Government of Bangladesh
Ministry of Foreign Affairs, Denmark
Water and Sanitation Sector Programme Support
(WSSPS) Phase II
BANGLADESH
SECTOR CAPACITY BUILDING COMPONENT
LOCAL GOVERNMENT INSTITUTIONS CAPACITY BUILDING
PROJECT
Project Document
National Institute for Local Government
Ref. No. 104.Bang.814-200-3-1
October 2005
WSSPS Phase II, LGI Capacity Building Project
COVER PAGE
Country
Programme Title
Component Title
Project Title
Implementing Agency
:
:
:
:
:
Starting Date
Duration
Overall Budget
Danida Contribution
Partner Contribution
:
:
:
:
:
Bangladesh
Water Supply and Sanitation Sector Programme Support
Capacity Building Component
Local Government Institutions Capacity Building Project
National Institute for Local Government (NILG)
Local Government Division,
Ministry of Local Government, Rural Development
and Cooperatives
December 2005
5 Years
DKK 4.99 million (BDT 49,879,000)
DKK 4.99 million (BDT 49,879,000)
NILG Staff time and training facilities and approximately
BDT 700,000 for Customs Duty and Value Added Tax
The Local Government Institutions (LGIs) Capacity Building Project (in short LGI Project) is
one of three capacity building projects under the Sector Capacity Building Component of the
Water Supply and Sanitation Sector Programme Support (WSSPS) Phase II. The Project has
been designed for (i) capacity building of National Institute for Local Government (NILG) and
(ii) capacity building of LGIs – the Union Parishads (UP) and Pourashavas (PS) that will be
targeted for investments through the HYSAWA Fund. Duration of the Project will be 5 years
starting from December 2005.
The Development Objective of the LGI Project is: ‘Contribute to create more efficient, effective and
transparent LGIs with greater devolution of administrative and financial authority to promote hygiene,
sanitation and safe water supply.‟
The immediate objective of the LGI Project is to “Strengthen the capacity of NILG in order to build
capacity of Local Government Institutions (LGIs) in providing responsive and effective Water Supply and
Sanitation (WSS) services”.
The capacity building of NILG will improve the participatory training skills of the NILG
faculty members and widen their views and knowledge on emerging issues related to LGIs such
as good governance, human rights and justice, gender, participatory planning, local resource
mobilisation and fund raising. The training facilities of NILG will be upgraded.
The strategy for LGI capacity building is to make the services demand driven, which means
only need-based training and technical assistance will be provided to the interested LGIs.
Under the HYSAWA Project, a Memorandum of Understanding (MOU) will be signed
between NILG and the HYSAWA Fund/ Local Government Support Unit (LGSU) for this
purpose.
On behalf of the Government of Bangladesh
_____________________________________________Date_____________
On behalf of the Royal Danish Embassy, Dhaka:
_____________________________________________Date____________
WSSPS Phase II, LGI Capacity Building Project
Table of Contents
LIST OF ABBREVIATIONS ............................................................................................. IV
MAP OF BANGLADESH .................................................................................................... V
EXECUTIVE SUMMARY ................................................................................................. VI
1.
INTRODUCTION ..........................................................................................................1
1.1
1.2
1.3
2.
PROJECT DESCRIPTION ..........................................................................................3
2.1
2.2
2.3
2.4
2.5
2.6
2.7
3.
MONITORING ..........................................................................................................19
REPORTING .............................................................................................................20
REVIEWS .................................................................................................................20
EVALUATION ..........................................................................................................20
ASSUMPTIONS, RISKS AND PRECONDITIONS ................................................21
6.1
6.2
7.
BUDGET PREPARATION ...........................................................................................18
FUND TRANSFER .....................................................................................................18
ACCOUNTING AND FINANCIAL REPORTING ............................................................18
PROCUREMENT .......................................................................................................18
AUDITING................................................................................................................18
MONITORING, REPORTING, REVIEWS AND EVALUATION .......................19
5.1
5.2
5.3
5.4
6.
MANAGEMENT LGI PROJECT .................................................................................14
AUTHORITY AND RESPONSIBILITIES OF NPD OFFICE REGARDING LGI PROJECT ..16
TASKS AND RESPONSIBILITIES OF NILG ................................................................16
PROCEDURE FOR REVISION AND ADJUSTMENT OF THE PROJECT ...........................17
FINANCIAL MANAGEMENT AND PROCUREMENT .......................................18
4.1
4.2
4.3
4.4
4.5
5.
SUMMARY OF LGI PROJECT .....................................................................................3
OBJECTIVES ..............................................................................................................3
STRATEGY.................................................................................................................4
OUTPUTS ...................................................................................................................7
ACTIVITIES ................................................................................................................8
INPUTS ....................................................................................................................12
BUDGET ..................................................................................................................13
MANAGEMENT AND ORGANISATION ...............................................................14
3.1
3.2
3.3
3.4
4.
COUNTRY AND SECTOR CONTEXT ............................................................................1
THE SECTOR PROGRAMME SUPPORT ........................................................................1
LGI PROJECT RATIONALE.........................................................................................2
ASSUMPTIONS .........................................................................................................21
RISKS ......................................................................................................................21
PROJECT IMPLEMENTATION PLAN ..................................................................23
ii
WSSPS Phase II, LGI Capacity Building Project
ANNEX-1:
LOGICAL FRAMEWORK ........................................................................24
ANNEX-2:
CAPACITY BUILDING OF NILG ............................................................27
ANNEX-3:
CAPACITY BUILDING OF LGIS ............................................................35
ANNEX-4:
AN OVERVIEW OF THE LGI TRAINING COURSES.........................47
ANNEX-5:
ORGANOGRAM OF WSSPS II STRUCTURE.......................................52
ANNEX-6:
ORGANOGRAM OF LGI PROJECT.......................................................54
ANNEX-7:
ORGANOGRAM OF LGI PROJECT STAFF .........................................56
ANNEX-8:
ORGANOGRAM OF NILG FACULTY IN THE PROJECT ................58
ANNEX-9:
JOB DESCRIPTIONS .................................................................................60
ANNEX-10:
DETAILED BUDGET .............................................................................66
iii
WSSPS Phase II, LGI Capacity Building Project
List of Abbreviations
BARD
BCDM
BDT
BIM
BRAC
BUILD
CBO
CD/VAT
Danida
DKK
EoD
GoB
HYSAWA
ITN
LGD
LGED
LGI
LGSU
MDG
MEI
MLGRD&C
MOU
NGO
NGO Forum
NILG
NPD
PRSP
PS
RDA
SDC
SIDA
SPS
TA
Tk
ToT
UNDP
UNO
UP
USAID
UTCD
WatSan
WSSPS
Bangladesh Academy for Rural Development
BRAC Centre for Development Management
Bangladesh Taka (1 BDT = 0.1 DKK)
Bangladesh Institute of Management
Bangladesh Rural Advancement Committee
Building Union Infrastructure for Local Development
Community Based Organisation
Customs Duty & Value Added Tax
Danish International Development Assistance
Danish Kroner (1 DKK = 10 BDT)
Embassy of Denmark
Government of Bangladesh
Hygiene, Sanitation and Water Supply
International Training Network
Local Government Division
Local Government Engineering Department
Local Government Institution
Local Government Support Unit
Millennium Development Goals
Monitoring, Evaluation and Inspection (Wing of LGD)
Ministry of Local Government, Rural Development and Cooperatives
Memorandum of Understanding
Non-Governmental Organisation
NGO Forum for Drinking Water Supply & Sanitation
National Institute for Local Government
National Programme Director
Poverty Reduction Strategy Paper
Pourashava
Rural Development Academy
Swiss Agency for Development and Cooperation
Swedish International Development Cooperation Agency
Sector Programme Support
Technical Assistance
Bangladesh Taka (1 Taka = 0.1 DKK)
Training of Trainers
United Nations Development Programme
Upazila Nirbahi Officer
Union Parishad
United States Agency for International Development
Upazila Training and Development Centre
Water and Sanitation
Water and Sanitation Sector Programme Support
iv
WSSPS Phase II, LGI Capacity Building Project
90°
91°
92°
2 7°
89°
27 °
88°
Bangladesh Map
#
#
PANCHAG AR
#
#
W SS PS - II P rogramme A rea
#
N
IN D IA
#
RAJSHAH I
#
#
#
# SIRAJGANJ
#
#
#
#
# NAT ORE
#
#
#
#
IN D IA
2 4°
MEHERPUR
#
#
#
#
PABNA
#
#
KUSHTIA
#
#
#
#
#
#
# #
# RAJBARI #
# # #
#
#
#
MYMENSINGH
# #
#
#
#
#
#
#
#
#
# #
KISH OREG ANJ
#
#
#
#
#
#
GAZIPUR
Chittag ong H ill Tra cts
- H YSAW A Fu nd Pro ject
IN D IA
KH AG RACHHARI
#
23 °
2 3°
#
#
#
#
FE NI
#
#
#
# #
#
RANG AMATI
#
#
#
#
CH ITTAGONG
#
# #
#
BORGUNA
#
#
#
Sun da rba n
22 °
2 2°
#
#
SYLHET
#
#
MOULVI BAZAR
#
#
#
#
HABIGANJ
#
#
#
CH UAD AN GA #
#
##
# #
#
#
#
#
#
JH ENAIDAH #
MUNSHIGANJ
#
#
FARID PUR
# # #
#
#
#
#
# #
#
#
COMILLA
#
#MAGURA
#
#
#
#
#
#
#
SHARIATPUR CH AND PUR
# #
#
##
#
#
# # #
#
#
#
MAD
ARIPUR
#
#
#
NARAIL
#
#
#
#
# JE SSORE
#
# #
GOPALGANJ
#
#
#
#
#
#
#
#
LAKSMIPUR
# #
# #
## # # #
# #
#
#
#
#
BARISAL# #
#
#
#
NOAKHALI
#
# # # #
#
#
#
#
# #
# #
# # #
##
#
#
#
# #
#
#
# # #
JH ALAKATI
SATKHIRA
BAGE RH AT
# #
#
#
KH ULNA
BHOLA
PATUAKHALI
PIROJPUR
#
#
#
#
#
#
#
#
SUN AMGAN J
#
#
#
#
# #
NARSIN GDI
# #
#
#
# # #
#
# #
#
#
#
MANIKGANJ
DHAKA
BRAHMANBARIA
# #
# #
NARAYANGANJ
#
#
#
#
NETRAKONA
#
TAN GAIL
#
#
#
#
#
#
#
#
#
#
#
#
#
#
#
24 °
#
#
#
#
#
#
#
#
#
#
#
25 °
#
#
#
#
2 5°
2 6°
#
#
#
#
NILPHAMARI LALMONIRH
AT #
#
#
#
#
#
#
#
#
#
#
KURIGRAM
#
#
#
# RANGPUR #
# #
DIN AJPUR
#
#
#
#
#
#
#
#
#
#
#
W SS C omp one nt
#
#
#
#
- H YSAW A Fu nd Pro ject
GAIBAN DHA
#
#
# #
#
#
# # #
#
#
#
JOYPURHAT
SHE RPU R
#
# #
#
#
#
NAOGAON
#
# #
#
#
BOGRA #
#
#
#
JAMALPUR
CH APAI NAWABGANJ
#
#
#
#
26 °
#
THAKURG AON
#
BAND ARBAN
#
W SS C omp one nt
- W SS C oa stal Belt Pro ject
- HYSAW A F und Project
COX'S BAZAR
#
#
Legend
#
#
Union un der t he NG O -F. P rojec t
Riv e r/Kh al
Inte rnat io nal B ou nda ry
40
0
21 °
2 1°
M YAN M A R
Bay of B engal
Prog ram me A rea W S S & CHT H YS A W A
40 Kilo me ters
Dis t ric t B ou nd ary
Sc ale 1 : 2,8 80, 000
Cos ta l Bo und ary
88°
89°
90°
91°
Map of Bangladesh
v
92°
WSSPS Phase II, LGI Capacity Building Project
EXECUTIVE SUMMARY
The Local Government Institutions (LGIs) Capacity Building Project (in short LGI Project) is one
of three capacity building projects designed under the Sector Capacity Building Component of the
Water Supply and Sanitation Sector Programme Support (WSSPS) Phase II. The Project has been
designed for (i) capacity building of National Institute for Local Government (NILG) and (ii)
capacity building of LGIs – the Union Parishads (UP) and Pourashavas (PS). Duration of the
Project will be 5 years starting from January 2006. .
It is a felt need in the Government of Bangladesh (GoB) and among the donors to strengthen the
institutional capacity of LGIs as a broader strategy for poverty reduction and sustainable
development. Capacity building of LGIs has become more crucial because the national policies of
Safe Drinking Water Supply and Sanitation 1998, National Water Policy 1999 and the
government’s Poverty Reduction Strategy Paper (PRSP) have placed enormous importance on
LGIs for poverty reduction and for safe water supply, sanitation and hygiene promotion to the
community people – preferably the poor and the poorest.
LGIs under WSSPS II will implement investment projects on Water and Sanitation (WatSan) with
financial support from ‘Hygiene, Sanitation and Water Supply’ (HYSAWA) Fund. But recognizing
the fact that the LGIs are weak and lack competency and good governance in implementing
development projects, it is urgent to develop the institutional capacity of LGIs in core functional
areas before they are provided with resources from the HYSAWA Fund. If the LGIs are not
capacitated further, it is presumed that it will not be possible for LGIs to demonstrate expected
performance in successful implementation of investment projects from the HYSAWA Fund.
The scope of capacity building within NILG lies with its increasing roles and responsibilities in
capacity building of LGIs, as this is the mandate of the institute. The facilitation skills of the
NILG faculty members need to be developed further in making training more participatory and
using visual aids. NILG faculty members also need to widen their views and acquire more
knowledge on emerging issues related to LGIs such as good governance, human rights and justice,
gender, participatory planning, local resource mobilisation and fund raising, efficient and
disclosure system of financial management, etc. Their knowledge on global issues like Millennium
Development Goals (MDGs), PRSP, WatSan Policies, etc. can also be extended. The training
facilities of NILG are poor and traditional and need upgrading.
Training, exposure visits and technical assistance will be the principle techniques to develop
capacity of NILG and LGIs,. LGI project staff will play the lead role for capacity building of
NILG through procuring training from reputed training institutions, and NILG in turn will be
employed for capacity building of LGIs. The strategy for LGI capacity building is to make the
services demand driven, which means only need-based training and technical assistance will be
provided to the interested LGIs. Therefore, in LGI capacity building, NILG will be the service
provider and the LGIs through the HYSAWA Fund will be the service procurers. A
Memorandum of Understanding (MOU) will be signed between NILG and the HYSAWA Fund/
LGSU/ Local Government Support Unit (LGSU) for this purpose. The agreement with NILG
will continue as long as the institute provides high quality training and the clients are satisfied with
the services.
vi
WSSPS Phase II, LGI Capacity Building Project
The Development Objective of the LGI Project is: ‘Contribute to create more efficient, effective and
transparent LGIs with greater devolution of administrative and financial authority to promote hygiene, sanitation
and safe water supply.‟
The immediate objective of the LGI Project is to “Strengthen the capacity of NILG in order to build
capacity of Local Government Institutions (LGIs) in providing responsive and effective Water Supply and
Sanitation (WSS) services”.
LGI capacity building by NILG is planned on a demand driven bases for UPs and PSs within the
HYSAWA Fund areas in Rajshahi, Naogaon and Nawabganj Districts in the North West of
Bangladesh and in Patuakhali, Barguna, Jhalokhati, Pirojpur, Barisal, Noakhali, Feni and
Lakshmipur Districts in the Coastal Belt. The target is to serve 250 UPs and 10 PSs out of a total
of 346 UPs in the HYSAWA Fund Area.
LGIs will be enrolled by trances and the enrolment will be started from the 10 th month after start
of the project, provided the HYSAWA Fund is operational by then. Before that NILG will
complete the preparation of all training modules and develop the modalities in cooperation with
the LGSU for providing training and Technical Assistance (TA) to LGIs, as well as establishing
the modalities of payment for services by the HYSAWA Fund. In the meantime NILG faculty
members will receive most of the training courses proposed for their own capacity building (see
Annex 2).
LGI Project will employ a participatory monitoring system to ensure highly quality services to
NILG as well as to LGIs by NILG. A Monitoring Specialist of the LGI Project and the
HYSAWA Fund/ LGSU will jointly undertake necessary actions to design and apply the
participatory monitoring system in the project. Periodic assessment including annual and mid-term
review will also take place to determine the effectiveness and impacts of the programme. Local
and international experts will be employed to carryout the reviews and assessments.
The project will document the lessons learned and best practices from LGI capacity building. It
will conduct some research and case studies on applied issues related to the problems and
prospects of LGIs capacity building, barriers and constraints they face, weakness and limitations.
To disseminate the findings, national level workshop seminars will also be organised by the
project.
The LGI Project will maintain productive linkage and liaison with other capacity builders in the
country for sharing of experiences and resources. For this purpose, it will take the initiative to
form a ‘Working Group’ involving key players in the capacity building of LGIs who will meet on a
quarterly or six monthly basis.
Project staff will include 1 Programme Officer, 1 Training Specialist, 1 Monitoring Specialist and 1
Admin Officer. The salary and operational budget of all the staff, except Programme Officer, has
been included in the NILG budget. The salary budget for the Programme Officer will be included
under the WSSPS II National Project Director (NPD) Office Budget. All the staff will be
stationed at NILG. The Programme Officer will report to the NDP Office, while the other staff
will report to the Director General of NILG – who is the Project Director for LGI Project.
The budget for the LGI Project for NILG capacity building is BDT 49,879,000 or DKK 4.99
million.
vii
WSSPS Phase II, LGI Capacity Building Project
1.
INTRODUCTION
1.1
Country and Sector Context
Danida has been providing development support to the Government of Bangladesh (GoB) in
different sectors to eradicate poverty and reduce vulnerability of the people, mainly the poor and
the poorest. With funding assistance from Danida, the Local Government Division (LGD) of the
Ministry of Local Government Rural Development and Cooperatives (MLGRD&C) implemented
the first phase of the Water and Sanitation Sector Programme Support (WSSPS I) 1999-2004. The
focus of this programme was to ensure safe water supply, sanitation and hygiene promotion in
rural areas. Danida in agreement with the GoB will support the WSSPS Phase II for another fiveyear period.
WSSPS II will promote the implementation of several national policies and the poverty reduction
strategy of GoB. The relevant policies are (i) National Policy for Safe Drinking Water Supply and
Sanitation 1998, (ii) National Water Policy 1999, (iii) Arsenic Mitigation Policy 2004, and (iv)
National Water Management Plan 2004. In addition, LGD is currently developing a Sector
Development Programme that will guide the implementation of the national policies. The
government’s Poverty Reduction Strategy Paper (PRSP) includes the poverty related aspects of
safe water and sanitation, and LGD accordingly developed a pro-poor strategy for the sector. The
WSSPS II programme design has also considered important strategies referred to in the national
policies – such as decentralisation of programme implementation to Local Government
Institutions (LGIs), increased ownership and participation by local stakeholders and an increased
role of the private sector.
Previous initiatives that have supported capacity building of LGIs include: the Sirajganj Local
Governance Development Project supported by United Nations Development Programme
(UNDP), Local Capacity Development Initiative supported by Swedish International
Development Cooperation Agency (SIDA), WatSan Partnership Project supported by Swiss
Agency for Development and Cooperation (SDC), and the ‘Building Union Infrastructure for
Local Development’ (BUILD) project supported by United States Agency for International
Development (USAID). The National Institute for Local Government (NILG) has been involved
in providing training services to several of these projects, but the training was not linked to specific
systemic local government reforms, and there was no coordination of training plans and materials.
1.2 The Sector Programme Support
The development objective of WSSPS II is to contribute to poverty reduction through improved
standards of public health and an improved, sustainable environment.
The programme immediate objectives are as follows:
1.
2.
3.
4.
To improve hygiene behaviour/practices
To promote community-led total sanitation
To increase the coverage of safe water supply services
To strengthen the capacity of government, local government institutions and nongovernmental stakeholders at all levels to play their roles required to achieve the above three
immediate objectives
5. To promote greater devolution of administrative and financial authority to local government
institutions in regard to hygiene, sanitation and water supply.
1
WSSPS Phase II, LGI Capacity Building Project
The components and projects under WSSPS II are as follows:
1. Sector Policy Support Component
2. Water Supply and Sanitation Component
- WSS Costal Belt Project
- HYSAWA Fund, and Local Government Support Unit
3. Sector Capacity Building Component
- Local Government Institutions Capacity Building Project
- NGO and Civil Society Networking Project
- Knowledge Development and Training Networking Project
4. Chittagong Hill Tracts HYSAWA Project
1.3 LGI Project Rationale
Capacity building of LGIs will support the on-going local government reforms in Bangladesh for
improved service delivery to the rural poor. The project will address the need for governance
reforms and decentralisation as a key to poverty reduction. This conforms to GoB’s Poverty
Reduction Strategy, which is also the focus of donor support in Bangladesh. The time is therefore
now opportune to strengthen NILG and introduce a more demand led arrangement for capacity
building of LGIs.
One of the central concepts of WSSPS II is that the LGIs will implement the development
projects in the HYSAWA Fund areas either directly or by employing local development partners.
The main focus of the HYSAWA Fund is hygiene promotion, sanitation and water supply in the
targeted areas.
In this design framework of WSSPS II, the role of LGIs is therefore crucial. Success of the
programme depends on the core capacity of LGIs. They need strong capacity and systems in
participatory planning, design, implementation and supervision, tendering and contract
administration, financial management, record keeping and reporting, etc.
The preset capacity of LGIs is below that which is required to implement investment projects
under HYSAWA Fund. Their accountability and transparency is a matter of concern. It is
therefore important to prepare LGIs with adequate systems and policy procedures before they are
involved with implementation of investment projects under HYSAWA Fund. The emerging role
of LGIs in meeting basic service demands of the rapidly growing population also requires further
capacity building of LGIs in core functional areas.
The rationale behind NILG capacity building is its involvement in LGI capacity building on core
functional areas. Most of the core capacity building areas of LGIs, such as good governance,
human rights, financial planning and management, project design and proposal writing, are new to
NILG faculty members. Therefore they need to develop their knowledge, understanding and
facilitation skills further before they are engaged in training LGIs.
2
WSSPS Phase II, LGI Capacity Building Project
2.
PROJECT DESCRIPTION
2.1 Summary of LGI Project
The primary aim of the LGI Project is:
1. Capacity Building of NILG: The Project aims to build institutional capacity of NILG, a
national training institute established in 1969 to provide capacity building services to the
LGIs, so that it can provide high quality training and Technical Assistance (TA) to the LGIs.
The main focus of the NILG capacity building is to improve training facilities of the
institution and to enhance the conceptual knowledge and facilitation skills of the NILG
faculty members.
2. Capacity Building of LGIs: The Project aims to build capacity of the Union Parishads (UPs)
and Pourashavas (PSs) as transparent and capable LGIs who can meet present and future
challenges in discharging basic services to the increasing number of rural and urban
population, especially the poor and the poorest. This will contribute to achieving the
national goal of safe water supply for the poor and the poorest and sanitation for all by 2010
as envisaged in the PRSP of Bangladesh, following the Millennium Development Goals
(MDGs).
The main focus of LGI Capacity Building will be the core functional areas, which include general
administration, office management, participatory planning, project design, budgeting, monitoring,
accounting, reporting systems, etc. and related policy procedures.
The expected benefits from the LGI Project are as follows:
 Quality training and TA from NILG to LGIs.
 Improved administrative systems and decision-making processes in LGIs, which will be more
democratic and participatory.
 Improved local development planning systems involving local community, civil society, local
NGOs and Community Based Organisations (CBOs).
 Improved financial management, tendering and contract administration, budgeting, accounting
and reporting systems that will increase transparency and accountability of LGIs resulting in
greater confidence and trust of the community people on LGI activities.
 Increased responsiveness of LGIs in addressing problems and discharging basic services to the
community people. Improved information services by LGIs.
2.2
Objectives
The Development Objective of the LGI Project is: ‘Contribute to create more efficient, effective and
transparent LGIs with greater devolution of administrative and financial authority to promote hygiene, sanitation
and safe water supply.‟
The development objective of the project relates to the National Policy for Water Supply and
Sanitation 1998, which proposes involving LGIs in water supply and sanitation and developing their
institutional capacity in this regard. In the PRSP, capacity building of LGIs is recommended to
make them more responsive with greater administrative and financial authority to discharge basic
services to the local communities. The PRSP has been prepared in light of the MDG Target # 10,
which is focused on water supply and sanitation to the poor and the poorest.
3
WSSPS Phase II, LGI Capacity Building Project
The immediate objective of the LGI Project is to:
„Strengthen the capacity of NILG in order to build capacity of Local Government Institutions (LGIs) in providing
responsive and effective WSS services‟.
2.3 Strategy
The strategies that will guide the implementation of the project are:
1.
Develop capacity of NILG. The strategy is capacity building of NILG first - in terms of
training facilities and improving knowledge and facilitation skills of the NILG faculty
members, and thereafter engage in developing the capacity of LGIs.
2. Employ national level training institutes for capacity building of NILG. There are
