info.undp.org Social Card 4... · Web viewinfo.undp.org

Programme Period: 2012 - 2014Key Result Area (Strategic Plan): Social Inclusion_

Atlas Award ID: TBD

Start date: May 20, 2012

End Date: Dec 31, 2014

PAC Meeting Date ______________

Management Arrangements DIM

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United Nations Development ProgrammeCountry: Montenegro

Project document

Project Title Social card – Social Welfare Information System (SWIS) in Montenegro

UNDAF Outcome(s):

Expected CP Outcome(s):Montenegro society is progressively free of social exclusion and enjoys a quality of life that allows all individuals and communities to develop their full potential

Expected Output(s):

By the end of the third quarter of 2014 the key part of the Social Welfare Information System implemented in Montenegro; framework for the exchange of data in the social sector prepared and harmonised, and the automated exchange of data with the linked systems implemented. Strengthened capacities of the Ministry of Labour and Social Welfare (MLSW) and Centres for Social Work (CSW) for planning, development and use of SWIS; strengthened overall information-communication infrastructure of the system of social and children protection in Montenegro.

Implementing Agencies: UNDP

Key project partners: Ministry of Labour and Social Welfare (including the Centres for Social Work).

Brief DescriptionNational Social Welfare Information System with its associated Social Card component is an electronic system for processing, approval, record-keeping, payments and monitoring. It improves the current work processes at social welfare centers for poor and vulnerable improved access to services. At the same time, it is an analytical database that disaggregates data by demographic characteristics of social protection beneficiaries, property ownership, income, social and family situation, benefits breakdowns, etc. both of those who already transfers beneficiaries and for new applicants for social protection benefits. This system will also generate a database of rejected applications that will be helpful for defining national and local social policies. Public expenditures savings are expected: in terms of inclusion error reduction and in administrative expenditures. Social workers will significantly be relieved form the administrative burden and now on they can dedicate more to beneficiaries. On the other hand, the beneficiaries’ and the new applicants will not any longer experience difficulties and be exposed to expenses of collection of paperwork necessary for access to social assistance.

Agreed by (Government): Dr. Suad Numanovic, Minister of Labour and Social Welfare

Agreed by (UNDP): Rastislav Vrbensky, UN Resident Coordinator and UNDP Resident Representative

Total resources required 1,279 979.00 EurTotal allocated resources: 1,279 979.00 Eur Regular 127,998 Eur Other:

o Government 1,151,981.00 Eur

Unfunded budget: N/AIn-kind Contributions N/A

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I. SITUATION ANALYSIS

Since restoration of its independence until today, Montenegro achieved a significant progress in a number of areas – in the area of economic growth and development, as well as in the area of reduction of poverty and social inequalities. Thus, for example, according to the Poverty Analysis in Montenegro 1 for 2007 and 2008, in the period from 2006 to 2008 the poverty rate in Montenegro was reduced by 6.4%, i.e. from 11.3% population who lived under the poverty line in 2006 to 4.9% in 2008. However, in the world and in Montenegro, the global economic crisis caused certain downturn in economic activities, which, in its turn, led to the increase in the number of people living below the poverty line, while the number of families that are beneficiaries of family allowance (MOP) increased. UNDP report on the System of social welfare in Montenegro2 shows that in 2006 the number of „MOP families“ was 12,695 with 39,403 users, while in 2010 this number increased to 13,746 families with 41,816 users. If we analyse nominal amounts and the benefits and services that are not based on insurance, data from 2010 lead us to the conclusion that the majority of these benefits were family allowances (MOP) (31%, which is 14 mil. euro). They are followed by other basic benefits (26%, which is 11.67 mil. euro), protection for war veterans and persons with disabilities (17%, which is 7.9 mil euro) and children protection (16%, or 7,36 mil. euro).

Although we can observe an increase in the nominal amounts, the amounts allocated in the budget for social and children protection in the period 2000 – 2011 have decreased from 1.89% of GDP in 2000 to 1.19% of GDP in 2011. There is an increase in social rights: for MOP - from 0.43% to 0.48%, for the allowance for third-party support and assistance - from 0.12% to 0.23%, and for protection of war veterans and persons with disabilities - from 0.23% to 0.30% of GDP. The priority given to establishing the mechanisms which will guarantee an adequate level of social protection, equal opportunities for all citizens, protection of most vulnerable groups and development of mechanisms for prohibition of social exclusion and discrimination. Equal attention is paid to encouraging employment and to respecting of the workers' rights, which are indispensable parts of social cohesion, and at the same time significant factors in the system of social protection. In the mid-term, the attention of the Government of Montenegro is focused on increasing the level of coverage and efficiency of MOP, primarily through reducing the level of mistakes of inclusion and exclusion, and through including users of MOP able to work into the overall economic flows3.

There are 10 Social Work Centres (SWC), 7 of which are inter-municipal centres with 11 units – divisions in different location. These Centres employ 290 persons, out of whom 55.9% are experts and 44.1% are administrative and technical staff. On average, one expert employed in the SWC covers 3,827 citizens of Montenegro. In spite of all technical and organizational difficulties the network of the SWC manages to provide services to all citizens. MOP, which is one of the most important tasks of the Social Work Centres in their work with adults and elderly users of their services, accounted for as much as 65% of all the activities of the centres in 2010. The second most important segment of the work of the Centres refers to children and the young users of SWC services. In 2010 the Centres provided support to as many as 17,935 children and other persons. It is necessary to emphasize that the citizens in the central part of Montenegro have significant difficulties in accessing the services. This part of Montenegro is, namely, covered by different units – divisions of the SWC that rely on their centre to a large extent. Non-existence of an information network and number of other technical and operational constraints make this segment of SWC work inefficient, which sometimes brings additional burden on the users of the rights4.

1 Poverty Analysis 2010, Monstat,2 Social Protection System in Montenegro, UNDP, 2012.3 Social Protection System in Montenegro, UNDP, 2012.4 Report on the Capacities of the Social Work Centres in Montenegro – draft, UNICEF, Republic of Montenegro, October, 2011.

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STRATEGY

1. The purpose of the Social Welfare Information System implementation

Pursuant to the Social and Child Protection Law (Official Gazette 78/05), the task of the system of social and child protection is to ensure protection of the family, individuals, children at risk and persons in social need, or socially excluded; protection of the poor and vulnerable households from the effects of the crisis and provisioning for the potential new users of the social protection rights. Constant increase in the number of MOP users shows that it is precisely this mechanism that serves as the „first aid“ for the vulnerable in the period of crisis and immediately afterwards. At the same time, the mechanism for providing support to these categories of population is in the hands of the institutional capacity of the primary provider of these services – Social Work Centres (SWC). The complexity of these tasks requires a systematic approach.

In that respect particularly important are: (i) targeting, (ii) adequacy of social benefits, and (iii) improving monitoring of the needs for social support to meet the needs of the new poor and

vulnerable groups whose poverty can be only temporary (under the crisis effect).

All these principles require an efficient and effective way for managing information in the system of social and children protection – Social Welfare Information System.

UNDP Report on the System of Social Protection in Montenegro shows that improvement of the overall system of social protection in Montenegro requires development of particularly important integral information system which will enable development of the unique „social card“ for citizens included in the social welfare programmes. Such a system should ensure exchange of information not only between the centres for social work, Ministry and Employment Agency, but also between the institutions of the system on the national and local level, between the programmes based on the insurance and the programmes not based on the insurance, as well as social services5.

