Draft Concept Note (Feb 2014) Support to organizational strengthening of Nepalese partners B. Development of a Human Capacity Development (HCD) Concept for SAARC-TPN Project No. SAARC-TPN: 2011.2032.8 Resource Institutions Consultants SAARC- TPN HCD Cell HRD-net Platform Training courses Regional Events Country Lead Organisation HCD Cell Exposure visits /Study Tours Conferences, expert dialogues, GIZ - TPN HCD Cell Afghan- istan Bhutan Maldives India Pakistan Nepal Sri Lanka
Transcript
Draft Concept Note (Feb 2014)
Support to organizational strengthening of Nepalese partners
B. Development of a Human Capacity Development
(HCD) Concept for SAARC-TPN
Project No. SAARC-TPN: 2011.2032.8
Resource Institutions
Consultants
SAARC-TPN HCD
Cell
HRD-net Platform
Training courses
Regional Events
Country Lead Organisation
HCD Cell
Exposure visits /Study Tours
Conferences, expert dialogues,
GIZ -TPN
HCD Cell
Afghan-istan
Bhutan
Maldives
IndiaPakistan
Nepal
Sri Lanka
LIST of CONTENTS 1. GIZ SAARC-TPN Project context
1.1 GIZ SAARC-TPN Project 1.2 SAARC-TPN members 1.3 Developing HCD Strategy for SAARC-TPN project
2. HCD / Training Needs Assessment of SAARC-TPN
2.1. The Training Needs Assessment 2.2. Analysis of Results of the HCD TNA Survey
2.2.1 Results of Part A: Organisational level 2.2.2 Results of Part B: Selected Individual respondent level 2.2.3 Select Recommendations made in the TNA report
2.3. SAARC-TPN PROJECT OCM-4 2.3.1 Identification of Human Capacity Development / Training Needs 2.3.2 HCD in context of Planned Project Outputs and Next Steps
2.4. Questions/Answers – TNA and Gap Analysis 2.4.1 SAARC-TPN Organisational level 2.4.2 Working Group level 2.4.3 Individual TPN member organisation /individual professional level
2.5. Select Training/ Resource Institutions 2.6. Coordination with other GIZ Projects within the SAARC region
3. Concept HCD Strategy for SAARC-TPN Project
3.1 Concept for Developing HCD Strategy for SAARC-TPN 3.1.1. Cascade Organisational Structure for Management of HCD Activities 3.1.2. Modular Training Programmes / Courses 3.1.3. HCD-net Management Platform for E-Learning and Blended Learning courses 3.1.4. Regional Events and other CD measures
3.2 Basis for HCD Action Planning and preconditions 3.3 Proposed HCD Action Plan
3.3.1 Content Deliverables of SAARC-TPN Phase II 3.3.2 Structure for Intervention 3.3.3 Priority Areas for Intervention 3.3.4 Work Packages (March – June 2014)
Tables 1. Areas of Expertise of SAARC-TPN organizations which can be offered to
other SAARC-TPN members 2 Topics of Importance for SAARC-TPN organizations 3 Most often indicated topics with which to start an HCD programme
ACRONYMS
ADB Asian Development Bank AusAID Australian Aid B2B Business to Business CBI Centre for the Promotion of Imports, Netherlands CPD Centre for Policy Dialogue, Bangladesh
DFID Department for International Development, UK EU European Union GDP Gross Domestic Product GIZ German Agency for Technical Cooperation HCD Human Capacity Development IGCC Indo-German Chambers of Commerce IIFT Indian Institute for Foreign Trade ILO International Labour Organisation ITC Information Technology and Communications NGCC Nepal-German Chambers of Commerce NTM Non Tariff Measures OCM Operational Committee Meeting PT Planning Team PTB Physikalisch-Technische Bundesanstalt (PTB)-National Metrology Institute QI Quality Infrastructure RTF Regional Trade Facilitation SAARC-TPN SAARC Trade Promotion Network SAFTA South Asian Free Trade Area SLGCC Sri Lanka German Chambers of Commerce SME Small and Medium Enterprises Trade Promotion SWATEE SAARC Women’s TIP Trade Information Portal TNA Training Needs Analysis TOT Training of Trainers Programme UNDP Unite Nations Development Programme UNCTAD United Nations Council for Trade and Development USAID United States Agency for International Development WTO World Trade Organisation WG Working Group
List of SAARC-TPN member Organisations 1. ACCI Afghanistan Chamber of Commerce & Industries
2. BCCI Bhutan Chamber of Commerce & Industry
3. CCC Ceylon Chamber of Commerce
4. CII Confederation of Indian Industries
5. CNI Confederation of Nepalese Industry (CNI)
6. DoC Department of Commerce, Sri Lanka
7. DoT Department of Trade
8. EPAA Export Promotion Agency of Afghanistan
9. EPB Export Promotion Bureau
10. FBCCI Federation of Bangladesh Chamber of Commerce & Industry
11. FCCISL Federation of Chamber of Commerce & Industry of Sri Lanka
12. FICCI Federation of Indian Chamber of Commerce & Industry
13. FISME Federation of Indian Micro and Small & Medium Enterprises
14. FNCCI Federation of Nepalese Chamber of Commerce & Industry
15. FNCSI Federation of Nepal Cottage & Small Industries
16. FPCCI Federation of Pakistan Chambers of Commerce & Industry
17. LCCI Lahore Chamber of Commerce & Industry
18. MCCI Metropolitan Chamber of Commerce & Industry
19. MNCCI Maldives National Chamber of Commerce & Industry
20. MoED International Trade Policy Unit, Min of Economic Development
21. NCCSL National Chamber of Commerce of Sri Lanka
22. SCWEC SAARC Chamber Women Entrepreneurs council
23. SCCI SAARC Chamber of Commerce & Industry
24. SIC SAARC Information Centre
25. SMEDA Small and Medium Enterprise Development Authority
26. SMEF SME Foundation
27. SWEC South Asia Women’s Council
28. TEPC Trade and Export Promotion Centre
1. GIZ SAARC-TPN Project context
1.1 GIZ SAARC-TPN Project
On a regional level, GIZ supports the SAARC Trade Promotion Network which brings together 28 key public and private sector institutions from all eight SAARC member countries to strengthen content-specific structure of regional trade-related agreements, to promote their implementation at member state level and support the resulting private sector potential for intraregional trade.
The South Asian Association for Regional Cooperation (SAARC) established by the Governments of Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan and Sri Lanka, with Afghanistan joining in 2007, aims to promote the welfare of its people and to improve their quality of life through accelerated economic growth, social progress and cultural development. Towards this end various SAARC regional social, cultural and economic programmes have been initiated. Regional economic cooperation focuses mainly on the liberation in the trade of goods, under the ten year agreement on the South Asian Free Trade Area (SAFTA) begun in 2006. The service sectors, however, in spite of accounting for more than 50% of GDP in most South Asian economies, are not included in SAFTA. The trade in services is taken care of in SAARC through a separate agreement which is called SAARC Agreement on Trade In Services (SATIS) signed in the Thimpu summit in 2010 and in effect from Nov 2012. Currently, the creation of an acceptable framework for intra-regional trade is still hampered, as central trade-related government and private sector organisations lack sufficient competencies and capacities.
South Asia is home to 23% of the world population whereas its share of world GDP is merely 2.3%. India, due to its size has a special position and accounts for 77.8% of the region’s GDP and 40.3% of its trade. At the same time the region has one of the highest concentrations of poor people living on less than $1 day in the world with Afghanistan, Bhutan, Nepal and Bangladesh given the ‘Least Developed Country’ status by the UN. In addition and in spite of strong cultural and trade ties existing for centuries, the region emerges today as the least integrated in terms of intraregional-trade and economic cooperation. Therefore, alleviating poverty, sustaining rapid and inclusive economic growth and enhancing regional cooperation and integration that can lead to increased trade, employment and income opportunities, remain important issues.
Key players for achieving regional economic growth are the member organizations of the SAARC-Trade Promotion Network. Addressing these organizations through strengthening their capacity and improving their performance in trade related issues is therefore crucial in developing the region.
1.2 SAARC-TPN members The SAARC-TPN consists of 28 public and private institutions from the eight countries of the SAARC region. Public sector members of the TPN are primarily the national trade ministries or the trade departments of economic ministries, along with trade and export promotion agencies. Members of the network are also drawn from the private sector include regional and national business membership organisations. These chambers of commerce and business associations are the leading trade organisations in their countries. Under the SAARC-TPN project, members are supported for improving trade within the SAARC region.
Pakistan LCCI, FPCCI, SMEDA SCCI Sri Lanka CCC, NCCSL,
FCCISL DoC
The SAARC Trade Promotion Network members have been divided into five working groups to better address issues for trade development within the SAARC region. These are:
In the OCM-4 it was decided to continue with the WG on TIP, QI, and RTF; but merge B2B with SME to form the WG on Regional Value Chain (RVC); a new group on Human Capacity Development HCD was formed.
1.3 Developing HCD Strategy for SAARC-TPN project
The main purpose of the Human Capacity Development (HCD) process is to support the individual and the TPN member organisation to undergo the changes needed to enable people to fulfil their responsibilities and tasks within emerging structures. In the context of this project, HCD relates primarily to improving internal capacities of the 28 TPN member
organisations to increase inter-regional trade by providing improved services to their member national organisations and individuals within the business community. The SAARC-TPN project has been on-going for over a decade and some training programmes have been conducted on an ad hoc basis. GIZ has therefore decided to propose a strengthened HCD component for the next project Phase II (June 2014 to June 2016), so that human capacity of stakeholders will improve and results could be monitored, reviewed, reused and evaluated systematically.
