of Statement Need

reformhasreached pointwhereit is now a for Capacity building civilservice moving from in others, theirSIMPEG, developments among seeking advanced management system, employment catalogue an integrated to administrative and that iseffective costefficient. assessment center including digitized an institutions shows totalof a in inventory all employees government of A BKN peopleworkingfor civil service 2000 (7.86% the country's of in 3.9L2.462 of population). a Governance, consequence With Law No. 22/7999on Local institutions local in working allvertical at 8 article and129isthat civilservants (province, governments district,and city) becomeslocal officials(PNS a of or went for mutation receives change status About2.3 million Daerah). physical relocation, but Mutationsin this case is not into PNSDaerah. in administrativenature. BKN's data showeda minusgrowth in the numberof In 2003 however, in working civilservice for government The 6.76%. totalpeople employeesby officialsand 68.4% with 23% beingcentralgovernment 2003 is 3.648.005, many decentralization, for is local. Oneof the reasons thisdecline that during newrecruits. with not enough went into retirement goodservice also is inability bureaucraciesdeliver to of Notjust in number, misplacement obscure and of caused lackor incompatibility competencies, by path.Oneof manyeffortsneeded institutional capacity building to in career solve this problem is by formulating CompetencyStandardsfor positions, assessments that tools followedby defining functional/structural with matches candidates positions. jo is Career Development states that Civil Service PP100/2000 PPNo 13/2002 path for Civil Servant relevance and that demonstrates a development position, competency and rank, education training, and between compatibility plan A development recruitment untilretirement. career term of officesince classification, such suchas this has a numberof preconditions as position performance-based The standard. ultimate standard, evaluation competency goal is achieving in civil serviceprofessionalism order to providequality delivery. service

PAGI0t 22 4

functions. there is a need for overall direction. therefore initiative this seeks Centers costly establish. something to about employment definedas a process make optimal decision placement. stating two Kompetensi for Structural GeneralCompetency Standard competency standards: Positions. succession and *pp*rtu*mitg capacity This initiativeprovidescontinuation variousinstitutional of government projects levels funded and building carried at central local out information systems already are existent by donorinstitutions. and CBHRM be can managementbuzz. particularly the contextof the need for implementation by clearly defined goals. management. achievethis. and across standardization consistency institutions haveSIMPEG. therefore to institutions morereceptive continuity. (CBHRM) not just a is Based HumanResource Management Competency but required achievable. nature scale thisinitiative and to develop present considerable in of and local a enhancement the aspiration central government. of challenges one consequence are Majormanagerial technological and with in this. are to Assessment processes existing into integrating assessment to digitize the process. are to workon andreceiving foundation alreadyestablished.*hm$$*ng*s is effort because steps the standards not impossible. onesthat do are either the Not all government tools so notsupported adequate with assessment or aredoing manually.including every step of human resourcemanagement recruitment. team building. requires but Setting The of themarefar from simple. Special and Competency Standard. at with SIMPEG. development plan.up to from the processof recruitment. have lT-based When government organizations information systems. timelinesand responsibilities concerned To institutions. performance plan. will saveresources this centerintegrated assessment functions. relationship profiles information competency on and termination usingprovided by in employeecompetencies order to maintainand/or to improve performance(to achieve organization missionsand organization PAGI0r 22 5 . exampleKeputusan is for A systemic Negara No: a3/Kep/zOO1 Standar on Kepala Badan Kepegawaian Jabatan StrukturalPegawaiNegeri Sipil.

