In the past FAPs have worked separately to the specific standards and funding requirements stipulated by the different development partners (donors). RHD has now developed robust and appropriate systems and standards that can allow the development partners and GoB to adopt a single ‘RHD approach’. Therefore, it is agreed to integrate the FAPs and RHD approaches at all the different stages of the project process: from feasibility study and loan preparation to the standards, designs and construction of roads and bridges.

Three Projects Coordination Unit (PCU) for investment projects in Roads, Bridges and Periodic Maintenance will act as the central point of contact between the development partners and the RHD, responsible for roads, bridges and periodic maintenance projects respectively, for:

• The planning, design and selection of new FAPs.

The role of the Project Director, PCU is to retain a single point of contact with development partners for roads, bridges and periodic maintenance projects. This single point of contact will help streamline the preparation of new loan agreements, coordinate FAP funding with the ADP and the RHD revenue budget plans and avoid overlapping with other projects during project preparation.

This will ensure that the standards and guidelines used by RHD do not depend on which development partners and consultants are engaged for a particular road or bridge or periodic maintenance but are consistent across RHD. This is also essential for project information to be preserved and utilised within RHD's systems and standards.

• The overall monitoring and management of finance, progress and outputs of all ongoing FAPs.

• Archiving the project records from inception to completion.

This will ensure clear coordination between FAP and RHD mainstream activities (head office functional units and GoB funded development and maintenance works), to achieve a single performance standard throughout the RHD.

Project Implementation Units (PIUs) will be responsible for ensuring effective day-to-day operations, financial management, progress, quality control and contractual compliance for each FAP. This will include working in accordance with the new GoB Public Procurement Regulations, integration of training and HRD, and ensuring consistent standard (quality control) of road, bridge and periodic maintenance works.

This represents a change in the overall management, coordination and integration of FAPs within the overall RHD organisational structure. It requires the support of senior RHD leaders and encouragement for greater interaction by mid-level and junior engineers on a day-to-day basis, using RHD systems, standards and approaches.

Improve efficiency and consistency through introduction and maintenance of a single framework for the identification, appraisal, prioritisation and selection of development and maintenance projects. This will lead to avoid of duplication in systems, including databases.

The PCU and PIU organisations will use the RHD’s systems and standards for all FAPs:

• In recent years the RHD and GoB have developed and adopted a broad array of standards and approaches (e.g. for project preparation, appraisal, contracts, construction supervision; monitoring; technical; environmental and social standards and criteria). There is no need for separate systems and standards for different FAPs.

• RHD now has robust Management Information Systems (MIS), both for project data and data on the road and bridge network and its condition (Road Asset Management System; RAMS). These systems should be used for all FAPs. The use of RHD approved standards and systems by FAPs will help strengthen capabilities and performance of functional units across RHD.

The RHD’s databases, intranet and website provide the basic structure for sharing information in RHD, with central document storage, key documents on line, mapping and databases interlinked, and a Central Management System (CMS) for data transfer between field zones, different FAPs and the head office wings.

Road and Bridge Maintenance Management Systems together form the hub of RHD’s Road Asset Management System (RAMS) (outline shown in figure 2.1). These databases are linked to HDM4 software (which is used to determine maintenance management requirements for the network) and to the RHD Central Management System.

The same RHD standards (codes, standards, contracts, policy) and approaches (guidelines, manuals, procedures etc) should be followed for both foreign-aided and GoB projects. Currently some RHD standards and approaches are used on some FAPs but all RHD approved standards and approaches should be applied to all FAPs. This will ensure closer integration between FAPs and RHD functional units: FAPs adopting RHD approved standards and approaches and aligning these to international best practice.

Allow full and equitable opportunities for professional development of all RHD officers; in particular by involving the RHD Training Centre in the planning, co-ordination and management of all FAP funded training.

Many RHD officers in revenue posts have received considerable training provided through RHD Training Centre (RHDTC) on RHD systems, standards and approaches but have not had the opportunity to broaden their experience or knowledge of international standards, systems and approaches through FAPs. The FAPs should support this through:

• Local and overseas training delivered and coordinated through the RHDTC;

• Direct exposure to RHDTC for all RHD officers (e.g. entering RHD survey data into RMMS and BMMS or review of Environmental Impact Assessments); and

• Structured on-the-job training for officers in both revenue and development posts.

Nearly all FAPs have funds allocated in the DPP (PP) for training, with some designated for overseas training and some for local training. The PCUs and PIUs require support to ensure that training is planned and implemented effectively. Continued management and administration of FAP training programmes through the RHDTC is considered vital for the sustainability of staff development in RHD.

Therefore, the Senior Management Committee of the RHD decided in its 15th meeting to issue instructions to channel FAP training funds through the RHDTC. The ToR in this manual details the requirements for channelling funds through the RHDTC. This shall be written into all future donor requests, Aide Memoirs, DPPs and TAPs. This shall also follow the RHD Training Policy, which was approved by the Secretary MoC in 1999, and applies to both revenue and development posts in RHD.

The overall aim of Training and Human Resource Development (HRD) in RHD should be to develop the whole of RHD. In order to achieve this there needs to be improved integration of FAPs within RHD. This requires equal opportunities for posting to FAPs for all RHD officers, and then maximise the transfer of this experience through postings from FAPs to RHD headquarters revenue posts. This will help enable more work to be delegated from FAPs to relevant RHD functional units in the future.