SPFMSP Annual Report 2015-16 by Tareq Salahuddin

2015-16 ANNUAL REPORT

Prepared for Strengthening Public Financial Management for Social Protection (SPFMSP) Project

November 2016

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Table of Contents Table of Contents ...............................................................................................................................................................................i Acronyms ............................................................................................................................................................................................ ii Executive Summary ......................................................................................................................................................................... 1 1

Brief Background & Introduction.................................................................................................................................. 3

Progress & Key Achievements ........................................................................................................................................ 5 2.1

Output 1- Improved GoB capacity to develop social protection policy & budgets and coordinate & monitor the implementation of the social protection system.......................................................... 5

2.2

2.1.1

National Courses ............................................................................................................................... 5

2.1.2

Global Courses ................................................................................................................................... 7

2.1.3

Study Tours ......................................................................................................................................... 7

2.1.4

Management Information System (MIS) ................................................................................... 9

Output 2 - Ministry and Departments of the GoB are able to access and use a strengthened evidence base on poverty, vulnerability, nutrition and social protection ........................................ 13 2.2.1

Scheme Diagnostics ....................................................................................................................... 13

2.2.2

Research Studies ............................................................................................................................. 14

2.3

Output 3 - Costed plans are developed for the reform of priority social protection schemes 15

2.4

Output 4 - Ensuring that effective programme management arrangements are established to achieve programme outputs and objectives ............................................................................................. 16

2.4.1

Logframe Monitoring & Evaluation Framework ................................................................... 16

2.4.2

PIC and PSC Meetings ................................................................................................................... 16

2.4.3

Annual Review ................................................................................................................................. 17

2.4.4

Establishing SPBMU and Joint Office Space .......................................................................... 17

2.4.5

Project Management and Risk Management ......................................................................... 17

2.4.6

Communications Strategy ........................................................................................................... 18

Key Issues and Lessons ................................................................................................................................................... 20 3.1

The Importance of Positive Ownership by Government ........................................................................ 20

3.2

Hiring International Specialists for Diagnostic and Research Studies ............................................. 21

3.3

Adequate Preparation and Planning Time for Capacity Development Activities .......................... 21

Conclusion .......................................................................................................................................................................... 23

Objectives for 2016-2017 .............................................................................................................................................. 24

Annex I –Participant Lists from Three National Courses ................................................................................................... 25 Annex II – List of Persons Met During India Study Tour ................................................................................................... 29 Annex III- SGSP Revised Theory of Change Logframe (February 2016) ....................................................................... 30 Annex IV- SGSP Revised Logframe (February 2016) ........................................................................................................... 31 Annex V – Revised Milestones Schedule ................................................................................................................................ 37 Annex VI – Updated Risk Matrix ............................................................................................................................................... 38 Annex VII- Work Plan .................................................................................................................................................................... 43

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Acronyms a2i

Access to Information Project

BBC

Bangladesh Computer Council

BBS

Bangladesh Bureau of Statistics

CGA

Controller General of Accounts

Deputy Director

DFID

Department for International Development

DFAT

Department of Foreign Affairs and Trade

DSF-MHVS

Demand-Side Financing- Maternal Health Voucher Scheme

DSS

Department of Social Services

Executive Director

Finance Division

G2P

Government to People

GoB

Government of Bangladesh

HDWWA

Husband-Deserted Women and Widow’s Allowance

iBAS

integrated Budgeting and Accounting System

INSPIRE

International Network for Social Protection Inquiry, Research and Education

IPF

Institute of Public Finance Bangladesh

Line Ministry

LMA/MA

Lactating Mothers Allowance and Maternity Allowance

MIS

Management Information System

MJF

Manusher Jonno Foundation

MoDMR

Ministry of Disaster Management and Relief

MoE

Ministry of Education

MoF

Ministry of Finance

MoHFW

Ministry of Health and Family Welfare

MoPME

Ministry of Primary and Mass Education

MoSW

Ministry of Social Welfare

MoWCA

Ministry of Women and Children’s Affairs

MSP

Maxwell Stamp PLC

NID

National ID

NPD

National Project Director

NPS

National Pension System

OAA

Old Age Allowance

PESP

Primary Education Stipend Programme

Project Director

PFM

Public Financial Management

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

PIC

Project Implementation Committee

PSC

Project Steering Committee

RFP

Request for Proposal

SGSP

Strengthening Government Social Protection Systems for the Poor Programme

SPBMU

Social Protection Budget Management Unit

SPFMSP

Strengthening Public Financial Management for Social Protection Project

TAPP

Technical Assistance Project Proforma

ToR

Terms of Reference

UNDP

United Nations Development Programme

VfM

Value for Money

VGD

Vulnerable Group Development

VGF

Vulnerable Group Feeding

World Bank

WFP

World Food Programme

iii

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Executive Summary The Annual Report for 2015/16 is submitted by Maxwell Stamp PLC (MSP) to the UK Department for International Development, Bangladesh (DFID) and Australian Department of Foreign Affairs and Trade (DFAT). This first Annual Report for the Strengthening Public Financial Management for Social Protection Project (SPFMSP) covers the implementation period from 1 October 2015 to 30 September 2016. SPFMSP is one of five components of the larger Strengthening Government Social Protection Systems for the Poor Programme (SGSP). Good progress was made during the year despite challenges and risks due to the deteriorating working environment through the calling of ‘hartals’ 1 through increasingly more violent strikes and blockades and a steadily worsening security situation that was amplified by the killing of 21 people, mainly foreigners, during the attack by terrorists on the Holey Bakery in the diplomatic enclave in Dhaka. Most of the work plan targets during the year have been met and work continues on pace, if not ahead of schedule, in all work streams. This is in part due to greater ownership and commitment from the Government of Bangladesh (GoB), specifically the Finance Division (FD) of the Ministry of Finance (MoF), towards SPFMSP. There has been a demonstrative increase in the active participation of GoB officials from FD, Social Protection Budget Management Unit (SPBMU), and the six associated Line Ministries (LMs) in various activities of the Project which is helping to shape the project going for ward. The Project’s capacity development initiative providing National Courses on Public Financial Management for Social Protection (PFM for SP) in Bangladesh is ahead of schedule and has delivered 3 courses in March, June and September 2016 that have been well-received by the government. A total of 109 mid- to upper-level Government policy makers were trained during these courses. The course curriculums touched upon a number of topics including social protection models, programme design, targeting, payment systems, budgeting, use of MIS single registers, monitoring and practical applications in the Bangladesh context. These national courses are designed with a high focus on sustainability. In this regard, the Project has aimed to hold courses that will gradually become increasingly more nationally-owned through much greater involvement of national experts and practitioners as presenters rather than using international presenters. The SPBMU has become more involved in the planning of the courses and are increasingly taking the lead in many aspects such as participant recruitment, design of syllabus and course content. Also, in order to encourage the longer-term sustainability and institutionalisation of this capacity development initiative after the Project concludes several participants from each course have been selected as trainees to become future course facilitators. Another aspect of the Project’s capacity development component is Global Courses. One participant was sent to Washington to attend a World Bank (WB) course in May 2016. A customised global course in Chiang Mai on public financial management of social protection interventions has been designed, and 30 participants attended this course in October 2016. The Study Tour initiative of the capacity development work stream is well-underway. In April 2016, 9 MoF officials attended a Study Tour in India on pension reform. The Project is currently making arrangements for a second Study Tour in Kenya in January 2017, and a third in Indonesia in February/March 2017. During the Third Quarter, the Project’s International MIS Specialist reviewed the current state of the MIS development and made adjustments to the MIS design and implementation plan as well as operationalised recommendations that had been made in previous reports. The work plan for developing the system is in place and procurement of a software developer firm is already underway and set to be completed by the end of October 2016. This MIS will be piloted in one social protection scheme of the Ministry of Women and Children’s Affairs (MoWCA) and in the SBPMU. It will also have 1

is a term used in Bangladesh for strike action

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

interface capabilities with an MIS which is already being developed for a scheme of the Ministry of Social Welfare (MoSW). To support the MIS work stream, a national MIS coordinator has been contracted after discussing with DFID. The Project’s diagnostic studies and research initiatives made good progress during the second half of the year. A diagnostic study of MoWCA’s Vulnerable Group Development (VGD) scheme is on time with the delivery of a final report expected by the end of October 2016. A diagnostic study of the Ministry of Family Health and Welfare’s (MoFHW) Demand-Side Financing- Maternal Health Voucher Scheme (DSF-MHVS) began in September 2016 and is scheduled for completion in December 2016. A research study on Payment Systems for Social Benefits is set to get under way shortly at the beginning of the Fourth Quarter. An international consultant and two national consultants have been contracted for this purpose. The Project held a Sensitisation Workshop in May 2016 in part to launch the Project but also to brief officials of partner Ministries, SGSP consortium partners and other stakeholders about the activ ities of the SPFMSP component. Since the launch, the Project Team a number of initiatives from the major work stream areas of capacity development, diagnostic and research studies, and Management Information System (MIS) development have been implemented. A strengthened and active SPBMU has been providing greater assistance to the Project in supporting all initiatives. The Executive Director (ED) and the Deputy Director (DD) of the SPBMU are to be shortly joined by two MIS specialists from FD and the SPBMU has initiated the process of recruitment of an additional two programmers, one maintenance engineer, and other supporting staff. The FD has also committed to filling the vacancies of the three remaining DDs. Currently, the SPBMU is housed in a government building where there is a limited amount of office space. However, there are expectations that from January 2017 the SPBMU and SPFMSP consulting staff will be co-located in an office large enough to accommodate all current and future staffing. The Project Implementation Committee (PIC) convened on a quarterly basis and continue to make a number of important decisions on the direction of diagnostic studies, research, MIS development etc. The Project Steering Committee (PSC) is set to convene for the first time in November 2016. The Project faced and has overcome a number of challenges in its first year of implementation. Challenges included the delay of the India Study Tour (which was subsequently successfully completed in April 2016), the cancellation of a Global Course in Cape Town in August 2016, the under -staffing of the SPBMU and lack of joint office space (which is to be rectified by beginning of 2017). The Team Leader resigned his post in August 2016 and the worsening security situation and short timeframe remaining has meant it has been very challenging to source a replacement international Team Leader. However, after discussions and close consultation with DFID an interim management arrangement was put in place with the Deputy Team Leader stepping-up as an Acting Team Leader’s position and is being supported by a new Project Manager and Project Coordinator who are both based in Dhaka, Bangladesh.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Brief Background & Introduction The Strengthening Public Financial Management for Social Protection (SPFMSP) Project is a complex technical assistance intervention that works closely with the Finance Division of the Government of Bangladesh (GoB) Ministry of Finance (MoF), and six implementing LMs including the Ministry of Social Welfare (MoSW), the Ministry of Primary and Mass Education (MoPME), Ministry of Women and Children’s Affairs (MoWCA), the Ministry of Education (MoE), the Ministry of Health and Family Welfare (MoHFW) and the Ministry of Disaster Management and Relief (MoDMR). The Project is cofinanced by UKaid through the Department for International Develpoment (DFID) and Australian Aid through the Department of Foreign Affairs and Trade (DFAT) and is managed by Maxwell Stamp PLC (MSP). SPFMSP is one component of the DFID-funded Strengthening Government Social Protection Systems for the Poor Programme (SGSP). The aim of the five-component SGSP Programme is to support the GoB to establish policies, budgets and plans for a more effective and efficient social protection system. The other four components of SGSP are being delivered by four implementing partners: the United Nations Development Programme (UNDP), the World Food Programme (WFP), WB, and the Manusher Jonno Foundation (MJF), a local Bangladeshi NGO. The Technical Assistance Project Proforma (TAPP) of the SPFMSP Project was approved by the Government in August 2015. The Project is being implemented by the Social Protection Budget Management Unit (SPBMU) of the FD under the overall supervision of the Additional Finance Secretary (Budget) who also acts as the National Project Director (NPD) for the Project. An Executive Director (ED), who also is the Project Director (PD), is heading the SPBMU. SPFMSP has two governance structures: 1) The Project Steering Committee (PSC) oversees the Project and is chaired by the Finance Secretary with representation from six LMs, DFID, DFAT and other government relevant ministries/agencies; and 2) the Project Implementation Committee (PIC), chaired by the NPD with representation from six LMs, DFID, DFAT, monitors the timely implementation of the Project. The following are the major activities of SPFMSP: Operationalising the Social Protecion Budget Management Unit within the Finance Division – The SPBMU is leading the implementation of the Project and upon completion of the Project it will continue as a permanent unit of the Budget Wing of the FD. The purpose of establishing the SPBMU is to enhance the capacity of the FD to   

To draw an evidence-based social protection budget that responds to efficiency and effectiveness objectives; To improve monitoring of social protection expenditure and: To analyse existing policies, procedures, and systems and commission studies and research to improve/reform the existing systems.

Undertaking Diagnostic Studies of Existing Social Protection Schemes – The Project is commissioning seven diagnostic studies of schemes of six LMs with a view of improving value for money (VfM) through better targeting, preventing leakages, avoiding duplication and bringing greater efficiency to the delivery systems including payment of benefits. Conducting Research – The Project is commissioning demand-driven, issue-based, and exploratory research with the objective of supporting the reform of the existing social protection system by filling gaps in knowledge and meeting requests for additional analysis. Preparing Costed Plans for the Reforms of Priority Social Protection Schemes – The Project will assist the Government in preparing costed reform plans for existing social protection schemes on the basis of the results of the diagnostic studies and research studies undertaken by SPFMSP.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Establishing a Management Information System to Track and Evaluate Social Protection Expenditure â&#x20AC;&#x201C; The Project is assisting the FD in establishing a functional and effective MIS to perform cross-cutting monitoring including expenditure tracking, analysis and evaluation of social protection schemes. The system will be piloted in the SPBMU and in two selected LMs. Training and Developing Capacity â&#x20AC;&#x201C; The Project is implementing a number of capacity development initiatives for SPBMU, FD and the six LMs. The major activities in this area include national and global training courses for suitable GoB officials on the different aspects of social protection relevant to the objectives of the Project and study tours for policy-level officials to acquire knowledge on best global practices in social protection.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Progress & Key Achievements Despite facing a variety of challenges over the first year of implementation, SP FMSP has succeeded in achieving, sometimes ahead of schedule, a number of planned activities (see Annex VII- Work Plan). The activities and key achievements are described under the four major Project outputs are described below.

2.1

Output 1- Improved GoB capacity to develop social protection policy & budgets and coordinate & monitor the implementation of the social protection system To strengthen the Public Financial Management of social protection schemes in the country the GoB specifically requires capacity development support to improve national systems for budgeting, targeting, programme delivery, fiduciary risk management and monitoring & evaluation. Sharing global lessons and building the technical capacities of key GoB officials increases the ability of the Government to make positive changes and run more effective and efficient social protection schemes. GoB officials from national to the Upazila level of Government require this capacity development. Based on a demand-side assessment conducted by SPFMSP, the following areas were identified as methods for training: 1) national training courses 2) global training courses and 3) study tours. The delivery of such social protection training with a focus on public financial management aspects contributes to two related objectives:  

It helps facilitate a positive policy environment that is conducive to integrated and comprehensive social protection reform and; It provides relevant GoB officials with the technical skills necessary to advocate for these changes. Initiatives to develop capacity at both the policy level and delivery level - particularly through sharing lessons of global experiences in similar contexts - can help build political will and strengthen multi-stakeholder support for social protection initiatives and more effective public financial management of those initiatives.