Job Design& Evaluation (Matrixof business process and organization evaluation) Job In a general for sense team building. canyieldinvaluable it information particular specific on aspects process. processes be expedited Withan integrated system. andhelping develop leader's to that effectiveness. including initialformation the the of teamand ongoing assessment its operating of effectiveness.Recruitment Selection job (Comparing competencies profiles & andcandidates competencies) . that members bothasa group andat the level of individual workingrelationships. Assessment toolsembedded the in partto playin understanding leader's system alsohasa useful the role in a team. assessment integrated tools in in SIMPEG assists manyareas.Training Development (Gapcompetencies person job.Human Resource (Work load and competency Planning analysis) . PAGI0t 22 5 PR()POSAI . decision The aboutemployment relationship influences not (and onlyemployee theirfamilies) also but organization effectiveness.Performance (Maintaining performance Management data planning.more In terms. monitoring and evaluating.Career Path& Succession (Cluster Plan analysis. Person-jobs process) matching . e& learning materials) . Job-people matching) . can look into the of the team development For it ways worktogether.Potential & Talent Assessment (Employeecompetency measurement.Job-competency measurement) .objectives). following the can and costefficient: . example.

institution then be ableto develop the will furtherrelated competency basedapplications such as recruitment and selection. competency profiles employee and competency). i. career planning implement whole integrated For institutions to the system. institutions to CBHRM system requires to develop the basiccomponents CBHRM of system competency i. competency employee competencies andHuman Resource Management applications. The first stageis to (competency develop three basic components dictionary. by HR department. is applications along with management and employee lt practice in Indonesiathat assessment employee common of competencies contracted to the thirdparties orderto reduce are out in subjectivity.e.will be explained discussed and together achieve suitable to the designs.lt combines in programs. project workshops consultation and The teamneeds run a to series of workshopsto socialize CBHRMto top executives of organizations.Praj Description ect *-flffiF{ffiftfi *-Assessffi*m{ *m# fl*nt*r f*r S$$W$}SS E-CBHRM an upgrade existing is of SIMPEG embedding by CBHRM functions digitized and assessment tools. pathandsuccession planning. Having these two main components. C B H R My s t e m i d e l y p p l i e dn l n d o n e s ih a sf o u r m a i nc o m p o n e n t s : w s a i a profiles. well as to transfer knowledgeand skills to as implementation team members. projectintends employa participatory The E-CBHRM to approach to CBHRM implementation governmentagencies. the project teamneeds prepare to conceptual design CBHRM of system. Beforeeachworkshop. PAGt 22 70t PROPOSAI- . dictionary and competencyprofiles. moreand morecompanies assess their own employee internally. Commitment top executives of is paramount thisapproach. During the workshop. competency dictionary. second The is stage to design the priorities. then. Even. for planning implement In general. several companies develop apply and theirown assessment centers for assessing employee their competencies.e. ln however. conceptual the design. they need developthe systeminto two stages. currentpractices.

PAGT 22 8 t)T . F$$axt ?arg*t* As this projectis intendedto be adoptedby nation-wide government institutions.Thisprojectis aimedat not only settingup the basic components. but alsoinstalling training and officials operate to the digitalassessment center. WSA. BKN . minimizing the use of third party assessment services. to in . M*in Gcals & Ohjectives Thegoalof this projectis to enable government institutions implement competency BasedHumanResource Management (CBHRM) and its supporting assessment tools in an effective and cost-efficient manner asit is integrated the institution's in SlMpEG. For this reason. r .we will be working with the following agencies exchange ideas in of andadherence regulations effect. Points1-3 in a form of an lr-based system compatible integration for withexisting SIMPEG Training Manualfor e-CBHRM e-Assessment and tools. but this is the first time a capacitybuildingupgrade initiative put into practice. Provincial Government District Government CityGovernment Central Level Executive lnstitution Central Level Sectoral Institution Fsrt*ern t* ffs**iltir"lgTm*m standards excellence civil service of in are the domainof specific agencies. MENPAN *ut*ut A setof Competency Dictionary specific Civil for Service positions Competency Standard Functional Structural for and e-Assessment pBl Center with toolssuchas:DISC. eliminating subjectivity altogetheras the reports are machinegenerated. Ministry HomeAffairs of . LAN . suggest is we pilot institutions comprise that elements of: ' . .

executive.e. PAGI0t 2? I Pt0P0sAt . institution and their respective level of operation sectoral). Providingtools to measure and match individual'scompetency position. with compatibility their positions intended or Enabling effective team formationand communication within and or functions across Enabling employment service the institution solvehumanresource in to problems with a few clicks theirSIMPEG in pilotsin advanced Becoming capacity building civilservice for reform.local. include: The mainobjectives guidelinethat is customizable specific Providing competency a to (i.Studies have shown that there is high correlation between professionalism and competencebased systems in civil service recruitment. central.

