People s Republic of Bangladesh: Strengthening Results-Based Monitoring and Evaluation Project

Transcription

1 Technical Assistance Report Project Number: December 2006 People s Republic of Bangladesh: Strengthening Results-Based Monitoring and Evaluation Project (Financed by the Japan Special Fund) The views expressed herein are those of the consultant and do not necessarily represent those of ADB s members, Board of Directors, Management, or staff, and may be preliminary in nature.

2 CURRENCY EQUIVALENTS (as of 15 November 2006) Currency Unit taka (Tk) Tk1.00 = $ $1.00 = Tk ABBREVIATIONS ADB Asian Development Bank CAG Comptroller and Auditor General of Bangladesh CPTU Central Procurement Technical Unit DP development partner ERD Economics Relation Division EA executing agency FAPAD Foreign Aided Projects Audit Directorate GED General Economic Division IMED Implementation, Monitoring and Evaluation Division ICT information and communications technology MDG Millennium Development Goal M&E monitoring and evaluation MIS management information system PRS poverty reduction strategy PD project director RMB results-based management SPPP Strengthening Project Portfolio Performance TA technical assistance UNDP United Nations Development Programme WB World Bank TECHNICAL ASSISTANCE CLASSIFICATION Targeting Classification Targeted intervention Sector Law, economic management, and public policy Subsector National government administration, public finance and expenditure management Themes Governance, and capacity development Subtheme Public governance, institutional and organizational development NOTE In this report, "$" refers to US dollars. Vice President L. Jin, Operations 1 Director General K. Senga, South Asia Department (SARD) Director H. Du, Bangladesh Resident Mission (BRM), SARD Team leader Team members S. Ekelund, Project Implementation Specialist, SARD P. Kamayana, Senior Country Programs Specialist, BRM, SARD F. Ahmed, Governance Officer, BRM, SARD

3 I. INTRODUCTION 1. The Government of Bangladesh has requested the Asian Development Bank (ADB) to provide technical assistance (TA) for the Strengthening Results-Based Monitoring and Evaluation Project for possible ADB financing. From 20 to 30 August 2006 the Fact-Finding Mission from the Bangladesh Resident Mission (BRM) of ADB held discussions with senior officials of the agencies concerned, including the Economics Relation Division (ERD), the Implementation, Monitoring and Evaluation Division (IMED), the Comptroller and Auditor General of Bangladesh (CAG), and the Foreign-Aided Projects Audit Directorate (FAPAD). This TA is based on the understanding reached during the Mission. The design and monitoring framework is in Appendix 1. 1 II. ISSUES 2. The Government attaches high importance to effective project implementation and effective monitoring and evaluation (M&E) of projects and sectors. In support, ADB financed the TA for Strengthening Project Portfolio Performance (SPPP), 2 which was implemented from 12 December 1999 to 31 August The SPPP addressed the implementation weaknesses in IMED and FAPAD, specifically of ADB s portfolio of projects in Bangladesh. Executed by IMED of the Ministry of Planning, the SPPP focused on three critical areas streamlining managerial and technical capacities in IMED, establishing an operational portfolio performance monitoring system through a management information system (MIS), and strengthening the project accounts management system and audit capacity of FAPAD. 3. IMED and FAPAD have requested a follow-on to the SPPP to review the M&E practices under all Government-implemented development projects, regardless of their funding sources, and strengthen the capacity of IMED and line agencies to implement results-based M&E; and strengthen FAPAD s audit management, audit systems, and implement personal computer-based audit formats. IMED is particularly seeking assistance to address the new challenges arising from its important role in monitoring attainment of the sectoral targets of Bangladesh s poverty reduction strategy (PRS) 3 to assess progress made toward achieving the Millennium Development Goals (MDGs) by the year M&E under current IMED operations is largely focused on indicator calculation and information collection from executing agencies (EAs). However, the PRS requires that IMED s role be elevated to assess the impact of the Government s Annual Development Program on achieving program and sectoral results and targets. Therefore, line ministries must take on responsibility for M&E at the project level, for which IMED, following project completion, will provide network capacity development support. Furthermore, IMED s enhanced responsibilities under the PRS at the sector level will be carried out in close coordination with the General Economic Division (GED) of the Planning Commission, whose role is to monitor achievement of the broader PRS outcomes and objectives at a macrolevel, and assess their impact on progress toward MDGs The TA first appeared in ADB Business Opportunities on 6 September ADB Technical Assistance to the People s Republic of Bangladesh for Strengthening Project Portfolio Performance. Manila (TA 3336-BAN, approved on 12 December for $1 million). Economic Relations Division, Ministry of Finance, Government of the People s Republic of Bangladesh A National Strategy for Economic Growth, Poverty Reduction and Social Development. Dhaka. The PRS focuses on generating employment; improving nutritional status; improving primary, secondary and vocational education; establishing good governance; improving maternal health, sanitation and drinking water; combating terrorism; and monitoring.