However, the initiative related to social cards is much more than exchange of information among the relevant institutions. The goal of this project is not just to create technical conditions for the electronic exchange of data between institutions, but also to improve the reforms of the entire social welfare system, ensuring more efficient and more effective payment and provision of social protection services and, gradually, the support to the overall process of work and policy development in this field. In the narrow sense, „social card“ is a part of the broader social welfare information system, but in defining this project we will use the two concepts – „social card“ and „social welfare information system“ – in parallel, to denote the same product - the integral information system that will support processes of work in the social welfare system and ensure development of a unique „social card“ of citizens covered by the social welfare programmes.

A functional Social Welfare Information System: (i) will help in reducing administrative costs of the Government and the costs of proceedings for

the applicants, since Social Work Centres will do everything at one place – it will be a „one stop shop“ where it will be possible to make the decision on whether an applicant is eligible for social support on the same day when the application is submitted. Eliminating the applicants that are not eligible, a better insight in the list of beneficiaries, reduction in granting of multiple benefits to the same persons and significant savings of the administrative costs could bring to the reduction in the funds needed for the support to the applicants who are eligible to exercise these rights. That would, in its turn, ensure the fiscal space for extension of the coverage so that more people who are genuinely in need could be included in the scheme6.

(ii) will ensure significantly better planning of resources in this sector and better planning for individual groups of users. It will ensure more precise identification of the target groups of users and definition of adequate and measurable activities, better monitoring of the funds

5 Social Protection System in Montenegro, UNDP, 2012.6 Project "Social Card", Expert Situation Assessment, UNDP, 2011.

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spent in the entire system, but also on the level of individual expenditures and it will also ensure monitoring and evaluation of the effects that the specific and targeted programmes have on the socially vulnerable population.

(iii) will Increase the credibility of the social welfare system. Currently the Ministry of Labour and Social Welfare invests significant efforts in establishing whether the poorest families receive social support. Development of SWIS would verify to the donors interested in financing in the social welfare system that their support (aid or services) reaches the poorest through the Government's social protection mechanisms. This would also improve chances for obtaining of donors' funds and for other investments/projects in the field of social protection.

Depending on the results of other relevant reforms, the access that will be ensured with the electronic social card could also generate other data of the individuals who are not eligible for social support (and the reasons why they are not eligible), as well as data on the income patterns, social situation, geographic location and other characteristics of all applicants, including the ones whose applications are not granted. These data can provide precious information for development of policies, as well as for monitoring of the implementation and assessment of social effects. Thus, the new system would provide information on multiple social benefits (how many individuals or families receive benefits on several grounds – for example, a family can exercise the right to: MOP, children allowance, personal disability allowance, allowance for third-party support and assistance, etc.). It could also ensure "profiling of the social support beneficiaries“ with the view to better channelling of the funds, reducing the coverage and errors of exclusion.

2. Description of the Social Welfare Information System - SWIS

Social Welfare Information System (SWIS) in Montenegro is the electronic version of the social card of citizen which will support the work processes in the social welfare system and ensure precise insight into personal and other data of the beneficiaries necessary for accessing the programmes of social protection. Thus, the „social card” is not used to denote the physical card, or the „property“ card or any other similar card of Montenegrin citizens, but is the concept of processing and „collecting“ information important for social protection of a person through computer support to daily operational activities of the social welfare institutions.

Conceptually speaking, SWIS ensures support to the operation of the social welfare system on three essential levels:

a) Support to daily processes of work

Support of the Social Welfare Information System will create the possibility for efficient and effective planning and implementation of the social welfare programmes. The system will, first of all, support the work processes in the social welfare system, starting from the level of the social workers, and going through the system all the way to the strategic decision making and policy managing in the Ministry of Labour and Social Welfare (MLSW). The value of SWIS will come out of its use in the implementation of the social support reform which will consolidate the key existing programmes, ensure social support to the poorest households and ensure harmonization with the EU practice in the field of social protection. SWIS will be an instrument that will be used for targeted guiding, provision, monitoring and control of the support to households and individuals eligible for obtaining such support. It is important to emphasize that SWIS will be used to serve the interests of the public through expediting the daily work of the social welfare system.

The „support to the operational processes in the social welfare system“ means computerization and automation of the daily work processes in the system of social welfare, like collection and processing of applications; generating social card with the view to establishing if a person is eligible for a social programme; monitoring the implementation of the programme (payments and services); statistical reporting; planning etc. The processing and „collecting“ of data can be done manually or automatically. Clearly, wherever it is possible, the new social welfare information system – SWIS will base its work on connecting to the already existing information systems in such a way that the social status of a person is generated through the analysis of the data from SWIS

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and also through „gathering“ the data from data base of other institutions, forming the so called „electronic social card“.

SWIS will support the existing processes of work in the Social Work Centres, particularly the process of collecting documents required for exercising certain rights. These documents are now collected only in the paper form and SWIS could ensure the possibility to scan and store them also in the electronic form in the central base. Accessibility of the documents will provide the Ministry of Labour and Social Welfare with a better insight into the work of the Social Work Centres. All of these will lead to higher transparency and uniformity in work since SWIS will impose compliance with the procedures of the working processes.

b) Reporting and formation of individual „social cards“

The system will ensure automated reporting on the implementation of the programmes of social protection by groups and by different criteria, but also individually through the presentation of the situation and providing detailed information on the individual user of social protection services (social card).

The system will enable reporting which will improve planning of the total resources for the sector, for individual programmes and for individual groups of beneficiaries. Reporting from the system will support more precise targeting of the groups of users. Group and individual reports on the spent funds will improve monitoring and control (auditing). The system will ensure different overviews for monitoring and evaluation of the effects that the specific and targeted programmes have on the socially vulnerable categories of population.

c) Ethnological networking

The core of the SWIS is the Ministry of Labour and Social Welfare (MLSW), or to be more precise, its Department for Information, Analyses and Statistics with its central data base and data centre for SWIS applications. SWIS application will be a web application which will significantly reduce the necessary investment on the side of the beneficiaries, while the data centre of the MLSW will ensure the necessary platform for connections to the similar information systems in the connected institutions. Primary beneficiaries of the system will certainly be the Social Work Centres, but also the other institutions of the system of social and children protection in Montenegro. The system should also cover users of social services, like for example, persons with disabilities who can have personal assistants (as a social service) or receive a personal disability allowance and allowance for third-party support and assistance in parallel. In the end, particular attention will be paid to definition of the roles and duties of the public administration bodies and bodies on the local level (Social Work Centres and municipalities) which will certainly affect the final architecture of the information system.

The SWIS set in this way will ensure interconnection, exchange and consolidation of data between the MLSW and other participants, as well as harmonization of work of all interested parties (institutions) that participate in the process of exercising social rights in Montenegro. The system will ensure automatic or semi-automatic exchange of data between institutions, which will relieve the users of the services of the obligation to collect documents to prove their status, for example. In this respect, the system will facilitate periodical verifications of the decisions that were already made. The semi-automatic or automatic operation of the system of data exchange between the institutions will, namely, relieve the beneficiary of the legal requirement to collect evidence periodically (quarterly, semi-annually...) since the system will collect the information on the changes in data from the relevant institutions, ensuring thus the automatic initiation or interruption of payments. For example, collecting the data from the Employment Agency, SWIS can register that a user of MOP got an employment and automatically stop the payment of MOP.

