SPFMSP Quarterly Report January-March 2016 by Tareq Salahuddin

QUARTERLY REPORT FOR THE PERIOD 1ST JANUARY TO 31ST MARCH 2016

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

April 2016

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

Table of Contents Executive Summary ......................................................................................................................................................................... ii 1. Introduction .................................................................................................................................................................................. 1 2. Activities and Achievements.................................................................................................................................................... 2 3. Challenges, Risks and Lessons Learnt ................................................................................................................................... 7 4. Work Plan for the Third Quarter ............................................................................................................................................. 9 5. Conclusion and Recommendations ..................................................................................................................................... 11 Annexes: ............................................................................................................................................................................................ 12

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

Executive Summary This Second Quarterly Report covers the implementation period from 1 January to 31 March 2016. During this Quarter the Project was engaged in all work streams, most notably, a Launch of the SPFMSP Project, a National Public Financial Management training programme, and a study tour of India covering pension reforms which included pro-poor pension policy development and implementation. The Project Team also faced a number of challenging developments that included the cancellation of the SPFMSP Launch, operationalizing the Social Protection Budget Management Unit (SPBMU) and dealing with ongoing security risks like hartals or strike actions that disrupted Project activities and meetings periodically. Considering the challenges the Project has faced, there has been very little delay in Project activities from the First Quarter. Of special note is that the Project Team took on additional unscheduled work including the planning and implementation of Project Launch as well as development of the Logframe and Theory of Change for the Strengthening Government Social Protection Systems for the Poor (SGSP) Programme and still managed to remain on track in most activities. In some respects the Project has been able to finish scheduled work ahead of schedule. Commencement of the national course was on time and the Project even reached partnership agreements with International and National Providers ahead of schedule. Several of the Projectâ&#x20AC;&#x2122;s activities during this Quarter were large-scale, resource intensive events. For example, the Launch of the SPFMSP Project, an event to which over 150 guests and media were invited, required many Project staff to contribute in various ways as well as the expenditure of considerable funds to ensure a useful sensitization of the Government partners to the activities of the Project. The event had been planned with the Ministry of Finance (MoF), including setting the date, clearing the timing of the event with guest speakers, planning the programme and inviting participants from Line Ministries (LMs) and Programme Partners. Unfortunately, the event was cancelled the day before the Launch, due to the sudden and urgent need of the Minister of Finance and the State Minister for Finance and Planning, two guest speakers, to attend a meeting with the Prime Minister. In place of the Launch, the Project now is planning for a scaled-down, lower-key sensitization workshop with the Ministries. The Project Team also undertook additional capacity development activities in the areas of an inaugural National Public Financial Management for Social Protection (PFM for SP) course and a Study Tour of India. Planning for these events had continued from the First Quarter and came into fruition in the Second Quarter. For the National Course, the Project negotiated agreements with International and National Course Providers to develop course content, training materials, provide lecturers/facilitators, provide the course venue and host course participants. The six LMs and the MoF fully participated in the course and deemed the results a success. The Senior Finance Secretary attended the closing session of the course, provided concluding remarks, and handed out certificates for course completion to 28 participants. This course will be followed in June by a second course covering an expanded curriculum as well as two classes held concurrently. The India Study Tour with eight MoF participants also concluded successfully after spending two weeks reviewing the India pension reform which included pro-poor pensions for the informal sector. The study tour participants returned to Bangladesh with a wealth of data and information th at will be referenced in the preparation of a final report and in presentations at a workshop to be held in April or early May. The Project Team is finalising procurement of diagnostic and research studies that will be implemented during the Third Quarter. One diagnostic study will focus on the Vulnerable Group Development (VGD) programme of the Ministry of Women and Childrens Affairs (MoWCA) and the other diagno stic study will analyse the piloted programme at the Ministry of Health and Family Welfare (MoHFW) called Demand Side Financing (DSF) for Maternal Health Services vouchers. Both MoWCA and MoHFW

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

strongly support these studies and are eager to see them underway during the Third Quarter. During the Second Quarter, the MoF requested a research study on payment systems for social benefits. The Terms of Reference (TOR) for the research study were drafted and shared with the Finance Division. The NPD has indicated that proposed TOR is in line with their objectives. They have asked that we proceed with the necessary action to carry out the study. Research studies are undertaken as a result of interest expressed by the Government under the Research Component through the Flexible Fund. Although the Project has proposed topics in the Research Framework Report of September 2015 approved by at the first PIC meeting in November, this is the first official research request received. The Project Team also has undertaken work to support the monitoring of the SGSP Programme as well as support and operationalize the SPBMU. Following the recommendations from the 2015 Annual Review (AR), DFID have requested the project to facilitate a review of the SGSP logframe. A team has been mobilized through the ST Fund in the month of February, led by an international Monitoring and Evaluation (M&E) Team Leader and supported by a national expert with expertise in M&E and social protection. The M&E specialists reviewed the Programme, met with development partners, d iscussed Programme objectives and component tasks and produced a modified Logframe and Theory of Change (TOC). The Specialists prepared a draft final report, draft Logframe and held a workshop with the SGSP Programme Working Group to discuss findings and recommendations. The final Logframe, together with the mission report, has been sent to DFID for their finalization in the end of February. The Project is supporting the operationalization of the SPBMU while continuing to await the allocation of additional office space and appointments of permanent SPBMU staff. The Project Team has undertaken renovation work as well as furnished and equipped t wo office rooms that are now available while awaiting the hand-over of additional offices for joint SPBMU-Project operations. While the Executive Director (ED) and the Deputy Director (DD) of the SPBMU have been appointed, several more staff including three deputies and four IT professionals for the systems wing of the office have not yet been appointed. As an interim solution, the National Project Director (NPD) has proposed that several temporary appointments will be made from the Finance Division allocation, but these appointments have not been made during this quarter. With less than a year and a half remaining in the Project, the lack of appointments to the SPBMU raises concerns for both adequate capacity development and sustainability of the unit. The Project is raising the issue of further staff appointments in ongoing planning me etings with both the MoF and DFID in order to keep focused on the necessity to make these appointments. When joint office operations are secured, the Project Team will be in an even stronger position to highlight the necessity of further staff appointments. The Work Plan for the Third Quarter provides a summary of activities by month that will take place in that Quarter and ongoing until the end of the Implementation Year. Capacity development activities planned for the next Quarter include workshops for sensitization of LMs to Project activities and for information dissemination of results and recommendations from the India Study Tour, holding the second National Course on PFM for SP and supporting participation at a global training course on social safety nets at the World Bank headquarters. The Project will re-convene the Project Implementation Committee (PIC) and convene the first meeting of the Project Steering Committee (PSC). The newly-hired MIS Specialist will report on the design and implementation plan for the systems in the MoF and in MoWCA and the Ministry of Social Welfare (MoSW). Two diagnostic studies will be implemented and a research study will get under way. The following recommendations are made at the end of this report as a result of lessons learnt during the First and Second Quarters of Project implementation: ď&#x201A;ˇ

High-level, high-visibility events should be planned with participation of officials who are most likely available and not subject to sudden calls for their involvement in other matters with the

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Second SPFMSP Quarterly Report: 1st January - 31 March 2016

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risks clearly stated and acknowledged by all parties before planning is undertaken . The event and the involvement of officials should be predicated on the agreement, early on in the planning process, that the event would not be cancelled if the officials cannot attend at the last moment. As a matter of operational necessity, the Project will set out the risks involved with beginning the planning and implementation of special events and seek DFID concurrence on moving forward. Further discussions should be held and agreement reached with the MoF and the SPBMU for increased permanent staffing in the SPBMU and co-locating office space in the building designated for the Project offices. The Finance Division currently is considering tempo rary staffing of the SPBMU from their allocation. The Project has refurbished and equipped two offices and is transferring a car for use of the SPBMU officials. Meeting dates should be fixed for convening of the PIC and PSC, for holding the sensitization workshop which was delayed as a result of the Launch schedule, for the India Study Tour workshop and for holding the second National course in early June, before the start of Ramadan. The SPBMU officials, who have offices to use starting in the Third Quarter, should take ownership of the Project and a leading role in capacity development, diagnostic and research studies implementation with less reliance on other Finance Division staff.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

1. Introduction The SPFMSP is a complex technical assistance project that has been working closely with the Finance Division, Ministry of Finance (MoF), and six implementing line ministries inclu ding the Ministry of Social Welfare (MoSW), the Ministry of Primary Education (MoPME), the 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 the Department for International Development (DFID) and the Department of Foreign Assistance and Trade (DFAT). The SPFMSP project is one component of a larger five-component DFID-funded Strengthening Government Social Protection Systems for the Poor (SGSP) Programme which began in October 2013. The aim of the overall SGSP Programme is to support the GoB establish policies, budgets and plans for a more effective and efficient social protection system. Other components of SGSP are being delivered by four implementing partners: the United Nations Development Programme (UNDP), the World Food Programme (WFP), the World Bank (WB) and the Manusher Jonno Foundation (MJF), a local Bangladeshi NGO. This Quarterly Report covers the implementation period from 1 January to 31 March 2016. During this Second Quarter the Project team was engaged in several large-scale, resource-intensive activities including a Launch of the SPFMSP Project, a National Public Financial Management training programme, and a study tour of India covering pension reforms which included pro-poor pension policy development. Closer working relationships have been developed with Government partners. The Project’s engagement and cooperation has been strong and productive with the Finance Division and the Social Protection Budget Management Unit (SPBMU) of the MoF. Ties and discussions with the Line Ministries (LMs) also have been strengthened with ongoing “sensitization” meetings at the ministry and directorate levels and good cooperation continues as Terms of Reference (TORS) have been finalized and accepted. A request from the MoF to the LMs to nominate participants for the national course was met with quick responses and considerable success. Most Work Plan targets have been met for the Second Quarter and are on pace for Third Quarter completion. Both diagnostic studies and the MIS work have lagged somewhat during the Second Quarter as the result of approval and review processes as explained later in the report, but will be back on target during the Third Quarter. Other Project activities including capacity development, M&E review of the SGSP Programme and development of a Logframe, and research studies are on track.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

2. Activities and Achievements The Project Team continues to work in close cooperation with the MoF on several Project work streams and engaging in activities to support the Finance Division and the operationalization of the SPBMU. The broad areas of Project engagement during the Second Quarter include the following: A. B. C. D. E. F. A.

Preparing the Launch of the SPFMSP Project; Undertaking capacity development activities in the areas of national course delivery, study tours and global courses; Activating specific diagnostic and research studies; Supporting the implementation of the SGSP Programme in developing a Logframe and Theory of Change; Supporting the operationalization of the SPBMU; Strengthening the Team of the Project. Preparing the Launch of the SPFMSP Project – The Project Team, together with the Finance Division, planned a Launch of the Project in order to provide a platform for sensitizing Government partners of the LMs and boosting the profile of the Project as one of the leaders in reforming the social protection system in Bangladesh. The PIC-approved Work Plan called for lower-key, individual workshops with Line Ministries to “sensitize” them to the Project activities. However, at the request of DFID, the Project Team agreed and the MoF concurred in planning a Launch of the Project that would combine high-visibility and sensitization aspects including speeches by Ministers and a presentation on the Project’s goals, objectives and activities for the remaining implementation period. The Launch date was planned for 3 March and cleared with the office of the Minister of Finance. The Minister was invited as the Chief Guest to provide remarks on the occasion of the Launch. He has shown support for the Project dating back to his budget speech in June 2015 at which time he referenced the implementation of the Project and mentioned the establishment of the SPBMU in the MoF. The State Ministers for Finance and Planning and for Women and Childrens Affairs also had confirmed their attendance as Special Guests. (Launch Invitation Card and Programme at Annex I). All of the preparations for the Launch were in place and full involvement of staff was needed in order to ensure a successful Launch. The Team wrote all speeches for the guests participating in the ceremony, prepared banners and other signs, prepared a guest list for more than 150 invitees and media, distributed the invitations and ordered food preparations. Unfortunately, the day before Launch, the Minister cancelled the event due to the need to attend a meeting with the Prime Minister that morning concerning a newly launched initiative. His attendance, the Project was informed, was mandatory and the MoF did not want to go ahead with the Launch event without his presence. The Ministry has indicated its willingness to support a Sensitization Workshop for the next Quarter, preparations for which the Project now is engaged. The Project donated all of the food prepared for the event to an orphanage in Dhaka. Some of the students from the Jamia Islamia Darul Uloom Madania Madrasa and Orphanage in Jatrabari, Dhaka, came out to help distribute more than 150 food packets and soft drinks to the students in the Orphanage. Project staff and members of Maxwell Stamp, Ltd., helped with the distribution.

Undertaking Capacity Development Activities – As planned in the First Quarterly Report, the Project Team implemented three key areas of the Second Quarter Work Plan in the area of capacity development and institutional strengthening:

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

National Course – The first area involved establishing a course in Bangladesh with an international perspective in a national context, providing training on public financial management for social protection programmes. The course, “National Social Protection Public Financial Management,” was arranged in partnership with the international course provider, the International Network for Social Protection Inquiry, Research and Education (INSPIRE), the National Institute of Public Finance (IPF), and the SPBMU of the Finance Division. INSPIRE is a course provider which is able to tap into universities with progammes in the targeted area of Social Protection and Public Financial Management. The University of Mauritius and Maastricht University are among the very few universities that provide this training. One of the facilitators at the Bangladesh National course arrived from the University of Mauritius. The Project Team negotiated agreements among the participating institutions and facilitated the preparations for launching a preliminary/test course on 27 March. The objective was to judge how the course was delivered, reactions from participants, providers and the satisfaction level of the MoF and Project team. The experience and lessons learned would be used in designing the six future national courses. INSPIRE provided trainers/facilitators from South Africa, Mauritius and the United States. The INSPIRE Team came several days ahead of course delivery in order to design the final course syllabus and discuss implementation of the course with the SPBMU and the IPF. The teams finalized the Programme Schedule, Course Reader, venue and other organizational issues for the course delivery from 27 – 31 March. (Course Syllabus and Schedule at Annex II). In a successful, cooperative effort among the MoF, all of the LMs and the Project Team, 30 nominees were proposed from the level of Deputy Secretary and higher and 28 participants attended the course (List of Participants at Annex II). All participants were engaged in the course modules and provided high marks for the course in its entirety. The Project is reviewing the evaluations and remarks from course participants for inputs and comments that would be useful to keep in mind for the next course and course venue. Preliminary comments highlighted the need for a larger course venue to comfortably accommodate all participants, facilitators and support team. The Project Team also is holding ongoing discussions with the MoF, the International and the National Course Providers following the conclusion of the course covering lessons learned and consideration for future design features. Significantly, several course participants were identified as potential trainers/facilitators for the next course. The Team will follow-up with them and include them in the course curriculum planning. The next course, second in a series of seven national courses in total, is being tentatively scheduled for the first week in June with an understanding that the period of Ramadan in June co uld have an impact on course delivery (Initial Training Course Report at Annex II).

India Study Tour – The second capacity development activity this quarter is the India Study Tour. This Study Tour was originally planned for the First Quarter of Project Implementation, but was delayed due to delays in operationalizing the Government’s governance structures. The Study Tour was approved by the Project Implementation Committee at the end of November. The group left on the Study Tour at the end of March with 8 participants from the MoF and 1 participant/organizer from the Project Team. The two-week Study Tour reviewed the pension reforms in India for the poor and those in the informal sector as well as for civil servants. The group was led by an Additional Secretary for the Finance Division of the MoF with seven other mid and senior-level officials from the MoF (List of India Study Tour Participants at Annex III). The Project Social

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

Protection Economist, a former civil servant in the Government of India, planned the itinerary, set-up meetings and made the arrangements through former contacts and colleagues in the India Government. Lessons learned and best practices will be captured internally for future planning of study tours. The Study Tour was designed to support similar reform planning for Bangladesh and brought back a wealth of information and data, contacts and follow-up opportunities for further discussions. A report is being drafted and a workshop on the findings and recommendations as a result of the Study Tour is being planned for the end of April or early May period. 3.

Global Course – The third area the Team focused on during the Second Quarter was offering global courses. The Project is striving to be as helpful as possible in meeting the requests from Government partners. We will continue to emphasize Value for Money (VfM) in such course offerings as with the National course and global courses offered at the University of Mauritius that can be tailored to the Government’s needs, and in Chiang Mai, Thailand, with the INSPIRE group. During this Quarter, the Additional Secretary of the Finance Division and National Project Director (NPD) for the SPFMSP Project requested facilitation for attendance of one official from the Finance Division in a World Bank course. Each year the World Bank holds a core course on social safety nets at their Washington, D.C., headquarters. This course is a precursor to other courses covering social protection programmes. This year the core course will be held during the last week in April and first week in May. The NPD proposed that the Joint Secretary of the Finance Division be nominated to attend the course. The Joint Secretary is keenly interested in the activities of the Project and has been closely involved with Project implementation. The Project is facilitating the Joint Secretary’s participation in the course arranging all payments and bookings for tuition fee, air travel, hotel, ground transportation and subsistence allowance. (Letter from the NPD and World Bank Course Information at Annex IV). Other global courses will be proposed during the next implementation Quarter for attendees of the initial national course. These global courses will offer an expanded curriculum on social protection and efficient and effective public financial management.

Procuring Diagnostic (under Diagnostic Fund) and Research Studies (Under Flexible Fund) – During the Second Quarter the Project Team laid the groundwork for undertaking two diagnostic studies and a research study. One diagnostic study will focus on the Vulnerable Group Development (VGD) programme of MoWCA and the other diagnostic study will analyze the piloted programme at MoHFW called Demand Side Financing (DSF) for Maternal Health Services Vouchers. The procurement process is near completion for selecting the services for international and national experts to undertake the diagnostic studies. MoWCA and MoHFW are eager to commence the studies and have provided their strong support in separate meetings at the ministry and department levels. Demand for research studies, however, has been somewhat limited, although options have been provided in the draft Research Framework Report in September 2015. Research studies are undertaken by request (demand-driven) and will involve discussions with the MoF and LMs to refine research topics. At the end of this Quarter, the MoF requested a research study on payment systems for social benefits. The Terms of Reference (TOR) for the research study have been drafted and shared with the Finance Division. The NPD has indicated that the proposed TOR is in line with their objectives.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

They have asked that we proceed with the necessary action to carry out the study. (Request from NPD and Draft Research Study TOR at Annex V). The Third Quarter Work Plan provides the sequence of activities that the Project Team will undertake to procure and complete this research during that Quarter. E.

Developing a Logframe and Theory of Change – The Project is supporting the implementation of the SGSP Programme through a variety of activities including analysis and recommendations on the governance structure of the Programme, coordinating Project activities with other development partners in the SGSP Working Group, as well as providing Monitoring and Evaluation support. During this Quarter, the Project supported the further development of the Programme Logframe and Theory of Change (TOC), as it was a recommendation made by the AR team to DFID in 2015. DFID have requested SPFMSP/MSP to facilitate and manage the process, using the funds available under the ST Fund. The Project recruited international and national Monitoring and Evaluation (M&E) Specialists to review the Programme, meet with development partners, discuss Programme objectives and component tasks and produce a modified Logframe and Theory of Change (TOC). The Specialists undertook the work during February, with the guidance and joint management of DFID an d the Project over a period of three weeks, prepared a draft final report, draft Logframe and held a workshop with the SGSP Programme Working Group to discuss findings and recommendations. (Draft M&E Report and Logframe at Annex VI) The Logframe will be circulated among Programme Partners to guide planning and implementation activities.

Supporting the Operationalization of the SPBMU – With the Executive Director (ED) and the Deputy Director (DD) of the SPBMU appointed and office space available for both officials, the Project has renovated two offices designated by the MoF for use by the SPBMU. The Project also is providing office furniture and equipment, including desks, chairs, computers and printers. The two offices will be fully functional early in the Third Quarter. The ED and DD offices are in the same building that has been designated by the MoF as the joint office space for both the SPBMU staff and the Project consulting Team. However, additional office space for the rest of the SPBMU and SPFMSP Project is not yet available and most likel y not available until the Third or Fourth Quarters. The process for transferring a Project car to the SPBMU is underway with a formal letter drafted that will help to expedite the delivery of a car for transportation of the ED and DD. The car will be available to the SPBMU early in the Third Quarter and all expenses will be covered by the Project for a three-month period while the transfer of ownership of the car to the Government is being finalized. The Project Team has been very flexible in accommodating the needs of the new ED and DD. The extensive office renovation and furnishing and provision of a car were not anticipated in the original planning and budgeting for the Project. The Team anticipates that this work and support will facilitate the handing over of joint office space on an expedited basis. Strengthening the Project Team – Several new consultants were recruited and hired during the current Quarter. The Project has hired two full-time staff members for capacity development and communications. A Social Protection Capacity Development Specialist was recruited and hired during February and a Communications Specialist began working during March. Both staff have contributed to the planning and implementing of high-profile capacity development events. The higher profile of the Project is helping to sensitize Government partners, particularly at the ministry and directorate levels, to the assistance that the Project has and will continue to provide. In addition to hiring the short-term M&E Specialists mentioned earlier, the Project also brought on board a short-term international MIS Specialist. He is a recognized expert in developing and

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

implementing computerized single registry systems for social protection benefits. He has begun a modification of the original-design concept for the MIS between the MoF and the two LMs, and will formulate an implementation schedule and road map for moving forward over the coming months in system building and piloting. The Team will review the work carried out by the MIS Specialist over the next six weeks and determine if the position should continue as a long-term MIS slot to fill the vacancy of the first MIS Specialist or whether the inputs would be more useful and of greater Value for Money (VfM) on a short-term basis. The MIS situation review also will take into consideration the hiring of a national MIS Specialist to assist the International specialist either on a short or long-term basis.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

3. Challenges, Risks and Lessons Learnt In several areas the Project faced challenging situations with ongoing risks that have not changed greatly over the past quarter. The cancellation of the Launch of the Project was a major set -back in terms of use of resources and delays of other activities while achieving little in the way of capacity development of partner ministries. This set-back was offset somewhat with the successful launch of the initial National Course on Public Financial Management for Social Protection (PFM for SP) programmes. Other challenges continue including fully operationalizing the SPBMU and the lack of joint offices with the Project consulting team and the occasional hartals called that create the potential for violence and disrupt office operations. Cancelling the Launch – Planning and preparations for the Launch absorbed substantial staffing resources over the month of February with the Launch date set for 3 rd of March. The Team was in close consultation with the Finance Division, the inviting organization for the event , discussing all details of the Launch. The Project Team was responsible for the selection of the venue, developing the programme, inviting guests, creating banners and signs, writing speeches and presentations, informing news outlets, funding the costs and then sending out cancellation notices. While the total expenses came to approximately GBP 2,420, the costs of staff utilization were far greater. Most staff were involved in the planning and preparation of the event, the creating of documents for the speakers and press and the contacting of invitees to ensure participation. As a result of intensive staff involvement in preparing for the Launch, such other activities as a “sensitization workshop” and diagnostic study start-up have been somewhat delayed into the Third Quarter. The decision for cancellation was not within the control of the Project which is a risk for future events of this nature that may be difficult to manage. One risk mitigation approach that will be used in planning for the sensitization workshop in the next quarter will be to limit the number of high-level officials who could be pulled away at the last moment by the Prime Minister. Whenever possible, materials prepared for the launch such as folders, notepads, etc. will or have al ready been used for other events, such as the national training held in the end of March. Operationalizing the SPBMU – The ongoing office situation highlights a larger issue with the commitment to fully operationalize and staff the SPBMU. During this quarter, the Ministry of Public Administration (MoPA) has selected and appointed a permanent Deputy to fill one of four slots in the organizational framework of the SPBMU. The person fills the role of chief deputy to the Executive Director (ED). While the ED and DD have been appointed, several more staff including three deputies and four IT professionals for the systems wing of the office have not yet been appointed. As an interim solution, the National Project Director (NPD) has proposed that several temporary appointments will be made from the Finance Division allocation, but these appointments have not been made during this quarter. Diagram 1 shows the current staffing situation and the staff structure of the SPBMU as origin ally proposed in the Technical Assistance Project Proposal (TAPP).

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

Diagram 1. Currently Appointed and Vacant Staffing Positions of the SPBMU Executive Director (Joint Secretary) Admin Officer, Office Asst. cum computer op Personal Officer

Deputy Director (DS/SAS)

Deputy Director

Senior System Analyst

Appointed System Analyst Pending

Maintenance Engineer

Programmer (2)

Vacant

Staff appointments, specifically permanent staff, are important for carrying forward plans for capacity development of the SPBMU. A well-trained and competent staff are critical to the sustainability of the organization and carrying out duties the office must be engaged in for institution building in the LMs and strengthening the public financial management of the social protection system. Although both the ED and DD have been actively involved in meetings, planning and overall engagement, there still is a great deal of reliance on other officials in the Finance Division in terms of planning, guidance on Project direction and implementation of Project activities. Additional deputy positions and systems staff are needed to focus on specific capacity development, research, and MIS issues, as planned in the TAPP. With just under a year and a half of Project life remaining, the time for ensuring sustainability of the SPBMU office through capacity development of staff is slipping away. The Project is raising the issue of further staff appointments in ongoing planning meetings with both the MoF and DFID in order to keep focused on the necessity to make these appointments. When joint office operations are secured, the Project Team will be in an even stronger position to hig hlight the necessity of further staff appointments. Managing the Risk of Ongoing Security Issues â&#x20AC;&#x201C; During the Second Quarter, several strikes or hartals have been called which continue to disrupt activities on the Project as highlighted also in the First Quarterly Report. With the policy of allowing staff, at their discretion, to work from home as a part of the Projectâ&#x20AC;&#x2122;s duty of care obligation, many staff do not come to the office when hartals are called. Several hartals were called during the months of January and March which tend to disrupt staff meetings, meetings with partners and government officials and activities that require communications and such close cooperation as planning for upcoming events. This quarter has been productive, despite several challenging situations that the Project faced, from staffing to lack of joint offices with the SPBMU to security concerns. The Team has accomplished most objectives during this reporting period and plans were put in place and actions taken in order to deal with the challenges and mitigate the risks of encountering further problems.

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4. Work Plan for the Third Quarter The work plan for the Third Quarter (April â&#x20AC;&#x201C; June) reflects both new capacity building activities as well as ongoing work that was started in the Second Quarter and should be completed in the Third Quarter. Changes in timing or delays in activities are highlighted in blue and new activities are highlighted in yellow in the Third Quarter Work Plan (Annex VII). The activities and work streams are described under four major Project Outputs below. Output 1 - Improved GoB capacity to develop social protection policy and budgets and coordinate and monitor the implementation of the social protection system . Further capacity development activities will be undertaken during the next quarter in providing sensitization and India Study Tour workshops, global course opportunities and a second National PFM for SP course. The Team will undertake a sensitization workshop and scale back the involvement of high-level officials in order to limit further risk of workshop cancellation. The workshop will provide information on Project objectives and current work streams that are ongoing during implementation. With the appointment of the Line Ministry wings as contact points, the Project Team will be able to bring into the workshop the officials involved with the ongoing work of the Project. The Project will review the results of the partnership with the international course provider, INSPIRE, and the national provider, IPF, in holding the initial PFM for SP course and make recommendations to the Finance Division and SPBMU for holding a second course at the beginning of June. With Ramadan beginning in the second week of June and ending after the first week in July, the Project is tentatively scheduling the second course for 5 - 9 June. The newly-hired MIS Specialist has started work in the Third Quarter and will provide reports on the design and implementation plan for the systems in the MoF and schemes in two LMs. He began working at the beginning of April holding key meetings with the MoF and LMs to better understand information and data collection and programme operations. 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.