4 2 5. Consequently, IMED s mandate, role, and functions within the Government s development planning and M&E system require a systematic review in light of the expanding demands being placed upon the organization. The review must involve participatory consultations with all key stakeholders, through which the institutional structure, reporting relationships, and human resource requirements would be proposed and a strategic plan prepared so as to achieve an effective and sustainable M&E capacity needed to achieve the desired outcomes of the PRS. The TA will develop and implement a reform agenda that builds effective and sustainable capacity, and support IMED in applying results-based management (RBM) concepts, in conformance with the understanding between development partners (DPs) and developing countries, including Bangladesh, at the Paris High-Level Forum on Harmonization and Aid Effectiveness (2005). 6. FAPAD was established in the early 1980s as an office of the CAG to audit all foreignaided projects in the public sector. The constitutional provisions of Bangladesh provide for audit of all funds under the Consolidated Fund, including aid funds, by the office of the CAG. Each year FAPAD conducts audits of about 400 loan and TA projects financed by DPs and submits reports to the respective DPs as well as to the Government and EAs. ADB, like other DPs, has been relying mainly on FAPAD audit reports for assurance on the proper use of development funds and to determine if any actions are needed on reported misuse or impropriety in financial transactions under projects. Due to the enormous volume of work, and inherent capacity and personnel constraints, FAPAD is not always able to ensure quality in its audit reports, and that loan and TA agreements are followed by the EAs. 7. An interdepartmental workshop 4 organized by IMED in January 2006 to assess the SPPP recommendations highlighted that a number of reform and capacity development initiatives were preconditions to the effectiveness of IMED, as well as for RBM to be fully grounded in the Government s monitoring mechanisms. The workshop specifically emphasized the need for enhancing M&E knowledge, techniques, and skills development; operationalizing and expanding the IMED MIS; and a comprehensive study on capacity development with linkages to the absorptive capacity of IMED. III. THE TECHNICAL ASSISTANCE A. Impact and Outcome 8. The outcome of the TA is to strengthen the organizational capacity of IMED and FAPAD through qualitative changes in their structure, functions, reporting relationships, M&E and audit capacity based on the principles of RBM. This outcome will enable the organizations to support monitoring of the implementation of the PRS and achievement of the MDGs at the sectoral level, in partnership with line ministries and GED. The impact of the TA will be improved accountability and enhanced performance in delivering development programs. B. Methodology and Key Activities 9. The five outputs below will provide IMED with a strategic plan, support its implementation through capacity development and training, and enhance its MIS to support results-based M&E; and provide FAPAD with enhanced audit management tools. 4 IMED, Planning Ministry, Government of the People s Republic of Bangladesh. 31 January Workshop on Dissemination of Findings and Recommendations of Five Study Reports. Dhaka.

5 3 1. Output 1: An Agreed-upon Strategic Plan for IMED 10. Activities for development of a strategic plan for IMED include: A series of participatory workshops involving stakeholders at the policy and operational levels, i.e., IMED, line ministries, EAs, Planning Commission (particularly GED), and concerned development partners to formulate a strategic plan for IMED. Suggested areas for the workshops include (a) IMED s current linkages with line ministries/eas and means to strengthen this linkage; and (b) IMED s current mandates, structure, locus, and reporting relationship with a view to strengthening its M&E capacity and role to support monitoring of PRS and MDG implementation applying the principles of RBM; Through a participatory consultative process, which will also contribute to the capacity development of IMED, design M&E frameworks (a minimum of two) for social sector and infrastructure projects in line with the indicators of the PRS; and Based on the participatory workshops outcomes, prepare a draft strategic plan and M&E manual for IMED, for the approval of the Government. 2. Output 2: Capacity Needs Assessment and Implementation of Capacity Development and Training Plans 11. Activities for development of capacity building and training plans for IMED include: (vii) Support institution, organization, and network capacity development as approved and agreed upon in the strategic plan; Review training needs assessment reports, as well as capacity development reports prepared under the SPPP; Assess the absorptive capacity of IMED staff and their current skills that may be relevant to their capacity development in order to implement the strategic plan; Assess the appropriateness of establishing in IMED a unit for result-based M&E knowledge management, training, and research. This will include exploring utilization of existing Government training institutions, academic institutions, the private sector, and twinning arrangements with foreign institutions in the region; Develop capacity development and training plans supporting IMED s strategic plan; Implement the capacity development and training plans to enhance IMED and EA staff capacity in a range of areas required to support the reform process; and Review a similar country s efforts in improving M&E and implementing RBM reforms. 3. Output 3: Enhancement of MIS into a Web-Based Online M&E System Operationally Linked to Line Ministries and Key Agencies 12. Activities for enhancing the IMED MIS include: Review information needs for improved result-based project monitoring at different levels of the Government, including IMED; Review all relevant reports including recommendations of the SPPP project and projects supported by other development partners; Prepare a conceptual and functional design for upgrading the existing MIS by establishing web-based interfaces with other government MISs (including the IMED Central Procurement Technical Unit [CPTU]) MIS); Conduct a participatory workshop involving IMED and key line ministries, relevant EAs, development partners, and the national information and