In the end, the most important advantages of the SWIS established in this way include: (i) Improved targeting of the funds and reduction in the costs of social benefits (fairness and

efficiency), (ii) Reduction in the costs of managing the system, (iii) Improved security and accessibility of the data in the system of social welfare,

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(iv) Ensuring the data relevant for managing the system of social welfare and developing the social welfare policies,

(v) Improving the overall services to citizens, particularly vulnerable population categories.

3. Project components

Having in mind the activities implemented so far and aiming at implementing the overall social welfare information system SWIS, the project is organized in the following components:

1. Design and conceptualization of the system. 2. Interoperability framework and connections among institutions. 3. Development and implementation of SWIS applications and interconnection modules. 4. Capacity development.5. Project management

Given the relatively short deadlines for the implementation of the overall project, we have to emphasize that these components largely overlap in the implementation and that the project will use to the maximum extent the activities that have been completed so far, as well as the relevant technical documentation.

3.1 Design and conceptualization of the system

Design and conceptualization of the system covers all the activities related to defining the key concept of the „social welfare information system“ and the design and specifications of the system that are to be implemented. The system will be designed in a comprehensive way and the plan will be made for its development in the next 4 years. Development in the first stage (2 years) will be planned in more details and will be implemented in this project.

This component of the project will precisely define the functions of the SWIS. In this we should start from the following functions of the system:

POTENTIAL FUNCTIONS OF THE SYSTEM INCLUDED IN THE FIRST STAGE OF THE PROJECT (APPROXIMATELY)- Processing of applications, - Accepting and scanning supporting documentation, - Reporting from the data base and process of

checking,- Automatic exchange of data and documents with

the external systems (all relevant systems), - Reporting on the individual situation of the social

protection beneficiary (social card), - Establishing eligibility for obtaining social support, - Processing and payments, - Monitoring the provision of social welfare services,- case management, - recertification, - reporting on various criteria (by individual, by

group, by institution, by programme, geographically demographically, ...)

- planning and budgeting, - support to targeting,- monitoring results,- supervision and control.

- Processing of applications, - Accepting and scanning supporting documentation

- Reporting from the data base and process of checking,

- Automatic exchange of data and documents with the external systems (the ones that are technologically ready in the course of the project),

- Reporting on the individual situation of the social protection beneficiary (social card),

- Establishing eligibility for obtaining social support, - Processing and payments, - Monitoring the provision of social welfare services,- recertification, - reporting on various criteria (by individual, by

group, by institution, by programme, geographically, ...)

- monitoring results,- supervision and control

In the process of defining the coverage of the system, we should start from the following benefits and services:

BENEFITS AND SERVICES COVERED IN THE FIRST STAGE OF THE PROJECT (APPROXIMATELY)- Family allowance (MOP) and the related social

benefits, including a part of the child allowance programmes based on the incomes and property.

- Basic social protection rights which include: personal disability allowance; allowance for third-

1. Key material benefits in the field of social protection: - Family allowance (MOP); - Personal disability allowance; - Allowance for third-party care and assistance;

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party support and assistance; accommodation in the social welfare institutions (e.g. orphanages, homes for elderly, institutions for drug and alcohol addiction treatment; institutions for accommodation of children and adults with special needs); accommodation in other family; support in professional rehabilitation and training for work; health care; funeral allowance and one-off allowance;

- Basic rights from the field of child care: new baby allowance, child allowance, benefit based on childbirth, compensation of salary for part-time employment, holidays and recreation of children;

- Social protection services in the community -institutional services (provided by the Social Work Centres, e.g. placement in foster families, participation in mediation in family disputes, counselling, supervision of exercising of parental rights, services related to protection from domestic violence, etc.)

- Social protection services in the community - non-institutional services (e.g. daily centres for children with developmental challenges, daily centres for elderly persons, persons with disabilities, shelters, SoS telephone lines, guidance clinics, independent living with assistance, personal assistant programme, etc.)

- Rights on the basis of protection of war veterans and persons with disabilities: disability allowance for war veterans; allowance for third-party support and assistance; allowance for orthopaedic prosthesis; family disability allowance and increased family disability allowance; transfer compensation of family allowance (MOP); additional family allowance; health care coverage and other rights related to exercising the right to health care; orthopaedic and other appliances; spa and climate treatments; transport free of charge and subsidized at a discount; funeral costs;

- Allowances for the elderly covered by the Ministry of Agriculture and Rural Development;

- Electricity subsidies

- Support for education of children and youth with special education needs;

- Health care; - Funeral costs; - One-off support in money.

2. Key material benefits in the field of child care: - New baby allowance; - Child allowance; - Co-payment of food expenses in pre-school

institutions;- Refund of compensation of salary and

compensation of salary for maternity and paternity leave;

- Benefit based on childbirth; - Refund of the compensation of the salary and the

compensation of the salary for part-time employment.

3. Services in the field of social and child care (records of services, but not the information support to the services): - Assessment and planning; - Support to living in community; - Counselling therapy and social education services; - accommodation; - urgent interventions;- custody

4. Electricity subsidies, financed by the Ministry of Finances.

5. Allowances for the elderly, financed by the Ministry of Agriculture and Rural Development.

Along with the implementation of the design and specifications of the system, this component of the project should also cover the overall assessment of the current work processes, as well as the evaluation of the organizational and structural changes that are to be made in the process of introduction of SWIS in the administrative activities. Work processes should then be changed in line with the assessment and evaluation. The important thing is to improve the work processes and to achieve better integration of benefits and services administration. This should not be the simple „computerization“ of the processes as they are now. The list of functions and the covered activities, given in the above tables should be considered as approximate and only as the beginning of the analysis. This component of the project should start from the ideas provided in this document and it should precisely define the functions and the coverage of the system in such a way that the conceptual vision of the system is comprehensive and ambitious but that it is realistic to implement the first stage (2 years, covered by this project).

With the view to achieving clear and comprehensive design of the future system, we have to make an analysis of policy, guidelines, standards and administrative provisions connected with the implementation of SWIS and development and introduction of the new system procedures and standards7. In that context,

7 One of the recommendations contained in the Report on the capacities of the Social Work Centres in Montenegro refers to development of the appropriate standards and services of expert work, as well as to the basic model of

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conceptual design of the system solutions should be developed in such a way that, along with the implementation of the SWIS application solutions, it can ensure introduction of the appropriate standards related to the adequate implementation of the new information system, as well as introduction of all regulations and guidelines needed for smooth application of SWIS and smooth inter-institutional cooperation. Clearly, the new information systems usually bring with them the requirements to restructure the existing processes of work, so we could expect that a number of internal documents related to the operational activities of the MLSW and CSW will be changed.

The following activities are planned in that context:- Analysis of the processes of work and demands for information- Analysis and development of internal rules and introduction of changes- Defining the framework for restructuring of the processes of work- Analysis and specification of the functional demands of the SWIS - Specification of the non-functional demands of the SWIS- Technical design and specification of the SWIS system

Design, conceptualization and planning of the system will result in the following products: - System study – Conceptual development plan and implementation of SWIS, which will be

presented to the Government and adopted as the foundation for the further development. System study will contain a clear specification of functions and coverage of the system, as well as the division to two stages of two years each.