Discussions with the MoF and LMs about the research studies will continue during the next quarter to identify research topics and coordinate with the SPBMU for input. The proposed research study on payment systems for social benefits is under development and the drafted TOR has been shared with the Finance Division and SPBMU. The Project is awaiting comments and will begin the research study during the Third Quarter. Output 3 - Costed plans are developed for the reform of priority social protection schemes . During the Third Quarter the two diagnostic studies of the VGD and DSF schemes will begin. During the previous Quarter the TORs were finalized and service providers were being procured. The Project will select and contract with service providers in the first month of the Third Quarter. Draft final reports along with presentations will be provided at the end of the Third Quarter. A Workshop will be held highlighting the findings and recommendations, either at the end of the Third Quarter or beginning of Fourth Quarter. Work also will begin on the third and fourth diagnostic studies during the Third Quarter. This will include selecting the two schemes for diagnostic studies, drafting and agreeing upon TORs with th e MoF and the LMs and beginning the procurement process for the service providers. The Project Team anticipates fielding the service providers and undertaking the studies during the Fourth Quarter. Output 4 - Ensuring that effective programme management arrangements are established to achieve programme outputs and objectives . The Project Team has been continuously evaluating risks and developing risk mitigation strategies, some of which are reflected in the attached Risk Assessment and Management Matrix which has been

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

updated (Annex VIII). The cancellation of the Launch Ceremony was a risk that could not be mitigated completely and the lesson learnt has been incorporated in other planning for events. Diagnostic studies and work on the MIS have been somewhat delayed by the initial appro val process of the PIC convened in 2015 and the need to quality assure the MIS Methodology Report. The Project anticipates being back on track during the Third Quarter with both work streams as specialists/service providers begin work during this Quarter. The Project Team managed the work of the Monitoring and Evaluation Specialists producing a draft report and LogFrame on time as well as holding a workshop on the draft LogFrame. The Project anticipates that further work on M&E could be undertaken in the coming months to develop an overarching monitoring and evaluation framework for the SGSP Programme, subject to DFID request. During the Third Quarter, a large portion of the Team also will be involved in several reviews of Project activities. We anticipate that several weeks toward the middle and end of May will be devoted to a review of the SGSP by the United Kingdomâ&#x20AC;&#x2122;s Independent Commission for Aide Impact (ICAI). Since the SPFMSP is the largest component of the SGSP, the Commission will request a good deal of time and discussion with the Project. Also toward the end of the next Quarter, the Team will be preparing for the Annual Review which will take place in the first month of the Fourth Quarter. With the Communications Specialist joining the Project Team toward the end of the Second Quarter, communications work will re-start from the beginning of the Third Quarter. We anticipate early meetings of the Communications Working Group of the SGSP Programme as well as discussions with the SPBMU ED on a Communications and Advocacy Strategy (CAS) for the SPBMU including developing a website and newsletter highlighting activities of the SPFMSP Project and the SGSP Programme.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

5. Conclusion and Recommendations The Project Team encountered a number of challenges during the Second Quarter, but also quickly moved to re-direct team efforts to accomplish several important objectives. Although the cancellation of the Project Launch was a disappointment and had consumed substantial team resources, the Project achieved successes with launching the National Public Financial Management for Social Protection course with strong international and national partnerships and embarking on a study tour of the India pension reforms. The MoF has been highly interested and engaged in both activities with the Project as well as very satisfied with the results. The participants from the LMs and the MoF also were very appreciative of the national course and looking forward to furthering their prospects as trainers/facilitators as well as participating in future global courses. Substantial groundwork has been laid for future capacity development efforts, providing analytical studies, and continuing the highly successful work on both the M&E Logframe and overarching framework as well as governance structure of the Working Group for the SGSP Programme. A key official of the Finance Division will be attending a global course on social safety nets sponsored by the World Bank as other global courses will be offered as the Project Team prepares for the second National Course for the next Quarter. Diagnostic and Research studies will be undertaken and nearing completion during the next quarter as well as beginning the process for undertaking other diagnostic studies. During the next Quarter, the Team also will provide higher visibility for the Project through workshops sensitizing the LMs to the work of the Team, re-convening the PIC and convening the PSC, and communicating to the public the diagnostic and research work. Recommendations as a result of lessons learnt during the previous two Quarters include the following: 



High-level, high-visibility events should be planned with participation of officials who are most likely available and not subject to sudden calls for their involvement in other matters with the risks clearly stated and acknowledged by all parties before planning is undertaken . The event and the involvement of officials should be predicated on the agreement, early on in the planning process, that the event would not be cancelled if the officials cannot attend at the last moment. As a matter of operational necessity, the Project will set out the risks involved with beginning the planning and implementation of special events and seek DFID concurrence on moving forward. Further discussions should be held and agreement reached with the MoF and the SPBMU for increased permanent staffing in the SPBMU and co-locating office space in the building designated for the Project offices. The Finance Division currently is considering temporary staffing of the SPBMU from their allocation. The Project has refurbished and equipped two offices and is transferring a car for use of the SPBMU officials. Meeting dates should be fixed for convening of the PIC and PSC, for holding the sensitization workshop which was delayed as a result of the Launch schedule, for the India Study Tour workshop and for holding the second National course in early June, before the start of Ramadan. The SPBMU officials, who have offices to use starting in the Third Quarter, should take ownership of the Project and a leading role in capacity development, diagnostic and research studies implementation with less reliance on other Finance Division staff.

Second SPFMSP Quarterly Report: 1st January - 31 March 2016

Annexes: Annex I: Launch Invitation Card and Programme Annex II: Initial Training Course Report, Schedule, Syllabus and List of Participants Annex III: List of Indian Study Tour Participants Annex IV: Letter from NPD and Course information Annex V: Request from NPD and Draft Research Study TOR Annex VI: Draft M&E Report and LogFrame Annex VII: Third Quarter Work Plan Annex VIII: Risk Assessment and Mitigation Matrix Annex IX: Course Report - Capacity Development Partnership for Social Protection

ANNEX I Launch Invitation Card and Programme

You are cordially invited to the launching of Strengthening Public Financial Management for Social Protection (SPFMSP) Project to be held on Thursday, 03 March, 2016 at 11:00 am at CIRDAP Auditorium, Chameli House, 17, Topkhana Road, Dhaka. Mr. Abul Mal Abdul Muhit, MP, Honourable Minister for Finance, Government of Bangladesh has given his kind consent to grace the occasion as the Chief Guest. Mr. M. A. Mannan, MP, Honourable State Minister, Ministry of Finance and Ministry of Planning and Ms. Meher Afroze Chumki, MP, Honourable State Minister, Ministry of Women and Children Affairs will be Special Guests at the ceremony. Ms. Sarah Cooke, Country Representative, DFID Bangladesh, will be present as Guest of Honour. Mr. Mahboob Ahmed, Senior Secretary, Finance Division will chair the event. Mohammad Muslim Chowdhury Additional Secretary, Finance Division & National Project Director, SPFMSP Project

ANNEX II Course Schedule, Syllabus and List of Participants

Initial Training Course Report

Capacity Development Partnership for Social Protection

15 April 2016

Initial Training Course Report

Table of Contents Introduction ................................................................................................................................... 1 Background .................................................................................................................................... 2 Training: Plan and Preparation.................................................................................................. 4 Develop Training Work Plan ....................................................................................................... 5 IPF & SPBMU Consultation Agreements ................................................................................. 7 Logistics, preparations and delivery .......................................................................................10 6.1 Introduction ................................................................................................................10 6.2 Finalisation of Logistics ............................................................................................10 6.3 Final Preparation ........................................................................................................ 11 6.3.1 MSP Overall Leadership and Responsibility ........................................ 12 6.3.2 INSPIRE roles and responsibilities during course delivery .............. 12 6.3.3 Role and Responsibilities of Local Partner ......................................... 13 6.4 Delivery of the Training Course ............................................................................. 15 6.4.1 Delivery Team ............................................................................................. 15 6.4.2 Course Support Members ........................................................................ 15 6.4.3 Participants ................................................................................................. 16 6.4.4 Course Materials ........................................................................................ 16 Course Implementation............................................................................................................ 18 7.1 Sunday, 27 March 2015: Theory, Concepts and Foundations of Social Protection ................................................................................................................... 18 i) Course Inaugural ....................................................................................... 18 ii) Course Introduction and Overview ....................................................... 18 iii) The Case for Social Protection ............................................................... 19 iv) National Social Security Strategy (NSSS) of Bangladesh ............... 19 7.2 Monday, 28 March 2016: Design and Implementation of Social Protection Programmes ............................................................................................................... 20 i) Social Protection Frameworks................................................................ 20 ii) Designing Social Protection Programmes ........................................... 20 iii) Implementation Systems: Receiving Applications, Payment Options, and Operational Challenges ....................................................................21 iv) Contributory Social Security â&#x20AC;&#x201C; Demographics .................................. 22 7.3 Tuesday, 29 March 2016: Financing and Budgeting for Social Protection Programmes ............................................................................................................... 24 i) Role of Public Finance in Social Protection ....................................... 24 ii) Budgeting Processes in Bangladesh: systems and challenges ...... 24 iii) Quantitative tools for social protection public financial management, interpreting quantitative indicators for PFM and Social Protection ....................................................................................... 24

Initial Training Course Report iv) v)

Micro-simulation – Tools to support financial controls ................. 25 Monitoring: Planning, People, Processes and Systems – Monitoring and Output Spending ............................................................................... 26 7.4 Wednesday, 30 March 2016: Monitoring and Evaluation .............................. 27 i) Success Criteria – Grievance Mechanisms ......................................... 27 ii) Monitoring Programmes in South Asia: Bangladesh, India and Pakistan ....................................................................................................... 27 iii) Evaluation of Programme, Evidence and Securing Political Buy in ....................................................................................................................... 28 7.5 Thursday, 31 March 2016: Participant Presentations and Closing Session 28 Participants Presentations ...................................................................................... 28 Evaluation, Identifying Capability and Monitoring .......................................................... 30 8.1 Course Evaluation ..................................................................................................... 30 8.2 Identification of Bangladesh Trainers...................................................................31 8.3 Monitoring of the impact ....................................................................................... 32 Results, Lessons & Way Forward ............................................................................................ 34 9.1 Course Results ........................................................................................................... 34 9.2 Lessons learned ......................................................................................................... 34 9.3 Key agreements going forward ............................................................................. 35 9.4 Follow-up Tasks ......................................................................................................... 36 The Road Map ............................................................................................................................. 37 10.1 Key road map milestones for training courses: ................................................ 37 10.2 Key Road Map milestones for Migration to MoF .............................................. 38 Annexure 1: Training Course Phases ................................................................................................ 39 Annexure 2: Training Course Programme ....................................................................................... 42 Annexure 3: List of Participants ........................................................................................................ 46 Annexure 3 continues .......................................................................................................................... 48 Annexure 4: Revised Programme structure for 2 nd Course ....................................................... 50 Annexure 5: Suggested Programme Structure for 3 rd Course ....................................................51 Annexure 6: Integrating Training and Capacity Development .................................................. 52 Annexure 6: Integrating Training and Capacity Development .................................................. 53

Initial Training Course Report

Introduction Maxwell Stamp PLC (MSP), in collaboration with several partners, is supporting the Government of Bangladesh (GoB) to reform its social protection schemes under the project Strengthening Public Financial Management for Social Protection (SPFMSP). The objective of SPFMSP is to improve social protection policy-making, strategic planning, financing, implementation and monitoring and to build individual and organisational capacity. The Finance Division will be the primary beneficiary of support, along with six other implementing Line Ministries, and the Ministry of Finance (MoF), where the establishment of a new Social Protection Budget Management Unit (SPBMU) will take place. Overall, SPFMSP aims to ensure that the MoF and implementing line ministries are equipped to deliver their roles in the reform of social protection programmes in Bangladesh. A key focus of this report is to present the experience in giving effect to Output 1 of the Maxwell Stamp mandate which focuses on â&#x20AC;&#x153;Improved Government of

Bangladesh (GoB) capacity to develop social protection policy and budgets and coordinate and monitor the implementation of the social protection system.â&#x20AC;? This document therefor presents a report of the first training session of GoB officials at the national level. The training was an initial course aimed at assessing the implementation of one part of a broader capacity development strategy to be rolled out over a 17th month period.

Initial Training Course Report

Background Social protection plays a vital role in not just tackling poverty, vulnerability and social exclusion, but also in improving livelihoods, generating employment, and strengthening inclusive developmental impacts for all citizens of Bangladesh. Bangladesh introduced a plethora of social protection programmes but often on an ad hoc basis and the country now seeks to consolidate these interventions into a more coherent and integrated set of interventions. To this extent, there is a need to deepen the understanding and knowledge base of government officials in the theory and practice of social protection. MSP appointed INSPIRE to design, develop and deliver a pilot training programme as a part of its plan to deliver a series of the capacity intervention at various organisational levels of the government of Bangladesh. These training courses will develop the capacity of the GoB officials to better integrate social protection initiatives into the larger development plann ing framework in order to strengthen intra- and inter-sectoral linkages and maximizing value-for-money in an affordable and sustainable manner. Topics relevant to the Government of Bangladesh officials for in-service training courses were to include:       

Employing a quantitative evidence base to identify appropriate social protection instruments; Selecting, designing, implementing and evaluating targeting mechanisms; Operational systems for making cash payments, including specific payments modalities; Institutional arrangements and related topics; Managing fiduciary risk in social protection programmes; Financial management of social protection programmes and systems; and The role of monitoring, evaluation and impact assessment in ensuring programme success.

In line with addressing the range of topics listed needs above, MSP set out a list of training requirements for the INSPIRE Capacity Development Specialists (ICDS) that encompassed the following:

Initial Training Course Report    



 



Planning and supervising preparations and delivery of a Public Financial Management for Social Protection Course; Preparation of a detailed course description and meeting with partners to provide greater background on the training approach; Finalisation of the course design in consultation with DFID, the SPBMU of the MoF, and the SPFMSP team; Preparation of a time-bound work plan showing who will be responsible for task completion in order to deliver the course by 27 March; Preparation and finalisation of agreements with the IPF and the SPBMU for delivery of the initial course and the discussion of options for six additional courses; Coordination of the logistics of the national venue provider and the international team to deliver the course; Evaluation of the course results, identifying future national trainers and the provision of a mechanism for follow-up and monitoring of the impact of the course’s impacts; and Provide a Final Report on the results of the course, lessons learned, agreements that should be finalized for future courses and a road map for the courses to be nationally provided and owned as an ongoing PFM course for social protection.

Initial Training Course Report

Training: Plan and Preparation Following several interactions, negotiations MSP reached an agreement with the International Network for Social Protection Inquiry, Research and Education (INSPIRE) as an International Partner to design, develop and deliver a pilot training course. INSPIRE was to work with a National Partner, the Institute of Public Finance (IPF), a semi-government agency under the Ministry of Finance. IFP would provide logistical support for the training. INSPIRE would also partner with the University of Mauritius (UoM) to deliver the social protection training courses. The national partner would host the courses and support the logistical delivery thereof. In preparing for the first training course, INSPIRE worked with the SPFMSP Team Leader to develop a detailed draft course description which encompassed the following: i. ii. iii. iv. v. vi. vii. viii.

A course syllabus, programme (narrative), and programme roster; A list of the INSPIRE course presenters with CVs; A list of the INSPIRE support staff and CVs; An outline of the roles and responsibilities of the International Partner; An outline of roles and responsibilities of the National Partner; An outline of the services that would be provided by the National Partner vis a vis that of the International Partner; The INSPIRE budget for course design and development; and The most suitable dates for the training delivery.

In view of budget constraints, the number of INSPIRE presenters and suppor t staff initially proposed was reduced and it was agreed that INSPIRE would not strictly follow the initial course design that was considerably focused on pubic financial management (PFM), as these would all require new design work. INSPIRE developed several iterations of the budget in order to meet the budget ceiling available for MSP. Upon reaching general consensus, the parties agreed that the INSPIRE International Capacity Development Specialist (ICDS) would travel to Dhaka.

Initial Training Course Report

Develop Training Work Plan INSPIRE developed and submitted a draft Course Work Plan, initially without timelines, to MSP. The course work plan outlines the key components of training arrangements including course design, recruitment of course participants, content development and delivery, facilities preparation, traveling and accommodation, course material preparation and in general the provision of a conducive environment for training and delivery of the training. These tasks and responsibilities were allocated to key persons at MSP, INSPIRE, the National Partner and the Ministry of Finance (MoF). In the main, INSIRE would provide the Capacity Development Specialist tasked with the following:        

Course design, syllabus development and programme roster development, Coordination of contributions of the role players, Engagement with key partners such as MoF, Coordination of material development, Coordination of course facilitator contributions, Supporting preparation of the venue, Coordination of course deliver, and Ensuring post-delivery report and post-delivery planning.

After MSP had identified the eligible course participants, the Ministry of Finance recruited the participants from six deferent ministries, compiled a list of the confirmed participants who would attendance the training, and final proposals of the course content and arranged for support and contributions at opening and sessions. MSP, through its Team Leader and Capacity Development Specialist played the overall leadership role by:    

Ensured a training contract was in place with INSPIREP Provided supporting documentation for Visa applications, Scheduled interaction between role players INSPIRE, DFID, IPF, MOF and UNDP, Provided over leadership and coordination on contributions,

Initial Training Course Report ď&#x201A;ˇ ď&#x201A;ˇ

Contracted with the National Partner and facilitated engagement regarding logistics, Refined the list of learning and support materials that would be necessary

Course delivery and the final work plan were agreed upon in a meeting at the MSP offices, with dates of completion of the course at least three days before delivery with the banner and course Readers being the final preparatory items on the Thursday, 2 days before delivery.

Initial Training Course Report

IPF & SPBMU Consultation Agreements MSP initiated consultation with the Social Protection Budget Management Unit (SPBMU) in the MoF to agree on the date for the implementation of the training and the potential participants prior to the arrival of the ICDS in Dhaka. MSP together with the MoF had identified the officials that would be suitable for the training and the MoF had therefore begun communications and liaised with the Line Ministries to ensure the delivery of invitations with course information to targeted officials. A priority task for the ICDS was to work with MSP in consulting on the proposed syllabus and programme with the MoF and DFID. Led by the International Team Leader, Mr Dan Wartonick, the capacity development team met with senior managers at the MoF on 19 March. On the first day of executing the functions as outlined in the TOR, Mr Dan Wartonick and the MSP team together with the ICDS held meetings with senior managers from the MoF. Key inputs from MoF officials included the following: 

The need to consolidate the syllabus topics into clusters of course objectives;



A greater focus on social protection in the Bangladesh context;



The need to make content practical and avoid too much focus on theory;



Presenters/facilitators need to be mindful of participant language limitations; and



A need to emphasize that SP is a human right.

In respect of the lectures to be covered, the MoF managers requested that additional lectures be included such as: 

Social Protection and Gender;



SP for marginalised groups such as minorities, rural people, etc.;



People with disabilities;

Initial Training Course Report 

The informal sector;



Social Insurance component; and



A lecture on best practices.

Agreement was reached on the number of participants that had now grown to 25 confirmations. The number of participants would later increase to 28. The DFID representative proposed a reorganisation of the lessons into themes and suggested the inclusion of additional lectures. The themes proposed for the four days would be as follows: Day 1 – Sunday, 27th March: Theory, Concepts and Foundations of Social

Protection; Day 2 – Monday, 28th March: Design, Implementation and Tracking of services ; Day 3 – Tuesday, 29th March: Financing and Budgeting for Social Protection ; Day 4 - Wednesday, 30th March: Monitoring and Evaluation of Delivery and

Spending; and Day 5 – Thursday, 31st March: Practical Application through Participant

Presentations. In terms of subjects or topics to be included, there was significant congruence between the lecture topics proposed by MoF and DFID. An additional topic proposed by DFID, over and above the list by MoF was a lecture on the Political Economy of Social Protection in Bangladesh. The MSP team and the ICDS met on Monday and reviewed the revised syllabus and programme. MSP and the ICDS revised the original draft syllabus submitted to MSP to accommodate as far as possible the inputs received from MoF and DFID. Given the range of topics proposed, it was necessary to reduce the initial number of lectures, accommodate certain topics within one session. And defer some topics to a later date.

Initial Training Course Report There was some concern expressed about the limited financial management content in the revised programme and a need to revert to the initial programme that contained overwhelming financial management topics. Broad agreement was reached on the revised programme that would be submitted to the MoF on Wednesday, 23 March. It was approved with few significant requests for changes, except that a lecture should focus on best practices. Accommodation of this request came from discussing best practices across the range of subjects presented in the course. MoFâ&#x20AC;&#x2122;s final proposal was the appointment of a Training Course Director and a Training Course Coordinator, both deemed customary in Bangladesh and both to be senior government officials, both of whom would be based at the IPF during the delivery of the course. MSP was reluctant about this proposal, presumable because of cost implications in having to pay per diems to two additional officials, whose contributory value was deemed potentially superfluous and vague. The final programme, informed by the inputs by the MOF, DfID and MSP is attached as Annexure 2 in this Report

Initial Training Course Report

Logistics, preparations and delivery 6.1

Introduction Annexure 1 outlines the different phases of the planning and preparation and the logistics. From a sequencing perspective, given the short period of time prior to delivery, the plan governed the sequencing of these activities. Overall, given the determination on the side of MSP, implementation of the activities of the phases went relatively smooth, even though agreement on proceeding with the course was decided on at a late stage.

6.2

Finalisation of Logistics Getting the training programme underway required that the team had to meticulously assess the logistical requirements that involved the planning arrangements for managing the requisite materials, services, information and funding were confirmed and in place by Thursday before end of business. Thus planning meetings and gaining concurrence from MoF and DfID on the venue and course content were among the highest priorities. These were agreed upon by the Wednesday. Engagement with IPF was integral as from day one of arrival of the ICDS. Transport for participants is fortuitous a function of government and participants would be provided with transport to the venue at a specified time. Agreement was also reached with IPF on the Wednesday on providing internet, a computer lab, printing and scanning facilities. INSPIRE took responsibility for travelling arrangement of presenters and support staff. Challenges were experienced in this regard with obtaining visas; and one of the pre-confirmed presenters couldnâ&#x20AC;&#x2122;t make it to Dhaka on time. MSP attended to daily transport needs, where necessary, for material and backup transport services. These arrangements were well in place by Friday, 2 days before the training delivery

Initial Training Course Report

6.3

Final Preparation In preparing for implementation, the Terms of Reference clearly laid out the responsibilities of each party, and those matters not covered before 18 March were dealt with over a period of five days prior to the course. The team met on the Tuesday prior to the course to finalise meetings of agreement with IPF regarding final logistics and contracting. An in situ inspection of the training venue and the final check and tick of the boxes of services to be provided concluded these preparations. The ICDS finalised a course reader and submitted it to the MSP, whoâ&#x20AC;&#x2122;s Capacity Development Officer initiated printing and designed the course banner. MSP procured ring binder files and started photocopying the course readers for the 28 confirmed participants on Wednesday and completed these by Thursday, the last day of the week. MSP and INSPIRE agreed on the team composition a week prior to the arrival of the ICDS. However, the team was informed by Wednesday that one of the international presenters, Mr Pungky (Indonesia) would not be able to secure his visa from the Bangladesh Embassy in Jakarta in time. The MSP Leader identified a local consultant who had previously worked on MSPâ&#x20AC;&#x2122;s Review Project. INSPIRE offered Ms Ferdousi the opportunity to be a presenter, which offer was duly accepted included the compensation rate. In addition to the main presenters, the team also sought contributions from senior managers within the government to present on topics with local content. After having agreed on utilising the services of the senior government officials, and submitting proposals to them, three very senior GoB officials accepted the offer and the compensation proposed. By Thursday, 24 March, the parties felt that all the necessary logistical preparations were in place. The Course Banner was screen printed on the Thursday and delivered to IPF on Friday. The ICDS made some last changes to the slide presentations on Friday to meet the requirements of additional local content and also communicated to the presenters the need have consideration for language challenges. The

Initial Training Course Report INSPIRE international course coordinator, whose visas was also delayed, arrived on the Friday, and the second academic course associate on Saturday. On Saturday, one day prior to the training started, the team spent 4 1/2 hours preparing the venue, placing the course reader content in the files and bags, and printing final participant lists and name tags. 6.3.1

MSP Overall Leadership and Responsibility MSP took overall leadership and responsibility for a list of issues implemented either by national partners or INSPIRE. These included the following:     

         6.3.2

Procurement of some support services and course material; Assembly and distribution of course packages; Support within the course venues for training room setup and equipment requirements for each day; The printing and packaging of course materials; Together with INSPIRE, set up registration and distributed registration package and information on noticeboards; Oversight of the drawing up of a task list in consultation with the international coordinator; Distribution of per diems to course participants; Certificate ceremony with support from the MoF; Table name labels for each participant; Printing of course readers with relevant reading material; Course binders for course hand-outs; Printing of course certificates printed on INSPIRE certificate stock; Certificate Folders for the group pictures and certificates; and The provision of printing paper and Notepads.

INSPIRE roles and responsibilities during course delivery INSPIRE, in the ordinary course of its training programmes where a national partner arrange logistical issues, would have

Initial Training Course Report been less involved therein. In this case however, INSPIRE executed the following activities before and during the course delivery:          

6.3.3

Ensuring placement and allocation of presenters; Compiling notes, recordings of presentations, group sessions and participant objectives; Updating course website with course materials, information, pictures, and announcements; Electronic compilation of course registry and evaluation data in consultation with the international course team; Dining dialogues for course participants and presenters; Capturing of registration information; Presentation handouts printed for each presentation; Obtaining final presentations from presenters and the printing; Generating a daily Newsletter print; and Printing and distribution of handouts, evaluation forms, course registers,

Role and Responsibilities of Local Partner As agreed upon, the Local Partner took responsibilities for several activities before and during the delivery of the training course. These are listed below:     

  

Providing and preparing the course venue; Provided computer laboratory room; Name tags, course bags and banner; Organise and arrange for group photo with photographer; The setting up of all course venues in line with course requirements (e.g. tables, chairs, configurations, equipment, etc.); Secretariat / Admin Office Stationery (staples, paperclips, etc.); The national partner procured the services of a caterer that supplied, One course lunch meal and two tea and coffee services,

Initial Training Course Report

ď&#x201A;ˇ

one at the first tea break at 10 am and one in the afternoon. No specific provisions made for Halaal requirements, vegetarians and other dietary considerations. The national partner provided the following personnel: o A course coordinator that liaised with the international service provider to support course logistics and requirements such as facilities, computer lab and internet;

A course assistant that provided logistical support for course services, including catering, room set up.

Initial Training Course Report

6.4

Delivery of the Training Course 6.4.1

Delivery Team The implementation team consisted of the MSP International Team Leader, two MSP support staff, three international presenters, three local presenters, two INSPIRE support team members, two IPF support staff and the IPF Director General and two senior officials from the MoF (Course Director and Course Coordinator). The roles played by the MoF Curse Director and Course Coordinator remains undefined, a fear expressed by the MSP Tea Leader The team of presenters are listed in the table below:

Presenters

Institutions

1. Mr. Selwyn Jehoma

INSPIRE

2. Mr. Matthew Lamport

University of Mauritius

3. Dr. Michael Samson

Economic Policy Research Institute

4. Ms. Ferdousi Sultana

Bangladeshi Consultant

5. Mr. Shamshul Alam

National Planning Commission

6. Mr. Md. Muslim Chowdhury

Ministry of Finance (MoF)

6.4.2

Course Support Members The composition of the support staff is listed in the table below:

Name

Institutions

Ms. Naheed Sultana

MSP Capacity Development Specialist

Mr. Md. Rezoan Karim Reza

MSP Administrative Office

Initial Training Course Report

Mr. Md. Ziaullah

IPF Course Coordinator

Mr Alam

IPF Course Support Assistant

Ms. Takudzwa Muyambo

INSPIRE Course Coordinator

Ms. Eleonora Guarnieri

INSPIRE Associate & Course Coordinator

6.4.3

Participants MoF submitted the final list of participants to MSP and the training team by Saturday, 26 March. The list indicated that 28 participants would attend the course from seven Ministries. In addition, there would be the Course Director to oversee training but would not be in the training course, while the Training Coordinator would be present throughout the course. The table below lists the Ministries represented and the number of participants from each of the Ministries.