6 4 (vii) (viii) communications technology (ICT) task force to strengthen the MIS to support implementation of the IMED strategic plan; Prepare recommendations to strengthen the IMED MIS and establish web-based linkages with the key line ministries/eas/planning Commission; Upgrade in collaboration with the United Nations Development Programme (UNDP) and World Bank-supported e-governance initiatives, the local area network of the Planning Commission campus, including ERD, GED, IMED, and CPTU, to support implementation of the IMED MIS; Develop training materials, and IMED trainers, for the upgraded MIS; and Conduct training for IMED, line ministry, and EA staff to fully implement the enhanced IMED MIS. 4. Output 4: Enhancement of FAPAD s Audit Management 13. Activities for enhancing FAPAD s audit management include: Review the impact of all project support to FAPAD, including the SPPP, and the FAPAD component of the World Bank-supported Computerization of Project Accounts Manual, Development of Asset Management, and Reforming Project Audit Methodology Project; Conduct trial pilot audits with the FAPAD audit team to strengthen capacity and validate and, if necessary, propose revisions to audit manuals; Based on an appraisal of the foregoing review, develop capacity development and training plans for the revised audit manual, and computerized audit monitoring system 5 ; Review hardware and network setup for the proposed computerized audit monitoring system, and upgrade if required; and Implement the capacity development and training plans to enhance FAPAD staff capacity in a range of areas required to support the audit process. 5. Output 5: Recommendations for Follow-Up Support 14. Activities for preparing subsequent support to FAPAD and IMED include: C. Cost and Financing Prepare recommendations for subsequent support to IMED and FAPAD based on an assessment of the achievement and impact of outputs The total cost of the TA is estimated to be $1,000,000 equivalent, of which $800,000 will be financed on a grant basis by the Japan Special Fund, funded by the Government of Japan. The Government of Bangladesh will finance the remaining $200,000 equivalent by providing counterpart staff, office accommodation, meeting venues, and related facilities on IMED and FAPAD premises, local transport for counterpart staff, and telephone connections for the TA team. The detailed cost estimates are in Appendix 2. D. Implementation Arrangements 16. IMED will be the EA for the TA, and the support to FAPAD is provided as a separate module under the TA, with FAPAD as Implementing Agency. The secretary of IMED will appoint 5 Developed under the FAPAD component of the World-Bank supported Computerization of Project Accounts Manual, Development of Asset Management, and Reforming Project Audit Methodology Project, implemented under the Ministry of Finance. Project completion is scheduled for December 2006.