- Analysed and defined key partners in the project implementation- The analysis done and the changes in the relevant work processes defined, particularly the

work processes related to the flow of information, structure and course of management and decision making, exchange of data and storing of data and communication

- Defined policy of internal information systems, defined standards and guidelines, as well as all the necessary supporting documents/regulations

- Technical specifications for the application software for the implementation of the SWIS (including the subsystems for the automatic exchange of data with the external systems)

- Technical specifications for the SWIS system platform (computer equipment, system software, local computer networks and global computer network)

In the process of the system conceptualization we will not only use the primary analytical work but also the documents already generated in the implementation of the social card so far. That work did not result in the successful implementation but it did produce a number of useful documents.

In the process of conceptualization of the system, we have to take into account the systems that are already used, or that are already being developed, like:

- System of monitoring the payment of family allowance (SODIS)- System of monitoring child care implemented by UNICEF- Various smaller systems developed independently by the Social Work Centres

In that respect, particular attention will be paid to: - The state of the data and migration of the data from the existing systems- Logic and knowledge incorporated in the existing systems- Options for the joint functioning of the SWIS and the existing systems (integration or exchange

of data)

3.2 Interoperability Framework and inter-institutional connectivity

This component of the project contains two separate blocks of activities. The first concerns the establishment of internal interoperability framework between all the connected institutions in the system

practice in the expert part of the work of the SWC.

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of social and child protection in Montenegro, while the second component concerns specific inter-institutional connection between these institutions.

When it comes to interoperability framework it would be important to use all the activities implemented so far, and all the documents – this primarily refers to Interoperability Framework for the Social Security Card Project, version 1.0; then to respect the National Interoperability Framework prepared by the Ministry for Information Society, and also to have in mind that in the context of this Project the interoperability framework should be limited solely to the needs of the social sector. Starting from the existing general interoperability framework in the social sector, it is necessary to develop a concrete specification of organizational, semantic and technical interoperability, but also specific systems/modules for interaction and communication between interconnected applications/information systems within various institutions of the system of social and child protection.

In this context it is important to note the level of interoperability and the need for inter-institutional agreement as a precondition for the success of the SWIS. Inter-institutional agreement itself is a cornerstone and the main starting point for the establishment of legal interoperability, which would then determine relevant legal boundaries and interconnections, and define responsibilities of connected institutions in the exchange of data and rights of access to individual information systems. Clearly, the exchange of data between institutions must be based on the assumption that: (i) institutions are obliged by law to submit data, (ii) the exchange of information can be decided about and coordinated at the central level, and (iii) that institutions have basic capacity to technically implement exchange of data.

Then organizational interoperability in the form of inter-institutional agreement is defined which then regulates the manner of implementation, necessary technical requirements, budgets, and individual responsibilities in the very exchange of data. After these first two steps we come to semantic interoperability, which ensures understanding and uniformity in communication and implementation of the process between the participants. Semantic framework represents an agreement of all the connected institutions which harmonizes semantic fields of organizations and defines new semantic rules needed to satisfy the very process of data exchange.

Finally, we come to technical interoperability, which represents coordination and implementation of common standards and elements of the system for data exchange, and represents technical foundation for the development of specific systems/modules for interaction and communication of interconnected applications/information systems within various institutions of the system of social and child protection.

The following figure provides a basic framework of three main domains of impact of Interoperability Framework.

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When we are talking about connected institutions, while taking into account the presumption that central segments of the SWIS encompass the Ministry of Labour and Social Welfare (MLSW) and Centres for Social Work, then we are talking about the following institutions that should be connected to the SWIS application:

- Ministry of Internal Affairs - has personal information on social assistance beneficiaries which are entered into the records of the “Central Registry of Citizens”.

- Tax Office - has information on income and taxes paid by the citizens of Montenegro.- Employment Agency of Montenegro - keep records of unemployed persons in Montenegro, as

well as records of whether persons have accepted/rejected an offer for employment, vocational training, retraining, and/or additional training.

- REA - keeps records based on which ownership of the citizens of Montenegro of flats, business premises, farmland and forests can be proved.

- Pension Fund - has information on the status of employees and years in service of the citizens of Montenegro.

- Ministry of Education and Sport - has records of attendance at primary and secondary education for the citizens of Montenegro, which is the criterion for certain forms of social benefits.

- Health Insurance Fund - has information on health insurance.

Those institutions that are organizationally and technically ready for data exchange, will be included in the first phase and directly supported by the Project. Others will be scheduled for the second phase of the Project. Implementation of data exchange will be conducted through specific software modules which will be part of the overall software architecture and will provide interaction and communication between interconnected institutions and their applications/information systems. The very module for data exchange will be incorporated in the SWIS as one of its subsystems, and task of the Project is to support upgrades of the system of connected institutions in order to facilitate necessary exchange of data.

So, in the first phase (which is part of this Project) exchange of data between the SWIS and these external databases will be implemented through direct interfaces between subsystems for the SWIS data exchange and individual external databases. “Enterprise Service Bus” (ESB) will not be implemented as a complete solution for Internet-based service for interconnection of all institutions involved. First reason for this is a relatively short time of the first phase and a limited budget which cannot cover a complete solution for the ESB. Another reason is uncertain pace of implementation of the national ESB developed by the Ministry for Information Society and Telecommunications. Namely, if in the course of the Project it shows that it is possible to use the national ESB, this opportunity will be used (as well as the anticipated budget for this component of the Project) for the connection with external systems. If not, then interfaces will be implemented individually with each database, and transfer to the ESB will be postponed for the second phase, when availability of the national ECB is expected. In any case, the ECB will not be built for the social sector because that would be an unnecessarily large investment particularly while taking into account the

INTER- ORGANIZATIONAL DOMAIN INFORMATION DOMAINTECHNICAL DOMAIN

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Government plans to build a national ESB. Therefore, the use of the national ESB is considered a long-term, strategic decision, and all other solutions are considered temporary. Therefore, the importance of implementation of the national ECB developed by the Ministry for Information Society and Telecommunications is emphasized - this Project is not only of a long-term importance for the information management in the sphere of social welfare, but is of a strategic importance for all sectors.

In this context the following activities are planned:- Analysis and defining the elements of Interoperability Framework- Analysis of participants and connected institutions and accompanying information systems- Development of legal and organizational segments of Interoperability Framework- Defining and signing inter-institutional agreements/contracts- Development of a semantic and technical segment of Interoperability Framework- Finalization and adoption of Interoperability Framework for the social sector- Analysis and specification of functional requirements for the development of specific

systems/modules for interaction and communication with interconnected applications/information systems within various institutions of the system of social and child protection

- Technical specification of subsystems for data exchange with other institutions (as part of the technical specification of the SWIS).

For those institutions that are involved in the first stage, and as a result of this component of the Project, the following will be conducted:

- Plan of automatic data exchange- Signed inter-institutional agreement about obligations regarding the implementation of data exchange- Defined and aligned with the central SWIS modules (services) for data exchange in various connected institutions- Supported upgraded information system of technically competent institutions in terms of installation/upgrading of modules (services) for exchange of data with the SWIS (technical specifications designed and interconnect modules implemented)- After the implementation of the central SWIS and correction of institutions’ information systems, data exchange will be tested and put into operation.