As a first step in the capacity development process, GIZ SAARC-TPN decided to implement a human capacity development needs assessment, and based on the survey findings to develop a concept on how the capacity of professionals within the SAARC network member organizations can be increased. The TNA was conducted in May 2013. This concept note on HCD for SARRC-TPN project is the next step in the process.
2. HCD / Training Needs Assessment of SAARC-TPN
2.1 The Training Needs Assessment
From a strategic point of view, the concept suggested below, follows the SMART principle (Specific – target a specific area for improvement, Measurable – quantify or at least suggest an indicator of progress, Assignable – specify who will do it, Realistic – state what results can realistically be achieved, given available resources, Time-related – specify when the result(s) can be achieved) within the framework of the next three years till mid 2016.
The main sources of information for developing the concept of HCD are:
• Survey on “Human Capacity Development Needs Assessment of Partner Organizations of the SAARC Trade Promotion Network (SAARC-TPN)” by Gabriele Schlaeger conducted in May 2013. (Section 2.2)
• Deliberations of the SAARC TPN members at the OCM-4 held on 28th to 31st Jan 2014 in Colombo, which provided the opportunity of meeting TPN members from SAARC countries and get perspectives on HCD needs from the Working Groups. (Section 2.3)
• Key questions and ideas on initial HCD activities to be taken up provided through discussions in meetings held with GIZ project staff and TPN partners in Nepal and India and discussions with resource persons. (Section 2.4)
• Internet based search of information on TPN member organisations and other Trade Promotion Training Service Providers and trade promotion related offers within the SAARC region (Section2.5)
2.2 Analysis of Results of the HCD TNA Survey A comprehensive Training Needs Assessment is the basis for designing an efficient and objective oriented Human Capacity Development programme. The information generated enables a “Gap Analysis” for stakeholders and target groups, identifying the ‘gap’ between their current and future mandate, function, responsibility and tasks. In this context, the HCD Needs Assessment study conducted in May 2013 provides very valuable insights for design of the SAARC-TPN Human Capacity Development Programme. The target groups of the HCD Assessment were young professionals/ professionals of the SAARC- TPN network organizations of the eight SAARC member countries - trade related ministries/ trade divisions, chambers and associations as well as governmental trade and SME promotion organizations. A total of 26 organizations were addressed in the survey (excluding the 2 SAARC organisations – SCWEC and SCCI). 18 organisations responded to the questionnaire survey -12 organizations of the private sector, 3 of governmental TPOs and 3 of Ministries/ trade divisions.
The HCD Needs Assessment survey was conducted in two parts, with Part A covering an overview of organizations participating in the survey, the HCD program within the organization, important thematic subjects for training and for improving performance for professionals and organizations; the field of expertise of the organizations which can be offered to other SAARC-TPN members; their interest in participating in exchange programs and contribution of the organizations for the development of its young professionals/ professionals. Part B of the questionnaire related to specific information on the respondents including their position, opportunities to participate in trainings, types of training undergone and their knowledge on SAARC and the TPN project, their use of the Trade Information Portal, training needs and topics as well as preference for the timing of training and the training methods to be used. The key results of the HCD Needs Assessment are given below 2.2.1 Results of Part A: Organisational level
• The character of the members of SAARC varies considerably in size, (for example, 250 staff in ACCI Afghanistan, to 2 in MoED Maldives; and an annual budget of 2.5 Mio US$ for BCCI Bhutan to 60,000 US$ for NCCSL Sri Lanka), indicating a need to differentiate between existing capacities and HCD needs of member organisations according to size and turnover.
• All TPN members from Ministries/Trade departments and government organisations have an HCD program (although the survey does not provide detailed information) , though only half the private members have one; some private members who do not have an HCD department however, have a budget provision for HCD activities such as training, study tours (often as grants from international donors).
• Almost all members receive support for HCD and organisational development from international organisations (except some private sector partners including ACCI
Afghanistan, MCCI Bangladesh, FISME India, FNCSI and CNI Nepal). GIZ, CBI, ITC, WTO, UNDP, UNCTAD, ADB, USAID, ILO, EU are some of the support organizations mentioned by TPN members.
• Areas of intervention for Ministries, Trade Departments and government members have focussed on WTO agreements, trade facilitation, customs valuation and services, while training for private sector members has been on organisational development, strengthening capacity to articulate policy reforms, database training, chamber management, industry safety compliance, export marketing and management training.
• The three topics given the highest priority as important subjects for training for the organisation as well as individuals within member organisations included: - Market topics: research, research methodology - Supply side topics: SME development, cluster development, value chain analysis,
quality and productivity, technological advancements, product development - Trade topics: promotion, marketing, export promotion, B2B
• Many members professed basic knowledge in the topics mentioned; some had expertise in certain areas but had also expressed the need for further capacity development to deal with other issues at the organisational level.
• Almost all organizations responded positively concerning their contribution to the upcoming HCD program. The ideas of potential engagement vary. None of the organizations suggested their own financial contributions to the proposed TPN HCD programme, some expressed that facilities for training can be provided.
• Other responses were that after training, trainees should be supported to be able to transfer the knowledge within the organization. This is an important issue since some organisations had lost the benefit of past training after trained staff left. In this context, some members saw a HCD information base, setting up documentation, results and assessment, monitoring and evaluation of the envisaged capacity development activities to be relevant.
• Members also emphasised the importance of networking between the SAARC-TPN partners and express their wish to develop strong relationships with each other.
2.2.2 Results of Part B: Selected Individual respondent level
• The majority of respondents were young graduates and had been in the organisation for a relatively short time (around a year). Employees from the private sector organizations often have obtained working experience outside the organization they currently work for.
• About three fourth of the survey respondents had been on some training in the last 5 years. Most training opportunities were outside the organisation and TPN members sent staff to attend offered programmes in other institutions.
• Knowledge on SAARC-TPN varied and most respondents came to know of TPN
through colleagues. Most wanted to know about activities/ programmes of SAARC; some had been on training programmes organised through SAARC-TPN.
Only around one fourth respondents used the TIP mainly in the categories - tariff, trade policies, and regional & bilateral trade agreements. This small percentage indicates the need to improve the relevance of TIP for members of the network.
• Most interviewees had some basic knowledge on the topics mentioned and felt that
training was very important, indicating a desire to improve their competence.
• Evaluating competencies in training under management skills, many respondents had skills in presentation, communications, negotiations and moderation, but expressed need for increasing their skill levels.
• Training needs on knowledge of the SAARC region focussed on need for better market
information - how to enter a market, export goods, get information, do market research. The second largest field of interest is grouped around trade agreements - which agreements exist, potential of SAFTA, WTO role in SAARC and so on.
• The interviewees were not very specific about the learning results they wanted to
achieve and how they want to transfer this knowledge into their working context.
• Concerning the period for training, most favoured the summer months with availability for undergoing training ranging from 3 months for Ministries to 9 days for the private sector.
• The most appropriate training methods are exchange visits / study tours followed by presentations combined with practical work exercises and discussions. Study tours are ranked highest by all respondents of all organizations.
• Some organizations mentioned e-based training and wanted to create a learning platform and data base and encourage working in teams to share knowledge.
• Other comments were need for training in management, advocacy, need for market research and data analysis, and need to interview potential candidate so the right training program can be elaborated.
2.2.3 Select Recommendations made in the TNA report
• An important role could be played by the contact persons of SAARC-TPN. They could regularly inform staff of their organizations about meetings or events they participated in the frame of SAARC-TPN, about news, web-pages, etc.
• It is recommended that within the GIZ SAARC-TPN programme the SAARC secretariat takes ownership and the leading role. For creating a higher degree of “ownership” for the HCD program a “Capacity Development Unit” has to be established in which SAARC-TPN organizations are represented.
• Though 61% respondents have HCD programs within their respective organizations there is in general not a clearly defined HCD concept. The GIZ SAARC-TPN approach should encourage the process of developing a HCD concept for TPN member organizations.
• There is need to establish a data base which will include relevant information of each SAARC-TPN organization along with a list of key qualifications or best practices. This data base (sort of knowledge platform), could be used for organizing exchange programs or encourage TPN organizations to contact each other and using their knowledge and competence in respective areas.
2.3 SAARC-TPN PROJECT OCM-4
The second major source of information was the results of discussions held at the annual SAARC-TPN OCM- 4, held on 29th to 31st January 2014 at Colombo and the Operational Plan developed. The needs identified for human capacity development and the main activities selected for implementation as immediate next steps by the Working Groups is the basis for selection of interventions in development of the HCD concept for SAARC-TPN.
The three day meeting included both plenary and working group sessions, capturing achievements of working groups in 2013 and planning for the new project phase over July 2014 to July 2016. The project objectives/outputs focus areas, indicators and cross cutting issues including Gender inclusiveness; Human Capacity Development issues; Collaboration with think tanks donors CSOs; structure of Working Groups; and Sustainability issues were discussed. The Working Groups were restructured, the operational plan for 2014 was prepared and activities identified as immediate next steps for kick starting implementation of the Operational Plan by Working Groups.
2.3.1 Identification of Human Capacity Development / Training Needs
Day 1 of the OCM-4: Some of the key human capacity development / training needs that emerged from the Working Group discussions are given below.
WG-TIP – Trade Information Portal • There was an expression of need to identify a TIP focal point in each respective
countries and to build capacities of this individual(s) including to be able to upload content on the TIP redesigned portal
WG-RTF – Regional Trade Facilitation • There was need for induction training for all NTM desk officers. • Need to ensure female participation in capacity building programmes. • Need for organised exchange visits and study tours between programme partners
• Need for capacity building in advocacy and lobbying, negotiating skills
WG-B2B – Business to Business • Training was required in market intelligence for small entrepreneurs • There was need to organise at least one training programme for entrepreneurs on
policies and procedures for potential exporters
WG-SME- Trade Promotion for Small and Medium Enterprises • Need for capacity building and exchange of skills between network partners for
replication of success / best practices as regional programmes • Need to include women’s groups in capacity building programmes • Training of Trainers from regional and national stakeholders for the support of MSME
export-oriented enterprises.