7 5 a senior project director (PD), at no less than director general rank, to act as full- time PD for the TA. The FAPAD component will be implemented in close coordination with CAG. A core group of qualified technical staff (minimum one per consultant) within IMED and FAPAD will serve as counterparts to the TA consultants. The counterparts must have background in capacity development and training, institutional development and change management, and policies and strategic planning and MIS/ICT systems development, corresponding to the skill areas of the international and national consultants. A high-level TA steering committee, chaired by the IMED secretary, with the office of the PD serving as the secretariat, will be constituted, involving FAPAD, key ministries and agencies, and development partners presently supporting or planning support to IMED and FAPAD, to provide policy guidance and supervise the TA activities. The steering committee will meet at a minimum every second month to review consultants reports, and evaluate project activities and project implementation arrangements. 17. The TA will be implemented in close coordination with initiatives proposed by other DPs to ensure complementarities and avoid duplication of effort. UNDP is supporting e-governance initiatives. 6 Under a World Bank-supported Public Procurement Reform Project, IMED has implemented procurement reforms, including new procurement procedures and legislation, established a CPTU in IMED, and developed an MIS for monitoring all public procurement. Through the Economic Management TA project, the World Bank is also supporting development of a national e-governance strategy, preparation of a road map for ICT development, preparation of a prioritized plan and deployment of ICT facilities within the Government structure (ministries and departments), and training of civil servants on ICT applications. The World Bank is further supporting FAPAD to prepare a revised audit manual, and develop a computerized audit monitoring system The TA will be implemented over a period of 24 months, from February 2007 to January International (18 person-months) and national (40 person-months) consultants will be engaged through an internationally recognized consulting firm under quality- and cost-based selection in accordance with ADB s Guidelines on the Use of Consultants (April 2006, as amended from time to time), and shortlisted firms will be asked to submit biodata and technical proposal. The expertise to be provided include RBM, strategic planning, institutional and capacity development, change management, MIS, and audit management. The equipment for the TA will be procured in accordance with ADB s Procurement Guidelines (April 2006, as amended from time to time), and will be handed over to the Government on completion of the TA. Outline terms of reference for the consultants are in Appendix 3. IV. THE PRESIDENT'S DECISION 19. The President, acting under the authority delegated by the Board, has approved the provision of technical assistance not exceeding the equivalent of $800,000 on a grant basis to the Government of Bangladesh for Strengthening Results-Based Monitoring and Evaluation Project, and hereby reports this action to the Board. 6 Assistance to SICT by Strengthening Planning Division, Economic Relations Division (ERD), Ministry of Finance, and IMED through ICT executed by the Planning Ministry project and financed by UNDP and the Canadian International Development Agency (CIDA) for $2.3 million. 7 A component of the Computerization of Project Accounts Manual, Development of Asset Management, and Reforming Project Audit Methodology Project, implemented under the Ministry of Finance. Project completion is scheduled for December 2006.

8 6 Appendix 1 DESIGN AND MONITORING FRAMEWORK Design Summary Impact Improved accountability and enhanced performance in delivering development programs toward poverty reduction Outcome Improve organizational capacity of IMED and FAPAD through qualitative changes in their structure, functions, reporting relationships, and monitoring, evaluation, and audit capacity based on the principles of RBM Outputs Performance Indicators/Targets Increase in transparency and accountability in development project management RBM for outcome measurement widely practiced Changes in IMED locus, functions and structure; IMED MIS expanded and FAPAD MIS established; IMED WAN implemented and capacity developed among IMED, FAPAD, and selected line ministry/ea staff; M&E capacity in IMED, and audit capacity of FAPAD enhanced Data Sources/Monitoring Mechanisms Project audits, reports, and reviews Capacity assessment reports Assumptions and Risks Assumption Government continues to pursue RBM approach and recognizes the linkages between RBM and improved poverty reduction outcome of development projects Risk Project not implemented on schedule Assumptions Prevalence of political will to undertake change, continuous dialogue with stakeholders throughout the process, staff motivation in IMED and FAPAD maintained, and consultants performance satisfactory Risks Absence of timely Government decisions 1. An agreed-upon strategic plan for IMED containing a welldefined institutional development action package in relation to its functions, staffing, structure, appropriate locus, and reporting relationships IMED strategic plan and M&E manual prepared; strategy for wider whole of government engagement with IMED delineated; best practice examples understood by the stakeholders; and M&E frameworks established Reports and TA review missions Government decisions are made on time Line ministries/eas continue to engage with IMED Sustained interest from development partners Ministries and EAs continue to support changes