3.3 Development and implementation of the SWIS applications and interconnection modules

Development component of the Project and implementation of the SWIS application and accompanying interconnection modules represents a central component of the overall Project and will result in a fully established and functional social welfare information system in Montenegro. In this context, the previously prepared conceptual plan for the development and implementation of the SWIS, as well as technical specifications for the application software that will be used for implementation of the SWIS, then technical specification of interfaces to other institutions and accompanying systemic platforms, will be a basis that the project team will use for tendering and selection of best bidders/partners for the creation of SWIS applications and other system components.

Taking all the above mentioned into account, the SWIS will be implemented through three key segments:

A. Core of the SWIS system Implementation of the SWIS application modules with functions and coverage as defined in Component 1. The core includes a subsystem for automated exchange of data with external systems.

B. Interconnection modulesAutomatic and semi-automatic system for data exchange and verification between databases of different institutions as defined in Component 2. Institutions involved in the implementation of “electronic social card” need to adjust their information systems in order to apply modules

23

which will enable effective exchange of information, and task of this Project is to provide them with necessary technical, professional and financial support in implementation of these interconnected modules. These modules are connected with the subsystem for data exchange which is part of the SWIS core.

C. Systemic platformFor the purpose of a complete implementation of the SWIS it is necessary to provide technical infrastructure at the central locations and in the Centres for Social Work. This includes a systemic platform at a central location in the MLSW, then local systemic platforms as well as necessary communication infrastructure in the SWCs.

As stated earlier the SWIS central location would be in the Department for IT and Analytical and Statistical Operations within the Ministry of Labour and Social Welfare (MLSW). It would contain a central application and the SWIS database, and a data-centre for connecting the SWIS applications with connected institutions. The selected bidder or several bidders, under the supervision of the Project Team will prepare the SWIS application software solutions and then carry out implementation and testing of the SWIS and all interconnection modules. Since the SWIS is a web application, no special investments are needed when it comes to end-users, except for the insurance of necessary systemic platform for the work of SWIS, or in cases where it is necessary to provide local systemic platforms and necessary communication infrastructure in the SWCs. Also, as part of conducting the activities of the SWIS implementation, a complete education and training of all professional staff of the MLSW and SWCs will be conducted. Training will be organized by the system modules in two time-separated cycles.

In this context the following activities are planned:- Preparation of tender documentation for the SWIS core (which includes a subsystem for

automated data exchange with external systems).- Preparation of tender documentation for individual interconnection modules in external

systems (or specification for direct contracting, on a case by case basis - some modules will have to be built as an upgrade to the existing software solutions in some institutions, in which case the tender does not make sense because the intervention must be done by the supplier of that particular software solution).

- Analysis of necessary investments and preparation of technical documentation for the systemic platform in the MLSW

- Analysis of the necessary investments and preparation of technical documentation for the systemic platform in SWCs

- Preparation of tender documentation for the systemic platform- Monitoring, control and testing during the development of the SWIS- Monitoring, control and testing of implementation of services and the system of systemic

platform in the MLSW and CRWs- Monitoring, control and testing during the implementation of the SWIS in the MLSW - The SWIS roll-out in all SWCs- Roll-out of interconnection modules in connected institutions- The SWIS-based training for the MLSW and SWC staff- Final testing and technical acceptance of the SWIS.

Results of this component of the Project are: - A consistent systemic platform at the level of all key participants of the SWIS- Implemented SWIS in accordance with the above description, and adopted detailed technical specification of the system- Completed upgrade of information systems of connected institutions, and enabled data exchange though the SWIS- Completed training of the MLSW and CSR staff for operating the SWIS.

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3.4 Capacity building

In order to implement comprehensive organizational changes and the overall processes in the social sector, it is necessary to conduct additional specialist trainings of the MLSW and SWC staff. This capacity building should result on one hand with a better use of the SWIS, and an ongoing maintenance and further development of the SWIS on the other hand. In this context it is necessary to organize training of civil servants in the MLSW in the field of management and best practices when it comes to similar systems, and comprehensive training of SWC staff when it comes to the use of and acquainting with all possibilities of the SWIS. The overall result of this component will be developed internal capacities in both the MLSW and SWCs to use the system in a correct way, maintenance and further development of the SWIS as a future platform for the overall system of social and child protection in Montenegro.

Target beneficiaries of training and education are:

- Middle level policy makers and civil servants in the MLSW

- Specialists in information systems in the MLSW and larger SWCs

- The MLSW staff dealing with social welfare activities

- All professional staff in SWCs (all 162 employees8)

- Relevant administrative staff in SWCs (share of 128 employees9)

Within this component of the Project a comprehensive assessment of training needs will be conducted (Training Needs Assessment) that will be the basis for the preparation of a detailed and customized training plan. For now it is clear that the training program must include aspects on the use of the very SWIS. However in order to complete the reform of the entire system of social and child protection it is necessary to organize a study trip to acquaint with best practices in the EU and the ways and software solutions that enable more efficient and more effective work of this segment of public administration. This activity would be focused on the skills of employees in the MLSW, and also on the support to the staff in front lines who receive and process the requests for social welfare assistance.

In addition to training, capacity building will include the design, planning and implementation of organizational changes in the MLSW in order to provide the ongoing support to functioning, maintenance and further development of the SWIS. This primarily refers to reviewing the organization and capacity of the Department for IT and Analytical and Statistical Operations in the MLSW. It will be needed to define what human and other resources that department needs to have to be able to support the above functions, and accordingly redefine internal organization and budget of the MLSW.

In this context the following activities have been planned:- Study trips for key staff of the MLSW and CRWs (one to one of the EU countries with the social

welfare system similar to the one in Montenegro, and one to one of the countries in the region that has already implemented one of the SWISs, which is in a similar development position as Montenegro)

- Training Needs Analysis- Development of curriculum and designing training programs for specific target groups- Preparation of tender documentation for training that will be provided by an external supplier- Implementation of training in the MLSW and all SWCs- Review of organization and capacity of the Department for IT and Analytical and Statistical

Operations in the MLSW when it comes to the execution of activities of providing ongoing support to functioning, maintenance and further development of the SWIS

- Monitoring and evaluation.

Results of this component of the Project are as follows: - Curriculum and training programs for the MLSW and SWCs

8 Report on Capacities of Social Welfare Centres in Montenegro, UNICEF, Republic of Montenegro, October, 20119 Ibidem

23

- Implemented training of key personnel in the MLSW, especially the Department for IT and Analytical and Statistical Operations

- Completed training of all professional employees of SWCs- Redefined internal organization and budget of the MLSW in terms of execution of activities

aimed at providing ongoing support to functioning, maintenance and further development of the SWIS.

II. TIME FRAMEWORK

The Project is planned for a total of 2.5 years (roughly from 1 May 2012 to 1 November 2014). The following diagram presents a quarterly-based estimate of time needed for the proposed Project cycle:

II/2012 III/2012 IV/2012 I/2013 II/2013 III/2013 IV/2013 I/2014 II/2014 III/20141. Design and

conceptualization of the system

2. Interoperability framework of inter-institutional

connection

3. Development and implementation of the SWIS applications and interconnection modules

3.a. Core of the SWIS system

3.b. Interconnection modules

3.c. Systemic platform

4. Capacity building

III. PROJECT MANAGEMENT

Project management is under the competence of the Government. UNDP as an implementing partner will provide assistance in implementation accompanied with strong engagement of all involved partners and stakeholders. Roles and responsibilities regarding the Project implementation will comply with the new UNDP’s Results Management Guide (which includes PRINCE2 for the Project Management Framework), which defines the minimum requirements to be met so that UNDP can accept responsibility for the use of resources during the implementation of the Program activities.