WG-QI – Quality Infrastructure • There was need for developing a TOT on QI and Training of focal persons in
concerned bodies • Study Programmes and Experience Sharing • Local dissemination of information by TPN members through HCD events for
educating people on quality improvement
2.3.2 HCD in context of Planned Project Outputs and Next Steps
On Day 2 and 3, four planning teams (PT) were formed with a team to deliberate on each project output. The outputs were considered in terms of the proposed activities, lead responsibility for implementation, human and financial resources required for implementing the activities and possible new implementing structures.
An overview of the project plan - SAARC-TPN Phase II is given below.
Planning Team 1: PT 1 discussed the following 2 outputs - Output A: organisational and technical capacities improved; and Output C: participation of central stakeholders improved. The key activities identified for improved organisational and technical capacity are:
• Identify priority areas for training for NTM desk officers • Broadening engagement for capacity development (through networking with other
research and training institutions) • Develop HCD Quality Group • Identify Training Needs for SCCI • Render necessary support for capacity building of SCCI • Develop content for capacity development plan • Implement training • Monitor training
Establishing a new Working Group on HCD was recommended as a possible new Implementing Structure.
Planning Team 2:
PT 2 discussed Output B: The Awareness and lobbying capacities of public and private bodies are improved. The key activity related to HCD was
• Training of network partners on new TIP portal • Training / Seminars on TPN related activities (NTM, Value Chains, QI).
Planning Team 3:
PT 2 discussed Output D: Recommendations of TPN to strengthen regional trade and reduce non-tariff barriers to trade. The key activity related to HCD was
• Establish NTM desk in India • Finalise NTM desk officer Training • Finalise and implement HCD programme for Advocacy and Lobbying skills
Planning Team 4:
PT 2 discussed Output E: The conditions for regional trade have improved along selected value chains. The key activity related to HCD was
• Stakeholder and regional level dialogues for identified products • Capacity development programmes– food, garments & textiles; fruit juice & pulp • Capacity building and regional stakeholder meetings/ sectoral fairs • Identifying and organising Joint Participation study tours in regional events
Immediate next steps:
Apart from identification of members and coordinators of the Working group, and contact person at TPN-Secretariat, the immediate next steps for kick-starting activities in each
Working Group were also discussed. The measures selected as immediate next steps for HCD are given below:
Kick starting WG-RTF: • NTM Induction training for NTM desk officers • Training in advocacy and lobbying for desk officers
Kick starting WG-QI • Develop ideas for QI capacity development for WG members
Kick starting WG-TIP • Evaluation of portal by network partners (TNA results should feed into assessing
potential for offering select e-based training courses) Kick starting WG-SME
• Capacity Building for WG Members in selected topics/value chains-products Kick starting WG-HCD
• Determining priorities (content), structures for interventions and HCD deliverable measures (by end Feb)
• Debate deliverables (content) in first week of March • Finalise interventions (content/priority) • Designing of identified contents (consultant) • Capacity Assessment of SCCI organisational level (facilitator)
TPN Members interested in being part of the WG-HCD are from FPCCI, LCCI, FBCCI, BCCI, FISME, CNI, SMEF, SI-C with Mr Zubair Malik from FPCCI selected as coordinator of the HCD Working Group. A key result of the OCM-4 was the formation of a new Working Group on Human Capacity Development, indicating the importance given to improving capacities by all SAARC-TPN members.
NEW HCD WORKING GROUP
SAARC-TPN implementation structure decided at OCM-4 Steering Level 1: SAARC Secretariat and BMZ German Government
Steering Level 2: Advisory Committee (AC) supported by an Operation Committee (OC) TPN Secretariat (GIZ) and the OC Support Team (ST) Operational Level 1: Working Groups – WG-TIP; WG-RTF; WG-RVC (WG SME renamed
Regional Value Chain with additional support from CBI); WG-QI with additional support from PTB); and a new Working Group on Human Capacity Development (WG-HCD)
Operational Level 2: Task Forces (TF)
2.4 Questions/Answers – Towards a Gap Analysis The information on training needs and identification of gaps and recommendations from the survey, decisions taken at the OCM planning sessions and views of individual participants from TPN member organisations are collated at three levels:
• Organisational level: SAARC-TPN project for establishing organisational structures within which the HCD activities can be planned, implementation managed and monitored
• Team or Working Group level: for identifying different capacity development and training needs of members in specified thematic areas along with preferred Capacity Development intervention tools
• Individual level: training need assessment and identification of gaps done by the HCD survey and interviews with members of the TPN Working Groups, bringing out needs to improve performance in areas such as advocacy and lobbying.
Based on the scope of services given in the Terms of Reference for Developing a HCD concept for SAARC-TPN, some key questions/ answers were formulated to identify gaps and provide the framework within which the concept strategy for HCD is designed.
Some leading questions and answers giving an overview of gaps in the present situation:
2.4.1 SAARC-TPN Organisational level
1. Does the SAARC-TPN project have a strategic and organisational plan for HCD? (Partially in place. TPN member organisation HCD TNA Survey Report has been prepared by consultants, but no HCD Strategy or guidelines on trainings in place. Key decisions for initiating HCD development were however taken at OCM-4)
2. Does the SAARC-TPN project have adequate professional staff/consultants to plan manage HCD activities? (No. However, the OCM-4 has recommended appointing an HCD expert in GIZ to take the HCD strategy into implementation with inputs from consultants /facilitators for undertaking specific activities)
3. Does the SAARC-TPN project have existing collaboration with other international support stakeholders? (Yes. In the TPN regional programme, GIZ is collaborating with AusAID, CBI, PTB, ITC, and perhaps also DFID in future)
4. Does the TPN have plans to strengthen SCCI and the Chambers of Commerce and Industry in different countries considering the specific position they occupy within each nation, along with defining the role of SCCI as the apex body. (Yes. This was planned at OCM-4 and needs to be put into action).
5. Does the project have a method to be gender inclusive? (Yes the project considers gender as a cross cutting issue and specific emphasis is to be given to promoting women’s participation in the TPN programme Phase II).
2.4.2 Working Group level
6. Do the Working Groups have written plans for HCD activities and structured training course offers, exposure /study visits, etc. for improving capacities of members, creation of databases or monitoring and evaluation of impact of training? (Partially done. Needs for developing capacities in specific thematic areas and priority subject matter have been identified; some workshops / exposure visits / training programmes have been conducted but this is very preliminary and has been done on ad hoc basis)
7. Do TPN member organisations have a common platform for communication, information sharing and accessing information on training offers for upgrading skills or developing managerial capacities? (No. The TIP portal exists but is not really used. As per decision at the OCM-4 it will be redesigned and updated and could be linked to a HRD platform for e-learning based training offers)
8. Do TPN members with (formal and informal) processes already in place for sending their officials for specific training courses, coordinate to extend these training offers to other members of their TPN Working Groups? (Partially begun. MCCI Bangladesh has begun the HCD development process and has designed an induction course on NTMs for members of the SAARC-TPN Working Group on Regional Trade Facilitation.)
9. Do Working Groups and TPN member organisation have processes in place (formal and informal) for effective consultation with think tanks and resource persons from training institutions (e.g. IIFT, CPD, etc) for inputs in developing of training course curricula based on updated market intelligence and research on trade facilitation, value chains, etc.? (No. Many organisations have links with national think tanks / research organisations but there are no processes for coordination at level of TPN.)
2.4.3 Individual TPN member organisation /individual professional level
10. Does every TPN member organisation have an organisational HCD plan and /or have appointed a person as the TPN HCD focal point with up to date job description? (No So far HCD activities have been done mainly through the thematic working groups. Many larger TPN members have an annual plan of events such as fairs, conferences, and some such as MCCI and FICCI offer training courses. So far PR events and training courses have been implemented in an ad hoc manner and not been developed specifically in context of the TPN project. Some planned training such as ITC training in Karachi for WG-B2B was cancelled.)
11. Do the TPN member organisations have a plan to transfer knowledge gained by staff sent on thematic training programmes (under TPN and other projects) into organisational memory as back up measure and to institutionalise knowledge gained at training? (No. There is no clear policy on documentation of training material or follow up training within the organisations).
12. Do TPN member organisations have an annual plan to send staff on training for skills development in thematic areas such as WTO, market research, and for upgrading management skills e.g. for negotiations, advocacy, lobbying? (No. Some private sector personnel have gone on trade promotion development training, but there is no clear policy for capacity building of TPN focal point members. The need to train the national focal points was identified by all working groups)
13. Do member organisations have a documentation centre or data base on research studies and training material? (Partial. The TIP exists for some years and most members have some form of a documentation centre / organisational data bases, but there is no consolidated data base on training.)
14. Do individuals from member organisations have preference for capacity development intervention tools? (Yes. The most appropriate training methods are exchange visits / study tours followed by presentations combined with practical work exercises and discussions. Some mentioned e-based training and wanted to create a learning platform and data base and encourage working in teams to share knowledge).
2.5 Select Training/ Resource Institutions
One of the recommendations of the PT 1 at OCM-4 was to broaden engagement for capacity development and expand boundaries of the SAARC-TPN to include research organisations and other institutions engaged in trade promotion studies. As each country has an established institutional network and bodies for promoting trade, we would strongly recommend engaging with the existing institutional networks and building up their capacities for effective trade promotion. Hence, for SAARC-TPN Phase II the institutional partners could be a selection from among the following:
Level 1: AusAID, PTB, CBI, ITC, TPN members as active participants in planning and administration.