several national level training institutes like Bangladesh Institute of Management (BIM),
BRAC Centre for Development Management (BCDM), CARE-CDM, etc., who offer
specialised training courses for the trainers and professionals. The LGI Project may contract
one or more of these training institutes to provide training to the NILG faculty members.
3. Organise study visits for NILG faculty members. Apart from training, study visits will be
organised for NILG faculty members for widening their views and ideas on capacity building
of LGIs. Study visits may be organised both inside and outside the country.
4. Employ NILG for capacity building of LGIs. Capacity building of LGIs is the mandate
of NILG and it has previous experiences of working with LGIs. The faculty members of
NILG are familiar with activities and policy procedures of LGIs. They have learned lessons
from previous work with LGIs and the institution has some training modules, which – after
small changes – can be used for LGI training. The motivation of NILG to engage in LGI
capacity building under this project is related to its increased status and reputation as a
centre of excellence. Improved training facilities and the opportunity of the faculty members
in widening their knowledge and skills also motivates them. If NILG is successful in
implementing this project, its credibility in government and among donors will be increased.
5. Limit LGI capacity building within HYSAWA Fund areas. Capacity building of LGIs in
core functions is a recent phenomenon although several other organisations and government
projects such as UNDP, CARE, Local Government Engineering Department’s (LGED’s)
Urban Governance Development Project have recently undertaken similar initiatives. All are
in an experimentation stage in terms of approach, strategy and sustainability of this kind of
project, and nothing has yet been consolidated that can be followed readily by others.
Therefore, the strategy of the LGI Project is to work with small number of LGIs from the
geographic areas where the HYSAWA Fund will be implemented.
6. Make the LGI capacity building demand driven. It is unlikely that all the LGIs within
HYSAWA Fund area will require capacity building services from NILG in all core functional
areas as some of them may have good systems in place in some of the core functional areas.
Therefore, the capacity building of LGIs by NILG will be demand driven on a first come
first served basis. The strategy is that NILG will publicise what it can offer for the core
capacity building of LGIs through preparing and circulating printed brochures and
quarterly/six-monthly training calendar. The brochures will contain the name, major
contents and cost of different training courses and subsequent TA for LGIs. Having seen
the brochures and training calendar, interested LGIs will then apply to the HYSAWA Fund
mentioning which of the training courses they want to receive and the number of
participants they want to nominate in each of the courses. A copy of this application may be
4
WSSPS Phase II, LGI Capacity Building Project
7.
sent to NILG for its record. But the final request for LGI training will come to NILG from
the HYSAWA Fund/ LGSU in each quarter after compiling all the requests from LGIs.
Quarterly Training and TA Plans: Based on requests from HYSAWA Fund/ LGSU,
NILG will then prepare quarterly/six-monthly plan for LGI training and TA and circulate
the plan to all concerned including LGIs who have nominated the participants. This
quarterly/six-monthly training and TA plan must be prepared and circulated quite before the
quarter begins so that LGIs can get enough time to inform the participants and make them
free from any assignment to participate in the training. HYSAWA Fund will then transfer
the calculated amount of training fee (as well as TA fee, if there is any) to NILG on
quarterly/half-yearly basis. The fund for LGI capacity building by NILG is be included in
the HYSAWA Fund budget, which has been estimated to be DKK 8 million over the 5-year
project period, enough for servicing 250 UPs and 10 PSs.
HYSAWA Fund
Fund flow for
implementation
of WatSan
projects
Improved capacity and
responsiveness of LGIs in
implementing WatSan
projects for the community
people with greater
transparency and
accountability.
UP/PS
Develop Core
Capacity
LGI Project
8.
Decentralise training which means organising LGI training at the Upazila level. It has been
presumed that the field-based training will be more interactive and less costly than
centralised training in Dhaka. NILG will thus organise more than 70% of the LGI training at
the Upazila Training and Development Centre (UTDC).
9. Provide demand driven TA to LGls. After receiving training on each core functional
areas, LGIs will prepare an action plan on the applied aspects of the training courses and
write to the HYSAWA Fund requesting for TA from NILG. Interested LGIs will then
receive on-site TA from NILG on different aspects of institutional capacity.
10. Make the capacity building of NILG and LGIs performance-based. Employment of
NILG for capacity building of LGIs will be performance based. It means, the agreement
between HYSAWA Fund/ LGSU and NILG for capacity building of LGIs will continue as
long as the clients (LGIs) are satisfied with its services. For this purpose, the capacity
building services of NILG to LGIs will be evaluated at the mid-point of the project by
employing independent consultants. If the evaluation is unsatisfactory, then the agreement
with NILG may be terminated. A UP or PS may be de-selected/dropped at any stage from
receiving capacity building services from NILG if it fails to show satisfactory progress in
institutionalising the training and TA learning.
11. Sharing of resource materials and resource persons. Organisations like UNDP, CARE
and governance development project of LGED have already developed various training
5
WSSPS Phase II, LGI Capacity Building Project
curriculum and materials on LGI capacity building. NILG will collect training curriculum
and materials from those organisations/ projects while developing training curriculum and
materials for LGI training. This will reduce time and cost of training module preparation by
NILG for LGI capacity building. NILG may also hire resource persons from these
organisations for facilitating some of the training sessions with LGI personnel.
12. Collaborate with other capacity builders. NILG will maintain strong linkage with other
capacity builders of the sector for sharing of information and lessons learned from capacity
building of LGIs. A working group may be formed for this purpose with the representatives
from interested organisations who will meet on quarterly/ six monthly basis.
13. Phase activities. The first three months of the LGI Project will be an Inception Phase to
set up office, recruit staff, and prepare a MOU with HYSAWA Fund/ LGSU. The next six
months will focus on providing training to the NILG faculty members on the basic courses.
They, at the same time, will work on developing training modules for LGI training.
Advertisement and engaging with the LGIs on their training will commence from about the
10th month of implementation, or when the HYSAWA Fund is operational.
WSSPS II has identified good governance, gender, human rights, HIV/AIDS and environment as
crosscutting issues. The context and process of addressing the crosscutting issues by the LGI
Project is as follows:
 Good Governance: The lack of good governance has resulted in increased suspicion and
decreased confidence and trust of the community towards LGIs. There has been little
accountability and transparency in LGIs’ activities, and they do not disclose their full accounts
to the public about revenue and expenses. The poor governance records of LGIs have reduced
the possible funding to LGIs. Government has gradually seized the LGIs authority and control
over local resources and shifted them to the (non-elected) Upazila level. The community
people are increasingly refusing to pay taxes, blaming LGIs for not keeping proper records and
reports on collection and uses of tax money. However, it appears that people still believe that,
if good governance is established within LGIs, it would be possible to achieve development
objectives through these institutions. People will show greater inspiration in participating and
contributing to local development through LGIs if they can demonstrate greater transparency
and accountability in their activities. The LGI Project intends to strengthen the existing policy
procedures and improve/develop management systems of the LGIs in all core functional areas
including participatory planning, sharing information with community people, transparent
tendering and contract administration, disclosure of accounts and budgets, etc. This will
ultimately increase the accountability and transparency of LGIs and will ensure greater trust
and participation of community people in LGI activities and decision-making processes.
 Gender: The gender issue is seen as a matter of core capacity of LGIs. The project will train
LGI personnel through different training courses on how to design gender sensitive
development projects and come up with necessary policies to ensure equal participation of
men and women in LGI-led development activities.
 Human Rights: It is an expectation that all citizens will have equal rights for fair treatment from
LGIs and for access to basic services and facilities provided by these institutions. To ensure
this, the LGI Project will train LGI personnel about their roles and responsibilities in
establishing justice and human rights within their scope of responsibilities. The objective is to
lead a process of transforming the existing policy procedures of LGIs to make those more
equitable and fair for all.
 HIV/AIDS: HIV/AIDS will be a common content in all the training courses to be offered to
the LGI personnel. The objective is to increase awareness of the LGI personnel on how
6
WSSPS Phase II, LGI Capacity Building Project
HIV/AIDS spreads and what roles they can play in preventing HIV/AIDS by raising
awareness of the community people.
 Environment: The environment is rapidly degrading both in rural and urban areas of Bangladesh.
Community people are not aware of how their various actions contribute to environmental
degradation. Therefore, the roles of LGIs in preventing environmental degradation at local
level will be discussed through various training courses under the LGI Project. The objective is
to make the LGI personnel aware and responsive to take action against anti-environmental
activities within their jurisdiction.
As well as including crosscutting issues as contents of all training courses to LGIs, the project will
have a separate training course on the cross cutting issues only.
2.4 Outputs
Output 1: ‘Improved knowledge and skills of the NILG faculty members.’
Under this output focused training will be provided to the NILG faculty members to improve
their knowledge and skills on different subject matters of LGI training and to improve their
training facilitation skills. Study/exposure visits will be organised for them both inside and outside
the country for widening their views and ideas about capacity building of LGIs. A detailed
description on capacity building of NILG faculty members has been provided in Annex – 2.
Output 2: ‘Improved physical facilities of NILG.‟
Under this output, equipment support will be provided to NILG to improve its physical facilities
in the class rooms, resource library, documentation centre, and establish electronic
communication system by installing emails and internet, etc.
Output 3: ‘Improved knowledge, skills and attitudes of the LGI personnel on core tasks and functions of LGIs.‟
This output focuses on improving knowledge and skills of the LGI personnel about roles and
responsibilities of LGIs and motivating them to carry out their tasks and duties properly. For this
purpose, training and study visits will be organised for the LGI personnel. The expected outcome
of this output is a pool of knowledgeable, skilled and motivated LGI personnel who are
committed to improve LGI performance in discharging basic services to the community people.
Output 4: ‘Improved systems and policy procedures in LGIs with greater transparency and accountability in
performing various tasks and functions.‟
Changes/ improvement in systems and related procedures of LGIs in core tasks and functions
will be the main outcome under this output. TA will be the main instrument at this stage, which
will be provided by the NILG faculty members to the interested UPs and PSs. Outputs 3 and 4
exclusively focus on capacity building of LGIs in two ways – first is improving the knowledge,
skills and attitude of the LGI personnel through training and study visits and then improving the
system and policy procedure of LGIs through TA and applying the training into actions. These
two outputs are demand driven, as described under section 2.3 on strategy. A more detailed
description about LGI capacity building processes including target, geographic focus, types of
training and their organisation process, provisions for study/ exposure visits and TA, etc. have
been provided in Annex – 3.
Output 5: „Documentation and dissemination of lessons learned.‟
The focus of this output will be the documentation of sector learning, best practices, changes and
innovations in LGI capacity building, difficulties and barriers face by LGIs in exercising their
7
WSSPS Phase II, LGI Capacity Building Project
administrative and financial authority, etc. and dissemination of documented lessons learned to all
stakeholders through organising workshops, conferences, seminars, etc.
2.5 Activities
The activities to be carried out under each output are described briefly below. Detailed description
on NILG and LGI capacity building process has been provided in Annexes 2 and 3.
Activities under Output 1:
1.1 Conduct needs assessment to determine capacity building needs of the NILG faculty
members. The Training Specialist of LGI Project and the NILG faculty will jointly conduct
the need assessment relating to the LGI capacity building subject matters. To determine
training needs, meetings and workshops will be conducted with NILG faculty members and
other stakeholders. The equipment support to be needed for NILG for conducting quality
training will also be determined through this need assessment process.
1.2 Prepare training and study visit plan including budget for the NILG faculty members.
The Training Specialist of the LGI Project jointly with NILG will prepare the plan. This plan
will be prepared each year at the beginning of the year.
1.3 Identify training providing institutions and suitable training courses for the NILG
faculty members. Negotiate, coordinate and arrange training and study visits as per plan. The
Training Specialist will carry out all the sub-activities relating to organisation of training and
study visits for the NILG faculty members.
1.4 Organise training for the NILG faculty members. Programme Officer and Training
Specialist of LGI Project will be responsible for organising the training where the NILG will
be responsible for maintaining the records, reports and accounts.
1.5 Organise study visits for the NILG faculty members and maintain the records, reports and
accounts for that. NILG will be responsible for maintaining the records, reports and
accounts.
1.6 Organise meeting, sharing sessions, lessons learned workshop, etc. on NILG capacity
building. Programme Officer and Training Specialist and the Project Director of LGI Project
will conduct these meetings, workshops and sharing sessions.
1.7 Prepare reporting formats and reporting on training and study visits organised for the
NILG faculty members and thereby the progress they have made in improving their training
quality and facilitation skills. Training Specialist will develop the formats, where NILG will
prepare the report.
1.8 Monitor the application/ use of training and study visits’ learning by the NILG faculty
members in overall improvement of LGI training quality. Conduct periodic assessment on
the quality of NILG training conducted for LGIs and other clients. Prepare monitoring and
performance assessment reports and share the reports with all concerned. Monitoring
Specialist and Training Specialist of the LGI Project will perform this activity jointly.
Activities under Output 2:
2.1 Procurement of training equipment, furniture fixture, vehicle, E-mail and Internet
system, etc. NILG will procure all the approved equipment, furniture, fixtures, vehicle, etc.
following the programme procurement procedures, and install what has procured. The
Programme Officer of LGI Project will be a co-signatory in the procurement process. There
8
WSSPS Phase II, LGI Capacity Building Project
will be many other sub-activities such as, for example, formation of purchase committee,
tender and quotation collection, etc. under this activity. NILG, with support from LGI
Project staff, will carry out all these sub-activities properly.
Activities under Output 3:
Outputs 3, 4 and 5 have been constructed assuming that HYSAWA Fund will employ NILG for
core capacity building of LGIs. Therefore, activities outlined under the outputs 3, 4 and 5 are
conditional - meaning most of the activities will be carried out by NILG if there is an agreement
between NILG and HYSAWA Fund/ LGSU for capacity building of LGIs. Accordingly the
budget for most of the activities under these three outputs is not included in the LGI Project
budget, but is included in the HYSAWA Fund. NILG will be paid from the HYSAWA Fund on
quarterly basis based on capacity building services (training, study visits and technical assistance) it
will deliver to LGIs.
3.1 Signing MOU between NILG and HYSAWA Fund/ LGSU for capacity building of UPs
and PSs. NILG will agree on a Memorandum of Understanding (MOU) with the HYSAWA
Fund/ LGSU on the modalities of the demand-driven LGI capacity building process,
describing the steps to be taken, timing and deadlines, payment and performance criteria.
3.2 Preparation of training modules and materials for LGI training. This activity should be
performed before the enrolment of UPs and PSs. It has been proposed that the module
preparation should be completed within the first 9-10 months of the LGI Project. NILG
faculty members will prepare the training modules, where the Training Specialist of the LGI
Project will provide necessary support in training module preparation and ensure the quality
of training modules.
3.3 Develop annual/quarterly plan for enrolment of UPs and PSs for capacity building by
NILG. Guideline provided in the Annex-3 will be followed for the enrolment of UPs and
PSs. But the NILG and HYSAWA Fund/ LGSU will jointly decide the actual number of
UPs and PSs to be enrolled by the NILG in each year or quarter.
3.4 Organise orientation for the enrolled UPs and PSs to explain about objective,
importance and process of capacity building and their role and responsibilities in the entire
process. HYSAWA Fund/ LGSU and NILG will jointly organise the orientation sessions.
There will be at least five of such orientation sessions in five-year duration of the project,
one in each year for the enrolment of new UPs and PSs. The number of orientation may be
increased or decreased depending on actual situation.
3.5 Develop yearly/quarterly plan for training and exposure visits of the LGI personnel
considering total number of UPs and PSs to be enrolled in each year. This is a big and
complex task that needs lots of coordination works with HYSAWA Fund/ LGSU and LGIs.
NILG will be responsible for the preparation of a calendar. The Training Specialist of the
LGI Project will assist NILG while preparing the training calendar.
3.6 Conduct training for LGI personnel. This will be a recurrent activity to be carried out by
NILG. Under this activity, there will be many other sub-activities such as arrange training
venue, logistics, food, accommodation, and accordingly inform the training participants, etc.
to be carried out by NILG. The Programme Officer and Training Specialist of the LGI
Project will assist NILG in organising training for LGI personnel.
3.7 Organise study visits for LGI personnel. If agreed in the MOU with HYSAWA Fund/
LGSU, NILG will also organise study/exposure visits for the LGI personnel with a view to
9
WSSPS Phase II, LGI Capacity Building Project
widen their ideas about high quality performance of LGIs. Under this activity, there will
many other sub-activities such as negotiate the institutions or organisations which will be
visited by the LGI personnel, inform the participants about the date and schedule of visits,
arrange tickets for them, manage food and lodging during visits, etc. which will be managed
by NILG.
3.8 Prepare training and exposure visit reports. NILG will prepare detail report on training
and exposure visits organised for LGI personnel and will submit to the HYSAWA Fund/
LGSU and NPD Office. The outline of the training reporting format, contents, and the
frequency of reporting will be determined later on during inception phase.
3.9 Monitoring of training quality and conduct surveys on clients’ satisfaction and impact of
LGI training. This will be a periodic activity that continues up to last quarter of the
programme. Designing of monitoring and survey tools, data collection, report generation,
etc. will be the major sub-activities under this activity. The Monitoring Specialist and NILG
faculty members will jointly perform all the tasks and functions under this activity.
Activities under Output 4:
4.1 Prepare annual/quarterly TA plans for the interested UPs and PSs in collaboration with
HYSAWA Fund/ LGSU. As mentioned in the strategy, TA will not be provided to all UPs
and PSs, but will be provided on a demand driven approach. NILG will prepare the annual
TA plan at the beginning of each quarter based on actual demand from UPs and PSs
through HYSAWA Fund/ LGSU. NILG have to sell the concept of TA to the HYSAWA
Fund/ LGSU. For this purpose, NILG will prepare and circulate training and TA brochures
to HYSAWA Fund/ LGSU and LGIs and organise meetings with them to let them realize
the importance of TA. NILG will spell out the TA process in more detail during inception
phase.
4.2 Provide TA to the interested UPs and PSs as per demand. In general, NILG faculty
members will deliver the TA services to the LGIs by going down to the UP/ PS office as per
plan prepared in collaboration with HYSAWA Fund/ LGSU.
4.3 Monitoring and evaluation of positive changes LGIs systems and policy procedure.
This activity will be performed by NILG in close collaboration with Monitoring Specialist of
the LGI Project. The activity will be carried out on a periodic basis to monitor changes in
LGIs over time.
4.4 Preparation of TA and other activity reports performed under this output and circulate
the reports to all concerned. NILG will be responsible for that.
4.5 Prepare case studies both on success and failure in LGI capacity building. Along side
with providing training and TA to the LGIs, NILG will also prepare case studies focusing
both successes and failures in capacity building of LGIs. This will be a self-initiative of
NILG carried out from its capacity building budget. The case studies will be shared with
LGIs and other stakeholders through organising workshop and news bulletins. NILG faculty
members with assistance from Monitoring Specialist will prepare the case studies.
4.6 Documentation of lessons learned. NILG will perform this activity of documenting key
lessons learned from LGI capacity building for improving transparency and accountability of
LGIs through training and TA. NILG faculty members with assistance from Monitoring
Specialist will develop the detailed process for documentation of lessons learned during
inception phase.
10
WSSPS Phase II, LGI Capacity Building Project
4.7 Organisation of lessons learned and experience sharing workshops with the
stakeholders of the sector. NILG will organise the workshops with assistance from LGI
Project staff.
Activities under Output 5:
Documentation of sector lessons learned on LGI capacity building. NILG with assistance
from LGI Project staff will conduct the sector lessons learned studies on a periodic basis.
Conduct special studies on issues like challenges in LGIs capacity building; challenges and
innovations in promoting hygiene, sanitation, water supply among the poor and the poorest,
etc. There may be one study as such conducted each year. NILG jointly with LGI Project
staff will conduct these special studies involving local consultants.
Sharing of sector lessons learned, study findings, case studies, etc. with the wider participant
groups through workshops, seminars and conferences. NILG will organise the lessons
learned sharing sessions, seminar, workshop, etc. with assistance from LGI Project staff.
This will be a periodic activity; in general two sessions have been proposed to organise in
each year.
Organise issue-based workshops, seminars, conferences, etc. NILG will also organise
workshops, seminar, conference, etc. emphasising on sector strengths, weaknesses and
barriers with especial attention to greater devolution of administrative and financial authority
to LGIs. One workshop/seminar is proposed to be organised each year.
Publish journal/newsletter on LGI capacity building. It is proposed that NILG will publish a
journal or newsletter on LGI capacity building highlighting the prospects and constraints and
the support needed from various stakeholders.
Organise reviews/evaluation of the LGI Project. NILG, with assistance from Programme
Officer and other staff of the LGI Project, will take initiatives for yearly review and
evaluation of the capacity building process and outcomes of the NILG and LGIs.
6. General Activities
6.1 Recruitment of LGI Project Staff. A total of 4 staff will be recruited under LGI Project.
Of these 4 staff, 3 will be recruited by NILG on contractual basis for the project period.
They are Training Specialist, Monitoring Specialist and Admin Officer – who will report to
the LGI Project Director. The Programme Officer of LGI Project will be reportable to
NPD, and his/her recruitment will fall under NPD Office. However, his/her station will be
at NILG.
6.2 Set up office for LGI Project Staff. All the staff that will be recruited under LGI Project
will be stationed at NILG. Programme Officer of LGI Project and NILG will arrange the
sitting arrangement for all the staff. As a principle, the project staff shall be located in offices
together with the relevant counterpart NILG staff e.g. Admin Officer in the administration,
Monitoring Specialist in the relevant section in NILG etc.
6.3 Organise training, workshop, etc. for LGI Project staff. It is also essential to provide
orientation and training time to time to the LGI Project staff on the project activities and to
develop their knowledge and skills further to perform their tasks and responsibilities
effectively and efficiently. The budget for training to the LGI staff will thus be included in
the NILG budget (for 3 staff) and the programme budget of NPD Office (for the
Programme Officer).
11
WSSPS Phase II, LGI Capacity Building Project
6.4 Performance appraisal of LGI Project Staff. NILG will appraise the performance of
Training Specialist, Monitoring Specialist and Admin Officer recruited under LGI Project
following its existing procedure, where the NPD Office will appraise the performance of the
Programme Officer.
6.5 Prepare annual/ quarterly budget and financial reports of the LGI Project. NILG and
the Programme Officer of LGI Project will ensure the preparation of all financial reports of
the LGI Project.
6.6 Arrange audits. NPD Office in consultation with Danida will arrange for audits of the
expenses of the project budget on NILG capacity building and use of income earned
through delivering capacity building services to LGIs.
2.6 Inputs
Inputs by National Partners:
NILG, as the national partner, will make the following contribution to the LGI Project:

