SOUTHERN SUDAN MULTI-DONOR TRUST FUND

FINAL PROJECT PROPOSAL DOCUMENT

FOR A

PROPOSED GRANT

IN THE AMOUNT OF US$ 8.24 MILLION

TO THE GOVERNMENT OF SOUTHERN SUDAN

FOR THE

CAPACITY BUILDING, INSTITUTIONAL AND HUMAN RESOURCE DEVELOPMENT IN SOUTHERN SUDAN PROJECT (CABIHRD)

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LIST OF ACRONYMS CABIHRD Capacity Building Institutional and Human Resource Development in

Southern Sudan Project CANS Civil Authority of the New Sudan CBTF Capacity Building Trust Fund CBU Capacity Building Unit of the Ministry of Labor, Public Service and

Human Resource Development CCSS Coordinating Council of Southern Sudan CO Cabinet Office CPU Central Procurement Unit CRS Catholic Relief Services, a United States based NGO CWG Component Work Group DFID Department for International Development of the United Kingdom DG Director-General EAA External Audit Agent ERM Electronic Records Management ESMF Environmental and Social Management Framework FFAMC Fiscal, Financial, Allocation and Monitoring Commission FM Financial Management GoM Group of Ministers GoSS Government of Southern Sudan GTZ Die Deutsche Gesellschaft für Technische Zusammenarbeit (German

Technical Cooperation) ICSS Interim Constitution of Southern Sudan ICB International Competitive Bidding IDP Internally Displaced People IFMIS Integrated Financial Management Information System ILO International Labour Organisation IPAA Interim Project Accounting Agent IPP Interim Project Proposal JAM Sudan Joint Assessment Mission: “Framework for Sustained Peace,

Development and Poverty Reduction (March 2005)” JICA Japan International Cooperation Agency LAA Land Acquisition Assessment LICUS Low Income Countries Under Stress MA Monitoring Agent MDTF Multi Donor Trust Fund for Southern Sudan MoLPS&HRD Ministry of Labor, Public Service and Human Resource Development MoEWCT Ministry of Environment, Wildlife Conservation and Tourism MoFEP Ministry of Finance and Economic Planning MoIB Ministry of Information & Broadcasting MoCA Ministry of Cabinet Affairs MoC&LA Ministry of Constitutional and Legal Affairs MoTPS Ministry of Telecommunications & Postal Service NCA Norwegian Church Aid NCB National Competitive Bidding NGO Non Governmental Organization NPA Norwegian Peoples Aid OC Oversight Committee OPCS World Bank’s Operational Policy and Country Services Division PAA Project Accounting Agent PI Project Implementation Committee PIC Public Information Center PIM Project Implementation Manual

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PMG Project Management Group PRG Project Reference Group PSA Public Service Act PTC Project Technical Committee PWC PriceWaterhouseCoopers, international accounting firm RIEP Rapid Impact Emergency Project RPF Resettlement Policy Framework SBD Standard Bidding Document SMC Safeguards Management Committee SOE State Owned Enterprise SPLA Sudan People’s Liberation Army SKILLS Skills for Southern Sudan SSVTP Southern Sudan Vocational Training Policy SSCSC Southern Sudan Civil Service Commission TNA Training Needs Analysis UNDP United Nations Development Program UNESCO United Nations Education Scientific and Cultural Organization UNIDO United Nations Industrial Development Organization USAID United States Agency for International Development VT Vocational Training VTC Vocational Training Center

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Sudan Multi Donor Trust Fund Capacity Building, Institutional and Human Resource Development

Southern Sudan Final Project Proposal

Applicant Ministry of Labor, Public Service and Human Resource Development of the Government of Southern Sudan (GoSS).

Brief Description The project will enhance the capacity of the GoSS to discharge its core public service, human resource development and capacity building functions. This will be achieved by training of GoSS personnel, support to the public service and key institutions, public communications facilities and public information services. In support of the ministry’s other core function, the project will rehabilitate vocational training facilities and labor offices and services to enhance opportunities and facilities for human resource development to meet the demand for skilled employment within and outside the public sector.

Project Development Objectives

1. To provide the foundation for effective, efficient and transparent functioning of the GoSS by: (i) strengthening the capacity of key ministries; (ii), improving the management of information within government; and, (iii) enhancing the government’s capacity for internal and external communications. 2. To increase access to labor market, welfare and vocational training services by developing the government’s capacity for regulating the labor market and designing and implementing labor market and vocational training programs.

Performance Indicators

1. Management of key aspects of the public service (appointments, promotion, discipline are standardized and the prescribed procedures are followed by GoSS ministries and State Governments.

2. Refresher and/or induction training of 2200 public servants completed and a training strategy for the next five years in place.

3. Southern Sudan Civil Service Commission functional and its first Annual Report submitted to government.

4. Email functioning in selected ministries: 90% utilization of email system by users.

5. Electronic Record Management piloted in Minister of Cabinet Affairs and functioning with users utilizing the system for day to day work.

6. Government external website implemented and functioning. 7. Public Information Center in Juba functioning. 10 visitors accessing information

daily, and 1 event per month to engage key stakeholders on information sessions, Web content updated weekly, Technical Assistance completed. One draft Policy produced, and strategic prioritization and planning of policies and programs for the ministry completed.

8. Video-conferencing between GoSS and one State tested and piloted. Full Scale-up Stage: minimum of 200 VC sessions carried out within the network (GoSS sites and 10 States); 50 VC sessions carried out with external sites.

9. Labor offices in three States functional and labour regulations and policy adopted.

10. Vocational Training policy adopted. 11. 3500 persons trained per year in vocational training centers. 12. At least 75% of annual procurement plan achieved

Sectors Capacity building; public sector management; labor & employment sectors Location Various locations in Southern Sudan. Total Project Cost The estimated project cost is $ 13.73 of which GoSS will contribute US$ 5.49 million

and the MDTF will contribute US$ 8.24 million. Implementing Agency

Ministry of Labor, Public Service and Human Resource Development, GoSS in collaboration with Ministry of Telecommunications & Postal Services, Ministry of Information & Broadcasting and Ministry of Cabinet Affairs and State Governments.

Implementing Period

3 years

Contact for further information

Ministry of Labor, Public Service and Human Resource Development (MLPS&HRD), Government of Southern Sudan, Juba. (i) Mark Zangabeyo, Under Secretary MoLPS&HRD <mzangabeyo@yahoo.com> (ii) James Tippo DG, Capacity Building Unit, MoLPS&HRD <ajawinsenior@yahoo.com

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TABLE OF CONTENTS

CONTENT PAGE 1 STRATEGIC CONTEXT AND RATIONALE 1

Back ground…………………………………………………… 1 Key Development Issues……………………………………… 1 Strengthening the Public Service………………………………. 2 Labor Market Policy & Vocational Training…………………… 2 Communications & Information Services……………………… 3 Link to JAM Framework……………………………………….. 3 Rationale for MDTF Involvement…………………………… 3 Support from Development Partners……………………….. 4

2 PROJECT DESCRIPTION 5 Project Development Objectives…………………………….. 5 Key Indicators………………………………………………… 5 Project Components………………………………………….. 5 Component 1: Strengthening the Public Service………………. 5 Component 2: Labor Market and VT Cap. Bldg………………. 8 Component 3: Communications and Information Services…….. 9 Component 4: Project management…………………………….. 12 Project Costs by Components…………………………………… 13

3 IMPLEMENTATION 14 Institutional & Implementation Arrangements………………….. 14 Procurement Arrangements……………………………………… 16 Financial Management Arrangements…………………………… 17 Monitoring and Reporting……………………………………….. 18 Sustainability and Critical Risks…………………………………. 18

4 SOCIAL ISSUES……………………………………………….. 20 5 ENVIRONMENTAL ISSUES…………………………………. 21

List of annexes

1 Detailed Project Description……………………………………. 23 2 Project Costs……………………………………………………... 57 3 Implementation Arrangements…………………………………. 58 4 Financial Management…………………………………………... 71 5 Procurement and Disbursement Arrangements……………….. 73 6 Safeguards Policy Issues………………………………………… 80 7 Prior Actions and Readiness……………………………… 82

1. STRATEGIC CONTEXT AND RATIONALE Background 1. Following the signing of the CPA in January 2005 and the establishment of the new Government of National Unity in Khartoum, the GoSS was formally established in Juba in southern Sudan in December 2005. Since then ten state governments and around 100 county governments have also been established. These replace the Coordinating Council of Southern Sudan (CCSS), the associated “state” governments that were concentrated in the garrison towns during the war years and the skeletal civilian administration of the SPLM in other part of the south. For the large part, these SPLM-led governments are being established virtually from scratch.

2. Although significant progress has been made by government, independently and with donor support, the task is enormous and much remains to be done. Twenty-two ministries have been established, the cabinet meets regularly, formal appointments to the public service are being made and senior level posts have been filled and a comprehensive budget for 2006 was passed in March 2006. State and local governments have also begun to function. However, weak and often outdated systems, inadequate regulatory experience and capacity, an under-trained workforce, poor infrastructure and an almost complete lack of internal communications capability, severely limit the capacity of the government to deliver the expected public services and the benefits of peace. Most appointments to the public services are based on interim procedures, and an interim pay and grading system that needs to be gradually rationalized, constraints on internal coordination and information flows make decision making slow. In addition to better access to public goods, the majority of the southern Sudanese population will benefit from the peace if it can participate in the labor force and gain from new public and private investments. 3. The need for building government capacity is even more urgent in southern Sudan than other low capacity post-conflict situations, as the GoSS has significant revenues of its own, state governments have considerable autonomy and the expectations of the public are consequently large. In this situation donor (financial and technical) assistance can be effectively leveraged to support better management and use of domestic public financial resources and to support the development of the core capacities of GoSS. Key Development Issues 4. This project focuses on some core areas of government capacity development1 through investments to (i) strengthen the public service by establishing and implementing a robust regulatory framework and training public servants; (ii) develop a policy framework and regulatory capacity for the labor market and skills development through vocational training (iii) improve the information and communications infrastructure in government; and (v) building project management capacity within government. Strengthening the Public Service 1 Public Financial Management (PFM) is of critical importance and is being addressed through the Rapid Impact Emergency Project (RIEP) and interventions proposed through the Core Fiduciary Services Project (CFSP).

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5. A merit-based, professional and well-motivated public service is critical for managing GoSS resources and for efficient delivery of services and investments. The existing public service is an aggregation of the inherited CCSS and SPLM/CANS employees and some new recruits. Many appointments are yet to be formalized and salaries are paid based on an interim pay and grading system. This has created an environment of uncertainty that the government proposes to address. The public service is characterized by gender and other inequities. A regulatory framework for the public service is yet to be finalized and implemented.2 6. The large majority of public servants have not had any training for over twenty years. Although there are some donor interventions, the government plans to implement a comprehensive training strategy for the public service for the short term and to develop an integrated management training plan for the medium to long term. 7. The Southern Sudan Civil Service Commission (SSCSC) with important constitutional responsibilities has been notified by a Presidential decree but lacks a permanent office, adequate staff and basic office equipment. Labor Market Policy & Vocational Training 8. For the large majority of Southern Sudanese to benefit from public and private sector investments, the government will need to play an important role in regulation of the labor market in the initial years to support the development of appropriate skills, monitor and regulate the import of labour and by bridging information gaps. The government proposes to enhance its capacity for supporting and regulating the labor market through a program of activities in collaboration with development partners including ILO. 9. Vocational training in Southern Sudan is currently carried out largely by international agencies and non-governmental organizations, as government currently has only one active training center in Malakal. The coverage of training is spread unevenly across Southern Sudan as is the range of skills offered. The MoLPS&HRD has assumed responsibility from the States for three vocational training centers located at Juba, Malakal, and Wau, two of which are currently not functional. Plans are in place to renovate the three centers and operate them as regional vocational training centers to provide more uniform coverage and access to skills training. It also proposed to establish a new center at Aluakluak in Lakes state near Agany to meet the needs of the region. The ministry will develop a policy framework for guiding future development of the training sector and build its own capacity to implement this framework. Communication & Information services 10. Ensuring access to information for the public and systematizing the flow of information within government is necessary for enhancing public accountability, efficient internal government communications, information-sharing within government and between government and citizens and increasing the efficiency of government. 2 The GoSS has formulated Interim Appointment Guidelines in January 2006 and a draft HR manual which need to be disseminated and implemented. In addition, the government needs support for finalizing and disseminating a public service act and regulations for itself and a model act and regulations for adoption by state governments which will be complementary to GoSS legislation.

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Communications within Southern Sudan are poor. The large size of the region, a lack of communications infrastructure and dispersed populations make the task of governance extremely difficult and costly. In a society that is only now recovering from years of war, secrecy needs to be replaced quickly with transparency in government operations if the peace is to be sustained and confidence in the new government developed. The government recognizes that adequate and timely information to the public, systematic information flow and management, the development and use of internal websites, email, video and audio communication are essential for internal and external communications. Building on the existing investments in network infrastructure3, the government proposes to make phased investments to strengthen the infrastructure and capacity of internal communications and information sharing within government, through video-conferencing, emails, and electronic records management; and to build an initial capacity for public information and external communications to enhance government accountability to civil society, citizens and other stakeholders. Link to JAM Framework 11. In addition to sector based capacity building needs, the Joint Assessment Mission (JAM) had identified a set of core cross-cutting capacity building needs of government within the Institutional Development and Capacity Building cluster: (i) Public Service; (ii) Local Government & Service Delivery; (iii) Decentralization Framework; (iv) Public Financial Management; (v) Procurement; and, (vi) Independent Commissions. This project deals with various aspects of these that have not yet been addressed. As noted earlier, the PFM and other components are being addressed in other MDTF-funded projects and the LICUS project. Others priority areas are being addressed by various bilateral donor projects. In addition, this project will address labor market policies and regulations and vocational training. In Sudan this sector is within the responsibility of the MoLPS&HRD. During the JAM, the area was neglected as it was not picked up either by the Institutional Development and Capacity Building cluster or by the Basic Social Services Cluster. Rationale for MDTF involvement Support from Development Partners 12. Capacity building is cross-cutting and most effectively implemented within a strategy formulated by Government. While several development partners and donors are implementing capacity building activities, these interventions are often based on their own mandates, priorities and competencies. There are also large gaps which are not currently addressed by any intervention. In view of the many priorities and demands on the GoSS budget, resources are also a constraint. The proposed project is based on the priorities of government and makes the shift from a project-based to a sector-based approach and is critical for providing the needed technical and financial assistance. 13. The investments proposed in this project complement the support being provided through other projects. This project will support priority investments immediately necessary for building the capacity of GoSS in areas which are either not covered by ongoing initiatives or where existing support is less than what is necessary and for which

3 Under the existing RIEP Project, VSAT in all states and GoSS Network servers are provided.

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external support is needed. The key ongoing initiatives, which are complementary, are the following:

(i) The USAID-funded capacity building interventions which focus on advisory support in select ministries of GoSS and training;

(ii) The Capacity Building Trust Fund (CBTF) which is putting in place capacity for training in PEM/PFM;

(iii) DFID which is supporting training of personnel in GoSS and the States (iv) The World Bank executed LICUS-funded project4 which is focused on

training, equipment supply and technical assistance in public sector management;

(v) The United Nations Development Program (UNDP) currently supports governance initiatives in State Governments and select GoSS ministries. It has also separately submitted an Interim Project Proposal (IPP) for Capacity Building in the States of Southern Sudan, which complements this proposal.

(vi) Sector-specific capacity building initiatives in transport and urban; and infrastructure, education, health, water and sanitation, are being addressed by various other MDTF-funded projects.

The focus of the current project is primarily on the capacity building requirements of GoSS though there are spill over benefits for State Governments. The interim project proposal (IPP) for this project was approved by the Oversight Committee (OC) of the MDTF-S in February 2006. 14. The project consolidates the activities of various other development partners by proposing to enter into partnership arrangements with them and ensuring that their activities, in this way, support the government’s strategy and are harmonized with this project. Towards this end, the project supports the Government’s proposed partnerships with Norwegian People’s Aid (NPA), The United Nations Industrial Development Organization (UNIDO), ILO and the United Nations Educational Scientific and Cultural Organization (UNESCO). 2. PROJECT DESCRIPTION Project Development Objectives 15. The project development objectives (PDOs) are:

(a) To provide the foundation for effective, efficient and transparent functioning of the GoSS by: (i) strengthening the capacity of key ministries; (ii), improving the management of information within government; and, (iii) enhancing the government’s capacity for internal and external communications; and

(b) To increase access to labor market, welfare and vocational training services

by developing the government’s capacity for regulating the labor market and designing and implementing labor market and vocational training programs.

16. The project objectives will be attained through three kinds of capacity building interventions: (i) supporting the development and/or strengthening of institutions and

4 Low Income Countries under Stress.

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systems; (ii) refurbishing offices and facilities or investing in new infrastructure where required; and (iii) training. Key Indicators5

17. Listed below are the key indicators for monitoring and evaluating the project:

(i) Management of key aspects of the public service (appointments, promotion, discipline are standardized and the prescribed procedures are followed by GoSS ministries and State Governments;

(ii) Refresher and/or induction training of 2200 public servants completed and a training strategy for the next five years in place;

(iii) Southern Sudan Civil Service Commission functional and its first Annual Report submitted to government;

(iv) Email functioning in selected ministries: 90% utilization of email system by users;

(v) Electronic Record Management piloted in Minister of Cabinet Affairs and functioning with users utilizing the system for day to day work;

(vi) Government external website implemented and functioning; (vii) Public Information Center in Juba functioning. 10 visitors accessing

information daily, and 1 event per month to engage key stakeholders on information sessions, Web content updated weekly, Technical Assistance completed. One draft Policy produced, and strategic prioritization and planning of policies and programs for the ministry completed;

(viii) Video-conferencing between GoSS and one State tested and piloted. Full Scale-up Stage: minimum of 200 VC sessions carried out within the network (GoSS sites and 10 States); 50 VC sessions carried out with external sites;

(ix) Labor offices in three States functional and labour regulations and policy adopted;

(x) Vocational Training policy adopted; (xi) 3500 persons being trained per year in vocational training centers; and (xii) At least 75% of annual procurement plan achieved.

Project Components 18. The project has the following four components:

1) Strengthening the Public Service; 2) Labor Market and Vocational Training Capacity Building; 3) Communications and information services within Government and availability

of information to the public; and 4) Project Management Capacity.

19. Details of project components and sub-components are provided in Annex 1. Component 1: Strengthening the Public Service (US$ 4.97 million including allowance for contingencies)

5 The indicators will be monitored based on project reporting except in the case of the first indicator which will be measured through sampling.

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Subcomponent 1A: Regulatory Framework. To establish and implement a robust regulatory framework for the Public Service:

In the short term through finalization, approval, dissemination and implementation of:

• A Human Resources Manual and Public Sector Act and Regulations (currently in

draft); and • A model State Public Service Act and Regulations to be framed through a

consultative process for adoption by the states. Technical assistance will be provided for this purpose and workshops arranged for building stakeholder consensus.

Development of a medium term framework for administrative decentralization and the

management of the civil service including:

• Clarification of functions between GoSS, State and County governments and modalities for administrative decentralization and deconcentration.

• A policy/legislative framework for development/management of the public service to meet medium term needs6.

• HR interventions to build the overall capability of the public service to deliver the strategic objectives and plans of the GoSS.

• Creating capacity for management and functional reviews. Subcomponent 1B: Support to the Southern Sudan Civil Service Commission. The Southern Sudan Civil Services Commission was established in June 2006 with the notification of a chairperson and four members. It is a constitutional body with a mandate to advise the Government on all public service issues and exercise oversight over the management of the public service. Support will be provided for:

• Assistance for framing its Policy Statement and Agenda for Action including advice for the constitution of similar commissions in the states and for the improving the draft Act & Regulations;

• Office equipment and vehicles; and, • Training of members and staff, study tours and institutional twinning.

Subcomponent 1C: Training. Only a very limited number of civil servants have received training through ongoing training and capacity building projects. As the needs are huge, a three-year rolling plan will be prepared which will be reviewed, revised and extended at the end of the first year in the light of experience and emerging priorities. The key target groups are: (a) senior civil service in GoSS and State Governments (Grades 1 to 5) who have policy, budget and staff responsibilities; (b) professionals in GoSS and State Governments with service delivery responsibilities and (c) other sub-

6 This will include analysis of the number and quality of personnel and pay and grading structure to ensure a sustainable wage bill, recruitment policies and processes which ensure merit based and equity enhancing entry into public service, capacity enhancing training, efficient performance appraisal, fair and merit based promotions and rule based disciplinary procedures.

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professionals and technical staff. It is proposed to target 33% of the estimated 1500 members of the Senior Civil Service, 25% of the estimated 3950 personnel in the professional grades and 25% of the 2700 personnel in the sub professional and technical grades. (Further details are at Annex 1.) In the medium to long-term, GoSS will need a permanent training facility to meet the continuing training needs of the public service. Having a single manager and coordinator for the training will help to establish a common set of standards in training design and delivery. The government is currently in discussion with the Norwegian Church Aid for establishing a Public Services Staff College. If required, additional support from a reputed human resource consultant or a regional or international training institute will be provided through the project after the mid term project review.

Table 1: (Component 1: Strengthening the Public Service) Target Groups, Key

Outcomes and Key Indicators by Subcomponent Sr. No.

Project Subcomponent

Primary Target Group

Key Outcomes Key Indicators

1.A Regulatory Framework: 1. Short term

strategy 2. Development

of a medium term framework

3. Capacity for management/ functional reviews

GoSS Ministries and agencies and State Governments

1. Uniformity in process adopted by GoSS & States for appointments, transfers, leave approval, promotions and disciplinary action 2. Strategic plan available for future growth and development of public service

1. All Ministries of GoSS and all 10 State Governments adopt the HR regulations 2. GoSS confirms adoption & implementation of regulations through test review of three GoSS Ministries and three ministries in two States 3. Strategic plan and PS strategy submitted to Council of Ministers by December 2008

1.B Support to the Southern Sudan

Civil Service Commission

SSCSC, GoSS, State Governments

1. Mechanism for rendering impartial, technically competent advise to GoSS and for exercising oversight over public service management

1. SSCSC issues first annual report by March 2008. 2. By December 2008, SSCSC regularly issues guidelines on civil service policy and management issues. 3. By June 2009, SSCSC proactive in oversight functions as evidenced through reports on civil service organization, management and performance.