Level 2: Country specific Chamber of Commerce, the German Chamber of Commerce in each of the SAARC countries; the German Industry Association (such as VDMA),
Level 3: Institutions in the country contributing to the capacity development for foreign / regional trade and policies such as: Indian Institute for Foreign trade (IIFT) in new Delhi; the Bangladesh Institute for Foreign Trade in Dhaka; Foreign Trade Institute at Islamabad, Pakistan, etc.
2.5.1 Collaborating Institutions
Level 1:
AusAID: Australian Development Aid: has been co-financing and supporting Phase I of the SAARC-TPN project with GIZ. AusAID can be associated in the project for providing monitoring inputs using the Quality Gates approach.
PTB: Physikalisch-Technische Bundesanstalt (PTB) National Metrology Institute of Germany is the national metrology institute providing scientific and technical services. PTB performs fundamental research and development work in the field of metrology as a basis for all the tasks entrusted to it in the areas concerning the determination of fundamental and natural constants, the realization, maintenance and dissemination of the legal units of the SI, safety engineering.
PTB will be associated with the working group on Quality Infrastructure. Earlier in 2003, SAARC had signed a Memorandum of Understanding with the National Metrology Institute of Germany (PTB) to promote collaboration among SAARC Member States in the fields of metrology, standards, testing, quality management, accreditation and certification.
CBI: Centre for the Promotion of Imports from developing countries is an Agency of the Netherlands Ministry of Foreign Affairs. CBI integrated programs are aimed at increasing exports from developing countries to the EU/EFTA. CBI focuses on the part of the value chain that is involved with export. Key services offered include export coaching programs, development programs for business support organisations, export training programs, market intelligence on the latest development on the EU markets and company database. CBI has been associated with the project Working Group on SME and has provided assistance especially to TPN members in Pakistan. Their expertise in value chains will be valuable to the working group.
Nederland ICT: is the trade association for more than 550 IT, telecom, internet and office companies in the Netherlands. Nederland ICT represents a business community with a turnover of almost €30 billion and over 250,000 employees, making it the foremost advocate and representative of the Dutch ICT sector. Nederland ICT is active in the area of market promotion, advocacy and individual services, for example in the legal domain. Furthermore its members profit from financial benefits and the extensive network platform. ICT can continue its association with the TPN project by supporting capacity development initiatives.
Level 2: Country specific Chamber of Commerce, the German Chamber of Commerce in each of the SAARC countries; the German Industry Association (such as VDMA) can also be invited to participate in regional events.
Level 3:
There are a number of Research Institutions and Departments in Universities taking up studies in market research, supply side topics: SME development, value chain analysis, export promotion, WTO trade agreements trade facilitation etc. Some of the leading institutions at the international, regional and national level contributing to the capacity development for foreign / regional trade and policies have been selected as possible partners to the SAARC-TPN with preference given to those institutions that has already worked with TPN member organisations. Organisations are listed by country – for Afghanistan, Bhutan and Maldives a cluster approach will be used in accessing CD.
Bangladesh: BFTI, CPD
BFTI: Bangladesh Foreign Trade Institute is a non-profit research and training institution built on the concept of a public-private partnership (PPP) between the Ministry of Commerce (MoC), People's Republic of Bangladesh and the private sector. Its focus is on research, education, training and policy advocacy on international trade-related issues. BFTI’s Board of Directors is chaired by the Minister of Commerce with membership from both government and business and industry. Private sector stakeholders of the BFTI include key business associations and chambers of commerce and industry, as well as the Federation of Bangladesh Chambers of Commerce and Industry (FBCCI). Public sector representatives include a number of ministries such as commerce, finance and foreign affairs. CPD: Centre for Policy Dialogue Bangladesh is an education service initiative of Drik ICT, that provides a wide range of professional education through training, workshops, e-learning etc. The major objective of CPD Bangladesh is to develop human resources (skill, knowledge & attitude) by appropriate training and learning tools. CPD Bangladesh helps to provide an opportunity and broad structure for the development of human resources' technical and behavioural skills. It also helps in bettering the performance of individuals and groups for organizational development. From the beginning CPD Bangladesh is highly conscious about its service quality and ensures meeting the requirements and expectations of service users. As a result they have excellent long-term, trusted relationships with clients who rely on them for all their professional development. India: IIFT, ICRIER, RIS, CUTS
IIFT: Indian Institute for Foreign trade- The Centre for WTO Studies, IIFT India, has conducted a robust research programme with a series of papers in all spheres of interest at the WTO. The Centre has also created a specialised e-repository of important WTO documents, especially related to India in its Trade Resource Centre. It has been regularly called upon by the Government of India to undertake research and provide independent analytical inputs to help in trade negotiations, both at the WTO and other forums. Additionally, the Centre has been actively interfacing with industry and Government units as well as other stakeholders through its Outreach and Capacity Building programmes by
organizing seminars, workshops, subject specific meetings etc. The Centre thus also acts as a platform for consensus building between stakeholders and policy makers.
ICRIER: Indian Council for Research on International Economic Relations, an autonomous, policy-oriented, not-for-profit, economic policy think tank, ICRIER's main focus is to enhance the knowledge content of policy making by undertaking analytical research that is targeted at informing India's policy makers and also at improving the interface with the global economy. ICRIER conducts thematic research in seven thrust areas and to effectively disseminate research findings, organizes workshops, seminars and conferences to bring together academicians, policymakers, and representatives from industry and media to create a more informed understanding on issues of major policy interest. ICRIER routinely invites distinguished scholars and policymakers from around the world to deliver public lectures and give seminars on economic themes of interest to contemporary India.
RIS: Research and Information System for Developing Countries an autonomous think-tank under the Ministry of External Affairs, Government of India, is an organization that specializes in policy research on international economic issues and development cooperation. RIS is envisioned as a forum for fostering effective policy dialogue and capacity-building among developing countries on international economic issues. The focus of the work programme of RIS is to promote South- South Cooperation and assist developing countries in multilateral negotiations in various forums. RIS is engaged in the Track II process of several regional initiatives. RIS is providing analytical support to the Government of India in the negotiations for concluding comprehensive economic cooperation agreements with partner countries. Through its intensive network of policy think tanks, RIS seeks to strengthen policy coherence on international economic issues.
CUTS: Consumer Unity & Trust Society) mission is pursuing economic equity and social justice within and across borders by persuading governments and empowering people. CUTS operates out of five programme centres in India with a focus on research, advocacy and networking. CUTS’ work is divided into five operational areas: Consumer Protection; International Trade and Development; Competition, Investment and Economic Regulation; Human Development, and Consumer Safety.
Nepal: SAWTEE SAWTEE: South Asia Watch on Trade, Economics and Environment was launched in 1994 to complement the efforts of South Asian governments and stakeholders, and to bring to the fore the views and concerns of the marginalized and poor segments of society, as a loose regional network of non-governmental organizations (NGOs) from five South Asian countries: Bangladesh, India, Nepal, Pakistan and Sri Lanka. SAWTEE has strengthened its activities ranging from sensitization and awareness raising to independent and concrete policy research, capacity building and advocacy on trade, economic and environmental issues at local, national, regional and international levels.
Pakistan: SDPI, PITD
SDPI: Sustainable Development Policy Institute, Pakistan, was founded to serve as a source of expertise for policy analysis and development, policy intervention, and policy and program advisory services. Its mandate is to: conduct policy advice, policy oriented research and
advocacy from a broad multi-disciplinary perspective; Promote the implementation of policies, programs, laws and regulations based on sustainable development; Strengthen civil society and facilitate civil society-government interaction through collaboration with other organizations and activist networks; Disseminate research findings and public education through the media, conferences, seminars, lectures, publications and curricula development; Contribute to building up national research capacity and infrastructure.
PITD: Pakistan Institute of Trade and Development, Islamabad operates the HEC National Digital Library (DL) programme to provide researchers within public and private universities in Pakistan and non-profit research and development organizations with access to international scholarly literature based on electronic (online) delivery, providing access to high quality, peer-reviewed journals, databases, articles and e-Books across a wide range of disciplines. The e-books support programme will allow researchers to access most of the important text and reference books electronically in a variety of subject areas. Around 75,000 number of electronic content has been made available through the Digital Library Programme.
Sri Lanka: IPS
IPS: Institute of Policy Studies is the apex economic policy research institute in Sri Lanka, recognized as a regional centre of excellence offering an authoritative and independent voice on economic policy analysis. Since its inception, the IPS has functioned under the key ministries involved in economic policy making and implementation in Sri Lanka while enjoying considerable autonomy in setting and implementing its research programme. Its institutional structure has allowed the IPS to acquire a unique position as an authoritative independent voice in economic policy analysis, working closely with the government, private sector, academia and civil society. There has been a substantial expansion of activities areas on which it sustains on-going research has expanded significantly with the systematic strengthening of expertise.