Outlined below are the major achievements of the Project so far in the three training components.

2.1.1 National Courses The SPFMSP’s Capacity Development Strategy states that a total of seven national courses are to be implemented by the SPBMU. The total target of participants from GoB is 280. This capacity development initiative is demand-driven, and has a high level of Government and national ownership. This is vital in terms of enabling the long-term vision to make these courses sustainable by having them institutionalised into the social protection capacity development of the GoB. So far, three national courses have been conducted up until September 2016 with a total of 109 GoB officials trained – 39% of the targeted numbers. The details of these course are outlined below.

2.1.1.1 First National Course The first national course on PFM for social protection was held 27-31 March 2016. The training was held at the Institute of Public Finance Bangladesh (IPF) based at Segunbagicha, Dhaka. IPF is an initiative of FD in response to the need for capacity development in overall PFM of GoB. The course curriculum covered a number of topics including social protection models, programme design, targeting, payment systems, budgeting, use of MIS single registers, monitoring and practical applications in the Bangladesh context.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

The course was inaugurated by Mr. Jalal Ahmed, Additional Secretary, MoF. Representatives from DFID, DFAT and MSP joined the ceremony. At the end of the course, certificates were awarded by Mr. Mahbub Ahmed, Senior Secretary, MoF. Twenty-eight policy-level participants attended the first national course from FD and six LMs (see Annex I). Six participants were nominated as future facilitators of national courses to address the need for building national-level capacity to organise and implement similar capacity development initiatives independently. Participants’ feedback on the training course was collected twice during the course. The first evaluation was at the end of day three of the training and the final course evaluation was completed on the final day (Day 5). The evaluation form consisted of a set of questions on areas critical to measuring the successful implementation of training courses. For example, questions inquired about the knowledge and presentation skills of international and national presen ters, relevance of course contents, usefulness of course reading materials, scope of presentation methods for creating opportunity of sharing among the participants and course presenters. The majority of participants shared that the course content, course exercises and finance group exercises would be helpful in their future work. The evaluation was also rated highly for organisation and overall running of the course, with participants commending the responsiveness and helpfulness of the course support staf f. In terms of the course content and structure, participants highlighted the need for presentations and course materials to be more contextualised to the Bangladesh experiences vis–a-vis the international experiences. Participants also cited the need to be given more time to reflect on the key take away messages from presentations and class discussions. These suggestions were taken into consideration in the design of the second national course.

2.1.1.2 Second National Course The second national course was held on 4-8 June 2016 at IPF, Dhaka. The course was attended by a total of 36 policy-level participants (see Annex I) and a similar curriculum to the first course. In response to feedback about classroom space from the first course, simultaneous training was given to two batches of 18 participants in two classrooms. Based on the level of participation, knowledge, interest and facilitation skills, eight of the participants were nominated as facilitators for the next national courses. Five former participants from the first course who were selected as facilitators were trained and provided facilitation/co-facilitation during the second national course sessions. Participants’ feedback indicated that they were happy with the overall arrangement of course reading materials, sitting arrangements, food, national and international presenters and out-of-classroom support.

2.1.1.3 Third National Course The third national course was held from 25-29 September 2016 at IPF, Dhaka. The design of this course differed from the previous two in the fact that the target participants were district-level GoB officials. Due to this, the course content was shifted to become less about macro-policy and more about implementation and delivery. Also, due to this consideration and to increase the li kelihood of sustainability, the Project sought an even greater number of national presenters and reduced the amount of international presenters. The course was inaugurated by Mr. Jalal Ahmed, Additional Secretary, MoF. Representatives from DFID, DFAT and MSP joined the ceremony. At the end of the course, certificates were awarded jointly by the Project’s NPD Mr. Mohammad Muslim Chowdhury, Additional Secretary, MoF and Ms. Alex Maclean, Team Leader, Extreme Poverty Team, DFID.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

This course saw increased interest and participation of GoB officials. In total, 45 participants took part (see Annex I).

2.1.2 Global Courses Global courses that combine high quality and robust engagement with a group of diverse experts and practitioners can be an effective way of imparting lessons and global experiences of similar countries in the social protection sector. According to the Project’s Capacity Development Strategy, SPFMSP aims to organise three major global courses and facilitate a smaller number of individuals to participate in world-renowned courses on social protection. The overall target of participants in such global courses is 96.

2.1.2.1 Washington Course In May 2016, the Project sent Mr. Azizul Alam, Joint Secretary, FD to a Social Safety Nets Core Course convened in Washington and organised by WB. The two-week course provided the participant with an in-depth understanding of the conceptual and practical issues involved in the development of social assistance and social safety net programs. A variety of learning methods were used, including presentations, round table discussions, simulation games, hands-on computer assisted exercises and group work.

2.1.2.2 Cape Town Global Course In August 2016, according to the Project’s work plan, SPFMSP was to organise its first major global course on public financial management for social protection in Cape Town, South Africa for approximately 30 participants. However, delays by the organisation in finalising the proposal and logistical arrangements meant increases to the budget especially for flights and as a result it wasn’t considered to be value for money and a decision was taken by the team cancel the course.

2.1.2.3 Chiang Mai Global Course With lessons learnt from the Cape Town experience in mind, the Project moved forward with plans to hold a tailor-made global course in Chiang Mai for 30 government officials. (all of whom were highlevel officials from the Finance Division, Cabinet Division and six SPFMSP -associated Line Ministries) The global course was organised in partnership with the International Network for Social Protection Inquiry, Research and Education (INSPIRE). This global course is set to take place from 9 - 14 October 2016.

2.1.3 Study Tours Study tours to countries with important social protection evidence to share pro vide an opportunity to leverage global lessons and experiences. The Project’s Capacity Development Strategy plans for study tours to be conducted with a total of 60 GoB participants.

2.1.3.1 India Study Tour At the beginning of 2015, MoF expressed interest to understand and review the experience of India2 with regard to reforming pensions for the formal public sector as well as the informal sector and the poor including issues revolving around social protection reform. In accordance with the Capacity Development Strategy, the GoB requested a study tour to India which had taken bold steps in introducing systemic pension reforms and introduced co-contributory pensions for the informal sector poor workers that were highly relevant to the Bangladeshi context.

The systems and provision in Bangladesh are very similar to that of India which has had a decent beginning in providing contributory and co-contributory pension schemes to the vast informal sector poor workers. 2

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

The knowledge-transfer and experiential learning from ‘what worked’ and ‘what failed’ in the Indian pension reform context was considered to be of very high value in Bangladesh. Between 27 March and 8 April 2016, a Study Tour to India was undertaken with 8 GoB officials from FD. It was slightly delayed as it took longer than expected for the government to nominate participants and coordinate with the Indian Government. The purpose was to study Indian Pension Reforms – its design, growth, development and current status with special emphasis on ‘Pensions for Poor’. It was aimed at experiential learning and applying the knowledge in designing a pension reform for the country that not only is pro-poor and inclusive in nature for the formal (employees) and informal sector but also covers systemic issues related to civil services pension in Bangladesh. The following officials / personnel were part of the study tour to India Name of Offical

Designation

Mr. A.R.M. Nazmus Sakib,

Additional Secretary, Finance Division

Mr. Md. Abdus Samad

Deputy Secretary, Finance Division

Mr. Md. Golam Mostafa

Deputy Secretary, Finance Division

Mr. Mohd. Rashedul Amin

Deputy Secretary, Finance Division

Mr. Mohammad Saidul Islam

Senior Assistant Secretary, Finance Division

Ms. Kazi Nahid Rasul, Senior

Assistant Secretary, Finance Division

Mr. Shaikh Qamrul Hasan

Chief Accounts Officer, Ministry of Post, Telecom & ICT,

Mr. Sheikh Mohammad Omar Faruk

Chief Accounts Officer, Parliament Secretariat

Dr. Kavim V Bhatnagar

Social Protection Economist, SPFMSP Project

The study tour on pension reforms in India was successfully accomplished with more than 16 meetings in five cities of India and presentations and interaction with 20 organisations (see Annex II). It ranged from meeting the officials of the Finance Ministry, Government of India, Chairman and other senior Directors of Pension Fund Regulatory and Development Authority, Officials from the Controller General of Accounts (CGA) and Central Pension Accounting Office, State Government officials, all regulated entities of the National Pension System (NPS) and Sewa Bank that promotes contributory pension for the poor. The team understood that even when India initially considered such ideas and experimented with such schemes over a decade and learned from each of them, the GoB could leapfrog and cultivate the best practices learned and adopt the same for the poor according to their needs. The tour included a visit to Sewa Bank in Ahmedabad which pioneered the micro-pension movement a decade ago. One of the major results of the India Study Tour was the inclusion of a similar integrated and inclusive pension system as what has been implemented in India being mentioned in the Budget Speech of the Hon. Finance Minister. In his budget speech, the Hon. Finance Minister mentioned, “ We plan to introduce, in phases, under an integrated government-run framework, a comprehensive pension system for all including the self-employed as well as those formally or informally employed in semigovernment organisations and the private sector” (See Box 1).

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Box 1: Paragraph 155-157 of the Budget Speech of the Honourable Finance Minister,

155. Pension: Currently, only 5 percent of our working age population are employed in government services who enjoy pension benefits. Although about 8 percent of remaining 95 percent people employed in private sector receive gratuity benefits, there is no pension or gratuity scheme for the rest. 156. Our demographic structure is changing due to declining population growth rate and increasing life expectancy rate. As a result, number as well as ratio of elderly people in total population is slowly increasing. On the other hand, due to urbanisation, number of nuclear family is also rising, which increases future risks of financial and social insecurity for ageing population. It will be difficult for government alone to manage this risk. In this context, introduction of an inclusive and robust pension scheme for all working class people including the aged is now a demand of the day. 157. To this end, we are considering bringing fundamental changes to our existing pension system. We will reform the existing pension system and introduce contributory pension scheme for all government employees who will join in future. We plan to introduce, in phases, under an integrated government-run framework, a comprehensive pension system for all including the self-employed as well as those formally or informally employed in semi-government organisations and the private sector. DPS system has created an opportunity for establishing pension system in the private sector; the new universal pension plan will centre around this concept. On one hand, this system will guarantee financial and social protection of the ageing population, and on the other hand, provide additional resources to meet long term investment demand along with deepening of financial sector.

2.1.3.2 Future Study Tours The Project is currently making arrangements for a second Study Tour in Kenya in January 2017 for approximately 8 participants. The focus of this study tour will be multifaceted and will touch upon such pertinent issues as the management of social protection programmes in Kenya, the Kenyan social protection policy framework, understanding the financial management processes and procedures of social protection programmes in the country, understanding the payment delivery mechanisms of social transfers, and learning about Kenya's MIS systems and the newly-launched single registry tool. A third study tour in Indonesia is also being arranged for February/March 2017 for approximately 11 participants. The Project team has already made initial contact with DFATâ&#x20AC;&#x2122;s Social Protection Hub in Jakarta to help facilitate the tour. Another three study tours to absorb the remaining 33 participants targeted in the Capacity Development Strategy will be planned up to July 2017.

2.1.4 Management Information System (MIS) As envisaged in the TAPP, one the core functions of the capacity development initiative of SPFMSP is to develop an MIS for the SPBMU that ensures efficient and effective social transfers to the poor, monitors and controls fiduciary risks, and increases VfM in delivery of social protection programmes. The SPFMSP Project team have been working on modalities of realising this objective as evident in the progress in the MIS work stream over the past one year. Described below is the brief analysis of some of the key activities that the SPFMSP MIS team have undertaken in the past one year:

2.1.4.1 MIS Diagnostic Report An MIS Diagnostic Report was developed and submitted in October 2015 after an extensive MIS capacity assessment of the six LMs involved in SPFMSP. The report concentrated on the general functionality of the MIS and the specific functions of the schemes within the six participating LMs. The MIS Diagnostic Report provided an analysis of the MIS capacity of the six LMs in terms of the

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

available IT infrastructure and the MIS systems being used to manage the schemes. This report provided input and guided the SPFMSP MIS team in selecting the two LMs (MoSW, MoWCA) to participate in the pilot phase.

2.1.4.2 Review of the MIS Methodology The MIS Methodology Report proposed detailed software specifications, methodology, design and a broad work plan for the SPBMU MIS. The initial MIS Methodology Report proposed that a top-down implementation approach where manual importation of data from flat files (e.g. MS Excel, csv) into the central SPBMU MIS database would be performed on a regular basis wherever there were changes to the participants’ data. The main limitation of this approach was the data management aspect due to the fact that as the number of schemes within SPBMU MIS increases, data volumes increase and thus management of the flat files could get tedious and become more prone to errors since data is susceptible to editing before it is imported into the SPBMU MIS. As such, this can cause data inconsistency and can expose the SPBMU MIS to fraud. In light of the shortcomings of the top-down approach, DFID commissioned a review to be carried out on the MIS Methodology Report and elicited proposals and recommendations on how to improve upon the approach. The International MIS Specialist invited to perform the review of the MIS Methodology Report made several familiarisation visits (between April 2016 and May 2016) to the MoF and the other two pilot LMs, i.e. MoSW and MoWCA with an aim of understanding the status of social protection participants and payments data management in order to come up with a detailed review and refined SPBMU MIS implementation plan. In addition to this, the MIS Specialist also visited Bangladesh Computer Council (BBC) and Bangladesh Bureau of Statistics (BBS) that are government agencies providing data and IT services to the Ministries. Other visits included the Election Commission Secretariat, which is corporate body responsible for management of the National ID (NID) system which will be used to verify accuracy of the participants’ details. The following were some of the key findings from the visits conducted by the international MIS Specialist: 

 



Though the majority of LMs are manually recording participants’ information and payments management processes, MoSW had initiated the process of developing an MIS for the Department of Social Services (DSS) under the supervision of Access to Information (a2i) which is a unit housed in the Prime Minister’s Office. MoWCA did not have any MIS in place to manage scheme information and processes and therefore the ministry manages participants’ data collection and payment processes manually. MoF has an integrated Budgeting and Accounting System (iBAS), which manages most of the processes in FD. The iBAS application also supports budgets and expenditures for the Ministries, disbursement of funds to social protection schemes in bulk, but is void of information on the actual participants and does not have mechanisms for tracking of the payment process at the lower levels. Thus the system has a compromised level of accountability and is vulnerable to the possibility of fraud. BCC currently provides free hosting for IT software systems of GoB Ministries. BBS started building a Household Register of all citizens of Bangladesh in July 2016. This project, which is funded by WB, is anticipated to be completed by December 2018. It will provide a central database for all households that enables social protection schem es to select their participants more efficiently instead of spending funds to conduct separate targeting in the field. Verification of NIDs can be done by calling a web service developed in the NID Bangladesh Election Commission system and it provides secure Application Programming Interface that can be used by programmers.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

The following are some of the key recommendations from the review of the MIS Methodology report: 

Hosting of SPBMU MIS and the MoWCA MIS at BCC In the review of the MIS Methodology, it was proposed that the SPBMU and MoWCA MIS be hosted at BCC due to the fact that the council currently provide the service for free, already has established servers, stable power backup, tested cooling systems, very secure networks and ready support software required for the operation of the applications. This suggestion has been incorporated into the proposed design of the MIS.