_ I - i Training^ . Technical partner FGDInviting I institutions technical as expert : I committee | | ll : | I I i I Ill Itt. building civilservice r | ttltl t---- t---- t---- **t*------*-t I | tt II Activity ll I Competency | Development I | | t---- . | Review regarding of capacity i I Review all regulations and competency .-t-^ -Dl rbi.p m e n t ----t T--i-i--^-. | previously on donefor i Suru"y activities t.. Human | .tiuityttt Profiling I soft*"r" & Systems . ****t- Development e-CBHRM of J r r ... IoSIMPEG | Trainingfor e-CBHRM and e-Assessment I tl | | | ttltl rrt-tl | | | l*_-_ ____t* | I to Pilotinstitutions --___l I r 2mOnthS ' I I rrttl I SystemsPilot i rtttl | i operation ---t-- perform assessments and I PilotInstitutions run e-CBHRM. | | i | I | Lmonth I : I | i . i v rd pr l l r SrlvMr PuErc En tre lg u aut s o tn r ue vree o. Resource related capacity building . Activity t I Srru"y | | | | : .. i manual analysis efor j .-------l | u--:rt:-----l -!._ andCompetency Development r ----. | I i i llt-tl i . (e-Assessment r Development ' Center Setup) | tl i | | t 3months i I | | I | l---* | | .tl I . tl I | IrIl r | t---| T-^i-i-- . Development Individual | of tools I l_ | | .^l 3^.Proj Activities ect Aetivities I | | | | rltt. Training of Assessment results I tl | : i { : i | I . . r. Installs Integrates & e-CBHRM StMpEGr to lt I ' Installs Integrates & e-Assessment center ' I t . Visits pilotlocations. assisted project by Team I Seminar: I National socializing results -L--- I : | i i ' | I ll r---- t Socialization L*-- | tl -t-_*_*___J I I r '*--- vo ru rv ----'- l Mo n i to ri n e& r_ . rEvaluation ----r- i rFinaReport l ' r i l r **__-_-_i : I PAGil0 22 0r PROPOSAI .-:t - i . r l 6 d rr . to working closely | to ' | setstandards toolsasinputfor and I -L----'----'- 2 months I | | rrtsoftwarerl | r*--- | *-t-*------J i I R.tiuitytv & i Training Installation : | | ' Training manualfor using e-CBHRM. ^ l it Manual i Compilation ' R.

e. which are supporting will defines which in customization. into required interpreted is mapping a competency management. standards. .Competency providing gapreport a Organization). Planning 1. Organization 2. 2 step(Step the previous From haveand what is expected' individuals what competencies between so developments will this. human resource into functional expressed will Thesecompetencies then be competencies.the multistakeholder Following competency a are on There competencies. institutions BKN.At this point. etc): LAN. partner MENPAN. thattheoriginal Evaluation 4. processes engage with institution's will Multistakeholder which will then be strategies. development. will be decisions whichcompetencies the coreof ones.the institution be ableto planfuturecompetency be map competency could fulfilled. Competency vision and mission. competency of exploration an organization's of For of to organization evaluation thosestandards. progress fulfilling standards competency in purposes.mibt s-tffiF{ ffi*v**t*pm*mt (CBHRM)requires Based Human ResourceManagement Competency from planning. Competency process groupthese will map. Competency towardsexisting and performassessments then measure Herethe process in competencies them with defined comparing of competencies employees.there will be and an institution. the development civil process whichwill engage the entails the competencies. provide competency institution's for ease each DeveloPment 3. the sense that pilot institutions will Organizing Competency to are competencies relevant their institution. following service (i. Competency how far the to competencies measure developed evaluate Pilotinstitutions Evaluations havebeenachieved. Competency for mapped competency government for organization bothcoreandsupporting builtfor overall design competencies. for and areperformed adjusted maintenance P A G I0 tt 2 2 l .