2.6 Coordination with other GIZ Projects within the SAARC region
GIZ (earlier InWEnt) international cooperation in the SAARC region has supported a number of projects where capacity development has been an important component. Some of the HCD activities in the area of private sector promotion, trade and economic development being carried out by the GIZ offices/projects in the region have potential to demonstrate regional best practices and potential areas for regional collaboration. With its portfolio in India being among the most diverse, given below are some projects with which collaborations are possible. Such collaboration will be useful as a starting point for the TPN capacity development process and cooperation at the regional scale. A great deal of capacity development material was produced, TOT conducted and other events held as part of these programmes which can be considered by the WG-HCD. CHANCE (Chamber and Advisory Network for Women Entrepreneurs) supports organisations of women entrepreneurs and trade intermediaries at national and regional levels through training, dialogue and networking. A central topic of the CHANCE Winter School 2009 was on how to use new information and telecommunications technologies effectively. A well planned website is of key importance for the work of associations and for
regional networks in particular. The SCWEC site is the best example of how training has successfully translated into practice. The CHANCE Project gave SCWEC (SAARC Chamber Women Entrepreneurs Council) an opportunity to hold a programme on Product Quality Management and International Certification for Business Women in Chennai, 2010. CHANCE and project partner SCWEC organized a three day mega event - Global Green Business Summit showcasing environment-friendly products and discussions on the role of women in politics, decision making, women on the corporate ladder, in social reforms, and media. SCEWC events focus on the challenges women entrepreneurs face in South Asia. Often, sensible solutions in neighbouring countries can serve as models. One such groundbreaking model is the ALEAP model aimed to support women to be economically independent. ALEAP: The Association of lady Entrepreneurs of Andhra Pradesh (ALEAP) was the dream of women entrepreneurs, who wanted to train, guide, support and enhance the lives of other women. With support from CHANCE, training was conducted for the ALEAP Indian female entrepreneurs' led organisation CED (Centre for Entrepreneurship Development) on marketing, monitoring and evaluation of capacity building measures carried out by the Centre. CED has a lot of training programmes that have relevance to the TPN-SME Working groups and specifically to women run businesses and federations.
ALEAP had developed the First Women Entrepreneurs Industrial Estate in Andhra Pradesh India and there are more than 103 industries established and run by women entrepreneurs. ALEAP is in the process of developing ALEAP Green Industrial Park (AGRIP) for 147 micro & small industries exclusively for women and create employment for 8000 local people. SCWEC is particularly interested in establishing collaboration with ALEAP for capacity development as per the AGRIP model.
Indo-German Corporate Social Responsibility Initiative implemented with the Indian Institute of Corporate Affairs at the Ministry for Corporate Affairs. to instil responsible business behaviour in groups of MSMEs, by demonstrating how such practices are directly linked to the profitability of the firms and clusters. The project is currently working with three clusters consisting of business member organisations representing 100 energy-intensive steel foundries.
Special training materials on CSR have been developed for MSMEs. These will be included in the curricula of three national institutes. Further strategic alliances are being used to deliver affordable training to companies and increase their social sustainability and their compliance with voluntary social and ecological standards. As many as 80 trainers of trainers will soon be active in companies, institutions and associations
COSMIC: With support from GIZ, the Centre for Sustainable Development CII had started the COSMIC project to build business associations as training hubs for promoting good practices. Training material was produced and some of this may be relevant for the TPN project. IZ eAcademy: Existing Blended Learning Courses at GIZ eAcademy, e.g. BM4BE aka Better Monitoring for Better Evaluation (http://gc21.inwent.org/open.jsp?name=course/fr-bm4be)
3.1 Concept for Developing HCD Strategy for SAARC-TPN Our recommendation focus on existing structures and exploit existing communication links among 28 institutions in the eight SAARC countries. The HCD programme for SAARC-TPN will consist of a sequenced standardized series of training courses, seminars, conferences, workshops, study tours, exchange visits, trade fairs, etc. that promote the objectives of the project and priority areas of different Working Groups. The HCD Plan administered by the GIZ-HRD expert from the newly proposed HCD cell within the GIZ SAARC-TPN Secretariat, will be responsible for planning, implementation and monitoring activities undertaken by the Working Group - Human Capacity Development in cooperation with the HCD focal point of the Working Groups on Quality Infrastructure, Regional Trade Facilitation, Regional Value Chains, and the Trade Information Portal.
The major guidelines to promote a concept for a mutual beneficial system of HCD are:
1. Cascade Organisational Structure for Management of HCD Activities
a. HCD Cell in GIZ SAARC-TPN project for overall management b. HCD Lead Organisation in every country c. Partner Research Organisations for developing training content d. WG-HCD members / Other Training Organisations for offering courses e. Pool of Regional level Master Trainers / Experts
2. Modular Training Offers
a. Development of Modular Training Programmes b. Implementation of Training Programmes
a. Train the Trainers (e.g. for HCD country focal points) b. Awareness-Raising (e.g. for WG-RTF on advocacy & lobbying) c. Skills development training (e.g. for NTM desk officers)
c. ‘Supermarket of Modules’ (allowing for mix-match to suit trainee needs) d. Evaluation of Training & Quality Assurance System (for monitoring)
3. HCD-net Management Platform: E-Learning and Blended Learning
a. Link to TIP database; possibility for revenue generation b. HCD-net Management Platform: E-Learning Blended Learning courses
4. Regional Exchange and other CD events
a. Workshops and Expert Dialogues b. Exchange / Study Visits c. Joint Participation and / Institutional Twinning d. Conferences for Information sharing on Regional Best Practices e. Regional Trade Fairs and B2B contacts
3.1.1. Cascade Organisational Structure for Management of HCD Activities
The GIZ SAARC-TPN project office in Kathmandu could continue as the coordinating HCD cell for overall management of the HCD platform1 trainings, workshops, exchange visits and other HCD activities. A member of the TPN (HCD WG member) in each member country could be selected as the hub for the country level activities. The national HCD lead organisations could be supported by the SAARC-TPN project to establish an HCD cell for coordination of country level activities. HCD members are from FPCCI, LCCI, FBCCI, BCCI, FISME, CNI, SMEF, and SIL with Mr Zubair Malik from FPCCI selected as coordinator of the HCD Working Group.
Working Group– Human Capacity Development - Members
Country Possible HCD Country Lead Organisation
WG-HCD members Possible Partners – Research Institutions / Think Tanks
Afghanistan
? ?
Bangladesh
FBCCI/ MCCI SME Foundation
Shafquat Haider Md Mamunur Rahman
CPD, BGCC
Bhutan
BCCI Tsherab Lhamo, ?
India FISME Debashish Bandyopadhyay
IIFT, ICRIER, RIS, IGCC
Maldives ? ? Nepal CNI
SIL Dilip Agarwal Laxmi Bilas Koirala
SAWTEE, NGCC
Pakistan LCCI FPCCI
Zubair Malik HCD Coordinator
SDPI, PGCC
Sri Lanka CCC / NCCSL ? IPS, SLGCC UNDP
The TPN project can also consider expanding its network to include regional research organisations and think tanks as partner organisations of TPN for providing expertise for developing content of training courses in selected thematic areas. Where possible each working group can select such key organisations at the regional, or where appropriate at country level. Many TPN partners themselves have areas of expertise in trade promotion which can be accessed for the project course development.2
Equally important, TPN members and resource partner organisations can assist in developing a cadre of regional level master trainers and resource persons to conduct training. Training courses can be offered either by competent TPN members or outsourced to competent training institutions identified at country level.
Key elements of the HCD strategy would therefore include developing a cadre of trainers and select TPN members with adequate teaching infrastructural facilities into TPN training
1 This function can be handed over to SCCI Pakistan once the organisation has been capacitated. 2 See attached Table 1 for Areas of Expertise of SAARC-TPN organizations which can be offered to other SAARC-TPN members as per the survey results.
institutions who can meet the needs of member organisations on a sustainable basis. Such selected training institutes will be capable of imparting training in the thematic areas 3 identified in the Training Needs Assessment and by Working Groups. Needs for infrastructural development based on instructional needs will be identified as part of the capacity building process. A cluster approach can be applied to cover countries with limited training infrastructure and enable TPN members to benefit from regional based training. E-Learning and Blended Learning will be important capacity development instruments in this cluster approach. The major functions of the HCD cell in GIZ and the HCD Working Group in collaboration with the country lead organisations will be to:
• Identify the capacity needs of the partner organization and all relevant stakeholders to propose, develop and implement appropriate tools for strengthening the human capacities for effective TPN;
• Coordinate all activities under the term capacity development within the framework of an operation plan and training calendar and a decision support system
• Network with other training providers for the most efficient and effective use of human and financial resources and create synergies for the use of accumulated procedural knowledge
• Develop – for different sector and levels - the necessary tools and instruments for the quality control of training courses and prepare operation /activity plans
• Assure and control the quality of training courses and workshops and the processes of CD programmes according to their operational plans
• Follow up effects of training events, skills impacts and processes in cooperation with the monitoring and evaluation agency/system
• Organise the feedback in the learning processes and ensure the constant improvement of training programmes
• Document all training and workshop results such as reports, training materials, best practice examples and case studies in the communication, documentation and knowledge management platform
• Administer the list of participants, trainers and resource personnel and available training material and update the HCD-net Management Platform
• Support projects in the organisation of workshops and conferences • Disseminate relevant results to those who need them for further learning and
improvement • Facilitate publication of documents, reports, brochures, PR materials, etc. • Transfer responsibility of most administrative functions from HCD cell in GIZ to the
HCD Working Group and country lead organisations by end of Phase II
3.1.2. Capacity building through need based Modular Training offers Based on training needs and the intended outcomes, modular training offers would be designed on the following strategic considerations: 3See attached Table 2 for Topics of Importance for SAARC-TPN organizations as per the survey results.
All modular training offers have to be demand oriented and custom tailored, catering for the training needs of the target groups to support them in their professional work; wherever possible, applicable training should be conducted on the job and organised around the existing professional tasks of the participants.
It is not advisable to develop the training programme as a fixed and detailed list of measures. It should rather be developed in steps and phases, considering programme development as a process of continuous reaction to changing demand. This means that training measures should be offered according to priority ranking, for example on the basis of explicitly formulated demands from the institutions and organisations actively involved in the different Working Groups. The training programme has to provide enough flexibility to react to new training needs at any time without much delay.
All training measures are geared to strengthening the institutional capacities of the target organisations addressed and institutions directly involved in the TPN, with the objective of further improving their competence. The training measures therefore not only have to be designed to train individual participants but also simultaneously to meet institutional capacity development objectives (organisational development).