Staff Salaries and Benefits: 10 – 15 NILG faculty members will be involved in conducting
training and organising exposure visits for the LGI personnel, and providing TA to LGIs.
Of them, 8 faculty members will be involved on a full time basis, while the others will work
on a part-time basis. NILG will not charge the salary and benefits of these staff to the LGI
Project under NILG capacity building part. However, NILG will charge the per diem and
facilitation fee to be paid to the NILG faculty members while pricing the training and TA
costs to LGIs – which would be paid by HYSAWA Fund.

Training Venues and Facilities: NILG will use its own training premises at Dhaka for
conducting training and arranging accommodation for LGI personnel during training at
NILG. In that case, it will include the cost for classrooms and accommodation only in the
price of training and TA costs that would be charged to the HYSAWA Fund. Other facilities
of NILG such as library, dining hall, etc. that will be used by the participants will be free of
cost which may be considered as contribution of NILG.

Utilities, Repair and Maintenance: NILG will bear all the costs for utilities like electricity,
gas, water and the cost for repair and maintenance of the training rooms, library, dining hall,
dormitory, etc. that will be used for LGI training. No cost will be charged to the HYSAWA
Fund.

Training Equipment, Materials and Aids: Training equipment, materials and aids such as
overhead projector, multimedia projector, computer, printer, photocopier, training
curriculum, poster, reference books, etc. that will be used for LGI training will be on cost
sharing basis. This means that NILG will charge the costs for these items as per use.

Vehicle: NILG’s own vehicles will have limited use for LGI training, TA and exposure
visits. Cost for that will be included in the pricing of training, TA and exposure visits to be
organised for LGIs.