Ministry

No of Participants

1. Ministry of Finance (MoF)

2. Ministry of Social Welfare (MSW)

3. Ministry of Women and Childrenâ&#x20AC;&#x2122;s Affairs (MOWCA)

4. Ministry of Disaster Management Relief

5. Ministry of Health and Family Welfare (MoHFW)

6. Ministry of Education (MoE)

7. Ministry of Primary Education (MOPME)

Annexure 2 provides a detailed breakdown of the names of participants 6.4.4

Course Materials INSPIRE provided a wide range of course materials that were carefully developed by experts in the field, that provide an

Initial Training Course Report introduction to key concepts, the current state of the research ad important lessons drawn from credible evidence, The basic components of the course materials consisted of PowerPoint presentations, A Course Read package, finance game and the micro-simulation modelling exercise, that were aligned to the course day to day themes. INSPIRE developed the materials such that they maximised peer learning and promoted useful discussions around social protection and financing in Bangladesh, and tied the materials to the overall course unifying exercise (participant presentations) on the final day. These course materials have been made available to participants both in printed copies and online via the INSPIRE website â&#x20AC;&#x201C; inspirenet.org. In addition the INSPIRE website has an alumni portal to encourage participants to engage further with presenters and other participants and explore social protection issues further, beyond the course.

Initial Training Course Report

Course Implementation The course content had two main content componens: (i) social protection design and implementation and (ii) social protection public financial management. The two main content components were merged in order to provide participants with a comprehensive understanding and approach to social protection and financial management.

7.1 Sunday, 27 March 2015: Theory, Concepts and Foundations of Social Protection The objective of the first day of the course was to introduce and familiarise participants with the course objectives and structures, and the course unifying exercise, as well as introduce participants to the concept of social protection. The sessions for the day focused on introducing social protection, the reasons behind such programmes and the Bangladesh social protection agenda. i)

Course Inaugural The inaugural session had representatives from the Ministry of Finance, Maxwell Stamp, INSPIRE and SPFMSP projects, who formally welcomed participants, and outlined the objectives of the course linking it to the Bangladesh social protection agenda, and vision. The inaugural speech delivered by Mr. Md. Muslim Chowdhury (Additional Secretary, Finance Division and National Project Director, SPFMSP Project) underscored the importance of building synergies between the different ministries in order to achieved far reaching developmental impact.

ii)

Course Introduction and Overview Mr. Selwyn Jehoma (INSPIRE) introduced the course, outlining the objectives of the course, while providing some introductory context to social protection. The session also provided an overview of the course, the programme structure and plan, explaining how the diverse modules fit together. The course unifying exercise was also

Initial Training Course Report introduced, with a brief overview of topics that participants were to tackle for their presentations. Participants were also given a platform to speak to their expectations and learning objectives and these included: iii)

The Case for Social Protection In this session Dr. Michael Samson (EPRI) explored the role of social protection in supporting the new global developmental agenda, based on the assessment of its role in strengthening the achievement of Sustainable Developmental Goals (SDGs). The session began with an assessment of social protectionâ&#x20AC;&#x2122;s role as one of many governmentsâ&#x20AC;&#x2122; most effective instruments in tackling poverty and inequality. Dr. Samson then discussed the vital human capital impacts that strengthen equitable human development while working to break the inter-generational transmission of poverty. The session proceeded to explore household-level economic impacts, including those that support livelihoods and engagement in labour markets. Dr. Samson also explored the macro case for social protection, examining evidence on impacts for decent rural employment, social cohesion, macroeconomic resilience, economic reforms and other areas. The session concluded with a cautionary note, identifying why social protection programmes might fail to achieve these impacts.

iv)

National Social Security Strategy (NSSS) of Bangladesh Mr. Shamshul Alam (Planning Commission of Bangladesh) session gave an outline of the National Social Security Strategy of Bangladesh, which aims to lift the extreme poor through coordinating and consolidating the existing safety net programmes to achieve better efficiency and results. The NSSS is the first life course approach to policy that will bring approximately 17% of the vulnerable into social safety net programmes including programmes for children, youth, women and disabled persons. Mr. Alam went on further to highlight key challenges and achievements of the NSSS. The session provided participants with a comprehensive understanding of the key instruments that are under the NSSS agenda and broader understanding of the Bangladesh social protection agenda.

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7.2 Monday, 28 March 2016: Design and Implementation of Social Protection Programmes Day 2 Focused on the design and implementation of social protection instruments, and factors contributing to it. i)

Social Protection Frameworks Dr. Samson outlined the three main social protection instruments â&#x20AC;&#x201C; from the basic instruments such as social cash transfers to more insurance-based and contributory instruments to the legislationbased transformative instruments. The session also explored the varying orientations to defining social protection: is social protection defined by its instruments or its objectives? In respect of the frameworks, the session provided an overview of the World Bankâ&#x20AC;&#x2122;s Risk Management approach, the Transformative Social Protection Approach and the Life Cycle Approach. The presentation also explored the linkages between the approaches, and development planning frameworks, and analyse how these move towards the social protection systems approach. The session emphasised the common elements of these approaches rather than the differences, and examined how the different frameworks contribute uniquely to the evolving systems approach. Mr Lamport provided an over of the Life Cycle approach in Mauritius, the framework adopted and elaborated on the models of provision in Mauritius. Mr. Selwyn Jehoma then explored the different social protection models around the world, incorporating case studies from Europe, Asia, Africa and Latin America into the session. The presentation explored the far reaching impacts of social transfers as well as other social protection instruments. The core impacts involve substantial poverty and vulnerability reduction but also include consistent results in terms of human capital development.

ii)

Designing Social Protection Programmes These sessions also explored programme-specific design issues,

Initial Training Course Report including those linked to cash versus in-kind transfer programmes, public works programmes, contributory insurance programmes and others. The session also examined other design issues, such as the design of pilots as pathways to national scale programmes. Dr. Samson examined the concept of governments lacking all of the three elements required for effective social protection programmes and highlighted that the lack of harmonization makes running social protection programmes expensive, drawing from world examples like that of South Africa. The session also explored the concept of social protection and dependency and Dr. Samson countered that argument by linking dependency to bad targeting. Most important design feature of social protection is targeting. Every decision made in targeting involves compromise. iii)

Implementation Systems: Receiving Applications, Payment Options, and Operational Challenges In this session, Dr. Samson examined the delivery systems including management information systems and payment mechanisms as we as well complementary programmes that affect implementation including birth registration and livelihoods linkages. The session explored the main delivery systems required to provide social protection benefits, including registration and enrolment mechanisms and payments processes. The session contrasted the options for registration systems, from the cost-effective and flexible on-demand approach to the resource- intensive and challenging survey outreach model. In addition, the session explored case studies of developmental payment mechanisms linked to the centralized management information systems, including smart card-based bank accounts, mobile money, agent-based systems and others. The session also examined how implementation mechanisms can employ complementary approaches that strengthen developmental impact. For example, linking a birth registration campaign with a social protection roll-out strengthens both interventions. Birth registration makes it easier to identify participants and reduces targeting errors and other forms of leakage, and the access to social protection benefits tangibly strengthens demand for birth registration.

Initial Training Course Report Conclusively, the following lessons were drawn: 



iv)

Implementation is much more important than design. Programmes should not be designed too much. Flexibility in design is a good feature Cost effectiveness, reliability , and making sure the money gets to the right people

Contributory Social Security – Demographics Mr. Selwyn Jehoma explored the concept of social insurance within the context of social protection, exploring social insurance definition, objectives and benefits thereof and linkages to life cycles approach to social protection. The session underscored that the main objective of social security systems are to smoothen income levels during individuals’ lifetime, beginning with their work income after retirement and reducing the incidence of poverty among older adults. Mr. Jehoma’s session also explored the different social insurance schemes including pensions, disability and incapacity, unemployment and maternity schemes linking these to the role of government in the design aspect of the models. Mr. Jehoma explained that the state play a “paternalistic” role – introducing mandatory saving schemes during a workers economically active years, introducing rules and regulations such as the minimum retirement age, number of years one has to contribute to the system etc. The session highlighted that although the financing of the model depends on collections/ contributions, the effectiveness of the model in accomplishing its objectives depends on market conditions, especially labour markets, which then limits its expansion of coverage beyond the sector of formal workers. Mr Lamport provided an over of the pension system in Mauritius, the decision to opt for a universal system, the demographic changes and challenges the country is likely to face in the future. Mr. Jehoma went on further to examine social insurance schemes in Bangladesh, highlighting the challenges such as the large number of people employed in the informal sector resulting in low coverage rates and the need for government to expand non-contributory forms

Initial Training Course Report of social security. Conclusively the performance of contributory social security systems, similarly to that of non-contributory, is evaluated based on coverage (access to benefits) especially to the economically vulnerable groups, benefit adequacy and its sustainability.

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7.3 Tuesday, 29 March 2016: Financing and Budgeting for Social Protection Programmes i)

Role of Public Finance in Social Protection This session, facilitated by Mr. Selwyn Jehoma provided participants with an overview of the role of public finance in social protection systems. The session introduced participants to the underlying concepts and practical trade-offs entailed in public finance policy alternatives. It covered the key factors determining a stateâ&#x20AC;&#x2122;s fiscal architecture, public resource mobilization via taxation etc. and public expenditure policy, including assessment of government social protection programmes.

ii)

Budgeting Processes in Bangladesh: systems and challenges Mr. Chowdhury followed on Mr. Jehomaâ&#x20AC;&#x2122;s presentation, exploring the social protection budget in Bangladesh. He didnâ&#x20AC;&#x2122;t give an overview of the social protection budgeting process in Bangladesh, as envisaged but highlighted the different programmes that are financed such as the cash transfer programmes, work fare programme, and food based programmes. In each of the programmes, Mr. Chowdhury took care to highlight the programme features, beneficiaries targeting and selection methodology, payment mechanisms employed. The session explored the challenges in the social safety net disbursement, such as the absence of common platform of beneficiary data base as well as the increasing cost of coverage.

iii)

Quantitative tools for social protection public financial management, interpreting quantitative indicators for PFM and Social Protection The session led by Dr. Michael Samson focused on the political economy of financing and design of social protection systems. The session discussed the essential steps in estimating the cost of social protection programmes and analysed the associated principles. It also presented and applied a simple rule-of-thumb based on the costing approach employed by the most influential financing models in use today. The session explored the results of some of these financing models, examining the global and national forces that drive the

Initial Training Course Report dynamics of social protection financing and affordability. The session also examined the sources of finance, examining the limits of fiscal reallocation and efficiencies, the question of debt finance and the central role of tax-financing and discussed the catalytic role of development partner support. The session then turned to a hands-on group exercise, a financing game essentially, that integrated key questions of targeting and finances to illustrate key points from the course. The exercise illustrated the historical patterns of social protection financing and the debates between more targeted and more universal approaches. The exercise led to the key financing questionâ&#x20AC;&#x201D;the extent of political will to support social protection programmes. The session discussion linked the central design question from the previous session (social protection design) to the financing issues. Support in the exercise was provided by Matthew Lamport and Eleonora who assist the teams in exploring the various taxation options and the implications. iv)

Micro-simulation â&#x20AC;&#x201C; Tools to support financial controls The session again led by Dr. Samson, was a computer based exercise that highlighted microsimulation modelling as a valuable tool for planning and designing a range of social and economic policies. The basic microsimulation exercise used basic generic excel data to predict the costs and poverty outcomes of the child and pension cash transfer programmes before any programme is launched. The exercise then simulated how the benefit will be distributed among households with different compositions, income levels etc. Participants gained a practical understanding of using excel based models to analyse social protection policies and estimate the cost efficiency and impacts of proposed initiatives. Matthew Lamport, Eleonora and Takudzwa provided support in the microsimulation by assisting participants.

Initial Training Course Report v)

Monitoring: Planning, People, Processes and Systems – Monitoring and Output Spending The session facilitated by Ms. Ferdousi Sultana gave participants an in-depth conceptual and practical understating of how monitoring and impact assessments can be used as operational tools to evaluate programme success, analyse alternative design and interventions scheme, improve programme design and operation, enhance cost effectiveness and ensure programme sustainability. The session covered the following areas:   

Definition and Rationale for Monitoring Steps in Monitoring (defining the challenge, setting objectives, indicators and frameworks, and approach) Developing a monitoring strategy

The session concluded with a case study that examined the monitoring processes of the NSSS of Bangladesh, which provided participants a platform for a productive engagement by discussing the current status, achievements and gaps in the implementation and delivery of the NSSS programme in Bangladesh.

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7.4 Wednesday, 30 March 2016: Monitoring and Evaluation i)

Success Criteria – Grievance Mechanisms The session facilitated by Dr. Michael Samson, explored the key mechanisms for protecting programme success which included factors such as the appropriate identification, design and implementation of social protection programmes, the importance of rights protection and risk management, among others. It built on the previous monitoring session led by Ms. Sultana, highlighting the vital role of monitoring and evaluation and evidence to improve the implementation and delivery of programmes as well as mobilizing the political will to sustain and expand the programme. The session also explored the need to develop a risk management strategy, not only to manage risk especially fiduciary risk but also to enhance public understanding. Complementary programmes within a comprehensive framework such as birth registration, fee waivers and livelihood linkages were hailed to be the key to maximizing the developmental impact of social protection programmes.

ii)

Monitoring Programmes in South Asia: Bangladesh, India and Pakistan The case study session led by Ms. Ferdousi Sultana presented a practical application of the lessons learnt by looking at countries at similar levels of development including India, Pakistan among others, and also paying close attention to Bangladesh. The session explored the Benazir Income Support Programme (BISP) from Pakistan and the Central Plan Scheme Monitoring System (CPSMS) from India, discussing the best practices. Ms. Sultana examined how these practices could be implemented in Bangladesh and how best they could be integrated together. The discussion further in the session went on to answer the following questions   

How programmes were designed and what worked How were the beneficiaries targeted and coverage How such interventions could be monitored at best

Initial Training Course Report The session concluded with participant engagement of the various models iii)

Evaluation of Programme, Evidence and Securing Political Buy in Dr. Samson explored the case for evaluation using practical case studies to highlight the different evaluation approaches. The session covered the question of how to implement an impact evaluation and the role of monitoring and evaluation in influencing policy. The session concluded that the ultimate goal is to translate evidence into effective policy drawing from a robust global evidence bases as well as the social and policy context of a country. Monitoring and evaluation is an effective system of driving political will of the social protection agenda as well as being an effective tool in identifying appropriate elements of design and implementation of social protection programmes.

7.5 Thursday, 31 March 2016: Participant Presentations and Closing Session The final day of the course focused on bringing all the themes that were discussed throughout the course together and to assess whether participants have grasped the key theoretical and foundational basis of social protection, their ability to proffer policy options, the generation of design and implementation features for the intervention proposed and an ability to envisage the impact of the proposals submitted for consideration. Participants Presentations Participants were divided into six groups. The task was to identify a pertinent social protection policy gap, challenge or issue. In response to the identified policy issue the groups were tasked to:     

Discuss why the issue is problem, Options to address the challenge, The recommended options, Solution design, An implementation plan, and

Initial Training Course Report 

A Monitoring and evaluation approach.

The six groups explore social protection interventions to address the following issue:    

Women’s empowerment and the contribution that SP can make, Expansion of health interventions in selected high risk areas, Three groups look at social protection system to address child poverty A more comprehensive social protection approach to disaster relief

Matthew Lamport provided assessments and evaluations to the groups and guiding participants in policy formulation.

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Evaluation, Identifying Capability and Monitoring This section covers the evaluation of the course results, the identification of future national trainers and the provision of a mechanism for follow-up and monitoring of the impact of the course’s impacts

8.1

Course Evaluation

INSPIRE applied its standard course evaluation framework and made some changes to cater for local issues. Course evaluation sheets were distributed among participants on the third day of the training course and again on the Last day. All the participants made a diligent effort to fill out responses on both occasions. Overall participants rated the training course highly in most respects. The following is a reflection of ratings in respect of several areas. The evaluation consists of sets of questions that seek to gauge the views of course participants in respect of a number of areas critical to the successful implementation of training courses. It is clear from the delegates’ presentations and feedback that the course – National Social Protection Public Financial Management was a valuable experience, providing the participants with a strong working knowledge and insight into the designing and implementation of social protection programmes and social protection public financial management in Bangladesh. Participants responded positively to the course materials, finding them informative and highly engaging, promoting much useful discussion. The majority of participants stated that the course (the content, course exercises and finance game) was helpful in their future work. Participant comments included the following: “Very pleased to have attended the course, enhanced knowledge about social protection, will help a lot in work, good opportunity to meet with participants from ministries and speakers from abroad.” “Course will be helpful for future work, improved knowledge on social protection.”

Initial Training Course Report The course was also rated highly for organisation and overall running of the course, with participants commending the responsiveness and helpfulness of the course support staff. The course’s dining dialogues gave participants a unique opportunity to closely interact with experts and presenters in the field and engage in vibrant and enriching discussions and ask questions on issues around social protection and public financial management in Bangladesh. Delegates that participated in the dining dialogues cited that they were highly relevant and useful. The most definitive conclusions from participants’ feedback were the need for a more spacious space to conduct the training. In the evaluations, participants stated their dissatisfaction with the quality of the venue, room set up and sitting arrangements, citing the course training room “need to be more spacious” and “reorganised to be more convenient and comfortable for participants.” In addition, participants highlighted the need for a more controlled and cooler temperature in the training rooms. 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, as well as the need for “practical experiences by visiting projects in discussion”. Participants also cited the need to be given more time to reflect on the key take away messages from presentations and class discussions. The scores from the participant responses were aggregate and averages calculated. These are provided in Annexure 4.

8.2

Identification of Bangladesh Trainers

A key aim of the Capacity Development Strategy is to identify potential trainers from among the participants. To this extent, INSPIRE has identified six out of the 28 participants who could be future trainers based on a number of criteria. These include among others the following:     

Previous experience in social protection, Active engagement during the course and participation in class, Their roles in SP programmes of significant impact such as MoF, MoWSA, MoPME, Gender representivity, Representation of key Ministries

Initial Training Course Report The identified participants would be able and capable future presenters in social protection training. Their active contribution will be the start of a process of building local social protection expertise. The following participants have been identified as the first group of social protection presenters for future courses.

Candidate

Ministry

Dr. Md. Jafar Uddin

Finance Division – MoF

Mr Ramendra Nath Biswas

Finance Division – MoF

Mr Shish Haider Chowdhury

Finance Division – MoF

Mr. Nurul Kabir Siddiqui

Ministry of Social Welfare

Mrs Begam Ummul Khair Siddiqua

Ministry of Education

Mr Shyama Prasad Bepari

Ministry of Education

MoF = Ministry of Finance

Building local Bangladesh capacity is an important thrust of the Capacity Development Strategy. It is also a sustainable and VfM proposition to reduce the reliance of international expertise that usual come at a high costs. Building local capacity is also at the heart of the National Social Security Strategy in its endeavour to build a professional social protection cadre. Going forward, the strategy is to invest in this cadre and others to be identified through exposure to global courses, local capacity building opportunities and increasing their involvement in the social protection peer network. In the short term there will be financial implications, but in the medium to long-term the benefits will outweigh the costs as the government of Bangladesh reforms the social protection system.

8.3

Monitoring of the impact

In the absence of a pre-course assessment of officials’ knowledge and competencies in social protection, INSPIRE proposes to introduce follow interactions through an alumni network for 1st course class participants. INSPIRE will then, together with MSP and later with the MoF capacity building structure, have quarterly engagements with the members of the alumni. This alumni engagement will involve gauging: 

The views of the impact of the course on participants regarding the course,

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ď&#x201A;ˇ

Views of their changing perspectives as they engage in other social protection capacity development such as the global courses and community of practices fora, Career pathing experiences.

This information collected in the process will be collated for transfer to MSP and the Ministry of Finance. So in addition to the platform for monitoring, participant accessing course material will also be monitored through portal created with the following internet access arrangements sent to participants: http://inspirenet.org/resources When opening the page participants will be required to enter a password in order to access the content. The (case-sensitive) password is: Bangladesh1 For any support or queries please email info@inspirenet.org Going forward, INSPIRE suggests a pre- and post-assessment testing to gauge the knowledge base increment and other impacts on participants. This will also include follow up questionnaires to assess the usefulness of the training in participant work

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Results, Lessons & Way Forward This section provides some insight to the results, in addition the evaluation in the previous section lessons learned and discusses the key agreements that should be finalized for future courses.

9.1

Course Results The MoF and the Line Ministries identified and approved 28 participants to attend the course. Logistics were put in place and presenters and support staff worked diligently to execute the task at hand. Secondly, commitment and dedication by senior management in the MoF to get the course going was extremely helpful. This was reinforced by a great deal of enthusiasm displayed by participants to engage in the theoretical aspects and practical application of social protection discourse. MSP fostering team work and providing hands on leadership and management were critical in ensuring that logistical requirements were met, both in London (visa letters), and especially the push in Bangladesh were important in the success of the course. Fourthly, INSPIRE could draw on its experienced staff, frameworks, and templates in ensuring the implementation initiatives came together successfully with few expressions of unhappiness about aspects of the course.

9.2

Lessons learned

Planning and Preparation: It will be important to reach early agreement on the course content, venue and presenters for the next course. This will be particularly important since the next course seeks to deploy the identified officials to participate in the facilitation of the learning. Commitment to making it work: As indicated earlier, the course was properly brought together for the delivery and it will be important to finalize planning and start preparations as early as possible. The International Team Leaderâ&#x20AC;&#x2122;s focused leadership

Initial Training Course Report and of tenacity cannot be discounted in the successful delivery of the course. In addition, team effort has again proved very important Local content: INSPIRE hosts global courses successfully on a regular basis. It was assumed that providing global perspectives was going to be important. However, there is among officials a desire to understand the Bangladesh context and schemes first and then relate that to best practices provided by international experts. This came to the fore in refining the syllabus with the MoF as well as in training sessions. Using mix sets of case studies along-side examples of Bangladesh appear to be important. Field studies and interactive exercises: There may be a need to expose participants to field studies in Bangladesh for the purpose of cross pollination. Given the scope of information in the class, less time was spent on practical exercises. Again this was the result of attempting to cover as much information as possible. Consideration may have to be given to giving participants â&#x20AC;&#x153;homework exercisesâ&#x20AC;?. International courses: There are a range of areas of specialisation in social protection. Exposure to global courses will be critical as not everyone is interested in all aspects. Thus some participants paid little attention to micro-simulation, while others were very enthusiastic about the financial aspects, and yet some about the theory and M&E. Skills transfer: Transferring skills will not be successful without mentoring. The course delivery team overcame several challenges and built on these experiences for the next course, particularly in building the team understanding of course delivery. Shadowing presenters and support staff will help to build sustainability in providing these courses in the future.

9.3

Key agreements going forward

It would be advantageous to get a number of agreements in place, and as early as possible to ensure smooth running of the next set of courses. Agreement with the Ministry of Finance: It will be useful to reach agreement with the Ministry of Finance officials as early as possible on how they would like to see the next course structured, the content and the type of facilitators. A preliminary syllabus, course schedule and readers should be available to the MoF soon after initial

Initial Training Course Report agreement is reached on the venue and timing of the second course. This will facilitate the process for finalizing presenters and their travel plans to Bangladesh as well as provide early background reading to both attract and prepare course participants. National Service Provider Agreement: An agreement with a National Service Provider would not only secure the services ahead of time along with the venue, but also set standards for higher quality course delivery. One such aspect is that the IPF support staff was not fully or on a fulltime basis involved in providing training support. The provision of the internet services was less than ideal, the quality of the lunch menu rated on average low and the training facilities too cramped. Again, an agreement should stipulate the expectations in some detail. Finally, such an agreement should allow for negotiating on the basis of economies of scale such as procuring banners, photographic services, food provision and related logistical items. International Service Provider Agreement: There is a need to negotiate an agreement with an international service provider early to lock in presenters, course content and presentation focus. The may allow for future savings in presenter rates and lower costs for flight bookings.

9.4

Follow-up Tasks

There are several post course activities that need to be undertaken. These include: 

    

Writing and sending letters of appreciations to participants, VIP that graced the occasion at the opening and closing ceremonies, local presenters and relevant partners such as DFID, UNDP; and Ensuring that bills are paid. Submission of a final course report; Creation of an alumni database which INSPIRE has undertaken; Ongoing information on future course opportunities; and Follow up on progress made by officials who attended the course through a Facebook group arrangement.

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The Road Map INSPIRE developed a detailed, costed Road map going forward. This is provided in a separate document and seeks to provide for linkages between the training courses and other capacity building initiatives. Annexure 6 provides more detail information on an approach to integrate training and other capacity development initiatives such as:

   

Creating a Bangladesh Social Protection Community of Practice, Development of an eLearning Platform, Global courses International study tours.

10.1 Key road map milestones for training courses: 1.

Course content with more local information is provided for in a revised programme roster attached as Annexure 4 the training schedule. The need to increase the financial management content, the Course Reader, both from a presentational point of view, as well as increasing local contents, The identified participants will present in the next course alongside the international experts. At least three of them will be requested to develop the content of three new modules. Prior to the second course the International Capacity Development Expert and the National Capacity Development Specialist will task these candidates with assignments to begin to write course content and engage with them in preparation for the second training course, as well as taking a more active and fuller role in the courses thereafter. The 2nd Training Course, preliminarily scheduled from 5th to 8th June will require 6 international resource experts if 40 participants are enrolled. At the same time, the MOF should provide two support staff members to shadow the INSPIRE support staff to be able to take over these functions in the future. The 3rd to the 7th Training Courses, tentatively scheduled for September, will focus on persons at the delivery level. For the 3rd courses and those

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6. 7.

following the course content will be entirely different. A draft course programme has been developed for discussion. A fourth course is tentatively scheduled for end November/beginning December of this year. Training courses 5 to 7 will be delivered in 2017, more or less in the months of February, May and July 2017.

10.2 Key Road Map milestones for Migration to MoF 1. 2. 3.

4. 5. 6.

The Ministry of Finance must begin to identify a unit or structure to take over responsibility for training as from the end of the 4th training course. As from the 5th course, MoF or IPF support staff should replace INSPIRE support staff. Already from the 3rd course, the contributions of INSPIRE international key experts to the preparation of courses will decrease, allowing MoF, IPF and MSP to smoothly take over parts of these functions. From the 5th training course, the INSPIRE team will no longer undertake logistical planning, and present on average 2 to 3 days. MoF should set up training coordination at least by 4 th course. A key decision will have to be made about the extent to which MoF/MSP want international trainers with experience to continue beyond the 5 th course. This matter will require discussion. Further, consideration will have to be given to developing an eLearn platform and content to continue the capacity development beyond the 5 th and 6th courses. Consideration must be given to deploy other components of the Capacity Building Strategy, e.g., Social Protection Community of Practice where the knowledge base and exposure can be nurtured.

Initial Training Course Report

Annexure 1: Training Course Phases P ha s e O ne : P la nning a nd P re pa ra tion P ha s e s P ha s e O ne : P re lim ina ry e nga ge m e nt D is cus s ion a nd a gre e m e nt with MS P to e ns ure the a lignm e nt of e xpe cta tions Initia l D e s ign work on the cours e D is cus s ion of pre re quis ite s D is cus s ion of cours e budge t Initia l ca le nda r a gre e d for the work pla n P re lim ina ry ide ntifica tion of inte rna tiona l proje cts te a m D is cus s ion of ta rge t pa rticipa nts (num be rs , m inis trie s , de pa rtm e nts , le ve l e tc) Ide ntifica tion of s uita ble cours e loca tion a nd fa cilitie s re quire d

P ha s e T w o: P la n a nd F ina lis e tra ining progra m m e a nd logis tic s D ire ctor for C a pa city D e ve lopm e nt m is s ion to B a ngla de s h C ons ulta tions with ide ntifie d ca ndida te s for na tiona l pa rtne rs hip R e vie w of na tiona l pa rtne r te rm s of re fe re nce Agre e m e nt of divis ion of re s pons ibilitie s D e ve lop a ca de m ic conte nt a nd the de ta ile d work pla n for na tiona l pa rtne r C onfirm a tion of cours e budge ts in a ddition to pre s e nte r cos ts C onfirm a tion of cours e da te s , loca tion a nd fa cilitie s re quire d P re s e nte r a nd F a cilita tor lia is on (e m a il, te le phone e tc) C onfirm pre s e nte rs , fa cilita tors a nd s ta ff (dra w up ccontra cts , T O R e tc) D ra fting of cours e a nnounce m e nt (initia l dra ft of cours e conce pt note ) N otifica tion of gove rnm e nt m inis trie s for com m e nce m nt C onfirm pa rticipa nts inform ing the m of the cours e da te s , loca tion ve nue C om pile pa rticipa nt inform a tion on the m a s te rs pre a ds he e t (to be upda te d re gula rly) B ooking of cours e fa cilitie s - e na cting the initia l contra cting pha s e D e te rm ine food a nd be ve ra ge re quire m e nts a F ina lis e a udio vis ua l e quipm e nt re quire m e nts with the ve nue Arra nge com m unica tions : inte rne t, te le phone a cce s s ibility, (printe rs , s ca nne rs , e tc) As s e s tra ining fa cility room s itting a rra nge m e nts F ina lis ing a ccom m oda tion booking for cours e pa rticipa nts (ope n booking pla n with hote l) F ina lis e pre s e nte rs ' logis tics (booking flights , a ccom m oda tion, vis a , ins ua ra nce ) P ha s e T hre e : C onfirm a tion of de s ign, c onte nt m a te ria ls F ollow up with gove rnm e nt m inis trie s on pa rticipa nt re cruitm e nt progre s s C onfirm a tion of fina l cours e pa rticipa nts L ia is ing with pre s e nte rs - a ns we ring a ny cours e que rie s lia is e fina l de ta ils with the tra ining a nd a ccom m oda tion D ra ft cours e re a de r Ide ntfy cours e m a te ria ls a nd s ta tione ry re quire m e nts a nd orde r s upplie s T e le phonic cons ulta tions with ke y s ta ke holde rs P re pa ra tion of cours e m odule s P re lim ina ry pre s e nta tions title s , conte nt m a te ria ls a nd s upporting m a te ria ls C onfirm re gis tra tion a re a a nd proce dure for che ck-in with the hote l F ina l C ours e Module s F ina lis e the cours e progra m m e a nd im ple m e nta tion m e thods P re s e nte rs a nd fa cilita tors s e nd a lm os t fina l pre s e nta tion F ina lis e cours e m a te ria ls a nd re gis tra tion pa ck m a te ria ls R e vie w ta s klis t a nd ins tructions for s upport s ta ff, F ina l a gre e m e nts with s e rvice provide rs

Initial Training Course Report

Annexure 1 Continues, page 2 P ha s e F our: C ours e D e lv e ry P re s e nte rs P re s e nte r a nd Dire c tors W e lc om e P a c k a ge s : As s e m ble a nd D e live r P re pa re a nd print ne w pre s e nte r profile s P rint e xis ting pre s e nte r profile s N ote pre s e nte rs who a rrive /de pa rt tha t da y, pre s e nte r lia is on S igning of ce rtifica te s C olle ct re ce ipts from pre s e nte rs for re im burs e m e nts

R e gis tra tion U pda te , m a ilm e rge , s ta ple a nd print re gis tra tion form s F orm a t a nd print che cklis ts for re gis tra tion P rint, hole punch, s ta ple for w e lc om e pa c k e ts , binde rs , ba gs in pre pa ra tion H e lp a s s e m ble w e lc om e pa c k e ts , binde rs , ba gs in pre pa ra tion Ma nning R e gis tra tion a nd ha nding out c ours e m a te ria ls

C la s s D uty C olle ct pre s e nta tions from pre s e nte rs to print in a dva nce , E ns ure room s a re s e t up prope rly (m orning a nd a fte rnoon) P la ce c loc k /tim e r in cla s s room , a nd c ount dow n s he e ts C he ck m ic rophone s a nd P A S ys te m in the room s (m orning a nd a fte rnoon) Double c he c k pre s e nta tions /proje c tor, loa d pre s e nta tions , pa c k up a t the e nd of the da y S olle it in con run e rraa nds if neeemde d) -, cla duty (ms ,orning a nd a fteinrnoon) C t reroom gis tesr,(or m orning nnounc e nts pres ss eroom nte r profile va rious a dm doc s a nd notic e s from a dm in offic e a nd re turn to a dm in office whe n s e s s ion is ove r. R e pe a t in the

P ublic a tions a nd Me dia C O UR S E W E B S IT E : C re a te a ba s ic google docs cours e we bs ite C O UR S E W E B S IT E : U pda te a nd m a inta in cours e we bs ite T a k e photos of pa rtic ipa nts on firs t S unda y NE W S L E T T E R : T a k e note s for C ours e Ne w s le tte r - ge ne ra te conte nt NE W S L E T T E R : ins e rting s um m a rie s of the da y, ins e rting pics , printing, circula ting C E R T IFIC AT E S : P utting toge the r the c e rtific a te s , printing S c he dule dine w ith a n e x pe rt, a rra nging ta ble s a nd fa cilita ting, a tte nding T a k e photos during the cours e O rga nis e a nd a rra nge for group photo, coordina te the group

A dm in a nd c ours e s upport P rint, hole punch a nd s ta ple pre s e nta tions a nd ha ndouts (m orning a nd a fte rnoon) C om pile /print da ily notic e s a nd a nnounc e m e nts (m orning a nd a fte rnoon) C om piling a nd m a inta ining cours e proble m log E ns ure da ily re gis te r T ype up lis t of pa rtic ipa nt obje c tive s P utting c e rtific a te s in fra m e s P utting group photos in fra m e s E V AL UAT IO N FO R MS : F orm a tting E va lua tion Form s , ge tting s ign off 2 pe r w e e k E V AL UAT IO N FO R MS : C a pturing E va lua tion Form s into s pre a ds he e t D ining D ia logue s - R e gis tra tion a nd C om m unica tion with pa rticipa nt

Initial Training Course Report

Annexure 1 Final page IT s upport E ns ure inte rne t is w orking be fore a rriva l E ns ure printe r is w orking, S e t up c om pute r room : inte rne t, printing T rouble s hoot a ll inte rne t/printe r/s ca nne r proble m s Ma inta ining hardw are databas e /s pre a ds he e t

A c ade m ic s upport F orm a t a nd print financ e gam e MIC R O S IM: Ma ke s ure tha t we ha ve e nough la ptops for the m icros im s e s s ions MIC R O S IM: P rint form ula s he e ts MIC R O S IM: C onfirm which s pre a ds he e ts will be us e d for m icro-s im s e s s ion with MJ S EX C EL R EFR ES HER : pre pa re to he lp pa rtcipa nts with ba s ic e xce l T EAM P R ES ENT AT IO NS : As s is t pa rticipa nts with pre s e nta tions

P has e F iv e : P os t C ours e F inanc e s F a cilita te P e r die m pa ym e nts S ign of by pa rticipa nts for pe r die m s C olle ct a nd cons olida te ls t of e xpe ns e s incurre d G e ne ra te Invoice s

W rap up c ours e C om pile cours e pre s e nta tions , re cordings a nd e va lua tions D ra ft cours e re port P la n s e cond cours e de live ry

C om m e nc e s e c ond ite ration of the c ours e c y c le

Initial Training Course Report

Annexure 2: Training Course Programme PROGRAMME National Social Protection Public Financial Management Course A Capacity Development Programme of the Strengthening Public Financial Management for Social Protection (SPFMSP) Project SUNDAY 27 MARCH 2016 MORNING SESSION 09:00 - 9:30

Registration

09:30 - 10:40

Inauguration

Opening Remarks- Mr. Daniel Wartonick, Team Leader, Maxwell Stamp PLC Remarks – Mr. Manzoor Alam Bhuiyan Executive Director, SPFMSP Project Remarks – Mr. Aziz Alam Joint Secretary, Finance Division Remarks – Mr. Md. Muslim Chowdury Additional Secretary, Finance Division and National Project Director, SPFMSP Project 10:40 - 11:05

Tea Break

11:05 - 12:45

An overview of SPFMSP Project - Mr. Siddiqur Rahman Chowdhury Dy. Team Leader, SPFMSP Consultancy Team Personal Introductions and discussion of personal objectives, Course Overview Mr. Selwyn Jehoma, INSPIRE Country Presentation Exercise Dr. Michael Samson, INSPIRE

Initial Training Course Report 12:30 - 13:45 LUNCH AFTERNOON SESSION 13:45 - 15:25

The Case For Social Protection, Including As A Human Right Dr. Michael Samson, INSPIRE

15:25 - 15:40

Tea Break

15:40 - 17:00

National Social Security Strategy (NSSS) of Bangladesh Mr. Shamshul Alam, Member of the Planning Commission

17:00

Closure

MONDAY 28 MARCH 2016 MORNING SESSION 09:00 - 10:30

Social Protection Conceptual Frameworks Dr. Michael Samson, INSPIRE Social Protection Models Mr. Selwyn Jehoma, INSPIRE

10:30 - 11:00

Tea Break

11:00 - 12:30

Designing Social Protection Programmes Dr. Michael Samson

12:30 - 13:30

LUNCH

AFTERNOON SESSION 13:30 - 15:00

15:00 - 15:30 15:30 – 17:00

Implementation Systems: Receiving Applications, Payment Options, and Operational Challenges Dr. Michael Samson, INSPIRE Tea Break Contributory Social Security, Demographics, Marginalized Groups Mr. Selwyn Jehoma, INSPIRE

TUESDAY 29 MARCH 2016 MORNING SESSION 09:00 - 10:30

The Role Of Public Finance In Social Protection Mr. Selwyn Jehoma, INSPIRE Social Protection Budgeting in Bangladesh: Process, Systems and Challenges Mr. Md. Muslim Chowdury, Additional Secretary, Finance Division

10:30 – 11:00

Tea Break

Initial Training Course Report 11:00 – 12:30

12:30 - 13:30

Quantitative Tools for Social Protection Public Financial Management, Interpreting Quantitative Indicators for PFM and Social Protection Dr. Michael Samson, INSPIRE LUNCH

AFTERNOON SESSION 13:30 - 15:00

Microsimulation, Tools To Support Financial Controls Dr. Michael Samson and INSPIRE Support Staff, INSPIRE

15:00—15:30

Tea Break

15:30 – 17:00

Monitoring: Planning, People, Processes and Systems—Monitoring and Outputs Spending Ms. Ferdousi Sultana

17:00

Closure

WEDNESDAY 30 MARCH 2016 MORNING SESSION 09:00 - 10:30

Success Criteria—Grievance Mechanisms Dr. Michael Samson, INSPIRE

10:30 - 11:00

Tea Break

11:00 - 12:30

Monitoring Programmes in South Asia: Bangladesh, India, and Pakistan Ms. Ferdousi Sultana

12:30 - 13:30

LUNCH

AFTERNOON SESSION 13:30 – 15:00

Evaluation of Programmes, Evidence, and Securing Political Buy-In Dr. Michael Samson, INSPIRE

15:00 - 15:30

Tea Break

15:30 – 17:00

Group Presentation Preparation

THURSDAY 31 MARCH 2016 MORNING SESSION 09:00 - 10:30 10: 30 – 11:00 11:00—12:30

Participant Presentations (teams A, B and C) Tea Break Participant Presentations (teams D, E and F)

12:00—13:30

LUNCH

Initial Training Course Report AFTERNOON SESSION: PLENARY 13:30 – 15:00

15:00 – 16:30

How to Develop Social Protection Capacity: People, Systems, Processes, and Resources: The Journey To Excellence Mr. Selwyn Jehoma, INSPIRE, & Mr. Matthew Lamport, University of Mauritius Awarding of Certificates and Closing of the Programme

Initial Training Course Report

Annexure 3: List of Participants Sl. No

Name of the participant

Name of Ministry

Designation

e-mail address

Contact number

Dr. Md. Jafar Uddin

Finance Division -MoF1

Joint Secretary

jafaru@finance.gov.bd

1729070922

Mr. Ramendra Nath Biswas

Finance Division - MoF

Joint Secretary

r.biswas@msn.com

Tel: 880 2 951 4416, Cell: 1556556677

Mr. Md. Ataur Rahman

Finance Division - MoF

Deputy Director, SPFMP Project

ataur1966@gmail.com

1711195018

Mr. Shish Haider Chowdhury

Finance Division - MoF

Deputy Secretary

she_1965@yahoo.com

1819225594

Mr. Mahedi Masuduzzaman

Finance Division - MoF

Senior Assistant Secretary

mahedimasuduzzaman@gmail.com

1712110212

Mr. Nurul Kabir Siddiqui

MoSW 2

Joint Secretary ( Program)

nurulkabir59@gmail.com

Tel: 9576686, Cell: 01714-244098

Mr. Niranjan Debnath

MoSW

Deputy Secretary (Admin-6)

ranjan6014@gmail.com

Tel: 9515534, Cell: 01720-189657

Mr. M M Mahmudullah

MoSW

Assistant Director-Institution-2

mahamudullah2010@gmail.com

Cell: 01716-275466

Mr. Md. Farid Ahmed Molla

MoSW

Assistant Director-Program-2

faridahmed74@hotmail.com

Tel: 9138304, Cell: 01552-342589

Mr. Md. Shahidul Islam

MoSW

Assistant Director-Program-1

shahidulislam@dss.gov.bd

Cell: 01712-004824

Mr. Md. Nurul Amin

MoDMR3

Deputy Secretary , Relief

dsreliefprog@modmr.gov.bd

Cell: 01552-481621

Mr. Md. Anisur Rahman

MoDMR

Director, M&E

rohmananisur@yahoo.com

Cell: 01711-056098

10 11 12

MoF - Ministry of Finance â&#x20AC;&#x201C; all Canndidates from the Ministry are in the finance division MoSW - Ministry of Social Welfare 3 MoDMR - Ministry of Disaster Management and Relief 1 2

Initial Training Course Report 13

Mr. Md. Abdul Malek

Mr. Md. Abdul Awal Hawlader

Mr. Younus Mian

MoDMR MoDMR MoHFW4

Deputy Director(DS), FFW

ddkabikha@gmail.com

Deputy Director(DS), Budget and Accounts

awalhawlader@gmail.com

Deputy Chief, Planning

ymianbd@gmail.com

MoHFW - Ministry of Health & Family Welfare

Cell: 01711-736464 Cell: 01783-666130 Tel: 9549666; Cell: 01754-543823

Initial Training Course Report

Annexure 3 continues Sl. No

Name of the participant

Mr. Suleman Khan

MoHFW

Dr. Pabitra Kumar Sikder

e-mail address

Contact number

Director (Deputy Secretary)

khansuleman36@yahoo.com

Cell: 01760-742724

MoHFW

Deputy Director (PHC) & PM , MNH

dr.pabitrasikder@yahoo.com

Cell: 01717-377766

Mr. Mohammad Tazib Uddin

MoE5

Deputy Director (Finance & Procurement)

mtazibu@yahoo.com

Cell: 01552-472328

Mr. Shyama Prasad Bepari

MoE

Joint Secretary and Project Director,

ictbangla52@gmail.com; shyamaba@hotmail.com

Cell: 01715-171784 Tel: 029575804

Mr. Md. Saiful Islam Chowdhury

MoE

Deputy Director

saifulchowdhury92@gmail.com

Cell: 01552-353357/01531263163

Mr. Md. Toufique Erfan

MoE

Project Officer

t_erfan@yahoo.com

Cell: 01712-246685

Begum Ummul Khair Siddiqua

MoE

Assistant Project Director,

ummul.siddiqua@gmail.com

Cell: 01711-844186

Mr. Md. Jalal Habibur Rahman

MoPME6

mopmeplan1@gmail.com

Cell: 01931-405467

Mr. Shaikh Md. Rayhan Uddin

MoPME7

Assistant Chief (Planning-1) Deputy Director, Directorate of Primary Education

18 19

Name of Ministry

Designation

MoE - Ministry of Education

MoPME - Ministry of Primary and Mass Education 7 MoPME - Ministry of Primary and Mass Education

rudpe2003@gmail.com

Tel: 02 550 74916 Cell: 1712560585

Initial Training Course Report 25 26

Ms. Syed Nurjahan Mr.Mohammad Mahfujur Rahman

MoPME MoPME

Deputy Director, Education Project

Second

Chance

Assistant Director(Finance)

syeda.nurjahan@gmail.com anantamahfuj@gmail.com

1712748406 Cell: 01911-403112

Mr. Md. A Zafor Sarker

MoWCA8

Deputy Secretary, Budget & Audit

zafor.sarker@ymail.com

Tel:9515226, Cell: 01711-583472

Md. Nurul Islam Talukder

MoWCA)

Additional Director, VGD

nitmasum@gmail.com

Tel: 9359681, Cell: 01711-806151

MoWCA - Ministry of Women and Child Affairs

Initial Training Course Report

Annexure 4: Revised Programme structure for 2 nd Course Natio n al S o c ial P ro tec tio n P u b lic F in an c e Man ag em en t C o u rs e Timeslot

WEEK ONE

Sunday 05 June

Monday 06 June

Period 1

9:40am to 10:20am

Period 2

Financial Management

Monitoring & Evaluation

Slot 1.1

Slot 1.5

Slot 1.9

Slot 1.13

Inauguration

Participants Design Slot 1.17

Role of Government in the economy Selwyn Jehoma

Grievance mechanisms Michael Samson

VfM: Effectiveness and Efficiency DfID Consultant

Social Protection systems around the world (Models) Selwyn Jehoma

Revenue and Expenture in Bangladesh: Dr. Jaffer

Success Criteria Michael Samson

VfM: Cost benefit analysis DfID Consultant

Tea/Coffee Slot 1.2

10:45am to 11:25pm

Period 3

11:25am to 12:00

Period 4

12:00pm to 12:45

Period 5

Slot 1.6

14:25pm to 15:05

Slot 1.14

Defining Poverty: Different measures & application in Bangladesh Michael Samson Benefit Designing in SP Targeting in SP Michael Samson

Budgeting for social protection Matthew Lamport and Nurul

Case for social protection, Socio-Economic Michael Samson

Implementation Systems receiving applications Michael Samson

Microsimulation, - Overview Evaluation of Programmes, of income distribution Building the Evidence Michael Ramendra & support Michael Samson staff LUNCH

Slot 1.3

Period 3

Slot 1.10

Introductions, Personal objectives & Country presentation exercise Mr Baperi and Selwyn Jehoma of SP in Bangladesh Overview Mr Muslim Chowdury

12:45pm to 13:45pm

The Budget Process in Bangladesh Mr Shish

Slot 1.7

Slot 1.11

Monitoring SP prorgammes India Ms Ferdousi Sultana and Cuven Monitoring SP Pakistan Ms Ferdousi Sultana and Cuven

Slot 1.15

Slot 1.18

Institutional and Organisational arrangements Selwyn and Matthew Group Presentations Matthew Lamport Group Presentations Matthew Lamport

Slot 1.19

Human Right, SP and children SP and women, Michael Samson and Siddiqua

MIS systems and Single registries Selwyn Jehoma Michael Samson

Microsimulation, - impact of benefit on poverty gap Michael, Ramendra and INSPIRE support staff

Building the Evidence Michael Samson

Group Presentations Matthew Lamport

SP and marginalised groups Michael Samson

Payment options, operational challenges Michael Samson

Microsimulation, - impact of benefit on poverty line Michael, Ramendra and INSPIRE support staff

Secure political buy-in Michael Samson and Aziz

Group Presentations Matthew Lamport

Tea/Coffee

15:05pm to 15:25pm Slot 1.4

Bangladesh's National Social Security Strategy (NSSS) Mr. Alam, Planning Commission

15:25pm to 16:20pm

16:20pm to 17:00pm

Thursday 09 June

SP Frameworks, Life Cycle approach for Bangadesh Michael Samson and Baperi

10:20am to 10:45am

13:45pm to 14:25pm

Wednesday 0 June

Design & Implemention

Registration 9:00am to 9:40am

Tuesday 07 June

Business case & Frameworks

Period 4

Slot 1.8

Contributory social security, Selwyn Jehoma

Bangladesh's National Social Pension systems, Security Strategy (NSSS) Selwyn Jehoma Mr. Shamshul Alam, Planning Commission

Slot 1.12

Slot 1.16

Group Presentation Preparation Matthew Lamport

Closing Awarding of Certificates

Monitoring Plan for NSSS Ms Ferdousi Sultana and Dr Jaffer

Group Presentation Preparation Matthew Lamport

Closing Awarding of Certificates

Developing country policies, issues, challenges, best practices and planning the future

Slot 1.20

Monitoring systems: outputs & spending Ms Ferdousi Sultana & Dr Jaffer

Initial Training Course Report

Annexure 5: Suggested Programme Structure for 3 rd Course Natio n al S o c ial P ro tec tio n P u b lic F in an c e Man ag em en t C o u rs e: D eliv er Timeslot

WEEK ONE

Sunday 04 September

Business case & Context

Registration 9:00am to 9:40am

Period 1

9:40am to 10:20am

Period 2

Monday 05 September

Tuesday 06 September

Design & Implemention

Financial Management

Wednesday 07 September

Monitoring & Evaluation

Thursday 0 September

Participants Design

The Legislative Framework Baperi

Role of Government in the economy Selwyn Jehoma

Grievance mechanisms Michael Samson

VfM: Fiduciary risks DfID Consultant

Institutional Arrangements for SP in Bangladesh Shish

Social Protection Expenditure in Bangladesh: Dr. Jaffer

Measuring success against standardsa Michael Samson

VfM: effectiveness and efficiency DfID Consultant

Introductions, Personal objectives & Country presentation exercise Mr Baperi and Selwyn Jehoma Understanding the SP Development Agenda Mr Muslim Chowdury

Mobilisation, Awareness creation and Targeting Michael Samson

Budgeting for social protection Matthew Lamport and Nurul

Enrolment of beneficiaries Michael Samson

Financial Infrastructure, Legislation andSP Mr Shish

Monitoring SP prorgammes examples Ms Ferdousi Sultana and Cuven Monitoring SP examples Ms Ferdousi Sultana and Cuven

Using the communities of practice Selwyn and Matthew Group Presentations Matthew Lamport

Role of SP in Bangladesh Michael Samson

Validation, verification Michael Samson

Payments systems Michael Samson

Public Financial Management and Social Protection Programmes Michael Samson Scaling Up Social Protection Programmes (Redesign) Michael Samson

Group Presentations Matthew Lamport

Case for SP, Human Right, SP and children SP and women, Michael Samson and Siddiqua

Microsimulation, - Overview of income distribution Michael Ramendra & support staff LUNCH Management and coordination of budget inputs Michael, Ramendra a

Over of SP programmes in Bangladesh Michael Samson

Operational challenges Michael Samson

The Budget Process in Bangladesh Michael, Ramendra

Scaling Up Social Protection Programmes (Redesign) Michael Samson and Aziz

Group Presentations Matthew Lamport

Bangladesh's National Social Security Strategy (NSSS) Mr. Alam, Planning Commission

Contributory social security, Selwyn Jehoma

Monitoring systems: outputs & spending Ms Ferdousi Sultana & Dr Jaffer

Group Presentation Preparation Matthew Lamport

Closing Awarding of Certificates

Monitoring Plan for NSSS Ms Ferdousi Sultana and Dr Jaffer

Group Presentation Preparation Matthew Lamport

Closing Awarding of Certificates

Inauguration

10:20am to 10:45am

Tea/Coffee

10:45am to 11:25pm

Period 3

11:25am to 12:00

Period 4

12:00pm to 12:45

Period 5

12:45pm to 13:45pm

13:45pm to 14:25pm

Period 6

14:25pm to 15:05

Period 7

Group Presentations Matthew Lamport

Tea/Coffee

15:05pm to 15:25pm

15:25pm to 16:20pm

Period 8

16:20pm to 17:00pm

Period 9

Bangladesh's National Social Pension systems, Security Strategy (NSSS) Selwyn Jehoma Mr. Shamshul Alam, Planning Commission

Initial Training Course Report

Annexure 6: Integrating Training and Capacity Development Bangladesh Social Protection Training and Capacity Building Notes: LP = Local Participant Trainer Trai ni ng Programme Acti vi ti es /Mi l es tones

Start Date

Compl ete Date

April 18th

June 2nd

Apri l 30th Apri l 30th Apri l 30th

June 2nd June 2nd June 2nd

Apri l 18th Apri l 24th May 22nd May 29th June 5th June 2nd May 8th May 8th May 9th May 10th May 11th May 15th May 15th May 16th May 17th May 18th May 18th May 22th May 22nd May 16th May 17th May 18th May 26th

Apri l 25th May 13th May 27th June 2nd June 5th June 5nd May 12th May 10th May 10th May 11th May 12th May 19th May 16th May 17th May 18th May 19th May 19th May 26th May 23rd May 17th May 18th May 26th May 26th Compl ete Date

Implement Capacity Development Strategy Blueprint for a Communities of Practices (CoP) Des i gn the communi ty envi ronment Identi fy audi ence, purpos e, goal s , vi s i on of communi ty Des i gn: Defi ne acti vi ti es , technol ogi es , proces s es , rol es Elearn Platform - excludes learning Material and translation Scopi ng and Pl anni ng Des i gn and Devel opment Tes ti ng and Impl ementati on of eLearn pl atform Trai ni ng l ocal s to take over Tes t and l aunch Create range of s oci al medi a pl aforms Initiate Plan for Global Training Courses Des i gn cus tomi s ed cours es wi th UoM Arrange cours e attendance for candi dates Faci l i tate Thai l and cours e attendance Faci l i tate Cape Town cours e attendance Detailed Planning of Study Tours Ini ti ate tri p to Thai l and Ini ti ate tri p to Brazi l Ini ti ate tri p to Indones i a Ini ti ate tri p to Phi l i ppi nes Ini ti ate tri p to Thai l and Develop CD Monitoring & Evaluation Plan Devel op i ndi cators wi th team l eader Draft Moni tori ng pl an Des i gn i mpact as s es s ment s ys tem and proces s Impl ement pl an for eval uati on Obtai n pl an approval Trai ni ng Programme Acti vi ti es /Mi l es tones

Start Date

Prepare for Training Course 2 and Strategy implement May 31st Design new lectures of Policy Level Course Des i gn and Devel op PFM content Des i gn and Devel op Val ue for Money content Des i gn and devel op Ins ti tuti onal content Course Delivery Planning Confi rm Bangl ades h Trai ners Fi nal i s i ng of cours e content Confi rm i ti nerary detai l s and trans fers

May 1st May 1s t May 3rd May 4th

June 2nd May 5th May 2nd May 6th May 5th

Apri l 30th May 31s t June 2nd

Apri l 30th June 3rd June 3rd

Pri nt cours e readers and checkl i s t for regi s trati on Prepare venue Design new lectures of Policy Level Course Des i gn and Devel op PFM content Des i gn and Devel op Val ue for Money content Des i gn and devel op Ins ti tuti onal content Deliver 2nd Training Program Arri val of Admi n s upport team Set up trai ni ng faci l i ti es Training Support Deliver of Training Support Study tour to Brazil Post training initiatives Report and eval uati on Prepare fol l ow up cours e Fol l ow up on Gl obal cours es Skills Transfer Programme Ski l l s Trans fer Progres s Report

June 2nd June 2nd May 1st May 1s t May 3rd May 4th

June 3rd June 3rd May 5th May 2nd May 6th May 5th

June June June June

3rd 3rd 3rd 5th

June June June June

3rd 3rd 3rd 8th

June June June June

3rd 3rd 3rd 3rd

June June June June

3rd 3rd 3rd 3rd

Communities of Practice Prototype: Pi l ot the communi ty wi th key s takehol ders Identi fy, confi rm i ns ti tuti ons i ndi vi dual s Programme devel opment, engagement wi th s peakers Logi s ti cs and del i very Bangl ades h Semi nar on s oci al protecti on Global course attendance in Cape Town

June 3rd June 3rd

Jul y to Sept Jul y to Sept Jul y to Sept Jul y to Sept Jul y to Sept Augus t

Jul y to Sept Jul y to Sept Jul y to Sept Jul y to Sept Jul y to Sept September

Initial Training Course Report

Annexure 6: Integrating Training and Capacity Development Training Course 3 Delivery Level Follow up on CD Strategy Design and development of Delivery Course Curriculum Design SP Legi s l ati ve Framework Ins ti tuti onal Arrangements for SP i n Bangl ades h Soci al Protecti on Expendi ture i n Bangl ades h: Fi nanci al Infras tructure, Legi s l ati on and SP Management and coordi nati on of budget i nputs PEFA and Soci al Protecti on Programmes Us i ng the communi ti es of practi ce Course Planning Start of Training Post training initiatives Report and eval uati on Prepare fol l ow up cours e Capacity Transfer Program Eval uate Ski l l s Trans fer Communi ti es of Practi ce Global Course attendance follow up and report Communities of Practice Launch: Rol l out the communi ty to a broader audi ence Social Protection Conference Training Course 4 Delivery Level Follow up on CD Strategy and progress report Course Delivery Planning Delivery of Training Admi n s upport team Deliver Training Post training initiatives Report and eval uati on Prepare fol l ow up cours e Capacity Transfer Program Mi grate to Partners UoM and IPF - handover report Communities of Practice Grow: Engage members i n j oi nt l earni ng &knowl edge Training Course 5 Delivery Level Review and adjust Course Planning Course Delivery Planning Delivery of Training Start of Training Study tour to Indonesia Post training initiatives Report and eval uati on Prepare fol l ow up cours e Communinties of Practice Grow: Engage members i n j oi nt l earni ng &knowl edge Training Course 6 Delivery Level Review and adjust Course Planning Course Delivery Planning Delivery of Training Start of Training Post training initiatives Report and eval uati on Prepare fol l ow up cours e Study tour to Philippines Capacity Transfer Program Eval uate Outcomes Seminar on social insurance between dates indicated Training Course 7 Delivery Level Review Course Planning Course Delivery Planning Delivery of Training Study tour to Thailand Strategy to Sustain Communities of Practice Start of Training Post training initiatives Report Impact eval uati on Ful l As s es s ment Report on Capaci ty Capacity Transfer Program Eval uate Outcomes Facilitate an international conference on Social Protection Close out Report Agree on format Draft Report and s ubmi t

29-Aug Augus t 21s t August 22nd August 21st Augus t 22nd Augus t 23rd Augus t 23rd Augus t 24th Augus t 24th Augus t 25th Augus t 25th Augus t 31s t Sept 2nd

08-Sep 01-Sep August 25th August 21st Augus t 22nd Augus t 23rd Augus t 23rd Augus t 24th Augus t 24th Augus t 25th Augus t 25th Augus t 31s t Sept 6th

Sept 7th Sept 7th

Sept 9th Augus t 9th

Sept 10th

Sept 13th

October

November

December December

January January

Nov 29th Nov 29th

Nov 29th Nov 30th

Dec 2nd Dec 4th

Dec 2nd Dec 8th

Dec 9th Dec 9th

Dec 12th Dec 12th

Dec 9th

Dec 12th Feb 12th Feb 12s t March 1s t Macrh 1s t

Dec 12th Feb 16th March2nd March2nd March2nd

March 5th

March 9th

March March March March May May May May

10th 10th 10th 10th

11th 12th 12th 12th

May

May May

May June 17th

May Jul y 17th

Jul y Jul y Jul y

Jul y June Jul y

Jul y Jul y Jul y

Augus t Augus t Juy

Juy Juy Juy

Juy

Juy Aug-17

Jul y 30th Jul y 30th

Sep-17 Jul y 30th Jul y 30th

COURSE PROGRAMME National Social Protection Public Finance Management Course A Capacity Development Programme for the Government of Bangladesh SUNDAY 27 MARCH 2016 MORNING SESSION 09:00 - 9:30

Registration

09:30 - 10:40

Inauguration Welcome - Mr. Daniel Wartonick, Maxwell Stamp PLC Remarks - DFID Remarks - MD Muslim Chowdury Course Overview - Selwyn Jehoma, International Network for Social Protection, Inquiry, Research and Evidence (INSPIRE)

10:40 - 11:05

TEA BREAK

11:05 - 12:45

Personal Introductions and discussion of personal objectives Mr. Selwyn Jehoma, INSPIRE

Country presentation exercise Dr. Michael Samson, INSPIRE 12:30 - 13:45

LUNCH

AFTERNOON SESSION 13:45 - 15:25

The Case For Social Protection, Including As A Human Right Dr. Michael Samson, INSPIRE

15:25 - 15:40

TEA BREAK

15:40 - 17:00

Bangladesh’s National Social Security Strategy (NSSS) Mr. Shamshul Alam, Member of the Planning Commission

MONDAY 28 MARCH 2016 MORNING SESSION 09:00 - 10:30

Social Protection Conceptual Frameworks

Dr. Michael Samson, INSPIRE Social Protection Models Mr. Selwyn Jehoma, INSPIRE

10:30 - 11:00

TEA BREAK

11:00 - 12:30

Designing Social Protection Programmes Dr. Michael Samson

12:30 - 13:30

LUNCH

AFTERNOON SESSION 13:30 - 15:00

Implementation Systems: Receiving Applications, Payment Options, and Operational Challenges Dr. Michael Samson, INSPIRE

15:00 - 15:30

TEA BREAK

15:30 – 17:00

Contributory Social Security, Demographics, Marginalized Groups Mr. Selwyn Jehoma, INSPIRE

TUESDAY 29 MARCH 2016 MORNING SESSION 09:00 - 10:30

The Role Of Public Finance In The Social Protection Budgeting Process In Bangladesh: Systems And Challenges Mr. Md. Muslim Chowdury, NPD-SPFMSP

10:30 – 11:00

TEA BREAK

11:00 – 12:30

Quantitative Tools for Social Protection Public Finance Management, Interpreting Quantitative Indicators for PFM and Social Protection Dr. Michael Samson, INSPIRE

12:30 - 13:30

LUNCH

AFTERNOON SESSION 13:30 - 15:00

Microsimulation, Tools To Support Financial Controls Dr. Michael Samson and INSPIRE Support Staff, INSPIRE

15:00—15:30

TEA BREAK

15:30 – 17:00

Monitoring: Planning, People, Processes and Systems—Monitoring and Outputs Spending Ms. Ferdousi Sultana,

WEDNESDAY 30 MARCH 2016 MORNING SESSION 09:00 - 10:30

Success Criteria—Grievance Mechanisms Dr. Michael Samson, INSPIRE

10:30 - 11:00

TEA BREAK

11:00 - 12:30

Monitoring Programmes in South Asia: Bangladesh, India, and Pakistan Ms. Ferdousi Sultana

12:30 - 13:30

LUNCH

AFTERNOON SESSION 13:30 – 15:00

Evaluation of Programmes, Evidence, and Securing Political Buy-In Dr. Michael Samson, INSPIRE

15:00 - 15:30

TEA BREAK

15:30 – 17:00

Group Presentation Preparation

THURSDAY 31 MARCH 2016 MORNING SESSION 09:00 - 10:30

Participant Presentations (teams A, B and C)

10: 30 – 11:00

TEA BREAK

11:00—12:30

Participant Presentations (teams D, E and F)

12:00—13:30

LUNCH

AFTERNOON SESSION 13:30 – 15:00

How to Develop Social Protection Capacity: People, Systems, Processes, and Resources: The Journey To Excellence Mr. Selwyn Jehoma, INSPIRE, & Mr. Matthew Lamport, University of Mauritius

15:00 – 16:30

Closing Remarks and Certification

Page | 1

National Social Protection Public Financial Management Course

Course Syllabus

Strengthening Public Financial Management Capacity for Social Protection (SPFMSP)

Introduction Maxwell Stamp PLC (MSP) has been contracted by the UK Department for International Development (DFID) as the Managing Agent (MA) for the Strengthening Public Financial Management for Social Protection (SPFMSP). The objective of SPFMSP is to improve social protection policy-making, strategic planning, financing, implementation and monitoring and to develop individual and organisational Page | 2 capacity. This support is provided mainly to the Finance Division, MoF, where a new Social Protection Budget Management Unit (SPBMU) is planned. Overall, SPFMSP aims to ensure that the MoF and implementing line ministries are equipped to deliver their roles in the reform of the social protection programmes in Bangladesh. The underlying objective therefore is to build the capacity and to transfer skills to these organisations. The specific objective of this specific Training syllabus is to initiate a programme towards “improving GoB capacity to develop social protection policy and budgets and coordinate and monitor the implementation of the social protection system.

Key themes The syllabus comprises core lectures; conceptual and foundational, technical and applications lectures; covering social protection design and implement and financing, and case studies and practical sessions. The conceptual lectures seek to provide a theoretical foundation for participants, while the technical lectures seek to import practical knowledge of the subject matter. The application and exercises are geared towards building skills and competencies while case studies provide benchmarking. These latter three elements/themes seek to develop some basic skills for the social protection policy development, programme design, implementation of programmes and monitoring and evaluation. In combining these, participants will by the end of the week’s sessions, work in groups and choose a social protection policy problem or issue and be asked to develop a social protection policy intervention. The presentation must reflect the key theoretical and foundational basis of the solution sought, design and implementation features for the intervention proposed and the envisaged impact of the proposal gleaned from the key lessons learned. The different participant sub-groups will present these to the class who will have the opportunity to make assessments of the presentation.

Key Objectives     

Designing effective social protection programmes Enhanced capacity on government resources utilisation on social protection Social Protection budget preparation and expenditure monitoring Risk mitigation strategy on expenditure Skills in resolving problems on social protection budget implementation

Main Outcomes    

The case for social protection - use social protection to help the poor Basic knowledge and skills to develop policy options Knowing if programmes work though tracking progress, spending, impact of interventions Knowing if programmes work through evidence.

Pedagogical Approaches Following introductions at the beginning of the week, an overview is provided to orient the participants into the content sharing they can expect. The introductory session not only â&#x20AC;&#x153;unfreezesâ&#x20AC;? the team, but the session seeks to capture the expectations of participants with a view to ensure that the course lessons are geared towards meeting the objectives of the participants and to inform the presenters of the needs to adjust content and approach where necessary. Lectures will, through deductive and inductive methods, impart knowledge, experiences and information where the sharing is from the lecturer to the participants, others are very interactive seeking the knowledge and experience of the participant, thus allowing or sharing. The latter approach is also important from an adult learning principle perspective. The session on Closing Lessons and remarks provide for an interactive session both serving a summative evaluative objective as well as an opportunity for future planning.

Core Conceptual and Foundational Lectures CCFL1.1 - The Case for Social Protection The aim of this session is to look at the links between policy objectives of social protection and the outcomes, the social and economic impacts: lessons from country level and from research, the body of evidence from the multiple investigations. This will cover issues of affordability, fiscal space and financial sustainability of programmes. This is lecture is linked to an overview of the Bangladesh National Social Security Strategy. CCFL1.2 - Conceptual Frameworks and Models The aim of the lecture on conceptual frameworks is to impart a general sense of the various overarching designs of social protection structures, their driving forces and outcomes and impacts. In addition, an overview of provided of the dominant models of social protection covering typologies in the developed world and developing countries models across the continents of Latin America, Africa and Asia. Core Technical Lectures The core technical lectures have as their aim the design, implementation, monitoring, risk management and financing of social protection. CTL1.1 - Designing and Implementation of Social Protection Systems The aims of the lecture are to present the key designing considerations for cash transfer programmes, contributory social security schemes and exploring the delivery of cash options, payment mechanisms and the use of information systems to support the delivery. CTL1.2 - Monitoring and Evaluation of spending and outcomes against objectives The aim is two-fold:

Page | 3

First, the lectures look at defining the monitoring goals and then set up monitoring systems for assuring programme effectiveness, efficiency and quality of service delivery across the spheres of government. Case studies are used to present a practical application of the lessons learnt by looking at countries at similar levels of development among others India, Indonesia and Pakistan Secondly, the aim is to reinforce the need for the institutionalisation of evaluation as a critical component of all social protection programmes, as an element of assessing impact, to learn lessons for improving and for building evidence. CTL1.8 â&#x20AC;&#x201C; The Social Protection Financing Several topics are covered in this technical set of lectures. Aim 1: provide an overview of the Role of Public Finance in SP systems and how SP is support through the budgeting processes in Bangladesh, the systems and challenges. Aim 2: The aim of this is explore the quantitative tools for social protection public finance management, interpretation of the quantitative indicators for PFM and social protections Aim 3: This is a practical application of costing through the use of microsimulation and tools to support financial controls a social protection CPS1.2 â&#x20AC;&#x201C; Group presentations The aim of the group presentations is to assess whether participants have grasped the key theoretical and foundational basis of social protection, their ability to proffer policy options, the generation of design and implementation features for the intervention proposed and an ability to envisage the impact of the proposals submitted for consideration. Certification Participants will receive a certificate of attendance at the end of the course undersigned by representative of INSPIRE and the Finance Division in the Ministry of Finance

Page | 4

Sl. No

Name of the participant

NAME AS IT SHOULD APPEAR ON YOUR CERTIFICATE

1 Dr. Md. Jafar Uddin

Name of Ministry

Name of Ministry /Dept

Designation

e-mail address

Finance Division -Ministry of Finance

Joint Secretary

jafaru@finance.gov.bd

Contact number

Registered 1729070922

2 Mr. Ramendra Nath Biswas

Mr. Ramendra Nath Biswas

Finance Division -Ministry of Finance

Joint Secretary

r.biswas@msn.com

3 Mr. Md. Ataur Rahman

Mr. Md. Ataur Rahman

Finance Division -Ministry of Finance

Deputy Director, SPFMP Project

ataur1966@gmail.com

1711195018

Finance Division -Ministry of Finance

Deputy Secretary

she_1965@yahoo.com

1819225594

4 Mr. Shish Haider Chowdhury

Tel: 880 2 951 4416, Cell: 1556556677

5 Mr. Mahedi Masuduzzaman

Mr. Mahedi Masuduzzaman

Finance Division -Ministry of Finance

Senior Assistant Secretary

mahedimasuduzzaman@gmail.com

6 Mr. Nurul Kabir Siddiqui

Mr. Nurul Kabir Siddiqui

Ministry of Social Welfare

Ministry of Social Welfare ( MoSW)

Joint Secretary ( Program)

nurulkabir59@gmail.com

Tel: 9576686, Cell: 01714-244098

7 Mr. Niranjan Debnath

Mr. Niranjan Debnath

Ministry of Social Welfare

Ministry of Social Welfare ( MoSW)

Deputy Secretary (Admin-6)

ranjan6014@gmail.com

Tel: 9515534, Cell: 01720-189657

8 Mr. M M Mahmudullah

Mr. M M Mahmudullah

Ministry of Social Welfare

Department of Social Services (DSS)

Assistant Director-Institution-2

mahamudullah2010@gmail.com

Cell: 01716-275466

9 Mr. Md. Farid Ahmed Molla

Mr. Md. Farid Ahmed Molla

Ministry of Social Welfare

Department of Social Services (DSS)

Assistant Director-Program-2

faridahmed74@hotmail.com

Tel: 9138304,Cell: 01552-342589

Mr. Mohammad Shahidul Islam

Ministry of Social Welfare

Department of Social Services (DSS)

Assistant Director-Program-1

shahidulislam@dss.gov.bd

Cell: 01712-004824

11 Mr. Md. Nurul Amin

Ministry of Disaster Management and Relief (MoDMR)

Deputy Secretary , Relief

dsreliefprog@modmr.gov.bd

Cell: 01552-481621

12 Mr. Md. Anisur Rahman

Ministry of Disaster Management and Relief (MoDMR)

Department of Disaster Management (DDM)

Director, M&E

rohmananisur@yahoo.com

13 Mr. Md. Abdul Malek

Mr. M. Abdul Malek

Ministry of Disaster Management and Relief (MoDMR)

Department of Disaster Management (DDM)

Deputy Director(DS), FFW

ddkabikha@gmail.com

Cell: 01711-736464

14 Mr. Md. Abdul Awal Hawlader

Mr. Md. A. Awal Hawlader

10 Mr. Md. Shahidul Islam

1712110212

Cell: 01711-056098

Ministry of Disaster Management and Relief (MoDMR)

Department of Disaster Management (DDM)

awalhawlader@gmail.com

Cell: 01783-666130

15 Mr. Younus Mian

Ministry of Health & Family Welfare ( MoHFW)

Deputy Chief, Planning

ymianbd@gmail.com

Tel: 9549666; Cell: 01754-543823

16 Mr. Suleman Khan

Ministry of Health & Family Welfare ( MoHFW)

Health Economics Unit (HEU)

Director (Deputy Secretary)

khansuleman36@yahoo.com

Cell: 01760-742724

17 Dr. Pabitra Kumar Sikder

Ministry of Health & Family Welfare ( MoHFW)

Directorate General of Health Services (DGHS)

Deputy Director (PHC) & PM , MNH

dr.pabitrasikder@yahoo.com

Cell:01717-377766

18 Mr. Md. Muzibar Rahman

Ministry of Education

Joint Secretary (Budget)

Cell: 01710-928721

19 Mr. Mohammad Tazib Uddin

Ministry of Education

Directorate of Secondary and Higher Education (DSHE)

Cell: 01552-472328

Mr. Shyama Prasad Bepari

Ministry of Education

Higher Secondary Stipend Project

Deputy Director (Finance & Procurement) mtazibu@yahoo.com ictbangla52@gmail.com; Joint Secretary and Project Director, shyamaba@hotmail.com

Mr. Md. Saiful Islam Chowdhury

Ministry of Education

Secondary Education Sector Investment Program (SESIP), Deputy Director

saifulchowdhury92@gmail.com

Cell: 01552-353357/01531263163

22 Mr. Md. Toufique Erfan

Mr. Md. Toufique Erfan

Ministry of Education

t_erfan@yahoo.com

Cell: 01712-246685

Mrs.Ummul Khair Siddiqua

Ministry of Education

Assistant Project Director,

ummul.siddiqua@gmail.com

Cell:01711-844186

24 Mr. Md. Jalal Habibur Rahman

Mr. Md. Jalal Habibur Rahman

Ministry of Primary and Mass Education

Secondary Education Stipend Project 2nd Phase Stipend Project for the students of Degree (Pass) and Equivalent Level, Ministry of Primary and Mass Education

Project Officer

23 Begum Ummul Khair Siddiqua

mopmeplan1@gmail.com

Cell:01931-405467

25 Mr. Shaikh Md. Rayhan Uddin

Mr. Shaikh Md. Rayhan Uddin

Ministry of Primary and Mass Education

rudpe2003@gmail.com

Tel: 02 550 74916 Cell: 1712560585

26 Ms. Syed Nurjahan

Ms. Syed Nurjahan

Ministry of Primary and Mass Education

syeda.nurjahan@gmail.com

1712748406

27 Mr.Mohammad Mahfujur Rahman

Mr.Mohammad Mahfujur Rahman

Ministry of Primary and Mass Education

Primary Education Stipend Project

AssistantDirector, Chief (Planning-1) Deputy Directorate of Primary Education Deputy Director, Second Chance Education Project Assistant Director(Finance)

anantamahfuj@gmail.com

Cell: 01911-403112

28 Mr. Md. A Zafor Sarker

Ministry of Women and Child Affairs (MoWCA)

Deputy Secretary, Budget & Audit

zafor.sarker@ymail.com

Tel:9515226, Cell: 01711-583472

29 Md. Nurul Islam Talukder

Ministry of Women and Child Affairs (MoWCA)

Department of Women Affairs (DWA)

Additional Director, VGD

nitmasum@gmail.com

Tel: 9359681, Cell: 01711-806151

20 Mr. Shyama Prasad Bepari Mr. Md. Saiful Islam Chowdhury

Deputy Director(DS), Budget and Accounts

Cell: 01715-171784 Tel: 029575804

ANNEX III List of Indian Study Tour Participants

From: md.azizulalam@yahoo.com To: dwartonick@aol.com CC: kavimbhatnagar@hotmail.com Sent: 3/21/2016 2:10:49 P.M. Bangladesh Standard Time Subj: Study Tour to Indial

Dear Mr. Dan The following officials from the Ministry of Finance will participate in the study tour to India on National Pension System (NPS) from 27 March to 8 April, 2016. 1. Mr. A.R.M. Nazmus Sakib, Additional Secretary, Finance Division 2. Mr. Md. Abdus Samad, Deputy Secretary, Finance Division 3. Mr. Md. Golam Mostafa, Deputy Secretary, Finance Division 4. Mr. Mohd. Rashedul Amin, Deputy Secretary, Finance Division 5. Mr. Mohammad Saidul Islam, Senior Assistant Secretary, Finance Division 6. Ms. Kazi Nahid Rasul, Senior Assistant Secretary, Finance Division 7. Mr. Shaikh Qamrul Hasan, Chief Accounts Officer, Ministry of Post, Telecom & ICT 8. Mr. Sheikh Mohammad Omar Faruk, Chief Accounts Officer, Parliament Secretariat You are requested to make necessary arrangements including flight and hotel reservations etc. With regards. Md. Azizul Alam Joint Secretary Finance Division. To Mr. Dan Wartonick Team Leader SPFMSP Project CC. Mr. Kavim Bhatnagar Consultant SPFMSP Project

ANNEX IV Letter from NPD and Course information

ANNEX V Request from NPD and Draft Research Study Terms of Reference

Draft, 11 April 2016

Terms of Reference Project Title: Strengthening Public Financial Management for Social Protection (SPFMSP) - Bangladesh Position / Role: Short-Term Payment System Specialist / Consultant

1. Background to the Project / Assignment Maxwell Stamp PLC (MSP) has joined together with the Economic Policy Research Institute (South Africa), HelpAge International (UK), Bangladesh Institute of Development Studies (Bangladesh) and Maxwell Stamp Ltd (Bangladesh) to support the Government of Bangladesh to reform their social protection schemes and provide a way out of poverty for millions of its citizens. The objective of SPFMSP is to improve social protection policy-making, strategic planning, financing, implementation and monitoring and to build individual and organisational capacity. This support is being provided mainly to the Finance Division, MoF, where a new Social Protection Budget Management Unit (SPBMU) is being established, and also includes six other implementing Line Ministries - the Ministry of Social Welfare (MSW), the Ministry of Primary Education (MOPME), the 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). Overall, SPFMSP aims to ensure that the MoF and implementing line ministries are equipped to deliver their roles in the reform of the social protection programmes in Bangladesh. The underlying objective therefore is to transfer skills and capacity to these organisations. The SPFMSP project is one component of a larger five-component DFID-funded Strengthening Government Social Protection Systems for the Poor (SGSP) Programme which began in October 2013. The aim of the overall SGSP Programme is to support the GoB establish policies, budgets and plans for a more effective and efficient social protection system. Other components of SGSP are being delivered by four implementing partners: the United Nations Development Programme (UNDP), the World Food Programme (WFP), the World Bank (WB) and the Manusher Jonno Foundation (MJF), a local Bangladeshi NGO. The specific objectives of the SPFMSP Project are summarised in the following four outputs:    

Output 1: Improved GoB capacity to develop social protection policy and budgets and coordinate and monitor the implementation of the social protection system; 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; Output 3: Costed plans developed for the reform of priority social protection schemes; Output 4: Ensuring that effective programme management arrangements are established to achieve programme outputs and objective.

2. Payment System Overview Globally, developing countries are implementing large-scale Cash Transfer (CT) programmes aiming at offering comprehensive access to social security. There is significant evidence of the positive impacts of these programmes on human, social and economic development. Increasing attention is being paid now to issues of service delivery quality, value-for-money (VfM), risk management, and accountability within these schemes, which are particularly important when governments seek to scale-up small, successful programmes or reform under-performing large-scale schemes.

Draft, 11 April 2016 Bangladesh is on the path to digitizing a large share of its government flows to people and wishes to attain Digital Bangladesh1 with Vision 20212. Different Ministries have multiple schemes where social protection transfer programmes have been playing a key role in reducing poverty and inequality. Most social protection programmes are now increasingly banking on CTs and are increasingly recognized as an important tool for tackling poverty and inequality. CTs, however, unless efficiently managed, are liable to leakages, ghost beneficiaries, high transacting costs, double dipping, exclusion and inclusion errors and become heavy burden on the exchequer. Bangladesh currently lacks a unified and centralized payment system of G2P which can be instrumental in efficiently transferring cash to individuals who, as of now receive payments through multiple agencies (Government Departments / Accounts Offices / NGOs / Banks / Hard Cash etc.) involving multiple channels that are liable to blockages and leakages in the payment system. The Government of Bangladesh (GoB) has partially improved the cash delivery systems in some of the Social Security schemes so that transfers are delivered through financial institutions. However, most cash transfers are still decentralized and the database of the beneficiaries are mostly scattered. The transfers are also not linked to a single unique identifier such as the National Identification (NID) and hence duplicate payments cannot be ruled out. The GoB is placing emphasis on strengthening payment mechanisms to minimize corruption and leakages and to use the Social Security system to promote financial inclusion, in particular among poor and vulnerable families. The strategy identifies a key reform to be introduced in an initiative to transform the Government to Person (G2P) payment systems so that they promote financial inclusivity and prevent leakages. The National Social Security Strategy (NSSS) of Bangladesh mandates the Ministry of Finance to take this G2P initiative by undertaking a comprehensive review of the current G2P payment mechanisms, as well as international experience. The review will make recommendations on how to transform the current payment systems to ensure that they promote and permit greater financial inclusion of recipients. The recommendations of the review will be assessed by the Government and a plan will be developed by the Ministry of Finance â&#x20AC;&#x201C; in collaboration with key delivery Ministries â&#x20AC;&#x201C; to transform the G2P payment system so that it maximizes financial inclusion.

3. Current Status and Need for Intervention The GoB has many social schemes that transfer cash to the poor. While in most cases, where the money is transferred through cash, there are different mechanisms where money is disbursed by banks and other agencies to the eligible beneficiaries in the form of direct cash. Often, there are intermediaries who also have their cost for transmitting the money. However, there is also a need to explore the modalities of the money that could be transferred into the individual bank account from a centralized Government account using the Government Treasury mechanism. While many of the social protection schemes have partly or fully developed their database, they have not been able to transfer funds using the database into the individual accounts at many instances. The NSSS has mandated the Finance Division to design an effective payment system and accordingly the SPFMSP project has been requested to commission a research study towards identifying best practices, recommend a design for a payment system catering to G2P and the Cash Transfers for pension etc. in the most effective and at most efficient cost that promotes value for money. Most of the payments that are currently taking place are either scattered or even decentralized without even having any unique ID numbers to transfer. The model that is envisaged by the Finance Division is 1

Digital Bangladesh is an Idea that includes the IT use for management, administration and governance to ensure transparency, accountability and answerability at all levels of society and state. 2 Vision 2021 is the political manifesto of the Bangladesh Government and stands as a political vision of Bangladesh for the year 2021, the golden jubilee of the nation.

Draft, 11 April 2016 where the money could be transferred through a central source using the Government Treasury mechanism, while the pay points could be multiple using different channels. The Government of Bangladesh has been in the process of designing and collecting the data for employee and pensioners and has made positive progress in its efforts. However, there still exists a gap in combining the database with that of transfer of benefits using the database. Moreover, capacity development too has been a constraint in taking forward the plan.

4. Overall Objective The purpose of this research study is to bring together existing national and international evidence, recommend and generate new approaches to the effectiveness of cash transfers as part of the payment system that could be designed in the Bangladesh context facilitating social accountability mechanisms on the delivery of social protection programmes and systems. The objective of the study is to provide background information and analysis of how a centralized payment system should be implemented according to international best practices in the context of G2P (Government to Persons) in Bangladesh. The research study would evaluate designs and implementation approaches including identifying the institutional arrangements and mandates and roles of key officials. It shall largely involve a study and 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 (CGA) and can be used by different line ministries to transfer cash (G2P) using different payment mechanisms such as using individual banking accounts, mobile banking accounts, mobile money, postal transfer etc., to a number of beneficiaries with low value but high volume transactions.

5. Scope of Work Specifically, this would include: 1. Briefly analyze the current procedures for G2P payments in Bangladesh, different models, channels and stages used and recommend feasibility of improved payment approaches including electronic payment options, current payments providers and other financial service providers in Bangladesh. 2. Provide background information on the best practices of payment system (G2P) in comparable countries with similar social protection schemes of cash transfers. 3. Briefly review the existing disbursement system including relevant literature and documents, assessment and evaluation reports if any, to formulate an understanding of the present management and administration of delivery system for transferring benefits of social protection schemes through cash transfer. 4. Review the legal and regulatory environment for G2P payments in Bangladesh, the financial sectorâ&#x20AC;&#x2122;s experience of mobile and branchless banking, the extent of the communications infrastructure and beneficiary needs. 5. Briefly review the NID system and identify the feasibility and advantages of using the same in creating transfers to individuals through the proposed payment system. 6. Provide recommendations on how to transform the current payment systems to ensure that they promote VfM in G2P and permit greater financial inclusion of recipients. On the basis of the recommendations, assist the SPBMU (Social Protection Budget Management Unit), Finance, to develop a roadmap in collaboration with key delivery ministries to transform the G2P payment system so that it maximizes VfM.

Draft, 11 April 2016

6. Deliverables The Team of the Payment System Specialist will provide a detailed work plan and key tasks to be delivered for studying and recommending the initial system and capacity requirements for a sound and robust payment system that could be used in Bangladesh towards establishing a G2P system. While there are no separate deliverables for International and two National consultants, it may be distinctly understood that the International consultant (Team Leader for study) shall bring in the global perspective and knowledge about payment systems and the National consultants shall bring knowledge and experience from accounting and payment background such as working with the office of the Controller General of Accounts and Payment systems such as EFT, Mobile banking, Mobile Money etc., being operated in Bangladesh. The exact deliverables and outputs are given in the table below to contribute to each of the activities. Deliverables Detailed briefing with Team Leader (and other team membersâ&#x20AC;&#x2122; as required) on the assignment and key deliverables with an agreed work plan developed for the timeframe of the assignment. Literature Review of Best Practices on Payment System Undertake a familiarisation tour of the Ministry of Finance (MoF), Central Bank, CGA in Bangladesh. Visit One Line Ministry, Agency Banks, Mobile Money Transfer Agencies, and other disbursement points that are currently doing large scale cash transfers. Compare and contrast existing Payment System in Bangladesh and international best practices under different models, channels and schemes including cash, mobile transfers, mobile banking, postal banking etc. and assess their capabilities for unification under a centralized payment system using the National ID system. Recommendations on a Central Payment System that can cater to low value, large volume transactions and is capable of direct benefit transfer using several decentralized channels and payment points

Days Output 03 Work plan and schedule prepared and agreed with Team Leader.

Stakeholdersâ&#x20AC;&#x2122; Workshop on Information Dissemination and Recommendations on Payment System Final Draft Report (Combined and Single) after incorporating suggestions and opinions from workshop, to be submitted to the Team Leader summarizing context, existing structures and system, issues, recommendations, measures to mitigate risks, and next steps TOTAL

A draft report comparing existing payment systems in Bangladesh and international best practices.

A Draft report on Recommendations for a Central Payment System that ensures Value for Money in G2P and greater financial inclusion of recipients.

Workshop Conducted with Noting of Opinions and Suggestions

Final Draft Report

Draft, 11 April 2016

7. Reporting A total of three consultants (hereafter called Service Providers) shall be required to conduct the study. One of the Service Providers shall essentially be an International consultant who will act as the Team Leader, while the others shall be National (Bangladeshi) consultants who together would form a consultancy team. The team shall be reporting to the Team Leader, SPFMSP Project. Under the overall supervision of MSP, s/he also will maintain good working relations with the client and GoB, and represent MSP and the project in a positive manner.

8. Location Inputs will be provided in Dhaka, Bangladesh. The timing and coordination of these inputs will be done in written agreement with the MSP Project Manager and MSP Project Coordinator at all times. When in Bangladesh, the Consultantâ&#x20AC;&#x2122;s attendance in the project office is required during the normal office working hours of the Beneficiaries, or as discussed and agreed with the MSP Project Manager/Project Coordinator. Weekend work may be required subject to prior approval by the Project Manager.

ANNEX VI Draft M&E Report and LogFrame

Dhaka, 25 February 2016

LogFrame and Monitoring & Evaluation Framework Final Mission Report

Strengthening Government Social Protection Systems for the Poor (SGSP), Bangladesh A Programme of the Government of Bangladesh, DFID and DFAT

Theo van der Loop and Ferdousi Sultana CONSULTANTS FOR MAXWELL STAMP PLC.

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Table of Contents List of abbreviations .................................................................................................................. iii 1

Introduction and Objectives ................................................................................................. 1 1.1

Introduction of SGSP Programme .............................................................................. 1

1.2

Social Protection in Bangladesh ................................................................................. 1

1.3

Conclusions of the Annual Review ............................................................................. 2

1.4

Coordination ................................................................................................................ 3

1.5

Objectives and Methodology ...................................................................................... 3

Results Chain and Theory of Change ................................................................................. 5 2.1

The Results Chain ...................................................................................................... 5

2.2

Theory of Change (ToC) ............................................................................................. 5

Logical Framework (LogFrame) ........................................................................................... 7 3.1

LogFrame Structure .................................................................................................... 7

3.2

Revising the LogFrame for a No-Cost Extension of One Year ................................... 7

3.3

The LogFrame itself .................................................................................................... 7

3.4

Cost-Extension of Two Years ..................................................................................... 9

Review of Partnersâ&#x20AC;&#x2122; M&E Plans ......................................................................................... 11

Recommendations on the Overarching M&E Framework .............................................. 13

List of Annexes Annex 1

Terms of Reference (TOR) .................................................................................... 15

Annex 2

Mission Program ................................................................................................... 19

Annex 3

Revised SGSP LogFrame ..................................................................................... 20

Annex 4

UNDP M&E Framework ......................................................................................... 21

Annex 5

Draft ToR for commissioning the Work for the M&E Framework ..................... 25

Annex 6

List of References ................................................................................................. 29

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

List of abbreviations BBS BIDS CD DFAT DFID DP DPP ED EGPP ERD FD FFW GED GM GoB GRS G2P HDDWW HIES ICT IC-VGD IMED LGD LM LMA M&E MA MAP MIS MJF MODMR MOE MOF MOHFW MOPME MOSW MOWCA MSP MSL NPD NSSS OAA PC PD PESP

Bangladesh Bureau of Statistics Bangladesh Institute of Development Studies Capacity Development Department of Foreign Assistance and Trade Department for International Development Development Partners Development Project Proposal Executive Director Employment Generation Programme for the Poorest Project Economic Relations Division Finance Division Food For Work General Economics Division Grievance Mechanism Government of Bangladesh Redressal System Government to Person Allowances to the Husband Deserted Destitute Women / Widow Household Income and Expenditure Survey Information and Communication Technology Investment Component of the Vulnerable Group Development Implementation Monitoring and Evaluation Division Local Government Division Line Ministries Lactating Mother Allowance Monitoring and Evaluation Managing Agent Maternity Allowances for the poor Programme Management Information System Manusher Jonno Foundation Ministry of Disaster Management and Relief Ministry of Education Ministry of Finance Ministry of Health and Family Welfare Ministry of Primary and Mass Education Ministry of Social Welfare Ministry of Women and Children Affairs Maxwell Stamp Plc Maxwell Stamp Ltd National Project Director National Social Security Strategy Old Age Allowance Planning Commission Project Director Primary Education Stipend Project (Phase- II)

A Programme of the Government of Bangladesh, DFID and DFAT

iii

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

PIC PSC SESP SGSP SPBMU SPFMSP SP SPs SPPS SSPS STEP TA TAPP UNDP VFM VGD VGF WB WFP

Project Implementation Committee Project Steering Committee Secondary Education Stipend Project 2nd Phase (SESP 2nd) Strengthening Government Social Protection Systems for the Poor Social Protection Budget Management Unit Strengthening Public Financial Management for Social Protection Social Protection Service Providers Social Protection Policy Support (ProDoc) Social Security Policy Support (TAPP) Skills and Training Enhancement Project Technical Assistance Technical Assistance Project Proposal United Nations Development Programme Value for Money Vulnerable Group Development Vulnerable Group Feeding World Bank World Food Programme

Disclaimer The views expressed in this report belong to the authors, and they are solely responsible for any errors or omissions.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

1 Introduction and Objectives 1.1 Introduction of SGSP Programme Following the Annual Review in July 2015 of the Strengthening Government Social Protection Systems for the Poor (SGSP) programme in Bangladesh, DFID Bangladesh (DFID B) seeks to develop an overarching Monitoring & Evaluation (M&E) framework and a revised LogFrame. SGSP is a £18.71 million Technical Assistance project supporting the Government of Bangladesh (GoB) in establishing policies, budgets and plans for a more effective and efficient social protection system. SGSP is co-financed by the Government of Bangladesh, the UK Department for International Development (DFID) and Australia’s Department of Foreign Affairs & Trade (DFAT). SGSP has five main programmatic components and integrates work with government and civil society organisations, as follows: Table 1: The Five Components of the SGSP programme and their key characteristics. Agency Maxwell Stamp PLC (£9.27m)

GoB & Partners FD of MoF and 6 LMs

WFP (£2.3m)

Cabinet Division & PC-GED MoWCA; BBS

WB (£0.98)

MoDMR, BBS

MJF (£3m)

Cab. Div., GED, MoWCA MoSW, MoDMR, 12 NGOs

UNDP (£2.6m)

Component name/ description SPFMSP Strengthening Public Finance Manage-ment Systems of Social Protection Social Protection Policy Support Programme SGSP – WFP component

Strengthening Linkages between Social Safety Nets & Poverty Reduction Civil Society Platform on Social Protection

Summary of areas of work  TA to develop capacity of MoF and 6 Line Ministries  Setting-up a Social Protection Unit (SPU) within MoF;  Operational research and diagnostic studies;  Establish an SP MIS.  TA to Cabinet Division and GED for capacity building to support SP coordination structure.  Development & implementation of the NSSS.  TA to MoWCA for reform to Vulnerable Group Development (VGD);  Capacity building of BBS to establish panel survey of HIES.  Provide quantitative & qualitative analysis for reform of MoDMR’s 5 Safety Net programmes;  Support BBS to develop poverty database, and analysis of labour market programmes.  Support to NGO networks to organise poor & marginalised communities;  Establish grievance mechanism model;  Establish National Forum for Social Protection

1.2 Social Protection in Bangladesh Social Protection in Bangladesh increasingly gets attention from the government, and this has been laid down in its latest, the 7th Five-Year Plan FY2016 - FY2020, and in the National Social Security Strategy (NSSS 2015). Currently, the GoB budget for social protection amounts to a substantial £ 2.8 billion or US$ 4.1 billion. This amounts to 2.2 % of the country’s GDP, and it is estimated to reach about 78 million people. However, there are many targeting problems, and as a result about half of the poor population is not receiving any social protection.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

The GoB is well aware that these resources for SP could be used more effectively to produce better results, in particular in terms of reaching the poor, and therefore, the GoB is seeking international assistance in this area. In the case of the SGSP Programme, DFID and DFAT responded to a specific request from the Ministry of Finance (MoF) for technical assistance to improve the efficiency and effectiveness of GoB’s own expenditure on Social Protection.

1.3 Conclusions of the Annual Review The Annual Review commissioned by DFID took place in June 2015, and reached a series of conclusions of which the most important ones for the current purpose are as follows:  



The SGSP Programme consists of five components which are rather independently operating, making it a quite complicated programme to manage. Progress is made in each of the components, but it is rather slow, leading to quite significant delays in certain activities. These are in large part due to procedures required within the government system. At the same time, a number of quite substantial achievements should be underscored, which are noted by the Annual Review and further updated by the current mission, as follows: 1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12)

     

Establishment of National Forum for SP (NFSP) in February 2015; Approval by GoB of the National Social Security Strategy (NSSS) in June 2015; 7th Five-Year Plan has policy on SP included; Approval by GoB of TAPP for SPSS in mid-2015; Approval by GoB of TAPP for SPFMSP in August 2015; Establishment of SPBMU (former SPU) in early 2016; A Development Project Proposal (DPP) was approved partly as a result of efforts by WFP through SGSP; the DPP includes cash disbursements (which are outside of SGSP); Vulnerable Group Development (VGD) was piloted by WFP; Grievance Mechanism (GM) and an online Grievance Redressal System (GRS) were initiated; Modules on SP were included in HIES of BBS; Poverty targeting database was piloted by WB/BBS; and Agreements with 6 Line Ministries were concluded.

Clearer role and higher visibility of is needed of DFID; Considerable work is required on revising and updating the LogFrame; An overarching M&E Framework for SGSP needs to be developed; Governance structure and coordination mechanisms need to be strengthened; Communication Strategy is to be developed; Links between NFSP, representing the demand side, and MoSW should be formalized; and

In view of these conclusions, the Annual Review proposed a budget-neutral extension of two years for the SGSP program. However, DFID has postponed this decision because of the slow progress, and will now review its position again as soon as there is a new LogFrame.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

1.4 Coordination The SGSP is a relatively complicated programme with five components which involves many different government organisations, NGOs and international organisations, and the Annual Review concluded that there is an urgent need for a more formalised structure for program coordination. Therefore, coordination merits particular attention, and several levels need to be distinguished: 1) Within the GoB: Which organization is/should be the key driver of SP reform? a. At the highest GoB level coordination among Ministries is the Mandate of the Cabinet Division; the Inter-Ministerial Committee on SP led by the Cabinet Division is existing but not meeting often; b. The Central Monitoring Committee (CMC), which existed since 2010, has been re-empowered as a result of the NSSS in which a plays a crucial monitoring role; this is explained in Figure 1 (below) which also details the five Thematic Clusters and the respective coordinating ministries. c. The NSSS has mapped out a long-term strategy whereby the MoSW will become the coordinating organization in Phase 2 from 2026. 2) Within SGSP: How to enhance coordination among the five components? a. The absence of an overall project director in SGSP and a functioning SGSP Project Steering Committee (PSC) is making coordination difficult at this level. b. The ‘Working Group’ includes the five implementing partners and has met five times since February 2015 (including the workshop on 17 February 2016). These meetings need to be intensified in content and in frequency. It must be noted though that there is no government representation at this level, but there are plans to include in these meetings the National Project Directors (NPD), e.g. from the MoF, MoWCA and MoHFW. 3) Within each component: a. Coordination at this level is typically undertaken by the respective implementing partners jointly with the NPDs. b. However, government regulations stipulate that for each GoB approved TAPP or DPP both a PIC and a PSC must be installed. For example, there is now one PIC meeting held (on 30 November 2015) for the SPFMSP within the MSPComponent attended by MoF, PC, DFID, DFAT, 6 Line Ministries, BBS and MSP, while the first meeting within this component of the oversight PSC chaired by the Secretary of Finance is scheduled for the first quarter of 2016. If coordination within the SGSP Programme as a whole is to be increased, this may require leadership from Cabinet Division and DFID for example to increase the status of the ‘Working Group’ to a full-fledged PIC, and the intensification of work by the Inter-Ministerial Committee on SP to function as a PSC.

1.5 Objectives and Methodology Following the ToR (reproduced here in Annex 1), the aim of the present consultancy is to i) revise the existing LogFrame through a participatory process and establish a modified Theory of Change (ToC) closely aligned with the new LogFrame; The LogFrame should provide clear information on progress across all components, and create incentives for implementing partners to adapt their programming on the basis of agreed milestones.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Figure 1: Phase 1 of the NSSS 2015-2025.

Source: NSSS 2015.

ii)

recommend approaches to develop an overarching Monitoring & Evaluation ( M&E) framework for the programme. The longer term work on M&E framework will be a (subsequent) separate process from this consultancy.

The method of mission is thus to arrive at an updated and improved LogFrame through a participatory process with all key stakeholders of the SGSP Programme. This involves the following:  Briefing meeting with DFID and DFAT on 4 February;  Bilateral meetings with the five implementing partners;  Bilateral meetings with key government organisations, i.e. Cabinet Division, Planning Commission (GED), MoF, MoSW and MoWCA.  Workshop on 17 February, organized by DFID, where the mission presents its draft findings and LogFrame to DFID , DFAT and the implementing partners for discussion.  A second round of meetings with the five implementing partners to finalize the LogFrame.  The submission of a draft Mission Report to DFID.  A debriefing with DFID and DFAT on Wednesday 24 February.  The submission of a Final Mission Report to DFID on 25 February. Further details of the Work programme can be found in Annex 2.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

2 Results Chain and Theory of Change 2.1 The Results Chain The LogFrame is an expression of the “Results Chain” which details the results one expects the project to achieve. Figure 2 below indicates how the Results Chain aligns with the LogFrame format, including with the new division in five outputs (explained in the next Chapter). Figure 2: The Results Chain and its alignment with the LogFrame.

2.2 Theory of Change (ToC) The Theory of Change (ToC) included in the Business Case for the SGSP programme required an update and modification in order to closely align it with the new LogFrame, including the new division into five outputs. Figure 3 below reflects these modifications. The vision statement of the NSSS comes close to a combination of the impact and outcome of the SGSP: “Build an inclusive Social Security System for all deserving Bangladeshis that effectively tackles and prevents poverty and inequality and contributes to broader human development, employment, and economic growth” (GED, PC, 2015, NSSS, Page, xxi).

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Figure 3: The modified Theory of Change for the SGSP Programme.

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

3) Strengthened evidence base

Establishing of functioning SPBMU and NSSS Implementa tion Units

4) Targeting and Monitoring

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

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

3 Logical Framework (LogFrame) 3.1 LogFrame Structure LogFrame is an important monitoring tool that can bring out most clearly the successes achieved and thus give credit to what the GoB and the partners have achieved. The structure of the LogFrame follows the DFID Guidelines as laid down in the DFID practice paper entitled “How to note: Guidance on using the revised Logical Framework.” (January 2011). It has three levels: 1) Impact: only one Statement. 2) Outcome: only one Statement. 3) Output: usually about 3 to 5 Statements (with a maximum of 10). For each of these three levels one needs to identify several Indicators, one Baseline, several Milestones for each year, and one final Target for the end year of the programme.

3.2 Revising the LogFrame for a No-Cost Extension of One Year The considerations for revising the LogFrame to add one more year to the life of the programme without additional funding are as follows:        

 

Improve the logic flow; Design a richer, more diverse LogFrame to capture the diversity of the SGSP Programme; Impact and Outcome Statements are not to be changed; Outcome Indicators streamlined and thereby reduced to 4; The Outputs are re-arranged, reformulated and increased in number from three to five; The Output Indicators are re-arranged and reformulated, and the total number has now increased from 10 in the 2015-version to 15; Outputs are not divided according to the five components but arranged on the basis of the logic flow and a more integrated way of operating; Qualitative indicators are included at outcome and sometimes at output levels; an additional Output Indicator (Nr. 2.2) is dedicated to quality aspects of capacity development, and testing and/or tracking them; The weighting % and the risk ratings of the outputs have been revised accordingly; and The inputs in British Pounds remain the same at Outcome level, and have not been recalculated yet for the Outputs.

3.3 The LogFrame itself The revised LogFrame at Impact and Outcome level will look as in the table below:

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

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. Outcome Indicator 2 Enhanced efficiency of SP budget provision. Outcome Indicator 3 Improved coordination in SP Sector. Outcome Indicator 4 Enhanced Citizen's participation (women and men) in SP policy and management processes.

The Outputs have been increased from three (in the original version of 2015) to five, and the impact weighing has been modified as is indicated in the below table: OUTPUT 1 2 3 4 5 Overall

OUTPUT STATEMENT Improved mechanisms within SP sector of GoB Improved GoB capacity to manage, implement and monitor social protection programmes. Ministries & Departments of the Government of Bangladesh have access to a strengthened evidence base on social protection Mechanisms in place that contribute to better Targeting and Monitoring in SP schemes Citizen participation into SP sector ensured

% IMPACT WEIGHTING 25% 20% 15% 20% 20% 100%

The corresponding Output Indicators have been modified and increased from 10 (in the original version of 2015) to 15, or three indicators for each output; they are included in the table below: Output Indicator 1.1 1.2 1.3 2.1 2.2 2.3 3.1 3.2

Output Indicator Statement Implementation Units established and sustained within the GoB, and coordination and communication strengthened Coordination in the SP sector is enhanced Communication strategies are developed and implemented to enhance visibility of SGSP and DFID/DFAT Number of participants trained on social protection programme planning, implementation and monitoring. Quality of capacity building/training assessed through testing, evaluation and tracking. Institutional strengthening as a result of capacity development is assessed Research studies undertaken by all SGSP partners and findings shared with key stakeholders Diagnostics undertaken by all SGSP partners and findings shared with key stakeholders

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

3.3

4.1 4.2 4.3 5.1 5.2 5.3

The panel surveys of VGD beneficiaries are regularly undertaken and data collected through the HIES Social Protection module are regularly used by stakeholders. Processes in place, including MIS, for better targeting in selected SP schemes at poor and vulnerable groups, including a focus on women and children. Action plans applied to manage, implement and monitor SP programmes. Number of costed plans for reformed social protection schemes developed with beneficiary consultation. Institutional platform / mechanism to allow poor men and women to influence decision making on SP policies and programs Grievance Systems piloted, modified and rolled out. Public awareness on social protection and grievance systems enhanced.

3.4 Cost-Extension of Two Years In the case of a Cost-Extension of two years, the following considerations apply:  Some milestones require additional inputs in TA and funding in order to be completed fully.  A number of milestones would benefit substantially from follow-up inputs in order to contribute more to the impact, more closely approach the outcome, and/or achieve sustainability.  Action needed: Assess the critical activities that need continuation, estimate budget requirements, and explore funding. The Mission has through its participatory method arrived at the following suggestions for activities to be supported under a two-year Cost-Extension of the SGSP Programme: Output 1: Improved mechanisms in SP sector. 1) Continue TA support to SPBMU and NSSS Implementation Unit, and support the Interim Review of the NSSS reform process. 2) Enhance coordination in SP Sector through support to CMC, the Working Group, and the PICs and Project Steering Committees, and 3) Support communication strategies and the Communication Working Group. Output 2: Improved GoB capacity. 1) Continue and expand capacity building of government staff at central and local level. 2) Support for the tracking of training efforts and to evaluate qualitative aspects. 3) Consider capacity building of local elected bodies and civil society organisations. Output 3: Strengthened evidence base. 1) Research and Diagnostics: TA support to Key Ministries to translate the findings into the design and improvement of SP priority schemes. 2) Apply Gender indicators of NSSS in all SP (priority) schemes. Output 4: Mechanisms to enhance Targeting and Monitoring 1) Bring an additional number of priority schemes of different Line Ministries under MIS. 2) TA support for BBS’s poverty targeting database. 3) Support the follow-up of approved Ministerial Action Plans, and support the annual work plans.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

4) Continue the Spot checks to enhance evidence base for better targeting. 5) TA support to the 5 NSSS Thematic Clusters to develop and implement costed work plans for priority schemes, and to MoWCA to apply costed plans for improved VGD package. 6) Mainstream beneficiary consultation in the costed planning process of an increased number of priority schemes. Output 5: Citizen Participation into SP sector. 1) Include citizen's participation in the implementation of Thematic Cluster plans. 2) Rolling out the Grievance Mechanism to more Upazillas and start the online GRS. 3) Scaling up the activities to a larger number of issues, e.g. schemes on disability. It will be important for the further planning of the SGSP Programme and of the activities of the individual components that a decision is reached as soon as feasible concerning the number of years it can be extended, and whether additional funding can be made available.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

4 Review of Partners’ M&E Plans Monitoring and evaluation (M&E) is a process that helps improve performance and achieve results. Its goal is to improve current and future management of outputs, outcomes and impact. Monitoring serves three basic purposes:  learning from the experiences acquired (learning function);  accounting internally and externally for the resources used and the results obtained (monitoring function);  taking decisions (steering function). The SGSP Programme is special in that it consists of five different components that are working quite independently, and also have their own ways of working with and reporting on M&E systems, usually directly to DFID. The current Mission has discussed with the five implementing partners their individual M&E systems in place and this review has led to the overall conclusion that typically each partner reports on a segment of the LogFrame with a straightforward listing of progress on specific Milestones by Outcome/output indicators considered ‘their own’.

MSP The MSP component has completed the inception phase last September, and has since initiated monitoring activities. The first Quarterly Report (October - December 2015) includes a detailed Work Plan by outputs and deliverables distinguished with a clear timeline for each activity and deliverable. As such it is more of a financial report with deliverables, linked to the DFID quarterly payment schedule. UNDP UNDP uses an M&E Plan for SPPS based on the ProDoc, which is anchored in the UN system and as such provides a fixed framework (reproduced here in Annex 4). For the approved TAPP of the SSPS Programme, UNDP uses an M&E Plan which is exactly the same in content as the ProDoc plan. The plan in Annex 4 specifies only two outputs of a complex nature with different inter-linkages with the SGSP Output and Outcome Indicators; for each of the two outputs quite a long list of Key Performance Indicators is identified. It needs to be noted that the ProDoc was signed in February 2014, and was developed almost simultaneously with the SGSP Programme. WFP In its half-yearly progress reports to DFID, WFP provides a straightforward listing of progress on specific Milestones by Outcome/output indicators considered their own. It specifically monitors the process of VGD, IC-VGD and training related performance through selected indicators. The information is collected through the government system led by MoWCA.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

WB Since the WBâ&#x20AC;&#x2122;s deliverables consist of purely analytical surveys/reports managed by the Bank, their monitoring and yearly reporting is based on administrative data, i.e. survey fielded (Y/N) and report prepared and submitted (Y/N). MJF MJF monitors the results framework as per the project proposal submitted to DFID and the LogFrame output indicators. MJF and its partners produce annual work-plans, including costs, for approval each year as well as quarterly narrative and financial progress reports. These include reports against the indicators of the LogFrame and agreed results. The reporting to DFID concerns in essence a straightforward write-up of progress by output and milestone; it is in particular achievement and activity based, providing details of numbers of participants, attendees, etc.

Since the new LogFrame (see Annex 3) is based more on logic flow and an integrated approach, the mission advises to use the integral LogFrame as the overarching reporting format instead of the different methods used now by the different components. The mission scheduled to look into an SGSP Overarching M&E Framework is expected to look further into this.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

5 Recommendations on Overarching M&E Framework

the

The Annual Review 2015 proposed to design an overarching Monitoring and Evaluation (M&E) Framework by commissioning a mission of experts. In view of the programmeâ&#x20AC;&#x2122;s life span, such a mission could best be initiated in the coming months, i.e. before the next Annual Review would take place scheduled for July 2016. The Annual Review had also assessed that the SGSP Programme is a complicated programme with five different components, five implementing partners and many more government organisations involved. This makes coordination a very complicated affair as has been detailed in Section 1.4 above. The scheduling of such an M&E mission will be subject to further discussions, depending on several conditions which need to be determined: 1. Whether or not SGSP will be extended, and how much additional funding will then become available; 2. Whether a separate budget is currently available for M&E activities, firstly for the mission(s) itself, and secondly for follow-up activities by the implementing partners; and 3. The scope of the mission (e.g. a one-off mission, or several visits). In view of the fact that the Annual Review 2016 is scheduled for July it is important that the M&E work is at least initiated before that time. Therefore, our Recommendation is to commission on short notice a two-person mission including one international and one national expert with the following main features: Objective To develop an overarching M&E Framework for the SGSP Programme, thereby incorporating a. The newly revised LogFrame (dated 25 February 2016; see Chapter 3); and b. The M&E systems already put in place by the implementing partners of the five different components of the SGSP Programme (cf. Chapter 4); Scope The Key Tasks will include in any case: 1) Review the revised LogFrame and assess the validity of the Theory of Change. 2) Make suggestions to integrate the M&E Systems put in place by the five implementing partners. The review in the previous section raises the question whether there should be one overall LogFrame to be used by all five components, or that a kind of nested LogFrames described above should be continued. The current mission feels that it would be more beneficial to have one overall LogFrame to be used by all, so that information on progress can be brought together clearly and concisely in one place. 3) Design the first draft of the Overarching M&E Framework.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

4) Develop an M&E Operational Plan which includes the following elements:  Performance questions, information needs and indicators,  Information gathering by the five SGSP components, in particular also the link with MIS providing essential information to the M&E system,  Critical reflection processes and events, including interim and/or mid-term evaluations and final evaluation,  Communication and reporting, and  Necessary conditions and capacities. 5) Develop an M&E Work Plan including a timeline: Definition of methods to be used with different stakeholder groups for two core purposes:  M&E of resources, activities and implementation for effective project operations;  M&E of impact, outcome and outputs for guiding the project strategy. 6) Include information from Lessons learnt from international experience on M&E systems related to the social protection sector. 7) Assess Key risks that could affect achievement of the overarching M&E Framework and determine whether and what changes are required to mitigate those risks. Based on the findings in this report the current mission has developed a Draft Terms of Reference (ToR) for such an Overarching M&E Framework Mission to be commissioned by DFID in the coming months. This draft ToR has been included here as Annex 5.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 1 Terms of Reference (TOR) Terms of Reference: LogFrame and Monitoring & Evaluation Framework

Strengthening Government Social Protection Systems for the Poor Programme (SGSP)

1. Introduction DFID Bangladesh (DFID B) seeks an independent expert for developing an overarching Monitoring & Evaluation (M&E) framework for the Strengthening Government Social Protection Systems for the Poor (SGSP) project. SGSP is a ÂŁ18.71 million Technical Assistance project supporting the Government of Bangladesh (GoB) in establishing policies, budgets and plans for a more effective and efficient social protection system. SGSP is co-financed by the UK Department for International Development (DFID) and Australiaâ&#x20AC;&#x2122;s Department of Foreign Affairs & Trade (DFAT). SGSP has five main programmatic components and integrates work with government and civil society organisations.

2. Objective The aim of the consultancy is to i)

revise the existing LogFrame through a participatory process and establish a modified Theory of Change (ToC) closely aligned with the new LogFrame; The LogFrame should provide clear information on progress across all components, and create incentives for implementing partners to adapt their programming on the basis of agreed milestones.

ii)

3. Scope The review will carry out the following key tasks: a. Facilitate and manage a participatory process to modify the SGSP Theory of Change and LogFrame; the Annual Review 2015 should be referred in this regard which identifies the guiding issues (i.e. are results relevant to Government of Bangladesh reform priorities for the sector? Is the programme able to respond to challenges in making Social Protection sector more effective and efficient? Is the programme on track to deliver on the changes as envisaged originally?). b. Suggest approaches to capture programme impact through qualitative tools, complementing the indicators included in the LogFrame c.

Review the AR 2015 recommendations on the LogFrame and DFID guidance on LogFrames.

d. Outline requirements for an overarching M&E strategy to accompany the LogFrame including recommendations on how partners can align their M &E framework with it.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

e. Assess evaluability of SGSP, including feasibility of developing a baseline f.

Suggest appropriate and feasible evaluation options and the key evaluation questions.

Monitoring and Evaluation for SGSP will focus on outputs, outcomes and impact, and related indicators/milestones, rather than monitoring of project delivery, which will be the direct responsibility of the implementer for each component. However, it should also consider the validity of different project approaches in the context of revised ToC and LogFrame.

4. Process & Requirements Develop a modified Theory of Change and re-design of LogFrame In coordination with DFID and MSP, the supplier will facilitate a participatory process in two stages for developing the new/modified ToC and a revised LogFrame for SGSP. 

Stage 1 will focus on elaborating a clear and detailed ToC and developing an outline for the LogFrame. This ToC should incorporate all the five main programme components and provide a clear logic showing how the components support and reinforce each other. The ToC and outline LogFrame must be agreed by 23rd February 2016.



The consultant will also review results frameworks of partners and provide guidance on what is required to ensure alignment between the components. The partners will be reporting against the newly developed LogFrame.



Stage 2 will focus on a) finalising the LogFrame which must be agreed and in place no later than 29th February 2016 and b) suggesting the nature and level of support required to ensure the longer term objective of monitoring and evaluating the programme.



The LogFrame should provide evidence to enable DFID to identify what is working and what is not, and adjust programming in real time.

Recommend approaches to develop an overarching M& framework for the programme 

It is imperative to ensure partners’ endorsement of the overarching M&E framework for the programme and commitment to align their own M&E frameworks with it.



The supplier also needs to factor in priorities of other relevant DFID extreme poverty programmes as well as other initiatives in the wider social protection context of the country.

The participatory process, therefore, should involve: • • •

Relevant DFID team member SGSP partners; and DFAT and other development partners.

5. Methodology LogFrame Based on consultations/inputs from all stakeholders, the revised LogFrame will be drafted by the supplier, reviewed by all participants and approved by DFID.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

In addition to the LogFrame, we strongly encourage use of alternative results narrative to capture a) the qualitative changes/non-linear processes that cannot be fitted into key milestones due to unpredictability, b) SGSP’s contributions to cross-cutting issues such as gender, disability inclusion, social exclusion, equality and others as prioritized by DFID, c) outline of attribution strategy against each outcome/impact indicators. M&E Framework for SGSP Linked to the LogFrame the supplier will develop a comprehensive M&E framework, with inputs from DFID and SGSP partners. The framework will focus on monitoring progress and also outline a broad approach for evaluating SGSP. This aspect will involve: 

consultation with DFID to establish a strategy that will help to gather evidence for annual reviews as required;



Discuss with SGSP partners to establish baselines linked to partners’ own ongoing initiatives around baselines;



Suggest ways to gather evidence needed for monitoring progress



Suggest evaluation options, process and questions;

At this stage, the consultant will need to make an initial assessment and propose recommendations for an overarching M&E framework for the programme that will integrate M&E functions of all SGSP components. The design of the M&E framework will be a separate assignment and will require recurring inputs throughout the duration of the programme. 6. Timeframe & Deliverables By 23rd February 2016: a) ToC and b) outline LogFrame By 29th February, 2016: a) Final LogFrame with ToC and b) Suggest approaches to develop a M&E framework. C) A draft ToR for commissioning the work for M&E framework.

Input

STAGE 1 Preparation, background reading, review of AR recommendations and agree work schedule and inception process with DFID towards modifying and revising the ToC and LogFrame Facilitate and manage a participatory process with partners to modify the current Theory of Change and LogFrame

Days Intl. Cons

Days Nat. Cons.

Deliverable

Indicative Due Date

Work plan setting out 4th key options for February managing the participatory process agreed with DFID/DFAT

Modified ToC LogFrame

and 12th February

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Make an initial assessment and provide recommendations for developing an overarching Monitoring & Evaluation ( M&E) framework for the programme

Initial assessment 15th and draft February recommendations for developing an overarching M&E framework for the programme

Review partner results frameworks and provide guidance and specific recommendations for revising partner M&E frameworks for their respective components. Finalisation of the overarching LogFrame and ToC for SGSP

Recommendations 23rd for revision of M&E February frameworks

Revised SGSP 22th LogFrame and ToC February agreed with all 2016 partners

Framework of 24th evaluation questions February developed

Final draft report

25th February

Final report integrating comments from Development Partners

Final report

4th March

Determine the nature and level of support that may be required to ensure the longer term objective of monitoring and evaluating the programme (which will be a subsequent and separate process to this consultancy). TOTAL

Develop impact/process level evaluation questions to feed into future evaluation process design. Final draft report presented to DFID & DPs

Final framework of evaluation questions

Briefing note to DFID 29th outlining level and February nature of support and specific recommendations for monitoring and evaluating the SGSP programme

7. Constraints & Dependencies The consultant will provide guidance on revising the individual results frameworks of all the SGSP components. He/ She will be expected to work closely with SGSP partners to ensure that the component results frameworks are compatible and coherent with the overall SGSP framework and that the data requirements are met. 8. Implementation Requirements Team structure: The consultant must lead all work under the supervision of SPFMSP/MSP team and DFID/DFAT Budgeting: The consultant will paid on an input basis against deliverables.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 2 Mission Program Date Mon Feb 1 Feb 3

Activity Desk review in home base. Start of the Mission in Dhaka Meeting with Dan Wartonick and Agata Standa, MSP Preparation, background reading, review of AR recommendations and discuss work plan Kick off meeting with DFID & DFAT

Feb 4

Feb 6 Sat Feb 7 - 8 Feb 10 14 Feb 1516

Feb 17 Wed Feb 18 24

Sun Feb

Feb 22 Tue 23 Feb Feb 24

Feb 25

Fri Feb

Preparation, background reading, review of AR recommendations Background reading and Preparation for the interviews the coming week Meetings with partners: MSP, MJF, WFP, UNDP & WB GoB Consultations: MoF, Planning Commission/GED, Cabinet Division, MoWCA and MoSW Make an initial assessment and provide recommendations for developing an overarching Monitoring & Evaluation ( M&E) framework for the programme Workshop: A WG meeting with 5 SGSP partners to share and discuss a draft LogFrame with partners. Review partner results frameworks and provide guidance and specific recommendations for revising partner M&E frameworks for their respective components. Meet all 5 partners. National holiday: Martyrs Day. Continue the review of partner results frameworks & finalizing LogFrame/ToC; Mission Report Writing Finalisation of the overarching LogFrame and ToC for SGSP The ToC and outline LogFrame must be agreed (cf. ToR). Develop impact/process level evaluation questions to feed into future evaluation process design. Debriefing meeting with DFID & DFAT Determine the nature and level of support that may be required to ensure the longer term objective of M&E (which will be a subsequent and separate process to this consultancy). Final Mission Report integrating comments from DFID & DFAT

Deliverable

Draft Work plan

Agree work schedule and inception process towards modifying and revising the ToC and LogFrame

Final Work Plan

Modified ToC and LogFrame

Initial assessment & draft recommendations for developing an overarching M&E framework for the programme Draft LogFrame

Recommendations for revision of M&E frameworks

Revised SGSP LogFrame and ToC agreed with all partners Draft Mission Report. Framework of evaluation questions developed Final draft report presented Briefing note to DFID outlining level and nature of support and specific recommendations for M&E of SGSP; draft ToR for commissioning the work for M&E Framework. Final Mission Report

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 3 Revised SGSP LogFrame Provided as a separate document.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 4 UNDP M&E Framework UNDP has two M&E frameworks with different names, but in fact the text is the same through the lay out differs somewhat. Those are: ď&#x192;ź SPPS Programme Signed Project Document (ProDoc): M&E Plan for Social Protection Programme with Key Performance Indicators (see below), ď&#x192;ź Approved Technical Assistance Project (TPP) of SSPS Programme: M&E Plan with Key Performance Indicators.

Outcome/Output

Key Performance Indicators

M&E Event with Data Collection Methods

Time or Schedule and Frequency

Responsibilities

Output 1 Better governance of social protection by strengthened coordination, M&E and reporting functions and stronger research and analysis capacities building a more effective evidence base for policy development

Permanent institutional arrangement for supporting social protection policy and delivery analysis established # of meetings of inter-ministerial committee on social protection Standing database/repository of programmes and analytical inputs established and maintained Micro-simulation model for ex ante policy analysis and research developed Reviews and analyses of impact assessments (including lessons learnt briefs) for ex post policy analyses Network of social protection policy practitioners set up Twinning arrangements set up

MIS

Captured as occurred

MIS

Captured as occurred Annually

UNDP Poverty Reduction Cluster UNDP Cluster

Policy research centre set up

MIS

# of nationally authored research reports

MIS

MIS MIS

Means of Verification: Data source and type Cluster records

Cluster records

UNDP Cluster

Cluster records

Captured as occurred Captured as occurred

UNDP Cluster

Cluster records

UNDP Cluster

Cluster records GoB records

Captured as occurred Years 1 & 2

UNDP Cluster

Captured as occurred Annually

UNDP Cluster

Cluster records GoB records Cluster records GoB records Cluster records

UNDP Cluster

Cluster records GoB records

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Outcome/Output

Key Performance Indicators

M&E Event with Data Collection Methods

Time or Schedule and Frequency

Responsibilities

# of policy briefs

MIS

Annually

UNDP Cluster

# of newsletters issued

MIS

Annually

UNDP Cluster

# of manuals and other capacity building tools # of government officials trained # of training events for policymakers and research institutions # of conferences, workshops and seminars (and similar events) held # of micro-insurance pilot clients

MIS

Annually

UNDP Cluster

MIS MIS

Annually Annually

UNDP Cluster UNDP Cluster

Means of Verification: Data source and type Cluster records GoB records Cluster records GoB records Cluster records GoB records Training records Training records

MIS

Annually

UNDP Cluster

Lists of participants

MIS

Annually

UNDP Cluster

Innovations Challenge Fund (to meet pilot activities and pump-prime key innovations) set up and operational # of pilot schemes implemented under the Innovations Challenge Fund Established scheme for local and programme based M&E and Quality Assurance functions # of M&E reports # of Parliamentary engagements (workshops, breakfast meetings, study tours, etc.) strengthening social protection policy engagement # of civil society engagements (workshops, breakfast meetings, study tours, etc.)

MIS

Captured as occurred

UNDP Cluster

Cluster records; data from administrative systems Cluster records

MIS

Annually (except Year 1) Captured as occurred

UNDP Cluster

GoB records

UNDP Cluster

Cluster records

MIS MIS

Annually Annually

UNDP Cluster UNDP Cluster

Cluster records Cluster records

MIS

Annually

UNDP Cluster

Cluster records

MIS

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Outcome/Output

Key Performance Indicators

M&E Event with Data Collection Methods

Time or Schedule and Frequency

Responsibilities

Means of Verification: Data source and type

Key stakeholder consultations

Baseline, mid-term and at end of project

UNDP Cluster with external consultant

Demonstrated improvements in policy development and implementation (specific indicators to be defined when designing evaluation methodology) Contributory impacts of improved policies and programmes on key outcome indicators (to be defined when designing methodology) Developed IT payment platforms for progressive roll-out and adoption of the selected IT approach and delivery plan Specification of an m-banking solution

Qualitative evaluations of policy formulation

Baseline, mid-term and at end of project

Commissioned external consultant

Quantitative impact assessments

Baseline, mid-term, at end of project and longer-term follow-ups Captured as occurred

Commissioned external consultant

Data from interviews and recorded discussions Data from interviews and recorded discussions To be defined when designing methodology

UNDP Cluster

Cluster records

UNDP Cluster

Cluster records

User interfaces (smartcards and/or mobile phones) and their roll-out secured, within pilot areas and then rolled out # of people trained in usage and maintenance of the IT payment system # of arrangements with payment agent institutions to facilitate the operation of the payments system # of local payment agents selected

MIS

Captured as occurred Annually (except Year 1)

UNDP Cluster

Cluster records GoB records

MIS

Annually

UNDP Cluster

MIS

Annually (except Year 1)

UNDP Cluster

Training records (lists of participants) Cluster records GoB records

MIS

Annually (except Year 1)

UNDP Cluster

strengthening social protection policy engagement Expressed satisfaction by policy-makers and other stakeholders with the quality of evidence informing policy formulation

Output 2 Modern social protection infrastructure developed and capable of supporting a nationally integrated delivery system for reliable, transparent and developmental GoB social transfers, while promoting inter-linkages to ensure effective coordination

MIS

Cluster records GoB records

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Outcome/Output

Risks

Resources

Key Performance Indicators

M&E Event with Data Collection Methods

Time or Schedule and Frequency

Responsibilities

Cost-effective delivery systems measured by unit costs of key delivery elements

Cost-effectiveness study

MIS and M&E system in place

MIS

Baseline, mid-term and at end of project Annually

Commissioned external consultant UNDP Cluster

Means of Verification: Data source and type Project records on coverage and costs Cluster records GoB records Training records (lists of participants) Cluster records, GoB records

# of people trained on M&E interface with MIS Annually UNDP Cluster payment platforms # of downstream applications of BBSâ&#x20AC;&#x2122;s new MIS Captured as UNDP Cluster social protection MIS for policy and occurred programme planning purposes # of civil society partnerships with linked MIS Captured as UNDP Cluster Cluster records, delivery systems for monitoring rights occurred GoB records protection Quality of service delivery including Household surveys of Baseline, mid-term Commissioned Survey data from adherence to service standards, timeliness, participants and the and at end of external household reliability, and low private costs for broader populations project consultant interviews participants (specific indicators to be defined when designing survey methodology) No specific risks associated with progress/process monitoring through MIS. Measuring satisfaction levels is always a challenge, especially as change often implies initial resistance preceding acceptance (nonlinear results). USD 150,000

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 5 Draft ToR for commissioning the Work for the M&E Framework Terms of Reference: Development of an Overarching Monitoring & Evaluation Framework Strengthening Government Social Protection Systems for the Poor Programme (SGSP) Introduction

1. The Strengthening Government Social Protection Systems for the Poor (SGSP) is a ÂŁ18.71 million Technical Assistance project supporting the Government of Bangladesh (GoB) in establishing policies, budgets and plans for a more effective and efficient social protection system. SGSP is co-financed by the UK Department for International Development (DFID) and Australiaâ&#x20AC;&#x2122;s Department of Foreign Affairs & Trade (DFAT). The Objectives

2. The objective of this M&E Mission is: To develop an overarching M&E Framework for the SGSP Programme, thereby incorporating: a. The newly revised LogFrame (dated 25 February 2016); and b. The M&E systems already put in place by the implementing partners of the five different components of the SGSP Programme. The Recipient

3. The primary recipient is Government of Bangladesh through the Cabinet Division. The report will also be provided to SGSP donors (UK-DFID and Australian DFAT) and shared with other relevant GoB divisions/ministries and the five implementing partners (UNDP, WFP, The World Bank, the Manusher Jonno Foundation and Maxwell Stamp PLC.). The Scope

4. The M&E Mission will carry out in particular the following key tasks: 1) Define the purpose and scope of the M&E system, and include: a. Review of programme overview and objectives of the SGSP Programme and those of the five programme components. b. Indicate how the system will support project management and meet the reporting requirements and information needs of different stakeholders. c. review LogFrame assumptions, performance and achievement towards outcome; appropriateness of outputs/indicators, impact weightings, to ensure that they are relevant, and are clearly linked to the M&E Framework. d. assess the validity of the Theory of Change (i.e. are results relevant to Government of Bangladesh reform priorities for the sector? Is the programme

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

able to respond to challenges in making Social Protection sector more effective and efficient?). Review the M&E Systems put in place by the five implementing partners, e.g. UNDP’s M&E Plan, and provide suggestions for their improvement and their solid linkages to the overarching M&E Framework to be developed. Design the first draft of the Overarching M&E Framework, including advice on the question whether there should be one overall LogFrame to be used by all five components, or that a kind of nested LogFrames should be used by each component. Develop an M&E Operational Plan which includes in any case the following: a. Performance questions, information needs and indicators, b. Information gathering, in particular the link with MIS providing essential information to the M&E system, c. Critical reflection processes and events, including interim and/or mid-term evaluations and final evaluation, d. Communication and reporting, and e. Necessary conditions and capacities. Develop an M&E Work Plan including a timeline: Definition of methods to be used with different stakeholder groups for two core purposes: a. M&E of resources, activities and implementation for effective project operations; b. M&E of impact, outcome and outputs for guiding the project strategy. Include information from Lessons learnt from international experience on M&E systems related to social protection delivery/payments, identification and registration of beneficiaries and implementing integrated MIS; for example, Mexico’s Oportunidades and Brazil’s Bolsa Familia provide important examples of specific M&E systems, using systematic randomized control trials (RCT), the need of which can be assessed (see Hulme and Maitrot 2014). Assess Key risks that could affect achievement of the overarching M&E Framework and determine whether and what changes are required to mitigate those risks.

Methodology

5. The M&E Mission will be carried out by a team of one external, international M&E/Social Protection expert (lead), and one National M&E/Social Protection Expert. The methodology will primarily include:      

  

review of the programme; review of available background documents (listed at the end of the ToR); discussions with key informants in particular DFID, DFAT and the five implementing partners; develop a first draft of the overarching M&E Framework; discuss the draft with key informants as above, both in bilateral discussions and in at least one plenary workshop of one full day; (to be determined) discuss the proposed M&E Framework with key GoB organizations (in particular Cabinet Division, Planning Commission (GED), Ministry of Finance (Finance Division), Ministry of Women and Children Affairs, Ministry of Social Welfare and Ministry of Disaster Management); Revise the draft M&E Framework based on the discussions and workshop(s); Get approval from DFID/DFAT and the five implementing partners on the implementation of the M&E Framework; Submit final report to DFID/DFAT.

Deliverables: Management and Reporting An in-country mission will develop the overarching M&E Framework in the period April to June 2016, and should in any case be completed before the start of the Annual Review 2016 scheduled for July. The in-country mission days include local travel, meetings/interviews, and workshops.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Outputs include: a. The overarching M&E Framework for the SGSP Programme, including an M&E operational and a work plan, and clear guidelines on how the M&E systems of the five different components are to be integrated into the overarching framework. b. A power point presentation that highlights key features of the M&E Framework and the way those of the five components can be integrated into it. c.

A draft Mission Report on the mission that responds to the wider TORs, and includes the proposed M&E Framework. The final Mission Report incorporating the comments from the key stakeholders.

d. Key deliverables/dates: Item/Activities Team mobilisation Introductory briefing at DFIDB Office/ Agree on key deliverables, dates and division of labour Review of the programme and of available background documents, and first discussions with key informants in particular DFID, DFAT and the five implementing partners Develop a first draft of the overarching M&E Framework Discuss the draft with key informants as above, both in bilateral discussions and in at least one plenary workshop of one full day; (to be determined) Discuss the proposed M&E Framework with key GoB organizations (Cabinet Division, PC, MoF, MoWCA, MOSW and MoDMR) Revise the draft M&E Framework based on the discussions and workshop(s) Get approval from DFID/DFAT and the five implementing partners on the implementation of the M&E Framework Submit final report to DFID/DFAT. TOTAL NUMBER OF DAYS

Responsibility DFID DFID

Days TL

Days Nat. Cons.

TL and National Consultant (NC) TL and NC

TL and NC

2 25

1 20

Team Structure The Review Team will comprise 1) Team Leader: An external, international consultant, who has a dual specialisation in M&E Framework development and in Social Protection, and 2) a National Consultant with expertise on Social Protection and M&E Systems.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

The Team Leader (total 25 days) should have excellent knowledge of and broad experience with the design, development and implementation of M&E Frameworks for substantial development programmes, preferably also with DFID funded ones. International experience with Best Practices in for example Mexico or Brazil, are an advantage. In addition, s/he should have excellent knowledge of social protection (reform) issues, and understanding of political economy of social protection as well as financing of social transfers. S/he will take the lead in coordinating the review team’s activities, facilitating consultations, participatory assessments, and beneficiary feedback. The Team leader should have a strong background in leading similar M&E Framework Development missions, experience in leading a multi-disciplinary team and demonstrate skills in evaluating processes and qualitative analysis. Familiarity with SP programmes and activities in Bangladesh and DFID annual review processes is essential. S/he will have overall responsibility for delivering the whole ToRs. In addition he/she will ensure that the requirements of the ToRs and are completed on time. The Team Leader will draw inputs from the team members and will integrate findings from qualitative and quantitative analysis. S/he will also have lead responsibility, in consultation with team members to finalize the Overarching M&E Framework as well as the mission report after incorporating comments from DFID/DFAT. The National Consultant (max 20 days) should have substantial experience and knowledge of social protection programmes, and of M&E systems for development programmes. The Team Leader in consultation with team members, will allocate specific tasks to individual team members to meet the review requirements as mentioned in this ToR. Constraints and Dependencies One potential constraint could be hartals/strikes and blockades which might affect movement inside and outside Dhaka. Travel to UNDP, WFP, GOB offices are unlikely during hartals as roads are blocked and protests can lead to violence. Therefore, flexibility has been built into the mission programme to reschedule meetings that are cancelled due to hartals. No field trips outside Dhaka are foreseen. Please refer to all requirements in the ‘Information Note and Requirements for all Visiting DFID Staff and Consultants’. Coordination Naved Chowdhury, DFIDB Social Development Adviser and Lead Adviser for the SGSP will be the overall coordinator of the mission and focal person on technical aspects. Karishma Zaman, DFIDB, will be the project officer of this mission. Review work plan/field visit itinerary should be discussed and agreed with the Lead Adviser/Project officer at the beginning of the mission. Reading Materials/Background Documents i. ii. iii. iv. v.

SGSP Business Case LogFrame (updated) Partners’ proposals Work plans & progress reports National Social Security Strategy (NSSS 2015).

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor Programme (SGSP), Bangladesh

Annex 6 List of References DFID (2015): Annual Review 2015 (including Narrative Report). DFID (2013) Business Case DFID (2013): Design Document GoB (2015): National Social Security Strategy: NSSS 2015. GED/Planning Commission. Dhaka: July 2015. GoB (2015): 7th Five-Year Plan FY2016 â&#x20AC;&#x201C; FY 2020. GED/Planning Commission. Dhaka: 2015. GoB (2015): Bangladesh Millennium Development Goals (MDG) Progress Report 2015. GED, Bangladesh Planning Commission. Dhaka: September 2015. Hulme D. and M Maitrot (2014): International Experience of Delivering Social protection: Are there lessons for Bangladesh? In: H.Z. Rahman et al. (eds. 2014): Social protection in Bangladesh. UNDP/The University Press, Dhaka.

Various progress and interim reports and documents provided by the five implementing partners of the SGSP Components: MSP (e.g. Inception Report and First Quarterly Report), UNDP, WB, WFP and MJF.

A Programme of the Government of Bangladesh, DFID and DFAT

Strengthening Government Social Protection Systems for the Poor (SGSP), 2013-2018 Revised and Updated Logical Framework (LogFrame)

PROJECT NAME

Final Version, 25 February 2016 IMPACT A social protection sector that effectively addresses poverty and enables families to deal with risk.

Impact Indicator 1 Percentage of poorest households that are excluded from social protection programmes.

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

Outcome Indicator 1 More coherent policies and plans on social protection in place.

Impact Indicator 2 Percentage of Poor men and women living below the lower national poverty line.