No training should be conducted without proper curricula. Descriptive course content should be set beforehand and prepared by the designed teacher who supervises or controls the course quality. This will lead to the development of a curriculum, a planned interaction of trainees with instructional content, materials, resources, and processes for evaluating the attainment of educational objectives. All activities require proper centralised and de-centralised professional management, quality control, joint standards and procedures, often a more specific needs assessment, and training impact indicators and evaluation.
Thematic areas for capacity development can be designed on the basis of priorities identified by the Working Groups4. Modular based training courses can be developed to provide standardised information across SAARC countries and specific courses designed at country level to meet needs of specific sectors /businesses.
The training approach would be formulated in a way that builds capacity at the national level for sustainable training offers. The process would include:
• Use the broad design of the training curricula and shape the same to meet the country specific needs;
• build capacity of trainers (both institutional trainers as well as identified independent consultants) to effectively offer the training courses to their partners/national stakeholders;
• support the conduct of pilot trainings to ensure quality and standards of the same.
There are 3 different programme types:
4 See attached Table 3 for most often indicated topics with which to start an HCD programme divided by Ministries / Trade Divisions; Governmental organisations and Private sector organisations as per the survey results.
• Train the Trainers programmes such as those relevant for country focal points • Awareness-Raising programme such as those for improved advocacy and lobbying • Skills development training programmes such as understanding of NTM
o Basic/foundation training programme o Intermediate training programme o Advanced training programme
Each of the training courses can be composed of training modules (each consisting of separate training units) which fulfil three important prerequisites:
• A performance based assessment of the participants • A standardized structure that allows the development and repetition of e-learning
modules • Flexibility to adapt to new developments by adding or replacing single modules
without changing the whole structure of the CD programmes.
Planning for modular development of capacity building measures will promote tailor-made capacity development programmes guided by a modular construction process that allows them to be used in combination depending on the target group to be addressed. The modules will be developed and maintained in a web based “Supermarket of Modules” with content, description and information about necessary resources and documented in the HCD-net Management Platform to be used by all Training Providers and for the development of E-Learning and Blended Learning courses.
No HCD system will work properly without a comprehensive Evaluation of training and HCD. This system cannot be confined to a simple test and approval system and the issue of certificates but will have to rely on course or module evaluation at all stages, including user (trainee) satisfaction with the trainings and impact of training of professional performance of staff at all levels. Monitoring & Quality is usually considered to be a part of the training itself but is usually not enough to assure the quality of outcome. A training related monitoring is essential to assure: training effect on job satisfaction, job performance related to trainings received. These indicators should be part of the system and need to be controlled to improve performance and training effectiveness.
A Quality Assurance mechanism helps to adjust weaknesses of an approach at predefined stages. It will assist stakeholders to supervise a proposed approach and allow adjusting according to observed criteria. A generic system (Quality Gates, proposed initially by AUSAID 5 ) and easily adaptable to the challenges of the SAARC-TPN project can be proposed together with tools and mechanisms.
3.1.3. HCD-net Management Platform The HCD-net Management Platform is a web platform for management of trainings that allows use of ITC as an important tool for the processes of communication, documentation and knowledge management. An essential element of the new training strategy will be a computer based system of keeping track of held and future trainings, training material,
training evaluations and assessments. As important as creating the HCD-net Management platform, will be its fusion with a computer based TPN member institutional profile system, which should be an integral part of the Trade Information Portal.
The HCD-net Management Platform will store the instructional content, materials (manuals, evaluation form, resources) of each course. It will likewise store the institutional memory for the course (when, with whom, which results). The responsible HCD focal point will have administrative responsibilities for the computer system and will have close contacts with the administration of the Trade Information Portal. The management function of the HCD-net Management Platform can be outsourced to an IT firm or managed by one of the WG-HCD member organisations.
The HCD Platform would be able to receive updated information on a regular basis by the key experts and the Working Groups. The purpose of this website is to serve as a tool for project visibility, access to information on the project for stakeholders and external users; means of communication and information for the expert team and partners (calendar of events and field missions, thematic papers, reports); tool to share technical documentation and references; privileged link to reference sites.
In keeping up with the world wide rapidly emerging scenario of E-Learning and Blended Learning (a combination of E-Learning through self administered and generally tutored courses with the traditional classroom course) the HCD strategy proposed for SAARC TPN will be to develop, maintain and support a structured learning approach using these techniques. This will be especially beneficial in a physically dispersed and thematically heterogeneous environment as found among the SAARC stakeholders.
The HCD platform could have • A public section providing the description of capacity development programmes. • Information on training courses and workshops offered, background material and
regulatory frameworks. A strong feedback section helps to organise the communication process and needs-based development (customer care processes).
• An internal section with the entire documentation of materials, reports and a section for planning multiple projects and programmes as per needs of the Working Groups. This Internet (intranet) section is managed with a differentiated system of rights for users and contributors of content.
• An E-learning section (with restricted access for enrolled trainees). • A network mail system for approved authors, for fast networking.
In the OCM-4 it was decided that CCC, MCCI SMEDA and LCCI would take the lead in kick-starting the WG-TIP for redesign of the Trade Information Portal. The choice of the software and environment for the proposed HCD-net Management Platform should ultimately depend on consultation of GIZ and WG-TIP. The use of any of HCD-net learning platform will require some learning and development of administrative skills. However, the benefits can be extraordinarily rewarding. Members should be aware that a HCD structure offered by SARC-TPN and usable by many or all will be beneficial, cost cutting and improving mutual understanding and best practice exchange and can also boost B2B contacts.
3.1.4. Regional Events and other CD measures The proposed HCD strategy will also support building capacities for undertaking regional based networking activities such as
• leadership programmes for heads of SAARC-TPN members, • workshops and expert dialogues, • exchange visits, study tours can be linked to participation in regional SAARC events • joint participation and practical presentations/ work exercises, • staff exchange, peer learning and institutional twinning to enable networking among
members and get exposure to international best practices, • exhibitions, trade fairs for technology transfer, • media awareness campaigns to promote B2B contacts. • TPN Newsletter can be considered as well.
The proposed HCD strategy will include planning workshops for Working Groups to assist in planning for taking up such HCD activities as members of working groups and as individual member organisations.
The Training Needs Assessment survey study highlighted the importance given by members to study tours and observation visits, as well as to exchange programmes, group work and practical work sessions as seen in the figure below.
0 10 20 30 40 50 60 70 80
Lecture
Presentations combined with pratical work exercises and discussion
Group work
E-Learning
Study tours/ observation visit
Learning by doing
Exchange program with other SAARC TPO nework institutions
Others
Less effective
Very effecive
3.2 Basis for HCD Action Planning and preconditions
Considering the vast differences within the SAARC countries and the 28 members of the SAARC-TPN network, it was necessary to distinguish recommendations made by members in the TNA survey and assess if demand for increased capacity was determined by a desire to improve capacities for increased trade or reflected a desire to initiate organisational or individual capacity development, and preference was given to those suggestions that would lead to organisational development and to increased trade. However, all the training needs articulated at the OCM-4 by different Working Groups and decisions ratified by members during the planning sessions were taken as the starting point for the HCD action plan. Due consideration was given to suggestions made by spokespersons of the Working Groups as well as recommendations of other TPN members.
Under ideal conditions, the HCD long term vision would result in strengthening capacities of all TPN members to provide trade facilitation services and implement activities to achieve the desired project objective (outcome) of reducing non tariff measures and impediments for the development of selected cross border value chains in the SAARC area.
From a strategic point of view however, the concept suggested below, is realistic and doable within the framework of the TNA survey results and recommendations, and the activities planned by the Working Groups at OCM-4 for the next two years. The theoretical concepts presented above encompass “head in the clouds but feet on the ground” - a long term flexible planning perspective and doable action plan with main project deliverables till July 2016 and immediate next steps from March to June 2014.
The proposed concept for the HCD action plan for SAARC-TPN Phase II includes the following principles and pre-conditions:
• The SAARC-TPN Secretariat at GIZ would create a new HCD cell and appoint a HRD expert for coordination of activities of the HCD Working Group and to finalise contents for HCD deliverables and initiate implementation of the training cycles within the HCD strategy.(Including consultant TORs for kick-starting activities)
• Each HCD Working Group organisation would establish an HCD cell and appoint a focal point and a back up person for managing HCD activities for the other Working Groups. The focal point (1 for each SAARC country) would be the key person to take the HCD initiative further within their organisations and national networks.
• The redesign of the TIP would include a Human Capacity Development Portal as an HCD-net Management learning platform for training course offers, as well as an e-Training system for keeping track of held and future trainings, trainers, training manuals and handbooks, research and resource training material, training evaluations and assessments.
• Resource organisations would be included in the network to provide technical expertise for updating and creating thematic content for development of courses and implementing training offers for building capacity in trade promotion.
• TPN member organisations will be the first choice for implementing training programmes. A cluster approach will be used in case the country/member does not have the required facilities, and as appropriate, TPN members can access other regional training institutions affiliated with the SAARC-TPN network.
• Each Working Group would prioritise subject matter areas for capacity development and identify thematic areas to be developed into basic, intermediate and advanced training courses. They would also decide on the appropriate capacity development intervention tools and instruments.
• Each Working Group - TIP, RTF, QI and RVC would appoint a focal point for interaction with the concerned person from WG-HCD and GIZ HCD experts / consultants for coordination of HCD activities at country and Working Group level.
• The Capacity Assessment for SCCI and development of specific TOT and other training programmes will be taken up as a separate sub HCD project implemented through local facilitators with assistance and support from SMEDA and CBI.
• PTB will collaborate and provide support for design and development of the HCD strategy for Quality Infrastructure design of training programmes and implementation of HCD events such as planning workshops and curriculum development.