However. as when they are identified. general what characteristics. certainly lt's of if bigger teams. examine behavior individuals the of in their environment within a specificsituation(otherwise or known as lt environment). people top won't accept in manner.ideal to environment.there are varyingdegrees compatibility. energy be spent refining results. people Top wantto talkabouttheiraccomplishments. therefore focuses the stylesand preferences such on of behavior. can on the Each these of typeshasits own unique value the team. lt's then very easyto present job you haveavailable a greatmove if you the as havethe factsto proveit. Having understood differences the between how behavior traitsblendmakes it possible integrate individual to teammembers with less troubleshooting. Withthe information obtained during performance the evaluation interview. potential it's relatively easyto assess andjob fit. indicator potential. Performa Basednterview nce I Onereason why thisform of interviewing superior traditional is to behavioral or competency-based interviews that not only doesa performance-based is interview obtainmoreinsight into a person's background. over-selling. team.9. Looking the trendlineof accomplishments good at is a positive it's upward (e. PAGI 0t 22 l2 Pn0P0sAt . Thekey is to compare what the person accomplished howthey've has and accomplished what needs it to to be doneon the job.alsoprovides it the added benefit recruiting person the sametime. changed nature the interview recruiting the of and process. of not tasks but interpersonal relationships well. the individual motivated and valueto is by. theywant and to workfor organizations respect honorwhatthey've that and achieved. In just toward a typicalteam.#-&$$*s$fln#*'$t fl **t*r *eve[*mrnmnt Assessment Center tools for individual and compatibility measurement integrated the system asfollow: in are DISC Profiling lob Matching & System DISC the four quadrant is behavioral modelbased the work of William on (1893-L9471to Moulton Marston Ph.D..By letting person of the at a describe or her accomplishments his ratherthan over-talking. you've andunder-listening. Justas organizations don't likecandidates get who jobswhenpresented a similar by on sizzle alone.

of or the of tools." a resulting possible with 16 or wsA style makeupand conditioned WSA revealsall a person'sbio-physical Modalities. into four opposite differences The MBTIsortssome of these psychological psychologicaltypes.&pp$**xti*n& $yst*m* ffi*v*$mpflFt*r'tt Cycle and e-Assessment CenteremploysSystemDevelopment e-CBHRM process: with methodology the following System Survey in and Collectsinformationabout processes the target organization. A downward trend examples similarwork are needed validate of to flag. at andperform theirbest.Youobviously the don'twant who doesn'twant to do this work anymore. WSA reveals person'sunique combination workingstyle features. Thereis a possibility adding reducing number assessment processes.including report output standards competency and data. pairs. Environmental Preferences. Sensory across the six key areas:BrainProcessing. Professional and Needs. raise caution the should MBTI is The Myers-Briggs Type Indicator(MBTI)assessment a psychometric questionnaire psychological preferences how people in designed measure to perceive world and make decisions. recent to hire someone so this.bigger accomplishment. requirements existing Modeling Engineering & System needsfor all systemic elements and selects that is all system's Defines integration SIMPEG. from Competency Team. flat trend line isn'tnegative the more A if person really it enjoys doing workanddoes well. impact). a of work environment get better to how to set up each individual's showing guidelines peopleto concentrate for better Therefore WSAprovides results. elements Aspects. "dichotomies. of on depending the results multistakeholder . to for and Center relevant e-CBHRM e-Assessment PAGTI3OF22 . Social Physical Attitudes. certain eitherbornwith. Myers-Briggs model The typology the personality as similar left or righthandedness: to individuals are regards type preferred waysof thinking and acting. or develop.

