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The main emphasis under this component of the Business Plan will be on institutional strengthening of CAI-Asia. Apart from: (i) looking after the membership, and (ii) the Secretariat, the main emphasis will be on (iii) the establishment and strengthening of local CAI-Asia networks and (iv) a re-assessment of the CAI-Asia governance structure. The responsibility for the implementation of this component rests with the CAI-Asia Secretariat.
| Performance Indicator |
Remarks |
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By September 2006 CAI-Asia Membership composed of:
* Cities (35)
* Gov’t Agencies (30)
* Academe (25)
* NGOs (35)
* Development agencies/foundations (10)
* Private sector (full members, 4; associate, 15)
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A maximum of 5 secondary cities will be considered for membership to assess the desirability and feasibility to expand CAI-Asia membership to secondary cities |
| Improved communication with individual CAI-Asia members |
Will serve to increase participation in CAI-Asia activities |
| Performance Indicators |
Remarks |
| Formulate a local network strategy |
Strategy to include fund-raising, capacity building by CAI-Asia Secretariat; sponsorship of local network of $5,000 is under the assumption that CAI-Asia has set up the new financing vehicle; pending this, sponsors would give the money to the local network(See attachment 1 for an overview of the proposed local network strategy)
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| Phased set-up or strengthening of local networks; 2005 - 2006: China, Pakistan, Indonesia, Vietnam, Sri Lanka, Philippines, Nepal. |
Bhutan, India, Thailand, Bangladesh, Mongolia, Malaysia, Cambodia to follow in October 2006 – December 2007 beyond the BP 2005-2006
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| Planning/capacity building workshop for networks |
Representatives from functioning local networks to be invited. Aims to ensure sustainability of local networks by strengthening capacity in fundraising, program management, public relations. |
| Develop and implement small grants program in support of local networks and CAI-Asia members |
Start up of small grants program will be conditional on the availability of additional funding for CAI-Asia |
| CAI-Asia website has been customized to showcase local networks and their activities |
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| Performance Indicator |
Remarks |
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Review composition of Executive Council, especially regional members
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To ensure that composition is in line with CAI-Asia Charter which limits terms of regional members. |
| Review the functioning of the Coordinating Council and its possible transformation into a Financial Support Group |
In conjunction with the establishment of CAI-Asia trust fund |
| Performance Indicator |
Remarks |
| Develop and implement an internal planning system that integrates all major CAI-Asia programs. |
Brings various groups together (China secretariat, CATNet-Asia, PAPA, DIESEL, etc.) |
| Monthly planning meetings |
To be combined with internal Secretariat seminars |
| Develop and adopt Personnel evaluation system for Secretariat staff |
Should include personal learning goals and objectives |
| Set up structured coordination mechanism with CAI-LAC and CAI-SSA |
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| Review of administrative modalities under which the Secretariat operates in ADB and World Bank |
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| Performance Indicator |
Remarks |
| CAI-Asia has obtained UN observer status |
This to allow CAI-Asia to participate in formal intergovernmental meetings as a formal observer. |
| Consensus on legal/organizational status of CAI-Asia |
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| Performance Indicator |
Remarks |
| Follow-up evaluation conducted with a focus on areas in need of improvement as identified in CAI-Asia 2004 evaluation |
Targeted for mid-2006 |
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