1.C Training: Meeting current training needs

GoSS & State

Governments

Enhanced capacity of public service personnel

By December 2009, at least: 1. 33% or 1000 senior civil service (Grade 1 to 5) personnel in GoSS and States trained; 2. 25% or 1000 professionals (Grades 6 to 9) trained; 3. 25% or 700 sub professionals trained; 4. 1500 personnel trained in

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ICT applications; 5. 100 personnel trained in specialized human resource management (HRM); and 6. 40 trainers trained

Component 2: Labor Market and Vocational Training Capacity Building (US$ 5.65 million including allowance for contingencies) Subcomponent 2A: Policy and Capacity to Regulate the Labor Market. Government is in discussion with development partners including the International Labour Organization (ILO) to assist by providing a package of services to GoSS to review the existing labor regulations, develop the capacity of the labor establishment to monitor the labor market and implement labor market, welfare and job placement activities. In kind contribution would be provided by ILO experts. ILO has recommended that three labor offices, one each in Juba (Central Equatoria State), Malakal (Upper Nile State) and Yambio (Eastern Equatoria State) be rehabilitated, equipped and GoSS and state government officials be trained. Annex 1 provides further details. Subcomponent 2B: Policy and Training for Vocational Training. Subcomponent 2B1: Improving Access and Relevance of Vocational Training: This sub-component will finance renovation of the three regional vocational training centers at Juba, Malakal, Wau and the establishment of the center in Aluakluak (near Agany) and equip these centers for delivery of training to public servants, private entrepreneurship development and skills training in occupations for which demand exists in the regional labor market. Investments associated with construction and renovation of training centers, instructor and student housing, occupational standards setting, curriculum development, instructional materials, instructor training, and equipment and furnishings is included. In addition, training will be provided for managers of regional vocational training centers and staff. Subcomponent 2B2: Policy Development: This sub-component will support activities leading to the development of the Southern Sudan Vocational Training Policy (SSVTP). Preparation of the SSVTP is expected to require short-term consultancies and studies on the economic context, the policy options, and lessons from international experience. Stakeholder consultations in workshops will be used for formulating the policy. Agreement on the SSVTP will require drafting of legislation to empower the Ministry to implement the policy.

Table 2: (Component 2: Labour Market and Vocational Training Capacity

Building) Target Groups, Key Outcomes and Key Indicators by Subcomponent

Sr. No.

Project Sub component

Primary Target Group

Key Outcomes Key Indicators

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2.A Policy and Capacity to Regulate the Labor Market

Workforce especially women, employers with special needs, civil society

Employment services and labor offices functional in three states; staff trained in regulation and labor market welfare and job placement administration

1. Job seekers being recorded, information available on vacancies, channel unskilled/ semi skilled to VTCs for training, in all offices within 6 months of opening.

2. By June 2009 at last 25% of organized sector vacancies filled through labor offices in these areas.

2.B Vocational Training (VT) • Policy development • Improving Access and Relevance of Training

Labor workforce, especially women, people with special needs, employers, civil society

Facilities for VT in Greater Equatoria, Greater Upper Nile and Greater Bahr El Ghazal Region enhanced

1. Training needs assessment (TNA) conducted in all three regions by January 2008

2. By June 2009, 1000 people being training per year in “high level” skills and 2500 per year in basic skills

3. By December 2009 VTCs support & are linked to independent, community level VT centers including those focusing on women’s development.

Component 3: Communications and Information Services (US$ 2.48 million including allowance for contingencies) To strengthen the infrastructure and capacity of internal and external communications and availability of information to the public, this project will make provisions for filling key gaps in internal GoSS and GoSS-State government connectivity, information technology, and public information. To this end, the following six sub-components are proposed: Subcomponent 3A: Video-conferencing between GoSS and States. Arrangements for effective tele-connectivity and communication are essential for good governance, particularly in Southern Sudan, where communications infrastructure is sparse, administrative units are scattered and the network of roads and air connectivity are inadequate. This subcomponent relates to upgrading the communications infrastructure by providing video conferencing capacity and facilities to all ten States and the GoSS. The VSAT and GoSS network servers, under the existing Rapid Impact Emergency (RIEP) Project, will provide the link capacity for the ten states and two GoSS sites in Juba, shared by the ministries. However, such a capacity is not sufficient to operate video conferencing services. To this end, bandwidth allocations should be modified and redistributed, equipment and communications facilities should be upgraded, together with a comprehensive training for technical staff responsible for the operation of the service. To ensure successful execution, this sub-component will be implemented in two stages.

Pilot. This will focus on testing an initial system of facilities connecting one site in Juba and one site in one State capital and building capacity for technical staff by using these two sites as training centers

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Scale-up. Subject to successful testing, piloting, and robust network maintenance this phase may be upgraded to provide video-conferencing services in all the ten locations in the State capitals.

Subcomponent 3B: Government Internal and External Website Development and Information Management. The development of dynamic internal and external websites for the government is key to optimize exchange of information and communications among GoSS ministries and with external stakeholders. To this end, this sub-component will provide for equipment and software, and training to staff. Its implementation will be phased with the first phase focusing on development of the external website, training of staff and establishment of systems and processes within GoSS to manage web content generation and hosting. Once this phase is successfully completed the web site will be made more dynamic with complex like interactivity. Subsequently the GoSS Intranet would be developed. Subcomponent 3C: Email. This sub-component will provide for analysis of requirements, software, and installation of an internal email system in the GoSS, and training to technical administrators and users. The email system will be implemented only in those ministries that have successfully joined the GoSS network and information technology infrastructure. Subcomponent 3D: Electronic Records Management (ERM). A good system for electronic records management is key to optimize government performance. It improves access to documents, enhances operational efficiency, while reducing risks associated with security and cost of wholly paper-based systems. This sub-component will be implemented as a pilot in the Ministry of Cabinet Affairs as a repository of documents and records connected with the work of the Cabinet. It will provide for equipment and software, and training for staff and will be implemented as pilot in the Ministry. Subject to a successful pilot of the system, it could be scaled up to other ministries, in the next phase of the project. This will depend on readiness of network infrastructure, intranet setup, and availability of an integrated email system. Prior actions committed: For effective implementation of the above four subcomponents, GoSS will make arrangements to ensure that adequate IT staff is in place reporting to the MOTPS. To this end the GoSS will make investments to provide ministries with IT services. Subcomponent 3E: Public Information. Public information services is a cross cutting area where developing capacity is key for implementing transparency and accountability and for enhancing good governance. The MOIB will be the nodal ministry with responsibility for the activities. MOIB will make investments to put in place a communications and public information team, responsible for editing, structuring and clearing information to be published on the government and ministries’ websites, to manage an information center opened to the public, and to diffuse communications and information on government activities and programs through various channels and means. This subcomponent will focus on the short term requirements and activities of initiating public information and communications within the government. Under this project, it will make provisions for the following activities:

• Setting up a pilot Public Information Center and service in Juba;

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• Training of selected staff of key ministries and the communications and public information team in MoIB on public information;

Subcomponent 3F: Technical Assistance to MoTPS and MoIB. This subcomponent will provide these two ministries with technical assistance. An international advisor will be hired for one year, with the responsibility to advise the MoTPS on telecommunication and information technology policies, activities and programs, including the on-going projects. An international advisor will be hired for one year, with the responsibility to advise the MoIB on information and broadcasting policies, Ministry’s activities and programs.

Table 3: (Component 3: Communication & Information Services) Target Groups, Key Outcomes and Key Indicators by Subcomponent

Sr. No.

Project Sub component

Primary Target Group

Key Outcomes Key Indicators

3.A Video-conferencing between GoSS and States

GoSS and State civil servants;

Enhancement of information-sharing and communications amongst States, GoSS and external stakeholders.

By June 2008, utilization of video conferencing between the two sites is at least: 2 VC sessions per week and,

- 2VC sessions per month carried out with external sites.

3.B Government Internal and External Website Development and Information Management

Non-governmental organizations, Citizens, civil society and other stakeholders for the external website. Goss civil servants for the intranet.

GoSS information available in a timely fashion to external stakeholders for the extranet and for civil servants for the intranet

External website implemented and functioning with a downtime of less than 20%, a minimum of 100 hits per day and weekly updating of the site by December 2007

3.C E-mail GoSS civil servants

Secure, reliable internal electronic communications established within GoSS

Desktop access to intranet email by ninety per cent of GoSS professional officers and above by June 2009

3.D Electronic Record Management- Pilot

Ministry of Cabinet Affairs and civil servants.

Improved and document flow control and centralized, on-demand availability for

By December 2008, Ministry of Cabinet Affairs records all Cabinet documentation on the ERM system

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Cabinet documentation

and uses the system to track and generate documentation for all Cabinet and Cabinet committee meetings.

3.E Public Information and Communications

Citizens, civil society and others stakeholders

Timely GoSS information available to the public through web, information center and media.

1. By June 2008, at least: 10 daily visitors accessing information at the PIC;1 monthly event to engage key stakeholders (seminars, roundtables etc) 2. Web content updated weekly

Technical Assistance to MoTPS and MoIB

By June 2008: Completed strategic prioritization and planning of policies, programs and projects in each 2. one draft policy statement in a key policy area drafted by each ministry for submission to Cabinet

3.F The two ministries.

Policy development and program design skills of senior ministry staff enhanced.

Component 4: Project Management (US$ 0.63 million including allowance for contingencies) The project will be managed by a project team led by the MoLPS&HRD and with sub-components managed by teams in the MoTPS, MoIB and the MoCA (see Annex 3). To mitigate the risk of delays in project implementation as a result of limited project management capacity, the project will support training of project staff in project management, financial management and procurement. This will build on a round of basic training is being provided to project staff during project preparation through resources available in the LICUS project. Under this component the project will also support special consultancies or provide project management support, study tours, office equipment (including for the PIC), and selected operational expenses on an exceptional basis. Officials from the MoLPS&HRD, MoTPS, MoCA and MoIB will be provided basic training so as to be able to oversee and manage procurement. Accountants from MoLPS&HRD and MoTPS will be trained in financial management. The Team Leaders and the Project Director will be trained in project management. As required, advisors/consultants with specialized project management and monitoring and evaluation skills and experience will be recruited to support the PMG.

Table 4: (Component 4: project management) Target Groups, Key Outcomes and Key Indicators by Subcomponent

Sr. No.

Project Component & Subcomponent

Primary Target Group

Key Outcomes Key Indicators

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1. By July 2007,project accounts rendered quarterly

Project Costs by Component 20. Annual project costs, based on estimated disbursements, are shown in Table 5 below. Annex 2 provides details of annual costs for the three years of the project period for each component and sub component. The ratio of MDTF to GoSS financing is around 60:40. Around 29% of the disbursements are anticipated in the first year and over one half in the second year. The accelerated disbursement schedule will leave only 17% of the disbursements for the third year.

Table 5: Annual Project Costs by Source of Financing Year MDTF (US$) GoSS (US$) Total (US$)

%

2007 2.36 1.58 3.94 29%

2008 4.47 2.98 7.45 54%

2009 1.41 0.94 2.35 17%

Total 8.24 5.49 13.73 100% Note: Based on estimated commitments. 21. The annual estimate of disbursements for each component is given below in Table 6. Strengthening the public service and developing its capacity for labour market regulation and the provision of vocational training facilities account for 77% of the total. Public communications capability and information services account for 18% and building project management accounts for 5% of the total.

Table 6: Annual Project Costs by Component Component Funds (US $M) 2007 2008 2009 Total % Strengthening the Public Service

1.29 2.24 1.44 4.97 36%

Labor Market & Vocational Training

1.60 3.66 0.39 5.65 41%

Communications and information services

0.80 1.31 0.37 2.48 18%

1 1.Project management team trained and equipped. 2.Project management structure institutionalized

Relevant GoSS ministries and state governments

1. Project disbursements as per schedule. 2. Approved accounting procedures implemented.

2. By December 2007, 75% of disbursements on schedule.

3. Audit safeguards in place

3. Annual accounts closed in first quarter of succeeding year

4. Accounts audited before end of succeeding financial year.

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Project Management 0.25 0.23 0.15 0.63 5%

Total 3.94 7.45 2.35 13.73 100%

22. The breakdown of expenditure by the standard classifications of works, goods, services and others is given in Table 7 below. Over the project period, 18% of the expenditure is estimated on works of civil rehabilitation and construction. 28% of the expenditure is on purchase and installation of equipment. 45% is on service (TA, consultants, contracting in of training services etc.) and 9% is on others (external training of staff, seminars, travel, maintenance during project period etc). Accordingly, 46% of the expenditure is on civil construction and purchase of goods and services while around 54% is on services and other expenditures, primarily training services.

Table 7: Project costs by category of expenditure (US $ million) 2007 2008 2009 Total % Works 0.63 1.78 0.11 2.51 18% Goods 1.23 2.56 0.01 3.79 28% Services 1.76 2.68 1.79 6.22 45% Other 0.32 0.44 0.45 1.21 9% Total 3.94 7.45 2.35 13.73 100%

3. IMPLEMENTATION Institutional and Implementation Arrangements 23. The Ministry of Finance and Economic Planning (MoFEP) will be the recipient of the grant, and the Ministry of Labor Public Service and Human Resource Development (MoLPS&HRD) will be the coordinating ministry for the project. The Ministry will also be responsible for the implementation of the Public Service and Labor components. Other subcomponents will be implemented by the Ministry of Cabinet Affairs (MCA), Ministry of Telecommunications and Postal Services (MoTPS), Ministry of Information & Broadcasting (MoIB) and selected State governments7. Project staff in the implementing ministries has been identified and positions of Directors and Deputy Directors have been filled since August 2006, which will facilitate project implementation. However, it is important to note that ministries have little prior project implementation and management experience. 24. The project will be implemented over a three year period from January 2007 to December 2009. Based on the recommendation of the FM assessment, a Project Implementation Manual will be developed to guide implementation. It will comprise guidelines on project management, operations, financial management, procurement, monitoring and evaluation, reporting and other procedures necessary for the efficient and effective implementation and management of the project. 25. Project management will be the responsibility of the GoSS and will be managed by existing government personnel and institutions with some technical assistance as required. The project will not establish a parallel PIU for implementation. The project 7 State governments are only involved directly in implementation of the labor office subcomponent.

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management structure will be made up of two key bodies: • The Project Management Group; and • The Project Technical Committee;

In addition, a group of the relevant ministers will periodically review the project and support coordination in case ministerial intervention is required. Each team leader will work with implementation teams/committees for specific subcomponents. As is the practice, any policy decisions will be referred to the CoM. 26. Project Management Group (PMG): The project will be implemented and managed by a Project Management Group located within the MoLPS&HRD. The PMG will be responsible for project implementation and the primary mechanism for managing the linkages between the various components/subcomponents of the project and their implementing agencies. The PMG will be responsible for all aspects of project implementation, including coordination, oversight of implementation, quality, procurement8, financial management, reporting, timely audits, etc9. It will also be the secretariat responsible for preparing all the required management and monitoring reports and the agenda for the PTC, Group of Ministers, CoM, etc. The PMG will be headed by the Director-General of the CBU who shall be the Project Director. He will report to the Minister of MoLPS&HRD through the Under-Secretary. The PMG will be responsible for project implementation, coordination, monitoring, communications, financial reporting and procurement. It will comprise the following: Project Director: DG, CBU Team Leader, PS Regulations : DG, Establishment, MoLPS&HRD Team Leader, Medium Term Strategy: Director, CBU Team Leader, Labor & VET: Director, Labor Team Leader, VC, Website: Deputy Director, MoTPS Team Leader, Public Information: DG, MoIB Team Leader, ERM: Director, MoCA Procurement Specialist: Procurement Advisor (LICUS Project),

MoFEP Each Team Leader will establish a Project Implementation Committee/Team which will be chaired by the Team Leader and include concerned officials and stakeholders. In those cases where a component or subcomponent is being implemented away from Juba, Team Leaders will nominate a co-chair from the relevant state government ministry to support the Team Leader. In the case of the sub components relating to the four VTC the co chair would be the Director of the concerned VTC. 27. Project Technical Committee: Implementation of the project will be overseen by a Project Technical Committee (PTC) chaired by the Under-Secretary of the MoLPS&HRD. The PTC will oversee project implementation and will be responsible for routine coordination and for facilitating project implementation. The PTC, which is expected to meet monthly, will comprise the following members:

8 MOFEP will assign to the PMG a Procurement Specialist. 9 Details will be provided in the PIM.

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Chairperson: Under-Secretary, MoLPS&HRD Member: Secretary-General, GoSS (or nominee) Member: Under-Secretary, MOT&PS Member: Under-Secretary, MoIB Member: Nominee of Under-Secretary, MoFEP Secretary: Director-General (DG), Capacity Building Unit (CBU) 28. Group of Ministers (GoM): Due to the cross cutting nature of the project, the Minister for LPS&HRD will constitute an informal coordinating group (including Minister for Cabinet Affairs, Information & Broadcasting, Telecommunications & Postal Service and Labor, Public Service & HRD). The Group of Ministers will undertake periodic reviews and will enable coordination. State Governors and ministers will be invited to join the GoM as required. 29. Policy Decisions: Any policy level decisions will be referred to the concerned sub committee of the CoM. Procurement Arrangements 30. Procurement of goods, civil works and employment of consultants will be subject to the provisions of the World Bank “Guidelines: Procurement under IBRD Loans and IDA Credits” (May 2004) and the World Bank “Guidelines for the Selection and Employment of Consultants” (May 2004). The Bank’s Standard Bid Documents (SBD) will be used for all International Competitive Bidding (ICB) contracts and for National Competitive Bidding (NCB) contracts with appropriate modifications. In the case of small contracts for works, local shopping and contracts in community participation, simplified standard documents based on the SBDs will be used. Except for NCB and Quality- and Cost-Based Selection (QCBS) contracts all other procurement will follow the national procedures as described in the GoSS “Interim Public Procurement and Disposal Regulations” to be soon gazetted by the President of South Sudan. The GoSS procurement system provides for a Procurement Unit in MoFEP to oversee procurement tasks. 31. The JAM had assessed a complete lack of procurement capacity. Two procurement specialists/advisors have been recruited under the LICUS project to assist the GoSS in procurement and are based in the MoFEP. Procurement functions are currently centralized and the GoSS is in the process of contracting a Procurement Agent to manage all GOSS procurement. The PA will make arrangements to make available a procurement specialist to manage the procurement under this project. In the meantime, one of the procurement Specialists has been assigned to be the procurement specialist for this project. This specialist has started working with the project team. The PMG in the MoLPS&HRD will be the focal point for processing and monitoring the procurement and for reporting progress on a monthly basis to the PTC. Each of the implementing Ministries including the MoLPS&HRD will form a Procurement Committee and Bid/Proposal Evaluation Panels for the purpose of processing contracts as provided in the “Interim Public Procurement and Disposal Regulations” of GoSS.

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Financial Management Arrangements10

32. The JAM assessment of the public financial management system of GoSS concluded that the entire public financial management system needed to be built from the ground up. Subsequently, the GoSS moved to Juba and inherited the existing systems of the CCSS. A base line survey by PriceWaterhouseCoopers (PWC) for the MDTF has confirmed the need for extensive development of the system. The human resource capacity for project implementation and monitoring is weak and public service capacity is being developed from a very low base. The governance structures at the central, state and county levels are now being formalized and formal appointments to the public service have begun but not yet completed.

33. This project has been assessed as highly risky, and as recommended by the Regional Oversight Committee (ROC) of the World Bank in its meeting on 26th September 2006 a financial management assessment will completed prior to signing of the Grant Agreement. A fiduciary framework is already being put in place to reduce the financial risk to an acceptable level for both GoSS and the MDTF. This framework includes the following components:

• A Monitoring Agent (MA): PriceWaterhouseCoopers (PWC) has been contracted as the MA for the MDTF funds. The MA will recommend withdrawal applications, monitor actual expenditures to ensure that funds are being utilized for the purpose intended. The MA will ensure that fiduciary standards are being complied with, and report to the Bank all cases of non-compliance.

• A Project Accounting Agent (PAA) is in the process of being appointed under the MDTF-financed Core Fiduciary Services Project. Meanwhile, KPMG has been appointed as an interim PAA (iPAA). The iPAA is based in the MoFEP and is responsible for ensuring that robust accounting systems are in place to ensure proper accounting and reporting of transactions in accordance with international accounting standards. The iPAA/PAA will utilize the integrated financial management information system (IFMIS) in the MoFEP to account for the project funds and to generate the relevant reports. The iPAA/PAA has fiduciary responsibility for the release of project funds.

• An External Audit Agent (EAA) will be selected through an international competitive recruitment process. The EAA will provide an independent opinion on the reliability of the financial statements produced for the project, the systems and internal controls used by the project and the state owned enterprises (SOEs). The external audit will be carried out in accordance with international auditing standards.

• The accountants in MoLPS&HRD and MoTPS the two largest implementing agencies in the project will be trained in Financial Management practices.

34. A United States dollar project account will be opened in a commercial bank to receive MDTF grant funds. GoSS contributions will also be disbursed into this account. There will be complete pooling of funds, and a single set of fiduciary standards will apply

10 This section has been drafted based on other MDTF projects so far. The Regional Oversight Committee of the World Bank, while reviewing the project, has recommended that a financial management assessment be completed prior to signing of the Grant Agreement. This section and the FM Annex will accordingly be amended to reflect the recommendations of the financial management assessment.

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to all project funds. As required, funds will be transferred from this account to a local project account in Juba to pay for eligible expenditures in local currency. These two bank accounts will be operated by the PAA/GoSS. In addition the MoLPS&HRD will maintain an imprest bank account in a commercial bank in Juba. This account will be used to pay for smaller expenditures for project activities that will be carried out directly by MoLPS&HRD staff. Detailed funds flow and banking arrangements and financial management conditions for effectiveness will be drafted subsequent to the FM assessment. 35. Monthly, quarterly and annual reports will be prepared for the purpose of monitoring project implementation. The reports will be submitted to the MA, the PTC, PMG, MoLPS&HRD, MoFEP and the World Bank. Detailed reporting procedures and the format, contents and frequency of reports will be documented in the Operational Manual. Monitoring and Reporting 36. A detailed results framework showing clear lines of responsibility and expected dates of completion for key activities will be developed and agreed before the Grant Agreement is signed. Early gains and results expected during the first year of implementation will be identified. A detailed work plan will be developed. For each of the four project components the PMG will establish simple and measurable monitoring indicators on process, output and outcomes. These indicators will be developed in conjunction with the detailed implementation plans that will be prepared for each project component and sub-component. Monitoring will include review of progress made on each contract in the procurement plan. A Director in the PMG in charge of Planning, monitoring and evaluation will identify data sources and responsibility for data collection and reporting by the team leaders heading PICs. Support for implementation will be provided by the World Bank and MDTF technical staff through regular missions. The World Bank -MDTF team will work closely with the PMG and the team leaders to ensure effective monitoring of project activities and to progressively capture lessons learned. A technical audit will be carried yearly by an independent consulting firm. The scope of this audit will include technical and fiduciary processes and their adherence to the project guidelines. This firm will be recruited by GoSS. Sustainability and Critical Risks 37. The Kaufmann-Kraay indicators rank Sudan at the top in terms of corruption. Based on this, Sudan is included in the highest risk category for World Bank operations. This ranking and categorization is most likely based on evidence at the national level and may not specifically reflect the risk for operations in Southern Sudan. 38. This project has been classified as a high risk operation for generic (not project-specific) reasons. Due to the relatively new and emerging governance/institutional arrangements in the GoSS, there are implementation risks and perceived fiduciary risks in the areas of procurement and financial management. 39. The GoSS has put in place various arrangements to mitigate systemic and operational risks. Some of these are discussed in the sections on procurement and financial management in this project proposal.

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40. Other project-specific and operational risks and mitigating measures are

described below.