finished I m Systemntegration/l plementation lnstallation e-CBHRM e-Assessment of and Centeron SIMPEG.+t* F.##. M {ilfdFflfr FTtd{ X $iefiFiffi Fih{r @ lithtlix9:{lt}#dsd .sx j StL*f.Needs Analysis Systems Analyses of requirements details scope system.idnf{$. Test Systems based on needs specification. Training and maintenance the overall of User(PilotOrganization) training usage on system. lqw. design Evaluates software configuration program. Coding into Transforming systems design software coding. and description. NetworkConfiguration Development concept e-CBHRM e-Assessment of and centerfor integration to S I M P E G d e s i g n e do w o r k o n t h e f o l l o w i n gn e t w o r kc o n f i g u r a t i o n : is t Sryh '"i"q$4 I i'T'.s8s.. Systems Design Appliestechniques and principles for procurement for and processes rea lization. defines system and systemic boundaries. both webaccessible. 1q&{'"!'i*&e{ WVMq* !*fr{s***# * € &te6se{ridri frsai*ff 'il r}*4lliffie mr{tli-41t.

NlC. 4800 x 9600 dpi. JSB) (A4.SQL 2000 Communications Software: Windows 2000advserver (WebBase) Application Software: PHP/ASP No.GbENlC. HPOfficejet K5400dn 4800x 1200dpi. USB) )rinterDot Matrix :PSON X-300+(80columns. CD-ROM.ATAll.NonOS) (A4. Thefollowing computer required development: are softwares for WindowsOS9x.1x 250Tray. {P Pavilion A63301 LGBDDR2. I unit :.DVDIRW. whichrequires useof computer the softwares using Relations Database management.R. Audio. 9 dot 337cps) )Canner lwicth 15 Port Vlodem JPS KVA 10 7.1200 1200dpi.E Technology. IANON CanoScan 8800F (A4. lightning surge. )CWorkstation Specification Amount (Xeon lP ProliantML11OG4-SATA/w 3040. 6. 4.NlC.NIC {P LaserJet 7022n x 2 unit 2 unit 6 unit 3.VGA Intel GMA950(lntegrated) {on Monitor. 1 Component )CServer 2.1GBDDR2-667 ECC 1 u n i t t60GBHDDSATA.19 ppm. Film Adapter. . pin impact matrix. 320G8HDt 6 unit . 8 9. 32Gbps) )-LINKDU-562M(USBModem External Kbps Connexan' I u n i t 56 lhipset) \PC BR1000i(Back UPS RS 1000VAwith automaticvoltagt 7 unit 'egulator (stabilizer).A.Towe 48x VGA lase) (Core2 Duo E4500. 36/35 ppm Print Pro )eskjet lx 250tray. ATI 16MB.Requirements:Software & Hardware Development conceptof e-CBHRM and e-Assessment center for integration to is SIMPEG distributed dataprocessing. )rinterLaser Jet )rinter Color/ 5. PowerChutesoftware. tletwork iquipments PAGI 0t 22 l5 PR()P()SAI.XP System Software: Database Software: MS.0) USB (16-Ports ICOM3CBSG15 10/100/1000 + 4-Ports L2 Gigabit SFP I unit \uto-sensing. 2. an( rsbconnection) 1 paket 10.

to or The Integrated natureof the workandthe broadexperience the proposed of results teammembers in members several contributing a variety tasks.ft &siw 6rs1w tt r* rd $*awr". They illustratehow we would way. T*ffi Lfteder11 *atwxr. to of Thus general.W* m d. task timely andeconomical TheWorkPlan includes indication responsibilities teammembers an of of the in relation eachWork-stream areaof activity.Work Plan& Staffi ng Schedule TheWorkPlan andStaffing Schedule formthe backbone the deployment of of the Project Teamthroughout the project.a* n#*s!'tr lit#ffis$tr MW flw&rys *e5*Std . The chartpresented illustrate the principles our approach with actual of months inputof professionals entered for each sectionin the StaffingSchedule.#i S46{wwF l'-.ry sffi".&+rai *t# &#dr{sis*l **m. r? Fsw$ sd{8$s€K & @ *ddrr**trd. in aspects of are from the duties a groupmember called is seniority de-linked of uponto perform. engage uponthe required in an efficient.