National MIS Coordinator The MIS Methodology review report recommended that it was prudent to recruit a competent National MIS Coordinator to work jointly with the International MIS Specialist in managing the SPBMU MIS implementation project. The National MIS Coordinator would undertake daily routine activities such as providing direct supervision and liaising with the Software Development Companies. Since the National MIS Coordinator will be well versed with the local Bangla language, it would be an added advantage especially when performing certain tasks such as requirements gathering and training which involve close interaction with the Ministry staff with very little command of English language. In accordance with this suggestion, a National MIS Coordinator was recruited in September 2016.



Procurement of software development company The reviewed MIS Methodology also recommended outsourcing of the development of the SPBMU and MoWCA MIS as opposed to in-house development as this would make it possible to meet the set deadline of August 2017. In accordance with this recommendation, it was decided that the procurement process will be outsourced and the vendor will be chosen by MSP in consultation with MoF/GoB.

The final conclusion drawn from the SPBMU MIS Methodology review was that in Bangladesh, where electronic systems for managing schemes already exist and taking into consideration the internationally recognised best practices for developing social protection MIS, use of a bottoms-up approach of implementation is most appropriate. This approach involves setting up the LM scheme MIS to automatically send participants’ data and payments data to the central SPBMU MIS at an agreed time interval. This proposed approach would involve developing the MIS database for MoWCA and the SPBMU MIS and, devise a way of automatically transferring the data from the MOWCA and MOSW MIS to the central SPBMU MIS. Further reviews and analysis of the processes in the MoF and the two LMs ensured a better understanding of the existing systems and how the SPBMU MIS could interface with them. Through the systems reviews and analysis, the MIS Specialist was also able to develop a compact and comprehensive draft implementation plan that could be used to set up a robust SPBMU MIS. The whole process of developing the SPBMU MIS according to the implementation plan will involve:     

developing an MIS application for MoWCA that will manage beneficiaries and payments data; setting up the central SPBMU MIS; configuring an automatic transfer of data from the two LM MIS databases to the central SPBMU MIS database; developing the SPBMU MIS to be able to exchange data with the iBAS and NID system through secure technologies; deploying and installing the SPBMU and MoWCA MISs at BCC.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Figure 1: Proposed MIS Design for Pilot

2.1.4.3 MIS Implementation Plan and Progress The reviewed MIS Methodology Report was approved by the PIC on 17 May 2016. The PIC unanimously agreed that the proposed methodology and implementation plan was suitable, realistic and gave the SPFMSP team the mandate to implement it. The PIC meeting also approved the piloting of OAA and VGD schemes of MoSW and MoWCA respectively for the piloting phase of the SPBMU MIS. The progress so far on implementation and future plans is outlined below: 

Procurement of Software Development firm: The procurement was conducted following the processes proposed by MSP and agreed by DFID and FD. Firstly, the Expression of Interest was advertised in the daily newspapers. EOIs were evaluated by SPFMSP team in August 2016 and six firms were shortlisted. At the end of September 2016, RFPs were sent to the shortlisted firms and the firms are expected to submit both technical and financial proposals by 9 October 2016. Firms will then be allowed to defend the proposals by presenting to the evaluation committee composed of MSP and FD representatives. The awarding of the contract is scheduled to be concluded by 31 October 2016 once the technical and financial assessments are complete.



Design and Development of MIS: This will start 1 November 2016 after signing the contract; the prototype of the two systems is planned to be finished by April 2017.



Testing and Piloting of Two Schemes: Once the prototype is ready, the testing and piloting of the two MISs will begin and continue until July 2017. During this phase it is expected that mass data capture of the MoWCA scheme will be undertaken.



Pilot Sign-off: Several trainings will also be conducted before the sign-off to build in-house capacity that can empower GoB officials to support the SPBMU MIS and also participate in future enhancements of the system. The pilot sign-off is planned for August 2017.



Rollout to other schemes to follow after August 2017: After successful completion of the pilot, the rollout to other schemes and also to other LMs will commence.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

2.2

Output 2 - Ministry and Departments of the GoB are able to access and use a strengthened evidence base on poverty, vulnerability, nutrition and social protection The project plans to identify and implement diagnostic and research studies to generate evidencebased findings and conclusions on the existing social protection system in Bangladesh in a participative manner. The evidence, findings and recommendations from both type s of studies shall later be utilised in the second year of implementation towards designing costed reform plans for selected social protection schemes for the Government. The diagnostic and research studies, combined with the development of costed reform plans are considered to be the foundation of the SPBMU’s approach to strategic planning. FD and other central agencies are interested in avoiding duplication, finding s avings and efficiencies and improving the impact of social protection support for a larger group of people. The government has shown notable willingness to evaluate programme effectiveness, confront shortcomings and cancel or modify schemes to improve performance over the years. In supporting the LMs that operate the major social protection programmes within the country, SPFMSP is enabling these ministries to engage more effectively and at a strategic level on policy and budgets. The project is also giving them a strong evidence-base which can help them form a case for strengthening current schemes and systems. This first year of the implementation phase has mainly seen SPFMSP going through the extensive process of identifying the right mix of objectives and tasks associated with each of the diagnostic studies. Similarly, different cross-cutting research topics were explored with the stakeholders in a sensitisation workshop held in May 2016. Below is an outline of what has been achieved in the reporting period in the areas of scheme diagnostics and research studies.

2.2.1 Scheme Diagnostics The Project has a mandate for performing seven diagnostic studies to provide operational and financial analyses of different schemes of six LMs. While the six LMs together have more than five dozen schemes, the Project selected seven in a rigorous manner with objective criteria being developed at every stage. A detailed account of the three-step methodology developed to select the schemes is outlined in the Scheme Identification Report which was approved in November 2015 by the PIC. The schemes selected to be diagnosed are:       

Vulnerable Group Development (VGD) Vulnerable Group Feeding (VGF) Demand-Side Financing- Maternal Health Voucher Scheme (DSF-MHVS) Lactating Mothers Allowance/ Maternity Allowance (LMA/MA) Old Age Allowance (OAA) Husband-Deserted Women and Widow Allowance (HDWWA) Primary Education Stipend Programme (PESP)

Based on the similarity of characteristics, the schemes so selected and approved by the PIC were regrouped in terms of sector (see Table 1). The schemes were grouped in such a way so as to enable a sector-based, holistic approach that could identify on a macro scale opportunities for convergence, consolidation and synergies.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Table 1: Current Status of Diagnostic Studies

Education Sector Safety Net Sector

Health Sector

Vulnerability Sector

Sector

Name of Scheme

Name of Line Ministry

Status of Approval by PIC

Status of TOR Approval by LM Approved

VGD

MOWCA

Approved

VGF

MODMR

Approved3

Yet to be Prepared

DSF-MHVS

MOHFW

Approved

MA / LMA

MOWCA

Approved

Under Preparation

OAA HDWWA

MOSW MOSW

Approved Approved

PESP

MOPME

Approved

Being Prepared (PESP itself has undergone changes

Status of Study

Remarks

Revision of Draft Report Likely in Jan 2017

Dissemination Likely in Oct – Nov 2016 Dissemination Likely in Mar 2017 Dissemination Likely in Dec 2016 Dissemination Likely in Mar 2017

Draft Report Awaited Likely to begin in Dec ‘16Jan ‘17 Likely to begin in Nov-Dec ‘16 Likely to begin in Apr 2017

Dissemination Likely in Feb 2017 Dissemination Likely in June 2017

The diagnostic studies of the seven selected schemes will be facilitated by the respective LM in terms of organising meetings and the field trips so that the consultants can meet the stakeholders and the scheme participants. The Project has already approached the LMs and got approval of the Terms of Reference (ToR) for four of these studies. Of the approved studies, two have already started while preparation for the rest are ongoing. Table 1 provides the current status of the diagnostic studies. Currently, the project is running ahead of schedule for delivering the required amount of diagnostics by end of 2016 (Logframe target is 2, see Annex IV). Once all diagnostics have been completed and cross-cutting research and capacity needs have been identified, the Project shall proceed with developing costed reform plans. The diagnostic results along with research shall provide the basic information for the development of the costed reform plans.

2.2.2 Research Studies A detailed Research Framework that cuts across various LMs has been designed and approved by the PIC. It includes but is not limited to, thematic, issues-based and exploratory research. Research shall be focused on a number of critical VfM-drivers at the level of programme design and operation: the form, level, duration and timing of transfers, targeting, conditionality, and implementation systems. In consultation with FD, a ToR for a research study on social protection payment systems was finalised and the same has been commissioned to a team of one international and two national consultants. 3

The approval for VGF came in the third PIC meeting in October, 2016.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

The purpose of this research study is to bring together existing evidence, and recommend and generate new approaches to improve the effectiveness, social accountability, and reliability of cash transfers as part of the payment systems of social protection schemes. The study will provide background information and analysis of how a centralised government-to-people (G2P) payment system could be implemented in Bangladesh. The study shall make recommendations on the design of a central processing, accounting and payment system that could be located at the office of the Controller General of Accounts and used by different LMs to transfer cash to a high volume of scheme participants via different payment methods such as through individual banking accounts, mobile banking accounts, mobile money, postal transfer etc. Other Research Areas: The Project is in consultation with LMs and has had multiple rounds of meetings aimed at identifying common research streams that cut across different LMs (see Table 2). The project has faced challenges in eliciting demand for research from GoB officials. This is probably because such research-based approaches are not commonplace and thus officials are unsure how to integrate them. In addition, their tasks and compliance requirements absorb a lot of their focus and attention. The Project is planning on holding a Research Sensitisation Workshop in November 2016 to further facilitate demand-driven research topics. Table 2: Other Possible Research Areas

Research Pillar

Indicative Research Area Aligning Life Cycle Programmes with VfM Protection of Adolescent and Girl Child

Thematic Research

Financial Inclusion and Financial Literacy Rural and Urban Poverty Product Design and Targeting Delivery Systems

Issues Based Research

Monitoring and Evaluation Gender Convergence Inclusive Pensions for the Poor Micro Insurance to cover Risk of Death

Exploratory Research

Health Insurance and Health Financing Maternal Health Insurance Pre-funding of Pension Liabilities

2.3

Output 3 - Costed plans are developed for the reform of priority social protection schemes As mentioned in Output 2â&#x20AC;&#x2122;s section, the evidence, findings and recommendations from both the scheme diagnostics and the research studies are required for designing costed reform plans for the Government. As such, the work on these reform plans will not occur for the next several months while SPFMSP works on completing the research studies and diagnostics. This is in line with the work plan and with targets (there is no 2016 target for costed reform plans, but SPFMSP is responsible for delivering 2 by 2017 according to the Logframe, see Annex IV).

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Based on the outcomes of the diagnostic studies, GoB will select which schemes they would like to be taken up in a costed reform plan. SPFMSP aims to complete four such reform plans for the government by August 2017. To fully develop these plans and to strengthen the government ownership of them, Output 1 (Capacity Development) will impart training and improve the capacity of government staff to understand social protection methodologies and sustain them. Output 2 (Diagnostics and Research) shall provide evidence that supports the reform plans. These outputs therefore contribute to Output 3 by enabling the development and finalisation of accurate costed reform plans with significant government ownership.

2.4

Output 4 - Ensuring that effective programme management arrangements are established to achieve programme outputs and objectives

2.4.1 Logframe Monitoring & Evaluation Framework DFID Bangladesh requested MSP to facilitate the process for developing an overarching Monitoring & Evaluation (M&E) framework for the Strengthening Government Social Protection Systems for the Poor (SGSP) project as recommended in the 2015 annual review. Terms of reference were developed in November 2015 and a team of two consultants (National and International) were identified an d commissioned in early 2016. The aim of this consultancy was to ď&#x201A;ˇ ď&#x201A;ˇ

revise the existing logframe through a participatory process and; establish a modified Theory of Change (ToC) that was more closely aligned with the new logframe.

The review conducted a participatory process with all the key stakeholders focusing on key outputs, outcomes and impact, and related indicators/milestones, rather than monitoring of project delivery which are the direct responsibility of the agencies implementing each component. Specifically, the logframe would provide clear information on progress across all components, and create incentives for implementing partners to adapt their programming on the basis of agreed milestones The revised logframe was presented to DFID on 25 th February4 for their review and approval. The modified ToC and revised logframe is presented in Annexes III and IV. In light of the revised logframe and operational difficulties due to the delay in the GoB approving the TAPP DFID requested MSP to revise the milestone schedule for the project. This was subsequently approved by DFID and is presented in Annex V.

2.4.2 PIC and PSC Meetings Along with the TAPP, the Government approved the composition and ToR of the PSC and PIC. The major role of the PSC is to oversee the implementation of the project and provide policy directions. The Finance Secretary chairs the PSC and it has representation from six SPFMSP LMs, Cabinet Division, Economic Relations Division, Local Government Division, Planning Commission, Implementati on Monitoring and Evaluation Division, BBS, DFID and DFAT. The NPD acts as the member-secretary of the PSC. The PSC is scheduled to have its first meeting in November 2016 due to the current unavailability of the Finance Secretary. The main task of PIC is to monitor the progress of implementation and ensure quality and timely delivery of Project outputs. The NPD chairs the PIC and it has representation from six SPFMSP LMs, Local Government Division, BBS, DFID, DFAT and the Team Leader of SPFMSP. The ED acts as the 4

Logframe Monitoring & evaluation Framework Draft Report 25th February 2016

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

member-secretary of the committee. PIC meetings have been held in November 2015, May 2016 and in early October 2016. In the PIC three meetings held, many important decisions regarding Project implementation and approval of many key Project documents such as Annual Work Plan, Capacity Development Strategy, MIS Methodology and Selection of Schemes for Diagnostic Studies took place.

2.4.3 Annual Review Due to the heightened security situation in July 2016, the planned Annual Review of SPFMSP was a light touch. The two DFAT consultants tasked with the Annual Review were not given the clearance to come to Bangladesh due to the security situation and therefore completed a desk review from home. MSP has yet to receive the formal feedback from the Annual Review. The project expects to hear back from DFID no later than the end of October 2016.

2.4.4 Establishing SPBMU and Joint Office Space Staffing of SPBMU has been slow and remains a challenge due to the administrative and bureaucratic nature of procedures and processes in transferring staff within the government system . However, the GoB appointed the NPD for the project in September 2015 and the ED and one DD joined in December 2015 and February 2016 respectively. The government, under the leadership of the NPD, has actively moved towards filling the remaining vacant positions. The ED and DD of the SPBMU are to be shortly joined by two MIS specialists from FD and the SPBMU has initiated the process of recruitment of an additional two programmers, one maintenance engineer, and other supporting staff. The FD has also committed to filling the vacancies of the three remaining DDs. The FD officers being assigned to the SPBMU will be so in addition to their own responsibilities in the FD. The SPBMU office established in February 2016 is currently located at a government building in Kakrail, Dhaka. This office houses only the ED and DD. The original intention was tha t the SPBMU office would start with very limited space, only two rooms, with the anticipation that two floors of the building would become available for SPBMU and the SPFMSP consultant team use by June 2016. This, however, did not happen because of the space was not freed up as expected. The present occupant remains and is not likely to move soon. In light of this situation, the FD has taken a fresh initiative to move the SPBMU office to a rented private building located in Segunbagicha, Dhaka - an area close to the Secretariat. GoB will take responsibility for the rent. The building is currently occupied by another project of FD which will be moving to new building by the end of December 2016. The FD has initiated the process of signing a rental contract with the owner of the building for SPFMSP/SPBMU. The proposed building has sufficient space, security arrangements and other facilities to accommodate the joint office and the office can be used immediately after it is made available, requiring very little or no refurbishment.