Risk Level Mitigations Strategy COUNTRY & SECTOR Policy Implementation Although policies, acts and regulations will be prepared, implementation may be politically difficult.

High The project will support extensive consultations and sensitization using project-specific and existing forums.

Unclear functional responsibility Currently the responsibility for information technology is not well defined and the responsibility for maintenance and regulation of (information and communications technology (ICT) equipment is unclear. This poses a risk for the ICT sector investments.

Moderate The project will leverage a decision and develop forums for co-ordination between MoIB, MoTPS and MoCA.

OPERATIONAL Low capacity for project management: Low capacity and the inexperience of government officials in procurement, financial management, planning, monitoring and evaluation (M&E) presents implementation challenges. The poor state of telecommunications, non-availability of internet connections, poor road access and uncertain air connections makes project monitoring and coordination difficult. These factors may delay project implementation.

High (i) Project staff will be trained in procurement, project management, financial management, M&E, report writing and basic computer and internet applications. (ii) A procurement specialist contracted to the MoFEP under the LICUS project is available to for the project. (iii) The services of the GoSS Procurement Agent will be available to the project. (iv) If necessary, specialists will be contracted to assist the PMG/PIC.

For project sites away fro Juba located in the states, project implementation and supervision will be decentralized by setting up PICs that will be connected by prepaid Thuraya/mobile phone connections for ease of reporting and for online assistance from PMG.

Weak coordination mechanisms leading to delays:

Moderate

The project components involve four ministries of GoSS and three (or more) state governments. As various project activities are interdependent, timely and effective coordination and decision making are critical for project execution. Inadequate coordination and poorly sequenced project execution is a major risk for some components.

Coordination mechanisms are provided at four levels: A Ministerial Group, Project Technical Committee (PTC) of GoSS Under-Secretaries, , Project Management Group (PMG) and Project Implementation Committees (PIC) for each sub-component. These arrangements are expected to mitigate the risk substantially.

Major investments will be made subject to agreed pre-conditions.

SUSTAINABILITY Maintenance arrangements and recurrent Moderate Major investments will be made

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costs: Several of the project components relating to vocational training, video conferencing, email servers and ICT networking are technology and maintenance intensive. Sustainable use of the capacity and assets created under the project will depend upon maintenance of past and project investments and sufficient budgetary allocations to meet the recurrent costs of bandwidth leasing, license fee, staff costs etc. There is a risk that unless these arrangements are in place the capital investments may fail to give the intended benefits on a continuing basis.

subject to agreed pre-conditions. Investments will be made subject to

MoTPS/GoSS putting in place a funded maintenance network of qualified engineers with sufficient spares.

MoFEP has been consulted and will make adequate provisions in the budget for maintenance purposes.

Investments will be made subject to satisfactory arrangements being in place.

Inability to absorb Technology: Several of the interventions like management/functional reviews, employment services, website content development, Public Information Center and services, electronic records management are advanced management technology based systems and need an enabling environment to survive. The risk exists that since the absorptive capacity of the civil service is low, once the specialists hired under the project are gone, these practices/systems will go into disuse.

High MoIB is internalizing the process of information management such that access to information for the public and within Government using electronic media will be demand driven.

Extensive training of the PMG/PIC staff involved in implementing these technology driven systems will create a sufficient pool of technicians who create the supply side.

The PMG in association with the concerned implementing ministry will disseminate these technology driven systems/practices to all the state governments such that there is no technology gap between GoSS and the states.

Access to Land and Buildings: Land would need to be allotted by the state government/county for establishment of the Aluakluak VTC. At the Wau VTC the army is currently in possession of the office buildings and workshops. Land may be required to provide the video conferencing facilities in each state capital in case sufficient accommodation is not available in the office of the governor. Non-availability of land or no access to buildings would delay project implementation.

Moderate Wherever availability/access to land/buildings is an issue a representative of the governor and the concerned county administration would be included in the PIC.

Governor, Lakes State and the County Commissioner in charge of Aluakluak Payam has assured GoSS that land is available for the VTC.

Governor, Western Bahr el-Ghazal State has already directed the army to start vacating the Wau VTC so that rehabilitation may begin.

MoTPS, GoSS will initiate high level contacts with State Governors to get accommodation facilities/suitable land for VC connectivity.

SOCIAL ISSUES 41. This project proposal has been developed after extensive consultation with all

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stakeholders. A Reference Group was constituted which met twice in February 2006 and again in May 2006 to review the project components and suggest improvements. Several key components of the project are proposed to be implemented by development partners with whom GoSS has reached agreements or with whom discussions are ongoing. The development of the Aluakluak VTC by NPA and the Wau VTC by UNIDO, cooperation between GoSS/GTZ/JICA in development of the Juba VTC and GoSS/UNIDO in Malakal VTC characterize the vocational training subcomponent. Cooperation with ILO in the labor market subcomponent, cooperation with DFID/SKILLS and USAID/Bearing Point in the Strengthening the Public Service HR Framework component, potential cooperation with UNESCO in the Information services component, cooperation with UNIFEM are examples of the interactive manner in which the proposal has been developed with other donors 42. Access to benefits will be ensured for all disadvantaged groups. The development of women will be a central theme in the Public Service Act and Regulations, HRD plan and training activities, vocational training policy and facilities, labor market and welfare measures and job placement services. Access to public information on gender issues, HIV/AIDS and other cross cutting social issues relating to tribalism, culture and religion is a key objective with a view to sensitize the public to the needs of a gender responsive, multicultural, multi lingual, multiethnic, secular society which are key policy aims of GoSS. 43. No displacement of people is currently envisaged as a result of civil construction. Most of the civil construction is rehabilitation of existing buildings. The issues related to the Bank’s social safeguards have been discussed with GoSS and are detailed in Annex 6. All the sites where civil construction will occur are not yet known. Accordingly in case OP/BP 4.12 related to involuntary displacement is triggered by any component/sub-component an appropriate Resettlement Plan will be developed prior to proceeding with that subcomponent. Most of the project components are concerned with setting up management systems and practices within the Government. The public is not directly impacted by these activities. The Medium Term Plan for the Public Sector may envisage rightsizing the public service. However any such action will be accompanied by appropriate compensatory benefits, discussed and agreed with stakeholders prior to a decision being taken. Gender issues will be factored-in into any plan of action. Wide consultation will accompany the implementation of the access to public information component. ENVIRONMENTAL ISSUES 44. No significant environmental issues are expected since the bulk of civil construction is the rehabilitation of existing buildings. Where new civil construction is envisaged or arrangements are being made for safe water supply, sanitation or waste disposal, environmental issues will be addressed through the implementation of an Environmental and Social Management Framework (ESMF) that provides common-sense environmental site selection, design and construction guidance, and a procedure for ensuring that this guidance is followed before construction is approved. A Safeguards Officer in MoLPS&HRD will ensure adherence to the ESMF provisions, and provide environmental approval for subcomponents. It is planned that the ESMF will be applicable to all MDTF projects.

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45. The Ministry of Environment, Wildlife Conservation and Tourism (MOEWCT) has agreed to coordinate an MDTF Safeguards Management Committee, comprised of Safeguards Officers from each ministry benefiting from the MDTF. This arrangement will support not only continuous performance improvement for the Safeguards Officers and safeguards implementation, but also policy, regulatory and institutional strengthening for the MOEWCT to support environmentally sustainable growth and resource management in South Sudan.

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ANNEX 1: DETAILED PROJECT DESCRIPTION

SOUTHERN SUDAN: Capacity Building, Institutional and Human Resource Development

The project development objectives (PDOs) are:

1. To provide the foundation for effective, efficient and transparent functioning of the GoSS by: (i) strengthening the capacity of selected ministries; (ii), improving the management of information within government; and, (iii) enhancing the government’s capacity for internal and external communications; and

2. To increase access to labor market, welfare and vocational training services by

developing the government’s capacity for regulating the labor market and designing and implementing labor market and vocational training programs.

The key outcomes in the three areas of capacity building: (a) Institutional development: Public service systems and institutions which facilitate

public service personnel management, human resource development, internal communications and flow of information, external communication and regulatory mechanisms for labor markets and vocational training;

(b) Institutional support: Rehabilitated offices and facilities which enable efficient

delivery of public services, communications, information flow and vocational training facilities for upgrading the skills of the labor force;

(c) Training: A trained, capable and motivated public service in GoSS and the States. Strategy. The strategy for achieving these outcomes comprises a mix of short term/quick impact and medium/long term impact interventions in each of the three areas of capacity building identified above: (a) Institutional development (Supporting the development of systems and institutions)

Short term/quick impact interventions. The project would formulate and disseminate an Public Services Act & Regulations for GoSS and the States, launch a massive program for training of public service personnel and training of trainers for long term sustainability, operationalise the SSCSC as a source of impartial, technically competent advice to the Government and for exercising oversight functions, institute emergency employment services in select labor offices and strengthen the management systems and processes of publicly owned Vocational Training Centers to make them responsive to emerging labor demand patterns , develop a strategic vision for medium term management of the public service. All these short term interventions are expected provide the basis for efficient public sector functioning.

Medium/Long term impact interventions. The project would develop a medium term plan for management of the public service integrating size of the public service

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with job descriptions, minimum qualifications, recruitment and appointment procedures, training, evaluation of performance, promotion and retention procedures, benefits and incentives, motivation, regulation, discipline and anti corruption measures. It would also develop capacity for periodic management/ functional review of the efficiency and effectiveness of Government agencies. A review of the labor regulations would be conducted with a view to develop facilitating labor regulations. The project would develop a vocational training policy and strategy dovetailed with the education policy. It would also institute regulations and systems for classification of information available with Government agencies and for the provision of access to public information.

Institutional support

Short term/quick impact interventions. All the interventions in this area are short term/quick impact. Over two decades of conflict have degraded the physical facilities in Government offices and establishments. Civil rehabilitation works where necessary, supply of office furniture and equipment, transportation and communication facilities would be provided to rehabilitate selected labor offices in three states, four Government owned vocational training centers, establish Capacity Building Units and video conferencing facilities in States, the Southern Sudan Civil Services Commission, website and email facilities for GoSS, electronic record keeping systems in the cabinet office and a public information office in the Ministry of Information & Broadcasting, GoSS in Juba.

Training

Short term/quick impact interventions. All the interventions in this area are short term/quick impact. There is an urgent need to upgrade human capacity within Government and thereby reverse the ill effects of over two decades of inadequate investment in human capital. Training and orientation is also needed to overcome gender barriers and ignorance of the role of women in a progressive society. Language training to make public service personnel functional in English along with Arabic is necessary and is being taken up under bilaterally financed projects. Integrating personnel for CANS/SPLM and CCSS, making them aware of the new constitutional framework and developing an esprit de corps for the public service as a whole is urgently required. Making personnel conversant with modern management practices and conversant in ICT technologies and applications is a priority. The project would aim to train one third of the officers in the Senior Civil Service (Grades 5 and above) and at least one fourth of the officers in the Professional cadres(Grades 6 to 9) and around one fourth of the staff in the sub professional and technical category (Grades 10, 12 & 14). The training would be conducted by contractors hired for the purpose. The rehabilitated VTCs would also contribute towards training public service personnel in management and ICT applications. A cadre of trainers in specialized subjects/field would also be developed and Training of Trainers would be a part of the project for long term sustainability. More specialised training is also envisaged to support electronic record management in the cabinet office, GoSS website development and management, video conferencing and the public information office.

Key Indicators

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(i) Management of key aspects of the public service (appointments, promotion,

discipline are standardized and the prescribed procedures are followed by GoSS ministries and State Governments;

(ii) Refresher and/or induction training of 2200 public servants completed and a training strategy for the next five years in place;

(iii) Southern Sudan Civil Service Commission functional and its first Annual Report submitted to government;

(iv) Email functioning in selected ministries. 90% utilization of email system by users;

(v) Electronic Record Management piloted in Minister of Cabinet Affairs and functioning with users utilizing the system for day to day work;

(vi) Government external website implemented and functioning; (vii) Public Information Center in Juba functioning. 10 visitors accessing

information daily, and 1 event per month to engage key stakeholders on information sessions;

(viii) Web content updated weekly, Technical Assistance completed. One draft Policy produced, and strategic prioritization and planning of policies and programs for the ministry completed;

(ix) Video-conferencing between GoSS and one State tested and piloted. Full Scale-up Stage: minimum of 200 VC sessions carried out within the network (GoSS sites and 10 States); 50 VC sessions carried out with external sites;

(x) Labor offices in three States functional and labor regulations and policy adopted;

(xi) Vocational Training policy adopted; (xii) 3500 persons being trained per year in vocational training centers; and (xiii) At least 75% of annual procurement plan achieved.

Project Components The project has the following components:

1. Strengthening the Public Service. 2. Labor market policy and vocational training (VT) capacity. 3. Communications and information services within Government and availability of

information to the public. 4. Project management capacity.

Component 1: Strengthening the Public Service ($4.97 million including allowance for contingencies) Sub-component 1A: Regulatory Framework ($1.3 million) The project will establish and implement a robust regulatory framework for the Public Service. Recognizing the need for delivering quick results the strategy will be to time phase the components between short term interventions delivering quick results and interventions which are aimed at establishing the foundations of a medium/long term framework for implementing Constitutional provisions with respect to decentralized administrative system.

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Short term, quick impact interventions: 1A1 Dissemination of HR manual ($ 107, 000): Finalization, approval, dissemination and implementation of a Human Resources Manual and Public Sector Act and Regulations (currently in draft) would be taken up. An Interim Appointments Policy for the public service was formulated by GoSS in January 2006. This was followed by a decision on consolidated pay scales for both CANS/SPLM and CCSS personnel absorbed into GoSS and the State Governments. Lastly, a draft Human Resources Manual has been framed which specifies interim regulations for management of the public service. This manual will need to be disseminated and relevant public service professionals in GoSS and the States trained. This will be achieved through seminars, workshops and coaching by teams of GoSS officials, assisted by a contractor/consultant, visiting the State Governments.

1A2 Formulation of Model State Public Service Act & Regulations ($161,000): A model State Public Service Act and Regulations is proposed to be framed and disseminated through a consultative process for adoption by the states. The process adopted for formulation of the State level constitutions is proposed to be substantively followed. Technical assistance will be provided for the purpose and workshops arranged for developing a consensus.

Medium term intervention: 1A3 Establishment of the Medium Term Framework for the Public Service: The medium/long term substantive intervention proposed is the development of a medium term framework for administrative decentralization and management of the civil service including: 1A3a Functional distribution GoSS/State/Counties ($40,000): Clarification of functions between GoSS, State and Counties and modalities for administrative decentralization and de-concentration. The JAM framework envisages that all levels of Government would be formally established and functional by 2011. This will require formal distribution of functions, within the Constitutional framework, between GoSS, State and Counties through a formal scheme for administrative decentralization and de-concentration. The project will support this process by providing Technical Assistance.

1A3b Strategy & program for workforce planning, review of benefits and incentives, organizational design and interface between regulations and performance ($990,000): A policy/legislative framework for development/management of the public service to meet the medium term needs11. Once structural clarity is achieved, the project will define a policy/legislative framework for development/management of the public service to meet the medium term demands in terms of the number and quality of personnel, recurrent costs based on sustainable and reasonable salary and benefits, recruitment policies and processes which ensure merit based and equity enhancing entry into public service, capacity enhancing training, efficient performance appraisal, fair and merit based promotions and rule based disciplinary procedures. HR interventions to build the overall 11 This is will include demands including the number and quality of personnel and pay and grading structure to ensure a sustainable wage bill, recruitment policies and processes which ensure merit based and equity enhancing entry into public service, capacity enhancing training, efficient performance appraisal, fair and merit based promotions and rule based disciplinary procedures.

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capability of the public service to deliver the strategic objectives and plans of the GoSS. Strategic HR interventions will be identified which build the overall capability of the public service to deliver the strategic objectives and plans of the GoSS. These will include broad initiatives designed to: (a) introduce efficient and effective organization structures for the whole GoSS and for individual ministries; (b) ensure that the overall size of the civil service is affordable and that human resources are matched to requirements; (c) enhance the performance of ministries; (d) develop core capabilities for key job groups; and (e) create a committed and well motivated workforce. Agreed strategies will be converted into concrete programs for the public service as a whole which are likely to cover the areas of organization design, workforce planning, leadership development, competency profiling, performance management and pay reform.

Periodic Management/Functional review is key to efficiency enhancement in public institutions, which must be dynamic and respond to the changing environment. The project will develop the capacity for management/ functional review within the CBU of the MoLPS&HRD and equip it. Similar capacity will be built in State level CBUs. Three are being equipped under LICUS and the remaining seven will be equipped under this project. This sub-component will aim to develop individual skills through a program of ministerial functional, organization, management and efficiency reviews.12 The staff of the management services unit (MSU) in the Capacity Building Unit will learn their trade by working on real assignments alongside an experienced consulting firm. The pace of implementation of the review program will be matched to the development of internal capacity. And the methodology and change management arrangements will be adjusted and refined based on the lessons learned in a few pilot ministries.

Sub-component 1B: Support to the Southern Sudan Civil Service Commission ($280,000) The Southern Sudan Civil Services Commission was established in June 2006 with notification of a chairperson and four members. It is a constitutional body with a mandate to advise the Government on all public service issues and exercise oversight over the management of the public service. A draft Act and Regulations have been framed with DFID support which are under review. The Commission is currently looking for a suitable building for its offices. Around sixty staff is proposed to be recruited for the Commission. The proposed interventions are: Short term/quick impact

• ICT office equipment, furniture and vehicles. • Training of members and staff, study tours and twinning.

Medium/long term impact

• Assistance for framing its Policy Statement and Agenda for Action including advice for the constitution of similar Commissions in the states and for the improving the draft and Act & Regulations.

12 Since there are many different types of review, the particular type of review chosen will be matched to the objectives set by GoSS

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Estimated cost The investment will include (i) Purchase of ICT equipment, furniture & vehicles; (ii) Study tour for members and staff (iii) Training of members & staff; and (iv) Appointment of consultant to develop a policy paper on agenda for the commission. Sub-component 1C: Training ($3.06 million) Context. The MoLPS&HRD draft training and development plan focuses on management training and functional training for which no other ministry is directly responsible. Overall, the training challenge is massive in view of historical underinvestment and the appointment of civil servants with little prior training or experience.13 The potential target group is very large in relation to GoSS and donor resources available under the project. It is critical therefore that these limited resources are not spread too thinly over one-off courses for large numbers which provide little more than induction training. Modular programs targeted at priority groups are consequently a preferred way to deepen knowledge and skills, and to ensure they are applied for which hard choices will have to be made. Attention would also need to be given to the mechanisms for transferring knowledge and skills to the workplace. The prospects for effective skills transfer are far greater if the training is perceived as relevant to the actual jobs of trainees and provided in a timely fashion so the skills can be immediately applied. In addition, on-job development and support for civil servants will be essential through coaching, mentoring, help desks and networks (communities of practice). Such methods are not optional “add-ons” which can be substituted by traditional off-job courses, but indispensable features of an effective training and development system. Learning will only take place if there are adequate incentives within the civil service system for individuals to engage seriously in training and to apply these skills back at the workplace. The HR policies and rules established under the new Public Service Act and regulations are critical to establishing the right incentive framework. The key elements are: (a) a performance management system linked explicitly to personal development; (b) a training policy which promotes both departmental and individual responsibility for training; (c) promotion based on merit, rather than length of service; and (d) career development opportunities based on the acquisition of relevant skills and competencies. Training alone cannot build a capable civil service for Southern Sudan. The Approach. In the absence of local capacity, GoSS will need to rely heavily on regional, and in some cases, international training providers in both the short- and medium-term. To maintain training standards and promote long-term training effectiveness, it may be preferable to engage a few key providers on a framework contract or a retainer basis, rather than contracting separately for individual courses and programs. This approach would help providers to build effective working relationships with GoSS and to deepen their understanding of the operational problems faced by the civil service. It also fits better with the model of continuous on-job development and support (especially coaching) following initial training, which demands a longer-term relationship. It is more likely that consulting firms or training institutions rather than individuals would be able to provide the service required. At the same time, it is essential that the selected providers are committed to transfer their knowledge and skills 13 Civil servants who lack the knowledge, skills and abilities will struggle to benefit even from the core training programs planned. And for the more advanced programs, there is a strong case for a prior assessment and selection of participants.

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to local trainers and internal resource persons. The selection and development of a number of workplace coaches in each ministry should be a key task within a framework contract. 1C1 Training Plan for Public Services. The training plan aims to build upon and extend the training delivered under DFID and USAID financing. Training has been delivered largely through short off-job courses although, in the case of the DFID/Skills program, follow-up coaching has been provided for trainees. So far a very small number of civil servants have benefited in relation to the enormous volume of training that is required. However, the project budget for training is relatively small in relation to these needs and priorities have therefore been established in the plan. A three-year training rolling plan is proposed which will be reviewed, revised and extended at the end of the first year in the light of experience and emerging priorities. The training conducted to date has targeted individual learners nominated from a number of different ministries. This helps participants to share experiences with their peers in other ministries, but the organizational impact tends to be diluted. For this reason a team-based approach will be used for senior management development in GoSS. Here training will be targeted towards senior management teams in individual ministries with a view to creating a critical mass capable of achieving results and leading change initiatives. This program will be rolled out in Phases, starting with a few strategic ministries to be determined. Delivery mechanisms In the absence of local training capacity, considerable reliance will be placed on regional and international training providers in both the short- and medium-term. These providers will deliver the short courses and modular programs, but they will also supply resident trainers to help learners to solve problems when they return to work. This will be a key strategy used to transfer skills. To make this approach sustainable, experienced civil servants with the interest and potential will be trained in coaching skills. They will be selected on the basis of their performance in the various management and functional training programs. Special incentives will be provided to reward civil servants who coach their subordinates and colleagues in addition to their normal responsibilities. Target groups The key target groups are: (a) Senior civil service in GoSS and State Governments (Grades 1 to 5) who have policy, budget and staff responsibilities; (b) Professionals in GoSS and State Governments with service delivery responsibilities and (c) other sub-professionals and technical staff. It is proposed to target 33% of the estimated 1500 members of the Senior Civil Service, 25% of the estimated 3950 personnel in the professional grades and 25% of the 2700 personnel in the sub professional and technical grades. The training plan, detailed in the Table below, aims to: (a) deliver training at the place of work as far as possible; (b) employ appropriate and cost-effective delivery methods; (c) deploy external and, where feasible, internal management coaches in order to tailor learning more closely to the needs of individual civil servants; and (d) develop the capability of CBU to manage and coordinate this training plan.

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The Table below lists the nature of training for different category of public service personnel and the estimated costs. The budget allocation is indicative based on provisional trainee numbers and a fixed unit cost. Firmer cost estimates will be prepared when the individual programs are designed, which will include coaching costs.