r l t v q l Administrative Staff *-*-L : tba **-*--l : l*-*******l* tttl t$t$urveyorttbal i*** ft}*scr$ptE*n *$ fi*n*ue $tmr"rts & $ta$f Team Leader/CapacityBuilding Specialist(TL) O n e e a ml e a d ew i l l : t r Be responsible the project.***+ed*l lroi iDMi r-****-*-*t* rttl Interface Designer Database Manager . Industrial Psychology Specialist) with the eP A G7O F 2 2 II PR()POSA I- .lP.OE. tba tba L*___ .lP.HR.S TL.OE..r l -*--: i . i I TL.SA.xn i t-*-!l Activity Survey Review L: & ----.HR.* - i---! l .HR.S HR.lD r Activity2: CompetencyDevelopment i Rctivity ICT 3: System Development Activity4: lnstallation Training & ..ID. for intensively coordinate specialists in perform theirtasks. i I $ystemAnalyst r tba -***-|**t.. Socialization i Project Team PilotInstitutions & .. llll tba ***-*r i .OE.Stflffi*tur* hft$mrk ff$. -------) :--*--**--rrrtl Finance Staff tba t-"-------t- : ff-ll As i.DM TL. Industrial Psychology ---*F tba i r -r--- :t t " l l . ing AsCapacity Building Specialist. coordinate conversion standards the of from Competency Team(Organization Effectiveness Specialist. i illr TLICB i SA ' TeamLeader/Capacity Building I *-__L tba _*--J l---------t* rrl.SA. OE r Organization Effectiveness --**r I tba -**-: I llll i******--*t* iHnl lll lll! Human Resource lP FS t .lP. Human Resource Specialist.IP.

of lCTTeam The main responsibility ICT team is to transforminputs collectedby of applicationcompatible for CompetencyTeam into a web-accessible for with SIMPEG. user easyto access. (DM) Database Manager/Programmer Managers will: TwoDatabase lmplement applicationdesign formed by SystemsAnalyst and Interface Designer an e-CBHRM into that for application is compatible integration SIMPEG web-accessible. LAN. making application the web-accessible. with and PAGil8 22 0t Pt0P0sAt . Interface be to Designer)to integrated SIMPEG. to as for Teamin developing trainingmanuals eSupervise Competency tools. informative and for all stakeholders. and Liaise Prepare report donorandotherreport required. with MOHA.CBHRMdesign from SystemsTeam (SystemAnalyst. and Internallymonitoringand reportinge-CBHRM development implementation. (lD) Design Specialist Interface Designer will: OneInterface Design application interface so that the e-CBHRMseamlessly integrates with SIMPEG. and issues the for Provide technical assistance managerial general on project teams. Providetechnicalassistance pilot locations to during training and installation theirenhanced of with SIMPEG e-CBHRM. survey Provide technical assistance on ICT matters for Project Team. friendly. BKN. CBHRM assessment and for and ICT training manuals operations Supervise Teamin developing maintenance the newsystem. Internally monitors and reports e-CBHRMapplicationdesign implementation. MENPAN. (SA) System Analysis Specialist will: Analyst OneSystem Team and Createa grand design basedinputs from Competency results. with Competency Teamand System Analyst come up to Coordinates with functional interface design. Teamreportsto TeamLeader any findings ICT integration andprogresses. particularly RM during e-CBH development. otherstakeholders.

to score achieve Building and Specialist Capacity Resource with Human together Works design for pilot specialistto propose an effective organization institution. (HR) SPecialist Resource Human will: OneHRSpecialist and process planning in duringmulti-stakeholder assistance Provide comPetencies' maPPing and capacity Building works together with IndustrialPsychology Center' tools assessment for e-Assessment in Specialist determining applications' for manual CBHRM training Composes (lP) Specialist Psychology Industrial will: OnelPSPecialist process the use of in during multi-stakeholder assistance Provide purposes' psychological for managerial tools tool for manual assessment procedures. all competency development' software inputduring providing (OE) Specialist Process & Business Effectiveness Organization will: OneOESpecialist process regarding during multi-stakeholder Provide assistance thencharta pathbased state.and Designer progresses Interface to and installation coding Reports AnalYst Systems Team CompetencY and of reportto the teamleader anyfindings teammembers All competency Team by Systems team membersassists and progresses. current on diagnostics pilotinstitution's toward a higherexecution actionsand offeredinsights on selected goals. training composes Tea SuPPort m Administrative of reportto the team leader any team members support All administrative Systems assists teammembers and and findings progresses. all competency development' software inputduring by Team providing Staff & Finance Accounting (FS) Staffwill: & OneFinance Accounting of management the of and identification financial inventory Perform project Leader' to of aspects the project Team financial Report l9 PA6t 0r22 .

organization/management CBHRM.lD).lP.Staff Administration (AS) Staff OneAdministration will: to services allteammembers and Provide administrative secretarial project operations.SA. for Degree Specialists OE.DM) building. requirements: Language PAGI 0f 22 20 Pt0P0sAt . ICT English. for Degree Staffand Managers AS.HR.Bachelor's or Master's Doctoral (FS. Min.S. 5 yearsin capacity in Experience projects: systems development. Bahasa Indonesia. regarding day-to-day to Report TeamLeader (S) Surveyor will: Three Surveyors and data in of Workunderthe guidance specialists collecting (survey) reviews processes duringmulti-stakeholder specialists Assists and on Reportsto specialists all findingsrelated to competency building capacity tieldsaf Hxpertise Building Capacity Institutional Process & EffectivenessBusiness Organizational tcT Resource Management Human Psychology Industrial Requiremer*ts Seneral (TL. or audit.

l$w$itsring Ivaluaticn & $ch*duie I Ill R. by providinginformationregardingprogress. submitted the TeamLeader. : | --l'-- Activity 1l ---+- ModelDevelopment. & Training Manual -----: r -***1 i t-'t't----------etl procurement. Input --*-{ I Progress Report Ll Progress Report lll .Monitoring [valuation & &wglcrts S**criptlwn Reports be doneby Project will Management. Corrections. I Progress Report 1 'rrsearch. The reportwill be on a standard formatof reportwhichis agreed upon by donor. Training. issues/problems. r i --ir i *-t* I Rctivity flt Activity lV *--*"1 -i---r i I Systems Development lntegration.tiuityf -*--1 i ' Revisions. ltt- r --t-- . Adjustments -----. disbursement. Multi-stakeholder processes. . Clarification. self-evaluation recommendations Project and by Management well as on as eachproject activity component. Installation Socialization *****-J FinalReport t t l*-** ----J PAGI 0r 22 21 PR()P()SAI.

400 : rSpecialistC .+oo : t A: Building Specialist Specialist TeamLeader/Capacity ' Resource.000 i i lspecialistBl I man/month ttlllll r 2 ) i r---- q I -l-*-- z. Interface Designer Specialist Systems C: Administration Specialist Finance.500 ' ts*-- 15.ooo : *T--- ---r- --r----------l 82 i Specialist | man/month i Itlllll + r $ i t 2.man/month r I ' Pilot I Locations I I t---I I I l u mt p s u m r ' l ll $ | tl TorAL i . FGD. Pilot Location: training. etc Operations: procurement.soo I to. . . Data baseManage m Staff Su Materials. Human Specialist Organization 82: Analyst.Budget *f $swrce Fundtng: ADB 1964. Travel Costs. r/Progra mer : rveyor. .INO PROJECT LOAN SCBD ffi*tn{ls ll$$} {in lllllll jspecialistA I man/month I t----1-----l- 1 : L---- 6 i *J-- 2. . . . etc.000 i 8. Industrial Psychology 8L: Effectiveness. PAGE2z 22 OF PROPOSAL .ooo 700 | ' 16. 69.

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