9 7 Outputs 2. A capacity needs assessment and implementation of a capacity development and training plan that will support the implementation of the IMED strategic plan 3. Enhancement of the IMED MIS into a webbased on-line M&E system linked to line ministries and EAs for data entry and utilization of information, within the framework of the Government s comprehensive e- governance strategy 4. Implement a plan for enhancing FAPAD s audit management Performance Indicators/Targets Capacity development and training plans developed and implemented on time Line ministries, EAs and other stakeholders becoming more involved in M&E and RBM; IMED acting as mentor and partner Consensus reached on MIS expansion to support implementation of IMED strategic plan and to establish linkages with other stakeholders Information needed for monitoring at IMED and line ministries/eas available. A conceptual and functional design for upgrading existing MIS through web interfaces with other automated systems in the government (such as CPTU) prepared on time A network with key line ministries and key EAs established Based on review and appraisal of earlier support to FAPAD, capacity development and training plans developed and implemented; and PCbased audit tools developed, and PC network initiated in FAPAD and CAG for better audit management Data Sources/Monitoring Mechanisms Reports and TA review mission TA review missions Implementation of MIS expansion documented Personnel trained and capacity enhanced Key line ministries and EAs linked to IMED s M&E system Reports and TA review mission Stakeholders involvement in audits and overall performance of the audit process demonstrated Assumptions Ministries and EAs continue to support changes Staff is available for training Staff is eager to learn new techniques in M&E and understand RBM Government decisions on MIS expansion and line ministry connections are made on time Personnel are available to handle mentoring functions DPs collaborate in the process of change management in MIS. Availability of funds for equipment procurement and operations and maintenance from the Government of Bangladesh and DPs Availability of maintenance support Government involvement in implementation Government decisions are made on time Personnel are available to handle mentoring Staff members are available for training Staff members are eager to learn new techniques

10 8 Appendix 1 Outputs 5. Recommendations prepared for subsequent support (investment and/or TA as required) to IMED and FAPAD Performance Indicators/Targets Recommendations for subsequent support, in phases as appropriate, prepared based on an assessment of the achievement and impact of outputs 1 4 Data Sources/Monitoring Mechanisms Project final report Activities and Milestones Activities with Milestones 1. Improve the organizational capacity of IMED 1.1. Strategic plan for IMED prepared (within 3 months from mobilization), and approved by the Government (within 6 months from mobilization); 1.2. Capacity development and training plans supporting the strategic plan for IMED prepared (within 3 months from mobilization), and approved by the Government (within 6 months from mobilization); 1.3. Capacity development and training plans for IMED implemented (within 22 months from mobilization); 1.4. Consensus reached on MIS expansion to support IMED strategic plan and establish linkages with other stakeholders (within 6 months from mobilization); and 1.5. MIS expansion to support IMED strategic plan and linkages with other stakeholders established and functioning (within 18 months from mobilization). 2. Improve the organizational capacity of FAPAD 2.1. Capacity development and training plans for FAPAD prepared (within 2 months from mobilization), and approved by the Government (within 4 months from mobilization); 2.2. Capacity development and training plans for FAPAD implemented (within 22 months from mobilization); and 2.3. PC-based audit tools developed and used, and PC network established and used by key managers of FAPAD and CAG (within 12 months from mobilization). 3. Future Support 3.1. A plan with recommendation for subsequent support (investment and/or TA as required) to IMED and FAPAD (within 22 months from mobilization). Assumptions Political will on role of IMED in M&E of PRS, and FAPAD for financial and performance audits, continues Input ADB: About 18 personmonths of international consultants, and 40 person-months of national consultants, costing not more than $800,000. Government: In-kind contribution in the form of local counterpart facilities, including office accommodation, meeting venues, and related facilities on IMED and FAPAD premises, but also local transport for counterpart staff, and telephone connections for the TA team. All relevant reports, documents, and information will be made available as needed. ADB = Asian Development Bank, CAG = comptroller and auditor general of Bangladesh, CPTU = Central Procurement Technical Unit, DP = development partner, EA = executing agency for a project, FAPAD = Foreign Aided Projects Audit Directorate, IMED = Implementation Monitoring Evaluation Division, M&E = monitoring and evaluation, MIS = management information system, PC = personal computer, PRS = poverty reduction strategy, RMB = results-based management, TA = technical assistance. HUA DU Country Director, BRM KUNIO SENGA Director General, SARD

11 Appendix 2 9 COST ESTIMATES AND FINANCING PLAN ($'000) Total Item Cost A. Asian Development Bank Financing a 1. Consultants a. Remuneration and Per Diem i. International Consultants ii. National Consultants b. International and Local Travel 57.0 c. Reports and Communications Equipment b Training, Seminars, and Conferences a. Facilitators c 10.0 b. Training Program d Miscellaneous Administration and 20.0 Support Costs 5. Representative for Contract Negotiations Contingencies 70.0 Subtotal (A) B. Government Financing 1. Office Accommodation and Transport Remuneration and Per Diem of Counterpart Staff 3. Others 35.0 Subtotal (B) Total 1,000.0 a Financed by the Japan Special Fund, funded by the Government of Japan. b Office equipment, management information system and network hardware and software. All equipment to be provided under the technical assistance (TA) will be procured in accordance with ADB s Procurement Guidelines, and will be handed over to the Government on completion of the TA. c Provided for the series of participatory workshops, and participatory consultative process. Estimate based on a total of 2 months input including preparation and support. d Training for estimated 300 Implementation, Monitoring and Evaluation Division and Foreign Aided Projects Audit Directorate staff during 1 5 days training courses. Exact number and training program will be determined following completion of capacity development and training plans. Source: Asian Development Bank estimates.