2.4.5 Project Management and Risk Management The project has faced a number of challenges and risks due to the deteriorating working environment through the calling of increasingly more violent strikes and blockades and a steadily wors ening security situation. The overall risk management of the Project is a high priority for MSP and one we take very seriously. The Project Manager is ultimately responsible and takes the lead role in updating the Projectâ&#x20AC;&#x2122;s Risk Matrix (see Annex VI) on a regular basis to ensure that risk areas are identified and appropriate mitigation strategies are being applied by the team. The Team Leader resigned his post in August 2016 and the worsening security situation and short timeframe remaining has meant it has been very challenging to source a replacement international Team Leader. One suitable candidate was interviewed in August 2016 but declined to take the position after the second interview. However, after discussions and close consultation with DFID an interim management arrangement was put in place with the Deputy Team Leader stepping -up as an Acting

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Team Leader’s position and is being supported by a new Project Manager and Project Coordinator who are both based in Dhaka, Bangladesh. The heightened security situation also led to the delay of the international Project Coordinator joining the team in-country (planned for July 2016, but delayed until September 2016), resulted in the annual review being a light-touch (as DFAT consultants were not allowed to travel into the country), and has caused general security concerns over movement and office security for the two internationals on the team. In light of this, MSP hired a national Project Manager who is also responsible for coordinating office security at the MSL office in Dhaka. MSP has a UK-based security consultancy firm, Guardian, to further review the existing security situation in Bangladesh and recommend further courses of action for smooth and safe functioning of project deliverables. They are expected to perform their assessment in November 2016. Some of the main risks are identified under the Key Issues and Lessons section of this Annual Report.

2.4.6 Communications Strategy As the SPFMSP Project has started its implementation phase, communications and increased project visibility are becoming more important. According to the need of the Project, the following activities have been implemented so far:      

A sensitisation workshop was held to increase the visibility of the Project in May 2016 A draft communications strategy is being finalised and expected finalisation will be in December 2016 A Project website has been launched – www.spfmsp.org A complete branding guideline of the Project has been prepared for protecting identity of the Project, donors and the Government in terms of visibility and outreach The Social Protection Communications Working Group (SCWG) is formed and being proactively maintained by SPFMSP SPFMSP Project is ensuring its presence in the social networks – Facebook, Twitter, LinkedIn

There are future plans in communications which may be implemented as per the requirement of the Project. These may include quarterly e-newsletters, outreach in the national media and so on. The SPFMSP Communication and Advocacy Strategy (CAS) has been designed and devel oped to help SPFMSP create a credible brand and acceptability among its main stakeholders, enable the team to deliver their mandated tasks and beyond, and facilitate the social protection reform agenda. Also, as the advocacy and strategy streams of the Project’s works are intertwined with other work streams such as the diagnostics, research studies, capacity building initiatives etc . it is vital that the approach consider it as such. It is expected to be finalised no later than December 2016. In line with the stakeholder groups identified in the CAS, the strategic options are carefully designed so that they correspond to the needs and levels of the stakeholder groups. The SPFMSP identity manual, completed in May 2016, is an effort on the part of the Project to stand out as a unique identity and promote its visibility among relevant stakeholders. This complements efforts to enhance ownership, identity and values of the Project’s strategic partners, including GoB. The design of various branding materials included in the Project’s Branding Guideline were approved by GoB counterparts. SPFMSP’s communications specialist is responsible for ensuring that the identity standards set out in the manual are followed by all parties e.g. SPFMSP staff, consortium partners, design houses or communication agencies commissioned for SPFMSP work. The project is also responsible under the Logframe (Annex III) for developing a standalo ne communications strategy for the SPBMU to ensure sustainably in the long run for the unit and help SPFMSP’s GoB counterparts achieve the same level of visibility and credible branding after the Project ends.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

2.4.6.1 Sensitisation Workshop In May 2016, the Project held a Sensitisation Workshop in order to brief officials of partner Ministries, SGSP Partners and other Stakeholders about the activities of the Project since Implementation in October 2015. Over 50 guests participated in the two-and-a-half-hour workshop held in the conference room of Finance Division, Ministry of Finance. The Team is planning future events such as this workshop in order to highlight special activities and work streams of the Project. For example, as part of the diagnostic, reform plans and research studies work streams, several dissemination workshops will be planned and the participation of a wide variety of government and non-government stakeholders will be sought. As already mentioned, a sensitisation workshop to generate more demand-driven research topics is being planned for the end of October 2016.

2.4.6.2 Website A dynamic website of the Project will be softly-launched in October 2016– www.spfmsp.org – crosscutting suggestions are currently being incorporated from different stakeholders. Since a website is a place of living documentation, the development will go on till the end of the Project. The website has been designed, developed and maintained internally by the Communications Specialist which reduced the cost of developing from outside. This ensured VfM and sustainable management of maintenance.

2.4.6.3 Social Protection Communications Working Group (SCWG) The SGSP Annual Review, conducted in mid-2015, highlighted the need for a clearer and more visible strategic role for DFID in coordinating the SGSP and in interfacing with GoB within the Social Protection sector. It also recommended coordinated work around communications and advocacy, and influencing the agenda while providing a clearer vision of reform over the program duration. Following the review, as requested by DFID, the SPFMSP team took the initiative to form a Social Protection Communications Working Group (SCWG). SGSP’s SCWG brings together communications specialists from each of SGSP’s five components. It aims to: define an integrated SGSP communications and advocacy action plan to ensure synergies (and avoid duplications) across the program; highlight SGSP’s role to stakeholders; and provide an information-sharing forum for social protection reform developments where lessons learnt, experiences and good practices can be disseminated. SPFMSP has begun organising and coordinating meetings, presentations and materials to share. It has been decided that SGSP partners will take turns in hosting the meetings. SCWG aims to meet once every quarter, if not more frequently as the need arises.

2.4.6.4 Social Networks SPFMSP is ensuring its presence in different social networks with a view to raising social awareness of the social protection context in Bangladesh and increasing the outreach of Project activities and knowledge products. The Project now regularly updates the following links/accounts:   

Facebook (https://www.facebook.com/SPFMSP/) Twitter (https://twitter.com/spfmsp) LinkedIn (https://www.linkedin.com/company/strengthening-public-financial-managementfor-social-protection-spfmsp-)

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Key Issues and Lessons The Project faced and overcame a number of challenges in its first year of implementation. Challenges included the sudden delay of the India Study Tour (which was subsequently successfully completed in April 2016), the cancellation of a Global Course in Cape Town in August 2016 due to insufficient planning time and issues with finalising the proposal, and the under-staffing of the SPBMU and lack of joint office space (which is to be rectified by beginning of 2017). As mentioned above SPFMSP has been implementing an interim management arrangement since the Team Leader left in August 2016. This arrangement will be reviewed in late 2016 as DFID are considering a possible extension which will determine the shape of the project going forward, the timeframe involved and specific skills that a Team Leader for the project would require to drive the project forward.

3.1

The Importance of Positive Ownership by Government The more ownership and buy-in SPFMSP receives from GoB, the easier and quicker implementing Project activities becomes. For instance, with increased ownership of national courses there has been a rise in the interest of LMs and the FD to send participants for training. The Project has also seen a great level of ownership by the government in terms of the MIS development, which has resulted in the NPD himself proactively calling meetings and increasing Project visibility among other similar initiatives such as a2i. The expansion of this ownership onto the diagnostic and research work streams will be vital to creating advocacy for reform. The various LMs of GoB have displayed notable ownership of the activities of the Project. To facilitate Project implementation, the LMs, at the request of the FD, have designated a wing/branch of their respective ministry as well as the directorates under them to deal with SPFMSP activities. This has streamlined the engagements of those ministries and directorates in the activities of SPFMSP. On the side of the diagnostic studies, the MoHFW has been proactive right from the beginning, facilitating and owning the study. In fact, the moment the PIC approved their scheme (DSF – MHVS), the Project received a letter from the Ministry to take up the study at the earliest opportunity and on a priority basis. Since MoHFW is also likely to take up an expansion plan for the DSF scheme and might want to use the findings of an independent assessment, the diagnostic shall be extremely useful fo r them from the perspective of operational efficiency and cost effectiveness. During the study, MoHFW dedicated the departmental Project Manager of DSF to facilitate the study including making officials available to travel to the field (UPZs) and accompany the SPFMSP team to meet the officials, intermediaries, stakeholders as well as the beneficiaries. Even at the ground level, the district officials (such as Civil Surgeon) and UPZ officials accompanied the team to the field. Similarly, MoWCA for its diagnostic study of VGD provided all facilitation and organised the meetings both at Dhaka offices as well as the field offices, including meetings with the district and UPZ officials, intermediaries, stakeholders (including NGOs) and beneficiaries. Both MoWCA and MoHFW at the head-office level too have been very keenly observing the studies and have been actively participating in the discussions with the team on initial briefings as well as discussions on the initial findings from the institutional surveys and fields. Similar active participation and ownership was also observed amongst the other LMs such as MoPME, MoE, MoDMR and MoSW while a team of consultants were working on the research study on ‘Payment Systems’. Each LM had keenly described their payment model for associated schemes both with its pros and cons and have also facilitated meetings at their program level including field visits to UPZs. Similarly, officials at the UPZ level, including the Upazila Social Service Officer who is in-charge of

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

the large scale distribution / payment of Old Age Allowances, accompanied the team of consultants at the disbursement points such as bank branches etc. The NPD, ED and the DD of SPBMU along with the relevant officials of LMs are working hand -in-hand with MSP consultants in implementing the Projectâ&#x20AC;&#x2122;s capacity development initiatives, particularly in the implementation of the national courses. The ED takes the lead in managing the national courses as the Course Director. The NPD and ED provide valuable input in the design of course content and the ED takes a leadership role in following up with LMs regarding nominations for course participants. A selected number of participants (officials of FD and LMs) from each course are engaged as facilitators in following courses which is intended to boost the level of sustainability of such capacity development initiatives. GoB resource persons are gradually being used more in the national courses by reducing the input from foreign trainers in successive courses. The NPD and MIS persons from FD attached to SPBMU are virtually interacting with our MIS consultants on a day-to-day basis and providing valuable input in establishing the MIS. The NPD has taken the lead in specifying business requirements and coordinating with other GoB MIS initiatives such as a2i to avoid overlap and duplication. The MIS specialists from FD are also being involved in the selection process of a software development vendor.

3.2

Hiring International Specialists for Diagnostic and Research Studies The field of social protection programme analysis mixed with PFM and VfM perspective is highly specialised according to each sector and qualified consultants are in high demand. In light of this, MSP has encountered some difficulty in identifying and contracting international specialists for both diagnostic and research studies. Few specialists are available when they are needed and have to be scheduled months in advance to perform the diagnostic work. While the Project was fortunate in scheduling an international specialist for the diagnostic study of the VGD programme, it was difficult to identify and contract an international specialist for the DSF-MHVS diagnostic on schedule. The same was true for contracting an international specialist for the research study on social benefit payment systems. Another challenge related to this was the recruiting of international consultants willing to come to Bangladesh due to the recent heightened security situation. The Project Team has decided that the difficulty encountered in contracting qualified international consultants and starting the diagnostic studies and research studies on time could be somewhat mitigated by advanced approval of the ToRs and early recruitment and contracting in order to have consultants in place to perform the study according to the proposed work plan schedule. The team has accordingly flagged this area as a risk and documented it in the updated Project Risk Matrix ( see Annex VI).

3.3

Adequate Preparation and Planning Time for Capacity Development Activities The Project has been successful, and is actually ahead of schedule, in terms of the national courses on PFM for SP. Nevertheless, one of SPFMSPâ&#x20AC;&#x2122;s biggest challenges has been the timely implementation of global courses and global study tours. In August 2016, a major, tailor-made course in Cape Town, South Africa was cancelled due to insufficient planning time and issues over the proposal and budget sent by the vendor. Because the details of the proposal could not be finalised by the deadline set by the vendor, the vendor was unable to guarantee the availability of international resource persons and thus the course had to be cancelled. Because of this experience, SPFMSP was more adequately prepared and set a more realistic time period for course preparation for the planned major global course in Chiang Mai which will take place in early October 2016. The Project is also behind in terms of its planned delivery of Study Tours, however plans for the next implementation year have taken these lessons into account and larger lead times have been planned-in (See Annex V). One of the major challenges in organising such global capacity development initiatives is following stringent government protocol of GoB as well as the host

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

countries, selection of appropriate participants and procuring required government orders to allow officials to travel. The time it takes for the government to issue the government order must be factored in to allow sufficient amount of time to obtain visas. The team has accordingly flagged this area as a risk and documented it in the updated Project Risk Matrix (see Annex VI).

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Conclusion Despite facing a number of challenges this year, many of which were beyond SPFMSP’s control, the Project has made good progress in all areas of its work streams. Since the launch, the Project Team has speedily implemented a number of initiatives relating to capacity development, diagnostic and research studies, and Management Information System (MIS) development as outlined in the report above. The Project has also taken proactive steps in its communications activities with the aim of increasing the visibility of SPFMSP and SGSP as a whole, and has looked at the possible areas where stronger synergies can be created between the SGSP consortium partners. Key activities during this past implementation year include the completion of three national courses on PFM for SP, one study tour to India on pension reform, the launch of SPFMSP’s communications strategy, the kick-start of MIS implementation, and the commencement of two diagnostic studies and a demand-driven research study. There has been a notable increase in the active participation and ownership of GoB officials from FD, SPBMU, and the six associated LMs, however further progress and commitment is needed in order to sustain SPFMSP’s work pace and achieve all deliverables by end of Project. In order to do this, the Project will more and more gradually let the SPBMU take the lead in various activities such as the planning and delivery of national and global courses and study tours, dissemination workshops for diagnostic and research studies, and the development of the MISs.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Objectives for 2016-2017 Key Objectives for 2016-2017, and activities planned in the Annual Work Plan up to August 2017 (Annex VII) include:         

Delivering four more national courses on PFM for SP for 171 more GoB officials from FD and six LMs; Organising global courses for 94 participants who formerly attended one of SPFMSP’s national courses; Organising study tours for up to 52 policy-level officials; Completion of procurement process for MIS software development vendor; Development and testing of two pilot MIS for MoWCA and SPBMU; Completion of seven diagnostic studies; Completion of demand-based research studies; Completion of four costed reform plans; Establishing a fully operational SPBMU and joint office space.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex I â&#x20AC;&#x201C;Participant Lists from Three National Courses First National Social Protection Public Financial Management Course Institute of Public Finance, Segunbagicha, Dhaka 27-31 March, 2016 List of Participants 1.