In the name of the Government of Montenegro, holder of the Project is the Ministry of Labour and Social Welfare, while UNDP is in charge for direct aspects of implementation.

The project has a Steering Committee headed by Deputy Prime Minister and it consists of: the Minister of Labour and Social Welfare, Minister of Finance, Minister for Information Society and Telecommunications, and representative of the Office of Prime Minister. Primary tasks of the Steering Committee are as follows:

- Ensuring that objectives of the Project are achieved- Decision-making regarding the implementation of certain phases of the Project,- Ensuring that problems are solved in time

23

- Ensuring that relevant participants are actively involved in the Project implementation,- Monitoring the Quality Assurance Project,- Public presentation and dissemination of information.

An important aspect of the overall implementation was the establishment and work of the Expert Team of the Government. Task of this team is to ensure a full coordination and smooth implementation of all components of the Project, a comprehensive institutional support of all connected institutions, and then to provide timely information to the Government on all the activities carried out during the implementation of the Project and on potential difficulties. The Project Steering Committee will appoint members of the Expert Team of the Government. The Expert Team should include representatives of all relevant stakeholders, for example:

- - Representatives of the MLSW,- - Representatives of the Ministry of Finance,- - Representatives of Centres for Social Work,- - Representatives of all connected institutions,- - Representatives of UNDP,- - Experts from practice, etc.

In particular the role of representatives of SWCs as end-users of the system is particularly emphasized.

As for the area of implementation, UNDP will establish a Project Team which will have: - Managerial positions

- Project Manager (full time)- Administrative Assistant (full time)

- Technical positions - Main Technical Advisor (part time)- Consultant for Social Protection (part time)- Consultant for Information Systems (part time)- Consultant for Inter-institutional Setup and Interoperability (part time).

All day-to-day management duties will be conducted by the Project Manager appointed by UNDP, under the supervision of UNDP management. Primary, but not the only role of Project Manager is to provide: administrative, financial and overall management and implementation of the Project; designing a detailed plan of the Project, including the structural dynamics of all Project activities with special emphasis on Inception Report, and campaign in public relations and relations with the Government; work in accordance with the agreed plan of reporting; creation of a systematic classification for the purpose of organizing internal/external information and knowledge; preparation of necessary expert and other plans of activities in accordance with work plan of the Project and staffing needs; identification of experts/research based on the Project requirements and based on the nature and subject matter of research/field work; development of partnerships with connected institutions and government bodies at all levels to implement the defined components of the Project; organization and facilitating discussions between stakeholders; budget management and other activities to ensure smooth running of the Project. In carrying out everyday activities and tasks Administrative Assistant will provide assistance to the Project Manager in his/her work.

Primary, but not the only role of Technical Team is to provide: design, development and adoption of the conceptual design of the SWIS; development of the study of the SWIS systemic design; development of sustainable and functional organizational arrangement for the SWIS; design, development (acquisition), installation and training for operating the SWIS in accordance with the system design study; link to the overall activities related to the introduction of SWIS as well as other activities that provide necessary expertise and technical assistance to Project Manager in ensuring smooth functioning of all components of the Project. Each of the consultants in Technical Team is responsible for specific activities related to individual components of the Project and among other things is responsible for designing, making and solving the problems related to specific components of the Project; development of necessary studies and system solutions to support the overall implementation of the SWIS; ensuring functional organizational

23

arrangements necessary for sustainability of the SWIS; and connection to overall activities related to introduction of the SWIS as well as other activities that provide necessary expertise and technical assistance to Project Manager for a full implementation of all components of the Project.

The following figure shows organizational structure of the Project.

IV. MONITORING AND EVALUATION

UNDP has introduced results-based management which represents an approach to business management in which performance is systematically measured and improved at the level of development objectives and results. In this sense, monitoring and evaluation are key factors for the improvement of performance and achieving results. Monitoring and evaluation are carried out by analyzing the results based on quantitative and qualitative indicators listed within the expected Program results and budget allocation table.

Goal of monitoring at the Project level is to provide a systematic assessment of performance and course of activities aimed at achieving the desired results. For this reason, UNDP will document the achievements through Annual Activity Reports. The Steering Committee will define critical control points of the Project, and Project Manager will be responsible for making regular reports on the status of the Project.

Basic tools for monitoring of the organization include a series of central documents that define target qualitative and quantitative success indicators – or more precisely as follows:

- Results and Resources Framework- Annual Work Plan – AWP

The Project will produce, in accordance with the present UNDP practice, semi-annual reports to show all achievements and results of the Project and define objectives for the following period. Furthermore, at least once a year the Project will produce the Annual Project Review which will inform all interested parties in details on all relevant aspects of the Project, results achieved and next steps.

In terms of evaluation of the Project, UNDP will monitor efficiency, effectiveness, sustainability and relevance of project objectives in the context of this Project. In order to improve quality of activities, collection of qualitative results is an important reflective task of UNDP. This analysis enables recording the achieved quantitative results and practical experiences and build up on the lessons learned, to repeat successful initiatives and avoid making the same mistakes from the past.

UNDP will conduct periodic evaluation of the Project that for analyzing efficiency, effectiveness, sustainability and relevance of project objectives. This analysis will ensure that quantitative results and

Steering Committee: Ministar of Labour and Social Welfare, Ministar of Finance, Ms Ivana Petricevic, Cabinet of PM, Presiding HE Lazovic, Vise Prime Minister Project Board: Representatives of the line Ministries and Insitutions, UNDP RR/DRRteam member: Consultant for institutional setup and interoperability team member: Consultant for Information Systemsteam member:ocial welfare (busness processes) consultant

23

achievements of the Project are not forgotten, and that the Project relies on knowledge and experience gained so far, to maintain positive results and replicate successful initiatives. During the implementation of the Project, formal evaluation of the Project that will include all stakeholders will be conducted and results will serve the Project Steering Committee to adapt and adjust Project activities for the purpose of more efficient and more complete implementation of the given Project components.

V. LEGAL CONTEXT

This document together with the CPAP signed by the Government and UNDP which is incorporated herein by reference, constitute together a Project Document as referred to in the Standard Basic Assistance Agreement (SBAA) signed on December 15, 2006; as such all provisions of the CPAP apply to this document. All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner”, as such term is defined and used in the CPAP and this document.

UNDP as the Implementing Partner shall comply with the policies, procedures and practices of the United Nations safety and security management system.