12 Appendix 3 10 OUTLINE TERMS OF REFERENCE FOR CONSULTANTS A. International Team Leader/Strategic Planning, Institutional Strengthening/Resultbased Management Expert (7 person-months) 1. The team leader will have three inputs 3 person-months at the beginning to prepare the inception report, set up the project and work plan, and complete the draft strategic plan of the Implementation, Monitoring and Evaluation Division (IMED); 3 months during the middle of the project life to prepare the midterm report and work with the capacity development team as well as follow up any pending reform agenda; and 1 month at the end to oversee the completion of the project and prepare the final report. This is a tentative proposal subject to work plan finalization. The expert will have the following responsibilities: (vii) (viii) (ix) (x) (xi) (xii) (xiii) (xiv) (xv) Lead the consultant team; Conduct, in conjunction with the team, a series of participatory strategic planning workshops involving IMED staff and other stakeholders; Review all relevant reports including recommendations of the Strengthening Project Portfolio Performance (SPPP) Workshop of January 2006 and IMED Road Map prepared in 2004; Lead the review and appraisal of past support to the Foreign Aided Projects Audit Directorate (FAPAD), and support the development of modern audit management tools for FAPAD; In line with the outcome of the participatory workshops, prepare, involving IMED counterparts and project team, a strategic plan document delineating short-, medium- and long-term actions for IMED, which will form the basis of a specific divisional plan for IMED; Collect and disseminate best practices on monitoring and evaluation (M&E) and results-based management (RBM) from the region and globally (such as India and Malaysia) through participatory workshops that will serve as inputs to the development of the IMED reform recommendations; Mentor IMED staff in the preparation of strategic plans as a capacity development activity; Following the series of workshops and in conjunction with the national institutional strengthening, strategic planning and result-based management specialist, recommend an appropriate reform package delineating IMED s structure, functions, mandate, locus, reporting relationship, and potential linkages with line ministries and EAs; Consult various development partners and other stakeholders regularly on the project activities and seek suggestions for inclusion in the recommendations for IMED reforms; Maintain regular communication with the Asian Development Bank s Bangladesh Resident Mission; In conjunction with the national institutional strengthening and result-based management specialist, prepare a plan for implementing reforms; Conduct high-level workshops with regard to IMED reforms and strategic plan; Design, through a participatory capacity development exercise, two sets of resultbased M&E framework relevant to social sector and infrastructure projects that can measure outcomes and impacts, as well as support the monitoring of the Millennium Development Goals and poverty reduction strategy; Advise and provide mentoring to IMED on change and result management with regard to IMED s reforms as and when required; and Prepare reports in conjunction with the consultant team.