Name Dr. Md Jafar Uddin

Designation / Ministry Joint Secretary

Ministry/ Directorate FD

Ramendra Nath Biswas

Joint Secretary

Md. Ataur Rahman

Deputy Director

Shish Haider Chowdhury

Deputy Secretary

Mahedi Masuduzzaman

Senior Assistant Secretary

Nurul Kabir Siddiqui

Joint Secretary ( Program)

MoSW

Niranjan Debnath

Deputy Secretary (Admin-6)

MoSW

M M Mahamudullah

Assistant Director, Institution-2

MoSW

Farid Ahmed Mollah

Assistant Director, Program-2

MoSW

10.

Md. Shahidul Islam

Assistant Director, Program-1

MoSW

11.

Md. Nurul Amin

Deputy Secretary, Relief

MoDMR

12.

M. Abdul Malek

Deputy Director (DS), FFW

MoDMR

13.

Md. Anisur Rohman

Director, M&E

MoDMR

14.

Md. A Awal Howlader

Deputy Director (DS), Budget and Accounts

MoDMR

15.

Suleman Khan

Director (Deputy Secretary)

MoHFW

16.

Md. Younus Mian

Deputy Chief,

MoHFW

17.

Dr. Pabitra Kumar Sikder

Deputy Director (PHC) & PM , MNH

MoHFW

18.

Mohammad Tazib Uddin

Deputy Director Procurement)

19.

Shyama Prasad Bepari

Project Director(Joint Secretary

MoE

20.

Md. Saiful Islam Chowdhury

Deputy Director, SESIP

MoE

21.

Md. Toufique Erfan

Project Officer, SESP

MoE

22.

Ummul Khair Siddiqua

Assistant Project Director

MoE

23.

Md. Jalal Habibur Rahman

Assistant Chief (Planning-1)

MoPME

24.

Shaikh Md. Rayhan Uddin

Deputy Director

MoPME

25.

Syeda Nurjahan

Deputy Director, Directorate of Primary Education

MoPME

26.

Mohammad Mahfujur Rahman

Assistant Director (Finance)

MoPME

27.

Md. A Zafor Sarker

Deputy Secretary, Budget & Audit

MoWCA

28.

Md. Nurul Islam Talukder

Additional Director, VGD

MoWCA

(Finance

MoE

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Second National Social Protection Public Financial Management Course Institute of Public Finance, Segunbagicha, Dhaka 4-8 June, 2016 Sl

Name

Designation / Ministry

Ministry/ Directorate

Md Nazmul Huda Siddiqui

Deputy Secretary

Cabinet Division

Dr. Ashraful Alam

Senior Assistant Secretary

Cabinet Division

Sheikh Mohammad Salim Ullah

Joint Secretary, Finance Division

Md. Shah Alam

Deputy Secretary, Finance Division

Syed Rashedul Hossen

Deputy Secretary, Finance Division

Mohammed Yasin

Deputy Secretary, Finance Division

Nazma Mobarek

Deputy Secretary

Md. Mizanul Karim

Senior System Analyst

Sheikh Farid

Senior Assistant Secretary

10.

Md. Mostafa Kamal Mazumder

Deputy Secretary

MoSW

11.

Rokeya Begum

Deputy Secretary

MoHFW

12.

Md. Fazlur Rahman

Senior Assistant Secretary

MoE

13.

Kazi Shahjahan

PS to Secretary

MoE

14.

Naila Ahmed

Deputy Secretary

MoDMR

15.

Bikash Kishore Das

Additional Secretary

MoWCA

16.

Sayeda Qudsia Nahrin

Program Officer

MoWCA

17.

Md. Nasir Uddin Khan

Statistical Officer

MoPME

18.

Md. Moniruzzaman

Joint Secretary

Statistics and Informatics Division

19.

Md. Ashfaqul Amin Mukut

Senior Assistant Secretary

Cabinet Division

20.

Dilara Begum

Senior Assistant Secretary

21.

Sheikh Momena Moni

Deputy Secretary, Finance Division

22.

Md. Fazlul Haque

Deputy Secretary, Finance Division

23.

Md. Ali Akbar

Deputy Secretary Ministry of Social Welfare

MoSW

24.

Syeda Ferdaus Akhter

Additional Director, Department Social Welfare

MoSW

25.

S M Kamrul Ehsan

Social Services Officer, Department of Social Services

MoSW

26.

Badrun Nahar

Senior Assistant Secretary

MoHFW

27.

A M M Rejwenul Hoque

Senior Assistant Chief

MoHFW

28.

Maksuda Yeasmin

Senior Assistant Secretary

MoHFW

29.

Dr. Md. Nurul Amin Chowdhury

Assistant Director

MoPME

30.

Mst Noorjahan Khatun

Deputy Chief

MoE

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

31.

Lokman Hossain

Assistant Director SESIP

MoE

32.

S M Bashir Ullah

Deputy Director (P&D),

MoE

33.

Md Abdul Jalil Mojahary

Deputy Director

MoDMR

34.

Raina Ahmed

Deputy Secretary

MoWCA

35.

Mukta Parvine

Program Officer

MoWCA

36.

Shyamal Kumar Singha

Deputy Secretary

Planning Division

Third National Social Protection Public Financial Management Course Institute of Public Finance, Segunbagicha, Dhaka 25-29 September, 2016 Sl Name Designation / Ministry

Ministry/ Directorate

Deputy Director, Directorate of Primary Education

MoPME

Monitoring Officer , PESP

MoPME

Ashim Prosad Bishwas

Monitoring Officer , PESP

MoPME

Dilruba Akhtar

Research Officer, Directorate Secondary & Higher Education

Md. Harun ur Rashid Sarkar

District Education Officer

Md. Akkas Ali

Assistant Director, Technical Education

Kazi Salim Ullah

Inspector of Schools, DSHE

MoE

S M Ali Ahsan

Deputy Director, District Social Welfare Office

MoSW

Debabrata Das

Vice Principal, National Social Welfare Academy

MoSW

10.

Shamima Akhtar Rumi

Social Welfare Officer, Establishment Unit, Directorate of Social Welfare

MoSW

11.

Md. Kazi Nimery

Assistant Director, Program Directorate of Social Welfare

MoSW

12.

Dr. A F M Shafi Uddin

Civil Surgeon

MoHFW

13.

Dr. Hasan Shahriar Kabir

Civil Surgeon

MoHFW

14.

Dr. Abu Nassar Nurul Islam Chowdhury

Deputy Director, Family Planning

MoHFW

15.

Anjana Bhattacharia

District Women Affairs Officer

MoWCA

16.

Ayesha Siddiqui

District Women Affairs Officer

MoWCA

17.

Md. Jamal Uddin Bhuiyan

Assistant Director, LMA Program, Directorate of Women Affairs

MoWCA

18.

Rownak Jahan

Senior Assistant Secretary, Finance Division

19.

Md. Golam Mostofa

Deputy Secretary, Finance Division

Saiful Islam

Mohammed Bhuiyan

Daulat

Hossain

Directorate

MoE MoE

Unit,

MoE

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

20.

Md. Rafiqul Islam Majumder

District Relief & Rehabilitation Officer

MoDMR

21.

Md. Abul Kalam Azad

District Relief & Rehabilitation Officer

MoDMR

22.

Mohammad Hossain

District Relief & Rehabilitation Officer

MoDMR

23.

Sultana Sayeeda

Deputy Secretary

MoDMR

24.

Julekha Sultana

Joint Secretary, Dhaka

MoDMR

25.

Hossain Ahmed Shuvo

Assistant Chief Accounts Officer

MoDMR

26.

Mohammad Ashakur Rahman

Upazila Project Implementation Officer

MoDMR

27.

Md. Mahbubur Rahman

District Relief & Rehabilitation Officer

MoDMR

28.

Zebun Nesa Hyder

Chief Accounts Officer, Ministry of Women & Children Affairs

CGA

29.

Dr. Nurun Nahar Begum

Program Manager (QA) Contraception Services Program, DGFP

MoHFW

30.

Dr. Sheikh Rukunuddin Ahmed

Deputy Director, Family Planning

MoHFW

31.

Dr. Md. Habibur Rahman

Civil Surgeon

MoHFW

32.

Md. Abul Kashem

Deputy Director, VGD, Directorate of Women Affairs

MoWCA

33.

Nargis Fatema Zamin

District Women Affairs Officer

MoWCA

34.

A. J. M. Rezaul Alam

Assistant Director, MA Program, Directorate of Women Affairs

MoWCA

35.

Maksuda Noor

Deputy Secretary, Finance Division

36.

Dr. Md. Altaf-ul-Alam

Deputy Secretary, Finance Division

37.

Md. Rashed Islam

Monitoring Officer PESP

MoPME

38.

Rukshana Begum

Monitoring Officer PESP

MoPME

39.

Anwar Parvez

Monitoring Officer PESP

MoPME

40.

Md. Osman Bhuiyan

Deputy Director, Directorate Secondary & Higher Education

41.

Md. Rezaul Karim

Assistant Director (Equipment), Directorate of Technical Education

MoE

42.

Md. Helal Uddin Bhuiyan

Deputy Director, District Social Services Office

MoSW

43.

Md. Mostafizur Rahaman

Social Services Officer, Department of Social Services

MoSW

44.

Md. Rasheadul Kabir

Assistant Director, Department of Social Services

MoSW

45.

Shamia Sharmin

Assistant Chief, Finance Division

Clinical Delivery

MoE

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex II â&#x20AC;&#x201C; List of Persons Met During India Study Tour The following organisations / Individuals were met during the India Study Tour: SI

Name of Organisation

Relevance / Brief Function

Department of Financial Ministry of Finance

Pension Fund Regulatory Development Authority

National Pension Scheme â&#x20AC;&#x201C; (NPS) Trust

Gautam Bhardwaj

Dr. Shubashish Gangopadhyaya

Central Pension Accounting Office

State Bank of India

Punjab National Bank

State Government Pension Directorate

Process and Disburse pension using the Treasury model

Jaipur

State Insurance and Provident Fund Department

Insurance, PF and the National Pension System (NPS) for Government Employees

Jaipur

Regional Pension

Operations on Pension Processing

Ajmer

Regional Office NPS Members

Understand the Perspective of NPS for Members

Ajmer

SHCI Points of Presence (POP)

Frontend Services to new and existing members under the NPS (Not for Poor)

Mumbai

Stock Holding Corporation of India

Custodian for NPS - Security Holding for Pension Assets

Mumbai

UTI Retirement Solutions National Securities Depository Limited (NSDL) Axis Bank

Pension Fund Manager

Mumbai

Central Recordkeeping Agency for NPS

Mumbai

Axis Bank as Trustee Bank

Mumbai

LIC of India Sewa Bank - POP and Aggregators under the NPS

Annuity Service Provider for NPS Caters to Co Contributory Pensions for the Poor

Mumbai

Sewa Bank Field Visit

Members - Poor Women from Informal Sector who Joined Micropensions

16 17 18 19 20

Office

State

Services,

Location

and

Government

Policy Perspective of Financial Services including Pensions

New Delhi

Dedicated and Statutory Regulator for National Pension System (NPS)

New Delhi

Supervises Pension Funds and interacts with intermediaries

New Delhi

Director Consultant, Pension Reforms in India Director IDF and Former Advisor to Finance Minister Administers the 'Scheme for Payment of Pensions to Central Government Civil Pensioners Central Pension Processing and Disbursement Pension Processing and Disbursing Agency

New Delhi Gurgaon New Delhi Gurgaon New Delhi New Delhi New Delhi

Ahmedabad Ahmedabad

/ /

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex III- SGSP Revised Theory of Change Logframe (February 2016)

Outcome

Impact

Theory of Change Theory of Change Strengthening Government Social Protection Systems for the Poor (SGSP) A social protection sector that effectively addresses poverty and enables families to deal with risk

ASSUMPTIONS OUTCOME TO IMPACT

GoB has established a more effective and efficient social protection system, including policies, budgets and plans.

Government committed to spend resources to improve systems Political support for poverty reduction through social protection

Resources for studies, assessments, gathering evidence, survey, advocacy and capacity development

4) Targeting and Monitoring

3) Strengthened evidence base

Establishing of functioning SPBMU and NSSS Implementa tion Units

5) Citizen participation in SP Sector

Government will establish, policy, plans and mechanisms and use the evidences generated for change in systems and policies Government ensure cross-sectoral leadership and is able to determine priorities and take decisions regarding reforms INPUTS TO OUTPUTS

Engagement & coordination with high level bodies for coordination in SP sector

Support to BBS for better data gathering and analysis

Civil society engagement for reform of SP schemes & policies

Barriers

TA to MOF, GED, CD and Line ministries

2) Improved GoB capacity

SP programmes are not effective in addressing risks and uncertainties faced by the poor; erroneous targeting; lack of comprehensive policy, capacity and mechanisms in GOB to mamage and moitor social protection programmes; absence of civil society platform for participation; lack of data and evidence base; and too many social protection programmes taken arbitrarily.

Problems

Inputs

Outputs

OUTPUT TO OUTCOME

1) Improved mechanisms in SP Sector

Significantly high number of people remain in extreme poverty and not covered by social protection programmes. Social protection schemes are unable to reduce vulnerability and used for political patronage. Corruption exists and monitoring is limited. These factors limits the scope for the poor to benefit from the social protection programmes.

Holistic and multi level approaches and coordinated interventions are likely to improve the quality of SP programmes. Technical assistance will help establishing policies, developing evidence base, developing capacity of GOB in management and monitoring of SP programmes. State will fulfill its responsibility towards vulnerable citizens for service delivery and continue SP support Comparative advantage of development partners can be harnessed and streamlines to support an overall framework of SP for poverty reduction

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex IV- SGSP Revised Logframe (February 2016) Strengthening Government Social Protection Systems for the Poor (SGSP), 2013-2018 Revised and Updated Logical Framework (LogFrame) Final Version, 25 February 2016

PROJECT NAME IMPACT A social protection sector that effectively addresses poverty and enables families to deal with risk.

OUTCOME The Government of Bangladesh has established a more effective and efficient social protection system, including policies, budgets and plans

Impact Indicator 1 Percentage of poorest households that are excluded from social protection programmes. Impact Indicator 2 Percentage of Poor men and women living below the lower national poverty line. Outcome Indicator 1 More coherent policies and plans on social protection in place.

Baseline Planned

Milestone 1(2014)

Milestone 2 (2015)

Milestone 3 ( 2016)

Milestone 4 ( 2017)

68% (2010)

Target (2018) 40% or less (2020)

Achieved Source Bangladesh Bureau of Statistics (BBS): Household Income & Expenditure Survey ( HIES). MDGs and SDGs Progress reports. Mid-Term Review of 7th Five-Year Plan. Baseline Planned

Milestone 1( 2014)

Milestone 2 (2015)

17% (2010)

Milestone 3 ( 2016)

Milestone 4 ( 2017)

Target (2018) 10% ( 2020)

Achieved Source

Planned

BBS: Household Income & Expenditure Survey ( HIES), published every five years. MDGs and SDGs Progress reports. (Mid-Term Review of) 7th Five-Year Plan. Milestone 1 ( Milestone 3 ( Milestone 4 ( Baseline Milestone 2 (2015) Target (2018) 2014) 2016) 2017) 6th Five Year plan Assessment of NSSS approved. Action Plans for Roll out NSSS Policy provisions of (2011-2015) policies by National Social action / NSSS implemented. includes social independent NSSS provisions Security Strategy implementation protection experts. reflected in the 7th Five (NSSS) endorsed plans. Gender strategy of proposals but Year Plan. by Cabinet NSSS implemented. these are not Inputs provided Division. Gender strategy coherent into National for NSSS Social Protection Elements of implementation Strategy (NSPS, gender strategy approved. later NSSS) in SP identified, through written and strategy submission and developed. participation in consultations.