UNDP will undertake all reasonable efforts to ensure that none of the Government of Montenegro funds and UNDP funds are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm

25

VI. (PROJECT RESULTS AND RESOURCES FRAMEWORK )

Intended Outcome as stated in the Country Programme Results and Resource Framework: Montenegro society is progressively free of social exclusion and enjoys a quality of life that allows all individuals and communities to develop their full potential. Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets: 1.Gini Coefficient (2008: 0.253); 2. Human Development Index rating (2010: 0.769, ranked 49th); 3. Unemployment rate (2010: 19.2% /MONSTAT (Montenegro Statistical Office)); Gender empowerment measure (2010: 0.478) Applicable Key Result Area: By the end of the third quarter of 2014 main part of the Social Welfare Information System in Montenegro implemented, prepared and harmonized framework for data exchange in the social sector, and implemented an automated data exchange with connected systems. Strengthened capacities of the Ministry of Labour and Social Welfare (MLSW) and Social Welfare Centres (SWC) for planning, development and use of the SWIS as well as the total information and communication infrastructure of the system of social and child protection in Montenegro.

Partnership Strategy: Key partners in the implementation of the Project are the Ministry of Labour and Social Welfare, Centres for Social Word and UNDP. In addition, all key partners have agreed to maximize their efforts to involve all interested parties in this sector.

Project title: and ID : Social Card – Social Welfare Information System; ID - 00083067

INTENDED OUTPUTS OUTPUT TARGETS FOR (YEARS) INDICATIVE ACTIVITIES RESPONSIBLE PARTIES INPUTS (EURO)

1. By the end of the third quarter of 2014 main part of the Social Welfare Information System in Montenegro implemented, prepared and harmonized framework for data exchange in the social sector, and implemented an automated data exchange with connected systems. Strengthened capacities of the Ministry of Labour and Social Welfare (MLSW) and Centres for Social Work (SWC) for planning, development and use of the SWIS as well as the total information and communication infrastructure of the system of social and child protection in Montenegro.

Baseline:

Targets:Year 2012:1. Completed activities of designing and conceptualization of the system, and defining “he overall concept of the "Social Welfare Information System” in Montenegro.2. Completed detailed design and technical specification of the SWIS system, that is, precisely defined all the functions of the SWIS, participants and stakeholders, and benefits that should be covered by the future SWIS system.3. Prepared a complete assessment of the current work process, evaluation of organizational and structural changes that must be made with the introduction of the SWIS in administrative course of activities, and accordingly the proposed change of the process of work.

1. Design and conceptualization of the system

Design and conceptualization of the system covers all activities relating to defining a basic concept of the “Social Welfare Information System” and the design and specification of the systems to be implemented.

1.1. Analysis of the work process and requirements in terms of information1.2.- Analysis and development of internal policies and introduction of changes- 1.3.Defining the framework for restructuring of the work processes- 1.4. Analysis and specification of functional requirements of the SWIS-1.5. Specification of non-functional

UNDPPartner public

institutions

Total project budget:

Total (activity 1):

National staff

National consultants

International consultants

Office accommodation and

utilities

Miscellaneous

1,279,979

82,664

10,800

40,000

10,000

6,052

3,864

23


1. High expenditures for the social sector2.High administrative costs of providing social services sector 3.Lack of adequate and targeted planning for social assistance4.Inadequate capabilities of the existing SODIS system5. Lack of target subsystems6. Inability to adequately address the needs of specific vulnerable groups7. Difficult monitoring of the effects and work of SWCs8. Lack of human and technological and technical capacities in SWCs.Indicators:1. The extent and quality of services provided by SWCs2. The level of harmonization of plans and programs with specific needs of target groups3. The number and speed of processing of new applications and users of social assistance4. Compliance with gender policies of the Government of Montenegro

4. Analysis of policies, guidelines, standards, and administrative provisions relating to the implementation of the SWIS conducted, and prepared proposal for the introduction of new systemic procedures and standards.4.Defining elements and preparation of necessary legislation to ensure inter-institutional agreement as a precondition for implementation of the SWIS.5. Completed a comprehensive assessment of training needs (Training Needs Assessment) as a basis for the preparation of a detailed and customized training plan.

Year 2013:1.Defined organizational interoperability in the form inter-institutional contract that governs the manner of implementation, necessary preconditions, budget, and individual responsibilities in the exchange of data.2.Completed development of technical interoperability framework as the basis for the development of specific systems/modules for interaction and communication between interconnected applications/information systems within various institutions of the system of social and child protection.3. Based on the detailed design and technical specification of the system, development of the core of the SWIS ended.4.Preparation of detailed design and development of interconnection SWIS modules.5. Completed analysis and review of available technical infrastructure in the MLSW and SWCs.6.Defined a detailed training plan.7. Completed a Study Trip of the key staff of the MLSW and SWCs.

requirements of the SWIS- 1.6. Technical design and specification of the SWIS system

2. Interoperability Framework and inter-institutional connectivity

Under this activity of the Project it is necessary to ensure the establishment of an internal interoperability framework between all the connected institutions of the system of social and child protection in Montenegro, and provide specific inter-institutional links between connected institutions of the system.2.1. Analyze and define elements of Interoperability Framework2.2. Analysis of participants and connected institutions, and supporting information systems2.3. Development of legal and organizational segments of Interoperability Framework2.4. Defining and signing of inter-institutional agreements/contracts2.5. Development of semantic and technical segment of Interoperability Framework2.6. Finalization and adoption of Interoperability Framework for the social sector of Montenegro2.7. Analysis and specification of functional requirements for the development of specific systems/modules for interaction

UNDPPartner public

institutions

GMS

Total (activity 2):

National staff




utilities

Miscellaneous

GMS

11,948

82,644

10,800

40,000

10,000

6,052

3,864

11,948

23


8. Prepared the tender documentation for the part of the training that will be provided by the external supplier.9. Completed trainings for the MLSW staff.

Year 2014:1. Redefined internal organization and budget of the MLSW in terms of conducting activities aimed at providing ongoing support to functioning, maintenance and further development of the SWIS.2. Completed implementation of the SWIS core in all SWCs and relevant institutions.3.Completed development and implementation of SWIS interconnection modules in all connected institutions.4. Provided adequate technical infrastructure in the MLSW and SWCs.5.Completed training of all expert staff of SWCs.

and communication between interconnected applications/information systems within various institutions of the system of social and child protection2.8. Technical specification of subsystem for data exchange with other institutions (as part of the SWIS technical specification).

3. Development and implementation of SWIS applications and interconnection modules

A central component of the Project is the development and implementation of SWIS applications and supporting interconnection of modules, which will result in a fully established and functional Social Welfare Information System in Montenegro.3.1. Preparation of tender documentation for the core-SWIS (which includes a subsystem for automated data exchange with external systems).3.2. Preparation of tender documentation for individual interconnection modules in external systems3.3. Analysis of necessary investments, and preparation of technical documentation for systemic platform in the MLSW3.4. Analysis of necessary investments, and preparation of technical documentation for systemic platform in SWCs 3.5. Preparation of tender documentation for the systemic platform3.6. Monitoring, control and testing during the development of SWIS3.7. Monitoring, control and testing of implementation of the service and systems of systemic platform in the MLSW and SWCs

UNDPPartner public

institutions

Total (activity 3):

National staff


Contractual service (companies)



utilities

Communication and audio-video equipment

Miscellaneous

GMS

964,830

29,700

20,000

740,000

15,000

16,647

100,000

10,626

32,857

23


3.8. Monitoring, control and testing during the implementation of SWIS in the MLSW3.9. The SWIS roll-out in all SWCs3.10. Roll-out of interconnection modules in connected institutions3.11.SWIS-based training of the MLSW and SWCs staff 3.12. Final testing and technical acceptance of SWIS.

4. Capacity building

Capacity building should allow for a better use of the SWIS, and ongoing maintenance and further development of the SWIS. This component involves training of civil servants in the MLSW in the field of management and best practices when it comes to similar systems, and a comprehensive training for the SWCs about how to use it and about its potentials. 4.1. Study Trip for key staff of the MLSW and SWCs4.2. Training Needs Analysis4.3. Development of curriculum and designing training programs for specific target groups4.4. Preparation of tender documentation for part of the training provided by the external supplier4.5. Implementation of training in the MLSW and all SWCs4.6. Review of the organization and capacity of the Department for IT and Analytical and Statistical Operations in the MLSW in terms of conducting activities aimed at providing ongoing support to functioning, maintenance and further development of the SWIS.4.7. Monitoring and Evaluation.

UNDPPartner public

institutionsTotal

(activity 4):

National staff


Contractual service (companies)



utilities

Travel

Miscellaneous

GMS

149,861

29,700

15,000

20,000

10,000

16,647

15,000

10,667

32,857

23


VII. ANNUAL WORK PLAN BUDGET SHEET

PLANNED ACTIVITIES

TIMEFRAME

RESPONSIBLE PARTY

PLANNED BUDGET

Q1 Q2 Q3 Q4 Source of Funds

Budget Description Amount 2012 Amount 2013 Amount 2014

EUR EUR EUR

System study

UNDP 30071 GoM

71300 Local consult. for design&conceptualization of system

10,000.00 0.00 0.00

UNDP 30071 GoM

71200 Intern.consultants for design&conceptualization of system

10,000.00 0.00 0.00

UNDP 30071 GoM

71300 Local consult. for soc.protection,IT,Inst.setup,interoperability

4,500.00 0.00 0.00

UNDP UNDP TRAC

71300 Local consult. for soc.protection,IT,Inst.setup,interoperability

3,000.00 15,000.00 0.00

UNDP 30071 GoM

71200 Intern.consultants for soc.protection,IT,Inst.setup,interoperability

7,500.00 15,000.00 15,000.00

Interoperability framework

UNDP UNDP TRAC

71300 Local consult.for Interoperability Framework &interinstitutional connections

5,000.00 5,000.00 0.00

UNDP 30071 GoM

71200 Intern.consultants for Interoperability Framework &interinstitutional connections

5,000.00 5,000.00 0.00

Development and Implementation of ISSS

UNDP UNDP

TRAC72100 Contractual services (Development of the ISSS system)

0.00 20,000.00 73,824.00

UNDP 30071

GoM72100 Contractual services (Development of the ISSS system)

0.00 230,000.00 223,676.00

UNDP 30071

GoM72100 Contractual services (Inter-connection modules) 0.00 0.00 70,000.00

30071

GoM72100 Contractual services (Platform system develop.) 0.00 0.00 220,000.00

Training

UNDP 30071

GoM72100 Contractual services (Trainings/Capacity development)

5,000.00 10,000.00 10,000.00

UNDP 30071 71600 Travel (Study tour/Capacity development) 5,000.00 10,000.00 10,000.00

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GoM

Project management

UNDP 30071

GoM71400 Contractual services individuals 11,500.00 29,000.00 29,000.00

UNDP 30071

GoM62100 Salaries;GS Staff 8,500.00 27,400.00 21,000.00

UNDP 30071

GoM71300 International consultants (Chief technical advisor)

9,000.00 18,000.00 18,000.00

UNDP 30071

GoM71600 Travel 2,212.00 0.00 10,476.00

UNDP 30071

GoM73100 Rental&Maintenance -Premises 1,955.00 4,905.00 7,200.00

UNDP UNDP

TRAC73100 Rental&Maintenance -Premises 1,646.00 2,028.00 2,500.00

UNDP 30071

GoM74200 Communication 1% 965.00 4,200.00 7,630.00

GMS 7 % 30071 GoM

5,679.00 24,745.00 44,939.00

TOTAL FUNDED BY GOVERNMNET OF MONTENEGRO 86,810.00 378,250.00 686,921.00TOTAL FUNDED BY UNDP 9,646.00 42,028.00 76,324.00TOTAL FOR ALL YEARS 1,279,979.00

25

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VIII. ANNEXES

Annex 1: Risk AnalysisProject Title: Social Card –Information System of Social Protection (ISSP) Project ID: 00083067 Date: 27/04/2012# Description Date

IdentifiedType Impact &

ProbabilityCountermeasures / Mngt response

Owner Submitted, updated by

Last Update

Status

1. Non existance of the national Interoperability institutional arrangements. This may result in the line insitutions dificulties and resistance to adopt their work processes for data basis' cross-referncing thus jeapordising realisation of soc. card component

27/04/2012 Strategic, Organizational (Interoperability, institutional arrangements fail to deliver)

This is a complex, multi stakeholders’ project that is highly likely to experience difficulties in cross sector cooperation and in securing full ownership with all the Government structures and institutions involved. Thus, impact would be non-alignment (or not sufficient) of all the work-processes for Social card full operation. I = 5; P = 4

Project Board being composed of the high level authorities should be addressed to mobilize all the line Ministries and line instutionns

Project Board

Project Manager

2. IT systems of some of the line inistutions might not be ready for interoperatability i.e. data bases cross-referencing with SWIS

27/04/2012 Execution capacity

An assessment of line institutions IT systems capacity and compliance will be conducted that might prove that some of the line institutions are not technically ready for data exchange within the social card component of the project I = 4; P = 3

Either additional resources might be needed or some insitutions connection might be put on pending untill national Interoperability arrangement in place

Project Board

Project Manager

3. Poor quality of implementation due to limited capaciteis and resistance of Social Welfare Centers staff to change and introduce new work,

27/04/2012 Organizational (Execution capacity)

Social Welfare Centers suffer from limited human resources, IT, and funtionalcapaciteis and some resistance to change could be expected thus jeapordizing new system full operation I = 3; P = 3

Extensive quality assurance through the steering committee, stakeholder meetings and core team meetings as well as internal cross-practice engagement will ensure

Ministry of Labour and Social Welfare; Project Board

Project Manager

23

busness processess4. Wrong public

perceptin of social card project

27/04/2012 Political

The project ultimately may not be perceived as successful by external parties I = 4; P = 4

Both the Gov.and Project Manager have to invest efforts in consultations and presentations in media to secure proper public understandig of the project.

Project Boards, Executive Board, Project Manager

Project Manager

6. Human resources 27/04/2012 Organizational (Execution capacity)

Due to small, limited labor market the Project might find it difficult to engage highly competent project staff, quality consultantuncy and IT company I = 4; P = 3

Extensive quality assurance through an international technical advisor, project board and executive committee, UNDP Senior management

UNDP Project Manager

7. If there is no data demand from the level of Ministry and other stakeholders the system may fail to deliver it analytical function.

27/04/2012 Strategic The policy makers may prove not to sufficiently use full potential and adventages of this data-base and to translate the findings into policy change. On the other site if data operators do not do analitics on regular bases he/she is keen to over time loose data analists skills. I = 4; P = 3

Project manager will invest efforts in securing that the key players understand adventage of evidence-based policy. The other non-gov. stakeholders should also create data demand

Ministry of Labor and Social Welfare

Project Manager

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