13 Appendix 3 11 B. International Capacity Development Expert (5 person-months) 2. The international capacity development expert and the national capacity development specialist will work together with mainly output 2 (capacity needs assessment and implementation of the capacity development and training plans), and output 4 (enhancing FAPAD s audit management), the latter with support from the international audit management expert. The inputs for this position will be organized as follows first mission for uninterrupted 2 months, 2 months during mid-project, and 1 month during the end of the Project. This is a tentative proposal subject to work plan finalization. The expert will have the following responsibilities: (vii) Design and conduct a series of capacity development and training activities in M&E, RBM, change management, audit management, and other relevant areas; Review reports on training needs and capacity development prepared under the SPPP, and training reports prepared in the supplementary phase of the SPPP; Assess the absorptive capacity of IMED and FAPAD staff and their current skills, including requirements for English report writing, and other aspects not covered under the SPPP that may be relevant to their capacity development; Assess the appropriateness of twinning arrangements with external agencies overseas and establishment of a special training and research unit within IMED; Identify areas of training and conduct special workshops on result-based M&E that draw upon current global best practices; Based on review and appraisal, prepare capacity development and training plans for IMED, FAPAD, and line ministry staff; and Develop appropriate mentoring tools for IMED, FAPAD, and line ministry staff. C. International MIS Planning Expert (3 person-months) 3. The expert will have initially 2 months uninterrupted input in the review and preparation activities for output 3 (enhancement of MIS) and output 4 (enhancing FAPAD s audit management); and a second input of 1 month during the implementation of MIS and networks. This is a tentative proposal subject to work plan finalization. The expert will have the following responsibilities: (vii) Conduct participatory workshops involving IMED and other stakeholders, such as the line ministries, relevant EAs, aid agencies, and information and communications technology (ICT) task force; Review all relevant reports including recommendations of the SPPP and Support to ICT Task Force Program Project (SICT) so as to avoid duplication of efforts and repetition of earlier activities; Prepare an MIS operationalization and expansion plan in close conjunction with the government counterparts, development partners, and ICT task force; Review information needs for effective result-based project monitoring at different levels of the government, including IMED, and suggest measures to establish adequate information flow; Prepare a conceptual and functional design for upgrading the existing MISs and making them part of the integrated MIS by establishing interfaces with other automated systems of the government; Review the required hardware and network setup for FAPAD s proposed computerized audit monitoring system, and propose upgrading, if required; Work with the long-term national MIS/Training Specialist in advising and, where appropriate, undertaking work to upgrade and expand the campus network of the

14 Appendix 3 12 (viii) (ix) (x) Planning Commission campus (to include General Economic Division Economics Relation Division and Central Procurement Technical Unit); Advise on the establishment of a wide area network with all ministries of the government and key executing agencies, utilizing already existing such networks where possible; Develop training materials for the upgraded MIS; and Help procure necessary hardware and software to upgrade the MIS, and networks (Note: Most of the funding for MIS hardware and software will be provided by development partners and the Government of Bangladesh; procurement under ADB funding will be identified by the MIS planning expert). D. International Audit Management Expert (3 person-months) 4. The expert will have initially an uninterrupted input of 2 months in the review and preparation activities for output 4 (enhancing FAPAD s audit management), and then an input of 1 month during the implementation of the capacity development and training plans. This is a tentative proposal subject to work plan finalization. The expert will have the following responsibilities: Review the impact of all project support to FAPAD, including the SPPP, and the FAPAD component of the World Bank-supported Computerization of Project Accounts Manual, Development of Asset Management, and Reforming Project Audit Methodology Project; Conduct trial pilot audits with the FAPAD audit team to strengthen capacity, validate and, if necessary, propose revisions to the audit manual; Prepare guidelines in applying the revised audit manual, and computerized audit monitoring system; Prepare recommendations regarding FAPAD s audit focus for foreign-aided projects, develop a model audit report and a model audit plan; Support the development of the capacity development and training plans; and Implement the capacity development and training plans to enhance FAPAD staff capacity in a range of areas required to support the audit process. E. National Deputy Team Leader and Strategic Planning, Institutional Strengthening and Result-based Management Specialist (8 person-months) 5. It is proposed that this specialist, in line with the team leader s inputs, will have three inputs 4 person-months at the beginning to assist in preparing the inception report, project setup and work plan, and work on output 1 (IMED strategic plan); 2 months during the middle of the project to prepare the midterm report and work with the capacity development team as well as follow up any pending reform agenda; and 2 months at the end to see the completion of the project and assist in preparing the final report. This is a tentative proposal subject to work plan finalization. The specialist will have the following responsibilities: Assist the team leader in conducting a series of participatory strategic planning workshops involving IMED staff and other stakeholders; Review reports relevant to reforms in IMED including recommendations from the SPPP workshop of January 2006 and IMED road map prepared in 2004; In line with the outcome of the participatory workshops, assist in preparing a strategic plan document delineating short-, medium- and long-term actions for IMED, which will form the basis of a specific divisional plan for IMED in the future;