Achieved Source Outcome Indicator 2 Enhanced efficiency of SP budget provision

Planned

GoB: 6th and 7th Five Year Plan documents and mid-term Reviews. NSSS (2015) and review. SGSP Progress reports. Milestone 1 ( Milestone 3 ( Milestone 4 ( Baseline Milestone 2 (2015) Target (2018) 2014) 2016) 2017) The budget Enhanced Findings of Costed plans approved allocation to the evidence-base diagnostics are and applied by GoB. 140+ SP schemes through accepted by GoB is not based on diagnostics and and incorporated evidence, nor on research studies. into costed plans. costed plans; there is substantial The SP Budget Findings of leakage and Management research and targeting errors. Unit (SPBMU) diagnostics used investigates the for enhancing the way to measure quality of cost targeting and effectiveness of monitoring. the major SP programmes.

Achieved

Outcome Indicator 3 Improved coordination in SP Sector.

Planned

Source Ministry of Finance annual budget estimates for SP programmes. Line Ministry reports; SGSP programme diagnostic surveys; HIES data; NSSS (2015) and NSSS Reviews. Milestone 1 ( Milestone 3 ( Milestone 4 ( Baseline Milestone 2 (2015) Target (2018) 2014) 2016) 2017) Currently Engaging CMC to TA Support provided to Thematic Cluster High level CMC provides management and assess the SP Central Monitoring coordination working leadership for reform monitoring is too Sector and to Committee (CMC) and mechanism relationship in SP sector. weak to ensure endorse the NSSS 11 meetings held. established. established efficient Strategy. between Thematic Improved SP administration of Clusters and CMC. expenditure SP schemes, and Data from management of 2 lacks effective Government of Linkages schemes in 2 oversight of Bangladesh established ministries. governance and sources analysed among CMC, accountability and SPBMU and NSSS measures for recommendations Implementation transparency. made for Unit. systematic improvement.

Achieved Source Outcome Indicator 4

NSSS (2015) and NSSS Reviews. SGSP progress reports. Minutes of inter-ministerial committee on Social Protection and of CMC. Baseline Milestone Milestone 2 (2015) Milestone 3 ( Milestone 4 ( Target (2018) 1(2014) 2016) 2017)

Assumptions Political support exists to enable significant reform of the social protection sector. Government demonstrates willingness to invest its own finances for reforms. Development partners provide support for reform. GoB is committed to implement NSSS and progress is made for clustering of SP programs. Inefficient and ineffective schemes are allowed to wind down to enable scale up of priority schemes. Citizens' participation is supported by the GoB in SP policies and programmes. Development partners supporting work in close partnership with each other and with the government.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project Enhanced citizen's participation (women and men) in SP policy and management processes

SP policy and management process has only sporadic citizen participation

Enhanced public engagement with local and central authorities on SP issues.

Civil society engagement in SP sector enhanced.

Thematic Cluster Plans include citizen's participation.

Implementation of SP policies and schemes ensures citizen participation.

Achieved Source Cabinet Division reports. MJF Project Reports. SGSP Progress Reports. NSSS (2015) and reviews.

INPUTS (£)

DFID (£)

Govt (£)

AusAID

Total (£)

198,512

1,818,180

18,895,805

INPUTS (HR)

16,879,113 DFID (FTEs)

Baseline

Milestone 1( 2014)

DFID SHARE (%) 89%

OUTPUT 1 Improved mechanisms within SP sector of GoB

Output Indicator 1.1 Implementation Units established and sustained within the GoB

Planned

Insufficient institutional structure in the SP sector for evaluation, research and budget management

Milestone 2 (2015) Two TAPP's approved by GoB authorities ToR for Cluster Lead Ministries drafted and recommended to Cabinet Division for approval.

Milestone 3 (2016) Social Protection Budget Management Unit (SPBMU) established with appropriate staff and resources at MoF.

Milestone 4 ( 2017) SPBMU fully operational.

SP Thematic Clusters established.

NSSS Implementation Unit fully operational.

Expenditure and staff for SPBMU is included in GOB revenue budget.

Target (2018)

NSSS Implementation Unit continues operation (under GoB ADP budget).

NSSS Implementation unit established at Planning Commission (PC). Achieved Source NSSS (2015) document. Approved TAPP's. GoB Orders for SPBMU and NSSS Implementation Unit. Output Indicator 1.2 Coordination in the SP sector is enhanced

Milestone 1( 2014)

Baseline Planned

Insufficient coordination in the SP sector.

Milestone 2 (2015) 2 Project Steering Committees (PSC) and 2 Project Implementation Committees (PIC) installed as per the two approved TAPPs.

Coordination within the SGSP programme laid down in DFID Business Case.

Revision of the ToR for Central Monitoring Committee (CMC) approved. The SGSP Working Group (five implementing partners and DFID/DFAT) met 4 times.

Milestone 3 (2016) Both SPBMU and NSSS Implementation Unit link up with Cabinet Division, CMC and the Cabinet Committee on Social Transfers. Enhance the SGSP Working Group to include government representation.

Milestone 4 ( 2017) CMC provides leadership in SP sector.

Enhanced coordination in SP sector through CMC.

Working Group provides coordination at SGSP level.

Increased coordination within SGSP Programme through Working Group.

PICs and PSCs continue to provide coordination for components.

Coordination at component levels through PICs and PSCs.

Target (2018)

PICs and PSCs provide coordination for components.

Assumption Government is able to provide effective leadership so that difficult decisions on prioritisation are taken based on the plans. Government committed in facilitating strong engagement across relevant ministries and departments engaged in social protection. The TAPP's are approved and being implemented by the GoB and Line Ministries are fully engaged. GoB commitment to and participation in the communication strategy. DFID and DFAT engage with other development partners to advocate for better coordination of technical assistance provided to Government of Bangladesh.

Achieved Source PIC and Steering Committee minutes, CMC minutes; SGSP Progress reports by implementing partners. IMPACT WEIGHTING (%)

Output Indicator 1.3 Communication strategies are developed and implemented to enhance visibility of SGSP and DFID/DFAT

Milestone 1( 2014)

Baseline Planned

Milestone 2 (2015)

No clear communication strategies for SGSP or its five components

Milestone 3 (2016)

Milestone 4 ( 2017)

Develop SPBMU communication & advocacy strategy.

SPBMU Communication strategy implemented.

Launch of SPFMSP Project.

Communication strategy for NSSS implemented.

Communication strategy for NSSS drafted.

25%

Strengthen the SGSP Communication Working Group.

Target (2018) Communication WG and strategies functional, and visibility enhanced of SGSP and DFID/DFAT.

The SGSP Communication Working Group is operational.

Achieved

INPUTS (£)

DFID (£)

INPUTS (HR)

DFID (FTEs)

Source

RISK RATING

SGSP Progress reports by implementing partners. Govt (£) AusAID

Medium

xxxx

OUTPUT 2

Output Indicator 2.1

xxxx

Baseline

Total (£)

xxxx

Milestone 1( 2014)

#VALUE!

Milestone 2 (2015)

Milestone 3 (2016)

Milestone 4 ( 2017)

DFID SHARE (%) #VALUE!

Target (2018)

Assumption

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project Improved GoB capacity to manage, implement and monitor social protection programmes.

Capacity building/ training plans developed, approved and implemented on social protection programme planning, implementation and monitoring.

Planned

Absence of comprehensive demand driven capacity development initiatives to enhance GOB capacity to design, manage and monitor programmes.

Procurement of TA completed by WFP and UNDP Capacity Gap Assessment of MoWCA completed by WFP Tender launched and Managing Agent contracted for providing TA to MOF and Line Ministries

MSP: Initial consultations on training needs assessment with MoF and 2 Line Ministries completed. Capacity Building Strategy completed by MSP. Number of staff trained: Planning Commission: 5 BBS: 5 Cabinet Division: 3

Five partners implement capacity building/ training plans and fulfil annual targets by numbers and topics.

Study Tours completed: 1) to India on pro-poor pensions by MSP (15 staff); 2) to India GM by MJF (15); 3) to Kenya on SP system strengthening by UNDP (10); 4) to India on SP program visit by UNDP (10 staff).

Additional study tours completed by MSP (4), MJF (1) and UNDP (1).

Capacity building/ training plans implemented by all five partners and targets achieved. All planned Study tours completed.

Source

Planned

GoB Ministries committed to reduce Staffturnover. Strategies in place to build awareness and understanding of staff in SPBMU about their role in supporting line ministry staff and the necessity of engaging more intensively with Ministry of Finance.

Achieved

Output Indicator 2.2 Quality of capacity building/training assessed through testing, evaluation and tracking.

GoB committed to deploy the trained staff appropriately.

Ministry of Public Administration Reports; SGSP programme quarterly reports; Partners' progress reports on capacity building plans. Milestone 1( Milestone 3 Milestone 4 ( Baseline Milestone 2 (2015) Target (2018) 2014) (2016) 2017) Quality and Qualitative Tracking and/or Training quality follow-up of information on testing process on tracking and/or testing training is training outcome training quality process in place and insufficiently collected (e.g. established by applied. assessed areas of training, partners. actual use in Tracking database for current job, and Set up a tracking trained staff links of training database for established and to outcome). trained staff. maintained.

Strategies in place to build awareness and understanding of staff in implementing and monitoring NSSS. Institutes are committed to integrate SP in their training programmes.

Achieved Source SGSP programme quarterly reports; Partners' progress reports on capacity building plans. IMPACT WEIGHTING (%)

Output Indicator 2.3 Institutional structure strengthened for SP capacity building

Milestone 1( 2014)

Baseline Planned

Institutional strengthening is insufficiently evaluated

Milestone 2 (2015) Agreement with national partners established.

Milestone 3 (2016)

Milestone 4 ( 2017)

SPBMU organized 1 Course on Public Finance Management on SP.

Training of Trainers on Social Protection in National Institutional partners (e.g. IPF and PATC) undertaken as per the agreement/plan.

Agreements reached with national institutional partners (e.g. IPF and PATC) for integration of SP in training.

25%

Training of Trainers started on SP in IPF, and Partnership agreement signed between IPF and Univ. of Mauritius.

Target (2018) Selected national institutes strengthened on SP issues in their training. Trainers trained on SP.

4 Courses held with SPFMSP. Curriculum integrated into PATC training programme.

Curriculum design on SP agreed for PATC. Achieved Source SGSP programme quarterly reports; Partners' progress reports on capacity building plans; Progress reports of selected training institutions. Govt (£) AusAID Total (£) DFID SHARE (%)

INPUTS (£)

DFID (£)

INPUTS (HR) OUTPUT 3

DFID (FTEs)

xxxx

Output Indicator 3.1

xxxx

Baseline

xxxx

Milestone 1( 2014)

#VALUE!

Milestone 2 (2015)

Milestone 3 (2016)

Milestone 4 ( 2017)

Risk Rating Medium

#VALUE!

Target (2018)

Assumptions

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project Ministries & Departments of the Government of Bangladesh have access to a strengthened evidence base on social protection

Research studies undertaken by all SGSP partners on SP issues and findings shared with key stakeholders

Planned

Previous approaches to research have been uncoordinated.

Three studies completed: 1) Labour Market Analysis 2) Qualitative process assessments conducted of five major SSN programs completed by WB, 3) Review of VGD program completed by WFP.

A policy research framework is developed at NSSS Implementation Unit.

All five partners developed a research plan on SP.

MJF developed a research plan on citizen's participation and grievances.

All five partners implement their research plans as per annual work plans.

All five partners implement their research plans as per annual work plans. Annual review and revision of Research Plans.

All five partners implemented their research plans as per schedule. Key Ministries use research findings in design/improvement of SP policies and programmes.

Gender diagnostic study for NSSS Gender Strategy completed.

Achieved Source: Output Indicator 3.2 Diagnostics undertaken of SP Programmes and findings shared with key stakeholders

Planned

Partners' research framework progress reports; SGSP progress reports; Published studies. Milestone 1( Milestone 3 Baseline Milestone 2 (2015) 2014) (2016) No link between Quantitative and 2 diagnostics SP programme qualitative evaluation completed in the implementation (baseline study) SPFMSP project and their conducted of five major (Strengthening continued SSN schemes by WB. Public Financial monitoring and Management for evaluation. Social Protection). Absence of link between Quantitative and programme design qualitative and sector evaluation strategy. (endline study) conducted of five major SSN schemes by WB.

Milestone 4 ( 2017) 5 Diagnostics completed by SPFMSP.

Target (2018)

Government uses new evidence to improve policy and delivery of Social Protection schemes. SGSP is able to embed its support within strong political economy analysis of the sector. The government is open to incorporate lessons from SGSP in mitigating critical governance and corruption risks.

9 Diagnostics completed (MSP 7, and WB 2). Key SP Ministries use evidence of diagnostics in design/improvement of schemes.

Achieved Source Published studies; Project Progress Reports from SGSP implementing partners. Studies published by NSSS Implementation Unit. IMPACT WEIGHTING (%)

15%

Output Indicator 3.3 The panel surveys of VGD beneficiaries and the data collected through the HIES Social Protection module are regularly used by stakeholders.

Milestone 1( 2014)

Baseline Planned

No panel survey is currently undertaken by BBS.

Bangladesh Bureau of Statistics (BBS) approves the concept note submitted by WFP on SP module and data management system for HIES.

Milestone 2 (2015) GoB approves inclusion of revised SP module in HIES. GoB approves a panel survey of VGD beneficiaries/households. Wave 1 of panel survey completed.

Milestone 3 (2016) HIES Data collected as per revised SP module. Wave 1 Panel survey data completed and shared with GoB stakeholders.

Milestone 4 ( 2017)

Target (2018)

HIES Reports include analysis on SP.

SP data included in HIES upcoming reports.

Wave 2 of VGD panel surveys completed.

Findings of panel surveys of VGD beneficiaries shared with MoWCA for their use.

Achieved RISK RATING

Source: DFID (£)

INPUTS (HR) OUTPUT 4

DFID (FTEs)

xxxx

Mechanisms in place that contribute to better Targeting and Monitoring in SP schemes

LOW

WFP project reports. BBS: HIES survey. Govt (£) AusAID

INPUTS (£)

Output Indicator 4.1 Processes in place, including MIS, for better targeting in selected SP schemes at poor and vulnerable groups, including a focus on women and children.

xxxx

Baseline Planned

Substantial exclusion errors in targeting beneficiaries, and no MIS platform to facilitate consolidated approach towards effective programme administration, monitoring and record keeping.

Total (£)

xxxx

Milestone 1( 2014)

#VALUE!

Milestone 2 (2015) An assessment of the existing MIS in Line Ministries completed. Agreement with Line Ministries for conducting diagnostics of target schemes. Independent, annual spot checks conducted on 5 major SSN schemes of the MoDMR. Strategy completed for developing countrywide poverty targeting database with BBS.