Custom Duty and VAT: GoB will bear the cost for Custom Duty and VAT (CD/VAT) for
importing any equipment under this Project.
Input by Danida:
12
WSSPS Phase II, LGI Capacity Building Project
Danida will contribute the total budget for NILG Capacity Building. The Danida input will cover
the remuneration of the project staff and all the expenses related to implementation of the training
activities for NILG staff and equipment and infrastructure support for NILG.
2.7 Budget
The GoB contribution for the project is integrated in the general operational costs for NILG and
has not been calculated separately. Direct monetary contribution to the project from GoB will
cover CDVAT for the equipment and vehicle that will be purchased to enhance the capacity of
NILG is however estimated at about BDT 700,000. Danida’s total contribution to the LGI
Project, i.e., for NILG Capacity Building, is DKK 4,987,900 (BDT 4,9879,000). A summary of the
project budget per output is provided in Table 2-A below. Detailed budgets and annual cosh flow
budgets are provided in Annex 10.
Table 2-A: Summary Budget
LGI Project Budget
Danida Budgets (DKK)
No
Output
Capital
Investments
Output 1
Improved knowledge and skills of the NILG faculty members
Output 2
Improved physical facilities of NILG for conducting high quality participatory training
Output 3
Improved knowledge, skills and attitudes of the LGI personnel on core tasks and functions
of LGIs
Output 4
Improved systems and policy procedures in LGIs
Output 5
Documentation and dissemination of lessons learned
6.
Project Administration and Management
Total
13
Recurrent
Cost
TA
Total
0
1,007,500
0
1,007,500
575,000
125,000
0
700,000
0
335,050
100,000
435,050
0
127,000
100,000
227,000
100,000
399,500
570,000
1,069,500
94,350
1,354,500
100,000
1,548,850
769,350
3,348,550
870,000
4,987,900
WSSPS Phase II, LGI Capacity Building Project
3.
MANAGEMENT AND ORGANISATION
3.1 Management LGI Project
As described in the previous sections, the LGI Project has two parts:
 Capacity building of NILG.
 Capacity building of LGIs.
Overall Management of LGI Project
The Director General of NILG is the Project Director (PD) of LGI Project and will act as the
approval authority of all expenses under the project together with the Programme Officer of LGI
Project. He will organise Monthly Coordination Meetings of the project involving all concerned
including NILG faculty members and LGI Project staff. Performed and planned activities,
operational and management issues, etc. will be discussed in the Monthly Coordination Meeting.
The Project Director will maintain coordination with the WSSPS II National Programme Director
(NPD) (the Joint Secretary, Water Wing, LGD), and up-date the NPD Office formally and
informally about the progress of the project.
Staffing under LGI Project
A total of 4 staff are proposed under the LGI Project, considering the volume of work to be
involved in capacity building of NILG followed by capacity building of up to 250 UPs and 10 PSs.
Name of Position
Number of Staff
Length of employment
in the Project
Programme Officer
1
5 years
Training Specialist
1
3 years
Monitoring Specialist
1
5 years
Admin Officer
1
5 years
Total
4
All the staff will be stationed in NILG.
Reporting of the LGI Project Staff
The Programme Officer will be hired by and reportable to the NPD/SPS Advisor in the NPD
Office. The Programme Officer will be a co-signatory of all expenses made by NILG under the
LGI Project. The remaining 3 staff will report to the Project Director of LGI Project. These 3
staff will maintain close coordination with the Programme Officer.
An organogram of the LGI Project staff has been shown in Annex-7, while their detailed job
descriptions have been provided in Annex 9.
Management of NILG Capacity Building
Under the PD, the NILG faculty will be responsible for managing the NILG Capacity Building
part of the project following the process described in Annex-2. The Programme Officer of the
LGI Project will assist the PD to coordinate the capacity building activities. They will identify
14
WSSPS Phase II, LGI Capacity Building Project
capacity building needs of NILG and will organise training, study visits, etc. for the faculty
members and maintain all records and reports They will also monitor and evaluate the quality and
effectiveness of training and TA provide by NILG faculty members to the LGIs and ensure
clients’ satisfaction and impact assessment of the training on a periodic basis.
Management of LGI Capacity Building
The management of LGI capacity building will be the joint responsibility of NILG and HYSAWA
Fund/LGSU since both NILG and the HYSAWA Fund/LGSU have to play significant roles as
service provider and as funding agency, respectively, for capacity building of LGIs. A MOU will
be singed between NILG and HYSAWA Fund/ LGSU for core capacity building of LGIs by
NILG through training and TA. Accordingly, HYSAWA Fund will pay NILG for its capacity
building services to LGIs.
The main role of NILG will be to create demand and provide demand-led capacity building
services to LGIs, where the role of HYSAWA Fund/ LGSU will be to collect capacity building
requests from LGIs and then summarise and transfer the requests to the NILG for organising
training, TA and other capacity building services for the LGIs as per demand. NILG and
HYSAWA Fund/ LGSU should maintain close contact at the central level for efficient planning
and organisation of LGI training and TA. There should be regular coordination meetings between
these two projects. During the inception phase, NILG in cooperation with the HYSAWA Fund/
LGSU, will draft the detailed process describing how it will maintain close contact with HYSAWA
Fund/ LGSU for planning and organising the LGI training, TA and exposure visits.
From NILG, a total of 14 – 15 faculty members (8 full-time and 7 part-time) will be deployed for
LGI capacity building. The Director Training and Administration of NILG will coordinate the
overall training and TA activities to LGIs with assistance from Programme Officer and Training
Specialist of LGI Project. An organogram showing the NILG faculty members to be involved
with LGI capacity building has been shown in Annex – 8, while the overall focus, strategy, target,
plan and process of LGI Capacity building have been described in Annex–3.
Coordination between NILG and other Projects of WSSPS II
NILG will maintain close contact with NGO Forum, International Training Network (ITN) and
other projects under WSSPS II for sharing of information, resource persons and training
materials, etc. for capacity building of LGIs. All these three capacity building projects will thus
move forward based on each other’s experience and expertise and help each other where it is
possible. The NPD Office may organise coordination meetings on a quarterly basis that bring
together the responsible staff involved in various projects in capacity building under WSSPS II.
The LGI Project Director will be a member of the WSSPS II Steering Committee and the WSSPS
II Coordination Group.
An organogram showing the relationship of LGI Project to the WSSPS II structure has been
provided in Annex – 5, while an organogram showing the institutional arrangement of the LGI
Project has been provided in Annex-6.
Coordination with other Projects/Organisations Working on LGI Capacity Building
Director General of NILG, as the Project Director of LGI Project, will invite other organisations
or projects such as, for example, LGED’s Urban Governance Development Project, UNDP,
CARE, Sirajganj Local Governance Development Project, NGO Forum etc. who are working on
15
WSSPS Phase II, LGI Capacity Building Project
local government capacity building to join a Working Group to share information, IEC/BCC
materials, training curricula, lessons learned, etc. Detail about forming and functionalising the
Working Group will be prepared by NILG during inception phase.
3.2 Authority and Responsibilities of NPD Office regarding LGI Project
The WSSPS II Steering Committee will be the ultimate responsible authority for approval of work
plans, budgets and reports for the LGI Project. The responsibilities of the NPD Office in regard
to the LGI Project are:
1. Recruit and supervise the Programme Officer of LGI Project.
2. Oversee the NILG capacity building activities and advise the PD on the implementation of
the project.
3. Lead the process for signing MOU between NILG and HYSAWA Fund/ LGSU to employ
NILG as capacity building service providers to LGIs.
4. Facilitate coordination between NILG and HYSAWA Fund/ LGSU for capacity building of
LGIs.
5. Monitor and evaluate the progress of NILG capacity building as well as LGI capacity
building by NILG.
6. Obtain work plans, budgets, progress and financial reports from NILG on NILG capacity
building and LGI capacity building and present to WSSPS II Coordination Group for
discussion and to the WSSPS II Steering Committee for approval.
7. Administer the transfer of project funds to NILG in accordance with plans and budgets
approved by the WSSPS II Steering Committee.
3.3 Tasks and Responsibilities of NILG
1.
Undertake all activities necessary for capacity building of NILG in terms of human resource
development and procurement and installation of training facilities in the institute.
2.
Undertake initiatives for assessing the improvement in knowledge and understanding of the
NILG faculty members on core tasks and functions of LGIs and their improvement in
facilitation skills.
3.
Prepare training modules and materials for LGI capacity building on the subjects mentioned
in Annex 3 or any other subjects that may be proposed by LGIs/HYSAWA Fund/ LGSU.
4.
Promote NILG services (training, TA and exposure visits) related to LGI capacity building
to the LGIs and the HYSAWA Fund/ LGSU.
5.
Develop modalities describing the process for delivering, follow-up and monitoring of the
capacity building services to LGIs; describe the process how NILG will get the formal
request from HYSAWA Fund/ LGSU in each quarter for LGI training and TA, and in turn
how the HYSAWA Fund/ LGSU will get the request from LGIs, and how NILG will be
paid for it services to the LGIs.
6.
Take initiatives for signing MOU with HYSAWA Fund/ LGSU for capacity building of
LGIs.
7.
Jointly with HYSAWA Fund/ LGSU, develop strategy and plan how to enrol LGIs in each
year for capacity building and organise training and TA for them.
8.
Conduct orientation for LGIs explaining the process and the role and responsibilities of
LGIs during capacity building.
16
WSSPS Phase II, LGI Capacity Building Project
9.
Coordinate and liaison with LGIs and Upazila Nirbahi Officers (UNO) for organising fieldbased training.
10. Conduct training for LGIs on a recurrent basis.
11. Provide need-based TA to the LGIs.
12. Organise study/exposure visits for the LGI personnel.
13. Maintain records and reports on NILG capacity building as well as capacity building of LGIs
and submit the reports to the NDP Office, HYSWA Fund and other concerned.
14. Liase with Monitoring, Evaluation and Inspection (MEI) Wing of LGD to develop a
baseline on the existing capacity of LGIs on core tasks and functions and take initiatives for
measuring changes in LGI capacity overtime due to training and technical assistance by
NILG.
15. Conduct clients’ satisfaction and impact studies on LGI training and TA.
16. Conduct case studies and document the lessons learned from LGI capacity building.
17. Organise national level seminars, workshops, conference, etc.
18. Organise Monthly Coordination Meeting of the LGI Project.
19. Participate in the meeting, workshop, etc. organised by NPD Office and Steering
Committee.
3.4 Procedure for Revision and Adjustment of the Project
Any major revisions or adjustments in strategy, geographic focus, target, budget, etc. of the
Project will require prior approval from the WSSPS II Steering Committee.
17
WSSPS Phase II, LGI Capacity Building Project
4.
FINANCIAL MANAGEMENT AND PROCUREMENT
4.1 Budget Preparation
Year wise budget for five years period has been prepared and included in this project document in
Annex 10, based on which NILG will prepare the revised budgets on a rolling six-monthly basis
for NILG capacity building. The work plans and budgets will be submitted to the NDP Office in
time for discussion by the WSSPS II Coordination Group and the WSSPS II Steering Committee
before the submission to the GoB and Danida according to the GoB and Danida financial years
respectively. The NDP Office will take necessary initiatives for approval of the annual budget by
the Steering Committee. NILG, based on approved budget, will prepare quarterly cash flow
budgets and submit these to the NPD office along with a copy of the quarterly work plan. NDP
will then review and approve the cash budget and accordingly transfer the fund to the NILG.
4.2 Fund Transfer
Based on approved cash budget, funds will be transferred to the NILG on quarterly basis from
the central back account of the WSSPS II. Fund will be transferred to a separate bank account
opened in the name NILG LGI Project through bank transfer or cheque. The Director General of
NILG and the Programme Officer of LGI Project will be the co-signatories of this bank account.
It is expected that the NPD Office will release the funds following the financial management
policy procedures of the Programme.
4.3 Accounting and Financial Reporting
All expenditures under LGI Project will be made after due approval of the PD (who is the
Director General of NILG) and the Programme Officer of LGI Project. All expenditures must be
supported by authorisation, invoice, bill, vouchers, etc.
NILG will maintain a separate set of accounts for receipts and payments of the funds under the
LGI Project following the normal GoB accounting formats and systems and submit the quarterly
financial accounts and financial statements to the NPD Office. The accounting and reporting
procedures of NILG will be reviewed with NPD assisted by the Financial Controller in the NPD’s
office, and if required improved to satisfy the transparency and accountability requirements of
both Gob and Danida.
4.4 Procurement
Procurements shall be carried out in line with relevant GOB and Danida rules and regulations.
This may imply the use of Danida-appointed procurement agent for procurement exceeding a
specified value. In line with Danida’s action plan against corruption, all procurement rules and
regulations adopted by WSSPS II are subject to RDE/Danida review and approval.
4.5 Auditing
NILG accounts are audited half-yearly and annually by the Controller and Auditor General office.
NILG will share this audit report with the NPD Office. An external auditor assigned by the NPD
Office /Embassy of Denmark will conduct annual audits of Danida funds. Gob or Danida may
request external audits any time during the LGI Project period if deemed necessary. These, where
relevant, may include procurement audits, technical audits and also value-for-money audits.
18
WSSPS Phase II, LGI Capacity Building Project
5.
MONITORING, REPORTING, REVIEWS AND EVALUATION
5.1 Monitoring
Monitoring Approach
In general, LGI Project will employ a participatory monitoring approach focusing both
quantitative and qualitative aspects. For this purpose, systems and techniques will be developed
during inception phase for collecting information/feedback from the clients/service users of
NILG as well as LGIs – which will indicate the level of changes taken place in the capacity of
NILG and LGIs in discharging their tasks and duties. One Monitoring Specialist will be recruited
under LGI Project for the entire project period to oversee the monitoring aspects of NILG and
LGI capacity building. His/her main responsibility will be to ensure participatory system in project
monitoring. The Monitoring Specialist will work closely with the LGD MEI Wing in the
development and implementation of the monitoring activities.
Layers of Monitoring
Since the LGI Project is a two-fold capacity building project, the monitoring system of the project
will be constructed at two layers:
(a) Monitoring of NILG capacity building
(b) Monitoring of LGI capacity building by NILG
Levels of Monitoring
For both the layers, the monitoring will be conducted at the:
 Objective level
 Output level, and
 Activity level
A monitoring system is being established by the MEI Wing of LGD, not by the LGI Project, to
monitor the performance of LGIs using participatory tools and techniques. In this regard, MEI
should develop a baseline of the existing capacity of the LGIs on core tasks and functions so that
a monitoring can be done over the project period for measuring changes in LGI capacity due to
capacity building training and technical assistance provided by NILG.
At activity and output levels, the monitoring will be taken place more frequently – at least on a
quarterly basis, while at objective and impact levels, the monitoring will take place on an annual
basis or at the mid-term and at the end of the project period.
Monitoring Indicators
The proposed monitoring indicators are listed in Annex-1 Logical Framework. These indicators
are suggestive and broad-based and specific operational indicators will be developed while
preparing monitoring formats during the Inception Phase.
Monitoring Tools and Techniques
Necessary tools and techniques will be developed and used for monitoring purpose. The
Monitoring Specialist of the project together with NILG faculty members and the MEI Wing will
develop the monitoring tools for NILG as well as LGIs’ capacity building.
Monitoring Process
The Training Specialist and Monitoring Specialist of the project will monitor the training and TA
processes of NILG by attending training sessions and TA activities on a sample basis, and through
19
WSSPS Phase II, LGI Capacity Building Project
review of all NILG field progress reports. NILG will develop self-monitored reports on
quantitative and qualitative aspects of its training and TA using prescribed formats. As far as
possible, the monitoring system will be computerised at all levels.
5.2 Reporting
NILG will prepare and submit to the NPD’s Office an Inception Report six months after the start
of the project. The Inception report will provide detailed work plans and budgets for the coming
planning period as well as monitoring indicators and reporting formats for progress reports.
NILG will prepare and submit progress reports on NILG capacity building as well as LGI
capacity building to the NPD Office on a 6 monthly basis along with financial accounts and
reports. Copy of the LGI capacity building reports will also be submitted to the HYSAWA Fund/
LGSU and others concerned stakeholders. Annual external audit reports will also be prepared and
submitted to NPD Office and Danida.
At the end Project period, a project completion report will be prepared and submitted to
GoB/LGD, Danida and NPD Office. All reports will be prepared in accordance with GoBLGD/Danida’s guidelines.
5.3 Reviews
Various reviews will be undertaken at different stages of the Project to assess the progress,
effectiveness, efficiency and impact of the Project.
(i)
Regular Annual Progress Reviews: Danida/GoB jointly will conduct the annual reviews of the
LGI Project as part of WSSPS II Annual Sector Review.
(ii)
Mid-term Review of NILG Capacity Building Services to LGIs: Which is to assess the performance
of NILG to date and on that basis recommend for continuation of support from WSSPS II.
(iii) Other Thematic and Technical Reviews: Other reviews will also be conducted as needed by the
Project to deal with specific issues.
5.4 Evaluation
An evaluation may be conducted at the end of the Project if agreed between GoB and Danida.
20
WSSPS Phase II, LGI Capacity Building Project
6.
ASSUMPTIONS, RISKS AND PRECONDITIONS
6.1 Assumptions
The LGI Capacity Building Project has been designed assuming certain influencing factors, over
which the project has no direct control, will remain favourable. The following are the key
assumptions:
(i)
GoB will continue to support the local government decentralisation process, including the
allocation of development funds to Union Parishads.
(ii)
Local NGOs, CBOs, civil society and the private sector will continue to cooperate with
LGIs.
(iii) NILG management will believe in the importance of capacity building of NILG faculty
members and improving its physical facilities, and will remain throughout sincere in this
process.
(iv) LGD will give priority and support to NILG capacity building.
(v)
Targeted UPs and PSs will positively participate in the capacity building programme.
(vi) Development funds through GoB and HYSAWA Fund are available to UPs and PSs to be
utilised for improving knowledge, skills and attitudes of the LGI bodies.
(vii) Other LGI capacity building programmes are willing to coordinate and share information,
materials, etc.
6.2 Risks
The risks for LGI Project and the proposed mitigation measures are outlined in Table 6-A and
Figure 6-1 describes the Risk Analysis Matrix.
Table 6-A: Risk Analysis
Risks
i
Probability of Degree of
Occurrence
Impact
Mitigation Measures
At the present time there is a positive attitude in
LGD and NILG towards strengthening the
capacity of NILG. However, there is a risk of a
change in attitudes when new persons are
appointed in key decision-making positions
during the life of the project.
ii The present government has a policy of
furthering the decentralisation process and
giving more powers and resources to local
government, in particular at the Union level.
There is a minimal risk that the present
government will change that policy
Low
High
The project cannot take any mitigation
measures that will minimise this risk as
it will not have any influence on
government appointments
Low
High
The project cannot take any mitigation
measures that will minimise this risk.
iii. There is a risk that a new government, if it
comes to power during the life of the project
will have a different policy towards supporting
local government.
Low
High
The only mitigating measure that the
project could take to minimise such a
risk is to show early successes in
project implementation that may
influence political leaders to continue
their support.
21
WSSPS Phase II, LGI Capacity Building Project
Probability of Degree of
Occurrence
Impact
Risks
Mitigation Measures
iv. There is a risk of the faculty members in NILG
losing their motivation to enthusiastically
participate in the new approaches being
introduced by the project, if they do not
continue to see that the approaches are a positive
contribution to their normal working habits and
their careers.
Low
High
Mitigation measures can include
provision of incentives which are
performance based and upgrading
qualifications of the staff through
training and exposure visits.
v. At the LGI level there is a risk that some of the
key figures in the LGIs, e.g. the Chairmen, may
not see the advantages of introducing new
concepts and approaches to local government
management and service delivery. In fact, some
may see it as a threat to the power and influence
that they have under the existing situation.
Low
High
Mitigation measures that can be taken
include performance-based conditions
for continuing support to the LGIs,
recognising that some of the LGIs will
not perform and therefore should
drop out of the project. The demanddriven nature of the HYSAWA Fund
should ensure that only LGIs that are
interested in the activities will be
targeted with the capacity building
activities. This will however need to be
balanced with some proactive
engagement by the LGSU and NILG
to ensure that UPs in the poorer areas
are not left out of the HYSAWA Fund
activities
vi. A risk may arise from a situation that similar
capacity building programmes are implemented
in parallel by other agencies with the same UPs
and PSs.
Low
Medium
The NPD Office and NILG will
remain updated about sector status
through collaboration with other
donors and implementing agencies,
which also work in the field of LGI
capacity building, so that overlaps will
be avoided and the capacity building
activities complement each other
vii. Massive events such as prolonged natural
disasters, political crisis and violence, etc. will
occur in such a way that may suspend the
implementation of the Project activities for long
periods.
Medium
Medium
Mitigation measures may include
development of alternative plans and
expedite implementation of the project
activities before or after the events
occur.
Figure 6-1: Risk Analysis Matrix
Degree of impact
Probability of risks occurrence
Low
Medium
vi
vii
Low
Medium
High
i. ii. iii. iv. v
22
High
WSSPS Phase II, LGI Capacity Building Project
7.
PROJECT IMPLEMENTATION PLAN
The overall implementation plan for the LGI Project is illustrated in Figure 7-1. A preliminary
activity plan is enclosed in Annex-10 to illustrate the expected timing of activities. The Project
implementation will be guided by rolling annual work plans and corresponding budgets that will
be prepared every 6 months to correspond to the GoB and the Danida financial years respectively.
Figure 7-1: LGI Project Implementation Plan
LGI Project Implementation Plan
Activities
Office Set up
Staff Recruitment
MOA Signing with NILG
Basic Training to NILG Faculty Members
Module Preparation for LGI Training
Annual Selection of UPs and PSs
LGI Baseline Development (By MEI)
UP and PS Capacity Building Activities
Refreshers training & visits for NILG faculties
Annual Review
Mid-Term Evaluation
Inception Report
Rolling 6-monthly planning and reporting
Completion Report
Final Evaluation
Jan-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Jun Jul-Dec Jan-Jun Jul-Dec
2006
2006
2007
2007
2008
2008
2009
2009
2010
2010
23
WSSPS Phase II, LGI Capacity Building Project
Annex-1:
Logical Framework
24
WSSPS Phase II, LGI Capacity Building Project
Annex 1
LOGICAL FRAMEWORK
Narrative Summary
Programme Development
Objective:
Contribute to the poverty
reduction through improved
standards of public health and
an improved sustainable
environment.
Development Objective:
Contribute to create more
efficient, effective and
transparent LGIs with greater
devolution of administrative
and financial authority to
promote hygiene, sanitation
and safe water supply..
Immediate Objective:
Strengthen the capacity of
NILG in order to build
capacity of Local Government
Institutions (LGIs) in
providing responsive and
effective WSS services.
Objectively Verifiable
Indicators (OVI)
Means of Verification
(MoV)
(Programme level indicators)
Assumptions
 National household survey
report
 Poverty level in Project areas
and as a whole reduced
significantly.
 Bangladesh Bureau of
Statistics (BBS) report
 Incidence of water-related
diseases in Project areas and in
country as whole decreased
significantly.
 Other secondary reports on
WatSan from different
sources
 No. of LGIs operating
effectively and efficiently
showing greater transparency,
accountability and
performance.
 Programme’s impact
assessment report.
 LGIs exercise greater
administrative and financial
authority delegated to them.
 Project’s monitoring reports.
 NILG capable to carry out
TNAs, develop and provide
quality training, and carry out
appropriate impact assessment
of training in the project areas.
 Programme’s impact
assessment report.
 Clients expressed greater
satisfaction on the training and
technical assistance provided by
NILG.
 Project’s monitoring reports.
 Programme’s impact
assessment report.
 Joint GOB/Danida review
reports.
 Joint GOB/Danida review
reports.
 Case studies conducted from
the LGI Project and by
other stakeholders.
 80% of LGIs trained by NILG
demonstrated improved
accountability and transparency
in their tasks and functions
including funds and accounts
management.
 GOB will continue
to emphasis on
strengthening LGIs.
 GOB will be supportive
to NILG to play greater
role in capacity building
of LGIs.
 GOB will be interested
to see NILG as a strong
capacity building
institution.
 NILG Management and
faculty members will
show required
commitment.
 Quality training institutes
will be available to
provide training and TA
to NILG
 HYSAWA Fund will
employ NILG for core
capacity building of
LGIs.
 LGIs will provide
necessary cooperation to
NILG.
Outputs:
1. Improved knowledge and
skills of the NILG faculty
members.
 Joint GOB/Danida review
reports.
 NILG faculty members show
improved knowledge on
diversified subjects related to
core tasks and function of
LGIs.
 Project’s monitoring reports.
 NILG faculty members
demonstrate better skills in
designing training programmes
and facilitating training.
25
 Impact assessment of
training to NILG faculty
members.
 Training evaluation reports.
 NILG faculty members
will show commitment
to improve their
knowledge and skills.
 NILG management will
be supportive.
 LGD will give priority
support to NILG
capacity development.
WSSPS Phase II, LGI Capacity Building Project
Objectively Verifiable
Indicators (OVI)
Means of Verification
(MoV)
 NILG is using modern
equipment in facilitating LGI
training.
 Joint GOB/Danida review
reports.
Narrative Summary
2.
Improved physical
facilities of NILG.
 Project’s monitoring
reports.
 NILG is using Internet and
other modern facilitates and
technologies in information
sharing, documentation, etc.
Assumptions
 Improved physical
facilities of NILG in
conducting high quality
participatory training.
 Audit report.
 Participants expressed greater
satisfaction about physical
facilities of NILG.
3. Improved knowledge,
skills and attitudes of the
LGI personnel on core
tasks and functions of
LGIs.
 Over 80% of the trained LGI
personnel demonstrate
improved knowledge and skills
on core tasks and functions of
LGIs.
 Joint GOB/Danida review
reports.

 Project’s progress reports.
Over 80% of the trained
participants applying the
training learning into actions.
4. Improved systems and
policy procedures in LGIs
with greater transparency
and accountability in
performing various tasks
and functions.
 Over 60% of UPs and PSs
regularized office hours and
committee meetings.
5. Documentation and
dissemination of lessons
learned on LGI capacity
building.
 Publishable reports on lessons
learned from LGI capacity
building are documented and
widely disseminated.
 Training impact assessment
report.
 Joint GOB/Danida review
reports.
 Project’s progress reports.
 Over 80% of UPs and PSs
demonstrated accountability
and transparency in their tasks
and functions including funds
and accounts management.
 LGIs performance
assessment report.
 Published materials.
 Reports of workshops,
conference, seminar, etc.
 Workshops, seminar, etc. are
held on sharing the lessons
learned.
26
 Improved knowledge,
skills and attitudes of the
LGI personnel on core
tasks and functions of
LGIs.
 Improved systems and
policy procedures in
LGIs with greater
transparency and
accountability in
performing various
tasks and functions.
 Documentation and
dissemination of
lessons learned on LGI
capacity building and
importance of
devolution of admin
and financial authority
to LGIs.
WSSPS Phase II, LGI Capacity Building Project
Annex-2:
Capacity Building of NILG
27
WSSPS Phase II, LGI Capacity Building Project
Annex 2
Capacity Building of NILG: Background, Focus and Process
This section of the project document provides background, objective, focus, strategy and process
of capacity building of NILG.
Background
Initially it was considered to employ NILG, Bangladesh Academy for Rural Development
(BARD) and Rural Development Academy (RDA) for capacity building of LGIs under WSSPS II.
However, a feasibility study conducted on institutional arrangements and their capacity assessment
prior to preparing this project document identified that it would be very complex and somewhat
difficult to manage the LGI training if all these three institutions are employed. Moreover, there
are differences in structure, management and priority of these three institutions that may require
sufficient time to bring them under a common understanding regarding approach, strategy and
process of LGI capacity building. Therefore, it was accepted to employ NILG only for LGI
capacity building.
Reasons for Giving Selection to NILG as Capacity Builder of LGIs
The main reason was its previous experiences of working with LGIs. Since establishment in July 1,
1969 under the East Pakistan Government Educational and Training Institution Ordinance 1961,
NILG has conducted many different training and workshops for the UPs and PSs. Over the
period, the institute has gained experience and expertise in capacity building of LGIs.
The Institute is now governed by the Jatiyo Sthaniya Sarker Institute Act, 1992 and its primary
mandate is the capacity building of LGIs. Its chartered functions include: (a) training of elected
and appointed local government bodies, holding of national and international training, workshop,
seminar, conference etc., (b) conducting research studies both action and on problems/issues of
local government, rural development and allied areas, (c) publishing books, research reports and
journals on local government and related subjects, and (d) providing consultancy and technical
assistance to the LGD and local government bodies.
An added advantage of selecting NILG is that the institute is under the administrative control of
the LGD, which is the GoB counterpart of WSSPS II.
Also NILG is located in Dhaka. This will make easier for NDP Office to communicate with
NILG and organise meetings, workshops, and discussion sessions with NILG on short notice.
The Institute also has experience on organising decentralised training. From 1996, it has been
conducting training at the Upazila Training and Development Centre (UTDC) for the elected
members of UPs. The faculty members of NILG are thus better tuned and habituated with
decentralised training system. Moreover, it has established network with District and Upazila
Administration. It uses Deputy Commissioners, Assistant Directors - Local Government and
other subject matter specialist from Upazila and District Administration for conducting training
sessions at the field level. It is proposed to organise around 60% of the LGI training at Upazila
level.
The training and workshop conducted by NILG during 1998-2003 is listed below.
28
WSSPS Phase II, LGI Capacity Building Project
Training and Workshop Conducted by NILG during 1998-2003
Year
Name of Training Course
1998-1999
UP Office Management,
Foundation course,
Training of Trainers
30
UP members (at Upazila level, UP
Secretaries, PS Secretaries, Regional
seminar under BCLG Project.
1763
1999-2000
UP Office Management,
Foundation course, Local
Government Administration
28
UP Secretaries, UP Women Chairmen
and Members (at Upazila level, Assistant
Director - Local Government
1783
2000-2001
UP and PS Office Management,
Foundation course, PS
Administration
14
Faculty members of BARD and RDA,
UP Secretaries, PS Chairmen
418
2001-2002
Foundation course,
PS Administration
14
UP Secretaries, PS Commissioners
573
2002-2003
City Corporation Administration,
Office Management, Local
Government Administration,
PS Administration, TOT
36
City Corporation Commissioners, City
Corporation Ward Commissioners,
Deputy Director and Assistant Director
- Local Government, PS Chairmen, UP
Secretaries, PS Commissioners, PS
Secretaries, and Upazila level officers.
1832
Workshop on Strengthening UPs
and Training Policy for UP Chairmen, Members and Secretaries
2
Do.
Total
No. of
Courses
Participants
127
No. of
Participants
Trained
6,360
The Institute also has well established training premises having 12
classrooms, 5 seminar rooms, 2 auditoriums, 100 seat dormitory,
1 library, 1 dining hall etc. All these facilities are considered as
pre-requisite to conduct training for fairly large number
participants as proposed under LGI Project.
Further, the Institute is adequately equipped with training
equipment and aids. It has 50 Overhead Projectors, 20 Slide
Projectors, 1 Multimedia Projector, 6 White Boards, 2 Black
Boards, 1 Television, 1 VCP, 1 Video Camera, 12 Computers and
3 Photocopiers.
The Institute maintains a good connection with other capacity
builders of the country. It frequently exchanges and shares its
views and experience in training with others and mobilises
resources such as printed materials, resource persons, etc. from
other institutions when necessary.
NILG has more than 20 fulltime faculty members who are well
educated having postgraduate degrees from reputed universities.
Existing Training Facilities
of NILG
Faculty Members
Class room
Seminar room
Auditorium
Accommodation facility
OHP
Slide Projector
Computer
Printer
Photocopier
Multi-media Projector
TV
VCP
Video Camera
White board
Black board
27
12
05
02
100
50
20
12
06
03
01
01
01
01
06
02
Importance of Further Capacity Building of NILG
Though NILG has comparative advantage as a training institute to conduct LGI training, but it
requires further support to develop its capacity in training and technical assistance before it would
be given with additional responsibility for LGI capacity building under HYSAWA Fund. The need
assessment study conducted on NILG capacity before preparation of this project document at
29
WSSPS Phase II, LGI Capacity Building Project
least suggests that after visit to NILG, discussion with its faculty members, review of its various
training modules and materials and at last discussion with participants trained by NILG.
Dimensions of NILG Capacity Building
Provision has been made to develop NILG capacity in two major dimensions:
 Developing competency of the faculty members, and
 Improving training facilities
Developing Competency of the NILG Faculty Members
The needs assessment team identified substantial scope to improve subject matter knowledge and
training facilitation skills of the NILG faculty members. They fell that NILG faculty members, in
terms of subject matter, are not adequately aware and updated about current issues like MDGs,
PRSP, WatSan Sector Policies, etc. They are also not sufficiently knowledgeable and skilled on the
subjects like financial management, project design and proposal writing, participatory planning and
monitoring, fund raising and local resource mobilisation, bidding, tending and contract
management, etc. which will be the main subjects of LGI training under the HYSAWA Fund.
Moreover, historically the NILG faculty members are habituated in lecture-dominated nonparticipatory training. They usually do not use sufficient visual aids and modern training
techniques in facilitating training sessions. Therefore, it highly important to develop NILG faculty
members’ training skills and subject matter knowledge further before they are given with
responsibility for LGI capacity building under the HYSAWA Fund.
Apart from training, various other processes such as study/exposure visit, guided study, study
circle, field visit, special assignments, etc. would be adopted for building competency of the NILG
faculty members. Here the LGI Project will focus on training and study visits where the NILG
Management will focus on other strategies for capacity building of faculty members.
Proposed Training Courses for NILG Faculty Members
Nine different training courses have been proposed for NILG faculty members to improve their
facilitation skills and subject matter knowledge. However, any of the proposed courses may be
dropped or new courses may be added to the list of training for the NILG faculty members
depending on further need assessment when the project will begin its operation.
List of Proposed Training Courses for NILG Faculty Members
Course #
Name of Training Course
C-01
Advanced TOT on Training Methods, Materials and Facilitation Skill
C-02
Bangladesh WatSan Sector Policies and Role of Local Government Institutions
C-03
Human Rights, Gender and Good Governance
C-04
Financial Planning, Management and Reporting
C-05
Participatory Local Planning and Community Mobilization
C-06
Project Design, Planning and Management
C-07
Local Resource Mobilization and Fundraising
C-08
Bidding, Tendering and Contract Management
C-09
Institution Building and Management Development
30
WSSPS Phase II, LGI Capacity Building Project
Organising Training for NILG Faculty Members
NILG management and the Programme Officer and Training Specialist of LGI Project will be
responsible for organising training and study/exposure visits for the NILG faculty members.
Training can be arranged in the NILG training campus hiring resource persons from outside
training institutions (both from inside or/and outside country) or nominating NILG faculty
members to the training courses offered by outside training institutions. In Bangladesh, BCDM
(BRAC Centre for Development Management), PROSHIKA-IDPAA (Institute for Development
Policy Analysis and Advocacy), PMTC (Project Management and Training Consultants), BIM
(Bangladesh Institute of Management), PromPT (Promoting Participation & Training), CARE
CDM, CEC (Continuous Education Centre), etc. usually offer training courses on the said
subjects.
All the faculty members of NILG must be trained on the proposed training course. Initially 6 – 8
faculty members, who will be involved with LGI training on fulltime basis, will be trained during
the first nine months so that they can use the course learning in preparing modules for LGI
training. They will receive other need-based training and refreshers courses over the programme
period. Options will remain open to send some of the NILG faculty members in overseas training.
Study/Exposure Visits for NILG Faculty Members
NILG faculty members will also undertake study/exposure visits as part of their capacity building.
Under study visits, they will visit training institutions, local government institutions, or any other
suitable organisations that will widen their views and thoughts on organisational development and
capacity building process. Study visits will be both in within or outside Bangladesh.
The visits will be organised in batches, where 1 – 3 faculty members will be included. NILG
faculty members may join the study/exposure visits that will be organised for LGI personnel.
Programme Officer and Training Specialist of the LGI Project will perform all the activities
related to organising study/exposure visits for NILG faculty members.
Improving NILG Training Facilities
The assessment team also feel that the training facilities of NILG should be improved further to
make the institute equipped in providing high quality training. Presently the institute is not
connected with Internet. The institute is also in shortage of some essential training equipment and
facilities (such as computer, white board, VIPP board, multimedia projector etc.), where some of
the items listed in the current equipment lists are out of order (such as photocopier). On the other
hand, sufficient number of chair and table were not found in 2-3 training rooms, in which the
condition of false ceiling is very poor. 4 training rooms under construction for which furniture
fixture and training equipment will be needed on a priority basis. NILG has a large and unique
library specialised on local government. But condition of this library is very poor.
Government has no immediate plan and budget to improve training facilities of NILG. External
support is thus needed and the investment in improving NILG training facilities will be
worthwhile since the institution will continue to serve the nation building organisations on a
sustainable basis.
Items to be Procured for Improving NILG Facilities
Considering the present and future needs, NILG has proposed to procure following items from
LGI Project’s budget for improving its training facilities.
31
WSSPS Phase II, LGI Capacity Building Project
Items to be procured for the improvement of training facilities
Name of Items
Quantity
Costs in
Taka
Table
4
40,000
Chair
White Board
VIPP Board
60
2
4
240,000
14,000
40,000
Display Board
6
36,000
2
2 rooms
100,000
300,000
Microphone
2
40,000
Multimedia Projector
2
200,000
Laptop Computer
2
200,000
Video Camera
Computer
UPS
Printer
TV
1
2
2
2
1
50,000
110,000
20,000
70,000
30,000
Vehicle 30 seated coaster
1
3,000,000
Air Conditioner
False ceiling
Total
4,490,000
Items to be procured for the improvement of library, documentation centre and
information system of NILG
Name of Items
Quantity
App.
Price
A. Printed Material/Computer Disks
Total Price
(in Taka)
500,000
[Books, reports, govt. publications and other documents on Local
Govt, Rural Development, Rural & Urban Planning, Environment,
Women Issues, Reference collection, Miscellaneous.]
B. Foreign journals, for 5 years subscription
250,000
C. Furniture
1. Circulation Desk
2. Book Shelves
3. Magazine Shelves
4. Book Almirah
5. Newspapers Rack
6. Report Holders
7. Reading tables & chairs (3 sets: 1 table & 6 chairs/set)
8. Carol
9. Binding Table
10. Catalogue Cabinet
11. File Cabinet
12. Book Truck
13. Display Board
14. Book supports
1
20
4
5
1
100
3 sets
12
1
2
5
2
2
20
20,000
10,000
5,000
10,000
10,000
300
35,000
10,000
10,000
20,000
5,000
10,000
5,000
500
20,000
20,000
20,000
50,000
10,000
30,000
105,000
120,000
10,000
40,000
25,000
20,000
10,000
10,000
490,000
32
WSSPS Phase II, LGI Capacity Building Project
Name of Items
Quantity
App.
Price
Total Price
(in Taka)
D. Equipment
8
4 sets
1
1
1
1. Air conditioner
2. Computer with printer and other accessories
3. Photocopier
4. Spiral Machine
5. Scanner
50,000
50,000
150,000
10,000
10,000
400,000
200,000
150,000
10,000
10,000
770,000
E. Automation/computerization
500,000
Access to online services,
Installation of WINSIS software packages
Develop Databases for library and data entry
Develop a User Manual,
Manpower Training
Total
2,510,000
Items to be Procured for LGI Staff
Since the LGI project staff will be stationed in the NILG, NILG will make arrangements for
office space and necessary facilities. A tentative list of items to be procured is provided below:
Items to be procured for LGI Project staff
Name of Item
No. of Unit
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Computers (CD roam writer)
UPS
Stabilizer
LAN Accessories
Printer
Photocopier
Scanner
Air Conditioner: Splitter & Window
Fan
Water Purifier
Telephone Line
Telephone Set
Display Board
Spiral Machine
15.
16.
17.
18.
19.
20.
21.
22.
23.
Sub-Total (Equipment)
Book Shelf
Steel Elmira
Iron Shelf
File Cabinet
Table
Chair
Floor mat
Sofa set for visitor
Others (Lump sum)
Sub-Total (Furniture)
4
4
4
4
2
1
1
2
3
1
1
4
4
1
1
1
4
4
4
4
3
1
1
Unit Cost
80,000
5,000
3,000
10,000
18,000
120,000
10,000
40,000
3,000
5,000
20,000
3,000
5,000
7,500
Total Cost (in
Taka)
320,000
20,000
40,000
40,000
36,000
120,000
10,000
80,000
9,000
5,000
20,000
12,000
20,000
7,500
12,000
12,000
7,000
5,000
8,000
4,000
3,000
25,000
50,000
739,500
12,000
12,000
28,000
20,000
32,000
16,000
9,000
25,000
50,000
204,000
Total
943,500
33
WSSPS Phase II, LGI Capacity Building Project
Preparing a Revised list of Items to be Procured
Although a list of equipment, furniture fixture and other items belong to capital expenditure is
provided above, however, the actual requirement of these items will be determined later on when
the project will be started. NILG, in consultation with Programme Officer and Training Specialist
of the LGI Project, will prepare the list of items to be procured and included in the quarterly
budget. It is recommended that all the equipments and furniture fixture should be procured within
first year, if possible within first six months so that LGI Project gets the highest benefits from the
items.
NILG through counter signature of the Programme Officer LGI Project will procure the
approved items following the standard policy procedures.
34
WSSPS Phase II, LGI Capacity Building Project
Annex-3:
Capacity Building of LGIs
35
WSSPS Phase II, LGI Capacity Building Project
Annex 3
Capacity Building of LGIs: Focus, Strategy, Plan and Process
This section of the project document provides a basis and guideline for capacity building of LGIs
by the NILG. It will help NILG and HYSAWA Fund/ LGSU to formulate detailed strategy, plan
and process of delivering capacity building services to the LGIs during inception phase.
LGIs’ Capacity Building Focus of the LGI Project
LGI Project will focus on strengthening core capabilities of LGIs. Here core capabilities refer
to the improvement of fundamental systems and policy-procedures of LGIs to carryout their basic
tasks and functions in a more efficient and transparent way and the improvement of competency
and responsiveness of the LGI personnel in promoting WatSan and Hygiene Practices among the
community people.
Capacity Building Service Provider and Procurer
NILG will deliver the capacity building services to the targeted
number of LGIs as per demand from HYSAWA Fund/ LGSU.
Therefore, NILG will work as a service provider, where the
HYSAWA Fund/ LGSU will work as service procurer. Planning,
organising and providing capacity building services to LGIs will
thus a joint responsibility of NILG and HYSAWA Fund/ LGSU.
For this purpose, a formal MOU will be signed between NILG and
HYSAWA Fund/ LGSU outlining modalities and terms and
conditions to be fulfilled and followed by both the parties in
capacity building of LGIs. NILG and LGI Project staff will thus
coordinate proactively with the HYSAWA Fund/ LGSU to plan,
organise and deliver the capacity building services (training,
technical assistance, study visits, etc.) in each of the targeted LGIs
as per need. According to this mechanism, the budget for LGI
capacity building (which has been estimated to be 8 million DKK)
will be included under HYSAWA Fund budget. NILG will receive
funds on quarterly basis from the HYSAWA Fund based on
services it will deliver to LGIs.
In LGI capacity building, NILG
will be the service provider where
HYSAWA Fund will be the
service procurer. For this
purpose, an MOU will be signed
between NILG and HYSAWA
Fund/LGSU outlining modalities
and terms and conditions to be
fulfilled and followed by both the
parties in capacity building of
LGIs.
The budget for LGI capacity
building (which has been
estimated to be 8 million DKK)
will be included under HYSAWA
Fund budget. NILG will receive
funds on quarterly basis from the
HYSAWA Fund based on
services it will deliver to LGIs.
Demand Driven and Performance-Based Services
The capacity building services of NILG to LGIs will be demand driven and performance based.
Training and TA from NILG will not be provided to each LGI on a flat manner – regardless
whether the services are useful or not for the LGIs. NILG will promote and publicise it’s services
to the LGIs and HYSAWA Fund through producing and circulating training brochures. LGIs,
considering their real need, will place demand for training and TA to the HYSAWA Fund/
LGSU. HYSAWA Fund/ LGSU will then place the request for training and TA on quarterly basis
summarising requests from all LGIs to be enrolled in a given year. Having received the formal
request from HYSAWA Fund/ LGSU, NILG will then prepare the quarterly training and TA plan
and circulate to all concerned a head of time. Once the training and TA plan is fixed for a given
quarter, HYSAWA Fund will pay NILG for its services to LGIs as per agreed rate.
36
WSSPS Phase II, LGI Capacity Building Project
The continuation of services from NILG to LGIs capacity
building is subjected to clients’ satisfaction. For this purpose,
necessary feedback mechanism will be developed. Further, a
formal evaluation will be undertaken at the mid-point of the
Project to evaluate the quality and effectiveness of NILG services
(Training, TA and exposure visits). If the assessment is
unsatisfactory, agreement with NILG will be terminated.
A formal evaluation will be
undertaken at the mid-point of
the Project to evaluate the
quality and effectiveness of
NILG services. If the assessment
is unsatisfactory, in that case
agreement with NILG will be
terminated.
Geographic Focus
Geographically, the capacity building services of NILG to LGIs will be concentrated in the 11
Districts where HYSAWA Fund will be implemented.
Number of LGIs Targeted by the HYSAWA Fund
The HYSAWA Fund Project will cover 200 UPs in 3 North-West Districts and 146 UPs in 8
Coastal Belt Districts over the 5-year project duration. Therefore, the total number of UPs that
will be covered by HYSAWA Fund will be 346. Apart from UPs, LGI Project proposed to give
capacity building support to 12 PSs that exist in the 3 North-West Districts where the HYSAWA
Fund will work.
Proposed Districts and the Total Number of UPs and PSs to be covered by HYSAWA Fund
Project
HYSAWA Fund
Total
Proposed Districts
1
2
3
4
5
6
7
8
9
10
11
Rajshahi
Chapai Nowabgonj
Naogaon
Noakhali
Feni
Lakshmipur
Barisal
Patuakhali
Perojpur
Barguna
Jhalokhati
11 Districts
Total UPs
200
Total PSs
12
146
346 UPs
12 PSs
Number of UPs and PSs to be served by NILG
Not all of these 346 UPs will require capacity building services from NILG on core functional
areas. This is because – there might have some ‘A’ category UPs – where systems and policy
procedures are well established and functional. These UPs do not require proposed capacity
building services from NILG. Taking this into consideration, NILG has made a target to develop
core capacity of a total of 250 UPs and 10 PSs from the HYSAWA Fund areas. Of these 150 UPs
from North-West Districts and 100 UPs from Southern Districts, where all the 10 PSs will be
taken from North-West Districts.
The target is about 70% of the total LGIs covered by HYSAWA Fund in the targeted 11 districts,
which is a realistic expectation of the number that will be interested and committed. NILG, in
coordination with HYSAWA Fund/ LGSU, will publicise the services it can offer. The capacity
building services from NILG will thus demand driven, and will be provided on a first come first
served basis, planned in close coordination with HYSAWA Fund/ LGSU.
37
WSSPS Phase II, LGI Capacity Building Project
Yearly Enrolment Target
All the proposed 250 UPs and 10 PSs will not be enrolled during 1st year in one lot; they will be
enrolled through five lots spread over five years. The first lot will be enrolled during last quarter of
the 1st year, because during the first three quarters of the first year, the basic training to LGI
faculty members and preparation of training modules for LGI training need to be completed
before enrolment of UPs and PSs. The last lot will be enrolled at the beginning of the first quarter
of the last year. In principle, the enrolment has been kept low during first year and last year
considering the start-up and winding up activities of the project.
Yearly Indicative Enrolment Target of LGIs
Year
Total Target
Yearly Enrolment
Target
Yearly Enrolment Target
in Number
In Percent (%)
UP
PS
UP
PS
1st year
Last quarter
10%
25
1
2nd year
2nd quarter
30%
75
3
3rd year
1st quarter
30%
75
3
4th
1st
quarter
20%
50
2
1st quarter
10%
25
1
100%
250
10
year
5th year
250
10
Total
The LGI enrolment plan shown above is indicative. The final plan will be worked out in joint
planning exercises with the HYSAWA Fund/ LGSU, and will be based on a demand response
from the LGIs.
Major Capacity Building Services to LGIs from NILG



Training
Technical Assistance
Study/Exposure Visits
Training
Training will be the principle strategy for capacity building of LGIs. Objective is to improve
knowledge, skills and positive attitude of the LGI personnel and other targeted participants on the
core tasks and functions of LGIs so that after receiving training they will take necessary initiatives
to improve systems and policy-procedures of LGIs to make the institutions responsive, dynamic
and transparent.
Types of Training
Nine different training courses of short duration have been identified that would be useful for
LGI capacity building on core institutional areas. The training courses were identified through a
need assessment conducted with LGIs prior preparation of this project document.
38
WSSPS Phase II, LGI Capacity Building Project
Training Courses Proposed for LGI Capacity Building on Core Institutional Areas and Cross Cutting Issues
Course #
Title of the Course
Duration
C-01
Human Rights, Gender and Good Governance of LGIs
4 days
C-02
Administrative Structure and Core Tasks and Functions of LGIs
3 days
C-03
Improving Public Relations and Office Management of LGIs
3 days
C-04
Bangladesh WatSan Sector Policies and Objective and Roles of LGIs in WatSan
and Hygiene Promotion
3 days
C-05
Project Design and Proposal Writing
4 days
C-06
Local Resource Mobilization and Fund Raising and the Concept of Community
Participation and Monitoring of LGI Activities.
4 days
C-07
Financial Planning and Management of LGIs
4 days
C-08
Bidding, Tendering and Managing Contract by LGIs
3 days
C-09
Duties and Responsibilities of Village Police in improving performance of UPs
and promoting sanitation and hygiene behaviours.
2 days
Course #1 exclusively focuses on cross cutting issues that Danida and GoB are interested to
promote at all level. The cross cutting issues will also be discussed in the remaining 8 courses.
It is not mandatory that all the 9 courses will be provided to every LGI. During inception phase,
NILG and HYSAWA Fund/ LGSU will jointly plan out which of the courses will be offered to
the targeted LGIs. There will be flexibility to select most appropriate training courses that are
compatible to the core capacity building need of LGIs.
Targeted Participants and who will receive which Training Courses
Target participants of the LGI capacity building training courses will be:
 LGI personnel (elected/selected chairmen and members of UPs and PSs)
 Appointed staff (Secretary and support staff)
 WatSan Committee members.
It is not like that all the targeted participants will receive all the 9 training courses listed above.
Rather they will receive selective courses, which are directly related to their tasks and functions
and have enough scope to apply course learning into actions. Accordingly, an indicative plan
showing who will receive which courses has been shown below:
Training Courses Recommended for UP Participants
UNION PARISHAD (UP)
C-01
C-02
1. Chairmen
◐
2. Elected Members
3. Women Members
4. Secretaries
C-03
C-04
C-05
C-06
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
5. WatSan Committee Members
◐
◐
6. Support Employees
◐
39
C-07
◐
C-08
C-09
◐
◐
◐
WSSPS Phase II, LGI Capacity Building Project
Training Courses Recommended for PS Participants
POURASHAVA (PS)
C-01
C-02
1. Chairmen
◐
2. Commissioners
◐
C-03
C-04
C-05
C-06
C-07
C-08
◐
◐
◐
◐
◐
◐
◐
◐
◐
◐
3. Chief Executive Officers
◐
◐
4. Admin Officers
◐
◐
5. ACCOUNTANTS
◐
6. Tax Collectors
◐
7. Executive Engineers
◐
8. Water supply staff
◐
◐
◐
◐
9. Sanitation staff
◐
◐
◐
◐
C-09
◐
◐
◐
◐
◐
◐
◐
◐
Total Participants Targeted to Train by NILG
An indicative plan has been provided here to give a likelihood estimation of the maximum
number of individual participants to be trained by NILG on different courses from the targeted
250 UPs and 10 PSs over the 5 years period. As per plan shown below, it has been estimated that
a total 7,030 individual participants from 250 UPs and 10 PSs, of which 6,750 from UPs and 280
from PSs will be trained by NILG. However, the actual number will depend on real demand from
LGIs.
Total Individual Participants Targeted to Train by NILG from 250 UPs and 10 PSs
UNION PARISHAD (UP)
Individual Target/UP
1. Chairmen
2. Members
3. Secretaries
4. WatSan Committee Members
1. Support Employees (Village Police)
1
12
1
3
Total UP
Total
250
250
3,000
250
750
2,500
10
(a) Total Individuals from UP
POURASHAVA (PS)
6,750
Individuals Target/PS
1. Chairmen
2. Commissioners
3. Chief Executive Officer
4. Admin Officers
5. Accountants
6. Tax Collectors
7. Executive Engineers
8. Water supply staff
9. Sanitation staff
1
12
1
2
2
3
1
3
3
(b) Total individuals from PS
Total PS
Total
10
10
120
10
20
20
30
10
30
30
280
7,030
(c) Total individuals trained from UP and PS (a+b)
Number of NILG Faculty Members will be Involved in Conducting LGI Training
A total of 15-16 faculty members from NILG will be involved in conducting LGI training, of
which 8-10 will be involved on full time basis, where the remaining others will be involved on part
40
WSSPS Phase II, LGI Capacity Building Project
time basis. An organogram of NILG faculty members will be involved in LGI capacity building is
shown in Annex 8.
Analysis whether NILG Faculty Members able to Conduct Proposed No. of LGI Training
It has been analysed whether it will be possible to conduct the maximum number of training
courses by the said number of NILG faculty members. The analysis shows that a total of 2,546
days will be required over the five-year period to conduct the maximum number of LGI training.
Training days during:
1st year
2nd year
3rd year
4th year
5th year
Total
= 185 days
= 709 days
= 835 days
= 544 days
= 273 days
= 2,545 days
Where the computation of working days available with proposed 8+7=15 NILG faculty members
will be engaged in LGI training that they will have 6,440 days for conducting LGI training. The
following table shows the computation of working days available for NILG faculty members for
training and technical assistance to LGIs.
Total working days/year of a faculty member of NILG excluding leave
Estimated days/year each faculty member will use for receiving training and visits
Estimated days/year each faculty member may use for providing TA
Estimated days/year each faculty member may use for reporting works
Estimated days/year each faculty member may use for travelling to the field
Total days will get by a faculty member in a year to conduct LGI training
Total faculty members will be involved with LGI training on full time basis
Total faculty members will be involved with LGI training on part time basis
= 242 days
= 30 days
= 30 days
= 34 days
= 36 days
= 113 days
= 8 Nos.
= 7 Nos.
Total days/year may spare by 8 full time faculty members for LGI training = 8x112 = 896 days
Total days/year may spare by 7 part time faculties for LGI training = 7x112/2*=392 days
(* Considering part time faculty members will spare 50% of their days)
Total days the NILG faculty members may spare/year for LGI Training
= 1,288 days
Total days the NILG faculty members may spare over 5 years = 5 x 1,288
= 6,440 days
Therefore, the analysis shows that it is possible for NILG to conduct the proposed number of LGI training. But, no doubt
there should have a strong commitment and competency of NILG in organizing and coordinating the proposed number of
training courses.
Policies and Strategies for Organising and Conducting LGI Training by NILG

NILG will make a MOU with HYSAWA Fund/ LGSU to conduct training for UPs and
PSs.


Training will be held both at central level (in NILG training campus at Dhaka) and field
level (at Upazila Sadar).
NILG will offer a price to the HYSAWA Fund for conducting LGI training. Pricing will be
per participant per course which will be determined considering all costs to be involved in
conducting training plus an overhead to cover the costs for preparing training modules,
reporting, monitoring of training quality and impacts, etc.
Here an indicate costs for pricing the training per participant per course has been provided
below which may be negotiated further between NILG and HYSAWA Fund/ LGSU
considering the actual situation when the programme will be started. Here NILG may offer
the price of training considering the logistics costs and tuition fee only without including
41
WSSPS Phase II, LGI Capacity Building Project
the cost for transport, food and accommodation of the participants. On the other hand,
NILG may offer the price of training considering all the costs including the cost for
transport, food and accommodation of the participants. The detail will be negotiated
between two parties (NILG and HYSAWA Fund/ LGSU) during MOU signing.
Indicative pricing policy of NILG training to LGIs
A. Cost (in Taka) for Logistics provided to each participant






Name card (1)
Writing pad (1)
Pen (1)
Handouts (1 Set)
File/Folder (1)
Bag (1)
15
30
15
150
100
300
610
B. Cost for logistics for facilitation of training sessions








Flip chart paper (100)
ZOPP Cards (400)
Board pin (2 Box)
Jams clip (1 Box)
Masking tap (2 Nos.)
Scotch tap (2 Nos.)
Brown paper (20 pages)
Others
400
400
150
20
150
150
100
500
C. Tuition Fee / Participant/ Course
[This includes per-diem, facilitation fee, resource person fee, etc.
Tuition fee considering 4 day long training course]
D. Charge for training venue / Participant/ Course
[This considers the training venue charge at NILG or in the
Field.]
400
E. Charge for food / Participant/ Course
[This has considered the 3 meals and 2 times tea]
720
F. Charge for accommodation
[This has considered accommodation at NILG or other Govt.
dormitory or private hotel.]
2000
G. Transport cost/ participant/course
[This has considered long route up-down travel cost plus local
transport cost during training days.]
1000
Total
8,600
860
+ 10% Overhead (to be negotiated)
9,400
Grand Total

1870
2,000
NILG will assign one Course Coordinator for each of the proposed LGI training courses.
The Course Coordinator will be responsible for preparing training modules and materials
for his/her assigned course(s) and coordinate implementation of the course. S/he will take
necessary actions to up-grade other faculty members of NILG who will involve in training
delivery.
42
WSSPS Phase II, LGI Capacity Building Project
















For field level training, Upazila Nirbahi Officer (UNO) or his/her designate will assist
NILG in organizing training. They will assist NILG in arranging training venue, inviting
training participants, preparing food and accommodation for the NILG faculty members
etc. NILG will supply the training calendar in advance to the UNO.
All the field level training will be held at the Upazila Training and Development Centre
(UTDC) for which Tk.1,000 per day will be charged to the NILG as training venue cost.
To conduct a batch of training in the field, only one faculty member from NILG Dhaka
will involve. In that case, NILG faculty members will receive Tk. 2,000 per day as Daily
Subsistence Allowance (DSA). They will also receive actual transport cost for journey
to/from the field.
UNO will facilitate the introductory and some other important sessions of the field level
training. UNO will receive Tk.1,000/course as resource person honorarium for facilitating
the session.
Subject matter specialist (resource person) from the Upazila Office may also facilitate some
of the sessions (highest 2-5 sessions) of a field level training. In that case, s/he will receive
Tk.500/session as honorarium.
In a course held in Dhaka at NILG training campus, highest two faculty members will
involve in conducting the training. Each of them will receive Tk.1,000/day as resource
person fee.
There will have a provision for hiring maximum of two external resource persons for
facilitating some of the sessions of the training courses to be held at NILG in Dhaka. The
external resource persons will receive Tk.1,000 for conducing one session.
Participants will also receive bag, pen, pad, folder, pencil, nametag etc. in each training.
They will also receive a set of printed handouts during each course.
All logistics such as pen, pad, bags, paper, stationery, etc. that will be required for
participants and for facilitating training session will be supplied by NILG both for field
level and central level training.
All other training aids such as OHP, VIPP Board, Multimedia Projector, TV, Video,
Computer, etc. will also be supplied by NILG both for NILG and field based training.
For field level training who will bear the cost for food and accommodation of the
participants that will be negotiated with HYSAWA Fund/ LGSU by NILG. It would be
likely that, participants themselves will arrange their own food and accommodation and
they will receive Tk.200/day as allowance and lump sum Tk.300/course as transport cost
for travel to and from the training venue.
For central level training, each participant will receive Tk.300 per day as food and
accommodation allowance and lump sum Tk.1,000 as transport cost for travel to and from
Dhaka.
For Dhaka level training, NILG will arrange food and accommodation of the participants
and deducted the amount as per their rate from the allowance given the to the participants
for that purpose.
Therefore, while setting training price/unit, NILG must consider all the above factors.
In general, 20-25 participants will be invited in each batch of training. However, the
number may vary depending on situation.
Certificate will be provided to the participants after successful completion of the training
course.
43
WSSPS Phase II, LGI Capacity Building Project


Training Specialist of LGI Project will advice and assist NILG at different stages for
organizing LGI training. The Training Specialist will also oversee the training quality of
NILG and will make necessary recommendations to improve the training quality.
All the policies and guiding principles for LGI training that have mentioned above will be
revised further when the project will start its operation. NILG, Jointly with complete the
review process and finalize the policies. The finalized policies will then included in the
MOA to be signed between Danida and LGD for appointing NILG as capacity builder of
LGIs. After that, the policies cannot be changed without written consent of Danida and or
Steering Committee.
Tasks and Responsibilities of NILG for Conducting LGI Training
For LGI training, main tasks and responsibilities of NILG will be as follows:

Prepare training modules on the proposed 9 courses and other courses as per demand
from HYSAWA Fund/ LGSU during inception phase.

Promote and publicise NILG training to LGIs and HYSAWA Fund/ LGSU.

Based on demand, prepare annual training plans for LGIs.

Organise and conduct training on a recurrent basis as per training plan.

Maintain all the records and reports, expenses and income from training.

Prepare monthly and quarterly training reports and submit to LGD/NDP Office/Danida,
HYSAWA Fund/ LGSU and others concerned.

Assess effectiveness and impacts of the training and documents and share the lessons
learned with all stakeholders.
Preparation of Training Modules for LGI Training
As mentioned above, NILG will prepare all the modules on the proposed 9 courses (plus other
modules if needed based on actual demand) within first 10 months during 1 st year. All the training
modules will have two versions, except the course # 9 (training for village police), one for UP
personnel and the other one for PS personnel. This is because the structure, system and tasks and
functions of the UP and PS vary significantly.
To prepare training modules, NILG will form small teams with 2-3 faculty members, of them one
will assign as Course Coordinator. The team wills prepare the modules with the assistance from
Programme Officer and Training Officer of the LGI Project.
When the training modules will be developing, NILG will collect existing modules, visual aids and
reference materials, etc. that are available with other NGOs, government or private training
institutions and development projects and will use those if appropriate to improve the quality of
newly developing modules. This will save time and cost in module preparation.
The training modules will be prepared in Bangla, with a copy translated in English. Each training
module will be a comprehensive package containing process description or instruction for
facilitator, overheads to be used for training facilitation and handouts for participants.
NILG faculty members will receive Training of Trainers (ToT) on each of the newly prepared
modules. Respective Course Coordinator with support from LGI Project’s Programme Officer
and Training Officer will provide the ToT.
44
WSSPS Phase II, LGI Capacity Building Project
Technical Assistance (TA) to LGIs
It has been proved in many cases that TA is the most effective way to built capacity of any
institution or organisation. It ensures the transformation of training learning into action.
Therefore, provision has been made in the LGI Project for providing TA to the trained LGIs; and
the NILG faculty members will provide the TA on a demand driven approach.
The concept of TA is that the interested LGIs after receiving training on a particular subject from
NILG will place their demand to the HYSAWA Fund/ LGSU requesting they need further
assistance from NILG to improve systems, change policy procedure, prepare financial manual,
develop reporting system, writing project proposal, etc. NILG will then provide TA to the
interested LGIs after getting the request from HYSAWA Fund/ LGSU. NILG will also offer a
reasonable price to the HYSAWA Fund for the TA to the LGIs – which will be negotiated
mutually when the project will be launched.
Tasks and Responsibilities of NILG in Providing TA to LGIs
NILG will perform the following tasks and responsibilities relating to TA:

Identify most weak areas where usually TA will be needed.

Make a proposal to HYSAWA Fund/ LGSU for providing TA to the LGIs.

Prepare annual TA plan.

Provide on-site TA.

Follow up progress after TA.


Prepare TA reports and submit to HYSAWA Fund/ LGSU, LGD/NDP Office/Danida
and others concerned.
Prepare case studies, impact studies etc. on TA.
Estimation of Possible TA Demand and Process of Providing TA





It has been estimated that on average 50 - 60% LGIs may demand fro TA from NILG on
different subjects.
NILG faculty members will provide TA by going down to the field and working hand to
hand with LGI bodies.
The days required for TA will depend on the subject matter. However, in general, one
faculty member will pay two visits to each UP/PS for TA, where they may spend 3 – 5 days
in each visit.
As part of TA, NILG faculty members will provide computer training to the Secretaries
from 50 UPs and 10 PSs.
The TA plan will be developed in more detail during inception phase.
Study/Exposure Visits for LGI Personnel
There are evidences; for example, CARE BUILD project achieved better result in capacity
building of LGIs through organising study/exposure visits. Exposure visits widen the views and
ideas of the participants and inspire them to take actions in changing system and policy procedure
based on new learning from exposure visits.
45
WSSPS Phase II, LGI Capacity Building Project
Therefore, provision has also been made to organise study/exposure visits for LGI personnel as
part of capacity building. Under this mechanism, selected individuals from LGIs will be taken to
visit good performing local government institutions or other government institutions to observe
practically their tasks and functions as well as to observe activities related to WatSan, etc.
If agreed by the HYSAWA Fund/ LGSU, the provision of organising study/exposure visits for
LGI bodies will be included in the MOU where cost provision will also be mentioned clearly. All
the cost involved in organising exposure visit will bear by the HYSAWA Fund.
Study/exposure visits will be organised inside the country in separate or as integral part of training
courses. Chairman and members will be the main target participants for study/exposure visits. In
general, study/exposure visit will be organised in small groups; and 10 – 15 individuals will be
included in a group, where 10 – 12 visits or more may be organised in a year. Duration of a
study/exposure visit will not be more than 5 days excluding travel time. NILG will prepare detail
study visit plan in each quarter based on demand from HYSAWA Fund/ LGSU.
Each participant, who will participate in the visit, will prepare a report on the exposure visit
describing what s/he has learnt and how the learning will be applied in his/her own context.
Documenting Lessons Learned and Best Practices
If NILG is awarded with LGI capacity building under HYSAWA Fund areas, then NILG’s
mandate is to some action researches and document the lessons learned and best practices from
LGIs capacity building including case studies, and accordingly conduct seminars, workshops,
conferences etc. on the findings as a part of policy advocacy in favour of greater devaluation of
administrative authority and financial resources to LGIs. For wider dissemination of lessons
learned and best practices to the sector participants, NILG will publish journal, special reports,
newspaper articles, etc. on a regular basis.
NILG will organise up to two national level seminars and conferences or workshops each year
from the 2nd year of the project implementation on LGI capacity building and WatSan issues
based on lessons learned, research and impact studies as part of the wider dissemination process.
46
WSSPS Phase II, LGI Capacity Building Project
Annex-4:
An Overview of the LGI Training Courses
47
WSSPS Phase II, LGI Capacity Building Project
Annex– 4
An Overview of the LGI Training Courses
 Based on needs assessment finding, 9 different training courses have been identified appropriate
for capacity building LGIs (UPs and PSs) on core tasks and functions and cross cutting issues in
the HYSAWA Fund working areas.
 It is not mandatory that all the 9 courses will be implemented. During inception phase, the
HYSAWA Fund/ LGSU will identify the actual training needs of LGIs with support from NILG
and Programme Officer of LGI Project.
 At that stage, some of the proposed courses may be dropped and some new courses may be
added to the list of training to LGIs.
 Detail modules will be produced on each of the proposed courses during inception phase.
 Following is a short overview on each of the proposed training courses highlighting the central
theme which will guide NILG faculty members in developing detail training modules during
inception phase.
Course # 1: Human Rights, Gender and Good Governance of LGIs
Target participants: Chairmen and Members/Commissioners of UPs and PSs
Course duration: 4 days (proposed)
Theme: Most of the LGI personnel and other associates are not familiar about concept of human rights, gender and good
governance. They are not adequately aware about how the human rights, gender and good governance issues are related to
LGIs tasks and functions and what role they can play in this regard especially in regard to WatSan. This course will thus
introduce participants to the concept and importance of human rights, gender and good governance in every sphere of
LGIs tasks and functions. The course will especially explain the importance of upholding gender, human rights and good
governance by LGIs when implementing development projects on safe water supply, sanitation and hygiene promotion.
Broad Objective: Develop knowledge, insights and positive attitude of the LGI personnel about human rights, gender and
good governance and motivate them to apply the concepts within their scope. A further objective is that the trained
participants will take initiatives to make the LGIs as a gender sensitive and transparent institution that plays proactive roles
in protecting human rights and contribute positively in eliminating gender discrimination from the society.
Methods: Case studies, role-plays, group discussion plus other participatory methods.
Course # 2: Administrative Structure and Core Tasks and Functions of LGIs
Target participants: UP: Chairmen, Members and Secretaries.
PS: Chairmen, Commissioners, Chief Executive Officers, Admin Officers, Accountants, Tax Collectors, Executive
Engineers, Water Supply staff and Sanitation staff.
Course duration: 3 days (proposed)
Theme: Many of the LGI personnel and appointed staff are not adequately knowledgeable and aware about the
administrative structure and systems and the core tasks and functions of LGIs. This training course is thus aiming to
develop in-depth knowledge and understanding of the targeted participants about the administrative structure, systems and
main functions of LGIs. It will introduce modern tools and techniques for effective and efficient management of LGIs. In
this course, good governance, gender and human rights will be discussed with the participants.
Objective: Develop understanding and skills of the participants about administrative structure and functions of LGIs and
make them responsive to perform their role and responsibilities properly in order to improve accountability and
transparency of LGIs.
Methods: Participatory methods such as group discussion, simulation game, case studies, role-play, etc. will be used in
facilitating the course.
48
WSSPS Phase II, LGI Capacity Building Project
Course # 3: Improving Public Relations and Office Management of LGIs
Target participants: UP: Secretaries
PS: Chief Executive Officers, Admin Officers, Accountants and Tax Collectors
Course duration: 3 days (proposed)
Theme: Public dealings and office management of many LGIs have been reported very weak. Through this training course,
an effort will be made to improve public relationship and office management system of LGIs so that all people have equal
access to LGI services and are equally treated.
Objective: Develop knowledge, skills and attitude of the participants on effective and efficient public dealings and office
management, and introduce various tools and techniques to the targeted LGIs related to office management.
Methods: Role-play, simulation game, group discussion, case studies, etc. will be used as methods for facilitating various
sessions of this course.
Course # 4: Bangladesh WatSan Sector Policies and Objectives and Roles of LGIs in
WatSan and Hygiene Promotion
Target participants: UP: Chairmen, Members, Secretaries and WatSan Committee Members
PS: Chairmen, Commissioners and Executive Engineers.
Course duration: 3 days (proposed)
Theme: Knowledge and understanding of the LGI personnel and associate others have been found very limited on wider
national development issues. They are hardly familiar to MDGs, PRSP, WatSan sector polices and role LGIs in WatSan and
Hygiene promotion This course will, therefore, be introduced to orient LGI personnel about global and national
perspectives of WatSan issues and the country policies and strategies in ensuring WatSan services and hygiene promotion to
the community people, especially to the poor and the poorest. Issues of gender, human rights and accountability of LGIs
will also be discussed in this course.
Objective: Develop knowledge and understanding of the LGI personnel on MDGs, RPSR, Bangladesh WatSan polices,
strategies, etc. so that they can identify their position and role and responsibilities in the sector, identify limitations and
barriers they face in authority and financial areas to perform their role and responsibilities and take proactive roles to
overcome barriers through negotiation with govt. and policy makers.
Methods: Group discussion, group reading, case studies, etc.
Course # 5: Project Design and Proposal Writing
Target participants: UP: Chairmen, Members and Secretaries
PS: Chairmen, Commissioners, Executive Engineers, Water Supply Staff and Sanitation Staff
Course duration: 4 days (proposed)
Theme: Under the HYSAWA Fund, LGIs need to formulate and design various WatSan projects from their own initiative
to get funds from this project. But the LGI personnel are not familiar with participatory project design processes like need
assessment, problem analysis, stakeholder analysis, intervention selection, etc. LGIs also lack of skills of writing project
proposals. This training course is, therefore, aimed to develop knowledge and skills of the participants in project design and
proposal writing with special focus on WatSan.
Objective: Introduce LGI personnel to the participatory project design tools and techniques and develop their skills on
writing development project proposals.
Methods: Group work, study circle, discussion and analysis, PowerPoint presentation, etc.
49
WSSPS Phase II, LGI Capacity Building Project
Course # 6: Local Resource Mobilisation and Fund Raising and the Concept of
Community Participation and Monitoring of LGI Activities.
Target participants: UP: Chairmen, Members, Secretaries and WatSan Committee Members
PS: Chairmen, Commissioners and Executive Engineers
Course duration: 4 days (proposed)
Theme: Top down planning is an inherent practice of LGIs. As a result, community participation and their needs and
priorities have been remained undermined at all level of LGI activities. Through this training course, tools and techniques
on local resource mobilization and fund raising will be introduced to the participants. The course will discuss about tax
issues and the strengths and weaknesses of the tax collection systems of LGIs. From this course, participants will also learn
the importance and techniques of involving community people in planning, organizing and monitoring of LGI activities to
improve honesty, transparency and accountability.
Objective: Introduce participants to the tools and techniques used in participatory planning and local fundraising and
resources mobilization for providing development services from LGIs.
Methods: Training will be conducted applying participatory methods such as group discussion, case studies, study visits,
etc.
Course # 7: Financial Planning and Management of LGIs
Target participants: UP: Chairmen, Members and Secretaries
PS: Chairman Commissioners, Accountants, Tax Collectors and Water Supply Staff and Sanitation Staff
Course duration: 4 days (proposed)
Theme: Financial planning and management was also identified as one of the core functional areas where LGIs have been
showing poor performance for long time. This training course will thus aim to improve transparency and accountability of
LGIs in financial planning and management through introducing appropriate tools and techniques.
Objective: Develop knowledge and skills of the participants in financial planning and management using appropriate tools
and techniques.
Methods: Training will be conducted applying participatory methods such as group discussion, case studies, study visits,
etc.
Course # 8: Bidding, Tendering and Contract Management
Target participants: UP: Chairmen, Members, Secretaries and WatSan Committee Members
PS: Chairmen, Commissioners, Chief Executive Officers, Executive Engineers, Accountants, Water Supply and Sanitation
Staff
Course duration: 3 days (proposed)
Theme: LGIs used to procure various services from outside organizations, and the function will be increased further under
HYSAWA Fund as the project will provide funding support to the targeted LGIs for implementation of WatSan projects.
But historically the LGIs have been found not efficient and transparent in procuring goods and services. In this area, LGIs’
capacity should be improve further through introducing proper system and policy procedure. This training course will
discuss about transparent bidding and tendering systems, how to deal with contractors and vendors, and manage them for
timely completion of the assigned work with quality.
Objective: Introduce participants with modern tools and techniques of bidding and tendering system, enable them to gain
knowledge, information and skill in dealing with contractors, vendors etc.
Methods: Group Discussion, Study circles, Case Studies, etc. participatory methods will be used in conducting the training.
50
WSSPS Phase II, LGI Capacity Building Project
Course # 9: Duties and Responsibilities of Village Police
Target participants: UP: Village police
Course duration: 2 days (proposed)
Theme: Village police perform responsible duties in collecting and delivering messages, helping community people to get
access to UP information and services, look after equipment and fixed assets etc. However, they have no formal training on
their job responsibilities. This course aims to develop a clear understanding among the village police about their tasks and
responsibilities, and enable them to realize the importance of their tasks and duties to determine overall performance of
UPs.
Objective: Improve awareness, responsiveness and motivation of the Village Police.
Methods: Group Discussion, role-play, etc.
51
WSSPS Phase II, LGI Capacity Building Project
Annex-5:
Organogram of WSSPS II Structure
52
WSSPS Phase II, LGI Capacity Building Project
Annex 5
53
WSSPS Phase II, LGI Capacity Building Project
Annex-6:
Organogram of LGI Project
54
WSSPS Phase II, LGI Capacity Building Project
Annex 6
Organogram of LGI Project
(Showing Coordination, Fund flow and Capacity Building Relationship of LGI Project (NILG)
within WSSPS II Structure)
EoD/Danida
Steering Committee
WSSPS II
National Programme Director
(NPD) WSSPS II
HYSAWA Fund
LGSU
LGI Project
NILG
ITN Project
NGOF Project
UPs & PSs
Coordination
Fund Flow
Capacity Building of NILG
Core Capacity Building of LGIs
55
WSSPS Phase II, LGI Capacity Building Project
Annex-7:
Organogram of LGI Project Staff
56
WSSPS Phase II, LGI Capacity Building Project
Annex 7
Organogram of LGI Project Staff
Reporting Line
Coordinating Line
LGI Project’s Staff
Project Director
LGI Project
Training
Specialist (1)
Programme Officer
LGI Project
Monitoring Specialist
(1)
Admin Officer
(1)
Notes:
1. All the LGI Project staff including Programme Officer will be stationed at NILG.
2. LGI Project staff will be reportable to LGI Project Director (who is the Director General of
NILG).
3. Programme Officer of LGI Project will be reportable to NPD/SPS II Sector Advisor in NPD
Office.
4. Budget for 3 LGI Project staff included under NILG budget, where the budget for Programme
Officer will be included under WSSPS II Programme Budget.
57
WSSPS Phase II, LGI Capacity Building Project
Annex-8:
Organogram of NILG Faculty in the Project
58
WSSPS Phase II, LGI Capacity Building Project
Annex– 8
Organogram Showing NILG Faculty Members’ and LGI Project Staff’s Involvement in
LGI Capacity Building Training and TA
Reporting Line
Coordination Line
WSSPS II
Steering Committee
WSSPS II
NPD
Director General, NILG
&
Project Director
Programme Officer
LGI Project
LGI Project
UPs
HYSAWA Fund
SPs
LGI Project Staff
1 Training Specialist
1 Monitoring Specialist
1 Admin Officer
Jamshed Ahmed
Director, Training and Administration
NILG
&
Contact Person
from NILG for LGI Training and TA
Serajul Hossain
Deputy Director, NILG
Coordinating Officer for
Abdul Awal Khan
Deputy Director, NILG
Coordinating Officer for
Ajharul Islam
Deputy Director, NILG
Coordinating Officer for
Syeedul Huq
Deputy Director, NILG
Coordinating Officer for
LGI Training and TA in
Nokhali, Lakshmipur and Feni Districts
LGI Training and TA in Rajshahi,
Chapai and Naogaon Districts
LGI Training and TA in Barisal and
Jhalokhati Districts
LGI Training and TA in
Patuakhli, Baguna & Perojpur Districts
Md. Abul Hashem
Research Officer, NILG
Md. Mazharul Islam
Research Officer, NILG
Md. Shah Nazimud-Doula
Research Officer, NILG
Mostaque A Khondaker
Research Officer, NILG
(Involved on full time basis)
(Involved on full time basis)
(Involved on full time basis)
(Involved on full time basis)
Involved on fulltime basis
For LGI Training and TA
Md. Mainul Hossain
Asst. Research Officer, NILG
Involved on fulltime basis
For LGI Training and TA
Md. Mobibur Rahman
Asst. Research Officer, NILG
(Involved on part time basis)
(Involved on part time basis)
Involved on fulltime basis
For
LGI Training
and TA
Muhammed
Mukabber
Director (Res. & Plan), NILG
(Involved on part time basis)
Involved on fulltime basis
For LGI Training and TA
Md. Abul Hashem
Research Officer, NILG
(Involved on part time basis)
Monira Parvin
Asst. Research Officer, NILG
Jherina Mursheda Ahmed
Asst. Research Officer, NILG
Md. Rezaul Islam
Asst. Research Officer, NILG
(Involved on part time basis)
(Involved on part time basis)
(Involved on part time basis)
59
WSSPS Phase II, LGI Capacity Building Project
Annex-9:
Job Descriptions
60
WSSPS Phase II, LGI Capacity Building Project
Job Title: Programme Officer
Job Summary:
Responsible for maintaining a high professional level of quality in the
implementation of LGI Project. Assist the Project Director (PD) in
implementation of capacity building of NILG and in turn providing capacity
building services to LGIs by NILG after getting contract from HYSAWA
Fund/ LGSU. S/he will play coordination roles between LGI Project and
HYSAWA Fund/ LGSU and will act as counter signatory of the NILG
capacity building fund and ensure that Danida’s rules and regulations are
followed on the LGI Project.
Organisational Relationships:
Reports to:
NPD/SPS Advisor (in NPD Office) and Director General NILG (PD)
Supervises:
None
Coordinates: NILG, LGI Project staff, HYSAWA Fund/ LGSU