15 Appendix 3 13 (vii) (viii) (ix) (x) (xi) Assist the team leader in collecting best practices on M&E and RBM from the region and globally and disseminate them through workshops to serve as inputs in developing the IMED reform recommendations; Mentor IMED staff in preparing strategic plans as a capacity development activity; Following the series of workshops, assist in preparing recommendations appropriate to IMED s structure, functions, mandate, locus, reporting relationship and IMED s potential linkages with line ministries and EAs; In conjunction with the team leader, consult various development partners and other stakeholders regularly on the project activities and seek suggestions for inclusion in the recommendations for IMED reforms; Assist the team leader in preparing an implementation plan for phased implementation of reforms; Assist in conducting workshops related to IMED reforms and strategic plan; Assist the team leader in designing, through a participatory capacity development exercise, two sets of result-based M&E framework relevant to the social sector and infrastructure projects that can measure outcomes and impacts, as well as support the monitoring of the Millennium Development Goals and the poverty reduction strategy; Assist in preparing reports. F. National Capacity Development and Training Specialist (8 person-months) 6. The specialist will work in tandem with the international expert in two areas, output 2 (capacity needs assessment and implementation of the capacity development and training plans), and output 4 (enhancing FAPAD s audit management). The inputs for this position will be organized as follows first mission for uninterrupted 4 months, and three inputs of 1 to 2 months each during months This is a tentative proposal subject to work plan finalization. The specialist will have the following responsibilities: Design and conduct a series of capacity development and training activities in M&E, RBM, change management, and other relevant areas; Review relevant reports on training needs and capacity development prepared under the SPPP; Assess the absorptive capacity of IMED and FAPAD staff and their current skills and other aspects not covered under the SPPP, including requirements for English report writing, or earlier support, relevant to their capacity development; Assess the appropriateness of twinning arrangements with external agencies overseas and establishment of a special training and research unit within IMED; Prepare the capacity development and training plans for IMED, FAPAD, and line ministry staff; and Develop appropriate mentoring tools for IMED, FAPAD, and line ministry staff. G. National MIS/Training Specialist (14 person-months) 7. The specialist will work with the international expert for a total of 14 person-months input involving planning, training, and implementing the MIS components. The 14 person-months may be divided into several inputs. This is a tentative proposal subject to work plan finalization. The specialist will have the following responsibilities: Conduct participatory workshops involving IMED and other stakeholders, such as the line ministries, relevant EAs, development partners, and ICT task force; Review all relevant reports including recommendations of the SPPP and SICT to avoid duplication of efforts and repetition of earlier activities;

16 Appendix 3 14 (vii) (viii) (ix) (x) Prepare an MIS expansion plan in close conjunction with the government counterparts and development partners and the ICT task force; Review the information needs for effective result-based project monitoring at different levels of the government, including IMED, and suggest measures to establish adequate information flow; Review required hardware and network setup for CAG and FAPAD s proposed computerized audit monitoring system, and propose upgrading, if required; Prepare a conceptual and functional design for upgrading the existing IMED MISs and make them part of the integrated MIS by establishing web interfaces with other automated systems of the government; Upgrade and expand the campus network of the Planning Commission campus; Establish a wide area network with key ministries of the government and key executing agencies utilizing already existing such networks where possible; Develop training materials for the upgraded MIS; and Assist in procuring necessary hardware and software required to upgrade the MIS and networks. (Note: Most of the funding for MIS hardware and software will be provided by other development partner projects and the Government of Bangladesh while some funds will be procured through this TA.) H. National Audit Specialist (10 person-months) 8. This position will provide initially 2 person-months for the review and preparation activities for output 4 (enhancing FAPAD s audit management), and an input of 8 personmonths during the implementation of the capacity development and training plans. This is a tentative proposal subject to work plan finalization. The specialist will have the following responsibilities: Assist in reviewing the impact of all project support to FAPAD, including the SPPP, and the FAPAD component of the World Bank-supported Computerization of Project Accounts Manual, Development of Asset Management, and Reforming Project Audit Methodology Project; Assist in trial pilot audits with the FAPAD audit team so as to strengthen capacity, validate, and, if necessary, propose revisions to the audit manual; Assist in preparing guidelines in applying the revised audit manual, and computerized audit monitoring system; Assist in preparing recommendations regarding FAPAD s audit focus for foreignaided projects, and develop a model audit report and a model audit plan; Support the development of the capacity development and training plans; and Support the implementation of the capacity development and training plans to enhance FAPAD staff capacity in a range of areas required to support the audit process. I. Reporting Requirements 9. The consultants will submit hard copies of the following reports to ADB (3 copies) and to the EA (20 copies): inception report, within 4 weeks of mobilization; monthly reports; draft strategic plan for IMED, within 3 months of mobilization; draft capacity development and training plans for FAPAD, within 2 months of mobilization; draft capacity development and training plans for IMED, within 3 months of mobilization; draft final report, 3 weeks before end of contract; and (vii) final report incorporating comments from the EA and ADB, prior to the closing of the TA. All reports will, in addition, be submitted in editable format on CD-ROM to ADB and the EA.