72, month Supervision vehicle rental Year 4 6,000 24,000 24, Travel and per diem Month , , Office space Month , , Government counterpart salaries Personmonth , , Appendix 3

20 Costs Contributions MOWA Quantity Cost Per and/or Unit Total JFPR Code Supplies and Services Rendered Units Unit Local Communities Government Amount Amount Method of Procurement Amount Amount Operational costs Year 4 1,500 6, ,000 0 Components 1 to 4 = Subtotal Subtotal 2,019,500 1,619, ,500 39,500 D. Contingency (maximum 10% of total JFPR contribution) 180, ,500 JFPR Cost 1,800,000 Total Project Cost 2,200,000 IT = information technology, JFPR = Japan Fund for Poverty Reduction, LCB = local competitive bidding, MOWA = Ministry of Women s Affairs, MSE = micro- and small enterprise, NGO = nongovernment organization, PCU = project coordination unit, PIU = project implementation unit, WDC = women s development center. Source: Asian Development Bank estimates. Appendix 3 17

21 18 Appendix 4 IMPLEMENTATION ARRANGEMENTS Ministry of Women s Affairs (MOWA) MOWA project coordination unit (PCU) Steering Committee: MOWA MEF MOH MOEYS MOC MIME Independent poverty assessment external auditor Siem Reap project implementing unit (PIU) Kampong Chhnang PIU WDC Facility Development and Upgrading Facility design and development Facility upgrading Procurement of equipment Life Skills and Advocacy Support Development of training materials Literacy/life skill training Counseling Outreach programs Advocacy support Daycare program MSE Development and Support Development of training materials Social intermediation Specialized entrepreneurial training Product development Business startup Information and resource provision Capacity Building and Project Management Support Overall management Capacity building Monitoring and evaluation Dissemination and publication MEF = Ministry of Economy and Finance, MIME = Ministry of Industry, Mines, and Energy, MOC = Ministry of Commerce, MOEYS = Ministry of Education, Youth, and Sports, MOH = Ministry of Health, MSE = micro- and small enterprise.