(i) 500 senior civil servants in GoSS and States (grades 1 to 5) are proposed to be trained in leadership, policy, managing change, time & stress management, rule of law, basic economics, basic public expenditure management and basic accounting, project management, basic human rights including gender responsiveness etc.;

(ii) 1000 personnel from the professional cadres (grades 6 to 9) are proposed to be trained in project management, office management, time & stress management, rule of law, basic economics, basic accounting, basic human rights including gender responsiveness;

(iii) 700 sub professional cadre personnel (grades 10 to 14) are proposed to be trained in record management, office procedure, basics of the new administrative structure under the Interim Constitution, obligations and role of public service personnel etc.;

(iv) 100 personnel will receive specialized in-house training, as for example in HR management;

(v) 1500 personnel from various grades will be trained in basic ICT applications; (vi) 100 personnel from different grades will benefit from external training

programs; (vii) 40 trainers will be identified and trained; and (viii) In addition there would be post –training support from help desks and

coaching for all the trainees. Estimated cost The total estimated cost of this sub-component is $ 3.025 million. Training costs are assumed at $50 per day per trainee including travel and accommodation/per diem expenses.

• 54% of the resources under this sub-component are proposed for basic induction/ refresher courses for personnel at different grade levels.

• Recognizing the limitation of in-house training, 17% of the outlay is reserved for external training.

• 15% of the outlay is devoted to training in basic ICT applications. • 7% is for training of trainers for ensuring the long term sustainability of the

training effort. • 5% is for help desks and post training coaching which is necessary looking to the

significant variation in absorptive capacity of personnel. • Specialized training programs (primarily for HR related subjects) account for only

2% of the total outlay since Ministries and Departments are responsible for implementing their own specialized training programs and only HR/database related programs are included here.

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Name of course Target groupNos total

Target Nos.

% coverage

Rate/ day $

No of days Total $ %

1Induction/ refresher for senior civil service

Grades 1 to 5 1500 500 33% 50 15 375000 12%

2Induction/ refresher course for professionals

Grades 6 to 9 3950 1000 25% 50 15 750000 25%

3Induction/ refresher course for sub professionals

Grades 10 to 14 2700 700 26% 50 15 525000 17%

4 Specialised courses Misc grades 100 50 15 75000 2%5 Basic ICT applications Misc grades 1500 300 450000 15%6 External courses Misc grades 100 5000 500000 17%7 Training of trainers 40 50 100 200000 7%8 Help desks, coaching 100 1500 150000 5%

Total 3025000 100%Notes: (i) For items 5 and 6 rates are lumpsum for the programme

(ii) Personnel attending the induction/refresher courses will also be trained in ICT.

GoSS Training Plan for financing under CABIHRD

Short term/quick impact interventions: The bulk of the training is short term/quick impact in nature and as detailed in the implementation plan. Medium/Long term impact interventions: 1C2 Public Service Staff College: In the medium to long-term, GoSS will need a permanent training capacity to meet the substantial training needs of the public service. One solution is to establish a public service institute where all core programs are conducted. Having a single provider will help to establish a common set of standards in training design and delivery. It will also contribute to the formation of a common civil service culture from the fusion of the CCSS and SPLM services. GoSS is currently in discussions with the Norwegian Government and Norwegian Church Aid for establishing a Public Service Staff College. In case additional support is required a reputed human resource consultant or a regional or international training institute will be contracted to support the GoSS in assessing the technical and financial feasibility of establishing a PSI, and in developing a number of strategic options, including a long-term “twinning” arrangement once the PSSC is established. This sub component will be considered during the mid term review of the project. Component 2: Labor Market Policy Vocational Training Capacity Building. ($5.65 million including allowance for contingencies) Subcomponent 2A: Policy and Capacity to Regulate the Labor Market ($0.56 million) The MoLPS&HRD of GoSS proposes to seek support from a number of Development Partners, including ILO, for labor market regulation. It is proposed to enter into an MOU with the International Labor Organisation (ILO) to implement a mix of short term/quick impact and medium term interventions in this area. Two short term, quick impact interventions and one medium/long term intervention are proposed. Short term/quick impact interventions: 2A1 Capacity Building in Labor Administration & Re-activation of Labor Offices. The Government of South Sudan is recently set up and the organizational structures at the

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central level and state levels are inadequately defined. The relationship and mandates of the Directorate of Labor at central level and state level is under discussion. The full complement of staff at central and state level is not yet recruited. The Directorate of Labor at central level will be supported to develop systems and procedures to guide relations between central and state level, and, together with state level labor offices, to support the development of linkages and networks between the labor market, labor supply and vocational training providers. The Directorate of labor would be assisted to develop proposals on an appropriate institutional framework and set-up between central and state level including delineation of functions and responsibilities, and develop a training plan for labor administration officers. An initial training of labor officers will be conducted. Outputs: • Training Plan for labor administration officers drafted; • Initial training plan for key labor officers implemented, including a limited number of fellowships for short-term courses in external specialized institutions; • System for registration and advisory services for workers and employers developed and in place; • 3 Labor offices are rehabilitated and equipped with adequate ICT equipment, internet connectivity and transportation facilities. Expected outcomes • MoLPS&HRD Directorate of Labor has capacity to managing departments- assigning Terms of Reference and roles; • 3 Labor Offices at State level are in the position of orienting the labor population towards options for enhancing practical and managerial skills aiming at creating employment opportunities. • 3 Labor Offices in States are rehabilitated and equipped. Estimated cost: The estimated cost is $320,000 for MDTF financing. In kind contribution from ILO would be additional. 2A2 Emergency Employment Service Centers (ESCs). The primary demand for labor is currently in reconstruction projects and service sector. The main employers apart from GOSS, is the international community, contractors and suppliers of goods and services. There is no system currently linking employers to labor supply. Information on labor market needs and skills availability is scanty and not coordinated. Announcements for vacancies and job opportunities, applications and recruitment are employer-based, and potential workers have to move from office to office reading advertisements, often displayed at the gates/compounds of employers. The training needs (categories and numbers) are not available, and difficult to collect. The labor supply and needs of vulnerable target groups (women youth, disabled, ex-combatants) is not consolidated. Regulation and monitoring of imported labour is not comprehensive. ILO will analyze the feasibility and initiate a process for setting up employment services centers as a one-stop-shop linking potential workers and employers and vocational training centers. ILO has appropriate tools and experience in this area gained from diverse

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contexts, which can be adapted to the South Sudan context, with the input of local experts. In this regard, ILO will utilise the existing data on the supply of skills14 and build a comprehensive database. It will collaborate with the GoSS E-government project, to integrate the employment services centers into the GoSS information services system. Outputs • Public labor information desk is accessible by the population to receive counseling; • Three ESC centers established and operational in existing ministerial structures and Local Staff are trained and run the ESC; • Network with potential employers is established and is regularly maintained and updated; • Labor Officers have capacity to both run the ESC and to undertake promotional visits to employers and training institutions; • Job brokering, placement and information services for at least 7,500 people provided; • Links to both training institutions for skills training or self-employment and MFIs are established in a sustainable manner. Estimated cost. The estimated cost for MDTF financing is US $ 160,000. In kind assistance from the ILO would be additional. Medium/long term interventions 2A3 Review of Labor Act and Regulations. The CPA stipulates that the existing laws will prevail till new laws are approved. The current legal framework for Sudan is the Labor Code, 1997. In terms of international standards, Sudan has ratified conventions 138 and 182 on minimum age and worst forms of child labor, respectively. In South Sudan, basic awareness of guidelines on occupational safety and health, security and labor conditions is generally lacking. Some practices are not in compliance with legal requirements and norms and standards applicable to rights at the work place in general, and children’s rights in particular. The objective of this intervention is to define a global framework and program for review of the Labor Act, 1997, with the participation of social partners. ILO will work with the Directorate of Labor, MoLPS&HRD, GoSS to analyze the current context in terms of guidelines and practice on occupational health and safety, labor conditions etc. The results will be used to sensitize employers and worker organizations on International Labor Standards (ILS), with particular attention to conventions 138 and 182, both of which Sudan has ratified. In addition, ILO will assist the Department of labor to formulate a framework for re-establishment of a tripartite structure, as a basis for social

14 SKILLS for Southern Sudan had surveyed 16,000 Southern Sudanese and recorded their skill/educational levels. Three quarters of them were from Sudan while the remainder was in the” near Diaspora”. UNHCR has reportedly regularly surveyed Southern Sudanese in relief camps and maintains a database on their skill levels. The GoSS/LICUS Public Service Survey of 2005/2006 records the particulars and educational levels of 62,171 persons claiming to be employed either by the erstwhile CCSS or the CANS/SPLM.

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dialogue, in line with international good practices. This will be done through special sector based consultations with the Directorate of Labor, the Federation of Workers Union, and Employers’ Organizations, and national experts. The objective of the consultations is to get a good understanding of the emerging scenario of the workplace in terms of actors, practices and problems, and to assist actors to be better prepared for assuming a proactive role in the reconstruction programs, with special focus on employment issues. Expected Outcomes • Government and Social partners are in a position to participate in collaborative review the Labor Act; • Awareness raised for better use of International Labor Standards (ILS) and fundamental rights and principles. Outputs: • Social Partners and other actors sensitized and gain broad understanding on best practices in line with international labor standards, fundamental principles and rights at work, social dialogue and social protection; • Guidelines/regulations pertaining to occupational health and safety, security and working conditions reviewed/developed and disseminated in line with international best practice and prevailing local conditions; • Tripartite structure (Government, Employers, Workers) promoted/initiated; • Framework and Process for Review of Labor Act formulated Estimated cost • The total estimated cost is $125,000. In kind ILO assistance would be additional.

Estimated total cost of sub-component 2A. The total estimated budget for this component for MDTF financing is accordingly US$ 560,000. ILO will provide an additional estimated amount of US$ 135,000 as in-kind contribution, principally the inputs of ILO experts in the respective technical areas. Other technical assistance, consultancy cost, training workshops and fellowships for short-term training of GoSS staff are to be financed by MDTF. In addition adequate quality and numbers of GoSS personnel would be required. Rehabilitation of facilities, office equipment and transport as required to equip the three labor offices are to be financed from MDTF. Sub-component 2B: Policy and Training for Vocational Training ($4.7 million) With peace established, restarting economic activity and creating employment holds a high priority for government. Employment is primarily agrarian with small-holder farming, but potential for the cultivation of larger estates. In urban areas, the informal sector and self-employment are dominant. The formal sector with wage employment is presently small and largely represented by public sector employment. Future jobs growth will be influenced by the public sector’s expected heavy investment in social infrastructure for schools, clinics, roads, water, and sanitation. Equipping the workforce with the skills needed by the re-emerging economy will pose a challenge. The New

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Sudan Centre for Statistics and Evaluation with UNICEF in 2004 reported illiteracy rates reaching 90 percent for women and 63 percent for men. Skilled workers are often recruited from Kenya and Uganda. The signing of the Comprehensive Peace Agreement in January 2005 has focused attention on rebuilding human capacity for productive activities. This capacity, as noted by the Joint Assessment Mission, is essential to the delivery of the “peace dividend” in the form of basic social services, economic growth, improved equity and security leading to the eradication of poverty. Investments in education and training are at the center of rebuilding this capacity. Alongside weaknesses in capacity for education, the public sector’s ability to equip the workforce with vocational skills in the post-conflict economy has been heavily damaged and neglected during the civil conflict. The Ministry of Labor, Public Service and HRD (MoLPS&HRD) is taking a lead role in restoring capacity for non-formal training activities. Providing a workforce with skills for productive activities and income generation is important to sustaining the peace and reducing poverty along with job creation. Developing the capacity of human resources is a key challenge in Southern Sudan. Over two decades of conflict has denied learning opportunities to those who are entering the labor market and eroded the skills of those who were already in the labor market at the time the conflict commenced. More significantly the conflict has also destroyed the network of facilities for vocational training in Southern Sudan. Providing a workforce with skills for productive activities and income generation is important to sustaining the peace, reducing poverty and support job creation in both the private and public sectors. Against this background, the high illiteracy rate of the population, poses a special challenge to training and places a premium on complementing this training with access to literacy and accelerated learning programs such as planned by the Ministry of Education. The rebuilding of this human capacity will require attention to the needs of several important population segments. Ex-combatants will need skills and other support for reintegration into the peace-time economy. Most will lack the benefits of basic education as a foundation. Among their numbers will be those who are disabled and who need special help and assurances of skills for income generation. Women will be an important target for improving the income generation capacity of households. Young people, but also adults, will need skills and entrepreneurship training to help start and manage new businesses in an economy marked by the slow growth of wage employment. Against this background, the high illiteracy rate of the population, noted above, poses a special challenge to training and places a premium on complementing this training with access to literacy and accelerated learning programs such as planned by the Ministry of Education. Speedy and efficient reconstruction will depend upon the availability of a labor force with the requisite skills. As a part of the project TNA will be conducted based on the potential labor demand in a region. An incremental demand for around 20,000 additional skilled and semi skilled jobs is likely15 on account of incremental public investment alone. The

15 At a rough estimate of 40 skilled, semi/unskilled jobs per $1 million expenditure, the estimated developmental expenditure of $ 500 million would generate around 20,000 skilled semi skilled and unskilled. Based on a US Federal Highway Administration study in 1996 which estimated that per $1 billion of investment in civil construction around 7900 direct and 19,900 indirect jobs in the supply industry and 14,600 induced jobs in the economy as a whole. The direct job creation rate in S. Sudan is likely to be

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labor demand created as a result of private investment would be additional. Preliminary discussions suggest that auto mechanics, computer skills, ICT hardware & network maintenance, hospitality & tourism services, tailoring, masonry, metal work, carpentry, electrical installation and maintenance, consumer electronics repair, plumbing, private security services, chauffeurs, small business management skills, agriculture and livestock management related skills are likely to be growth areas and therefore key areas for upgrading skills. Existing facilities for vocational training Facilities for vocational training in Southern Sudan are currently inadequate. The table below lists the existing major facilities: Institute/Location Training capacity Remarks MTC, Juba, Central Equatoria State

Currently non functional. GTZ, DED and JICA will provide partial support

Rehabilitation of the two workshops and the administrative blocks will be supported by GTZ.

VTC, Malakal, Upper Nile State

Functional facility training around 200 per year. UNIDO – Govt. of Netherlands provide some support.

UNIDO has provided equipment for glass blowing training and supports Entrepreneurship development. The VTC is supported by GoS but from January 2007 will be transferred to the budget of GoSS

VTC, Wau, Western BEG

Non functional. Originally supported by DED till 1982

Currently occupied by the Army.

Agany Womens Development Center, Lakes State

Established in 1980 with support from NPA. Currently running on a small scale

Juba University Computer center Provides upto Diploma courses. Yei GTZ center, Eastern Eqatoria

Additional facility to UNHCR/GTZ Logistics base

Kapoeta GTZ center

Adjunct to Logistics base

Don Bosco center, Wau, WBEG

Has come up rapidly since 2003. Trains in building skills, carpentry. Is short of trainers.

Proposes to add auto mechanics, metal work. Targets around 250 per trainees per year

Proposed strategy The strategy for this component will comprise a mix of short term/quick impact interventions and medium/long term interventions. In the former category will be included rehabilitation of the existing VTCs and training of the VTC management and trainers in a manner that vocational training can be commenced immediately. In the latter

higher due to lower levels of mechanization but possibly job creation in the supply industry and the economy may be restricted by a larger share for imported products and poor intra sector linkages initially.

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will be included policy development, organisational reform and upgrading of capacity within MoLPS&HRD, curriculum development, standardization etc. Proposed development objective(s) The investment under this component will help improve access to vocational training, enhance the employment potential for the labor force in the respective regional markets and strengthen the Ministry’s ability to shape and guide the development of an effective, well-integrated training market including for the training of public servants and private entrepreneurship development. These development objectives will be achieved by rehabilitating/establishing the four regional vocational training centers, revising curricula, retraining instructors, and equipping workshops for the delivery of training, and supporting the MoLPS&HRD in developing a national training policy and building capacity to implement the policy. Performance indicators Performance indicators for measuring the impact of these investments will include evidence of a more balanced regional enrollment in training programs and results showing graduates are able to find wage employment or start new businesses using the skills they have acquired. For the Ministry, success will be measured by introduction of a clear organizational structure defining responsibilities for supporting the operational needs of a training market and the presence of staff empowered by training and resources to carry out these activities. Other performance indicators may include: adoption of a national training policy with the draft legislation needed for implementation; expansion of government expenditures on training; evidence of higher earnings and income associated with graduates of training compared to those without this training; a balance of training opportunities for ex-combatants, women, and disabled persons; and mainstreaming into the curriculum training on HIV/AIDS. Short term/quick impact interventions 2B1 Improving access and relevance of vocational training: This intervention will consist of two sets of actions; • Rehabilitation/up gradation of the physical resources and formulation of efficient management structures and systems for vocational training. • Training of VTC staff and management. Accordingly the thee vocational training centers at Juba, Malakal, Wau and enhancement of capacity at the proposed VTC at Aluakluak (near Agany) is proposed to be undertaken under the project so as equip these centers for delivery of training in occupations for which demand is found to exist in the local regional market. Parallel financing may be provided by other donors and will be coordinated with MDTF investments. Investments associated with construction and renovation of training centers, instructor and student housing, occupational standards setting, curriculum development, instructional materials, instructor training, and equipment and furnishings is included. Advisory Boards are

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proposed to be established for each regional training center with membership from regional employers, civic leaders, and other members of civil society and will advise the Directors of the four regional training center on the mix of skills offered, target groups for training, fees and financing of the center, and management of facilities and programs. For each occupation for which training is offered, standards will be set by the Ministry in consultation with employers, where possible, to ensure relevance of the training offered and as a benchmark for quality measured by testing and certification of the skills attained by trainees. Tracer studies for each graduating class conducted as part of the center’s monitoring and evaluation program will be used to assess the relevance of training offered. Short-term consultancies may be financed to prepare training programs, covering architecture and civil engineering, curriculum development, pedagogy, and equipment specification. 2B1a Rehabilitation of Malakal VTC. The Malakal VTC is the only VTC in the public service which has been operational for the last three years. It trains around 250 people in “high level” skills. UNIDO has also commenced its Vocational Entrepreneurship Development (VED) program there with support from the Government of Netherlands. It is proposed to provide resources for balancing training capacity at Malakal, such that the throughput can be doubled. Though the center is functional VSAT connectivity is absent. Accordingly VSAT connectivity, complementary generator, equipment to expand ICT training, revamping and balancing of existing equipment and some construction would also be required to house the business development section. The VTC already has a full complement of staff and receives management support from UNIDO advisors. However, the level of skills of trainers is not known and needs to be tested and a curriculum to upgrade trainer skills implemented. Estimated cost: The rehabilitation is expected to cost $ 500,000 and will include (i) Purchase of balancing equipment and vehicles; (ii) Civil rehabilitation and construction; and (iii) Appointment of consultants/contractors for training of staff/management and external trainings for staff, workshops, seminars. 2B1b Rehabilitation of Juba VTC. The Juba VTC is currently receiving support from GTZ and JICA and will commence rudimentary operations by the end of 2006. GTZ is rehabilitating the existing equipment and workshops to enable quick start operations at a total outlay of around $200,000. DED will provide some TA support for the management of the VTC. JICA also proposes TA support for upgrading training skills and related investments. However, some civil re-construction would still be needed particularly of classrooms, staff residences, boundary wall, sanitation and water. VSAT connectivity is unavailable currently but critical. Additional equipment especially for the business development section, ICT training etc would be required. Estimated cost: The rehabilitation is expected to cost $ 1.1 million and will include (i) Purchase of balancing equipment and vehicle; (ii) Civil rehabilitation and construction; and (iii) Appointment of consultants/contractors for training of staff/management and external trainings for staff, workshops, seminars. 2B1c Rehabilitation of Wau VTC. The Wau VTC is currently non functional. The bulk of the workshops and classrooms exist but they require repair and rehabilitation. The sewage, sanitation and water supply system requires rehabilitation. The workshops have all been stripped and there is no equipment, training material etc. Rehabilitation will

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require a big effort. However since the VTC will service the entire greater Bahr El Ghazal region operationalising it is critical. Civil reconstruction would be done in a modular fashion and in the initial phase restricted to rehabilitating selected workshops, classrooms, offices etc., the water and sanitation system and internal electrical supply system. Initially, equipment will be purchased only to commence basic trades and business development skills, provide VSAT connectivity and a generator for electricity supply. Government also proposes to enter into an MOU with UNIDO to provide management support, develop the curricula, establish the training units and commence operations. The UNIDO proposal, which is under discussion, is at ATTACHMENT A. Estimated cost: The rehabilitation is expected to cost $ 1.0 million and will include (i) Purchase of equipment and vehicle; (ii) Civil rehabilitation and construction; and (iii) Appointment of consultants/contractors for training of staff/management and external trainings for staff, workshops, seminars. 2B1d Establishment of Aluakluak VTC. The Aluakluak VTC is expected to cater to the vocational training needs of the Lakes region. Currently there are no vocational training facilities either in Rumbek or in Yirol. Some vocational training facilities have been provided by the NPA and GTZ in Yei. Government proposes to build upon the experience of Norwegian People’s Aid (NPA) in Agany, where a Women’s Development Center has been running as a production cum training center for the last decade and establish a full fledged VTC on the main road between Rumbek and Yirol at Aluakluak. It is also proposed that an MOU be entered into between GoSS and NPA for supervising and managing the operationalisation of the VTC. NPA would design the curriculum after assessing training needs in the region, construct workshops, classrooms and service units as required, provide VSAT connectivity, water and sanitation facilities, generator for electricity supply and purchase the necessary equipment on turnkey basis which would be financed under the project. For this purpose NPA would abide by the procurement regulations of the World Bank and GoSS, as applicable and ensure that prescribed financial management and accounting processes are followed. A DRAFT MOU proposed by NPA between the GoSS and NPA is at ATTACHMENT B Estimated cost This intervention is expected to cost a total of US $ 1.95 million including (i) construction and renovation (ii) purchase and installation of equipment and (iii) Management charges of NPA, training of staff, workshops and consultancies. Medium term interventions 2B2 Policy Development. This intervention will support activities leading to development of the Southern Sudan Vocation Training Policy (SSTP) and management of the project. Preparation of the SSVTP is expected to require short-term consultancies and studies on the economic context, the policy options, and lessons from international experience. Key issues will include how the training system is to be governed, how it will be financed, whether to decentralize management of delivery and to what degree, and what role government is to play in provision, financing, and regulation. Stakeholder consultations in workshops will be important to forming the policy. Agreement on the SSVTP will require drafting of legislation to empower the Ministry to implement the

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policy. The Ministry is expected to develop an organizational framework for its training activities and staff the activities. Key ministerial activities may include standards, testing, and certification; curriculum development; licensing and accreditation; labor market information; monitoring and evaluation; instructor training; and planning and policy development. This intervention will also train the relevant officials in the MoLPS&HRD to develop appropriate policies for VT and support the operation of a training market that includes public and private provision. It will in addition provide training for managers of regional vocational training centers and staff. The Ministry is expected to develop an organizational framework for its training activities and staff the activities. Key ministerial activities may include standards, testing, and certification; curriculum development; licensing and accreditation; labor market information; monitoring and evaluation; instructor training; and planning and policy development. Short-term training will be supported by the project locally and abroad, as needed. A capacity building plan is to be developed that sets out the positions for which training will be provided, the nature of the skills covered, the method of delivery, potential sources of supply, and projected cost. The training of Directors of regional vocational training centers is to be given high priority to ensure they are equipped to operate these centers in a market context where they must make decisions on the training offered, choice of instructors, fees and financing of programs, management of the budget, and determination of program relevance and quality. For senior management of the ministry and Directors of regional vocational training centers, capacity building may include visits to other countries in search of lessons for the design of the training policy framework. Estimated cost This intervention is estimated to cost $ 115,000. Component 3: Communications and information services within Government and access to information for the public ($2.48 million including allowances for contingencies) Subcomponent 3A: Video-conferencing between GoSS and States ($ 1.5 million) The VSAT and GoSS Network servers, under the existing RIEP Project, will provide for link capacity for the ten states and 2 GoSS sites in Juba, shared by the ministries. The link capacity will be as follows: 128 kbps uplink/512 kbps downlink for (Aweil, Bentiu, Bor, Juba, Malakal, Rumbek, Torit, Wau, Warrap, Yambio) and 1024 kbps uplink/2048 kbps downlink for the 2 GoSS sites in Juba. However, appraisal of this component has revealed that such a capacity is not sufficiently adequate to operate video conferencing services. To this end, bandwidth allocations should be modified and redistributed, equipment and communications facilities should be upgraded, together with a sound training for technical staff responsible for the operation of the service. Interventions.