• CBI and ITC will collaborate with the project in providing technical inputs towards developing content for the training programmes related to value chain addition for garments and textiles and fruit juice / pulp.
• HCD experts and consultants would be appointed by GIZ to take the next steps (March-June 2014) towards implementation of the HCD Strategy for SAARC-TPN.
3.3 Proposed HCD Action Plan
The long term HCD plan beyond the end of Phase II would result in establishing systems for increasing capacities of all TPN member organisations in providing services for improving trade. The SMART HCD measures to be taken up by the HCD Cell and HCD Working Group in the proposed Action Plan are based on the next steps identified in the OCM-4 by the five Planning Teams: HCD, TIP, RTF, QI and RVC.
One of the first steps of the new HCD Working Group will be to conduct a HCD planning workshop for agreeing on detailed activities and budgets for implementing the deliverables given below.
3.3.1 Content Deliverables of SAARC-TPN Phase II- March 2014 to July 2016
1. TPN-HCD cell established in every country for coordination of regional level and decentralised management of national level HCD activities; Links established with regional resource institutions and organisations; pool of experts/master trainers affiliated; Monitoring capacity development activities through Quality Gates becomes operational part of project management.
2. SCCI capacitated as Regional Apex HCD Institution with adequately trained HCD
management, access to market research, training infrastructure, HCD-net Platform established and select E-Learning / Blended Learning courses6 offered.
3. HCD-net Management Platform operational and institutionalised within SCCI by 2016 (with support from GIZ) linked to TIP, used by TPN members and offering up to three Blended Learning courses. SCCI builds capacity to network experts / tutors for training management of Blended Learning Courses. These training offers on the HCD-net Management Platform could become a source of revenue for TIP.
4. Training courses developed and implemented. Some suggested contents for development of modular capacity development programmes are given below for further prioritisation by the TPN WG-HCD. (planning Phase 4-6 months, implementation 2 years)
a. Non-Tariff Measures: Induction, Intermediate and Advanced courses for NTM desk officers designed and implemented; Basic courses for all TPN members / individuals offered by MCCI Bangladesh, further developed with inputs from FICCI; on completion, uploaded as Blended Learning Course on HCD-net Management Platform.
b. Quality Infrastructure: TOT for QI country focal point in all countries designed and implemented and uploaded on HCD-net Management Platform for public – private sector information sharing; two specific QI intermediate and advanced courses for SME, Chambers of Commerce (SCCI and others), etc stakeholders designed and implemented. PTB to be actively involved in QI related course development and implementation and this measure can be outsourced to them.
c. Advocacy and Lobbying Skills for Regional Trade Promotion and negotiations. Induction Course for NTM desk officers developed and implemented by MCCI as lead Training Organisation and offered as E-Learning or Blended Learning Course by SCCI.
d. TIP Database management and decision support systems Induction training course for TIP focal points, for managing the TIP and HRD portal.
e. Regional Value Chains Capacity Development programme: (Course contents to be detailed by WG-HCD+WG-RVC and consultants). Three composite training programmes on market linkages for food ingredients, garments & textiles, and fruit juice & pulp in the MSME sector will be developed using a mix-and-match approach for use of individual training courses and training material modules (manuals, hand books, resource booklets, information handouts,
6 The Blended Learning Course consists of Classroom Training for up to a week, followed by 1-2 month audit of the course over the internet and ending with a final concluding face-to-face session. The internet training is tutored and trainees have access to experts who can guide and answer questions and chat rooms and discussion forums for interaction with other participants.
training material) in context of the wide variations within the MSME sector Federations /business enterprises.
5. Regional Collaborations HCD events organised each year as per an annual HCD
action plan. Some suggested regional capacity development measures are given below for further prioritisation by the TPN WG-HCD.
a. Expert Dialogue Workshop for TPN member’s senior management and leaders of industry working across the SAARC countries (such as DABUR) to identify challenges and successful experiences for improving cross-border trade, collecting success stories and case studies for further learning.
b. Expert Dialogue Workshop with other projects which have a regional focus and addressed similar sectors, to hear about their experiences about best practices for MSME trade and export promotion in the SAARC region. Workshop inputs will come from GIZ India ALEAP project on green industrial estates for women entrepreneurs and workshop participants from SWEC women entrepreneurs’ network representatives from Nepal, Bhutan and Bangladesh and other similar projects.
Linked to: c. Study tours and exchange visits to ALEAP for establishing institutional
twinning and joint participation with SWEC, TOT on green industrial estates for MSME offered to women entrepreneurs (addressing gender inclusiveness in programme) will be implemented in collaboration with SAWDF for promoting public-private sector partnerships.
d. International Conferences and Exchange visits between SCCI and other Chambers of Commerce TPN members within the SAARC region; Developing content for training in topics such as chamber management, etc.
e. Trade Fairs, Exhibitions, etc as per Working Group Annual HCD Plans.
f. Others as decided by Working Groups.
3.3.2 Structure for Intervention
In the structure for implementation presented below, the HCD cell / WG-HCD is the hub of management functions and is closely allied to the HCD Lead Organisation in each SAARC country.
Inputs are provided by Research Resource Institutions, SAARC-TPN members and consultants.
The outputs include the HRD-net Management Platform, up to six Training Courses, Regional Events, Conferences, Expert Dialogues, Exposure Visits / Study Tours, etc.
Resource Institutions
Consultants
SAARC-TPN WG-HCD Cell
HRD-net Platform
Six Training coursesRegional
Events
Country Lead Organisation
HCD Cell
Exposure visits /Study Tours
Conferences, expert dialogues,etc
3.3.3 Priority Areas for Intervention
The Capacity Development Action Plan 01 March to 30 June is given below along with an indicative budget and Work Packages which can be contracted out at the earliest.
WG-HCD WORK PACKAGES
Budget (€ )
Mar Apr May Jun
1a
1b.
WG-HCD Planning Workshop to finalise HCD plan with time frame and resource availability;
Develop TORs for selected activities
5,000
+ GIZ
x
2. Scoping Study for Assessment of Regional Resource Institutions for inputs to HCD training activities
50,000 x
3. Develop TOT for HCD focal point in each country for managing regional and national level activities (to end 2014)
30,000 x
4a 4b.
Develop ideas for QI capacity development for WG members; design QI HCD strategy; TOT for QI focal points in each country in consultation with PTB; Implement planning meetings, etc (to end 2014)
PTB?
5. Develop basic training programme on advocacy and lobbying for NTM desk officers (to end 2014)
30,000
6. NTM Induction training programme for NTM desk officers – pilot course developed by MCCI
50,000 x
7. Expert Dialogue on NTM for WG- RTF members and leaders of industry working across SAARC (to end 2014)
20,000
8. Develop TOT for TIP focal point in each country (to include HCD Platform and uploading of content)
30,000
9. Expert Regional Dialogue on green industry regional best practices for SME women entrepreneurs and study report
20,000 x
10. Exposure visit for Women Entrepreneurs from Nepal, Bangladesh, Bhutan to India ALEAP project
80,000
11. Develop TOT for WG-RVC Members in Nepal, Bangladesh and Bhutan for Capacity Building in green industrial estates
30,000
12. Capacity Assessment of SCCI (local facilitator) with inputs from HCD Working Group
5,000
Ongoing activity
X Milestones for completion of activity
3.3.4 Work Packages (March – June 2014)
1. HCD Planning Workshop + Scoping Study of Regional Resource Institutions + Developing TOT for HCD focal point in each country
2. Expert Dialogue Workshop for RTF members /industry leaders + Implementation of pilot NTM Induction Training by MCCI + Design of intermediate / advanced courses for NTM desk officers (inputs of MCCI in collaboration with FICCI)
3. Expert Dialogue Workshop on best practices for MSME + Exposure visit for SME Women Entrepreneurs from Nepal, Bangladesh, Bhutan to India ALEAP project to study green industrial estates.
4. Capacity Needs Assessment of SCCI with inputs from CBI, ITC, SMEDA and LCCI Design of TOT for TIP focal point in each country
3.3.5 Concluding personal thoughts for draft report Given the regional nature of the SAARC-TPN project, the complexity of relationships between SAARC countries today, the diversity between partner organisations, the reality of the annoying situations of daily life (power cuts, et al), and overwhelmingly the shared history of South Asia, a story comes to mind. Perhaps in the Mahabharata or a similar legend it was said “choose your direction wisely oh king, and the rest will follow” – so it’s all in the end about planning right. At the bottom line decisions taken within the SAARC-TPN project have the possibility of changing lives for the better not just for thousands, but potentially for millions of the most deprived people in the world. There are four main ideas about capacity development to take up immediately.
• First set up the management system with HCD focal points in each country linked to a HCD annual plan and exit strategy for GIZ handover to country focal point;
• Second, set up the HCD-net management platform for providing modular HCD
programmes and services across 8 countries;
• Third take up activities that can really make a difference ultimately to increasing trade – to strengthen capacities of the NTM desks in all partner organisations;
• Finally fourth, take up activities that will yield project results – gender inclusiveness,
regional collaboration, capacity development, among cross cutting issues. The culmination of point four - make the green industrial estates for women entrepreneurs in the SAARC region happen.