Liases with:
LGIs, NGOF, ITN and others associated with WSSPS II Programme.
Major Job Responsibilities:
1. In cooperation with the PD plan and organise the LGI Project as per project document
at the inception phase.
2. Assist PD and NILG staff in identifying training needs for capacity building of NILG
faculty members.
3. Assist PD and NILG staff in identifying training institutions and contract out potential
institutions to provide training to the NILG faculty members.
4. Assist PD and NILG staff to arrange study/exposure visits for the NILG faculty
members.
5. Assist PD and NILG staff in procurement of hardware support to NILG to improve
training facilities.
6. Assist PD in establishing the contract between NILG and HYSAWA Fund/ LGSU for
capacity building of LGIs.
7. Assist NILG in preparing strategy and plan for capacity building training and TA to
LGIs.
8. Ensure quality-training programmes are implementing by NILG to LGIs.
9. In cooperation with the PD ensure timely preparation and submission of all reports
(activity and financial reports), budgets and work plans by NILG.
10. Ensure documentation of the lessons learned and best practices from capacity building
of LGIs and take initiatives for wider dissemination of the lessons learned and best
practices.
11. As counter signatory of the fund to NILG, ensure proper use and management of
financial inputs of the LGI Project and ensure that Danida’s rules and regulations are
followed.
Qualification:
1.
Masters degree in social science, development management or business administration.
61
WSSPS Phase II, LGI Capacity Building Project
2.
3.
4.
5.
At least 8 years experience in development work, preferably in local government
capacity building.
Strong leadership and management skills in implementing multi-party development
projects.
Excellent written and spoken English.
Strong computer skills especially in word processing, spreadsheet and PowerPoint
presentation.
62
WSSPS Phase II, LGI Capacity Building Project
Job Title: Training Specialist
Job Summary:
Responsible for organising training and study visits for NILG faculty
members as part of their capacity building, and preparation of high quality
training programme by NILG for LGIs and coordinate organisation and
implementation of training and study/exposure visits for LGI personnel by
NILG after getting contract from HYSAWA Fund/ LGSU.
Organisational Relationships:
Reports to:
Director General NILG and Project Director of LGI Project.
Supervises:
None
Coordinates: NILG faculty members, HYSAWA Fund/ LGSU, LGI Project’s Monitoring
Specialist,
Liases with:
NGOF, ITN and others.
Major Job Responsibilities:
1.
Identify capacity building needs of NILG faculty members considering their role and
responsibility in LGIs capacity building in HYSAWA Fund.
2. Formulate strategy and organise training and study/exposure visits for NILG faculty
member to develop their capacity.
3. Guide and assist NILG faculty members involved with capacity building training and
TA to LGIs in preparing training modules.
4. Assist PD and Programme Officer in establishing contract between NILG and
HYSAWA Fund/ LGSU for capacity building of LGIs in their working areas.
5. Assist NILG in developing strategy and plan for training, TA and study/exposure
visits for LGI personnel.
6. Coordinate overall training and TA activities of the LGI Project and ensure quality and
timely progress of the training and TA plan.
7. Ensure time preparation of training and TA reports by NILG and their distribution to
all concerned of the WSSPS II Programme.
8. Conduct clients’ satisfactions survey about training and TA provided by NILG.
9. Document the lessons learned and best practices in LGI capacity building.
10. Assist Programme Officer in organising national level seminars, conferences and
workshops on various thematic issues including lessons learned and best practices.
11. Maintain records and reports related to training, TA and exposure visits under LGI
Project.
12. Maintain close collaboration with all the participating organizations.
Qualification:
1.
2.
Masters degree in social science, development management or business administration.
At least 8 years experience in development work, preferably in training on local
government and NGO capacity building.
63
WSSPS Phase II, LGI Capacity Building Project
3.
4.
5.
Strong skills in training need assessment, curriculum design, material development and
training impact evaluation.
Excellent written and spoken English.
Strong computer skills especially in word processing, spreadsheet and PowerPoint
presentation.
64
WSSPS Phase II, LGI Capacity Building Project
Job Title: Monitoring Specialist
Job Summary:
Responsible for overall monitoring of LGI Project activities and assessments
and evaluations of the activities. S/he will also be responsible for overall
quality control of capacity building services of NILG to LGIs.
Organisational Relationships:
Reports to:
Director General NILG and Project Director of LGI Project
Supervises:
None
Coordinates: MEI Wing, NILG Faculties, HYSAWA Fund/ LGSU, UPs and PSs and Training
Specialist
Liases with:
NGOF, ITN and others
Major Job Responsibilities:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Develop monitoring and evaluation system for the LGI Project in cooperation with
MEI Wing.
Develop necessary formats and tools for monitoring and reporting on different
activities under the LGI Project and orient NILG and other staff of the project
accordingly.
In cooperation with MEI Wing assist NILG in preparing baseline for the selected
UPs and PSs.
Ensure timely progress of the training and TA plan of NILG.
Monitor quality of training and TA provided by NILG.
Conduct special studies on effectiveness of NILG’s training and TA.
Prepare all monitoring and assessment reports of the Project.
Prepare case studies and document the lessons learned from capacity building of
LGIs.
Arrange various periodic assessment and evaluation of the Project.
Assist Programme Officer in organising national level seminars, workshops, and
conferences.
Maintain close collaboration with all the participating organisations.
Qualification:
1.
2.
3.
4.
5.
Masters degree in social science, development management or business administration.
At least 8 years experience in development work, preferably in monitoring and
evaluation of capacity building activities of NGOs and local government institutions.
Strong skills in M&E system design and participatory monitoring and evaluation
techniques.
Excellent written and spoken English.
Strong computer skills especially in spreadsheet analysis.
65
WSSPS Phase II, LGI Capacity Building Project
Annex-10:
Detailed Budget
66
WSSPS Phase II, LGI Capacity Building Project
Activity Budget in DKK
Ref no
Objectives/ Output/ Activities
Immediate
Objective
Strengthen the capacity of NILG in order to build capacity of LGIs in providing
responsive and effective WSS services to the community people
Output 1
Improved knowledge and skills of the NILG faculty members
0
1,007,500
0
1,007,500
1.1
Conduction of needs assessment for NILG faculty members
0
27,500
0
27,500
1.2
Preparation of training and exposure visit plan
0
6,500
0
6,500
1.3
Identifycation of training providing institutions
0
19,500
0
19,500
1.4
Organizing training for NILG faculty members
0
417,500
0
417,500
1.5
Organizing exposure visits for NILG faculty members
0
400,000
0
400,000
1.6
Meeting, sharing sessions and workshops on NILG capaicty building
0
50,000
0
50,000
1.7
Preparation of various reporting formats
0
6,500
0
6,500
1.8
Monitoring of application/use of training and exposure visits learning
0
80,000
0
80,000
Output 2
Improved physical facilities of NILG for conducting high quality participatory
training
Procurement of training equipment, furniture fixture, vehicle, E-mail and Internet system,
etc.
575,000
125,000
0
700,000
575,000
125,000
0
700,000
0
335,050
100,000
435,050
0
5,050
0
5,050
2.1
Output 3
Danida Budgets (DKK)
Capital
Investments
Recurrent
Cost
TA
Total
3.1
Improved knowledge, skills and attitudes of the LGI personnel on core tasks and
functions of LGIs
Singing MOU between NILG and Danida/SPS Office.
3.2
Preparation of training modules for LGI training.
0
310,000
0
310,000
3.3
Develop annual plan for LGIs enrollment. (Not budgeted)
0
0
0
0
3.4
Organize orientation for the selected UPs and PSs (Not budgeted).
0
0
0
0
3.5
Develop training and exposure visit plan for LGI personnel. (Not budgeted)
0
0
0
0
3.6
Conduct training for LGIs (not budgeted under LGI Project)
0
0
0
0
3.7
Organize exposure visits (not budgeted under LGI Project)
0
0
0
0
3.8
Preparation of training and exposure visit reports. (Not budgeted)
0
0
0
0
3.9
Monitoring of training quality and conduct clients' surveys.
0
20,000
100,000
120,000
Output 4
Improved systems and policy procedures in LGIs
0
127,000
100,000
227,000
4.1
Preparation of annual/quarterly TA plans (Not budgeted)
0
0
0
0
4.2
0
0
0
0
4.3
Provide TA to the interested UPs and PSs (Not budgeted)
M&E of positive changes LGIs systems and policy procedure. (Not budgeted)
0
0
0
0
4.4
Preparation of TA and other activity reports. (Not budgeted)
0
0
0
0
4.5
Preparation of case studies
0
11,000
50,000
61,000
4.6
Documentation of lessons learned on TA.
Organization of lessons learned and experience sharing sessions.
0
11,000
50,000
61,000
4.7
0
105,000
0
105,000
Output 5
Documentation and dissemination of lessons learned
100,000
399,500
570,000
1,069,500
5.1
Documentation of sector lessons learned on LGI capacity building
0
45,000
100,000
145,000
5.2
Conduct special studies
0
37,500
100,000
137,500
5.3
Sharing of sector lessons learned, study findings, case studies, etc.
0
125,000
0
125,000
5.4
Organize issue-based workshops, seminars, conferences, etc.
0
60,000
0
60,000
5.5
Publish journal/newsletter/research reports, etc. on LGI capacity building
0
112,000
0
112,000
5.6
Organize reviews/evaluation of the LGI Project
100,000
20,000
370,000
490,000
6.
Project Administration and Management
94,350
1,354,500
100,000
1,548,850
6.1
Recruitment of LGI Project Staff
0
40,000
0
40,000
6.2
Programme Officer's Salary and Benefits (Budgeted under NDP Office)
0
0
0
0
6.3
Training Specialist's Salary and Benefits (70,000x14 months x 3 years)
0
294,000
0
294,000
6.4
Monitoring Specialist's Salary and Benefits (70,000 x 14 months x 5 years)
0
490,000
0
490,000
6.5
Admin Officer's Salary and Benefits (25,000 x 14 months x 5 years)
0
175,000
0
175,000
6.6
Set up office for LGI Project Staff with furniture, fixture and equipment.
94,350
77,000
0
171,350
6.7
Organize training, workshop, study visits, etc. for LGI Project staff
0
175,000
0
175,000
6.8
Performance appraisal of LGI Project staff.
0
50,000
0
50,000
6.9
Prepare annual/quarterly budget and financial reports of the LGI Project
0
25,000
0
25,000
6.10
Arrange audits
0
28,500
100,000
128,500
769,350
3,348,550
870,000
4,987,900
Total
Notes:
1. List of Equipment, Furniture fixture, vehicle, etc. to be procured for NILG has been provided in Annex 2.
GoB will cover CD/VAT for equipment and vehicle estimated at approximately BDT 700,000.2.
List of Staff that will be recruited under the LGI Project shown in Annex – 2. The salary of the Programme
Officer is not budgeted under LGI Project Budget as he/she will be budgeted under NDP Office.
3.
Budget for LGI capacity building is not included under LGI Project, since it has been agreed to HYSAWA
Fund/ LGSU will include the budget and the NILG will have access to this fund through capacity building of
LGIs within the working areas of HYSAWA Fund.
67
WSSPS Phase II, LGI Capacity Building Project
Annual Budgets per Activity
Ref no
Objectives/ Output/ Activities
Immediate
Objective
Strengthen the capacity of NILG in order to build capacity of LGIs in providing
responsive and effective WSS services to the community people
Output 1
Improved knowledge and skills of the NILG faculty members
1.1
1.2
Annual Danida Budgets (DKK)
2006
2007
2008
2009
2010
313,275
178,775
158,225
179,100
178,125
Conduction of needs assessment for NILG faculty members
5,500
5,500
5,500
5,500
5,500
Preparation of training and exposure visit plan
1,300
1,625
1,300
1,300
975
1.3
Identifycation of training providing institutions
3,900
3,900
3,900
3,900
3,900
1.4
Organizing training for NILG faculty members
1.5
Organizing exposure visits for NILG faculty members
1.6
Meeting, sharing sessions and workshops on NILG capaicty building
1.7
Preparation of various reporting formats
1.8
Monitoring of application/use of training and exposure visits learning
Output 2
Improved physical facilities of NILG for conducting high quality participatory
training
Procurement of training equipment, furniture fixture, vehicle, E-mail and Internet system,
etc.
2.1
Output 3
271,375
41,750
20,875
41,750
41,750
0
100,000
100,000
100,000
100,000
10,000
10,000
10,000
10,000
10,000
5,200
0
650
650
0
16,000
16,000
16,000
16,000
16,000
630,000
0
35,000
35,000
0
630,000
0
35,000
35,000
0
290,050
24,000
63,500
45,500
12,000
5,050
0
0
0
0
279,000
0
15,500
15,500
0
3.1
Improved knowledge, skills and attitudes of the LGI personnel on core tasks and
functions of LGIs
Singing MOU between NILG and Danida/SPS Office.
3.2
Preparation of training modules for LGI training.
3.3
Develop annual plan for LGIs enrollment. (Not budgeted)
0
0
0
0
0
3.4
Organize orientation for the selected UPs and PSs (Not budgeted).
0
0
0
0
0
3.5
Develop training and exposure visit plan for LGI personnel. (Not budgeted)
0
0
0
0
0
3.6
Conduct training for LGIs (not budgeted under LGI Project)
0
0
0
0
0
3.7
Organize exposure visits (not budgeted under LGI Project)
0
0
0
0
0
3.8
Preparation of training and exposure visit reports. (Not budgeted)
0
0
0
0
0
3.9
Monitoring of training quality and conduct clients' surveys.
6,000
24,000
48,000
30,000
12,000
Output 4
Improved systems and policy procedures in LGIs
0
56,750
65,050
65,050
40,150
4.1
Preparation of annual/quarterly TA plans (Not budgeted)
0
0
0
0
0
4.2
0
0
0
0
0
4.3
Provide TA to the interested UPs and PSs (Not budgeted)
M&E of positive changes LGIs systems and policy procedure. (Not budgeted)
0
0
0
0
0
4.4
Preparation of TA and other activity reports. (Not budgeted)
0
0
0
0
0
4.5
Preparation of case studies
0
15,250
18,300
18,300
9,150
4.6
Documentation of lessons learned on TA.
Organization of lessons learned and experience sharing sessions.
0
15,250
15,250
15,250
15,250
4.7
0
26,250
31,500
31,500
15,750
Output 5
Documentation and dissemination of lessons learned
11,200
160,000
390,775
151,375
356,150
5.1
Documentation of sector lessons learned on LGI capacity building
0
36,250
36,250
36,250
36,250
5.2
Conduct special studies
0
49,500
31,625
31,625
24,750
5.3
Sharing of sector lessons learned, study findings, case studies, etc.
0
31,250
37,500
37,500
18,750
5.4
Organize issue-based workshops, seminars, conferences, etc.
0
15,000
18,000
18,000
9,000
5.5
Publish journal/newsletter/research reports, etc. on LGI capacity building
11,200
28,000
22,400
28,000
22,400
5.6
Organize reviews/evaluation of the LGI Project
6.
Project Administration and Management
6.1
Recruitment of LGI Project Staff
6.2
Programme Officer's Salary and Benefits (Budgeted under NDP Office)
6.3
0
0
245,000
0
245,000
453,148
276,068
276,068
276,068
267,500
40,000
0
0
0
0
0
0
0
0
0
Training Specialist's Salary and Benefits (70,000x14 months x 3 years)
58,800
58,800
58,800
58,800
58,800
6.4
Monitoring Specialist's Salary and Benefits (70,000 x 14 months x 5 years)
98,000
98,000
98,000
98,000
98,000
6.5
Admin Officer's Salary and Benefits (25,000 x 14 months x 5 years)
35,000
35,000
35,000
35,000
35,000
6.6
Set up office for LGI Project Staff with furniture, fixture and equipment.
145,648
8,568
8,568
8,568
0
6.7
Organize training, workshop, study visits, etc. for LGI Project staff
35,000
35,000
35,000
35,000
35,000
6.8
Performance appraisal of LGI Project staff.
10,000
10,000
10,000
10,000
10,000
6.9
Prepare annual/quarterly budget and financial reports of the LGI Project
5,000
5,000
5,000
5,000
5,000
6.10
Arrange audits
25,700
25,700
25,700
25,700
25,700
1,697,673
695,593
988,618
752,093
853,925
Total
68
WSSPS Phase II, LGI Capacity Building Project
Ref no
Objectives/ Output/ Activities
Immediate
Objective
Strengthen the capacity of NILG in order to build capacity of LGIs in providing
responsive and effective WSS services to the community people
Output 1
Improved knowledge and skills of the NILG faculty members
1.1
Conduction of needs assessment for NILG faculty members
1.2
Preparation of training and exposure visit plan
1.3
Identifycation of training providing institutions
1.4
Organizing training for NILG faculty members
1.5
Organizing exposure visits for NILG faculty members
1.6
Meeting, sharing sessions and workshops on NILG capaicty building
1.7
Preparation of various reporting formats
1.8
Monitoring of application/use of training and exposure visits learning
Output 2
Improved physical facilities of NILG for conducting high quality participatory
training
Procurement of training equipment, furniture fixture, vehicle, E-mail and Internet system,
etc.
2.1
Output 3
Activity Plan
3.1
Improved knowledge, skills and attitudes of the LGI personnel on core tasks and
functions of LGIs
Singing MOU between NILG and Danida/SPS Office.
3.2
Preparation of training modules for LGI training.
3.3
Develop annual plan for LGIs enrollment. (Not budgeted)
3.4
Organize orientation for the selected UPs and PSs (Not budgeted).
3.5
Develop training and exposure visit plan for LGI personnel. (Not budgeted)
3.6
Conduct training for LGIs (not budgeted under LGI Project)
3.7
Organize exposure visits (not budgeted under LGI Project)
3.8
Preparation of training and exposure visit reports. (Not budgeted)
3.9
Monitoring of training quality and conduct clients' surveys.
Output 4
Improved systems and policy procedures in LGIs
4.1
Preparation of annual/quarterly TA plans (Not budgeted)
4.2
4.3
Provide TA to the interested UPs and PSs (Not budgeted)
M&E of positive changes LGIs systems and policy procedure. (Not budgeted)
4.4
Preparation of TA and other activity reports. (Not budgeted)
4.5
Preparation of case studies
4.6
4.7
Documentation of lessons learned on TA.
Organization of lessons learned and experience sharing sessions.
Output 5
Documentation and dissemination of lessons learned
5.1
Documentation of sector lessons learned on LGI capacity building
5.2
Conduct special studies
5.3
Sharing of sector lessons learned, study findings, case studies, etc.
5.4
Organize issue-based workshops, seminars, conferences, etc.
5.5
Publish journal/newsletter/research reports, etc. on LGI capacity building
5.6
Organize reviews/evaluation of the LGI Project
6.
Project Administration and Management
6.1
Recruitment of LGI Project Staff
6.2
Programme Officer's Salary and Benefits (Budgeted under NDP Office)
6.3
Training Specialist's Salary and Benefits (70,000x14 months x 3 years)
6.4
Monitoring Specialist's Salary and Benefits (70,000 x 14 months x 5 years)
6.5
Admin Officer's Salary and Benefits (25,000 x 14 months x 5 years)
6.6
Set up office for LGI Project Staff with furniture, fixture and equipment.
6.7
Organize training, workshop, study visits, etc. for LGI Project staff
6.8
Performance appraisal of LGI Project staff.
6.9
Prepare annual/quarterly budget and financial reports of the LGI Project
6.10
Arrange audits
Preliminary Activity Plan:
69
JanJun
06
JulDec
06
JanJun
07
JulDec
07
JanJun
08
JulDec
08
JanJun
09
JulDec
09
JanJun
10
JulDec
10