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To ensure successful execution, this sub-component will be implemented in two stages.

1. Pilot Phase. This will focus on testing an initial system of facilities connecting one site in Juba and one site in one State and building capacity for technical staff. Within the existing contract, the bandwidth will have to be modified as follows: MoTPS 768 kbps uplink/2048 kbps and one state 384 kbps uplink/512 kbps. This system will be tested until the end of year one when the bandwidth contract will end. To enable the addition of videoconferencing to external sites, it is planned to use ISDN at the Hub Station (Hong Kong). Equipment such as satellite modems, routers for these 2 sites and the hub station will be purchased to fully implement Quality of Service capability.16

2. Scale-up Phase. Subject to successful testing, piloting, and robust network

maintenance this stage may be upgraded to provide video-conferencing services in all ten states and GoSS. The bandwidth/teleport contract should be re-bid with the following conditions. The bandwidth should be redistributed to allow for asymmetric transmission and for a minimum of 384 kb/s for each site. The teleport should provide for videoconference bridging services. This will provide the base for deployment of VC facility to all sites.

Estimated cost The intervention for the Pilot Stage is estimated to cost $ 198,000 for (i) Purchase of equipment and to upgrade one site in Juba and one in one State; and (ii) establishment of two VC rooms and generators. The intervention for the Scale-up Stage is estimated to cost $ 1.3 million for (i) establishment of 10 VC rooms and generators; (ii) purchase of equipment; (iii) consultancy for preparing TOR for teleport; and (iv) training to train the trainers on video conferencing services $20,000. Sub-component 3B: Government Internal and External Website Development and Information Management ($ 127,000) The development of dynamic internal and external websites for the government is key to optimize exchange of information and communications among GoSS ministries and with external stakeholders. This sub-component will be implemented through stages to ensure feasibility of development of the website, while building capacity in GoSS to maintain and manage infrastructure and content. The overall components of the project will be Internet/Public website, Intranet, and Web Development and Content Management Strategy. Interventions.

16 Quality of Service is a technical term used to indicate an “effective distribution of bandwidth”.

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1. Phase 1. During this phase the focus will be on the establishment of a functional external website, the training for technical and editorial staff, and the definition of a GoSS web development and content management strategy. Editorial and Technical teams, respectively in the MoIB and MOTPS, will collaborate closely with other parts of the government to define information architecture, and create productivity tools for design and user support.

2. Phase 2. It will focus on addition of features and modules, such as include interactive databases for documents, projects, activities and so forth.

3. Phase 3. It will focus on establishment of the GoSS Intranet, inclusive of services, activities, staff directory, and so forth. This will be applicable only to Ministries that have successfully joined the GoSS Network and Information Technology Infrastructure. Interventions and Costing of this stage will be provided after year 2 where feasible.

Mandate. An official mandate should be issued to the Ministry of Information and Broadcasting and Ministry of Telecommunications and Postal Services to coordinate jointly the activities. Due to the comprehensive nature of the sub-component, covering all all GoSS, key stakeholders including representatives from all Ministries and Government Agencies should be involved.

Implementation Team. A GoSS implementation Web Team should be established and should comprise of (i) Focal Points Team (ii) Editorial Team and (iii) Technical Team. GoSS will recruit a Web Master, 2 Technical Developers, and 2 Web Content Editors/Communication Specialists to manage the website effectively. Web Development and Content Management Strategy.

Through consultations with officials in relevant Ministries, as well as other government entities, GoSS will be able to shape a vision for a dynamic website. This vision should encompass a website that is timely, attractive, accurate, and, above all, a primary sources of information on the activities of the Government. Such site will comprise the following features: a consolidated communication tool, distributed authorship and editorial functions, well-defined workflow, scheduled content and life-cycle management, centralized design and quality assurance.

Estimated cost: The total estimated cost is $ 127,000 on (i) Purchase of hardware and software (ii) Appointments of consultants/contractors for defining specifications/TOR and for executing the job of developing, installing and maintaining the website (iii) Domain registration, website hosting fee etc.

Sub-component 3C: Email ($117,000) This sub-component will provide for analysis of requirements, software, and installation of an email system in the GoSS, and training to technical administrators and users. The email system will be implemented only in those Ministries that have successfully joined the GoSS Network and Information Technology infrastructure. Estimated cost

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The intervention is estimated to cost $ 117,000 for (i) Purchase of hardware and software, (ii) Contract Consultancy for requirements analysis, and configuration/installation system, and (iii) for training staff. Sub-component 3D: Electronic Record Management ($72,000) This sub-component will be implemented as a pilot in the Ministry of Cabinet Affairs as a repository of documents and records connected with the work of the Cabinet. It will provide for equipment and software, and training for staff and will be implemented as pilot in the Ministry. Subject to a successful pilot of the system, it could be scaled up to other Ministries, in the next phase of the project. This will depend on readiness of network infrastructure, Intranet setup, and availability of an integrated email system. Intervention The system will help the Cabinet Office better optimize performance by improving access to critical documents, enhance operational efficiency-all while reducing risks associated with security and cost. The system will manage all stages of the document life cycle including document creation, version control, checking documents in and out, and workflow. When fully functional, documents could be retrieved through a secure Intranet or private network from any standard desktop PC. Estimated cost The intervention is estimated to cost $ 72,000 for (i) Purchase of hardware and software (ii) consultancy for technical requirements and (iii) training for staff. Sub-component 3E: Public Information ($296,000) Context

The need for communication and information in Southern Sudan is critical and urgent for there are no sufficient means and established channels of communication between the GoSS and the population in this vast country. This means that even the information on the CPA, as well as other vital information about peace reconciliation and development, and government programs and activities, are not well known to the population which lives in a virtual blackout of information. Furthermore without communication there cannot be any population-wide programs to enhance living conditions in the South in terms of formal and civic education, health, employment creation, food security, reintegration of IDPs and Returnees, etc. There is a clear connection between the success of reconstruction efforts and human development and broad degrees of public acceptance. Such acceptance is dependent on both governmental policies and capacity to implement these policies as well as the opportunity for local people, including those most affected, having information on, and understanding of and an opportunity to debate the policies and programs at stake. Such public understanding and public debate is impossible without an independent and professional media that has both the capacity and the freedom to report on the variety of perspectives that needs to be voiced in the public domain. This includes existence of adequate public media infrastructure and capacity of public bodies to ensure dissemination of public information through various channels to reach out to the widest population possible.

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The Ministry of Information of the Government of Southern Sudan has set up a plan for the development of an enabling environment for a professional and independent media in the country. Likewise, to meet the terms of the Comprehensive Peace Agreement on freedom of expression it has engaged in the training of Public Service Media (PBS) personnel on Freedom of Expression and Freedom of the press. Furthermore, various draft policies pertaining access to information, broadcasting bill, freedom of information etc. are under consideration. The challenges to carry out these projects are significant for it implies a whole system for the development of human resources in areas that were dormant and remained underdeveloped as a result of the conflict and the absence of PBS in Southern Sudan.

Within the context of Sector Economic Function planning the Ministry has therefore proposed a two-pronged approach towards the setting up of a public broadcasting service in Southern Sudan; the development of a legal and regulatory framework to ensure the freedom of the press and of the media; and to facilitate the broadest possible access to public domain information.17

Intervention This sub-component will focus on building an initial capacity in GoSS to develop and sustain public information through various communications channels. The Ministry of Information and Broadcasting (MoIB) will be the nodal ministry with responsibility for public information. MoIB will make investments to put in place a Communications and Public Information team, responsible for editing, structuring and clearing information to be published on the government and ministries website, to manage an information centre opened to the public, and to diffuse communications on government activities, programs through various channels and means. The team will work very closely with Press Offices in ministries, especially Ministry of Cabinet Affairs.

The intervention will make provisions for setting up a pilot Public Information Center and service in Juba, for training communications staff in the MoIB on public information and access to information. UNESCO has given a proposal for the training of civil servants which will be considered and negotiated. Estimated cost The intervention is estimated to cost $ 296,000 (i) Civil works to rehabilitate information center, (ii) Training for Staff Sub-component 3F: Technical Assistance to MoTPS and MoIB This sub-component will provide the Ministries of Telecommunications and Information/Broadcasting with technical assistance.

17 In particular, policies such as Right to Access Information, Regulatory Framework, Freedom of Information Bill, Public Service Broadcasting Bill, Bill to promote Media Self Regulation. Additional work in progress on the disclosure of information policy of the government.

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An International Advisor will be hired for one year, with the responsibility to advise the MoTPS on telecommunication and information technology policies, activities and programs, including the on-going projects. An International Advisor will be hired for one year, with the responsibility to advise the MoIB on information and broadcasting policies, activities and programs. The cost for this sub component has been included in sub component 3A and 3E above. Component 4: Project Management Capacity ($630,000 including allowances for contingencies) The project will be managed by a Project Team led by the MoLPS&HRD and with sub-components managed by teams in the MoTPS, MoIB and the MCA To mitigate the risk of delays in project implementation as a result of limited project management capacity, the project will support training of project staff in Project Management, FM/Accounting and Procurement. One round of basic training is being provided to project staff during project preparation through resources available in the LICUS project at a total outlay of around $56,000. Estimated cost Under this component the project will also support special consultancies or provide project management support, study tours, office equipment and selected operational expenses on an exceptional basis and will include (i) Training of project staff; (ii) Appointment of an Monitoring and Evaluation and Project management Specialist to work in the PMG; (iii) Appointment of a supervising Engineer/Architect for supervising all civil works and other project support staff; and (iv) Workshops, seminar, review meetings and travel.

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ATTACHMENT A OF ANNEX 1

COMPONENT PROPOSAL:

REHABILITATION OF THE MAY VOCATIONAL AND TECHNICAL TRAINING CENTRE, WAU, SOUTHERN SUDAN, FOR YOUTH ENTREPRENEURSHIP DEVELOPMENT AND JOB CREATION

17. UNIDO TECHNICAL ASSISTANCE PROPOSAL FOR MDTF FACILITY

18. Counterpart: Ministry of Labour, Public Service and Human Resource

Development (MoLPS&HRD), Government of Southern Sudan, Juba

1. Brief description of this proposed sub-component Rationale: This UNIDO proposal is to overall support effective means to rehabilitate the Wau VTC for its communities and to alleviate poverty in a post–conflict environment, as experienced in Wau and Southern Sudan as a whole. This proposal is to develop sustainable livelihoods and create productive employment opportunities for young persons and women, through the rehabilitation of vocational and technical skills training for apprenticeship programmes, and skills upgrading courses, as well as trade testing activities. The initial focus of the UNIDO proposal is on immediate rehabilitation of the May VTC in Wau, and providing basic and advanced skills training to be applied for four areas of vocations, i.e. mechanical and electrical engineering including auto repair, metal work and welding, lathing and tailoring. Entrepreneurship development for job creation will be presented with micro and small business opportunities, in an integrated manner, where these skills will be essential for product development and repair. Information Communication Technologies (ICT) should also be considered, as these would facilitate continuous knowledge management and sharing of ideas, as well as marketing of products and the VTC services. The training approach to be taken needs to be combined with market oriented entrepreneurship development to support jobs in the productive sector, with a focus on micro and small enterprise development for manufacturing. Effective demand-orientation programmes should be put in place in Wau. Therefore vocational/ technical skills need to be combined with a business approach and effective youth entrepreneurship training and business services. This will be done by focusing on VTC programmes used as a basis for market demands (future and existing ones) to develop sectors/sub-sectors prioritized by the Government of Southern Sudan (GoSS), the MoLPS&HRD, the Wau municipality and the private sector (if functioning). By bringing into a rehabilitated centre technologies and techniques for designing of simple tools and new products through technical and entrepreneurship training, the Wau VTC will be in a better position to contribute to its (industrial) human resource development base (IHRD) targeting youngsters and women to be trained for sustainable business development.

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In line with the above, the training programmes’ design of Wau VTC is to address the need for developing sustainable employment generation through skills training, and production taking sector based priorities and entrepreneurial development into account. 2. Strategy and activities to be considered at Wau VTC:

• Civil works: immediate rehabilitation and operationalization of the Wau VTC through repair and renovation to facilitate at least four (4) large, well-equipped and standardized workshops, appropriate demonstration and classroom facilities and office space.

• Goods: provide appropriate equipment, machinery and training materials to facilitate four areas of trades and vocations (i.e. mechanical/electrical engineering including auto repair, metal work/welding, lathing and tailoring*) in addition to addressing the basic needs of communities who will be using a rehabilitated center in Wau.

• Services: use of a “bottom-up growth strategy” in training to build a private sector culture with respect to skilled human resources, craft men-ship, administrative, institutional and productive aspects and taking advantage of the opportunities offered by markets and job potential in a peace building environment.

*ICT will be included based on a demand-review. Close collaboration will be pursued with technical universities (national and international), NGOs, and UN (specialized) agencies, working in Wau and Juba for services to be provided. Opportunities for cooperation with respect to goods and civil works will be sought, for instance when it comes to procuring large items such as a generator or engineering expertise, as well as for the services planned.

3. The overall objective of the proposed programme for Wau VTC is the following:

To develop for immediate application technical, productive and creative capacities and capabilities, and a solid IHRD base through vocational/skills training, as well as to assist the Wau VTC with developing a private sector culture by setting up micro and small enterprises for repair, maintenance, designing, manufacturing and processing technologies in support of its priority sectors. In addition, the Wau VTC would develop an approach to support:

• Continuous knowledge management and sharing of ideas, as well as innovative approaches, relevant for an entrepreneurial culture among VTCs in Southern Sudan.

• Basic skills relevant for master-craft programmes in several trades. • Greater technological skills and advanced analytical skills (at a higher level) as

well as high quality standards to develop competencies for an industrial and productive culture.

• Market development skills, organizational and new management development approaches.

• Assessing, monitoring and evaluating on a continuous basis, market linkages/access possibilities, vocational skills capabilities and needs, suitable

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equipment for training and production, as well as job retention and employment creation through YED.

4. Beneficiaries of the Wau VTC rehabilitation project are the following:

It is estimated that a total of at least 2,000 trainees will be involved in the Wau VTC programme, over a period of 36 months. These are is to include: • Approximately 500 students over a period of 3 years enrolled in a full-

programme with high-level skills, combined with business opportunities • 1,000 young students in basic vocational skills training (with short and

long-term training programmes) combined with entrepreneurship • 500 women from several communities trained in several vocations, to be

coached into micro-businesses As a result the project will reach different groups of beneficiaries, i.e. • VTC staff and managers • Instructors, trainers/business coaches • Ex-combatants, IDPs and refugees returning for settlement in Wet Bahr El

Ghazal, who will form the center’s immediate clientele 5. Total estimated cost of the proposed project:

Through the assistance programme for the Wau VTC, initial and immediate support for the rehabilitation and operationalization of the Wau VTC is to be provided to set up a sustainable service to fully support the recovery and reconstruction of the productive and employment sector relevant to development priorities of Southern Sudan. This is to support sustained peace, development and poverty eradication.

The overall technical and management assistance to be provided by UNIDO for programme implementation over a 36-month period (3 years), is in terms of works and infrastructure rehabilitation, goods/equipment, and services related to training and capacity building. In total, the project has an estimated cost of US$ 936,000.

6. Estimated consolidated budget for rehabilitating Wau VTC and project

implementation to deliver goods and services covering 36 months (3 years):

Budget lines Items and Description

Duration

(w/m)

Estimated costs (in US $ )

11-50 International consultant with multi-tasking skills to support VTC rehabilitation and upgrading assessment, management, overall training support for vocational training and trade testing, monitoring and regular assessments (split missions totaling 150 days)

5 50,000

11-51 Several international experts/external trainers for TOT 10 30,000

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and instructors, and for the rehabilitation, installation of equipment procured, maintenance and repair training. (split missions over a period of 3 yrs)

13-00 Administrative support and security costs (400 US$ per month) 36 10,000

15-00 Local project travel 5,000

16-00 Mission travel: technical supervisory staff for missions, VTC rehabilitation, skills development, capacity building and training, quality issues, environmental safety, installation of mechanical workshops and training/production equipment, YED component

10,000

17-50 National consultant with multi-tasking skills for management support, rehabilitation, procurement, capacity building, monitoring and assessments (to work closely with the consultants under budget line 11-50, 11-51 and 11-52)

24 36,000

21-00 Repair rehabilitation and operationalization of Wau VTC to facilitate the trades/sectors to be included

300,000

33-00 Training costs of staff: managers (3) and instructors (20) existing and new ones, training of trainers (TOTs), exchanges, workshops, seminars, business coaching, training of the following beneficiaries: 500 students over a period of 3 years enrolled in a full-programme with high-level skills, combined with business opportunities; 1,000 students in basic vocational skills training (long/short-term); 500 women from several communities trained in several vocations, who are being put in micro-businesses. A total of at least 2,000 persons, including youngsters and women are envisaged to take part in several training programmes* *decisions should be made as to fees to be paid

80,000

45-02 Training equipment for mechanical/electrical engineering including auto repair, metal work/welding, lathing and tailoring/class room-furniture/project bus PCs/ICT, audiovisual training materials.

400,000

51-00 Miscellaneous

- Preparation of manuals, training materials - Translation, editing, printing, accessibility - Communication - Monitoring and evaluation - Transport of equipment/containers costs

15,000

99-99 US $ 936,000

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ESTIMATED TOTAL PROJECT COSTS (this is excluding programme support costs, which is subject to the agreement between UNIDO and MDTF)

Prepared by UNIDO, Vienna, Austria, 19 Sept. 2006 Inez Wijngaarde, Industrial Development Officer, Private Sector Development Branch Tel. 0043 1 26026 3810 Fax. 0043 1 21346 3810 E-mail I.Wijngaarde@unido.org

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ATTACHMENT B OF ANNEX 1

DRAFT South Sudan Assistance Programme

MEMORANDUM OF UNDERSTANDING between

NORWEGIAN PEOPLE’S AID and

Ministry of Labor, Pubic Services and Human Resource Development - GOSS

for the implementation of Establishment of Vocational Skills Training Center

in Aluak Luak- Yirol West County MOU NUMBER – NPA- MOL/PS&HRD/01/2006

1. PREAMBLE This Memorandum of Understanding (MoU) is entered into between Norwegian People’s Aid represented by the Country Director for South Sudan P. O. 39207- 00623 Parklands, NAIROBI, Kenya and hereinafter referred to as NPA, and the Ministry of Labor, Public Service and Human Resource Development of the GOSS hereinafter referred to as the Ministry in this agreement and represented by the Minister WHEREAS, NPA and the Ministry stand for and are actively engaged towards the achievement of unity, solidarity, human dignity, peace and freedom in Southern Sudan, particularly in respect to the socially and economically deprived members of the Southern Sudan communities. WHEREAS, NPA and the Ministry have realized that the above mentioned values can be effectively upheld through specifically identified projects and also believe that the project under consideration for this MOU hereinafter referred to as the project reflects these values and that the project has secured all the necessary funding from the WB/MDTF and he Ministry. WHEREAS, the NPA has received the necessary funding from the Ministry for the implementation of the project. WHEREAS, the Ministry will closely follow and monitor the implementation of the Project. WHEREAS, both parties have agreed to collaborate for the realization of the Project. NOW therefore, this MOU is entered into on the terms and conditions stated hereunder and subject to continuation of all factors required for implementation and agreement of all parties. 2. OBJECTIVE OF THE MOU 2.1 NPA and the Ministry endorse this MOU as the instrument, which will establish and solidify the partnership between the two parties in an equitable two-way cooperation; as further described hereunder. This MOU therefore: � Reflects a common vision of development; � Creates mutual respect and understanding; � Strengthens existing solidarity in all aspect of relations; � Establishes reciprocal accountability; and � Creates mutual trust and commitment for a common goal.