Milestone 3 (2016) MIS Design completed, and tendered.

Milestone 4 ( 2017) MIS piloted in 2 Priority schemes of 2 Ministries.

Assessments of priority schemes for MoWCA and MoSW completed for MIS.

Linkages designed between MIS of MoF and those in Line Ministries.

Continue the independent, annual spot checks conducted on 5 major SSN schemes of the MoDMR.

Recommendations of diagnostics with Line Ministries implemented. Gender indicators developed to assess SP programmes. Independent, annual spot checks with MoDMR.

DFID SHARE (%) #VALUE!

Target (2018) MIS in 2 Ministries are operational, and plans for rolling out in place. Exclusion errors in targeting reduced esp. for the poor/ vulnerable & women/ children. Spot checks result in better targeting in schemes. Countrywide poverty targeting database in place for use for SP beneficiaries selection.

Assumption The local Government will allocate resources to monitor social transfer programmes regularly and adjust its activities as necessary. Line Ministries will have the ability to develop and implement action plans. GoB commitment to allocate resources for implementation of the costed plans and rolling out the MIS. The ministries are able to factor in

Achieved Source

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Output Indicator 4.2 Action plans applied to manage, implement and monitor SP programmes.

NSSS (2015). Line Ministry Reports. SGSP Programme Diagnostic Surveys. BBS: HIES survey. Project Progress Reports from SGSP implementing partners. Milestone 1( Milestone 3 Milestone 4 ( Baseline Milestone 2 (2015) Target (2018) 2014) (2016) 2017) Planned No SP action plans NSSS authorizes action TA provided by TA provided by 23 developed planning UNDP to 7 UNDP to 16 Action/Implementation Ministries on ministries on Plans integrated into Orientation of 296 Action Plans Action Plans, and the five Thematic officials of 26 ministries including a focus submitted to Cluster plans with a on SP Action Planning. on old-age Cabinet Division. focus on priority pensions, VGD issues. and disability. Quality of action plans and thematic prioritization tested. Achieved

political economy and trends in the plans they put together.

Source SGSP programme quarterly reports. Cabinet Division meeting minutes on approval of annual action and operational plans. IMPACT WEIGHTING (%)

Output Indicator 4.3 Number of costed plans for reformed social protection schemes developed with beneficiary consultation.

Milestone 1( 2014)

Baseline Planned

Absence of costed plans from Line Ministries. Absence of beneficiary consultation in SP schemes.

VGD pilot scheme developed with MoWCA, and IGA profile study completed, local government mobilised and sensitised.

Preliminary assessment of VGD completed.

20%

Milestone 2 (2015) Consultations with Line Ministries held on programme diagnosis and institutional assessments of priority schemes. First tranche of Investment Component (IC)-VGD pilot on improved VGD set up and running, and costed plan developed. Baseline survey conducted of VGD plus pilot scheme.

Milestone 3 (2016)

Milestone 4 ( 2017)

Evaluation conducted of ICVGD first tranche of pilot, and baseline survey completed of 2nd tranche.

Costed plans for 2 priority programmes drafted, and proposed to ministries for implementation.

Elements for beneficiary consultation are included in costed plans e.g. by engaging with NFSP.

End point survey conducted of ICVGD 2nd tranche, and 3rd tranche set up and running. End-line evaluation of VGD conducted and findings disseminated.

Target (2018) Draft costed plans developed for 4 programmes (2 in 2017 & 2 in 2018) and shared with MoF for reform. Lessons learned from (IC)VGD evaluation used for developing costed plan for scaling-up the improved VGD package. Beneficiary consultation included in costed planning process.

Achieved

INPUTS (£)

Source DFID Submissions & signed contract. VGD-plus baseline survey (2015). VGD-plus endline survey (2016). MoWCA revised allocations for FY2016 - 2017. MJF Project Reports. Govt (£) AusAID Total (£) DFID SHARE (%)

DFID (£) xxxx

INPUTS (HR) OUTPUT 5 Citizen participation into SP sector ensured

xxxx

#VALUE!

RISK RATING Medium

#VALUE!

DFID (FTEs) Output Indicator 5.1 Institutional platform / mechanism to allow poor men and women to influence decision making on SP policies and programs

Baseline Planned

No institutional arrangement or framework allowing the poor to influence decision making regarding design and implementation of SP programmes.

Milestone 1( 2014) Consultations with potential members for setting up NFSP (National Forum for Social Protection), a civil society platform to capture beneficiary feedbacks.

Milestone 2 (2015) Launch of National Forum for Social Protection (NFSP). Local Level SP Forums formed of local government, civil society and beneficiaries in 103 unions/ municipalities, 12 Upazillas and 12 Districts.

Milestone 3 (2016) NFSP is strengthened, meeting regularly, and starts advocacy with policy makers. NFSP liaised with Cabinet Division to share lessons from SP studies and piloting.

Milestone 4 ( 2017) NFSP liaised with Cabinet Division to share lessons learnt from SP studies and piloting, and to make recommendations. Local Level SP Forums are operational.

Target (2018) Include citizen's participation in the five NSSS Thematic Cluster plans and SP policy guidance. At the local level the SP Forums lead to enhanced influence on decision making.

Achieved Source Output Indicator 5.2

Milestone 3 (2016)

Strengthened civil society engagement on social protection for continued pressure for use of evidence in strategy development, targeting and decision-making. GoB commitment towards ensuring citizen's participation through grievance mechanisms.

Local Level SP Forums are operational.

MJF Project Reports, NFSP meeting minutes, and costed plans. Milestone 1( Baseline Milestone 2 (2015) 2014)

Assumption

Milestone 4 ( 2017)

Target (2018)

GoB committed to establish transparency of SP programmes with

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project Grievance Systems piloted, modified and rolled out.

Planned

SP governance is weak and lacks effective citizen participation, accountability, and/or financial management. Citizens, in particular the poor and women, do not have effective avenues to influence decision making.

Selection of proposals from local NGOs. Baseline completed to capture perception of beneficiaries. Partners start initial dialogues with Local Government on modality of a Grievance Mechanism (GM).

Selection of locations agreed with local authorities, and piloting of GM activities on 2 schemes in 2 Upazilas.

Inputs provided to update the online Grievance Redressal System (GRS),

Grievance report prepared and shared with the MoWCA, MoSW and MoDMR.

Piloting of GM activities on 2 schemes in 2 Upazillas.

Set up 12 Grievance Committees, consisting of local government, civil society and beneficiaries (10 at Union and 2 at Upazilla level).

Links established between the sub-district piloting of the GM and the national online GRS.

Pilot initiative on revised online GRS started in 3 districts.

Local Level GM operational supported by the local level Grievance Committees.

Piloting of GM activities in 4 additional Upazilas.

Online GRS system embedded into NSSS implementation.

respect to GM and GRS.

MJF links up with Cabinet Division on GM. Grievance tracker mechanism established in 6 Upazillas.

Achieved Source Cabinet Division GRS Report; MJF Project Reports. MJF Final Report on GM. IMPACT WEIGHTING (%)

15%

Output Indicator 5.3 Public awareness on social protection and grievance systems enhanced.

Milestone 1( 2014)

Baseline Planned

Milestone 2 (2015) Public Awareness Raising plan developed for orientation/ training of Government staff and of people from Local Elected Bodies.

Milestone 3 (2016)

Milestone 4 ( 2017)

Target (2018)

Public Awareness Raising on grievance systems established and implemented at central and local levels.

Continue the Public Awareness Raising plan on grievance systems.

Enhanced awareness of grievance systems among the public and officials.

Achieved

INPUTS (£)

DFID (£)

Risk Rating

Cabinet Division GRS Report; MJF Project Reports

Medium

Govt (£) xxxx

INPUTS (HR)

Source AusAID xxxx

Total (£) xxxx

#VALUE!

DFID (FTEs)

DFID SHARE (%) #VALUE!

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex V â&#x20AC;&#x201C; Revised Milestones Schedule Criteria for Payment

Expected Month

Translates to

Quarterly Payment

Dec-15

Visioning workshops (Output 1)

Dec-15

Draft ToR for Diagnostic Studies (Output 3)

Nov-15

Quarterly Payment

Mar-16

Submission of the draft Social Protection Scheme Identification & Expenditure Mapping Review (Output 2)

Feb-16

Submission of the revised Capacity Building Framework (Output 1)

Mar-16

Quarterly Payment

Jun-16

1st National SPFMSP training course completed (Output 1)

Apr-16

Study Tour to India completed (Output 1)

May-16

2nd National SPFMSP training course completed (Output 1)

Jun-16

Quarterly Payment

Sep-16

3rd National SPFMSP training course completed (Output 1)

Sep-16

Quarterly Payment

Dec-16

Tender awarded for the MIS hardware/software (Output 1)

Oct-16

Completion of Global Course [Chiang Mai] (Output 1)

Oct-16

Completion of the diagnostic study on VGD (Output 2)

Oct-16

Quarterly Payment

Mar-17

Submission of draft reform plan 1 (Output 3)

Mar-17

5th National SPFMSP training course completed (Output 1)

Mar-17

Quarterly Payment

June-17

MIS Design Completion and approved (Output 1)

April-17

Completion of OA/HDWW Clustered Diagnostic (Output 2)

April-17

Final Quarterly Payment

Aug-17

Submission of Final reform plan 2 (Output 3)

Jul-17

SPBMU operationalised and staffed

Jul-17

Piloting MIS software unit, end-to-end functional and performance testing (Output 1)

Aug-17

Final Report (Output 4)

Aug-17

4 5

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Mitigating Action

Score

Political situation deteriorates

Political and social unrest impact on travel and working arrangements impacts

10-Jun-15

Other SGSP components perform poorly

Loss of SGSP credibility with GoB

10-Jun-15

Sustainability

SPBMU implementation is delayed and the GoB will not be able to effectively adapt and operate the SPBMU once DFID exits in 2017.

10-Jun-15

Resistance to change and lack of ownership

The SPFMSP Project does not have full ownership and buy in from the GoB and any evidence generated by the project, is not used to improve policy on SP.

To ensure the safety and security of the ST/LT Consultants, Training Participants, SPFMSP staff while keeping track of the political situation and be in a position to react quickly to changes. To be well-informed of components activities and progress.

Adhere to the security instructions provided from MSP and monitor the situation and liaise closely with GoB and DFID to review the potential impact on the provision of Technical Assistance and factor that into the long-term planning process.

· Continuous liaison with component contacts at UNDP, WFP, WB, MJF, holding meetings on activities, setting up working groups and keeping DFID/DFAT briefed.

To be closely involved in the process of SP reform, providing useful, evidence-based findings and recommendations, working closely with the Executive Director (ED) of the SPBMU and demonstrating the importance of a solid, policy analysing and implementing body at the MoF.

To keep a close working relationship with the Executive Director (ED), the Line Ministries and other GoB organisations

· On-going structured communication and with the GoB throughout the programme lifespan to ensure buy-in from key government officials and alignment with relevant GoB strategies and associated work plans in the SP Sector; · Coordinate with DFID to ensure that the GoB maintains the SGSP agenda seriously and mobilises sufficient financial and human resources for a successful and efficient takeover; ·The majority of the proposed staffs are national experts, ensuring that the know-how and expertise will remain in the country. Coordinate with GoB to make sure that strategies are in place to build awareness and understanding of the ED, DD and other GoB staffs in the SPBMU about their role in supporting LM; · Continuous engagement and sensitization to reform issues with LMs.

Priority

Risk Holders

60.00%

Low

SPFMSPTeam

50.00%

Medium

SPFMSP SMG

73.33%

High

80.00%

High

Residual Risk Mitigation Effectivene ss

Objective, Goal or Strategy

Impact

Sr.No

Probability

Risk level

Score

10-Jun-15

Consequence

Impact

Risk

Probability

Risk Entered (Date DD/MM/YYYY)

Risk Area

Annex VI – Updated Risk Matrix Target Deadline for mitigating action: (DD/MM/YYYY) 31-Aug-17

Remaining weeks till deadline

Status Update

Updated by (Name)

Update on (Date DD/MM/YYYY)

Additional Comments (Initials, comments)

On Schedule

Moin Chowdhury

26-Oct-16

Routine security instruction are being disseminated to SPFMSP projects staffs (for both nationals and internationals)

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

26-Oct-16

SPFMSP SMG

31-Jan-17

On Schedule

Siddiqur Rahman Choudhury

26-Oct-16

AT present SPFMSP has taken lead in coordinating with the working groups and progressing satisfactorily. The communication working groups are scheduling coordinated meetings and working on wider coordination on overall delivery of the SGSP programme. The SPBMU is established and the project is waiting to shift its office to the new SPBMU office location at Shegunbagicha by January 2017.

SPFMSPTeam

31-Jan-17

On Schedule

Siddiqur Rahman Choudhury

01-Nov-16

the NPD has taken personal initiatives to house adequate staffs to make the SPBMU independently operational once DFID exits in 2017. He also informed about this in the last PIC meeting.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project 5

10-Jun-15

High level coordination issues

DFID and DFAT do not engage with the GoB and other development partners to advocate for aligning their technical assistance to the NSSS – SPFMSP works in isolation from the overall SP policy context and its impact is decreased, leading to funds dispersion, overlapping and duplication of efforts.

To be continually informed of SP issues and developments in other sectors of government and civil society and in line with the overall SP reform programme.

10-Jun-15

High level turnover

Key high level civil servants that support the project across ministries – in particular in MoF – are replaced by civil servants who have little understanding of and working on social protection programmes.

To have a strong working relationship with the ED and buy-in and engagement with the MoF, the Line Ministries and other government organizations and development partners.

10-Jun-15

Political situation and potential tensions at the Ministry level

There are potential tensions between the MoF and key LM on the role of the SPBMU.

To keep engagement and buy-in from the MoF and the LMs in the SPBMU activities and agenda.

10-Jun-15

Capacitydepletion

Government does not demonstrate enough willingness to invest its own finances and human resources in strengthening SP reforms.

To ensure the GoB sees the Value for Money in the reform programme and stays invested in the agenda.

· Coordinate with DFID and other partners (UNDP, WFP, WB, MJF) to ensure a joint GoB vision on SP with sufficient mobilisation of financial and human resources for a successful and efficient takeover; · Establish links with key donors and other donor-funded projects in the SP sector to identify synergies and common objectives for advancing , coordination/harmonisation between projects, and achieving VfM through effective collaboration; · Engage into dialogue with the Cabinet, the MoF as well as the LM on a common vision towards the SP agenda. Communications will play an important role in the programme to bring all together and facilitate an open discussion and avoid working in silos. · All of our consultants will be working with the SPBMU and the Line Ministries and much of their work will be building capacity; · The SPFMSP Communication Specialist will ensure that SP awareness raising/communication strategies are in place to build awareness and understanding of staff in SPBMU; · Focus on establishing a longterm and fruitful relation, such as designating a wing/cell, with LMs leaving the ownership and responsibility with them. Additionally, the Project would engage with the GoB to explore the potential of creating a communication counterpart so that the momentum of transparent communication on SP is maintained once the SPFMSP support ceases. · The SPFMSP will introduce a balanced approach to work with the Central Strategic Agencies (MoF, Cabinet Division, Planning Commission) and the Implementing LM.