Baseline Planned Achieved

Planned Achieved

Planned

Milestone 1(2014)

Milestone 2 (2015)

Milestone 3 ( 2016)

Milestone 4 ( 2017)

68% (2010)

Target (2018) 40% or less (2020)

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 Milestone 1( 2014) Milestone 2 (2015) Milestone 3 ( 2016) Milestone 4 ( 2017) Target (2018) 17% (2010) 10% ( 2020) Source BBS: Household Income & Expenditure Survey ( HIES), published every five years. MDGs and SDGs Progress reports. (Mid-Term Review of) 7th Five-Year Plan. Baseline Milestone 1 ( 2014) Milestone 2 (2015) Milestone 3 ( 2016) Milestone 4 ( 2017) NSSS approved. Action Plans for National Social Roll out NSSS action / Assessment of policies by 6th Five Year plan (2011-2015) implementation plans. Security Strategy (NSSS) independent experts. includes social protection NSSS provisions reflected in the 7th endorsed by Cabinet Division. proposals but these are not Gender strategy for NSSS coherent Inputs provided into National Five Year Plan. Elements of gender strategy in implementation approved. Social Protection Strategy SP identified, and strategy (NSPS, later NSSS) through developed. written submission and participation in consultations.

Target (2018) Policy provisions of NSSS implemented. Gender strategy of NSSS implemented.

Outcome Indicator 2 Enhanced efficiency of SP budget provision

Planned

Milestone 4 ( 2017) Findings of diagnostics are accepted by GoB and incorporated into costed plans.

GoB is committed to implement Target (2018) Costed plans approved and NSSS and progress is made for clustering of SP programs. applied by GoB. Inefficient and ineffective schemes are allowed to wind down to enable scale up of priority schemes.

Findings of research and diagnostics used for enhancing the quality of targeting and monitoring.

Achieved

Outcome Indicator 3 Improved coordination in SP Sector.

Planned

Government demonstrates willingness to invest its own finances for reforms. Development partners provide support for reform.

Achieved Source GoB: 6th and 7th Five Year Plan documents and mid-term Reviews. NSSS (2015) and review. SGSP Progress reports. Baseline Milestone 1 ( 2014) Milestone 2 (2015) Milestone 3 ( 2016) Enhanced evidence-base The budget allocation to the 140+ through diagnostics and SP schemes is not based on research studies. evidence, nor on costed plans; there is substantial leakage and targeting errors. The SP Budget Management Unit (SPBMU) investigates the way to measure cost effectiveness of the major SP programmes.

Assumptions Political support exists to enable significant reform of the social protection sector.

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

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.

Achieved Source NSSS (2015) and NSSS Reviews. SGSP progress reports. Minutes of inter-ministerial committee on Social Protection and of CMC. Baseline Milestone 1(2014) Milestone 2 (2015) Milestone 3 ( 2016) Civil society engagement in SP Enhanced public engagement with SP policy and management sector enhanced. local and central authorities on SP process has only sporadic citizen issues. participation

Outcome Indicator 4 Enhanced citizen's participation (women and men) in SP policy and management processes

Milestone 4 ( 2017) Thematic Cluster Plans include citizen's participation.

Target (2018) Implementation of SP policies and schemes ensures citizen participation.

Achieved

INPUTS (£)

DFID (£) 16,879,113

INPUTS (HR)

DFID (FTEs)

Source Cabinet Division reports. MJF Project Reports. SGSP Progress Reports. NSSS (2015) and reviews. Govt (£) AusAID 198,512 1,818,180

Total (£) 18,895,805

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

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

Milestone 1( 2014)

Milestone 2 (2015) Two TAPP's approved by GoB authorities

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

ToR for Cluster Lead Ministries drafted and recommended to Cabinet Division for approval. NSSS Implementation unit established at Planning Commission (PC).

Milestone 4 ( 2017) SPBMU fully operational. NSSS Implementation Unit fully operational.

Target (2018) SP Thematic Clusters established.

Assumption Government is able to provide effective leadership so that difficult decisions on prioritisation are taken based on the plans.

Expenditure and staff for SPBMU is included in GOB revenue budget. Government committed in facilitating strong engagement NSSS Implementation Unit across relevant ministries and continues operation (under departments engaged in social GoB ADP budget). protection.

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

Planned

Baseline Insufficient coordination in the SP sector.

Milestone 1( 2014)

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) Target (2018) CMC provides leadership in Enhanced coordination in SP sector. SP sector through CMC. Working Group provides Increased coordination coordination at SGSP level. within SGSP Programme through Working Group. PICs and PSCs continue to provide coordination for Coordination at component components. levels through PICs and PSCs.

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.

PICs and PSCs provide coordination for components.

Achieved Source PIC and Steering Committee minutes, CMC minutes; SGSP Progress reports by implementing partners.

IMPACT WEIGHTING (%)

Output Indicator 1.3

Baseline

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

Planned

Milestone 1( 2014)

Milestone 2 (2015)

Milestone 3 (2016) Develop SPBMU communication & advocacy strategy.

No clear communication strategies for SGSP or its five components

Launch of SPFMSP Project. Communication strategy for NSSS drafted.

25%

Strengthen the SGSP Communication Working Group.

Milestone 4 ( 2017)

Target (2018)

SPBMU Communication strategy implemented.

Communication WG and strategies functional, and visibility enhanced of SGSP Communication strategy for and DFID/DFAT. NSSS implemented. The SGSP Communication Working Group is operational.

Achieved

INPUTS (£)

DFID (£) xxxx

INPUTS (HR)

DFID (FTEs)

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

RISK RATING Medium Total (£) xxxx

#VALUE!

DFID SHARE (%) #VALUE!

OUTPUT 2 Improved GoB capacity to manage, implement and monitor social protection programmes.

Output Indicator 2.1 Capacity building/ training plans developed, approved and implemented on social protection programme planning, implementation and monitoring.

Planned

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

Milestone 1( 2014) Milestone 2 (2015) Procurement of TA completed MSP: Initial consultations on training needs assessment with MoF and 2 by WFP and UNDP Line Ministries completed. Capacity Gap Assessment of Capacity Building Strategy completed MoWCA completed by WFP by MSP. Tender launched and Managing Agent contracted for Number of staff trained: providing TA to MOF and Line Planning Commission: 5 BBS: 5 Ministries Cabinet Division: 3

Milestone 3 (2016) Five partners implement capacity building/ training plans and fulfil annual targets by numbers and topics.

Milestone 4 ( 2017) Five partners implement capacity building/ training plans and fulfil annual targets by numbers and topics.

Target (2018) Capacity building/ training plans implemented by all five partners and targets achieved.

All planned Study tours Study Tours completed: completed. 1) to India on pro-poor pensions Additional study tours completed by MSP (4), MJF by MSP (15 staff); (1) and UNDP (1). 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).

Achieved

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

Planned

Source Ministry of Public Administration Reports; SGSP programme quarterly reports; Partners' progress reports on capacity building plans. Baseline Milestone 1( 2014) Milestone 2 (2015) Milestone 3 (2016) Quality and follow-up of training is Qualitative information on insufficiently assessed training outcome collected (e.g. areas of training, actual use in current job, and links of training to outcome).

Milestone 4 ( 2017) Tracking and/or testing process on training quality established by partners.

Target (2018) Training quality tracking and/or testing process in place and applied.

Set up a tracking database for trained staff.

Tracking database for trained staff established and maintained.

Assumption GoB committed to deploy the trained staff appropriately. GoB Ministries committed to reduce Staff-turnover. 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. 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

Baseline

Institutional structure strengthened for SP capacity building

Planned

25%

Institutional strengthening is insufficiently evaluated

Milestone 1( 2014)

Milestone 2 (2015) Agreement with national partners established.

Milestone 3 (2016)

Milestone 4 ( 2017)

SPBMU organized 1 Course on Training of Trainers on Public Finance Management on Social Protection in National SP. Institutional partners (e.g. IPF and PATC) undertaken as per the agreement/plan. Agreements reached with national institutional partners 4 Courses held with (e.g. IPF and PATC) for SPFMSP. integration of SP in training.

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

Training of Trainers started on Curriculum integrated into PATC training programme. SP in IPF, and Partnership agreement signed between IPF and Univ. of Mauritius. Curriculum design on SP agreed for PATC. Achieved

INPUTS (£)

DFID (£) xxxx

INPUTS (HR)

DFID (FTEs)

Source SGSP programme quarterly reports; Partners' progress reports on capacity building plans; Progress reports of selected training institutions. Govt (£) AusAID Total (£) xxxx xxxx #VALUE!

Risk Rating Medium DFID SHARE (%) #VALUE!

OUTPUT 3 Ministries & Departments of the Government of Bangladesh have access to a strengthened evidence base on social protection

Output Indicator 3.1 Research studies undertaken by all SGSP partners on SP issues and findings shared with key stakeholders

Planned

Baseline Milestone 1( 2014) Previous approaches to research Three studies completed: have been uncoordinated. 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.

Milestone 2 (2015) A policy research framework is developed at NSSS Implementation Unit.

Milestone 3 (2016) All five partners developed a research plan on SP.

Milestone 4 ( 2017) All five partners implement their research plans as per annual work plans.

All five partners implement their Annual review and revision MJF developed a research plan on research plans as per annual of Research Plans. citizen's participation and grievances. work plans. Gender diagnostic study for NSSS Gender Strategy completed.

Achieved

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

Planned

Source: Partners' research framework progress reports; SGSP progress reports; Published studies. Baseline Milestone 1( 2014) Milestone 2 (2015) Quantitative and qualitative No link between SP programme evaluation (baseline study) implementation and their conducted of five major SSN continued monitoring and schemes by WB. evaluation. Absence of link between programme design and sector strategy.

Milestone 3 (2016) Milestone 4 ( 2017) 2 diagnostics completed in the 5 Diagnostics completed by SPFMSP. SPFMSP project (Strengthening Public Financial Management for Social Protection). Quantitative and qualitative evaluation (endline study) conducted of five major SSN schemes by WB.

Target (2018) All five partners implemented their research plans as per schedule.

Assumptions Government uses new evidence to improve policy and delivery of Social Protection schemes.

Key Ministries use research SGSP is able to embed its support findings in within strong political economy design/improvement of SP analysis of the sector. policies and programmes. The government is open to incorporate lessons from SGSP in mitigating critical governance and corruption risks. Target (2018) 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

Baseline

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

Planned

No panel survey is currently undertaken by BBS.

Milestone 1( 2014)

Milestone 2 (2015)

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

GoB approves inclusion of revised SP module in HIES.

Milestone 3 (2016) HIES Data collected as per revised SP module.

Milestone 4 ( 2017) HIES Reports include analysis on SP.

Wave 2 of VGD panel Wave 1 Panel survey data GoB approves a panel survey of VGD beneficiaries/households. Wave completed and shared with GoB surveys completed. 1 of panel survey completed. stakeholders.

Target (2018) SP data included in HIES upcoming reports. Findings of panel surveys of VGD beneficiaries shared with MoWCA for their use.

Achieved

INPUTS (£)

DFID (£) xxxx

INPUTS (HR)

DFID (FTEs)

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

RISK RATING LOW Total (£) xxxx

#VALUE!

DFID SHARE (%) #VALUE!

OUTPUT 4 Mechanisms in place that contribute to better Targeting and Monitoring in SP schemes

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.

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

Planned

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

Milestone 1( 2014)

Milestone 2 (2015) Milestone 3 (2016) An assessment of the existing MIS in MIS Design completed, and tendered. Line Ministries completed.

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

Target (2018) MIS in 2 Ministries are operational, and plans for rolling out in place.

Linkages designed between Exclusion errors in targeting MIS of MoF and those in reduced esp. for the poor/ Line Ministries. vulnerable & women/ children. Recommendations of Independent, annual spot checks Continue the independent, conducted on 5 major SSN schemes annual spot checks conducted diagnostics with Line Spot checks result in better on 5 major SSN schemes of the Ministries implemented. of the MoDMR. targeting in schemes. MoDMR. Gender indicators Strategy completed for developing Countrywide poverty developed to assess SP countrywide poverty targeting targeting database in place programmes. database with BBS. for use for SP beneficiaries selection. Independent, annual spot checks with MoDMR. Agreement with Line Ministries for conducting diagnostics of target schemes.

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

Achieved Source NSSS (2015). Line Ministry Reports. SGSP Programme Diagnostic Surveys. BBS: HIES survey. Project Progress Reports from SGSP implementing partners. Baseline Milestone 1( 2014) Milestone 2 (2015) Milestone 3 (2016) Milestone 4 ( 2017) TA provided by UNDP to 16 NSSS authorizes action planning TA provided by UNDP to 7 Planned No SP action plans developed ministries on Action Plans, Ministries on Action Plans including a focus on old-age and submitted to Cabinet Orientation of 296 officials of 26 Division. pensions, VGD and disability. ministries on SP Action Planning.

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 political economy and trends in the plans they put together.

Target (2018) 23 Action/Implementation Plans integrated into the five Thematic Cluster plans with a focus on priority issues.

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

Output Indicator 4.3

Baseline

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

Planned

Absence of costed plans from Line Ministries. Absence of beneficiary consultation in SP schemes. Preliminary assessment of VGD completed.

20%

Milestone 1( 2014) VGD pilot scheme developed with MoWCA, and IGA profile study completed, local government mobilised and sensitised.

Milestone 2 (2015)

Milestone 3 (2016)

Milestone 4 ( 2017)

Target (2018) Draft costed plans developed for 4 programmes (2 in 2017 & 2 in 2018) and shared with MoF for reform.

Consultations with Line Ministries held on programme diagnosis and institutional assessments of priority schemes.

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.

First tranche of Investment Component (IC)-VGD pilot on improved VGD set up and running, and costed plan developed.

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

End point survey conducted of IC-VGD 2nd tranche, and Lessons learned from (IC)VGD evaluation used 3rd tranche set up and for developing costed plan running. for scaling-up the improved End-line evaluation of VGD VGD package. conducted and findings Beneficiary consultation disseminated. included in costed planning process.

Baseline survey conducted of VGD plus pilot scheme.

Achieved

INPUTS (£)

DFID (£)

INPUTS (HR)

DFID (FTEs)

xxxx

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 (%) xxxx xxxx #VALUE! #VALUE!

RISK RATING Medium

OUTPUT 5 Citizen participation into SP sector ensured

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

Planned

Baseline 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) Milestone 4 ( 2017) NFSP is strengthened, meeting NFSP liaised with Cabinet regularly, and starts advocacy Division to share lessons learnt from SP studies and with policy makers. piloting, and to make recommendations. NFSP liaised with Cabinet Division to share lessons from Local Level SP Forums are SP studies and piloting. operational. Local Level SP Forums are operational.

Target (2018) Include citizen's participation in the five NSSS Thematic Cluster plans and SP policy guidance.

Assumption Strengthened civil society engagement on social protection for continued pressure for use of evidence in strategy development, targeting and decision-making.

At the local level the SP Forums lead to enhanced influence on decision making.

GoB commitment towards ensuring citizen's participation through grievance mechanisms. GoB committed to establish transparency of SP programmes with respect to GM and GRS.

Achieved

Output Indicator 5.2 Grievance Systems piloted, modified and rolled out.

Planned

Source MJF Project Reports, NFSP meeting minutes, and costed plans. Baseline Milestone 1( 2014) SP governance is weak and lacks Selection of proposals from local NGOs. effective citizen participation, accountability, and/or financial management. Baseline completed to capture perception of beneficiaries. Citizens, in particular the poor and women, do not have effective Partners start initial dialogues avenues to influence decision with Local Government on making. modality of a Grievance Mechanism (GM).

Milestone 2 (2015) Milestone 3 (2016) Selection of locations agreed with Inputs provided to update the local authorities, and piloting of GM online Grievance Redressal activities on 2 schemes in 2 Upazilas. System (GRS),

Milestone 4 ( 2017) Pilot initiative on revised online GRS started in 3 districts.

Target (2018) Local Level GM operational supported by the local level Grievance Committees.

Piloting of GM activities on 2 Grievance report prepared and shared with the MoWCA, MoSW and schemes in 2 Upazillas. MoDMR. Links established between the sub-district piloting of the GM Set up 12 Grievance Committees, consisting of local government, civil and the national online GRS. society and beneficiaries (10 at Union and 2 at Upazilla level).

Piloting of GM activities in 4 Online GRS system embedded into NSSS additional Upazilas. implementation. 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

Baseline

Public awareness on social protection and grievance systems enhanced.

Milestone 1( 2014)

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

Planned

Milestone 3 (2016)

Milestone 4 ( 2017)

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

Target (2018) Enhanced awareness of grievance systems among the public and officials.

Achieved

INPUTS (£)

DFID (£) xxxx

INPUTS (HR)

DFID (FTEs)

Source Cabinet Division GRS Report; MJF Project Reports Govt (£) AusAID xxxx

Risk Rating Medium Total (£) xxxx

#VALUE!

DFID SHARE (%) #VALUE!

ANNEX VII Third Quarter Work Plan

Appendix â&#x20AC;&#x201C; Work Plan for Implementation Year One, Third Quarter (Apr â&#x20AC;&#x201C; Jun)

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

M08

M09

M10

M11

M12

M13

M14

M15

Outputs and deliverables

Apr

M07

2016

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 (Conclusion) Study tour delivery Evaluation report Workshop 1.2 Social Protection Public Finance Management Course (Second Course) Prepare activity proposal on national training course, obtain approval of the ToR from SPFMSP/SPBMU Joint workplan between SPFMSP/SPBMU, national partner and international provider High-level design Procurement of service providers Accept applications of proposed participants & finalise selection Develop course modules and finalize course design and preparation Logistical coordination and mobilisation of course participants Course delivery Color Coding: On Time According to Projection of Previous Quarter New Activity Delayed Compared to Projection of Previous Quarter Communications Activity to Support Other Activities

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

M08

M09

M10

M11

M12

M13

M14

M15

Outputs and deliverables

Apr

M07

2016

Evaluation Report 1.4 Study Tours 2-6 1.5 Social Protection Public Finance Management Courses 3-7 (as per the sequence above) 1.6 Global courses World Bank Core Course on Social Safety Nets 1.7 Other Capacity Building Activities (including CAS support such as building a foundation for a positive collaboration through early investment in capacity building such as exposing champions and supporters to evidence and experiences from other contexts.) Sensitization Workshop Discussions and agreement with SPBMU on Sensitization Workshop timing, programme, content, venue and presentations Prepare and deliver invitations Workshop Delivery 1.8 M&E (Follow-up to M&E Work in February-March) 1.9 Ongoing discussions/sensitization meetings at Line Ministries 1.10 Review and Revision of Capacity Development Framework 1.11 Tender process for MIS HW, SW development, Services 1.12 MIS Design and Development Concurrent Phasing Color Coding: On Time According to Projection of Previous Quarter New Activity Delayed Compared to Projection of Previous Quarter Communications Activity to Support Other Activities

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

M08

M09

M10

M11

M12

M13

M14

M15

Outputs and deliverables

Apr

M07

2016

1.13 PILOT MIS software unit, functional and performance testing 1.14 Preparation of Training Courseware and Documentation for MIS 1.15 Start-up of System Prototype 1.16 Post Implementation Review; MIS Report submitted 1.17 MIS-focussed awareness raising and communication activities (CAS) 1.18 Convening Project Implementation Committee (PIC) 1.19 Preparation for and Convening of Project Steering Committee (PSC) 1.20 Help SPBMU design and deliver their Communication and Advocacy Strategy 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 2.1 Conduct Research Study on Payments Systems for Social Benefits Design TOR for research study Invite Proposals Select & Contract Service Provider Conduct Research Study Hold Workshop on Results of Research 2.2 Research results disseminated (including conferences, workshops) 2.3 Annual review and revision of Research Framework 2.4 Supporting policy dialogue through communication and advocacy support (CAS) Color Coding: On Time According to Projection of Previous Quarter New Activity Delayed Compared to Projection of Previous Quarter Communications Activity to Support Other Activities

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

M08

M09

M10

M11

M12

M13

M14

M15

Outputs and deliverables

Apr

M07

2016

Output 3: Costed plans developed for the reform of priority social protection schemes 3.1 Diagnostic of Schemes 1 & 2 Selection of Service Provider Orientation and Meetings with LM/LD Research Design and Tools & Techniques Field Visit to District 1 Field Visit to District 2 Data and Information Processing Submission of Draft Report Review and Suggestions Submission of Final Draft Presentation of Findings and Final Report 3.2 Workshop disseminating pilot results and lessons learnt 3.3 Diagnostic of Schemes 3 & 4 (Next Phase) Develop TORs for scheme diagnostics 3 & 4 Request for Proposal (Response Time) Selection of Service Provider 3.4 Phased Delivery of remaining diagnostic studies (as per the above sequence)* * detailed activity planning can be found in the Methodolody for Diagnostic Studies 3.5 Development of Costed Reforms based on Results of Findings 3.6 Submission of draft costed reform plans per scheme developed with LMs

Color Coding: On Time According to Projection of Previous Quarter New Activity Delayed Compared to Projection of Previous Quarter Communications Activity to Support Other Activities

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

M08

M09

M10

M11

M12

M13

M14

M15

Outputs and deliverables

Apr

M07

2016

3.7 Advocating for the diagnostic work and reform agenda (CAS) Output 4: Programme Management 4.1 Financial Management Reporting 4.2 Programmatic reporting to DFID 4.3 SPFMSP Communication and Advocacy (as per CAS) 4.4 Secretarial support services (CommWG) 4.5 Risk management and mitigation 4.6 Project Monitoring and evaluation 4.7 Programme M&E (Follow-up to M&E Work in February-March) 4.8 Staff Management 4.9 Preparation for and working with ICAI 4.10 Preparation for and engagement with Annual Review.

Color Coding: On Time According to Projection of Previous Quarter New Activity Delayed Compared to Projection of Previous Quarter Communications Activity to Support Other Activities

ANNEX VIII Risk Assessment and Mitigation Matrix

DFID Strengthening Public Financial Management for Social Protection (SPFMSP) Florian Heydrich 10‐Jun‐15

Mitigation Effectiveness

∙ Monitor the situation and liaise closely with GoB and DFID to review the potential impact on the provision of TA 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. ∙ On‐going structured communication and communication 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; ∙ Where feasible, the SPFMSP will need to strengthen civil society engagement on SP for continued pressure on government for reform; ∙ The majority of the proposed staff are local 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 and the staff (when appointed) in the SPBMU about their role in supporting LM; ∙ Work across components to strengthen civil society engagement on SP for continuous pressure on use of evidence.

46.67%

Low

SPFMSP‐Team

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16

60.00%

Medium

SPFMSP ‐ SMG

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16

46.67%

Very High

SPFMSP ‐ SMG

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16

60.00%

High

SPFMSP‐Team

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16

Not Started

Dan Wartonick

11‐Apr‐16

COMMENTS Additional Comments (Initials, comments)

Score

Impact

Score

UPDATE Updated by (Name)

Residual Risk

PRIORITY AND RISK OWNERSHIP Risk Holders Target Deadline for mitigating action: (DD/MM/YYYY)

Mitigating Action

Risk level

Impact

MITIGATION Probability

Risk Area

14/04/2016 RISK

Probability

Client: Project Title: Prepared by: Creation Date Update signed off by: Finalization Date:

Objective, Goal or Strategy

Political and social unrest impact on travel and working arrangements impacts Loss of SGSP credibility with GoB

5 15

To ensure the safety and security of the SPFMSP staff while keeping track of the political situation and be in a position to To be well‐informed of components activities and progress.

G Sustainability

Government’s commitment towards social protection weakens, SPBMU implementation is delayed and the GoB will not be able to effectively adapt and operate the SPBMU once DFID exits in 2017.

5 15

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 analyzing and implementing body at the MoF.

10‐Jun‐15

G 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.

5 15

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

10‐Jun‐15

G 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.

5 15

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.

∙ 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.

46.67%

High

SPFMSP‐Team

30‐Jun‐16

10‐Jun‐15

G 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.

5 15

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.

∙ 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 long‐term and fruitful relation with GoB counterparts leaving the ownership and responsibility with them. Additionally, we 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.

40.00%

Medium

SPFMSP‐Team

30‐Jun‐16

Not Started

Dan Wartonick

11‐Apr‐16

10‐Jun‐15

G Political situation and potential tensions at the Ministry level

5 10

20.00%

High

SPFMSP ‐ SMG

30‐Jun‐16

Not Started

Dan Wartonick

11‐Apr‐16 During the Second Quarter of Implementation, the Projec

G Capacity‐depletion

5 10

∙ The SPFMSP will introduce a balanced approach to work with the Central Strategic Agencies (MoF, Cabinet Division) and the Implementing LM. ∙ Capacity building design choices will be based on the Inception Phase diagnostics at each Ministry so that gaps are identified from early on; ∙ GoB will be continuously appraised about the pilot/implementation progress and informed about lessons learnt via workshops and other dissemination activities.

10‐Jun‐15

To keep engagement and buy‐in from the MoF and the LMs in the SPBMU activities and agenda. To ensure the GoB sees the Value for Money in the reform programme and stays invested in the agenda.

There are potential tensions between the MoF and key LM on the role of the SPBMU. Government does not demonstrate enough willingness to invest its own finances and human resources in strengthening SP reforms.

10.00%

High

SPFMSP‐Team

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16 Increased cooperation among the LMs and the Project in

10‐Jun‐15

G Social protection reforms do not address gender Government does not address risks related constraints and vulnerabilities of women and girls

3 15

To maintain the importance of gender‐ based issues and the value to society of improvements in vulnerabilities of women and girls in SP programmes

∙ 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.

46.67%

High

SPFMSP‐Team

30‐Jun‐16

Not Started

Dan Wartonick

11‐Apr‐16

10‐Jun‐15

G Inadequate investment in GoB management and Weak administrative system of SP (lack administration 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.

3 15

To ensure well‐coordinated activities, understanding of the importance and ownership at all levels from central and decentralized levels of government

∙ 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; ∙ Work closely with the MJF component to ensure proper synchronisation between programme activities and policy making.

46.67%

High

SPFMSP‐Team

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16

10‐Jun‐15

G Accountability

Reforming the SP schemes does not guarantee that the poor will benefit from the transfers that are expected under the SPFMSP.

5 25

VH 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; ∙ Work closely with the MJF component. ∙ The SPFMSP’s approach will be geared towards systemic change, including more focused strategic leadership at the GoB level with greater coordination across Ministries.

4 16

36.00%

High

SPFMSP ‐ SMG

30‐Jun‐16

Not Started

Dan Wartonick

11‐Apr‐16

10‐Jun‐15

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.

5 15

∙ 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.

40.00%

Very High

SPFMSP‐Team

30‐Jun‐16

Not Started

Dan Wartonick

11‐Apr‐16

Sr.‐ Risk Entered (Date ‐ No DD/MM/YYYY)

Risk

10‐Jun‐15

C Political situation deteriorates

10‐Jun‐15

C Other SGSP components perform poorly

10‐Jun‐15

Working across different GoB entities and potential resistance to change

Consequence

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

Priority

Remaining Status Update weeks till deadline

Update on (Date ‐ DD/MM/YYYY)

10‐Jun‐15

Availability of data

The LM are resistant towards the diagnostics exercise and data is not available.

5 10

To ensure that accurate and well‐sourced ∙ Work closely with LM on the diagnostics and involve them in data support the findings and conclusions the processes to build commitment. of the diagnostic and research studies

10.00%

High

SPFMSP‐Team

30‐Jun‐16

On Schedule

Dan Wartonick

11‐Apr‐16 During the Second Quarter, the LMs should strong support for undertaking the diagnostic studies.

10‐Jun‐15

Delays due to unstable political situation

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

5 10

To accomplish project tasks in a timely manner in a safe and secure operating environment.

70.00%

Medium

SPFMSP ‐ SMG

30‐Apr‐16

On Schedule

Dan Wartonick

11‐Apr‐16

∙ 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 the residual risk reflect the current situation.