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3. SCOPE OF THE PROJECT 3.1 This MoU relates specifically to the attached project proposal (Appendix A) which enlists NPA as an implementing partner to the Ministry in establishing a Vocational Skills Training Center at Aluak Luak in Yirol West County, Lakes State. 3.2 The scope of the Project comprises the following major activities. Implementation of the Project shall mean conducting the following activities to satisfactory level. • Needs and demand assessment; To assess and ascertain the demand for specific skilled human resource by private sector and public institutions, the need for self-employment opportunities through micro enterprise development, and the demand for products and services from micro enterprises. • Stakeholder analysis; The training centre shall have direct and indirect relationships with the natural resources, local communities, traders and various government administrative organs (including security), etc. The potential roles of these stakeholders need to be identified and analysed in order to benefit from their contributions and to reduce potential constraints and conflicts. • Organizational structure of the training centre, the Ministry, and NPA each need to develop their organizational structure, which shall clearly define horizontal and vertical relations with each other. • Infrastructure design (designing the centre, location of basic services such as clean water, power supply, health centre, etc; This includes dormitories, classrooms, kitchen, resource centre (library), sanitary facilities, power supply, etc all of which shall be within the compound of the centre. The location of other facilities & services such as bore hole, clinic, kindergarten, etc. will depend on proximity of these facilities to the centre, financial feasibility and other factors. • Identification of specific fields of training and curriculum development; Based on the needs and demand assessment report, appropriate fields of skills training, accompanied by curriculum for each field of study shall be developed. • Developing selection criteria for trainers and trainees; Once the fields of studies are identified and curriculum is designed, criteria for selection of trainees and trainers need to be developed. • Institutional capacity development; The management and support staff of the centre (administration, finance, logistics, etc) and the technical staff shall require management skills to efficiently managing the project. NPA shall propose and develop capacity development strategies. • Building/Construction; This involves the physical building and construction activities based on the designs of the infrastructure at the design stage • Procurement and property administration; Procurement during implementation involves the purchase and delivery of equipment and supplies for the centre. Property administration shall include setting up inventory and safe-handling of property. • Recruitment of technical and support staff of the centre: This involves hiring of technical staff (mainly trainers) and support staff (administration and finance) for the centre. For NPA, It involves the recruitment of project manager and assistants. • Recruitment of trainees: Trainees for the various fields of vocational training shall be recruited based on criteria which is developed at the design stage. • Training: This is the actual training in various fields of skills. It will be guided by the curriculum developed at the design stage. • Quality control (of the courses, infrastructure, procurement/property administration, environmental management, and other services); Quality control (of the courses,

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infrastructure, procurement/property administration, environmental management, and other services) 3.3 The implementation of the Project shall start following the fulfillment of the requirements for project implementation including reception of funds by NPA. The actual period of the project shall be based on the project proposal and agreement between the two partners. All reasonable effort shall be made by NPA to complete all project activities within the project life time. 3.4 Any changes to agreed project agreement document shall be done in consultation with the Ministry and shall also be endorsed by both parties before changes are made and implemented. 3.5 Where appropriate and reasonable, NPA can suggest minor alterations provided that the Ministry is well informed in writing and without delay, of such change of plan. 4. OBLIGATIONS OF NPA 4.1 NPA shall ensure that it is operating within the accepted national legislation and has the proper legal status from the relevant authorities to undertake the Project in South Sudan. 4.2 NPA shall report on a regular basis to the Ministry on the progress of the project implementation by form of written report. 4.3 NPA shall implement the Project with due care and diligence in accordance with the objectives and obligations specified in this MOU and within the mutually agreed budget and time frame. 4.4 NPA shall dedicate a suitable employee(s) as project technical staff for proper implementation of the project and management of the project funds. Employees engaged by NPA for the implementation of the project will be under the sole employment of NPA without any legal relationship whatsoever to the Ministry. NPA shall indemnify and hold harmless against any claims, damages, expenses or costs by such employees. 4.5 NPA shall conduct herself with due diligence and uphold the good name of the Ministry/GOSS with the communities, traditional elders and local authorities and shall, at all times while working under this MOU, avoid actions that might bring the name of Ministry/GOSS into disrepute. 4.6 NPA shall indemnify and hold harmless against all claims, damages, expenses or costs from third parties arising from the implementation of the Project. 4.7 NPA shall participate in developing the methodology for the mapping and analysis and be member of the team which is analysing the potential roles, contributions and responsibilities of the various stakeholders. 4.8 NPA shall develop its internal organizational structure and would also suggest the organizational structure for the administration and management of the centre. 4.9 NPA will prepare suitable design (s) for all the infrastructures as well as for social, cultural and economic activities. The design shall be presented for discussion and final approval to by the ministry. 4.10 NPA shall design suitable curriculum for each field of study and submit to the Ministry for review and comments. 4.11 NPA in consultation with relevant department shall develop the selection criteria. 4.12 NPA shall come up with institutional capacity development plan to support the centre management staff. This shall be an on-going, in- service activity.

54

4.13 NPA shall recruit contractors and shall take full responsibility for the building and construction activities inside the centre; it shall also regularly update the ministry on progress made. 4.14 NPA shall procure equipment and supplies from reputable sources based on guidelines and specifications made at the design stage. NPA shall report to the ministry on regular bases. 4.15 NPA shall advise the centre and the ministry on technical competence of technical staff to be recruited. 4.16 NPA shall assist or participate in the recruitment process of trainees if requested. 4.17 The NPA project manager will ensure courses are offered according to the curriculum. Constraints during the course shall be reported or addressed through the relevant structure (s). 5 OBLIGATIONS OF THE MISITRY 5.1 The ministry shall ensure that all funds required for the implementation are made available to NPA and the center in time and in sufficient amount so as to enable the implementation of the project satisfactorily. 5.2 The Ministry will assign a specific department/unit/director as seen fit to be the focal point and day-to-day partner for NPA in the implementation of this project. 5.3 Needs and demand assessment. Provide list of participants from the ministry and local officials, decide on time frame, team leader, analyse the report and take actions as might be required, feedback to the assessment team and NPA and act on the report. 5.4 Stakeholder analysis: Provide list of participants from the ministry and/or local government and line ministries for the task; feedback to the team, act on recommendations 5.5 Organizational structure of the centre: The ministry shall also develop its internal organizational structure, it will also review the structure of the centre, which shall be proposed by NPA 5.6 Structural relations between the centre and relevant government administration and line ministries at various levels. The ministry is expected to identify, consult with and agree on the potential roles and contributions of the various government bodies at local government, county and payam levels. 5.7 The Ministry will have the responsibility of securing the land required for the centre 5.8 Infrastructure design (designing the centre, location of basic services such as clean water, power supply, health centre, etc) The Ministry shall review, amend and make necessary adjustments and make final decisions on the designs. 5.9 Identification of specific fields of training and curriculum development. The relevant department in the ministry shall review the curriculum; suggest amendments & approve the curriculum. 5.10 Selection criteria (trainers and trainees): A department within the ministry shall review and decide on suitability of the criteria 5.11 Management guidelines (financial management guidelines, procurement guidelines, environmental management guidelines, etc) The ministry shall develop management guidelines for the centre in accordance to its regulations (and perhaps its donors’ requirement) 5.12 The Ministry shall be charged with the responsibility of addressing all potential conflicts, legal issues which might result from or due to the construction activities, the location of the center, the land provided for the project etc

55

5.13 The Ministry, through authorized representatives, shall supervise the implementation of the Project and confirm that the funds are utilized in accordance with the agreed budget, standard and MOU. 6. USE AND TRANSFER OF FUNDS 6.1 The implementation of the Project is dependent upon the receipt by NPA of adequate grant and in appropriate time from the Ministry for such undertaking within the Project implementation period. 6.2 Activities carried out by NPA must be to a satisfactory standard, as defined by final\project proposal and plan of action. The ministry will transfer the approved funds based on agreed installments. The ministry will monitor activities undertaken by NPA while in progress and reserves the right to inspect and approve the methodologies, approaches, equipment and materials used by NPA. 6.4 Costs to be incurred by NPA on pre-funding the process of needs assessment and project design will be part of the total project cost when the proposal is submitted. NPA shall claim 10% of the total project fund as overhead admin cost. 6.5 Payments by the Ministry shall be made in agreed installments. NPA shall acknowledge receipt of the funds immediately upon receipt of the first installment and all other subsequent installments. 6.6 NPA shall submit a narrative and financial progress report to the Ministry prior to the transfer of subsequent installments. The report shall cover expenses of at least eighty percent (80%) of the previous installment. 6.7 The funds shall be paid to NPA through bank transfer. NPA shall acknowledge receipt of the transferred funds in writing. 6.8 In the use of the funds, NPA shall adhere to the following accounting requirements: � Follow WB accounting procedures; � Establish satisfactory monitoring routines for following-up activities and progress of the Project; � Submit satisfactory explanation for budget deviation, if any; and � Upon the completion of the Project, all unexpended portion of the fund that is not otherwise obligated by a legally binding transaction applicable to this fund shall be refunded to the Ministry. 6.9 NPA shall ensure that the funds are used solely for implementation of Project activities and in accordance with the agreed terms and conditions specified in the MOU or project document. 6.10 All movable assets including computers, motor vehicles, etc. procured under this project shall remain the property of the VTC after the end of project implementation period. 7. PROGRESS AND FINANCIAL REPORTING 7.1 NPA shall prepare and submit to the Ministry a quarterly narrative progress report on the implementation of the Project. 7.2 NPA shall submit a progress and financial report to the Ministry before requesting for the next installment. 7.3 NPA shall cooperate to any form of auditing during the implementation or after the completion of the project on such terms that are agreed by both parties. 8. GOVERNMENT LAW AND LANGUAGE 8.1 The laws of Government of Southern Sudan shall govern this MOU and the implementation of the project. 8.2 For the purpose of this Contract, English shall be considered the applicable language. 9. NOTICE

56

9.1 All notices under this MOU will be given in writing and will be deemed to have been properly submitted when delivered by one of the following means, personal delivery to the designated representative; by telefax; by e-mail; by registered mail; at the specific designation of the parties as set forth below: 9.2 The address of the Norwegian People's Aid: Country Director Norwegian People’s Aid P. O. Box 32907 - 00623 Parklands NAIROBI, Kenya. Telephone : + 254 20 271 7934 / 7943 / 7944 Fax : + 254 20 271 7933 / 7949 E-mail : lgill@npaid.or.ke 9.3 The address of the Ministry: ______________________________________ ________________________________________ _________________________________________ ____________________________________________ 9.4 Until further written notification to the contrary, this MOU shall remain valid and will serve and direct all works as mentioned in here and in any other relevant documents. 10. SIGNATURE 10.1 The following signatures are a representation of both parties understanding and commitment to the aforementioned roles and responsibilities. This MOU comes into effect upon signature by both parties below. For the Ministry of Labor, Public Services For Norwegian Peoples Aid And Human Resource Development Name:_____________________________ ____________________________ Signature: ___________________________ _____________________________ Date: _____________________________ ____________________________

Annex 2: Project Costs

SOUTH SUDAN: Capacity Building, Institutional and Human Resource Development

Component/Subcomponents Amount in US$ millions GOSS MDTF

1. Strengthening the Public Sector 4.64 1.86 2.79 1A Regulatory framework 1.30 0.52 0.78 1B SSCSC 0.28 0.11 0.17 1C Training 3.07 1.23 1.84 2. Labor market regulation & policy & Vocational Training 5.29 2.11 3.17 2A Policy & capacity to regulate 0.56 0.22 0.34 2B Policy & training. for VT 4.73 1.89 2.84 3. Communication & information services 2.32 0.93 1.39 3A Public Information 0.30 0.12 0.18 3B Information Technology TA 0.21 0.08 0.13 3C Video Conferencing 1.50 0.60 0.90 3D Web 0.13 0.05 0.08 3E Electronic record mgmt. 0.07 0.03 0.04 3F Email 0.12 0.05 0.07 4. Project Management 0.59 0.23 0.35

Total Project Costs 12.83 5.13 7.70 Contingencies 0.90 0.36 0.54

Total Financing Requires 13.73 5.49 8.24

Component/Subcomponents Works Goods Services Training Total

1. Strengthening the Public Service - 0.71 3.70 0.23 4.64 2. Labor market & vocational training 2.33 1.51 1.31 0.14 5.29

3. Communication & information services 0.02 1.32 0.46 0.53 2.32

4. Project Management - - 0.35 0.24 0.59 Total Project Costs 2.35 3.54 5.81 1.13 12.83

Contingencies 0.16 0.25 0.41 0.08 0.90 Total Financing Required 2.51 3.79 6.22 1.21 13.73

18% 28% 45% 9% 100%

FY07 FY08 FY09 Total Annual 3.9 7.4 2.3 13.7 Cumulative 3.9 11.4 13.7 13.7 29% 54% 17% 100%

58

Annex 3: Implementation Arrangements

SOUTHERN SUDAN: Capacity Building, Institutional and Human Resource Development

19. 1. The following sections describe the proposed implementation arrangements for

the project. The Ministry of Finance and Economic Planning (MoFEP) will be the recipient of the grant, and the Ministry of Labor Public Service and Human Resource Development (MoLPS&HRD) will be the coordinating ministry for the project. The Ministry will also be responsible for the implementation of the Public Service and Labor components. Other subcomponents will be implemented by the Ministry of Cabinet Affairs (MCA), Ministry of Telecommunications and Postal Services (MoTPS), Ministry of Information & Broadcasting (MoIB) and selected State governments18. Project staff in the implementing ministries has been identified and positions of Directors and Deputy Directors have been filled since August 2006, which will facilitate project implementation. However, it is important to note that ministries have little prior project implementation and management experience.

20. 2. The project will be implemented over a three year period from January 2007 to

December 2009. Based on the recommendation of the FM assessment, a Project Implementation Manual will be developed to guide implementation. It will comprise guidelines on project management, operations, financial management, procurement, monitoring and evaluation, reporting and other procedures necessary for the efficient and effective implementation and management of the project.

Project Management and Coordination 21. 3. Project management will be the responsibility of the GoSS and will be managed

by existing government personnel and institutions with some technical assistance as required. The project will not establish a parallel PIU for implementation. The project management structure will be made up of two key bodies: • The Project Management Group; and • The Project Technical Committee;

In addition, a group of the relevant ministers will periodically review the project and support coordination in case ministerial intervention is required. Each team leader will work with implementation teams/committees for specific subcomponents. As is the practice, any policy decisions will be referred to the CoM. 22. 4. Group of Ministers (GoM): Due to the cross cutting nature of the project, the

Minister for LPS&HRD will constitute an informal coordinating group (including Minister for Cabinet Affairs, Information & Broadcasting, Telecommunications & Postal Service and Labor, Public Service & HRD). The Group of Ministers will undertake periodic reviews and will enable coordination. State Governors and ministers will be invited to join the GoM as required.

18 State governments are only involved directly in implementation of the labour office subcomponent.

59

5. Policy Decisions: Any policy level decisions will be referred to the concerned sub committee of the CoM. 6. An organizational chart of the institutional arrangements for project management is presented in the organogram below:

GoM: Ministers of Labor, Public Service & HRD, Cabinet Affairs, Information & Broadcasting,

Telecommunications & Postal Services Decide major implementation issues through consultative

process

PTC: Project Technical Committee Inter ministerial coordination, periodic project review

routine high level management issues

PMG: Project Management Group Real time management/implementation of components,

Project monitoring, periodic management reporting.

GOSS Cabinet/ Sub committees High level policy decisions

7. Technical Committee. Implementation of the proposed project will be overseen

by the Project Technical Committee (PTC) which will comprise the following members:

Chairperson : Under Secretary, MoLPS&HRD Member : Secretary General, GoSS (or nominee) Member : US, MOT&PS Member : US, MoIB Member : Nominee of US, MoFEP Secretary : DG, CBU

8. This committee which will meet monthly will perform the following functions:

• develop guidelines for efficient implementation; • coordinate the provision of technical support to relevant agencies; • evaluate ongoing overall project implementation and the functioning of the Project

management Group. • provide co-ordination and linkages between various sector ministries and donor

agencies to ensure consistency with agreed and established norms and standards;

60

• approve annual reports and endorsing project audit reports and financial statements;

• oversee the process of recruitment key project staff; and • Promote project activities to its constituents.

9. Project Management Group. The Project Management Group (PMG) will comprise the following members:

Project Director : Director General, CBU Team Leader, PS Regulations : Director General, Establishment,

MoLPS&HRD Team Leader, Medium term strategy : Director, CBU Team Leader, Training, PSI : Director, CBU Team Leader, Labor & VET : Director, Labor Team Leader, VC, Website : Deputy Director, MoTPS Team Leader, Public Information : Director General, MoIB Team Leader, ERM : Director, MoCA

10. The PMG will be responsible for the day to day running and overall co-ordination, monitoring and evaluation and reporting of the project. The duties and responsibilities of the PMG include the following:

•

•

•

•

•

•

establish and maintain capacities for regular monitoring of implementation of the project, preparation of status reports, and the dissemination of information on the project; facilitate the provision of key advisory services and technical resources at the request of beneficiaries; Organize seminars/workshops and other forums on key emerging issues for further knowledge and understanding of the project; Identify and prepare ‘position papers’ on emerging issues and policy options as they relate to the project for presentation to relevant authorities and where necessary undertake, or commission and supervise, required studies and/or research; Act as a point of contact with donors providing assistance to the project and provide advice on budgetary/financial issues; Carry out any other functions aimed at enhancing the implementation of the project and other duties assigned from time to time.

11. Project Implementation Committee/Team (PI). Each Team Leader will establish a Project Implementation Committee/Team (if required) which will be chaired by the Team Leader and include all concerned officials and stakeholders. PI would be most required for the labour and vocational training components located in selected States where rehabilitation of the Labor Offices is being implemented and in the Vocational Training Centers. Team Leaders would nominate a co-chair to manage the PI since many of the PIs will be located outside Juba and close supervision by the Team Leader personally may not be possible. 12. Capacity of some PI members will be strengthened through training on project management, monitoring and evaluation, financial, accounting and procurement administration during the initial phase of project implementation. Where training of staff

61

is not sufficient, capacity building will be supplemented by the recruitment of national advisors specializing in relevant areas. 13. Due to the unique nature of the proposed assistance and the lack of adequate capacity within GoSS to carryout the activities under the project, implementation will be carried out through, among other things, a procurement agent, NGOs and the UN agencies. Table 1 below provides an overview of the implementation strategy and it will also be the basis for the preparation of the work and procurement plan which is currently being prepared and will be finalized before the project becomes effective.

TA

BL

E 1

: PR

OPO

SED

IMPL

EM

EN

TA

TIO

N S

TR

AT

EG

Y

Com

pone

nt/S

ub

com

pone

nt

Act

iviti

es to

be

Und

erta

ken

by

Rel

evan

t Min

istr

ies

Impl

emen

tatio

n St

rate

gy

Com

pone

nt 1

: Str

engt

heni

ng th

e Pu

blic

Ser

vice

(a

) 1.

A R

egul

ator

y F

ram

ewor

k

1.A

.1 D

isse

min

atio

n of

H

RM

man

ual

(b) I

mpl

emen

tatio

n of

w

orks

hops

/sem

inar

s (c

) Pr

intin

g an

d di

strib

utio

n of

HR

m

anua

ls

(d) P

ublis

hing

the

docu

men

ts o

n th

e G

OSS

web

site

A c

ontra

ctor

will

be

iden

tifie

d to

impl

emen

t the

act

iviti

es u

nder

this

co

mpo

nent

. Th

e Te

rms o

f Ref

eren

ce (T

OR

) of t

he c

ontra

ctor

will

be

draf

ted

by th

e D

irect

or G

ener

al E

stab

lishm

ent o

f the

Min

istry

of L

abor

, Pu

blic

Ser

vice

and

Hum

an R

esou

rce

Dev

elop

men

t (M

oLPS

& H

RD

) w

ith th

e as

sist

ance

of I

DA

.

Sele

ctio

n of

the

cont

ract

or w

ill b

e do

ne b

y th

e C

BU

with

the

help

of t

he

Proc

urem

ent A

gent

eng

aged

by

MoF

EP.

1.A

.2 E

stab

lishm

ent o

f th

e M

odel

Sta

te P

ublic

Se

rvic

e A

ct a

nd

Reg

ulat

ions

(a)

Sele

ctio

n of

a su

itabl

e co

nsul

tant

to a

ssis

t in

the

proc

ess o

f con

sulta

tions

, dr

aftin

g of

the

regu

latio

ns a

nd

build

ing

cons

ensu

s, et

c.

The

TOR

will

be

draf

ted

by th

e D

G E

stab

lishm

ent w

ith th

e as

sist

ance

of

IDA

. Se

lect

ion

of th

e co

nsul

tant

/s w

ill b

e do

ne b

y th

e C

BU

with

the

help

of

the

Proc

urem

ent A

gent

eng

aged

by

MoF

EP.

1.A

.3 E

stab

lishm

ent o

f th

e M

ediu

m T

erm

Fr

amew

ork

for t

he

Publ

ic S

ervi

ce

(a)

Sele

ctio

n of

an

inte

rnat

iona

l co

nsul

tant

to re

view

the

inte

rnat

iona

l/reg

iona

l bes

t pr

actic

e, o

ptio

ns fo

r man

agin

g th

e tra

nsiti

on fr

om th

e ex

istin

g sy

stem

to in

tern

atio

nal b

est

prac

tice

and

for d

evel

opin

g th

e fr

amew

ork

docu

men

t thr

ough

a

proc

ess o

f wid

e co

nsul

tatio

ns.

The

sele

cted

co

nsul

tant

s will

als

o tra

in C

BU

st

aff i

n G

oSS

and

the

Stat

es,

cond

uct r

evie

w o

f thr

ee

Min

istri

es in

GoS

S an

d tw

o

The

TOR

for t

he e

stab

lishm

ent o

f the

med

ium

term

fram

ewor

k w

ill b

e dr

afte

d by

MoL

PS/H

RD

with

the

assi

stan

ce o

f the

IDA

.

63

stat

es a

nd p

rovi

de o

n-th

e-jo

b tra

inin

g to

GoS

S of

ficia

ls.

1.

B S

uppo

rt to

the

Sout

hern

Sud

an C

ivil

Serv

ice

Com

mis

sion

1.

B.1

Ass

ista

nce

for t

he

Fram

ing

of th

e Po

licy

Stat

emen

t, A

cts a

nd

Reg

ulat

ions

(a)

Sele

ctio

n of

con

sulta

nts t

o as

sist

in fr

amin

g th

e po

licy

agen

da fo

r act

ion

(b) S

elec

tion

of c

onsu

ltant

s to

advi

se o

n th

e co

nstit

utio

n of

si

mila

r com

mis

sion

s in

stat

es

(c)

Sele

ctio

n of

con

sulta

nts t

o as

sist

in im

prov

ing

the

draf

t A

cts a

nd R

egul

atio

ns

(d) T

rain

ing,

stud

y to

urs a

nd

twin

ning

of s

taff

The

TOR

s of t

he v

ario

us c

onsu

ltanc

ies r

equi

red

for t

his s

ubco

mpo

nent

w

ill b

e dr

afte

d by

MoC

A

(e)

Proc

urem

ent o

f off

ice

equi

pmen

t and

veh

icle

s

Con

sulta

nts w

ill b

e se

lect

ed a

nd g

oods

pro

cure

d by

MoC

A w

ith th

e he

lp

of th

e Pr

ocur

emen

t Age

nt e

ngag

ed b

y M

oFEP

1.C

Tra

inin

g 1.

C.1

Dev

elop

men

t and

Im

plem

enta

tion

of a

Tr

aini

ng P

lan

(a)

Sele

ctio

n of

a c

onsu

ltant

to

carr

yout

a T

rain

ing

Nee

ds

Ass

essm

ent a

nd p

repa

ratio

n of

th

e tra

inin

g pl

an;

(b) S

elec

tion

of a

con

sulta

nt o

r tra

inin

g in

stitu

te fo

r the

pr

epar

atio

n of

the

DPR

for a

PS

I; (c

) Im

plem

enta

tion

of o

ff-th

e-

The

train

ing

plan

will

be

prep

ared

by

CB

U.

The

vario

us T

OR

s for

tech

nica

l ass

ista

nce

rela

ted

to tr

aini

ng w

ill a

lso

be d

rafte

d by

CB

U a

nd re

view

ed b

y ID

A.

USA

ID/B

earin

g Po

int

Adv

isor

and

DFI

D/S

KIL

LS w

ill a

lso

prov

ide

com

men

ts o

n th

e TO

R.

Con

sulta

nts w

ill b

e se

lect

ed b

y th

e C

BU

with

the

help

of t

he

Proc

urem

ent A

gent

eng

aged

by

MoF

EP.

64

shel

f ext

erna

l cou

rses

with

in

the

Reg

ion

for G

OSS

& S

tate

s of

ficia

ls;

(d) I

mpl

emen

tatio

n of

in-h

ouse

tra

inin

g fo

r rel

evan

t sta

ff; a

nd

(e)

Impl

emen

tatio

n of

long

term

su

stai

nabl

e tra

inin

g of

trai

ners

. C

ompo

nent

2: L

abor

Mar

ket P

olic

y an

d V

ocat

iona

l Tra

inin

g ca

paci

ty B

uild

ing

2.A

Pol

icy

and

Cap

acity

to R

egul

ate

the

Labo

r Mar

ket

2.A

.1 C

apac

ity B

uild

ing

of th

e La

bor

Esta

blis

hmen

t

(a)

Sele

ctio

n of

con

sulta

nts t

o un

derta

ke c

apac

ity b

uild

ing

of

the

labo

r est

ablis

hmen

t; (b

) Sel

ectio

n of

an

arch

itect

to

desi

gn th

e la

bor o

ffic

es to

be

reha

bilit

ated

(c

) Se

lect

ion

of c

ontra

ctor

s for

the

reha

bilit

atio

n of

the

phys

ical

fa

cilit

ies o

f thr

ee L

abor

off

ices

to

be

iden

tifie

d by

GoS

S (d

) Pro

cure

men

t of e

quip

men

t and

ve

hicl

es.

The

Inte

rnat

iona

l Lab

or O

rgan

izat

ion

(ILO

) will

be

enga

ged

by

MoL

PS&

HR

D to

impl

emen

t Act

ivity

(a) t

hrou

gh a

Mem

oran

dum

of

Und

erst

andi

ng (M

OU

). T

he M

OU

will

incl

ude

prov

isio

ns th

at w

ill,

amon

g ot

her t

hing

s, en

sure

that

the

proc

edur

es to

be

used

by

ILO

, es

peci

ally

thos

e pe

rtain

ing

to p

rocu

rem

ent a

nd fi

nanc

ial m

anag

emen

t, ar

e co

nsis

tent

with

IDA

gui

delin

es.

The

MO

U w

ill a

lso

incl

ude

prov

isio

ns th

at a

llow

pay

men

ts o

nly

afte

r ful

l ver

ifica

tion

and

inst

ruct

ions

from

MoL

PS&

HR

D th

at a

gree

d be

nchm

arks

are

reac

hed

and

outp

uts d

eliv

ered

.

Act

ivity

(b),

(c) a

nd (d

) will

be

carr

ied

out w

ith th

e he

lp o

f the

Pr

ocur

emen

t Age

nt e

ngag

ed b

y M

oFEP

. Th

e TO

R o

f the

Arc

hite

ct a

nd

the

Bill

of Q

uant

ities

and

spec

ifica

tions

for e

quip

men

t to

be p

rocu

red

will

be

prep

ared

by

the

PIC

with

the

assi

stan

ce o

f the

rele

vant

PM

G

Team

Lea

der.

The

bid

doc

umen

ts fo

r the

civ

il w

orks

con

tract

will

als

o be

pre

pare

d by

the

Proc

urem

ent A

gent

in c

lose

coo

rdin

atio

n w

ith th

e PI

C.

Not

e:

Ove

rall

impl

emen

tatio

n re

spon

sibi

lity

of a

ll ac

tiviti

es u

nder

Su

bcom

pone

nt 2

.A w

ill b

e as

sign

ed to

the

Proj

ect I

mpl

emen

tatio

n

65

Com

mitt

ee (P

IC) o

f the

Lab

or O

ffic

es o

f the

resp

ectiv

e St

ate

gove

rnm

ents

. Th

e PI

C is

cha

ired

by th

e D

irect

or o

f Lab

or o

r his

no

min

ee.

Mem

bers

o th

e PI

C in

clud

e th

e D

irect

or L

abor

of t

he S

tate

, re

pres

enta

tive

of th

e D

epar

tmen

t of F

inan

ce o

f the

Sta

te a

nd a

ny

repr

esen

tativ

e (n

ot b

elow

Dep

uty

Dire

ctor

rank

) of t

he M

oLPS

/HR

D

who

may

be

post

ed in

that

Sta

te.

2.

A.2

Impl

emen

tatio

n of

Jo

b Pl

acem

ent S

ervi

ces

(a)

Sele

ctio

n of

con

sulta

nts t

o im

plem

ent t

he jo

b pl

acem

ent

serv

ices

To b

e im

plem

ente

d by

ILO

with

who

m G

oSS

wou

ld e

nter

into

an

MO

U

for t

he p

urpo

se.

2.

A.3

Rev

iew

of t

he

Labo

r Reg

ulat

ions

(a

) Se

lect

ion

of c

onsu

ltant

s to

revi

ew la

bor a

cts a

nd

regu

latio

ns;

To b

e im

plem

ente

d by

ILO

with

who

m G

oSS

wou

ld e

nter

into

an

MO

U

for t

he p

urpo

se.

2.

B P

olic

y an

d Tr

aini

ng fo

r Voc

atio

nal T

rain

ing

2.B

.1 Im

prov

ing

Acc

ess

and

Rel

evan

ce o

f V

ocat

iona

l Tra

inin

g C

ente

rs

2.B

.1.a

Reh

abili

tatio

n of

VT

Cs

(a)

Proc

urem

ent o

f equ

ipm

ent,

furn

iture

and

veh

icle

s. (b

) Sel

ectio

n of

a c

ontra

ctor

for

the

civi

l wor

ks a

nd p

rovi

sion

of

util

ities

for t

he si

te a

t Jub

a,

Wau

, Mal

akal

and

Alu

aklu

ak.

2.B

.1.b

Tra

inin

g of

staf

f (a

) Se

lect

ion

of c

onsu

ltant

s for

the

train

ing

of st

aff/o

ffic

e m

anag

emen

t;

(b) I

mpl

emen

tatio

n of

ext

erna

l tra

inin

gs fo

r rel

evan

t sta

ff.

For t

he V

TC in

Wau

, a p

ropo

sal h

as b

een

subm

itted

by

UN

IDO

whi

ch

is b

eing

con

side

red

by G

oSS.

UN

IDO

’s a

ssoc

iatio

n w

ith th

e V

TC

wou

ld b

e be

nefic

ial d

ue to

lack

of c

apac

ity o

f gov

ernm

ent s

taff

at W

au.

One

opt

ion

that

is b

eing

con

side

red

is to

ent

er in

to a

turn

key

ar

rang

emen

t sim

ilar t

o th

e im

plem

enta

tion

mod

ality

env

isag

ed fo

r A

luak

luak

as d

escr

ibed

bel

ow.

For t

he V

TC in

Alu

aklu

ak, G

oSS

will

ent

er in

to a

n ag

reem

ent w

ith

Nor

weg

ian

Peop

les A

id (N

PA) w

ho w

ould

man

age

the

proj

ect u

ntil

it is

fu

lly o

pera

tiona

l. A

mon

g ot

her t

hing

s, it

is b

eing

pro

pose

d (th

is is

still

un

der d

iscu

ssio

n) th

at N

PA w

ill h

ave

full

oper

atio

nal c

ontro

l ove

r pr

ojec

t man

agem

ent.

How

ever

, app

ropr

iate

con

sulta

tion

mec

hani

sms

will

be

put i

n pl

ace

to e

nabl

e th

e D

irect

or o

f the

VTC

and

GoS

S to

be

kept

in th

e lo

op.

Furth

erm

ore,

the

agre

emen

t will

incl

ude

prov

isio

ns

that

will

ens

ure

that

NPA

will

adh

ere

to th

e fid

ucia

ry st

anda

rds

cons

iste

nt w

ith th

e ID

A g

uide

lines

Fo

r exa

mpl

e, p

rocu

rem

ent,

finan

cial

man

agem

ent,

proj

ect m

onito

ring

and

repo

rting

will

be

sim

ilar

to th

e st

anda

rd te

rms a

nd c

ondi

tions

of o

ther

MD

TF p

roje

cts.

66

Not

e:

For t

he V

TCs i

n Ju

ba a

nd M

alak

al p

roje

ct, i

mpl

emen

tatio

n w

ill b

e ca

rrie

d ou

t thr

ough

a P

roje

ct Im

plem

enta

tion

Com

mitt

ee (P

IC).

The

PI

C c

onsi

sts o

f the

follo

win

g m

embe

rs:

Cha

irper

son

: Dire

ctor

, Lab

our

Co-

Cha

irper

son

: Dire

ctor

of t

he V

TC

Mem

bers

: R

epre

sent

ativ

e of

DPs

supp

ortin

g th

e V

TC.

Mem

ber

: DG

, Lab

or o

f the

con

cern

ed S

tate

Gov

t. M

embe

r : D

G, I

ndus

try o

f the

con

cern

ed S

tate

Gov

t.

All

proj

ect r

elat

ed o

pera

tiona

l dec

isio

ns w

ill b

e m

ade

by th

e Te

am

Lead

er in

con

sulta

tion

with

the

PIC

.

2.B

.2 P

olic

y D

evel

opm

ent

(a)

Sele

ctio

n of

shor

t ter

m

cons

ulta

nts a

nd st

udie

s on

the

econ

omic

con

text

, the

pol

icy

optio

ns a

nd le

sson

s fro

m

inte

rnat

iona

l exp

erie

nce;

(b

) Im

plem

enta

tion

of st

akeh

olde

r m

eetin

gs a

nd w

orks

hops

to

form

the

polic

y;

(c)

Impl

emen

tatio

n of

ext

erna

l tra

inin

g of

GO

SS o

ffic

ials

.

The

TOR

for t

he p

repa

ratio

n of

the

polic

y pa

per w

ill b

e dr

afte

d by

M

oLPS

/HR

D in

clo

se c

olla

bora

tion

with

IDA

, GTZ

, JIC

A, U

NIO

or

ILO

. D

ue to

the

pres

ence

of s

ever

al d

evel

opm

ent p

artn

ers i

n th

e ar

ea o

f VT,

G

oSS

will

org

aniz

e an

Adv

isor

y G

roup

con

sist

ing

of a

ll D

irect

ors o

f the

V

ocat

iona

l Tra

inin

g C

ente

rs (V

TCs)

, rep

rese

ntat

ives

of D

Ps, c

ivil

soci

ety,

chu

rch

inst

itutio

ns (l

ike

Don

Bos

co, E

CS

etc)

gro

ups t

o gu

ide

the

proc

ess o

f pol

icy

form

ulat

ion.

Sta

te G

over

nmen

ts w

ill a

lso

be

cons

ulte

d on

this

mat

ter.

C

onsu

ltant

s will

be

sele

cted

by

DG

, Lab

our/C

BU

with

the

help

of t

he

Proc

urem

ent A

genc

y en

gage

d by

MoF

EP.

Com

pone

nt 3

: Com

mun

icat

ions

and

Info

rmat

ion

Serv

ices

3.

A N

etw

ork

Infr

astr

uctu

re a

nd V

ideo

Con

fere

ncin

g 3.

A.1

Est

ablis

hmen

t of

Vid

eo C

onfe

renc

ing

Faci

litie

s for

Sta

te

capi

tals

(a)

Proc

urem

ent o

f equ

ipm

ent

(b) P

rovi

sion

of o

pera

tiona

l bu

dget

for m

aint

enan

ce,

A p

rior c

ondi

tion

for i

mpl

emen

tatio

n of

this

sub-

com

pone

nt is

that

G

oSS

(MoT

PS) w

ill re

crui

t, tra

in a

nd m

ake

avai

labl

e a

cadr

e of

en

gine

ers/

tech

nici

ans f

or m

aint

enan

ce o

f the

ICT

netw

ork

crea

ted

unde

r R

IEP

and

othe

r bila

tera

lly su

ppor

ted

proj

ects

of U

SAID

, DFI

D e

tc.

67

band

wid

th c

harg

es, l

icen

ses,

etc.

(c

) Se

lect

ion

of c

ontra

ctor

s for

ci

vil w

orks

ass

ocia

ted

with

the

upgr

adin

g of

com

mun

icat

ions

fa

cilit

ies b

y in

stal

ling

VC

fa

cilit

ies (

i.e. r

oom

s with

ge

nera

tors

, aut

o tra

nsfe

r sw

itche

s, et

c.).

GoS

S w

ill a

ssur

e th

at fu

nds w

ill b

e m

ade

avai

labl

e in

the

2007

bud

get

to d

efra

y th

e co

sts t

hat c

anno

t be

fund

ed fr

om th

e pr

opos

ed p

roje

ct.

GoS

S w

ill b

e re

quire

d to

allo

cate

reso

urce

s for

ban

dwid

th, l

icen

ses a

nd

othe

r cha

rges

afte

r the

pro

ject

per

iod.

ID

A w

ill c

lose

ly m

onito

r co

mpl

ianc

e of

GoS

S w

ith th

ese

requ

irem

ents

thro

ugh

the

join

t mee

ting

of M

oTPS

, MoF

EP a

nd M

oLPS

&H

RD

at t

he M

inis

teria

l lev

el.

Prep

arat

ion

of sp

ecifi

catio

ns fo

r the

equ

ipm

ent t

o be

pur

chas

ed w

ould

be

don

e by

rele

vant

MoT

PS st

aff i

n cl

ose

cons

ulta

tion

with

tech

nica

l ex

perts

from

IDA

and

rele

vant

UN

age

ncie

s.

Anc

illar

y ar

rang

emen

ts fo

r mai

nten

ance

and

tech

nica

l sup

port

will

be

built

into

the

mai

nten

ance

stru

ctur

e of

the

GoS

S.

PIs c

ompr

isin

g of

the

repr

esen

tativ

e of

the

Gov

erno

r and

Dep

artm

ent o

f Fi

nanc

e of

the

Stat

e, w

ill b

e co

nstit

uted

in e

ach

Stat

e.

The

TO

R fo

r pur

chas

e, in

stal

latio

n an

d op

erat

iona

lizat

ion

of

equi

pmen

t, ba

ndw

idth

, lic

ensi

ng e

tc w

ill b

e dr

afte

d by

MoT

PS a

nd

revi

ewed

by

IDA

. Pr

ocur

emen

t tas

ks w

ill b

e ca

rrie

d ou

t by

MoT

PS/C

BU

, MoL

PS&

HR

D

with

the

help

of t

he P

rocu

rem

ent A

gent

eng

aged

by

MoF

EP.

3.B

Web

site

Dev

elop

men

t and

Info

rmat

ion

Man

agem

ent

3.B

.1 D

evel

opm

ent o

f th

e W

ebsi

te a

nd

Prov

isio

n of

Em

ail

Serv

ers t

o al

l Sen

ior

Off

icia

ls in

GoS

S.

(a)

App

oint

men

t of c

ontra

ctor

s for

de

velo

pmen

t, in

stal

latio

n an

d m

aint

enan

ce o

f Web

site

, em

ail

serv

ices

and

cap

acity

bui

ldin

g of

GoS

S st

aff

(b) P

rocu

rem

ent o

f har

dwar

e an

d so

ftwar

e

TOR

for t

he c

ontra

ctor

s wou

ld b

e de

velo

ped

by th

e M

oIB

/MoT

PS a

nd

CB

U, M

oLPS

&H

RD

Pr

epar

atio

n of

bill

of q

uant

ities

and

spec

ifica

tions

of t

he e

quip

men

t to

be p

rocu

red

will

be

draf

ted

by M

oTPS

with

the

assi

stan

ce o

f exp

erts

fr

om ID

A a

nd th

e U

N if

requ

ired.

68

(c)

Inst

alla

tion

of se

rver

s and

ne

twor

king

syst

ems

(d) D

efin

ition

of e

mai

l add

ress

es

(e)

Dev

elop

men

t of w

ebsi

te

cont

ent a

nd h

ostin

g (f

) M

anag

emen

t of w

ebsi

te

polic

ies a

nd p

roce

dure

s (g

) Dev

elop

men

t of d

iscl

osur

e po

licie

s (h

) Dev

elop

men

t of a

trai

ning

pl

an.

The

tech

nica

l wor

k re

late

d to

dom

ain

nam

e re

gist

ratio

n, w

ebsi

te h

ostin

g et

c, p

urch

ase

of e

quip

men

t, de

finiti

on o

f em

ail a

ddre

sses

, ins

talla

tion

of

serv

ers a

nd n

etw

orki

ng w

ill b

e th

e re

spon

sibi

lity

of th

e M

oTPS

. Pr

ocur

emen

t will

be

done

thro

ugh

the

MoT

PS/C

BU

, MoL

PS&

HR

D

with

the

assi

stan

ce o

f the

Pro

cure

men

t Age

nt e

ngag

ed b

y M

oFEP

.

3.C

Pub

lic In

form

atio

n Se

rvic

es

3.C

.1 D

evel

opm

ent a

nd

Setti

ng U

p of

In

form

atio

n Se

rvic

es to

th

e Pu

blic

, thr

ough

w

ebsi

tes,

Info

rmat

ion

Cen

ter i

n Ju

ba, M

edia

an

d ot

her a

ppro

pria

te

chan

nels

(a)

Sele

ctio

n of

con

tract

ors f

or th

e re

habi

litat

ion

of a

Pub

lic

Info

rmat

ion

Cen

ter i

n Ju

ba

(b) P

rocu

rem

ent o

f equ

ipm

ent a

nd

furn

iture

for t

he c

ente

r and

for

new

ly re

crui

ted

staf

f. (c

) Se

lect

ion

of in

tern

atio

nal

cons

ulta

nt to

adv

ise

Min

istry

on

Info

rmat

ion

on p

olic

ies,

man

agem

ent o

f inf

orm

atio

n an

d co

mm

unic

atio

ns.

Impl

emen

tatio

n of

this

com

pone

nt w

ill b

e ca

rrie

d ou

t by

MoI

B th

roug

h th

e Pr

ojec

t Im

plem

enta

tion

Com

mitt

ee c

onsi

stin

g of

repr

esen

tativ

es

from

key

Min

istri

es to

ens

ure

wid

e co

nsul

tatio

ns d

urin

g th

e de

sign

ph

ase

of th

e in

terv

entio

ns.

The

TOR

of t

he te

chni

cal e

xper

ts to

be

recr

uite

d w

ill b

e dr

afte

d by

M

oIB

with

the

assi

stan

ce o

f ID

A.

The

TOR

for C

ontra

ctor

s inc

ludi

ng b

ill o

f qua

ntiti

es a

nd sp

ecifi

catio

ns

of e

quip

men

t will

be

draf

ted

by M

oIB

with

the

assi

stan

ce o

f the

ID

A/U

N if

requ

ired.

Pr

ocur

emen

t of e

quip

men

t will

be

done

by

the

MoI

B/C

BU

, M

oLPS

&H

RD

with

the

assi

stan

ce o

f the

Pro

cure

men

t Age

nt e

ngag

ed

69

(d) C

reat

ion

of a

uni

t tha

t will

di

ssem

inat

e in

form

atio

n fr

om

gove

rnm

ent t

o th

e pu

blic

th

roug

h th

e w

eb c

ente

r and

m

edia

(e

) Im

plem

enta

tion

of th

e tra

inin

g of

off

icia

ls a

nd st

aff o

f MoI

B

by M

oFEP

3.D

Ele

ctro

nic

Rec

ord

Man

agem

ent

3.D

.1 E

lect

roni

c R

ecor

d M

anag

emen

t (ER

M) i

n th

e C

abin

et O

ffic

e

(a)

Sele

ctio

n of

con

tract

or fo

r ER

M d

esig

n an

d im

plem

enta

tion

(b) P

rocu

rem

ent o

f equ

ipm

ent

This

sub

com

pone

nt w

ill b

e im

plem

ente

d by

the

Min

istry

of C

abin

et

Aff

airs

. In

add

ition

, a P

IC w

ill b

e cr

eate

d by

MoC

A h

eade

d by

the

Team

Lea

der a

nd c

ompr

isin

g a

repr

esen

tativ

e of

MoT

PS th

at w

ill d

efin

e th

e m

aint

enan

ce a

rran

gem

ents

for l

ong

term

sust

aina

bilit

y.

TOR

s for

the

rele

vant

con

sulta

nts a

nd sp

ecifi

catio

ns o

f equ

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Annex 4: Financial Management

SOUTHERN SUDAN: Capacity Building, Institutional and Human Resource Development

1. The Government of South Sudan formally came into existence on adoption of the Interim Constitution by the Assembly on 9th January 2006 though Ministers had been appointed and were functional even earlier in late October 2005. The only assessment that exists of the public financial management system of GoSS was the one undertaken as part of the UN Joint Assessment Mission (JAM) at the beginning of 2005. This assessment concluded that the entire public financial management system needed to be built from the ground up. Subsequently, a base line survey by PWC for the MDTF has confirmed the need for extensive development of the system. The human resource capacity for project implementation and monitoring is weak and public service capacity is being developed from a very low base. The governance structures at the central, state and county levels are just beginning to be formalized and formal appointment of the public service has begun but has not yet completed.

2. This project has been assessed as highly risky. A fiduciary framework is being put in place to reduce the financial risk to an acceptable level for both GoSS and the MDTF. This framework includes the following components:

• A Monitoring Agent (MA): PriceWaterhouseCoopers (PWC) has been contracted as the MA for the MDTF funds. The MA will recommend withdrawal applications, monitor actual expenditures to ensure that funds are being utilized for the purpose intended. The MA will ensure that fiduciary standards are being complied with, and report to the Bank all cases of non compliance;

• An Interim Project Accounting Agent (PAA) is functional (KPMG) and a PAA is

in the process of being appointed. The PAA to be based in the MoFEP will be responsible for ensuring that reliable and strong accounting systems are in place to ensure proper accounting and reporting of transactions in accordance with international accounting standards. The PAA will utilize the IFMIS in the MoFEP to account for the project funds and to generate the relevant reports. The PAA will take fiduciary responsibility for the release of project funds;

• An External Audit Agent (EAA) will be selected through an international

competitive recruitment process. The EAA will provide an independent opinion on the reliability of the financial statements produced for the project, the systems and internal controls used by the project and the SOEs. The external audit will be carried out in accordance with international auditing standards; and

• The accountants in MoLPS&HRD, MoTPS the two largest implementing agencies

in the project and accountants in other ministries, if required, will be trained in Financial Management practices.

3. MoLPS&HRD will have overall responsibility for financial management of the project. A Project Account denominated in US Dollars will be opened in a commercial bank to receive MDTF grant funds. GoSS contributions will also be disbursed into this account. There will be complete pooling of funds, and a single set of fiduciary standards

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will apply. As required, funds will be transferred from this account to a Local Project Account in Juba to pay for eligible expenditures in local currency. These two bank accounts will be operated by the PAA/GoSS. In addition the MoLPS&HRD will maintain an Imprest Bank Account in a commercial bank in Juba. This account will be used to pay for smaller expenditures for project activities that will be carried out directly by MoLPS&HRD staff. 4. Monthly, quarterly and annual reports will be prepared for the purpose of monitoring project implementation. The reports will be submitted to the MA, the PTC, MoFEP and the World Bank. Detailed reporting procedures and the format, contents and frequency of reports will be presented fully in the Project Implementation Manual. Detailed funds flow and financial arrangements are detailed further below:

Overall Financial Management Responsibility

Activity Responsible Body The agreed proportion of the government’s budget for the project is established

MoLPS&HRD in collaboration with MoTPS, MoIB & MoCA

US Dollar account to receive the MDTF Trust funds are opened at a commercial bank

MoFEP through its Accounting Agent

Withdrawal application for the initial deposit to the US Dollar account is prepared

MoFEP through its Accounting Agent

Actual contributions from the MDTF are received

MoFEP will receive in the Project Account on behalf of GoSS

Agreed proportion of MTDF contributions are transferred to a Commercial Bank Account

MoFEP

Utilization, maintenance and reporting based on agreed formats

MoFEP through its Accounting Agent and Relevant Agencies

Closing of Accounts MoFEP through its Accounting Agent

Funds Flow and Financial Reporting Arrangements

MDTF (Washington DC)

US $ Account at Commercial Bank

(MoFEP)

Government of South Sudan’s Contribution

Local Currency Account at

Commercial Bank

Flow of Funds Reporting

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Annex 5: Procurement Arrangements and Disbursements

SOUTHERN SUDAN: Capacity Building, Institutional and Human Resource Development

Procurement Environment 1. The JAM identified A public procurement system in Southern Sudan as non existent and the Civil service itself as very weak and would need to be developed from a very low base. There were no official procurement procedures, institutional framework and capacity to support procurement, but the Government has now approved “Interim Public Procurement Regulations” for use by all public institutions. These Regulations provide a framework for institutional arrangements for decision-making, approvals and procedures for processing contracts. Other constraints that would affect procurement include: (i) severe lack of communications (postal and telecommunication services), (ii) poor physical infrastructure, (iii) limited media (e.g., to advertise), (iv) low capacity of local private sector (suppliers, consultants and contractors), and (v) low capacity of a supporting regulatory environment (e.g., customs, banking) that have barely started to emerge. As these constraints affect the GOSS absorption capacity in the early days of the reconstruction and development program, JAM recommended a centrally managed procurement as an interim measure. As soon as a more comprehensive procurement system is put in place and capacity of public entities is built, the next step will be to phase out the centralized arrangements and transfer the procurement responsibility to line Ministries and other arms of Government. 2. JAM concluded that Southern Sudan would require assistance to build capacity in public procurement systems as well as to carry out procurement tasks under programs financed by Government and the MDTF funds. The Challenge for the Donors and the GOSS is to put in place mechanisms that will ensure Government and Donor resources are used properly (achieve value for money) for the intended purposes with due care to economy and efficiency. Such mechanisms must also guard against the highly potential risk of corruption which could scheme off a lot of public funds and undermine the reconstruction and development programs. 3. The World Bank as Administrator of the MDTF has established a Monitoring Agent for monitoring procurement and expenditures on MDTF programs to ensure that funds are disbursed only for the purpose intended and in accordance with acceptable accounting, financial reporting and auditing standards. The Monitoring Agent reports to the Bank and is responsible for: (i) pre-screening and monitoring procurement, including progress of on-going contracts; (ii) pre-screening and recommending withdrawal applications to ensure that payments are consistent with the Grant Agreement and eligibility criteria; (iii) monitoring expenditures financed from the MDTF, (iv) pre-screening the financial management capacity of potential grant recipients; and (v) monitoring the progress made by grant recipients in achieving fiduciary benchmarks. In addition, the Agent is expected to coach project staff on how to carry out properly any activities not working well.

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Implementation Arrangements 4. A Procurement Unit has been established in MOFEP to oversee procurement tasks. A Procurement Advisor and a Procurement Specialist financed by LICUS Trust Fund are assisting the Unit. MOFEP is also advanced in recruitment of a Procurement Agent to carry out procurement tasks under MDTF projects and other GOSS financed contracts. The Project will benefit from the services of the Procurement Advisor, the Procurement Specialist and the Procurement Agent. About eight officials from the MoLPS&HRD, MoTPS, MC and MoIB will be trained in procurement to provide them with a general knowledge in their roles in carrying out procurement tasks and managing procurement. The Ministry of Labor, Public Service and Human Resource Development (MoLPS&HRD) will form a Procurement Committee and Bid/Proposal Evaluation Panels for purpose of processing contracts as provided in the “Interim Public Procurement Regulations”.

5. The Project will be implemented by various Ministries. Procurement will be generally carried out by and/or as directed by the Procurement Agent. There will be a Project Management Unit (PMU) established in the Ministry of Labor, Public Service and Human Resource Development whose responsibilities will among others be to coordinate procurement activities. The Procurement Agent will make available suitable experts to the PMU to manage procurement of MoLPS&HRD and other implementing Ministries. In the meantime, one of the Procurement Specialists in MOFEP has been assigned to be the procurement specialist for this project. This Specialist has started working with the project team. The Procurement Specialist will prepare a 2 year procurement plan, and to the extent possible start advance procurement. The Procurement Specialist will assist establish Procurement Units in the implementing Ministries and assist and train the staff in the implementing Ministries in carrying out such procurement tasks as preparing schedules of requirements, timing of needs, specifications, terms of reference for consulting assignments, bid/proposal evaluation, supervision of contracts, certification of deliverables, etc (see Table B). The MoLPS&HRD will assign counterparts to work with and be trained by the Procurement Specialist. Once a Procurement Unit is established, the Minister of Finance will designate each Ministry a Procuring Entity, thus allowing it to process its procurement. The use of various procurement methods and prior review thresholds are summarized on Table A: Thresholds for Procurement Methods and Prior Review. The responsibility for carrying out various tasks is indicated on Table B. Bank Guidelines and Standard Bidding Documents 6. Procurement of goods, civil works and employment of consultants will be subject to the provisions of the “World Bank Procurement and Consultants Guidelines for the selection and employment of Consultants (May 2004)”. Bank’s Standard Bid Documents (SBD) and procedures will be used for all International Competitive Bidding (ICB) contracts and for National Competitive Bidding (NCB) contracts with appropriate modifications. Bank’s Standard Request for Proposals (RFP) and procedures will be used for selecting consultants on basis of Quality and Cost Based Selection (QCBS). In the case of small contracts for works and goods, and contracts in community participation, simplified documents will be used. For small consulting assignments, simpler methods than QCBS will be used. Non-ICB and non-QCBS contracts will follow the

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Government’s Interim Public Procurement Regulations recently approved by GOSS, which provide for institutional arrangements for decision making, approval and processing of contracts, including payments. Contracts requiring exceptional methods will be allowed with prior approval of the Bank. Procurement of goods and works

7. Procurement of works will involve rehabilitation of Vocational Training Centers, Labor Offices, construction of a Public Information Center, and minor repairs to office accommodations in the states. 8. Procurement of goods will involve office and information technology equipment, vehicles, communications and video conferencing equipment, and computers. 9. International Competitive Bidding (ICB) will be used for contracts above US$300,000 for works and US$ 100,000 for goods and for contracts of lower values whenever foreign expertise will be required. Pre-qualification of contractors will be used only for large contracts over USD 10 million and in cases where special expertise is required. 10. Limited International Bidding (LIB) may be used as alternative to both ICB and NCB procurement methods whenever fast mobilization will be required. 11. National Competitive bidding (NCB) will be used for all contracts below ICB thresholds following GOSS Interim Public Procurement Regulations. Given the low capacity of the contractors and suppliers in South Sudan, all contracts will be advertised nationally and regionally. 12. Shopping (referred to as Selective Bidding in works contracts) may be used as alternative to ICB and NCB for goods/works urgently needed, specialized goods and for all contracts estimated to cost less than US$20,000 for goods and US$ 50,000 for works equivalent per contract. The request for quotations shall be in writing and addressed to at least three suppliers. The quotations would be opened same time. The request for quotations will contain the following: technical specifications, drawings if needed, delivery time, payment conditions and any other information that may be help the suppliers to prepare competitive offers. 13. Direct Contracting will be used in cases consistent with section 3.6 of the Bank Procurement Guidelines under IBRD Loans and IDA Credits whenever other procurement. Direct contracting will also include procurement from UN Agencies for specific items. Procurement of services 14. Procurement of services will involve technical assistance to support project implementation, training, engineering services for works, studies, twinning arrangements, and policy work and documentation. Consultant services will include recruitment of private and public institutions (such as public management training institutions, specialized private firms), and UN Agencies which possess specific experience relevant for project purposes.

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15. Quality-and Cost-Based Selection (QCBS) in accordance to Section II of the consultants Guidelines will be used for all major contracts under the project and for all contracts estimated to cost more than US$ 100,000 equivalent. Shortlists for contracts estimated to cost less than US$ 200,000 may consist of national firms and NGOs, where available. 16. Least Cost Selection (LCS) will be used for assignments of a standard and routine nature for auditing and engineering services. 17. Selection based on Consultants Qualifications (CQ) may be used for assignments estimated to cost less than US$100,000 and for which the need for proposing and evaluating competitive proposals would not be justified. 18. Single-Source Selection may be used for contracts only for emergency situations in accordance with paragraphs 3.8 to 3.11 of the Guidelines for the Selection and Employment of Consultants in the case of firms; and with section (V). 19. Selection of Individual Consultants will be in accordance with paragraphs 5.1 to 5.3 of the Guidelines. Prior Review Thresholds 20. (i) All ICB contracts for goods and works, (ii) the first contract under NCB (one for goods and one for works), (iii) all contracts for consulting services estimated to cost more than US$100,000 for firms and US$ 50,000 for individual consultants, (iv) the first contract below US$ for firms and below US$ for individuals, and (v) all contracts awarded under Direct Contracting, all Terms of Reference (TOR), all shortlists and all draft contracts will be subject to Bank’s prior review. 21. All other contracts will be subject to post-review and procurement audit by the Bank. The project staff will maintain accurate records of all procurement activities and documents related to the Project. The procurement files will be maintained for review by the Bank's supervision missions and independent auditing. The PMU will also consolidate procurement activities into Quarterly and Annual Progress Reports. 22. Procurement Plan: PMU will prepare a detailed work plan/budget for Years 1 and 2 from which procurement schedules and a procurement plan for years 1 and 2 will be prepared by negotiations for all major contracts for goods and services. Thereafter, the Procurement will be monitored and updated quarterly and reports sent to the bank. Annual procurement plans will be prepared consistent with annual work plans and budget. It is expected that for the major contracts, advance processing will be done so that contracts would be signed as soon as the Grant Agreement is signed.

23. Procurement Risk; given the lack of procurement experience and adequate staffing in MoLPS&HRD, and possible limited interest in bidding by foreign contractors and suppliers, the overall procurement risk for the project is judged to be HIGH. On the other side, the presence of a Procurement Specialist, the availability of a Procurement Agent to support project procurement, training of program staff in procurement, the project is expected to guarantee reasonable implementation arrangements for whole of its duration.

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24. Frequency of Procurement Supervision: Bank supervision missions will be carried out every 4 months for the first year and every 6 months thereafter. Two ex-post procurement review audits will be done during the first year and from thereon at least once a year.

Table A: Thresholds for Procurement Methods and Prior Review

Expenditure Category

Contract Value Threshold

Procurement Method

Contracts Subject to Prior Review

Above 300,000 50,000-300,000 Below 50,000

ICB NCB

Selective bidding

All Contracts First contract

None

1. Works

All values Direct contracting All contracts

Above 100,000 ICB All contracts 20,000-100,000 NCB Below 20,000 Shopping

All values Direct contracting

First contract None All

2. Goods

3. Services, Consultant Services, Training

Above 200,000 QCBS/LCS All contracts (internal shortlist)

Firms

100,000-200,000

Below 100,000 All values

QCBS/ LCS

CQ Sole source and TORs

All contracts (Local shortlist) First contract All contracts

Individual Consultants

Above 50,000 Below 50,000

All values

Individual consultants Individual consultants

Sole source and TORs

All contracts TOR, shortlist, draft contract All Contracts

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TABLE B: PROCUREMENT TASKS

NO TASK RESPONSIBILITY IN

MoLPS&HRD RESPONSIBILITY OF THE POLICY PROCUREMENT UNIT (PPU), MoFEP AND OTHERS

1 DETAILED WORK PLAN USER DEPARTMENT 2 IDENTIFICATION OF

PROCUREMENT REQUIREMENTS

USER DEPARTMENT

3 SCHEDULE OF REQUIREMENTS

USER DEPARTMENT /PPU

4 PROCUREMENT PLAN USER DEPARTMENT/PPU PPU TO REVIEW, CLEAR AND MONITOR

5 SPECIFICATIONS AND TORs

USER DEPARTMENT /PPU PPU TO REVIEW

6 BIDDING PROCESS UP TO RECEIPT OF BIDS/PROPOSALS

PPU PPU TO MONITOR

7 BID/PROPOSAL EVALUATION

EVALUATION PANELS/PPU

8 AWARD OF CONTRACT UNDER SECRETARY/ PROCUREMENT COMMITTEE

9 SIGNATURE OF CONTRACT UNDERSECRETARY MoCLA & MOFEP TO COUNTER SIGN LARGE CONTRACTS

10 PAYMENTS FOR CONTRACTS

ACCOUNTS STAFF MoFEP

11 SUPERVISION OF CONTRACTS

USER DEPT /PPU PPU TO MONITOR

12 CERTIFICATION OF FINAL DELIVERIES

USER DEPT /PPU PPU TO MONITOR

Key: MOFEP- Ministry of Finance and Economic Planning PPU - Procurement Policy Unit MOCLA – Ministry of Constitution and Legal Affairs

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Disbursements 1. Requests for disbursement will be made on the basis of approved work plans cash flow projections for eligible expenditures (report-based disbursements). The World Bank will disburse Initial Deposits in agreed proportions from the proceeds of the multi-donor trust fund into the Special Account to expedite project implementation. The total Initial Deposit shall be determined on the basis of projected cash flow requirements for the initial 6 months of operation. Advances will be transferred to a commingled Project Account through the Government Exchequer Account in line with normal practice. Funds in the Project Account, to be managed by the MoFEP will be used by the recipient to fund eligible expenditures, based on approved work plans. 2. Subsequent replenishment of respective Special Accounts to be made in agreed proportions shall be on the basis of projected cash requirements for the ensuing 6 months period supported by work plans and cash flow forecasts and taking account of reported fund balances as presented in the agreed reporting formats. 3. Upon grant effectiveness the recipient will be required to submit a withdrawal application for an initial deposit to separate, non-commingled Special Accounts, in amounts specified in respective funding agreements. Accountability shall be provided on a quarterly basis based on agreed financial reporting formats to be submitted together with fund balance statements, including reconciled bank balances and statements/confirmations supporting all project funds. Replenishment of funds to respective Special Accounts will be made upon evidence of satisfactory utilization of the advance to be submitted quarterly in the agreed format. 4. Alternatively, replenishment of funds to the Special Account will be made upon evidence of satisfactory utilization of the advance on full documentation for payments above SOE thresholds. Replenishment applications would be required to be submitted regularly. Direct payment 5. The direct payment method, involving direct payments to suppliers for works, goods and services may be made upon the recipient’s request. Payments may also be made to a commercial bank for expenditures against pre-agreed special commitments. The Disbursement Letter will stipulate the minimum application value for direct payment and special commitment procedures. This method of accessing funds will, however, be limited to large expenditures whose thresholds will be provided in the Grant agreement. Expenditures under this arrangement will be included in quarterly financial reports. Remedies 6. If ineligible expenditures are found to have been made from Special Accounts, the recipient will be obligated to refund the same. If Special Accounts remain inactive for more than six months, the World Bank may reduce the amount advanced.

Annex 6: Safeguards Policy Issues

SOUTHERN SUDAN: Capacity Building, Institutional and Human Resource Development

1. The project proposal has been developed after extensive consultation with all stakeholders. A Reference Group was constituted which met twice in February and again in May 2006 to review the project components and suggest improvements. Several key components of the project are proposed to be implemented by Development Partners with whom GoSS has reached agreements or with whom discussions are ongoing. The development of the Aluakluak VTC by NPA and the Wau VTC by UNIDO, cooperation between GoSS/GTZ/JICA in Juba VTC and GoSS/UNIDO in Malakal VTC, cooperation with ILO in the labor regulations component, cooperation with DFID/SKILLS and USAID/Bearing Point in the HRD component, potential cooperation with UNESCO in the Information Services component, cooperation with UNIFEM in review of the project proposal are examples of the interactive manner in which the proposal has been developed. 2. Ensuring access to benefits will be ensured for all disadvantaged groups. The development of women will be a central theme in the Public Service Regulations, HRD plan and training activities, Vocational Training Policy and facilities, Labor Welfare measures and Job placement services. Access to public information on gender issues, HIV/AIDS and other cross cutting social issues relating to Tribalism, Culture and Religion is a key objective with a view to sensitise the public to the needs of a gender responsive, multicultural, multi lingual, multiethnic, secular society. 3. No displacement of people is currently envisaged as a result of civil construction. Most of the civil construction is rehabilitation of the existing buildings. The issues related to Bank’s social safeguards have been discussed. All the sites where civil construction will occur are not yet known. Accordingly in case OP/BP 4.12 related to Involuntary Displacement is triggered by any component/sub-component an appropriate Resettlement Plan will be developed prior to proceeding with that sub-component. 4. Most of the project components are concerned with setting up management systems and practices within the Government. The public is not directly impacted by these activities. The Medium Term Plan for the Public Sector may envisage rightsizing the public service. However any such action will be accompanied by appropriate compensatory benefits, discussed and agreed with stakeholders prior to a decision being taken. Gender sensitivities will be factored-in into any plan of action. Wide consultation will accompany the access to public information component. 5. No significant environmental issues are expected only since the bulk of civil construction is rehabilitation of existing buildings. Where new civil construction is envisaged or arrangements are being made for safe water supply, sanitation or waste disposal, environmental issues will be addressed through the implementation of an Environmental and Social Management Framework (ESMF) that provides common-sense environmental site selection, design and construction guidance, and a procedure for ensuring that this guidance is followed before construction is approved. A Safeguards Officer in MoLPS&HRD will ensure adherence to the ESMF provisions, and provide

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environmental approval for subprojects. It is planned that the ESMF will be applicable to all MDTF projects. 6. The Ministry of Environment, Wildlife Conservation and Tourism (MOEWCT) has agreed to coordinate an MDTF Safeguards Management Committee, comprised of Safeguards Officers from each ministry benefiting from the MDTF. This arrangement will support not only continuous performance improvement for the Safeguards Officers and safeguards implementation, but also policy, regulatory and institutional strengthening for the MOEWCT to support environmentally sustainable growth and resource management in South Sudan.

Annex 7: Prior Actions and Readiness SOUTHERN SUDAN: Capacity Building, Institutional and Human

Resource Development These two tables summarize actions that need to be completed before the project can be launched (“Prior Actions”) and various preparatory actions that indicate the readiness for implementation (“Readiness”) of the project. The former mainly includes policy decisions needed from government and the latter reflects pre-launch project activities that would facilitate quick implementation. The table is based on agreed actions during the preparation mission in July and progress made since then and during the pre-appraisal mission in September.

Prior Actions

Action Responsibility By When

Expected Comments

Component 4: Project Management Notification of various Project Units/teams

MoLPS&HRD By the time of the signing of the G.A19.

This is important in view of the multi-sector nature of the project

Component 1: Strengthening the Public Service None

Component 2: Labor Market Policy and VT Capacity Building

Government commitment to meet additional recurrent costs

MoLPS&HRD20 By the time of the signing of the G.A.

Expected to be in the 2007 budget

Component 3: Communications and information services Management and maintenance arrangements for existing network to be confirmed

MoTPS Prior to investment commitments for relevant sub-components

This would be in-house arrangements, a maintenance contract or some combination

Recurrent expenditures associated with existing investments to be confirmed

MoTPS & MoIB21 Prior to investment commitments for relevant sub-components

This would include, spares, salaries, contract fees and bandwidth costs

Clarification of responsibility for ICT – operations and maintenance

MoTPS22 By the time of the signing of the G.A.

To be formally confirmed that the MoTPS is the responsible ministry

Readiness Checklist

19 Grant Agreement. 20 Confirmed by the Minister LPS&HRD in the wrap up meeting. 21 Confirmed by the Minister LPS&HRD in the wrap up meeting. 22 Clarified by the Minister LPS&HRD in the wrap up meeting.

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Action Whether completed Responsibility Expected

completion date YES NO

Component 4: Project Management X All concerned

Ministries Identification of Project Staff

X CBU, MoLPS&HRD

Phased programmes ending in March

2007

Training of project staff commenced

X MoLPS&HRD By the time of the signing of the G.A.

Appointment of Director, DD in CBU

X CBU, MoLPS&HRD

By the time of the signing of the G.A.

TORs for M&E specialist, Project Mgmt specialist & Consulting Engineer

X All concerned Ministries

October 31, 2006 Detailed Work Plan

X Procurement Plan All concerned Ministries

November 15, 2006

Component 1: Strengthening the Public Service X MoLPS&HRD By the time of the

signing of the G.A. TORs/RFP for Training

Component 2: Labor Market Policy and Regulations and TVET

X MoLPS&HRD By the time of the signing of the G.A.

Consultations between 3 states, GoSS and ILO

X MoLPS&HRD October 15, 2006 ILO Proposal accepted X MoLPS&HRD By the time of the

signing of the G.A. MoA with ILO finalized

X23 MoLPS&HRD By the time of the signing of the G.A.

Identification and transfer of land for Aluakluak

X MoLPS&HRD October 31, 2006 NPA Proposal for Aluakluak accepted

X MoLPS&HRD By the time of the signing of the G.A.

MOA with NPA for Aluakluak

X MoLPS&HRD October 15, 2006 UNIDO Proposal for Wau accepted

X MoLPS&HRD By the time of the signing of the G.A.

MoA with UNIDO for Wau finalized

X Army to be moved out of Wau facility

MoLPS&HRD Prior to investment commitments for relevant sub-components

Component 3: Communications and information services Video-conferencing

X MoTPS This is needed for Phase II of ICT in general and the VC component

Budgetary allocations for on-going network maintenance and operating costs finalized

Identification of State for piloting and testing of VC

X MoTPS By the time of the signing of the G.A

TORs for IT Advisor agreed X MoTPS By the time of the signing of the G.A

Public Information MoA and proposal for Training X MoIB By the time of the

23 The Minister for LPS&HRD confirmed that the land had been identified and would be transferred.

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signing of the G.A TORs of communications and public information staff agreed

X MoIB By the time of the signing of the G.A

TORs for staff prepared X MoIB By the time of the signing of the G.A

Room and Layout for Information Center agreed/provided

X MoIB By the time of the signing of the G.A

Websites X MoIB/MoTPS/M

oCA Prior to investment commitments for relevant sub-components

Establishment of an Advisory/Working Group to facilitate implementation and provide a venue for consultations among key stakeholders

X MoIB Prior to investment commitments for relevant sub-components

Intranet: Implementation of the network

X MoTPS & MoIB Prior to investment commitments for relevant sub-components

Internet: Technical and Editorial Staff assigned to co-ordinate for work on website

Electronic Record Management

X MCA Prior to investment commitments for relevant sub-components

Government procedure on classification of documents approved

X MoTPS Prior to investment commitments for relevant sub-components

Implementation of Network for the Second Phase (roll-out to all ministries)

Email X Prior to investment

commitments for relevant sub-components

Implementation of the Network and availability of an Intranet/Virtual Private Network (VPN) Technical Assistance

X TORs for Information and Broadcasting Advisor agreed

MoIB By the time of the signing of the G.A