TABLES & ANNEXES
Table 1: Areas of Expertise of SAARC-TPN organizations 7
• Trade agreements and rules of origin • WTO related matters
Governmental organizations (trade, SME) Afghanistan –EPPA • Developing long term national export strategy Bangladesh - SME Foundation
• Cluster mapping • Consultation / FGD • Women Entrepreneurship Development • Organizing trade fairs • Innovative SME financing • Value chain development in leather sector • SME virtual office • Creating green jobs
Bhutan – BCCI • Formalization of trade in the region • Standardization of products and services • Facilitation of customs and immigration procedures
India – FISME • Policy advocacy • Implementation of MSME developmental projects • Research on trade issues • Capacity building of SME associations • High end initiatives on IPR and innovation
Nepal – FNCCI • Quality and productivity Nepal – FNCSI • Skill and entrepreneurship development training
• Value chain • Enhancing trade activities within SAARC member countries
Nepal - CNI • Policy analysis, lobbying and advocacy • Policy inputs and feedback • Industrial development, investment promotion • Trade facilitation • Export promotion • Research and publication
Pakistan – LCCI • Cross border trade • Regional integration for trade enhancement • Promotion of SME sector through organizations within SAARC
7 Source: HCD Survey May 2013
TPN Pakistan – FPCCI • Trade Information
• Bilateral business relationship • Fairs & Exhibitions • Workshops & trainings • Corporate social responsibilities • Event management • Research & Development • Printing & publications
Sri Lanka – CCC • Business Councils • Economic Intelligence • Commodity auctions
Sri Lanka – NCCSL • SME promotion and development programs • Trade fairs & exhibitions • Business match making competitions
Table 2: Important Topics for SAARC-TPN members8
Topics considered: 1. Market research, research methodology 2. Supply side topics: SME development, cluster development, value chain analysis,
negotiation, WTO influence on SAARC countries, policies (9)
3. Vision/ mission, planning, M&E, reporting (5)
4. International marketing (7) 5. Value chain analysis (6) 6. How to enter a specific market(5) 7. Import/export regulations (6) 8. Export management (6) 9. NTPs, GSP, Certification (4)
9 Source: HCD Survey May 2013
Annex 1: Terms of Reference Assignment B: SAARC – PN: 2011.2032.8 (corresponds to 40% of the total assignment)
1. Project Background:
SAARC Trade Promotion Network (SAARC-TPN) is an organization of 28 key public and private sector institutions responsible for trade related issues from all eight SAARC member countries. The objective of SAARC-TPN project is to improve the capacities for strategic management, trade related subject matters, and organizational development of the private sector (chamber of commerce, business associations) and the public sector (Departments of Trade, Export Promotion Agencies). The project follows a multi-level approach. It intervenes mainly on the meso-level (support to SAARC-TPN and its members). However, it allows also covering the links between the meso and the macro-level (relation between SAARC-TPN and SAARC Secretariat) as well as the micro-level (relation between members of the SAARC-TPN and individual enterprises). The project supports business associations in introducing new instruments of export promotion in favour of their members. Strengthening the conceptual, strategic and communication skills of the SAARC-TPN and its members to present and integrate the private sector’s point of view with respect to the liberalization of intra-regional trade in goods and services on the regional level (SAARC Secretariat and the national level Ministries of Trade and Commerce). The program through the SAARC-TPN aims to promote intra-regional trade potential in SAARC countries by currently focusing in the areas of Small and Medium Enterprises, Quality Infrastructure, Regional Trade Facilitation, Trade Information Portal and Business 2 Business matchmaking. South Asia witnessed a robust economic growth at an average of 6% over the last 20 years. It houses almost one fourth of the world population but still a large chunk of the population is under the poverty rate. The importance of human capacity development for overall socio-economic development of the region has been recognized and is one of the priority areas of SAARC since its inception in 1985. The SAARC Social Charter also emphasizes on human capacity building to improve knowledge and skills in the region. Education and training have been recognized as an efficient tool for developing and creating knowledge and skills. In line with what the governments of the region have envisioned, the private sector organizations in the region have also been working in the area of human resource development. Improved education and skill will have spin-off effects like better and efficient input which in turn will have a positive impact not only in the private and the government organizations but also in the economy and then the region as a whole.
With this in background the project since its inception has been conducting various activities directly and indirectly that help to enhance the skills and knowledge of its member organisations. In this regard the project is planning to come up with specific programs/trainings that help in the capacity development and knowledge enhancement of the personnel working in its partner organization. The idea is also to share the best practices from within and beyond the region with regard to human resource development and replicate wherever possible. In addition to this, enhanced skills and knowledge will lead to improved performance of the individuals and of the organization in general.
The SAARC-TPN project recently conducted a survey in its member organization to find out which areas of skill and knowledge enhancement is required to improve their performance which in turn will increase their efficiency in providing services to its members. A report has been prepared which could form the basis as to what areas of skills and knowledge need to be developed and training to be provided accordingly. 2. Objective: With the experience of working with the members it is felt that there is a need to develop the knowledge and skills of these individuals working in the various organisations they represent (both public and private). Therefore, the main purpose of preparing this concept note is • To understand the capacity development requirements and come up with possible
interventions (strategies, activities) in the area of HCD in partner organisations. • To help in knowledge enhancement of the members (professionals, policy makers and
businesspersons) of the partner organisations in trade related issues. • Help in the personal and professional development of the members contributing to the
overall organisational development of our partner organisation to improve their efficiency in service delivery.
• To understand the challenges and problems on HCD in the region and ways to overcome. • To develop strategies, policies and activities to enhance the skills and knowledge and
integrate it at the international level. 3. Rationale of the assignment: SAARC-TPN is looking for a consultant to develop and prepare a comprehensive HCD concept note which is relevant and help in the capacity development (knowledge and skill enhancement) of the personnel working in our partner organisations. Increased capacity will certainly help to increase the efficiency in performance thereby improvement in the service delivery to the members and other relevant stakeholders. All in all this will help in the organizational image building in terms of service delivery. The primary beneficiaries of the training are the professionals of the SAARC-TPN member organisations workings in the various government offices and chambers. In addition to that the other stakeholders working in the area of regional trade promotion will also be the beneficiary of this activity. The consultant will work closely with relevant personnel of SAARC-TPN and AusAID in order to receive necessary information and develop the HCD concept as per the requirement. 4. Scope of service : The consultant will be responsible in fulfilling the following tasks.
I. Assess and analyse relevant documents (e.g. survey report etc.) as well as other relevant
reports/assessments which could be useful to learn about the interventions that could be taken for the capacity development of the personnel working in government offices and chambers (improved policy lobby, advocacy and negotiation skill development among others).
II. Prepare a concept note to be provided to SAARC-TPN members and relevant stakeholders
III. Propose HCD activities for SAARC-TPN members IV. Propose action plan (with the budget) to implement the concept and activities (eg: target
group, selection criteria, recommendation of intervention tools etc.) V. Analyse the HCD measurements available in the region (identify relevant service
providers including the ones operating in the region)
VI. Explore the HCD activities in the area of private sector promotion, trade and economic development being carried out by the GIZ offices/projects in the region and find ways for collaboration.
VII. Analyse the HCD measurements that can be done in collaboration with Australian expertise, ITC etc.
VIII. Explore the possibilities of integration of HCD activities with intra and inter-governmental as well as private sector organisations.
IX. Identify the areas where SAARC-TPN can outsource some of its HCD activities to other stakeholders like PTB, CBI, ITC, TPN members and others.
X. Suggest measures for the sustainability of the HCD programmes even without support of the project.
XI. Concept should also give a realistic indication of the annual costs / budget required to implement it.
XII. Explore the areas of HCD focussing on women XIII. Explore and suggest how the HCD activities could be carried out (involving members from
all the countries in one platform, cluster approach, country specific activities etc.) XIV. Recommend follow up mechanisms (post capacity development activities) and monitoring
measures to find out how successful the capacity development activities have been XV. Recommendation on institutional and organisational development of government offices
and chambers on human capacity development related issues. 5. Approach/Methodology: The consultant will: • Discuss necessary steps for the preparation of concept with SAARC-TPN (project
personnel). • Familiarize with necessary documents and briefing provided by SAARC-TPN project. • Develop and provide content table and get approval before working on preparation of
draft concept (number of expected pages to be discussed and decided). • Analyse the institutions working in the area of HCD in the region. • Provide a draft concept as indicated in the scope of work. • Circulate the draft concept and get the views/suggestion from SAARC-TPN members
(through e-mail). • Incorporate comments/feedbacks received on draft concept • Deliver a final HCD concept. The consultant is expected to adhere to ethical and transparent practices whilst conducting activities on behalf of SAARC-TPN.
6. Expected Results/Outputs:
I. Concept note as per the scope of work. II. List of institutions working in the area of HCD in the region (focus) and outside the region
(additional). III. List of trainings that are carried out in the area of HCD in the region (focus) and beyond
(additional). IV. Report: Thoughts of the consultant about the whole concept indicating the positive factors
to the limitations of the work. Also recommendations/suggestions which could help in preparing such concepts better in future.
Annex 2- Spokespersons SAARC-TPN Working Group Members
1. Bangladesh FBCCI
WG-QI
Mr. Shafquat Haider Director Federation of Bangladesh Chamber of Commerce & Industry (FBCCI) 60, Motijheel Commercial Area Dhaka-1000, Bangladesh Tel: +88 02 9560102-3, 88 15411, 88 23601 Email: [email protected] www.fbcci-bd.org
2. Bangladesh MCCI
WG-RTF
Mr. Absal Shaquib Quoreshi Secretary Metropolitan Chamber of Commerce & Industry Chamber Building, 122-124, Motijheel CA Dhaka-1000, Bangladesh Tel: +88 02 95 65208-10 Email: [email protected] www.mccibd.org
3. Nepal FNCSI
WG-RVC
Mr. Suresh Pradhan President Federation of Nepal Cottage & Small Industries (FNCSI) GPO Box: 6530, Matighar Height Kathmandu, Nepal Tel: +977 4222751, 4269817 Email: [email protected] www.fncsi.org
Mr. Zubair Ahmed Malik Formal Member Managing Committee SAARC Chamber of Commerce & Industry (SCCI) House No. 397, street 64 1-8/3 Islamabad, Pakistan Tel: +92 51 4860611-3 Email: [email protected] www.saarcchamber.com