86.67%

High

SPFMSPTeam

31-Jan-17

40.00%

Medium

SPFMSPTeam

60.00%

High

· Capacity building trainings/workshops for the GoB officials are useful tools during the implementation phase and identified gap are being addressed; · GoB will be continuously appraised about the pilot/implementation progress and informed about lessons learnt via workshops and other dissemination activities.

60.00%

Medium

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

31-Dec-16

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

SPFMSP SMG

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

SPFMSPTeam

31-Aug-17

On Schedule

Treena Watson

02-Nov-16

Communications will play an important role in the programme to bring all together and facilitate an open discussion and avoid working in silos. SPFMSP programme coordinator has participated in the conference held on 2nd Nov and taking required initiatives to coordinate with all working groups on this issue.

During the Third Quarter of Implementation, the Project saw good cooperation among the MoF and LMs in capacity development and agreement on diagnostic studies. Increased cooperation among the LMs and the Project in Project activities are going on.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project 9

10-Jun-15

Social protection reforms do not address gender related constraints

Government does not address risks and vulnerabilities of women and girls

To maintain the importance of genderbased issues and the value to society of improvements in vulnerabilities of women and girls in SP programmes To ensure wellcoordinated activities, understanding of the importance and ownership at all levels from central and decentralized levels of government

· Work closely with government officials to ensure that gender related constraints are understood and addressed; · Research evidence demonstrating the benefits of considering gender vulnerabilities and risks. · It is expected that the SPFMSP begins implementation of the MIS during 2016 to properly manage and monitor expenditures and evaluate VfM for the SP programmes; · Evidence-based studies along with study of local level implementation, and dissemination of findings and recommendation at the workshops will help mitigate the impact.

11.11%

High

SPFMSP SMG

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

10-Jun-15

Inadequate investment in GoB management and administration

10-Jun-15

Accountability

Weak administrative system of SP (lack of MIS, M&E, cash and asset transfer systems, grievance systems, etc) in Bangladesh brings the risk that the TA provided at central level under the SPFMSP does not reflect the changes at the decentralised level. Reforming the SP schemes does not guarantee that the poor will benefit from the transfers that are expected under the SPFMSP.

33.33%

High

SPFMSPTeam

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-17

To ensure that the poor benefit from the SP reforms and accountability mechanisms are in place to assist in this area.

· Provide a matrix with different options of what is needed for each scheme to be scaled up and meet its expectations at the decentralised level; · Sound G2P system, developed as result of the research study on payment systems, could mitigate the risk of the poor not benefitting; · The SPFMSP’s approach will be geared towards systemic change, including more focused strategic leadership at the GoB level with greater coordination across Ministries.

77.78%

High

SPFMSP SMG

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

10-Jun-15

Working across different GoB entities and potential resistance to change

10-Jun-15

Availability of data

Not all schemes will be considered equally efficient or effective and the SPFMSP will need to find a way to balance the expectations from each Ministry and potential tensions. The MoF senior staff will be resistant to increase SP budget allocations. The LM are resistant towards the diagnostics exercise and data is not available.

To encourage change and reform with evidence-based findings and recommendations that support increased budget allocations.

10.00%

High

SPFMSPTeam

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

10.00%

High

SPFMSPTeam

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

To ensure that accurate and well-sourced data support the findings and conclusions of the diagnostic and research studies To accomplish project tasks in a timely manner in a safe and secure operating environment.

· The completed diagnostics should assess the viability of each of the schemes under the SPFMSP and what is needed in terms of financial and human resources for each scheme becoming operational and efficient at the field level; · Work with the GoB to introduce systematic changes so that the SP spending is optimised; · The timely provision of experienced technical, managerial, and logistical backstopping and quality assurance support from all consortium partners. · Work closely with LM on the diagnostics to strengthen their capabilities and build their commitment for reform.

10-Jun-15

Delays due to unstable political situation and security threats

The current unstable political scenario may cause delays in project work and also lead to increased security concerns for consultants.

· Although careful monitoring is being implemented, especially in terms of security issues and potential delays in project implementation, the potential risks caused by the political unrest are beyond the scope of potential mitigation strategies proposed at the project level. Thus, updates and

73.33%

Medium

SPFMSP SMG

31-Aug-17

On Schedule

Siddiqur Rahman Choudhury

02-Nov-16

Additional local MIS coordinator has been hired to ensure effective MIS systems are established within SPBMU for managing the overarching objectives of the SGSP programme.

During the Third Quarter, the Diagnostic studies got strong support from the LMs.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project the residual risk reflect the current situation.

26-Oct-16

Timely delivery of MIS

This would affect the timely piloting of the SPBMU MIS and rollout of the SPBMU MIS to other schemes and Line Ministries This would cause delay in delivery of tasks scheduled during MIS implementation

To accomplish SPBMU MIS project tasks within the set timelines.

SPFMSP MIS Team will strictly follow up the progress of implementation process through regular project meetings in order to fast-track the MIS development process.

70.00%

Medium

SPFMSPTeam

31-Aug-17

On Schedule

Justus Oguna

01-Nov-16

26-Oct-16

Cooperation from two LMs and MoF for delivery of MIS

To ensure that GoB takes full ownership of the MIS development process

SPBMU, MOWCA, MOSW teams will be adequately be informed about the project activities in advance and their roles also clearly defined during the project implementation.

70.00%

Medium

SPFMSP SMG

31-Aug-17

On Schedule

Justus Oguna

01-Nov-16

26-Oct-16

Timely completion of Diagnostic studies

Would have snowball effect in Delays in Designing Costed Reform Plans

Greater Involvement of GoB and SPBMU in Diagnostic Studies

62.50%

Medium

SPFMSPTeam

31-Jan-17

On Schedule

Kavim Bhatnagar

01-Nov-16

Low Demand from GoB on Research Ownership of costed reform Plans by GoB

Timely completion of Research studies

Greater Involvement of LMs and SPBMU in Sensitization on Research

Hastening the Processes of Meetings with LM on ToRs for Diagnostic; Hastening the Process of Hiring Quality Consultants; Greater Application of MSP Database for Identification of Consultants. Conduct Sensitization Workshops with LMs on Areas of Research

26-Oct-16

66.67%

Medium

SPFMSPTeam

15-Dec-16

Not Started

Kavim Bhatnagar

01-Nov-17

26-Oct-16

Reform Plans are Produced but the GoB shows Reluctance in Implementation

Inclusive Strategy to Involve GoB at every Stage of Reforms and Train GoB in Designing Reforms

Conduct Regular Meetings and Provide Hand Hold Support to LMs and SPBMU to take up Costed Reforms. Involvement at Every Stage is Necessary to have Ownership of Reforms.

55.00%

High

SPFMSPTeam

31-Mar-17

Not Started

Kavim Bhatnagar

01-Nov-16

26-Oct-16

Organising major Global courses for GoB participants

Failure to meet targets set out in the CD Strategy and by default the log frame target

To organise three major Global courses and a number of smaller courses for 96 GoB officials

Developing early work plan and engaging third parties involved in course planning/implementation. Also ensuring that sufficient time is planned for precourse organisation ie: obtaining visas, GoB orders and flights etc.

33.33%

Medium

Naheed Sultana

30-Nov-16

On Schedule

Treena Watson

01-Nov-16

26-Oct-16

I &G

Organising Study Tours for policy level GoB officials

Failure to meet associated log frame and CD Strategy targets.

To organise upwards of six study tours for sixty GoB participants

Developing early work plan and engaging third parties involved in study tour planning/implementation. Also ensuring that sufficient time is planned for pre study tour organisation ie: obtaining visas, GoB orders and flights etc.

11.11%

Medium

Naheed Sultana

31-Dec-16

On Schedule

Treena Watson

01-Nov-16

Support of SPFMSP SMG, SPBMU Management Team and the NPD will be key to ensuring that the GoB stakeholders cooperate

Support from SPBMU Necessary to Organize and Mobilize Support from SPBMU Necessary to Organize and Mobilize Such Meetings but ONLY at the Stage when we Reach Reform Designing. Not Before January 2017 One major global course (Chiang Mai) and another minor course (Washington DC) have already been completed. Preparations have begun for the second major global course in Turin (Italy). One study tour to India has already been completed for 08 GoB participants. Planning is underway for a second study tour to Kenya for 08 GoB participantsâ&#x20AC;&#x2122; in January 2017 and a third study tour to Indonesia for 10 G0B participants in February/March 2017.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project 22

26-Oct-16

Timely completion of Diagnostic studies

Would have snowball effect in Delays in Designing Costed Reform Plans

Greater Involvement of GoB and SPBMU in Diagnostic Studies

26-Oct-16

Low Demand from GoB on Research

Timely completion of Research studies

26-Oct-16

Ownership of costed reform Plans by GoB

Reform Plans are Produced but the GoB shows Reluctance in Implementation

Greater Involvement of LMs and SPBMU in Sensitization on Research Inclusive Strategy to Involve GoB at every Stage of Reforms and Train GoB in Designing Reforms

26-Oct-16

Shifting to SPBMU office

Possible incompletion of milestone activity (fully operational SPBMU by July 2016). Any delay in shifting office hampers productivity of SPBMU/SPFMSP

To ensure that SPBMU office is relocated to the designated building and that new space can accommodate all SPFMSP additional staffs

62.50%

Medium

SPFMSPTeam

31-Jan-17

On Schedule

Kavim Bhatnagar

01-Nov-17

66.67%

Medium

SPFMSPTeam

15-Dec-16

Not Started

Kavim Bhatnagar

01-Nov-17

Support from SPBMU Necessary to Organize and Mobilize

Conduct Regular Meetings and Provide Hand Hold Support to LMs and SPBMU to take up Costed Reforms. Involvement at Every Stage is Necessary to have Ownership of Reforms.

55.00%

High

SPFMSPTeam

31-Mar-17

Not Started

Kavim Bhatnagar

01-Nov-17

Ensuring regular updates from NPD, SPFMSP and raising this issue with the GoB staffs on a regular basis when MSP/SPFMSP staffs meet officially

40.00%

High

SPFMSP SMG

31-Dec-17

On Schedule

Moin Chowdhury

01-Nov-16

Support from SPBMU Necessary to Organize and Mobilize Such Meetings but ONLY at the Stage when we Reach Reform Designing. Not Before January 2017 In the last PIC meeting in Oct 2016 NPD assured DFID and the SPFMSP project that preliminary arrangements have been made for the move plan in January 2017.

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project

Annex VII- Work Plan YEAR MONTH

2016 Oct

2017 Nov

Dec

Jan

Feb

Mar

Apr

Outputs and Deliverables Output 1: Improved GoB capacity to develop social protection policy and budgets and coordinate and monitor the implementation of the social protection system 1.1 Study Tour 1 (India) Dissemination Workshop/ Engagement with key stakeholders on key lessons learning/findings 1.2 Study Tour 2 (Kenya) Prepare ToR and Programme Procurement of Service Provider Prepare List of Participants, Clearances, etc. Deliver Study Tour Submission of report and dissemination workshop on key findings/outcomes from study tour 1.3 Study Tour 3 (Indonesia) (same process as above) 1.4 Study Tour 4, 5 AND 6 (TBD) (same process as above) 1.5 Social Protection Public Finance Management Course (National Course 4) Finalise ToR and Course Design Delivery of Course

May

Jun

Jul

Aug

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project YEAR MONTH

2016 Oct

2017 Nov

Outputs and Deliverables Post-course evaluation and report 1.6 National Course 5 (as per the sequence above) 1.7 National Course 6 (as per the sequence above) 1.8 National Course 7 (as per the sequence above) 1.9 Global Course 2 (Chiang Mai) Course Delivery 1.10 Global Course 3 (Turin, Italy - TBC) Finalise ToR and Receive DFID Approval Participant Nominations and Logistical Preparations Delivery of Global Course 1.11 Global Course 4 (Washington-TBC) (as per the sequence above) 1.12 Global Course 5 (TBD) (as per the sequence above) 1.13 Other Capacity Development Activities Capacity Development on Payment Systems Ongoing discussions /engagement with Line Ministries

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project YEAR

2016

MONTH

Oct

2017 Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Outputs and Deliverables 1.14 Review and Revision of Capacity Development Framework 1.15 Pilot MIS Software Procurement, Development, Testing, Training and Sign -off Tender process for MIS HW/SW development & services Requirements Gathering, Review and Development of the MIS according to Software Design Documents PILOT MIS software performance testing

unit,

end-to-end

functional

and

Deploy the system on the live server at Bangladesh Computer Council (BCC) SPBMU MIS Training of MoF, MoSW and MoWCA staff Pilot Sign-off 1.15 MIS awareness raising and communication activities (CAS)

Output 2: Ministry and Departments of the GoB are able to access and use a strengthened evidence base on poverty, vulnerability, nutrition and social protection

Aug

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project YEAR MONTH

2016 Oct

2017 Nov

Dec

Jan

Outputs and Deliverables 2.1 Conduct Research Study 1 (Payment System for Social Benefits) Consultation and engagement with LM / LD (Completed Aug. 2016) Finalise ToR (Completed Aug. 2016) Select & Contract Service Provider (Completed Sept. 2016) Conduct Research Study Hold Workshop on Results of Research Reform plan on payment systems (NSSS mandate to FD) 2.2 Conduct Further Research Studies (new research topics to be identified as per sequence above) 2.3 Engaging with key stakeholders to determine research issues- Workshop 2.4 Supporting policy dialogue through communication and advocacy support (CAS) 2.5 Diagnostic Studies of Schemes (1-VGD, 2-DSF 3&4-OAA/HDWW, 5-LMA/MA, 6-VGF, 7-PESP) Develop and approval TORs for scheme diagnostics (Completed for all but LMA/MA, VGF and PESP)

5+6

Selection of Service Provider (Completed for VGD and DSF)

3&4

5+6

Feb

Mar

Apr

May

Jun

Jul

Aug

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project YEAR MONTH

2016

2017

Oct

Nov

Dec

2+ 3&4

5+ 3&4

Jan

Feb

Mar

5+6

3&4

Apr

May

Jun

Jul

Outputs and Deliverables Study Conducted (field visits, institutional surveys, data and information processing) Submission of Draft Report (Completed for VGD)

Presentation of Findings and Final Report

7 7 6

Output 3: Costed plans developed for the reform of priority social protection schemes 3.1 Development of Costed Reform Plan 1, 2 & 3 Confirmation of topic of reform (i.e. scheme/system)

1+2

Finalisation of ToR and selection of consultants

3 1

Designing Costed Reform

2 1

Submission of Final Report and Dissemination

2 1

3.2 Advocating for the diagnostic work and reform agenda (CAS) Output 4: Programme Management 4.1 Reporting to DFID Financial Reporting Quarterly and Annual Reporting

3 2+3

Aug

2015-16 Annual Report of Strengthening Public Financial Management for Social Protection (SPFMSP) Project YEAR MONTH

2016 Oct

2017 Nov

Outputs and Deliverables Risk Management and Mitigation 4.2 SGSP Communications Working Group 4.3 Annual Review 4.4 Social Protection Budget Management Unit (SPBMU) Relocation 4.5 Facilitating NPD to convene Project Implementation Committee (PIC) 4.6 Preparation for and Convening of Project Steering Committee (PSC) 4.7 Help SPBMU design and deliver their Communication and Advocacy Strategy

Dec

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug