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Transcript of Lict operations manual-final
Leveraging ICT for Growth, Employment
and Governance Project
ii
Leveraging ICT for Growth, Employment and Governance Project (IDA Credit : 5025-BD)
Operational Manual
December 2013
Bangladesh Computer Council
Ministry of Information and Communication Technology Government of the People’s Republic of Bangladesh
iii
Table of Contents
Table of Contents ........................................................................................................................ iii
Abbreviations and Acronyms .................................................................................................... vii
Preface......................................................................................................................................... ix
1.0 Introduction ...................................................................................................................... 1
2.0 Project Background ........................................................................................................... 1
3.0 Linkages ............................................................................................................................ 2
4.0 Objectives ......................................................................................................................... 3
5.0 Project Component Design ............................................................................................... 3
6.0 Administrative Arrangements For Project Management ....................................................... 5
7.0 Results Framework (UPDATED) ................................................................................... 18
8.0 Component 1: IT/ITES Industry Development............................................................... 20
IT/ITES Industry Development ............................................................................................. 20
8.3 Component Activities & Methodology ....................................................................... 20
a) Top-up IT Training Program: .................................................................................. 20
b) ITES/BPO Foundation Skills Program: ................................................................... 20
c) Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment: ........ 20
d) Middle Management Training for IT/ITES Companies: ......................................... 21
e) Company Certification: ........................................................................................... 21
f) Strategic Planning and Statistics Gathering for IT/ITES industry: ............................. 21
g) IT/ITES Industry Promotion Services on Marketing and Communication: ............ 21
h) Market Intelligence Services on IT/ITES (IT/ITES Industry Promotion Services on
Business Development for Bangladesh): ........................................................................... 21
i) Improving Global Ranking of Bangladesh for IT/ITES: ............................................ 21
j) Outreach Program for Youth and Woman: ................................................................. 21
9.0 Grants Management ........................................................................................................ 22
9.1 The Fast Track Future Leaders (FTFL)....................................................................... 22
9.2 The key features of the program are: .......................................................................... 22
9.3 Issues of IT/ITES Industry Development Operations ................................................. 22
Some Identified Issues and Challenges .............................................................................. 22
10.0 Component-2: e-Governance ......................................................................................... 23
10.1 e-Governance Foundations ...................................................................................... 23
10.2 Component Activities & Methodology ................................................................... 24
a) Develop National Enterprise Architecture: ............................................................. 24
b) Develop Information Security Governance and Structure: ..................................... 24
iv
c) Capacity Building on e-Government for the Public Administration: ...................... 25
d) Computer Incident Response Team (CIRT): ........................................................... 25
11.0 Procurement .................................................................................................................... 27
Legal frame ............................................................................................................................ 27
12.0 Procurement of Goods and non-consulting services ....................................................... 27
13.0 International Competitive Bidding (ICB) ....................................................................... 28
14.0 National Competitive Bidding (NCB) ............................................................................ 28
15.0 National Shopping (NS) .................................................................................................. 28
16.0 Direct Contracting (DC) ................................................................................................. 28
17.0 Procurement of Consultants‟ services ............................................................................ 29
18.0 Single-Source Selection (SSS) ........................................................................................... 29
19.0 Selection of Individual Consultants ................................................................................ 29
20.0 Prior Review ................................................................................................................... 30
a. Goods and non-consulting service Contracts .................................................................. 30
b. Consulting services ......................................................................................................... 30
21.0 Post Review ................................................................................................................... 30
a. Goods and non-consulting service Contracts .................................................................. 30
b. Consulting services ......................................................................................................... 30
21.1 Use of Standard Documents............................................................................................ 30
22.0 Operating Costs .................................................................................................................. 30
22.2 Assessment of the BCC‟s Capacity to Implement Procurement ............................. 31
22.4 Identify procurement focal points (PFP) in BCC .................................................... 31
22.5 ICT procurement consultant .................................................................................... 31
22.6 Service of a national procurement consultant .......................................................... 31
22.7 Functional webpage for BCC with procurement related information accessible to
the public:............................................................................................................................... 31
22.8 System for handling complaints: ............................................................................. 32
22.9 Procurement Risk Mitigation Plan (PRMP): ........................................................... 32
22.10 Governance and Accountability Action Plan (GAAP): ........................................... 32
23.0 The Procurement Plan Execution System (SEPA) ......................................................... 32
Financial Management ............................................................................................................... 33
24.0 Objective ......................................................................................................................... 33
24.2 Sources and Utilization of Funds............................................................................. 33
24.3 Financial Powers...................................................................................................... 34
24.4 Internal Controls ...................................................................................................... 34
v
24.4.1 Internal controls have been designed with due regard to the following: ............. 34
24.4.2 Internal control mechanism at the Project includes the following:...................... 34
25.0 Budgeting ........................................................................................................................ 35
26.0 Basis of Accounting ........................................................................................................ 35
27.0 Financial Reportings ....................................................................................................... 35
28.0 Internal Audit .................................................................................................................. 36
29.0 External Audit ................................................................................................................. 36
30.0 Disbursement Arrangements ........................................................................................... 36
31.0 Disbursement Guidelines of the World Bank ................................................................. 36
32.0 Supporting Documentation ............................................................................................. 37
33.0 Authorized Signatures ..................................................................................................... 38
34.0 Providing Supporting Documentation for Disbursement ............................................... 38
35.0 Contracts Subject to the Bank‟s Prior Review ................................................................ 39
36.0 Transfers from Designated Accounts to Other Accounts of the Borrower ..................... 40
37.0 Supervision by World Bank FMS ................................................................................... 41
38.0 Responsibilities of Financial Management Specialist & Associates .............................. 41
38.1 Financial Management Specialist ............................................................................ 41
38.2 Accounts Associate.................................................................................................. 42
39.0 Financial Management Functions ................................................................................... 43
39.1 Procedures for Payments/Disbursements ................................................................ 43
Supporting documents etc for procurements ..................................................................... 43
Payments mode .................................................................................................................. 43
Primary Records for Payments .......................................................................................... 43
Processing for Payments .................................................................................................... 43
Delivery of Cheques/cash payments .................................................................................. 43
Cash Holding Limit............................................................................................................ 43
Stock and Fixed Assets Register ........................................................................................ 44
Bill Register ....................................................................................................................... 44
Bank Accounts and Signatories ......................................................................................... 44
Budgeting and Budgetary Control ..................................................................................... 44
Accounting Policies etc...................................................................................................... 44
Book-keeping & Accounting ............................................................................................. 45
Chart of Accounts .............................................................................................................. 45
Communication Management .................................................................................................... 46
ANNEXURE.............................................................................................................................. 47
vi
Annex 1: Project Steering Committee (PSC)............................................................................. 48
Annex 2: Project Implementation Committee (PIC) ................................................................. 49
Annex 3: Project Coordination Unit (PCU) ............................................................................... 50
Annex 4: Grants Management ................................................................................................... 51
Annex 5: LICT HRD & Grants management ADVISORY BOARD....................................... 72
Annex 6: LICT HRD & Grants management EC ..................................................................... 73
Annex 7: LICT HRD & Grants management TEP (Technical Experts Panel) .......................... 74
Annex 8: Submission Guideline ................................................................................................ 75
Annex 9: HRD Grants Application form ................................................................................... 76
Annex 10 : Administrative Checklist ......................................................................................... 78
Annex 11 : LICT GIC Report to EC .......................................................................................... 79
Annex 12: Successful Application Note ................................................................................... 80
Annex 13: Standard Contract ..................................................................................................... 81
Annex 14 : Procurement Performance Monitoring Indicators ................................................. 85
Annex-15: Procurement Risk Mitigation Plan .......................................................................... 88
Annex 16: Governance and Accountability Action Plan (GAAP) ............................................ 90
Annex 17: Procurement Plan ..................................................................................................... 96
Annex 18: Form of Financial Reports for the World Bank ....................................................... 94
Annex 19 : Form of Project Financial Statement for C&AG (FAPAD Audit) ........................ 94
Annex 20: Form of ADP / IMED Reports ................................................................................ 95
Annex 21: Terms of Reference for Internal Audit ................................................................... 110
Annex 22: Chart of Accounts (Integrated)............................................................................... 113
vii
Abbreviations and Acronyms
A2I Access to Information
Programme
ADP Annual Development Plan
AMTOB Association of Mobile
Operators of Bangladesh
ARM Application Reference Model
BACCO Bangladesh Association of Call
Center Operators
BASIS Bangladesh Association of
Software and Information
Services
BCC Bangladesh Computer Council
BCS Bangladesh Computer Samity
BEC Bid Evaluation Committee
BOC Bid Opening Committee
BPC Business Promotion Council
BPO Business Process Outsourcing
BTRC Bangladesh
Telecommunications
Regulatory Commission
CBA Cost-Benefits Analysis
CIRT Computer Incident Response
Team
CMMI Capability Maturity Model
Integration
CPTU Central Procurement Technical
Unit
CQ Consultants‟ Qualification
DANIDA
Danish International
Development Agency
DRC Disaster Recovery Center
DRM Data Reference Model
EA Enterprise Architecture
EDUEgy
pt
Education Development for
Universities in Egypt
e-GIF e-Government Interoperability
Framework
e-
Govern
ment
Electronic Government
EPB Export Promotion Board
FAPAD
Foreign Aided Project Audit
Directorate
FBS Fixed Budget Selection
FMS Financial Management
Specialist
FOSS Free and Open Source Software
G-Cloud
Secure Government Cloud
Computing Infrastructure
GDP Gross Domestic Product
GOB Government of Bangladesh
Govern
ment
Government of Bangladesh
GPN General Procurement Notice
IBRD International Bank for
Reconstruction and
Development
ICB International Competitive
Bidding
ICT Information and
Communication Technologies
IDA International Development
Association
INTOSA
I
International Organization of
Supreme Audit Institutions
ISA International Standards on
Auditing
ISP Internet Service Providers
ISPAB Internet Service Provider
Association of Bangladesh
IT Information Technology
IT/ITES IT and IT-Enabled Services
ITI Information Technology
Institute
IUFR Interim Unaudited Financial
Report
JICA Japan International Cooperation
Agency
KOICA Korea International
Cooperation Agency
KPI Key Project Indicators
LCS Least-Cost Selection
LOB Line of Business
M&E Monitoring and Evaluation
MIT Massachusetts Institute of
Technology
MOC Ministry of Commerce
MOHE Ministry of Higher Education
MoICT Ministry of ICT
MOPT Ministry of Post and
Telecommunications
viii
MoSICT Ministry of Science and ICT
NASSCO
M
National Association of
Software and Services
Companies
NCB National Competitive Bidding
NEA National Enterprise
Architecture
NPV Net Present Value
NSARP
II
National Strategy for
Accelerated Poverty Reduction
OP/BP Operational Policy/Bank
Procedures
ORAF Operational Risk Assessment
Framework
OTM Open Tendering Method
PCU Project Coordination Unit
PD Project Director
PDO Project Development
Objectives
PFP Procurement Focal Points
PIC Project Implementation
Committee
PMO Prime Minister‟s Office
PMS Project Management Specialist
PPP Public Private Partnership
PPR Public Procurement Rules
P-RAMS Procurement Risk Assessment
Management System
PRMP Procurement Risk Mitigation
Plan
PSC Project Steering Committee
PSP Personal Software Process
(PSP)
QBS Quality-Based selection
QCBS Quality and Cost-Based
Selection
RFP Request for Proposal
SAN Statement of Audit Needs
SDP Service Delivery Platform
SSS Single-Source Selection
TA Technical Architecture
TAPP Technical Assistance Project
Proforma
TRM Technical Reference Model
TSP Team Software Process
UNDB United Nations Development
Business
UNDES
A
United Nations Department of
Economic and Social Affairs
UNDP United Nations Development
Programme
VMO Vendor Management
Organizations
WBG World Bank Group
WTO World Trade Organization
ix
Preface
The Operational Manual is prepared using the existing (1) Financing Agreement between
WB and GoB (2) Project Appraisal Document by WB (3) Guidelines for Procurement of
Goods, Works and Non-Consulting Services, under IBRD Loans and IDA Credits & Grants by
World Bank Borrowers, January 2011 (4) Guidelines for Selection and Employment of
Consultants under IBRD Loans and IDA Credits & Grants by World Bank Borrowers, January
2011 (5) Disbursement Guideline of WB and (6) Approved DPP as guideline etc.
The Operational Manual referred in the Financing Agreement1 provides (i) Guidelines,
eligibility criteria, and disbursement arrangements for Grants to Companies (ii) detailed
Operational Procedures including those for transfer of funds and (iii) internal controls for the
Project.
The document may be updated if required during implementation to meet the evolving
challenges with the approval of World Bank.
.
1 Schedule II, Section I, Para C (a) of Financing Agreement
1
1.0 Introduction
This Operational Manual (OM) is intended to facilitate the implementation of the
Leveraging ICT for Growth, Employment and Governance Project by the project personnel,
the implementing agency Bangladesh Computer Council and the sponsoring ministry. It
provides guidelines and procedures to be followed by the Project Coordination Unit (PCU) in
implementing the project in accordance with the Financing Agreement (Credit Number 5025-
BD) between the Peoples' Republic of Bangladesh and International Development Association
(IDA) signed on 26th November 2012.
1.2 The OM may be amended as and when required with the approval of appropriate
authority(ies)2
and the latest approved version will be effective from the date of the approval.
The approved Project Cost is as follows:
in million
Source of
Fund
Amount Comments
GoB BDT 5.147 -
WB BDT 5719.702 IDA Credit # 5025-BD: US$ 70m
Total BDT 5724.849 -
2.0 Project Background
2.1 The Government of Bangladesh (GOB) has developed its Vision 2021 and Sixth Five
Year Plan. Also, GOB recognizes the need to leverage on Information and Communication
Technologies (ICT) to achieve the targets to transform Bangladesh into a middle income
country by 2021. The government has undertaken a number of significant actions under its
Digital Bangladesh program.
2.2 The IT/ITES component‟s direct benefits of employment creation and export
diversification, the industry could also become a transformative investment in the longer term
as building a strong services sector is likely to be the major factor to bring Bangladesh to
middle-income status by 20213.
2.3 The e-Government component will put in place critical technology foundations for the
country‟s public sector modernization and e-Government efforts in the years ahead. These are
in line with the Government‟s 6th Five-Year Plan objective of creating jobs in the service
sector and promoting e-Governance.
2 Approving authority(ies) means the World Bank and its designated person
3A McKinsey study has concluded that governments should focus on the services sector for growth and jobs - as it
creates 85 percent of net new jobs in middle-income countries, and all of net new jobs in high-income countries
(refer to McKinsey & Co. 2010. How to Compete and Grow: A Sector Guide to
Policy.http://www.mckinsey.com/mgi/publications/competitiveness/index.asp).
2
2.4 In addition, the components addresses three of the four pillars in GOB‟s Digital
Bangladesh strategy. The fourth pillar has been supported by the Bank‟s recently closed
telecommunications project.
2.5 The project is an integral part of the World Bank‟s assistance program for the country
as it is fully aligned with the new Current Country Assistance Strategy (CAS) for FY11-14.
The IT/ITES component fully supports the CAS objective of accelerated and inclusive growth
through increased exports and economic diversification. It will also contribute to the cross-
cutting dimensions of the CAS as the industry enhances the opportunity for export
diversification, service sector development, and employment of women and youth.
Furthermore, the e-Government component is fully aligned with the cross-cutting governance
pillar of the CAS.
2.6 The CAS recognizes that weak governance in Bangladesh continues to pose major
challenges for its economic growth and social development. Hence, e-Government component
will provide critical technological foundations for the country‟s governance agenda, and
support the other three pillars of the CAS as their achievement “depends in large part on
improved governance within the public sector”4.
3.0 Linkages
3.1 Various donors have been supporting Bangladesh‟s ICT sector over the years in
different areas. For example, a World Bank supported technical assistance project helped
establish the institutional and regulatory framework for the country‟s telecommunications
sector, providing critical enablers for the industry‟s success. UNDP has provided staff and
resources to the Access to Information (A2I) Programme implemented by the PMO, which has
been instrumental in providing strategic directions, delineating the roles of the ICT-related
agencies, and aligning the e-Government effort of the other public agencies for Digital
Bangladesh. DANIDA has been involved on a limited scale in supporting the IT industry over
the years; and has recently concluded an agreement with BASIS5 to provide export training,
market visits to Europe, and other capacity building activities. JICA and KOICA also have
long-standing but limited scale assistance programs in the areas of ICT skills development and
industry promotion. A Local Consultative Group (LCG) on ICT has been formed recently. It is
co-led by the MoICT and UNDP, and provides a mechanism for donor coordination. This
project is also complementary to the High Tech Park Project at Kaliakor, as it will provide the
skills required by industry that locates to the Park.
3.2 Despite these government efforts and donor programs, significant gaps still remain for
the country to meaningfully leverage ICT for development. This is because there are no
targeted programs for the IT industry in general and none focused on building the necessary e-
Government foundations. Hence from an IT industry sub-sector perspective, Bangladesh has
not been able to tap on the tremendous potential of the global IT and IT-enabled services
(IT/ITES) industry segment for economic and social development. The global addressable
market for IT/ITES is estimated at USD756 billion per year and other developing countries,
such as Egypt, India, and the Philippines; have already benefitted tremendously from increased
4 Refer to governance narrative in the World Bank‟s CAS for FY11-14 referenced above.
5 BASIS and Danish Federation of SMEs (DFSME). December 2009. Project Document for Bangladesh
Information Technology Management Programme (BITMAP)-Phase II.
3
export revenues, diversified economies, and mass employment for youth and women. However
numerous studies by various institutions on the global IT/ITES industry (including a global
study by the World Bank) have found that the lack of a skilled talent pool is the binding
constraint for developing countries in their attempts to benefit from this global opportunity.
Even a country like India, which has access to a large English speaking workforce, is facing a
shortage of skilled manpower. It has been estimated that by 2012 India will have a shortage of
0.8 to 1.2 million people in their IT/ITES industry. Hence countries that can quickly ramp up
the availability of their talent pool for the industry can potentially benefit from the huge
demand for IT and ITES services.
4.0 Objectives
The project development objectives are to:
(i) Catalyze the growth of Bangladesh‟s IT/ITES industry for employment creation
and export diversification; and
(ii) Establish e-Government foundations for public sector modernization.
5.0 Project Component Design
5.1 The project will support the development of Bangladesh‟s IT/ITES industry as the
country possesses significant comparative advantage in this sub-sector, and the industry has
been proven to have significant development impact in other developing countries.
5.2 The project will also establish e-Government foundations and institutional capacity for
GOB to leverage this proven approach for governance reforms and public sector
modernization. The proposed project covers both the IT/ITES and e-Government components
as they are highly complementary and are to be implemented by the same agency.
5.3 The project‟s design is based on studies by international consulting firms and donors,
analytical work that the Bank has supported, technical discussions with local stakeholders, and
lessons of experience from similar World Bank financed projects in other parts of the world.
5.4 The project scope includes the following main components, sub-components, and
activities:
Component 1: IT/ITES Industry Development
This component will increase the competitiveness of Bangladesh‟s IT/ITES industry
byincreasing the quantity and quality of skills, awareness and perception of the country, and
support development of IT/ITES-specific infrastructure. The sub-components of the
a) Top-up IT Training of Science Graduates for IT Services Segment
b) Foundational Skills for ITES Segment
c) Middle Management Training
4
d) Institutional Capacity Building for BCC and Local Industry
e) Industry Promotion
Component 2 : e-Government
This component will provide critical e-Government technological foundations for the country‟s
governance agenda for the years ahead, and build the human capacity to leverage technology
for governance reforms.
(a) Shared Infrastructure for IT Hosting and Remote Conferencing.
(b) Shared IT Governance Policies, Standards and Structures.
(c) Capacity Building on e-Government Skills.
Component 3: Project Management Support
Project Management Consultants, Equipment & Other Operational Items: This sub-
component will support the creation and functioning of the Project Coordination Unit
(PCU), and hire the required specialists in procurement, financial management,
accounting, communications, monitoring and evaluation, etc. It will also support the
operational needs of the PCU, including office equipment, furniture, vehicle,
allowances, consumables, auditing services, and FM system.
5
6.0 Administrative Arrangements For Project Management
6.1 The Ministry of Information and Communication Technology (MOICT) is responsible
for the overall project, and the Bangladesh Computer Council (BCC) will be the executing
agency. To achieve the target of the project and to enable effective communication and
distribution of responsibilities between the three major stakeholders namely the MOICT,
Bangladesh Computer Council and the Project Coordination Unit (PCU), a three-tier
management structure is envisaged as shown in Figure 1.
Figure 1
Project Steering Committee
6.2 A Project Steering Committee (PSC) will provide the overall guidance, monitoring
functions, and attending to inter-ministerial issues. The PSC will be chaired by the Secretary
of the Ministry of ICT and includes senior officials from beneficiary ministries, industry,
academia, institutions and will be responsible for, inter alia: ( PSC Annex1 )
i) Providing overall policy guidance.
ii) Review the progress towards achieving the project‟s objectives and approve
and evaluate the projects annual work program and budget.
iii) Coordinate project implementation among all relevant agencies
Project Steering Committee (PSC)
Project Director
Project Coordination Unit
- 2 Component Leaders (IT/ITES & e-Government)
- Project Management Specialist (PMS)
- ICT Procurement Specialist - Procurement Specialist - Financial Management Specialist - Communications Specialist - M&E Specialist - Technical specialists (4 part time) - Project Associates (4 full time) - Team Associates (2 full time) - Accounts Associate
- Support staff (drivers, messenger)
Project Implementation
Committee
6
iv) Resolve issues, policy decisions and recommend scope changes of the
project.
v) Approve annual program of the project.
vi) Coordinate with related projects and programs.
vii) Obtaining the support and cooperation of all stakeholders by both formal
and informal means.
viii) Resolving other related issues as and when required.
ix) PSC will meet atleast twice a year.
N.B. : PSC may co-opt members from any orginazion if necessary .
Project Implementation Committee
6.3 A Project Implementation Committee (PIC) headed by Executive Director of BCC
will guide and support the Project Coordination Unit in the proper implementation of the
project. The PIC will closely monitor the activities of the project, provide the project team
with technical and policy support. The PIC includes officials from beneficiary ministries,
industry, academia, institutions. PIC will be responsible for, inter alia: ( PIC Annex 2 )
i) The overall coordination, implementation, financial management, procurement,
monitoring, evaluation, reporting and communication of project activities;
ii) Ensuring that appropriate policy environment exists to support the project
iii) Monitor capacity building of Bangladesh Computer Council through the project.
iv) Ensure sustainability of the progress of IT/ITES unit and CIRT .
v) Monitoring overall progress of implementation on a quaterly basis and
evaluating project performance;
vi) Review proposed beneficiary programmes in conformity with project
objectives.
vii) Coordinate with related projects and programs.
N.B.: PIC may invite or co-opt member(s) from any Ministry/ Division / Department /
Organization if required for decision making.
Project Coordination Unit
6.4 A Project Coordination Unit (PCU) headed by Project Director with project personnels
will implement the project through planning, preparation, procurement, execution,
monitoring, evaluation, fund management and reporting required as part of the overall
project management responsibility. The PCU includes all staffs of the project and responsible
for : ( Staffing of PCU Annex 3)
i. Coordination and management of Project activities, including procurement,
financial management, monitoring and evaluation, social impact assessments,
7
and IT/ITES industry surveys.
ii. Establishment of ICT-based communication channels for, inter alia, the
dissemination of Project-related information to the public, the reporting of
feedback and complaints.
iii. Verification of training sites and activities.
iv. Develop, approve (get approval where nessary) and implement the project‟s
action plan, implementation plan / schedule, risk mitigation plan, procurement
plan and communication management plan of the project.
v. Measure plan vs. actual with variance analysis.
vi. Continually monitor scope, time frame, budget and risk.
vii. Manage project resources to assure maximum efficiency, effectiveness and
resource utilization.
viii. Periodic risk management – project risks and people risks – and development of
mitigating strategies. Significant or high impact risks should be addressed in
light of decision taken by PSC and PIC.
ix. Recognize change management issues and risks; develop recommendations and
mitigating strategies.
x. Periodically measure and confirm stakeholder and Champions,
xi. Monitor overall progress of implementation on a monthly basis and evaluating
project performance;
xii. Carrying out procurement of goods and services under the project.
xiii. Communication with the World Bank Implementation Support Missions;
xiv. Providing assistance to beneficiary institutions on project management,
procurement, supervision of implementation, and technical advice as required;
xv. Supporting the project steering committee and project implementation
committee on technical and operational matters.
xvi. Communicating project results to the stakeholders, including PSC, PIC, WB and
to citizen.
xvii. Compiling and furnishing Financial Management Reports to the IMED and
World Bank on a monthly/quarterly basis.
18
7.0 Results Framework (UPDATED) Project Development Objectives (PDO):
(i) Catalyze the growth of Bangladesh’s IT/ITES industry for employment creation and export diversification; and (ii) Establish basic e-Government foundations to support public sector modernization.
PDO Level Results Indicators*
Co
re
Unit of Measure
Baseline Cumulative Target Values (Project Years) Freq-
uency Data Source/ Methodology
Responsibility for Data Collection
YR 1 YR 2 YR3 YR 4 YR5
Indicator One: IT/ITES employment
Number of people
12,000 12,000 19,500 24,000 31,500 42,000 Yearly Project implementation and statistical reports from BCC
BCC
Indicator Two: Increase in IT/ITES industry revenue
USD millions
N.A.6 NA7 $52 $84 $136 $200 Yearly Statistical reports to be collected by BCC
BCC
Indicator Three: World Economic Forum’s Network Readiness Index Ranking for Bangladesh
Ranking 115 115 114 113 112 110 Yearly Global Network Readiness Report
World Economic Forum
Indicator Four: Percentage of public sector (Ministries/Divisions and Departments) officials undertaken 1 or more e-Government skills course at BCC
Percent Nil Nil 10% 13% 15% 25% Yearly Project implementation and statistical reports from BCC
BCC
INTERMEDIATE RESULTS
Intermediate Result (Component One): IT/ITES Industry Development
Intermediate Result Indicator One: Number of manpower trained under the project
Number of people
N.A. N.A. 8,000 14,000 22,000 30,000 Yearly Training reports from BCC
BCC
Intermediate Result Indicator Two: Number of international consulting firms provided statistical data for their ranking indices
Number of firms
Nil Nil 4 4 4 5 Yearly BCC statistics BCC
6 Baseline data on total IT/ITES industry revenue to be collected by BCC as part of monitoring and evaluation.
7 Target based on the yearly increase in employment multiplied by an estimated yearly revenue of USD 7,000 per employee.
19
Intermediate Result (Component Two): e-Government Foundations
Intermediate Result Indicator One: Percentage of ministries using 2 or more e-Government technology foundations established under the project
Percent Nil Nil 20% 30% 40% 50% Yearly Project implementation reports from BCC
BCC
Intermediate Result Indicator Three: Number of e-Government skill courses available in BCC
Number of courses available
Nil Nil 3 4 5 5 Yearly Project implementation reports from BCC
BCC
Intermediate Result Indicator Four: Percentage savings in government IT spending
Percent Nil 08 0 8 11 15 Yearly Project implementation
reports from BCC BCC
Intermediate Result (Component Three): Program Management
Intermediate Result Indicator One: Midterm review report completed by end February 2015
_ _ _ _ report
submitted
_ _ One time BCC PCU
8Percentage savings is estimated using the rack space utilization rate of the datacenter and disaster recovery center as proxy for overall usage of the e-Government foundations, multiplied by the
industry rate of return for use of shared datacenter. It is assumed that the utilization rate of the centers will be zero in the first year due to its set up, and at 25% increase in utilization from years
2 – 5 of the project (total of 100% utilization at year 5).
20
8.0 Component 1: IT/ITES Industry Development
IT/ITES Industry Development
8.1 The first major objective of the LICT project is to catalyze the growth of Bangladesh's
IT and IT-Enabled Services (IT/ITES) industry for employment creation and export
diversification. The activities under the LICT Project‟s major Component 1 for IT/ITES
Industry Development will achieve this major objective of Industry Growth and Employment.
This component will increase the competitiveness of Bangladesh‟s IT/ITES industry by
increasing the quantity and quality of skills, awareness and perception of the country, and
support development of IT/ITES-specific infrastructure.
8.2 Following are the major sub-components of the LICT Project‟s IT/ITES Industry
Development Component:
1. Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment
2. Foundational Skills for ITES/BPO Segment
3. HRD Grants through the FTFL (Fast Track Future Leader) Program
4. Middle Management Training for IT/ITES Companies
5. Institutional Capacity Building for BCC and Local Industry
6. IT/ITES Industry Promotion Globally
8.3 Component Activities & Methodology
a) Top-up IT Training Program:
The IT Services Segment will provide software developer conversion training of six to nine months for 10,000 CSE/IT/ non-computer science graduates from universities and colleges. In addition the faculty will be trained and the trainees will be certified in partnership with leading universities and IT/ITES players to ensure quality. This activity will be executed by a firm selected through single stage international bidding.
b) ITES/BPO Foundation Skills Program: This sub-component will provide training for 20,000 trainees in language, customer
service, cultural sensitization, and PC/keyboarding; in order for these trainees to have
sufficient basic skills to be ITES employable. An anchor institution will be identified
to partner with international ITES players to provide the training. This activity will be
executed by a firm selected through single stage international bidding.
c) Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment: The training will be conducted to mainstream the IT graduates in the industry. The
training will be on selected domain required by the industry and areas identified by
21
the firm selected for „Strategic Planning and Statistics Gathering for IT/ITES
industry’.
d) Middle Management Training for IT/ITES Companies: This training will support a local leading academic institution in partnering with
overseas institutions to provide IT/ITES focused supervisory/middle management
training programs. The selected international firm with an anchor institute such as
Institute of Business Administration, Dhaka University will implement the program.
The training requirement will be fine tuned with consultation from IT/ITES Expert
and the industry.
e) Company Certification: Selected ITES/ITS/BPO companies will be certified with internationally recognized
certifications for creating acceptability amongst global clients. The process will start
after completion of Strategic Planning and Statistics Gathering for IT/ITES industry
process and understanding the local industry status.
f) Strategic Planning and Statistics Gathering for IT/ITES industry: The process of recruiting international firm is in process. The output from the study
will be the consolidate other activities under the project.
g) IT/ITES Industry Promotion Services on Marketing and Communication: The process of recruiting international firm is in process. The output from the study
will be the consolidate other activities under the project.
h) Market Intelligence Services on IT/ITES (IT/ITES Industry Promotion Services on Business Development for Bangladesh): The process of recruiting international firm is in process. The output from the study
will consolidate other activities under the project. This sub-component will provide
the Market Intelligence Services on IT/ITES unifying BASIS, BCC and the offshore
outlets for International Market Data Collection.
i) Improving Global Ranking of Bangladesh for IT/ITES: This sub-component will focus on the global trends and current global ranking of
Bangladesh for IT/ITES unifying BASIS, BCC and the offshore outlets for
International Market Data Collection.
j) Outreach Program for Youth and Woman: This sub-component will focus on attracting top young talents especially more women
into IT/ITES coordinating BASIS, BCC and the global promotional operations for our
IT/ITES Industry.
22
9.0 Grants Management
Fast Track Future Leaders (FTFL)
Innovating FTFL based on feedback from IT/ITES Industry:
9.1 The Fast Track Future Leaders (FTFL)
This program is designed with active interaction with the industry. The project has
component to emulate the internship program of BCC but the industry expressed their
reservation on the current internship program of BCC. The industry intake of interns from
the program run by BCC has declined. The project and the industry has jointly developed this
FTFL program through grants management sub-component of the project. The FTFL
program eliminates the weakness of the current internship program of BCC.
9.2 The key features of the program are:
1. Fast Tracking young graduates for Future Leaders (FTFL) with direct
collaboration of the Industry;
2. The grants will be utilized starting with 900 FTFLs as pilot. Subsequently,
performance evaluation after 3 months it will be expanded to another 3100.
3. The FTFLs will be equally distributed among 3 sectors: i) ITS9, ii) ITES
10 & iii)
Sales, marketing, Accounting & HR management of the company.
4. The FTFLs will be selected through online test.
5. To ensure participation of the brilliant graduates in the FTFL program the
advertisement for FTFL will be circulated using all applicable media.
9.3 Issues of IT/ITES Industry Development Operations
IT/ITES Industry Development Component in this Project will have to continually
address the issues and challenges described below arising during the project life cycle. As
such the Operation Manual may be updated as when required to meet the challenges of the
evolving scenario.
Some Identified Issues and Challenges
1. Ensuring reliable Industry Demand Data for Human Resources;
2. IT/ITES Industry growth to ensure jobs for the “finished products” from LICT11
;
Facilitate universities to support this extensive training program by their already
overloaded Teachers;
3. Finding the best model for the TOT (Training of the Trainer) program;
9 IT service
10 IT enabled service
11 Leveraging ICT for Growth, Employment & Governance Project
23
4. Support for companies transitioning from ITS to ITES; And vice-versa;
5. Incorporate trainings & certifications to fit with the higher education curriculum;
6. Devising the monitoring methodology and creating a dashboard for ongoing
performance based on ground reality;
7. Project is working towards creating sustainable eco-system for employment in this
sector. SLA12
between the Universities and the Industry or Industry Association may
be developed for ensuring sustainability;
8. Developing a process to track the progress of the beneficiaries for multiple years to
see the long term success;
9. To ensure ongoing survey to capture information on new evolving skill sets that may
require addition or modification of the existing curriculum?
10. Defining the roles of the IT/ITES Industry Association, Universities and Government
to ensure sustainability;
11. Ensuring the sustainability (organizationally as well as financially) of the training
facilities created for future continuity beyond the life cycle project.
10.0 Component-2: e-Governance
10.1 e-Governance Foundations
10.1.1 The second objective of the project is to strengthen IT/ITES facilities, policies,
standard and guidelines for public sector modernization. The activities under the Project‟s e-
Governance Foundations will achieved through transformation of the government to a
modern public sector for good governance in Bangladesh.
10.1.2 This component will provide critical e-Government technological foundations for the
country‟s governance agenda for the years ahead, and build the human capacity to leverage
technology for governance reforms.
10.1.3 Following are the major sub-components of the LICT Project‟s e-Government
Foundations Component:
1. Shared Infrastructure for IT Hosting
2. Shared IT Governance Policies, Standards and Structures
3. Capacity Building on e-Government
10.1.4 Shared Infrastructure for IT Hosting sub-component will expand and strengthen
BCC‟s capacity to provide shared IT hosting facilities (including the existing site, disaster
recovery site, and cloud computing) to the other government agencies. The detailed
operations are already in place with the existing Data centre and other hosting facilities.
These can be reviewed and modernized depending on the audit reports.
12
Service Level Agreement
24
10.1.5 IT Governance Policies, Standards and Structures sub-component will establish the
government‟s enterprise architecture for coordinating investments across government
agencies, and avoiding duplication and waste. This includes the development of an e-
Government Interoperability Framework (e-GIF) to facilitate the cross-agency exchange of
information.
10.1.6 In addition this sub-component will establish GOB‟s information security program,
set program goals and priorities that support the government‟s mission, and support the set up
a national Computer Incident Response Team (CIRT) to facilitate and support the program.
Some of the operations were suggested by a2i program with their proposed CCDS (Citizen
Core Data Structure), e-GIF, Policies and Procedures on different e-Governance activities.
These can be reviewed and modernized depending on the audit reports.
10.1.7 Capacity Building on e-Government Skills sub-component will focus on the capacity
building for public sector IT-related staff on training on the use of the e-Government
foundations to mainstream its use across the other agencies. It will also develop a public
sector e-Government skills development program and provide necessary training on basic
systems, networks, and computer support and management skills for relevant IT-staff across
the government agencies. The sub-component will also train higher-level staff in IT planning,
strategizing, and project and change management skills so that they can holistically support
their agency‟s e-Government efforts. A detailed sustainable operations plan needs to be
developed so that the systems view takes precedence while building capacity of the
government officials.
10.2 Component Activities & Methodology
a) Develop National Enterprise Architecture: The detailed Terms of Reference (ToR) will give the baseline for operations for the
bid winning international company. The selected company will make detailed steps
for operations along with the LICT Project Team. We will form a CCB (Change
Control Board) to manage the needed changes in the detailed activities as and when
required. Existing e-Governance and standardization initiatives from all the
government entities and programs, especially from a2i in the Prime Minister‟s Office
will be coordinated and harmonized to avoid any duplication of works. a2i program‟s
CCDS (Citizen Core Data Structure), e-GIF, NESS, NPF should be taken into account
while working with the NEA (National Enterprise Architecture). These can be
reviewed and modernized depending on the audit reports.
b) Develop Information Security Governance and Structure: The detailed Terms of Reference (ToR) will give the baseline for operations for the
bid winning international company. The selected company will make detailed steps
for operations along with the Project Team. We will form a CCB (Change Control
Board) to manage the needed changes in the detailed activities as and when required.
25
Existing e-Governance and security standardization initiatives from all the
government entities and programs, especially from a2i in the Prime Minister‟s Office
will be coordinated and harmonized to avoid any duplication of works. Existing
National Security Policy will be reviewed and revised as necessary.
c) Capacity Building on e-Government for the Public Administration:
The detailed Terms of Reference (ToR) will give the baseline for operations for the
bid winning international company. The selected company will make detailed steps
for operations along with the LICT Project Team. We will form a CCB (Change
Control Board) to manage the needed changes in the detailed activities as and when
required. Existing e-Governance initiatives and the required skills to support the
initiatives from all the government entities and programs, especially from a2i in the
Prime Minister‟s Office will be coordinated and harmonized to avoid any duplication
of works. Existing National Skills Development Policy and the central e-Governance
skills repository of all public administration members will be reviewed and revised as
necessary. A detailed sustainable operations plan needs to be developed so that the
systems view takes precedence while building capacity of the government officials.
d) Computer Incident Response Team (CIRT): This sub-component will also establish the GOB‟s information security program, and
set program goals and priorities to support the government‟s mission. It will also
provide resources to set up a national Computer Incident Response Team (CIRT) to
facilitate and support the program. This sub-component will set up a national CIRT
to:
Serve as a trusted focal point of contact and coordination within and beyond
national borders;
Identify and manage cyber threats that may have adverse affect on the country;
Help systematically respond to cyber security incidents and takes appropriate
actions;
Help the constituency to recover quickly and efficiently from security incidents;
Minimise loss or theft of information and disruption of services;
Establish and nurture relationships with other international/regional CIRTs;
Make general security best practices and guidance available through
publications, websites, and other modes of communications; and
Participate in initiatives (or set directions and drive the projects) pertaining to
developing national policies, strategies, laws and regulations for cyber security.
10.1.8 The CIRT will be set up in phases, and include activities to:
Provide trainings to improve the skill-sets, competency, and confidence of the
national CIRT personnel;
Improve the overall readiness, availability and reliability of ICT infrastructure
and services to the public as well as the private sector;
Develop applicable policies and regulations for telecommunication and ISPs;
Develop and implementing cyber security awareness campaigns to the general
public;
26
Propose, implement and continuously improving cybercrime legislation; and
Develop a sound financial plan and operational plan for the sustainability of the
national CIRT.
10.1.9 A committee comprising members from (1) Bangladesh Telecom Regulatory
Commission (BTRC), (2) Bangladesh University of Engineering & Technology (BUET), (3)
Controller of the Certifying Authority (CCA), (4) Bangladesh Bank, (5) BCC (6) BD-CIRT
of ISAB and (7) All law enforcement agency will steer the CIRT component to ensure
sustainability.
10.1.10 The training and awareness campaign to create competency for CIRT will be
undertaken as a first step as per the recommendations of the committee. The following
trainings as recommended by the committee will be conducted for the selected candidates:
a) Incident Handling
b) Intrusion Analysis
c) Penetration Testing
d) Network Security
e) Computer and Network Forensic Investigation
f) Auditing of Critical Information systems
g) Software Security
A pilot training of Certified Safe Computer User will be conducted to access the
suitability of the training for creating mass awareness of safe computer usage in government.
10.1.11 The component will also ensure trainings for the government / public sector officers
to meet the challenges of the new eco-system. Some of these trainings are listed below which
may be organized.
Sl Tentative Training Title Participants
01 Operational Project
Management & Control
MoICT, ERD, Planning Commission, IMED,
BCC, PMO, CCA, HTPA etc
02 Contract Management &
Disbursement Monitoring
MoICT, ERD, Planning Commission, IMED,
BCC, PMO, CCA, HTPA etc
03 Project Budgeting & Cost
Control
MoICT, ERD, Planning Commission, IMED,
BCC, PMO, CCA, HTPA etc
04 Public Sector Reform:
Improving Delivery of Public
Services
MoICT, Planning Commission, IMED, BCC,
PMO, CCA, HTPA etc
05 Social and Environmental
Monitoring of Projects &
Programs
MoICT, Planning Commission, IMED, BCC,
PMO, CCA, HTPA etc
06 Data Center Management MoICT, BCC, PACC etc.
07 Information Security
Management
BCC, PACC,CCA etc.
08 Information System
Virtualization
BCC, PACC, CCA etc.
09 Performance Monitoring of IT
System & System Audit
BCC, PACC, CCA etc.
27
The list of the trainings are tentative which may be finalized after the consultants reports
from various sub-components. User level training for NEA will also be included.
11.0 Procurement
11.1 Public procurement plays a vital role in any economy. In general a lion share of any
development project involves procurement activities. The project has been designed to carry
out procurement activities of goods, non-consulting services and services over the total
implementation period to meet the objective of the project.
Legal frame
11.2 All procurements under National Competitive Bidding (NCB) having estimated cost
less than certain threshold will follow The Public Procurement Act 2006 (PPA) and The
Public Procurement Rules 2008 (PPR) subject to some conditions ( discussed later). All
procurements under International Competitive Bidding (ICB) irrespective of threshold and
NCB having above certain threshold value will follow World Bank Procurement Guidelines
for Goods, Works, and Non-consulting Services, January 2011 (Procurement Guidelines). All
procurements of consulting services under any method having value above certain threshold
will follow World Bank Guidelines for selection and employment of Consultants, January
2011 (Consultant guidelines). Standard Tender / Bid documents and Standard Request for
Proposals would be used following PPR/PPA/ World Bank Guidelines. PPR/PPA and related
document are available on website: www.cptu.gov.bd. World Bank guideline on procurement
are available on website: www.worldbank.org.
11.3 All expected major procurement of goods, non-consulting and consultants‟ services
will be announced in the General Procurement Notice (GPN), published in the Bank external
website and United Nations Development Business (UNDB).
12.0 Procurement of Goods and non-consulting services
12.1 Office equipment including Desktop and laptop Computers and accessories,
furniture, refurbishing of office for PCU, equipment Computer set, software, related office
equipments & accessories for Computer laboratories, equipment and machineries for
expansion of DC and establishing DRC, hardwire and software for establish cloud
computing, Software & various equipments for CIRT , vehicles for PCU, different
consumable and non-consumable items for the project would be required to procure under the
methods of ICB, NCB, National Shopping (NS) and Direct Contracting (DC) depending the
threshold value of the procurement objects.
28
13.0 International Competitive Bidding (ICB)
13.1 Procurement of Goods and non-consulting services having estimated contract value
of US$ 600,000 or above would be required to follow ICB. ICB would be carried out
following Procurement Guidelines using standard bidding documents of the Bank.
14.0 National Competitive Bidding (NCB)
14.1 Goods and non-consulting services having estimated contract value of less than US$
600,000 would be procured using NCB . NCB would be carried out under Bank Procurement
Guidelines following procedures for Open Tendering Method (OTM) of the People‟s Republic
of Bangladesh using standard bidding documents satisfactory to the Bank subject to the
conditions as under:
a) post bidding negotiations shall not be allowed with the lowest evaluated or any other
bidder;
b) bids should be submitted and opened in public in one (1) location immediately after
the deadline for submission;
c) rebidding shall not be carried out, except with the Association‟s prior
agreement;
d) lottery in award of contracts shall not be allowed;
e) bidders‟ qualification/experience requirement shall be mandatory;
f) bids shall not be invited on the basis of percentage above or below the estimated cost
and contract award shall be based on the lowest evaluated bid price of compliant bid
from eligible and qualified bidder; and
g) single stage two (2) envelope procurement system shall not be allowed.
15.0 National Shopping (NS)
Low value or off-the shelf goods having estimated contacts value equal or less than
US$50,000 may be procured under this method using Request for Quotation document of
PPR.
16.0 Direct Contracting (DC)
a) Direct contracting is contracting without competition (single-source) and may be an
appropriate method under the following circumstances.
b) An existing contract for goods and non-consulting services, awarded in accordance
with procedures acceptable to the Bank, may be extended for additional goods, works,
and non-consulting services of a similar nature. Provisions for such an extension, if
considered likely in advance, shall be included in the original contract;
29
c) standardization of equipment or spare parts, to be compatible with existing
equipment, may justify additional purchases from the original Supplier.
d) the required equipment is proprietary and obtainable only from one source;
e) the procurement of certain goods from a particular supplier is essential to achieve the
required performance or functional guarantee of an equipment or plant or facility;
17.0 Procurement of Consultants’ services
18.1 Most of the consulting services are intended to hire International firm
because of nature of consulting services. Furthermore, consulting services for
individual are provisioned in LICT. The selection of consulting firms and individual
will follow World Bank Guidelines for selection and employment of Consultants,
January 2011.The method of services procurement are as follows:
17.1 Quality- and Cost-based Selection/ Quality-based Selection (QCBS/QBS) :
Consulting services through firms valued equal or more than US$ 200,000
each contract will follow QCBS/QBS method .
17.2 Fixed Budget Selection(FBS) Consulting services through firms estimated
less than US$ 200,000 each contract will follow FBS method
17.3 Least Cost Selection/ Fixed Budget Selection(LSC/FBS) Firms for
Consulting services valued less than US$ 100,000 each contract will be
selected following LSC/ FBS method .
18.0 Single-Source Selection (SSS)
Single-source selection may be applied in the following cases, and only if it presents
a clear advantage over competition: (a) for tasks that represent a natural continuation of
previous work carried out by the firm (see next paragraph); (b) in exceptional cases, such as,
but not limited to, in response to natural disasters and for emergency situations both declared
by the Borrower and recognized by the Bank; (c) for very small46 assignments; or (d) when
only one firm is qualified or has experience of exceptional worth for the assignment. This
method is applicable irrespective of threshold value.
19.0 Selection of Individual Consultants
Individual consultants will be selected on assignments for which (a) a team of experts
is not required, (b) no additional outside (home office) professional support is required, and
(c) the experience and qualifications of the individual are the paramount requirement
following Section V of World Bank Guidelines for selection and employment of Consultants,
January 2011.
30
20.0 Prior Review
a. Goods and non-consulting service Contracts
All Contracts worth above US$ 600,000 per Contract will subject to prior review. All
contracts of Direct Contracting method irrespective of threshold value will be taken under
prior review.
b. Consulting services
All Contracts worth above US$ 200,000 per Contract under QCBS /QBS method
will subject to prior review. : All Contracts worth above US$ 100,000 under FBS
method will subject to prior review. All contracts through selection of Individual
Consultant valued above US$ 100,000 will be taken under prior review. Contracts
under SSS meeting the requirements of 3.8 to 3.11 of the Consultant Guidelines
irrespective of threshold value will require prior arrangement.
21.0 Post Review
a. Goods and non-consulting service Contracts
All Contracts worth less than US$ 600,000 per Contract will subject to post review
b. Consulting services
All Contracts worth less than US$ 200,000 per Contract under QCBS /QBS method will
subject to post review. : All Contracts worth less than US$ 100,000 under FBS method will
subject to post review. All contracts through selection of Individual Consultant valued less
than US$ 100,000 will be taken under post review.
21.1 Use of Standard Documents
For the procurement of goods and non-consulting services following ICB , the use
of Standard bidding document of World Bank is obligatory while following NCB Standard
bidding document derived from PPA/PPR satisfactory to Bank may be used. For selection of
consulting firms following QCBS/QBS/FBS method, Standard Request for Proposal of
World Bank and GoB will be used depending upon the threshold value of the Contract.
Selection of individual consultant –will follow GoB and World Bank Documents in respect
of category of national and international . Standard Bid/ Proposal evaluation reports of
World Bank and GoB are used while evaluating bids and proposal depending on the
threshold value.
22.0 Operating Costs
22.1 It will include incremental operating costs for office utilities, office supplies and
stationeries, operation and maintenance of equipment and vehicles, hiring of vehicles, fuel,
office rent, souvenirs, events, bank charges, advertising costs, and salaries and allowances of
contracted staff, with those of Government officials excluded.
31
22.2 Assessment of the BCC’s Capacity to Implement Procurement
The assessment of BCC‟s procurement capacity was carried out in BCC applying the web-
based Procurement Risk Assessment Management System (P-RAMS). BCC will require
adequate procurement staff to manage procurements under this project. Furthermore, the
BCC will need more training and experience in international competitive bidding (ICB)
following Bank guidelines. The project is rated as “Substantial-Risk” from procurement
operation and contract administration viewpoint. In order to minimize the risks several
measures are required to be introduced during the implementation of the project.
22.3 The following measures have been agreed upon to mitigate risks with the
Government. Part of these measures is already in place, while the remaining shall be
implemented as the project preparation moves and the project is implemented.
22.4 Identify procurement focal points (PFP) in BCC
BCC shall nominate a procurement focal point for this Project. The appointed focal point
will take necessary training, both on PPR 2008 and Bank Procurement and Consultant
Guidelines. The focal persons will help BCC in day-to-day procurement follow-up and
preparation of reports on a periodic basis.
22.5 ICT procurement consultant
Service of an individual international ICT procurement consultant The consultant
should have sound knowledge in international procurement, and will assist BCC committee
for large IT procurements. The service of the consultant will be short term.
22.6 Service of a national procurement consultant
The consultant, as an expert in the field, will provide quality services maintaining highest
degree of integrity and ethical standard. He / She should have sound knowledge in the Bank
Procurement Guidelines and Borrower‟s Public Procurement Act / Rules, and will be board
on full time basis.
22.7 Functional webpage for BCC with procurement related information accessible to the public:
All information pertaining to bidding and procurement above the specified thresholds, as per
PPR, will be published in Central Procurement Technical Unit‟s (CPTU‟s) website. In
addition, BCC will publish procurement information on its own website. This information
will include: invitation to bid, bid documents and RFPs (wherever applicable); latest
information on procurement plan/contracts; status of evaluations once completed; contract
32
award information; and information covering the poor performance of contractors, suppliers
and consultants, including a list of debarred firms. The website would be accessible to all
bidders and interested persons equally and free of charge.
22.8 System for handling complaints:
An accountable and transparent system will be established to handle the complaints
following the provisions of PPA/PPR with the timetable stipulated therein.
22.9 Procurement Risk Mitigation Plan (PRMP):
BCC will prepare and submit reports to IDA on a periodic (semi-annual) basis capturing
data through Procurement Performance Monitoring indicators ( Annex-14) to mitigate the
issues described in Annex- 15.
22.10 Governance and Accountability Action Plan (GAAP):
World Bank and its partners should turn their focus from corruption within World Bank-
funded projects to financial systems as a whole. The purpose of the plan for the Leveraging
ICT for Growth, Employment and Government Project is to identify the specific
responsibilities of the implementing agency and the World Bank to facilitate effective and
appropriate use of the funds for the project, to prevent corruption enhancing good
governance. The GAAP of the project is at Annex-16
23.0 The Procurement Plan Execution System (SEPA)
23.1 SEPA is a platform for managing and accessing basic information on every works,
goods, and services contract planned or being performed in a Bank financed project. The
LICT has been taken on pilot basis on SEPA platform to manage Procurement Plan
execution status, and particulars of each contract being financed under the project.
23.2 SEPA is useful not just for procurement experts, but for everyone who will be
involved in a project, since, in addition to technical data, it provides valuable management
information. A tool for work planning and overall project budget tracking, it also produces
project implementation ,procurement efficiency, and contract administration metrics.
23.3 SEPA is useful as well to civil society, the business community, and the general
public. The information it reports adds a significant dose of transparency to the financed
projects‟ processing and management.
23.4 The Procurement Specialist has been given access to SEPA to upload Procurement
Plan including revised one, participants details and awarded bidder, contract amount and
payment and other related information during the execution of Contracts. The PD and DPD
have been given the authority to use SEPA to send uploaded Procurement Plan and other
related information to World Bank for approval. The Procurement Plan approved by World
Bank may be seen at Annex-17
33
Financial Management
24.0 Objective
24.1 The need for sound financial management arrangement and capacity of PCU are
critical for the efficient and effective operation of the project involving many consulting and
non-consulting services. Therefore the Project has taken all the possible measures to develop
a sound financial management system:
a) to ensure functioning of proper internal control system
b) to handle smooth flow of fund incompliance of the financing agreement with the
World Bank and the relevant rules and regulations of the Government
c) to maintain proper records of inflows and outflows of fund with full particulars
supported by documentary evidences
d) to prepare timely the financial reports (monthly/quartely/annual) and submit to the
World Bank and to the Government Authorities
e) In order to comply with the loan covenant, a computerized accounting system (on
ORACLE E-Business Suite) has been customized for the Project and put to operation
in November, 2013. The IUFR for the QE 31 December and onwards would be
generated from the computerized system.
24.2 Sources and Utilization of Funds
The sources of finance for implementation of the project are as under:
The IDA financing is as under as per the financing agreement dated 26 November 2012:
Cost Category
IDA
SDR
Equivalent USD
@1.5859
Financing
%
(1) Goods, works,
non-consulting
services and
consultants' services
35,160,000 55,760,244 100%
(2) Training
4,040,000 6,407,036 100%
(3) Grants
3,160,000 5,011,444 100%
(4) Operating Costs
540,000 856,386 100%
Mode of
Financing
GOB (FE) PA (RPA) Total PA Source
Loan/credit 57,197.02 57,197.02 IDA Credit
Grant 51.47 51.47
Total Project
Cost Estimate
51.47 57,197.02
57,248.49
34
(5) Unallocated
1,300,000 2,061,670
Total
44,200,000.0 70,096,780
IDA's part of project funds flows through a Designated Account (DA) which is a Convertible
Taka Account (CONTASA) with Janata Bank as per the requirement of the World Bank.
24.3 Financial Powers
The financial powers for the project are exercised as per the delegated financial powers of the
Government of Bangladesh for development projects.
24.4 Internal Controls
24.4.1 Internal controls have been designed with due regard to the following:
a) Rules, regulations, policies and procedures of the Government
b) Guidelines and requirements of the World Bank
c) Project specific controls in the Operations Manual
d) Reporting requirements
e) Standard accounting principles and practices and
f) Segregation of duties
24.4.2 Internal control mechanism at the Project includes the following:
a) Regular monitoring of financial performance with budgets and targets
b) Review of physical and financial progress
c) Checking of expenditures/payments with reference to appropriate documentation
and authorization
d) Joint signatures on all payments
e) Monthly bank reconciliation
f) Week-end physical verification of cash
g) Quarterly physical verification of stores & stock items
h) Annual physical verification of fixed assets
i) Up-to-date records of all receipts and payments (cash & bank)
j) Maintenance of bill register
k) Maintenance of cheque register
l) Maintenance of stock register and
m) Maintenance of fixed assets register
n) Maintenance of vehicle log book
o) Maintenance of contracts register
35
25.0 Budgeting
25.1 The Project Director with the assistance of the project Financial Management staff
prepares the project budgets on the basis of the approved procurement and implementation
plans.
25.2 PCU, BCC then submit annual original and revised budget proposals to the planning
wing of the MOICT to obtain the Planning Commission's approval under the Annual
Development Plan (ADP) and the Revised ADP.
25.3 The PD undertakes due diligence in preparing realistic budgets to ensure that the
project implementation is not hindered by budgetary constraints while taking care that only
the resources needed for targeted progress is budgeted.
25.4 Actual expenditures for the project are measured against budgets/forecast for each
quarter and variances are reviewed and taken into consideration while submitting IUFR to the
World Bank and for budget revision as per Government requirements.
26.0 Basis of Accounting
26.1 The accounts of the Project are maintained on cash basis. The Project has
developed a computerised financial management system for its financial accounting and
generating financial reports as are required for submission to the World Bank and the
Government and for Project Management
27.0 Financial Reportings
The required financial reportings of the Project are as under:
a) IUFR for the World Bank (Annex 18)
b) Interim Unaudited Financial Reports (IUFR) – Quarterly (Hard copies to be
submitted within 45 days from the end of the each quarter to the Country Office of the
World Bank)
c) Withdrawal Application - Quarterly (Soft copies to be submitted within 45 days
from the end of the each quarter through Client Connection)
d) PFS for audit by the FAPAD (Annex 19)
e) IMED Reports (Annex 20)
f) Quarterly Physical and Financial Target (in Form IMED 02/2003)
g) Quarterly Progress Report (in Form IMED 03/2003)
h) Monthly Progress Report (in Form IMED 05/2003)
36
28.0 Internal Audit
28.1 In view of the absence of internal audit department in BCC and high value and
volume of consulting and non-consulting contracts the project will appoint internal auditors
twice during the life of the project by hiring a chartered accountants firm on the basis of a
TOR to be agreed by the World Bank.
28.2 The audit coverage will essentially include Financial Management, Procurement and
Operational aspects of the project. One of the audits will be carried out before the mid-term
review and the other one a year prior to the credit closing. The TOR and the selection process
will be subject to the Bank's concurrence. A draft TOR is in Annex 21
29.0 External Audit
29.1 The annual external audit of the project will be carried out by the Foreign Aided
Project Audit Directorate (FAPAD), the designated Unit of the C&AG. The audit will be
completed within six months of the close of the financial year and a report will be submitted
to the World Bank.
29.2 The International Standards on Auditing (ISA) and INTOSAI standards on ethics will
be used in carrying out the audit. A Statement of Audit Needs (SAN) will be agreed with the
C&AG that the audit also covers testing anti-corruption controls and detecting transactions
with corrupt practices.
30.0 Disbursement Arrangements
31.1 The total project cost is US$70 million, with a five (5) year IDA credit of US$70
million including taxes, with GOB contributing an additional US$ 1 million to finance part of
the project in kind.
30.2 The World Bank/IDA disburses the fund upon submission of the Withdrawal
Application alongwith Interim Un-audited Financial Reports (IUFRs) by the Project. For
requesting the fund expenditure forecaste should be made for the susequent two quarters as
per financing agreement. Such expenditures forecast should be realistic based on the
procurement plan, updated implementation plan, and an analysis of payment obligations
arising out of contracts having regard to contractual progress milestones.
30.2 The initial advance to the DA is the amount shown as forecast expenditures for the
first six months activities of the approved annual work plan from the start up of the projects.
31.0 Disbursement Guidelines of the World Bank
31.1 The General Conditions specify that the Bank may make certain changes to the legal
agreement by providing notice to the borrower, such as extending the closing date,
reallocating funds, or reducing disbursement percentages.
Arrangements for Financing Eligible Expenditures
37
31.2 Disbursements may only be made to finance eligible project expenditures, in keeping
with the purposes of the project. Accordingly, the first steps in establishing disbursement
arrangements are to determine the expenditures that are eligible for financing under the loan,
decide how these will be grouped in expenditure categories, ascertain what share
(disbursement percentage) of each expenditure category will be financed under the loan, and
determine the need for any disbursement conditions. Other financing considerations that
affect disbursement arrangements are refinancing of project preparation advances, retroactive
financing, and financing of fees and other loan charges.
31.3 The General Conditions define eligible expenditures as the reasonable cost of goods,
works, and services required for the project to be financed out of the proceeds of the loan and
procured, all in accordance with the legal agreement and during the loan disbursing period.
Fiduciary Oversight Arrangements
31.4 The Bank‟s policy with respect to expenditures that the Bank may finance from loan
proceeds requires that acceptable oversight arrangements, including fiduciary oversight
arrangements, are in place to ensure that such loan proceeds are used only for the purposes
for which the loan is granted, with due attention paid to economy and efficiency.
31.5 Throughout project preparation and implementation, the Bank assesses and monitors
the adequacy of the borrower‟s financial management arrangements (budgeting, accounting,
internal control, funds flow, financial reporting, and auditing practices). In cases where
financial management arrangements are acceptable, the Bank relies on such arrangements to
provide assurance that loan proceeds are used for the purposes intended. In cases where the
Bank has identified weaknesses, it requires the borrower to undertake appropriate measures
to mitigate the risks posed by the weaknesses.
31.6 The Bank also assesses and monitors the adequacy of the borrower‟s procurement
arrangements and the initial and updated procurement plans for the project. The Bank also
considers the implementing entity‟s experience with payment of contracts. When late
payment of contracts has been a problem, the project design incorporates actions to address
this weakness.
32.0 Supporting Documentation
32.1 The Bank requires supporting documentation that provides evidence that withdrawals
from the loan account have been or are being made for eligible expenditures, as specified in
the legal agreement and the Disbursement Guidelines. Depending on the disbursement
method used, the borrower may provide this documentation at the same time as an
application for withdrawal.
32.2 The General Conditions require the borrower to retain all records (contracts, orders,
invoices, bills, receipts, and other documents) evidencing eligible expenditures and to enable
the Bank‟s representative to examine such records.11
They also require the records to be
retained for at least one year following receipt by the Bank of the final audited financial
statement required in accordance with the legal agreement or two years after the closing date,
38
whichever is later. Borrowers are responsible for ensuring that document retention beyond
the period required by the legal agreement complies with their government‟s regulations.
32.3 Throughout the life of the project, the borrower and the implementing entity retain all
original records and copies of applications for withdrawal, applications for special
commitments, and supplementary forms sent to the Bank. Examples of original records to be
retained for the project include the following:
a) procurement documents (bid documents, invitations to bid, evaluation reports);
b) purchase contracts;
c) purchase orders;
d) letters of credit;
e) suppliers‟ invoices and certificates of origin;
f) shipping or import documents and inspection certificates;
g) evidence of receipt of goods or services;
h) contractors‟ and consultants‟ invoices or certificates of completion;
i) performance security documents, such as bank guarantees in the case of advance
payments if required under the terms of a contract;
j) force account records (with the supervisor‟s or consultant‟s countersignature where
required);
k) recurrent cost records;
l) authorizations for payment;
m) evidence of payment, such as bank statements;
n) accounting records of approvals, disbursements, and balances available;
o) evidence that suppliers have provided refunds where goods have been returned and
that corresponding adjustments have been made in subsequent applications.
33.0 Authorized Signatures
33.1 As discussed in section 3 of the Disbursement Guidelines, before disbursements may
commence under the loan, the borrower‟s authorized representative (as designated in the
legal agreement) must notify the Bank which official or officials may sign applications for
withdrawal or applications for a special commitment and provide copies of their
authenticated specimen signatures.
The borrower sends this notification and specimen
signatures to the Bank at the location specified in the disbursement letter.
34.0 Providing Supporting Documentation for Disbursement
34.1 For disbursements to the borrower, the borrower must provide supporting
documentation to demonstrate that loan proceeds have been used for the purposes for which
the loan was granted.
34.2 Requests for reimbursement and reporting on the use of advances are to be
accompanied by interim unaudited financial report.
39
34.3 Interim unaudited financial reports normally encompass the entire project as described
in the project appraisal document and legal agreement and not just the part financed by the
Bank. They reflect all project activities, financing, and expenditures, including counterpart
funds, funds from other development partners, and contributions in kind such as labor and
accommodation irrespective of whether the unit of the borrower implementing the project
controls the funds for all aspects of the project. Interim unaudited financial reports should be
used to support withdrawals from the loan account. The Bank normally requires cash forecast
for the two subsequent reporting periods. The Bank does not require any other supplementary
information.
35.0 Contracts Subject to the Bank’s Prior Review
35.1 When the borrower is using the reimbursement method or reporting on the use of
advances, the Bank may request that the supporting documentation include a list of payments
against contracts that are subject to the Bank‟s prior review. The form and content of this
information is normally included as an attachment to the disbursement letter.
Using the Advance Method
35.2 The Bank may agree to provide funds to the borrower so that it may finance expected
project expenditures as they are incurred. The borrower may only use the funds advanced by
the Bank for eligible project expenditures. The Bank determines the limits and reporting
requirements that apply to advances during project preparation and appraisal taking into
consideration the project‟s cash flow needs and prior, as well as ongoing, performance (e.g.,
timeliness and reliability of reporting, prompt action to document or refund excess amounts).
35.3 The Bank normally disburses advances into a designated account. A designated
account may be either (a) segregated in an account of the borrower that is used only to
deposit advances for a Bank-financed project and to make payments for eligible project
expenditures, or (b) pooled in an account of the borrower into which the loan proceeds and
proceeds of other financing for the operation (e.g., borrower resources and/or financing by
other development partners) may be deposited.
35.4 The designated account is normally maintained in a freely convertible currency or a
stable currency. In countries that have a freely convertible currency, designated accounts may
be held in the currency of the borrower or any freely convertible currency.
35.5 The Bank normally establishes the ceiling based on planned project expenditures. It
also considers the task team‟s assessment of the borrower‟s capacity to ensure effective use
of designated accounts. The Bank may establish a ceiling that is (a) a fixed amount, or (b) an
amount that is adjusted from time to time during project implementation based on periodic
forecasts of cash flow needs. The borrower may request advances as needed for project
implementation so long as the total amount for which supporting documentation has not yet
been provided does not exceed the ceiling. Once the ceiling has been reached, the borrower
must report on how funds previously advanced have been used before the Bank will disburse
any additional advance amounts or provide evidence of immediate cash requirements that
justify increasing the ceiling.
35.6 The basis on which the ceiling is established can also be modified from a fixed
amount to one that is based on periodic forecasts. For example, this could be appropriate for
40
borrowers interested in using interim unaudited financial reports (which already include
periodic forecasts) to support disbursement.
Designated Account Management
35.7 A request for an advance normally requires no supporting documentation at the time
of the request if the amount requested is within the agreed ceiling. If payment of the amount
would result in the ceiling being exceeded, the borrower would need to either (a) report to the
Bank on the use of prior advances, or, exceptionally (b) provide a statement of planned
project expenditures for the reporting period justifying the need to increase the ceiling.
35.8 When reporting on the use of advances, the supporting documentation should be in
accordance with the requirements set out at the beginning of this chapter for all
disbursements to borrowers.
35.9 When making payments from a designated account, the borrower is responsible for
following all procedures specified in the legal agreement, the procurement plan, and any
additional instructions provided in the disbursement letter.
35.10 The borrower should only withdraw funds advanced to the designated account as
eligible expenditures are incurred. The borrower is responsible for maintaining appropriate
records including bank statements and bank reconciliations. The Bank may request to review
these during project supervision.
36.0 Transfers from Designated Accounts to Other Accounts of the Borrower
36.1 Loan proceeds on deposit in designated accounts may be transferred to another
account of the borrower or the project if the need exists and if appropriate arrangements are
in place to ensure that loan proceeds so advanced will only be used for the purposes intended.
These advances may be appropriate, among other things, to
facilitate the payment of large batches of expenditures in a currency other than the
designated account currency;
allow more control over the timing of payments by dispersed entities;
avoid implementation bottlenecks caused by cumbersome procedures in a central
entity holding the designated account.
36.2 The Bank considers the need for transfers from a designated account to other accounts
of the borrower and reviews the arrangements for managing the transfers as part of its overall
assessment of the borrower‟s financial management arrangements.
36.3 The borrower is accountable for all loan proceeds advanced to a designated account,
including amounts that may be transferred to another account of the borrower or the project.
If the Bank determines that an ineligible expenditure has been financed from a designated
account, it may require a refund
41
37.0 Supervision by World Bank FMS
37.1 Financial management supervision will be carried out by the World Bank Financial
Management Specialist (FMS) twice a year in line with the substantial risk rating. The World
Bank FMS will also review:
Quarterly IUFRs
Audit Reports and Management Letters
Report of Internal Audit and follow-up
38.0 Responsibilities of Financial Management Specialist & Associates
38.1 Financial Management Specialist
Provide support to PD on all aspects of finance, internal control and accountability.
Design reporting format in conformity with the reporting requirements of the
government and the World Bank.
Supervise all budget preparation and implementation, finance and accounts activities
of the project and provide guidance to the project.
Ensure timely and efficient administration of allocated funds in accordance with the
approved work plans and the applicable financial regulations, rules and resolutions.
Also Monitor flows of funds from Bank to the project and ensure that appropriate
procedures are followed.
Prepare annual and quarterly disbursement forecasts.
Prepare and consolidate financial reports for inclusion in the periodical Financial
Statements and Reports to be submitted to Steering Committee, PD and the World
Bank as per the condition of Financing Agreement.
Assist PD to develop and implement the operational manual (OM) incorporating all
financial control and segregation duties for the project activities related to financial
transactions and reporting.
Guide PD to implement accounting software after designing the chart of accounts and
the reporting formats for the accounting software.
Ensure control and management of proper records of project assets and purchases,
including inventory records and take necessary steps to carry out at least annual
physical verification of inventory and fixed assets.
Prepare Terms of Reference (TOR) for outsourcing of internal audit as per the
financial management arrangement with the Bank.
Carry out assessment and provide necessary advice and guideline to PD on financial
management capacity of the other institutes for any fund flow from the project to
these institutions under non consulting services for the purpose of the project.
42
Assess the need for additional financial monitoring reports under the project, and
track project progress in relation to overall budget allocations and spend under each
components/subcomponents.
Continually assess fiduciary risks and report any concerns to the PD.
Ensure all compliance of the laws, rules and regulations of the concerned Ministries,
Governments and the Financing Agreement with the World Bank.
Manage the work of other personnel to be engaged for dealing with financial matters
of the project.
38.2 Accounts Associate
Maintain register, books and other records in appropriate order to meet statutory and
reporting requirements of IDA and GOB and to facilitate classification and analysis of
financial information including file maintenance in orderly and easily retrievable
manners.
Timely and accurately record transactions in a computerized environment to fulfill
accurate and efficient reporting requirement consistently.
Check and verify bills, for procurement of goods, works and services for the project
as per applicable rules and forwarding to the PD for payment approval.
Write and verify cheques and present those to the signatories and arrange delivery of
the signed cheques to the beneficiaries, ensure timely recording of all payments,
timely prepare Bank Reconciliation Statement and initiates all correspondences in
connection with CONTASA.
Prepare document for timely replenishment of donor‟s fund and submission of
withdrawal request.
Draft quarterly Interim Unaudited Financial Report (IUFR) and ensuring their timely
submission to IDA.
Prepare annual and quarterly disbursement forecast for all component of the project in
line with the procurement and implementation plan.
Liaise with Accounts Section of BCC for the reporting as per the need of the Ministry.
Ensure deduction and payment of local Taxes (Income Tax & VAT) and CD VAT on
invoices as per the Income Tax Ordinance and VAT Act.
Assist both external and internal auditors in carrying out audit by providing necessary
financial information and respond to the audit queries.
Perform any other duty, as and when, delegated by the PD.
43
39.0 Financial Management Functions
39.1 Procedures for Payments/Disbursements
Supporting documents etc for procurements
Cash Memo / Bill / Invoices supported by approved Purchase/Work/Supplier
Orders (would be reviewed with reference to Contracts and Government Rules for
Procurement and World Bank Guidelines and Thresholds for Prior Review/Post
Review)
Payments mode
Payment would be made only through A/C Payee Cheque for amount exceeding
Taka 5,000 unless otherwise approved by the Project Director.
Primary Records for Payments
Cash Register
Cheque Register
Processing for Payments
a) Notes should be initiated by Accounts Associate in respective files and be placed
to FMS for review etc
b) FMS will, after review, request the PD for approval of the payment
c) After approval of the PD, Cheque/Cash Vouchers should be prepared by the
Accounts Associate
d) The prepared cheque/cash voucher should be entered in Cash/Cheque Register and
be submitted to the Deputy Project Director and the Project Director for payment
signatures on cheque/cash voucher
e) Revenue stamp of Taka 10 should be affixed as per law where applicable i.e. for
payment to suppliers of goods and services etc and the payee would bear the cost
f) VAT & AIT should be deducted and deposited as per law
Delivery of Cheques/cash payments
g) The external parties/persons should be delivered cheque or cash payment be made
only against stamped Money Receipts along with authorisation to receive the
payment.
h) Payments to internal staff should be against their claims duly approved by
DPD/PD S
Cash Holding Limit The cash holding limit is fixed at Taka 100,000 for emergency purpose.
Bank Reconciliation Statement
44
Bank balances should be reconciled for every month within the first week of the next
month
Stock and Fixed Assets Register Stock and Fixed Assets registers should be kept updated by Project Associates and
physical inventory should be taken by Accounts Associate of significant items at
periodical interval (Quarterly as well as annually) and reconciled with book balances.
The discrepancies noticed by the Accounts Associate should be brought to the notice
of the FMS who will review / investigate and submit report to the Project Director.
Bill Register
All bills/invoices/claims would be received & entered first by the Project Associate in
the Bill Register and then to be sent at the day-end to the Accounts Associate for
processing which may take three days maximum for final processing and
disbursement provided all the supporting evidences are available and are in order.
Emergency bills/expenditure will be processed on the same day upon approval
the Project Director.
Reference of Cash/Cheque Register would be provided in the Bill Register after the
payment is made.
Bank Accounts and Signatories
The Project maintains separate bank accounts in commercial Banks for the Program funds –
One for IDA Fund and Others for GOB Fund. The bank accounts are operated by joint
signatories (the Project Director and the Deputy Project Director). The bank accounts are:
Budgeting and Budgetary Control
The activities carried out are as follows:
a) Implementation and Procurement Plan
b) Preparation of Budget based on above
c) Review budget variances
Accounting Policies etc
a) The Project maintains its books of accounts on cash basis under Double Entry Method of
book keeping
b) All payments are charged off to relevant project activity account head at the time of
making the payments, except advance payment
c) Advance payments are charged off to the relevant project activity account head on
adjustment
45
d) Assets created out of project are accounted at cost
e) No depreciation is provided on Fixed Assets acquired under the project
f) Stores (office stationery etc) purchased for project activities are charged off to the
relevant project expenditure head at the time of purchase itself
g) Release of funds to Project are accounted for as advance in the books of accounts and
treated as expenditure only upon submission of expenditure information
h) Cheques issued are treated as payment on the date of delivery date of the cheques and
un-presented cheques to banks are reconciled at the month end
i) Cheques outstanding for more than six months are treated as stale and reversal entries
are made keeping memoranda records
j) Considering the nature of activities imprest fund is kept up to the limit of Taka fifty
thousand to meet urgent needs
Book-keeping & Accounting
The Project has developed a computerized financial management system integrated with
ORACLE E-Business Suite. The system is web-based multiuser. Input into the system are in
BDT but the customized reports can be generated in three currencies (BDT, USD and SDR)
using the applicable exchange rate.
Chart of Accounts
Chart of Accounts for the Project has been developed following GOB Economic
Code, Project Components and IDA Disbursement Categories (Annex 22)
46
Communication Management
The project communication specialist jointly with the international firm selected through
competitive bidding will create awareness amongst the stake holders and the clients of the
various activities of the project and the promotion of the local IT/ITES industry. Some of the
activities are listed below which will be further strengthen after the appointment of the
international consultant firm.
ACTIVITIES DURATION OF IMPLEMENTATION
Developing a web portal for LICT project September to November 2013
Developing a blog site for LICT project February 2014 to April 2014
Generating ideas and making advertisement As and when required
Making News and Press Release Project Life Cycle
Making 10 Special reports and 10 features November 2013 to August 2014
Making documentaries November 2013 to September 2014
Publication of Monthly IT Magazine (9
issues)
January to September 2014
Launching National and Local Level
Campaign
January to September 2014
Impact evaluation of Communication
Intervention
July to August 2014
47
ANNEXURE
48
Annex 1: Project Steering Committee (PSC)
Sl.
No
Designation & Organization Remarks
1. Secretary, Ministry of Information and Communication
Technology
Convener
2. Executive Director, Bangladesh Computer Council Member
3. Representative, Prime Minister‟s Office, (Not below the rank of
Director General)
Member
4. Representative, Finance Division, (Not below the rank of Joint
secretary)
Member
5. Representative, Economic Relations Division (World Bank wing,
Not below the rank of Joint secretary)
Member
6. Representative, Implementation Monitoring and Evaluation
Division, (Not below the rank of Joint secretary)
Member
7. Representative, Socio- Economic Infrastructure Division, (Not
below the rank of Joint Chief)
Member
8. Representative, Ministry of Posts and Telecommunications(Not
below the rank of Joint secretary)
Member
9. Representative, Ministry of Information and Communication
Technology (Not below the rank of Joint secretary)
Member
10. Representative, Ministry of Commerce (Not below the rank of
Joint secretary)
Member
11. Representative, Institute of Business Administration , Dhaka
University ( Not below the rank of Associate Professor )
Member
12. Representative, Department of Computer Science & Engineering ,
Bangladesh University of Engineering & Technology ( Not below
the rank of Associate Professor )
Member
13. President, Bangladesh Computer Samity (BCS) Member
14. President, Bangladesh Association of Software and Information
Services (BASIS)
Member
15. President, Internet Service Provider Association of Bangladesh
(ISPAB)
Member
16. President, Bangladesh Association of Call Center Operators
(BACCO)
Member
17. President, Association of Mobile Operators of Bangladesh
(AMTOB).
Member
18. Project Director, Leveraging ICT for Growth, Employment and
Governance
Member
Secretary
49
Annex 2: Project Implementation Committee (PIC)
Sl.
No
Designation & Organization Remarks
1. Executive Director, Bangladesh Computer Council Convener
2. Representative, Ministry of Information and Communication
Technology (Not below the rank of Deputy Secretary )
Member
3. Representative, Finance Division (Not below the rank of Deputy
Secretary )
Member
4. Representative, Economic Relations Division (World Bank
Section, Not below the rank of Deputy Secretary )
Member
5. Representative, Implementation Monitoring & Evaluation
Division (Not below the rank of Deputy Secretary )
Member
6 Representative, Bangladesh Telecommunication Regulatory
Commission
Member
7. Representative, Socio- Economic Infrastructure Division, (Not
below the rank of Deputy Chief)
Member
8. Representative, Export Promotion Bureau (EPB) Member
9. Representative, Business Promotion Council (BPC) Member
10 Representative, Bangladesh Computer Samity, (BCS)
11 Representative Bangladesh Association of Software and
Information Services (BASIS)
Member
12 Representative, Internet Service Provider Association of
Bangladesh (ISPAB)
Member
13 Representative Bangladesh Association of Call Center Operators
(BACCO)
Member
14 Project Director, Leveraging ICT for Growth, Employment and
Governance
Member
Secretary
50
Annex 3: Project Coordination Unit (PCU)
Sl.No Designation & Organization Remarks
1. Project Director, Leveraging ICT Project Convener
2-3. Component Team Leaders (2) – IT/ITES & E-Government Member
4. Project Management Specialist Member
5. ICT Procurement Specialist Member
6. Procurement Specialist Member
7. Financial Management Specialist Member
8. Communication Specialist Member
9. Monitoring & Evaluation Member
10-13 Technical Specialist Member
14-17 Project Associate Member
18-19 Team Associate Member
20 Accounts Specialist Member
51
Annex 4: Grants Management
Introduction
The Project Development Objectives (PDOs) of the Leveraging ICT for Growth,
Employment and Governance (LICT) Project are to: (i) Catalyze the growth of Bangladesh‟s
IT/ITES industry for employment creation and export diversification; and (ii) Establish basic
e-Government foundations to support public sector modernization.
Beneficiaries for IT/ITES: The direct beneficiaries are 34,000 Bangladeshi youth (including
an estimated 10,200 young women @30% female) who will benefit by gaining marketable
and globally recognized IT/ITES skills, increased incomes due to skills upgrading, and
enhanced employment opportunities in a growing IT industry. The local IT/ITES companies
will also benefit from significantly increased business opportunities from the projected
increase in industry revenue of over USD 200 million, support from BCC as the anchor
institution for IT/ITES industry development, and improved international perception of their
IT/ITES capabilities.
Beneficiaries for e-Government: The direct beneficiaries are all the GOB‟s ministries and
agencies, who will benefit directly from higher efficiency and effectiveness, and reduced
risks in their use of IT due to the availability of shared technology infrastructure for their
systems and services. In addition they will be able to increase benefits from the use of ICT
for their operations and services due to increased skills of support personnel both internally,
and from MOICT/BCC. Bangladeshi citizens and businesses will also benefit from improved
reliability of government services and increased security of their personal information.
This manual deals with the IT/ITES Industry Development Component (Component 1) of the
LICT Project. It describes the five major activities of Component 1 of the LICT Project and
mentions the overall goals of Human Resources Development (HRD) for the IT/ITES
companies in Bangladesh.
The manual also describes the operational processes of the Human Resources Development
and Grants Management (HRDGM) committee or the Executive Committee (EC) of the
LICT Project, chaired by the Executive Director, Bangladesh Computer Council, to undertake
the tasks required to support the Advisory Board, in advising the HRDGM.
This Operation Manual will be a live document with improvements taking place as the
project progresses taking inputs and feedback from all the major stakeholders of the Project.
Continuous active involvement and guidance from the IT Services (ITS) and IT Enabled
Services (ITES) Industry sectors of Bangladesh will be one of the Critical Success Factors
(CSF) of the Component 1 of the LICT project in general, and for this Operation Manual in
particular.
This IT/ITES component will improve the competitiveness of Bangladesh‟s IT/ITES industry
by increasing the quantity and quality of skills, improved perception of the country globally
and support for development of IT/ITES-specific eco-system.
The IT/ITES Component comprises the following:
1.1 Top-up IT Training of Science Graduates for IT Services Segment: Provide software
developer conversion training of six to nine months for 10,000 non-computer science
graduates from universities and colleges. In addition the faculty will be trained and the
trainees will be certified in partnership with leading universities and IT/ITES players to
ensure quality.
52
1.2 Foundational Skills for ITES Segment: Provide training for 20,000 trainees in
language, customer service, cultural sensitization, and PC/keyboarding; in order for these
trainees to have sufficient basic skills to be ITES employable. An anchor institution will be
identified to partner with international ITES players to provide the training.
In addition, this sub-component will provide training grants to the IT/ITES companies that
hire and train a minimum number of employees, for a minimum period of time. Around four
thousand (4,000) HR may be accommodated by using this grant.
1.3 Middle Management Training: Support a local leading academic institution in
partnering with overseas institutions to provide IT/ITES focused supervisory/middle
management training programs. This sub-component will support tie-ups with the proven
institutions round the Globe.
1.4 Institutional Capacity Building for BCC and Local Industry: This sub-component will
build BCC‟s capacity as an anchor institution for IT/ITES industry development. It will set
up an IT/ITES unit in BCC comprising of BCC and project staff. In addition, it will assist
BCC to develop the industry development strategy and roadmap in partnership with industry
stakeholders, and set up an international advisory body to guide BCC‟s efforts.
In addition will also build the capacity of local industry by setting up a forum to facilitate
dialogue and promote collaboration between the various industry associations. It will also
support local companies in adopting globally accepted certifications for IT/ITES as such
certifications are required for certain sub-segments of work, and contribute significantly to
the perception of a country‟s readiness for IT/ITES business.
1.5 Industry Promotion: Provide industry promotion support to enable Bangladesh to
overcome the challenge of low awareness and poor perception of Bangladesh as an IT/ITES
destination. Hence, it will develop an industry promotion plan for the country; and provide
business development assistance in the form of contact databases, outreach programs to
CEO-level clients, and support to high-level industry champions within the government for
external client engagements. In addition it will support industry promotion actions such as
developing promotional tools and materials, and place the country into globally recognized
IT/ITES ranking indices.
All the above 5 sub-components will be implemented by the globally recognized firms in
close consultation with the industry. The grants component will be managed following the
procedures outlined in this manual. This document may incorporate the ideas of the
international experts for IT/ITES component at the implementation stage. Ideas from this
grant management will also be used for managing the 5 sub-components.
The key objectives for supporting the Human Resources Development and Grants are limited
to:
(a) Provide contributory partial funding to create World Class Human Resources (both
for production and management) and to promote the company and country globally
for better employment and export growth, and
(b) Enhance capacity of the entrepreneurs and middle management of the IT/ITES
companies to compete in the global marketplace.
53
Grants Management Structure
The Human Resources Development Support and Grants are open for ITS and ITES
companies from the private sector with particular focus on the export market, creation of
employment opportunities for 34,000 graduates (Top-up training: 10,000; Foundation
Training: 20,000; FTFL13s: 4000) and innovation in the business and work processes in the
industry.
The Human Resources Development and Grants Management for IT/ITES Companies
(HRDGM) will be managed by an Executive Committee (EC).The EC will comprise
representatives from BASIS, BCS, ISPAB, BACCO, BCC, and relevant stakeholders chaired
by the Executive Director, Bangladesh Computer Council. LICT Project Coordination Unit
(PCU) will assist the Executive Committee (EC) for IT/ITES companies‟ Human Resources
Development and Grants Management (HRDGM). The EC will manage the overall selection
process of the companies and the trainees.
An advisory Board (AB) consisting of prominent national and international personalities in
this sector will be established. The AB will guide the EC to incorporate multidimensional
perspectives, global trends, new developments that may affect the IT/ITES sector etc.
A Technical Experts Panel (TEP) will review and approve project proposals based on pre-
established criteria, monitor and assess performance of the funded companies and the Fast
Track Future Leaders (FTFL). The Program will follow this manual to manage Grants under
this program to detail out selection, disbursement, M&E (Monitoring and Evaluation) and
management aspects of the Grants.
Scope of Grants
There is a wide gap in demand and supply of appropriate skilled Human Resources in the
IT/ITES industry. LICT project initiated dialogues with the stake holders and one of the
messages from these interactions is to address the immediate HR needs of the IT/ITES
Industry. The Grants for Internship is appropriately designed in consultation with the stake
holders for developing transparent and accountable selection process for high quality interns
named as 'Fast Track Future Leaders (FTFL)‟, by which the Industry can groom interns for
long term benefits. A nationally branded and selected pool of talented human resources will
be more attractive to the Industry than the mere provision of internship allowance or grants.
The grants can also be utilized to support the companies with generic workflow software for
recruitment processing and HR Management software, as their immediate needs to support
HR development.
Based on the experience and recent multiple interactions with the Bangladesh IT/ITES
Industry leaders and associations, the companies need help to resolve their immediate Human
Resources issues. The Industry has revealed that they need not only need the high quality
promising young technical graduates, but also business graduates for sales, marketing,
13 The internship program is named as Fast Track Future Leader (FTFL) program. The estimated amount is BDT (Lakh)
3097.06 which will come from the Budget Head 5900, Economic Code 5963 of DPP which is already approved in the
Financing agreement with WB.
54
proposal writing, HR management etc. These companies will also benefit from a reliable
national high quality HR Selection Process. The companies intend to hire talented and
motivated individuals (FTFL) as interns for grooming them for long term career and
entrepreneurship in the IT/ITES Industry, who will grow as future leaders.
The interns, supported by the project Grants, will be treated as the Fast Track Future Leaders
for the IT/ITES Industry (FTFL). This Human Resource pool will be recognized as a
prestigious asset for the country. Bangladesh IT/ITES Industry must excel in Sales,
Marketing, Accounting & HR besides the IT Services (ITS) and IT Enabled Services (ITES)
areas. So this internship grants should also be available to recruit Fast Track Future Leaders
in ITS, ITES and Management disciplines.
Following are the three areas, where the Fast Track Future Leaders (FTFL) is needed:
i) ITS: Science Graduate ( at least science in SSC/HSC level)
ii) ITES: From HSC to Graduate according to the particular ITES/BPO segment‟s job
requirements
iii) Sales, marketing, HR management & Accounting (i.e. Management): Business
Graduate
Immediate Steps
The project will start with 900 FTFLs to test this innovative industry concept by disbursing
this grant to the selected FTFLs and the recruiting companies. Among the FTFLs 300 will be
provided in ITS Company, 300 for ITES Company and another 300 management level interns
will be provided equally in ITS & ITES Companies.
After evaluating the performance of both the FTFLs and the companies, the remaining 3,100
FTFLs will be provided accordingly.
Branding & Communication:
The IT/ITES Industry in Bangladesh is yet to become the prestigious destination for the
bright and brilliants seeking great career paths. Although there are great global career paths
both in the IT Services Industry and in the IT Enabled Services Industry, but Bangladesh is
yet to deliver its potentials as India did by leading the world. So the promising career seeking
bright students do not yet flock together in great numbers to work for the IT/ITES Industry in
Bangladesh.
Bangladesh IT/ITES Industry needs to accelerate growth both in revenue and number of
professionals. A Fast Track to build Future Leaders of IT/ITES Industry is the demand of the
Industry at this moment. The Fast Track Future Leader concept is relatively new and usually
practiced in large business organizations for growth and continuity. It needs to be popularized
nationally all over the country to attract more talents into the IT/ITES Industry. So the LICT
Project needs to play a vital role in branding and communicating the bright career paths to the
promising candidates all over the country. This Fast Track Future Leader (FTFL) Program for
the Bangladesh IT/ITES Industry needs to be branded appropriately and communicated
widely along with the Industry associations all over the country to attract the best and bolds.
55
As this internship is the way of the Fast Track Future Leaders for IT/ITES industry in
Bangladesh, so the branding of the program for the FTFL is very essential. To attract IT/ITES
companies and young bright students from all corners of the country it is necessary to use all
communication media to advertise the program. The advertisements will be published in
major national widely circulated daily newspapers, on Government Websites and in other
communication media including print and electronic media as required. Also through
partnership with different organizations/institutions the awareness will be carried on. The
partnerships will be developed to ensure the involvement of different organizations and
creating a positive impression so that the people get encouraged to apply with a prestigious
sense.
The Project will also arrange road shows / job fairs / workshops / seminars to promote the
concept of Fast Track Future Leader for IT/ITES industry in Bangladesh. The selected firm
for IT/ ITES Industry Promotion Services on Marketing and Communications will also
contribute in branding FTFLs.
Selection:
Applications will be accepted only through the online application system. Complying with all
stated instructions/requirements it will be accepted for evaluation.
For FTFLs: The LICT Project will receive all applications through online. The FTFL
applicants will be notified to sit for an online screening exam and after passing the screening
exam the applicants will be ranked based on score. There will be three different tracks of
online exams14 for three different categories, such as: (1) IT Services: Programming,
Networking, etc.; (2) IT Enabled Services: Graphic Design Services, Business Process
Outsourcing, etc.; (3) Management Trainees: Accounts, HR, Sales, Marketing, etc.
After the ranking is done, the evaluators of the Technical Experts Panel (TEP) will hold a
meeting for finalizing the selection. After the TEP meeting, the recommended personnel will
be placed to the EC for final approval.
For Companies: The LICT Project will receive category-wise demand of HR from the
companies. The Companies will be screened for administrative check. Administrative
checking will be based on their business plan, career path and pay structure for employees.
On the basis of these criterion, the companies will be ranked.
After the ranking is done the evaluators of TEP will hold a meeting for discussing and
finalizing the company selection. The number of selected companies will depend on the
availability of the project grants. If deemed necessary the TEP and LICT Project may
physically verify the company (ies) and can call any company for interviews. After the
meeting the recommended Company will be placed to EC for final approval.
Boot Camps:
Typically the term “Boot Camp” is used in the global IT Industry as a way to accelerate
learning new technology, profession or work environment. The Boot Camps for the FTFLs
will be designed to groom the successful applicants to start their career in the IT/ITES
14 Specialized technical test is applicable for the IT & ITES categories. But the FTFLs for other category will sit for the
online aptitude test.
56
Industry. The format of these Boot Camps could be residential intensive lecture, group study
and team work based.
Based on the past IT industry & BCC internship program experience, a Boot Camp just after
selection & recruitment, a mid-boot camp after 3 months and a final boot camp after 6
months help both the companies & the FTFLs. So, LICT project can arrange this boot camp
as a part of the infrastructure and HRD support to the companies.
The boot camp can be arranged as follows:
1. Three general boot camps (initial: 5 days, mid-term: 3 days; convocation: 3 days)
comprising 30 person in each group.
2. Companies will recruit the FTFLs first. Then they will send at least one mentor of the
areas of their recruitment. For example, if a company recruits 5 persons for
management track i.e. sales, marketing, HR, Accounts etc., 5 persons for software
development & 5 persons for graphic design, then that company should send 3
mentors/trainers for each area to the boot camp.
3. LICT Project and Associations may arrange the necessary logistics in different
locations, such as: BITM, BCC, Gazipur Scout Camp, RDA Bogra, BARD Comilla,
RPATCs, Regional Universities, Telecom Training College etc. as the boot camp
venues.
4. LICT Project will arrange lunch & refreshments for the FTFLs.
5. LICT Project will give lump sum remuneration to the mentors attending the boot
camp.
Tracking:
The LICT project wants to look after the current position both of the FTFLs and the
companies. It will ensure their progress of on the job training, skills development, working
environment and expertise in the appointed areas. At the same time the LICT project will
monitor the company‟s progress and outcomes with the FTFLs. All these process will be
done by an online monitoring & database system.
For FTFLs: The project will track the FTFLs by an online tracking system. The FTFLs will
provide his personal information, educational backgrounds, training history, on the job
training progress, specialized fields of training, learning process, earned skills through FTFL
program etc. The FTFLs will be liable for updating the database frequently.
For Companies: The project will track the companies by an online tracking system also. The
company will provide the updated revenue growth of the company, company‟s outcome,
FTFL‟s on job training performance, FTFL‟s career path, and the current salary/allowance of
FTFLs etc.
57
The overall process of FTFLs Selection & grooming is as follows:
IT Services FTFLs
300
Management
300
←150+150→
ITESFTFLs
300
Convocation Boot Camp for 3 days after 6-
months on-the-job training
Mid Boot Camp for 3 days after 3 months
Initial Boot Camp for 5 days
Final candidates and companies selection
Industry Recruitments Need
Analysis
FTFLs Branding & Communication
Comprehensive
Online Screening
Tests
FTFLs
T
r
a
c
ki
n
g
C
o
m
p
A
N
I
es
T
ra
ck
in
g
Management Arrangements
To manage the ITS/ITES FTFLs and Companies Grants, there will be multiple committees
with specific responsibilities. There will also be small working groups or ad hoc committees
for managing certain parts of the process.
Following are the three committees that will have significant roles in selection, management
and strategy development of HR Development Support and Grants disbursement.
A. Advisory Board (AB)
B. Executive Committee (EC)
C. Technical Experts Panel (TEP)
The overall structure and ToR of the proposed committees are given below:
Advisory Board (AB)
The Advisory Board (AB) will consist of prominent national and international
personalities to guide the EC for moving forward. One of the main objectives of this
board will be to provide strategic directions. AB may consist of 11-13 members initially,
later if required the number of members can be increased. Past presidents of BASIS (3),
BACCO (1), BCS (1), ISPAB (1), and few select Non-Resident Bangladeshi (NRB)
luminaries from the IT Services& IT Enabled Services from abroad. Details of the
members are attached in the Annex 5.
58
The possible roles by the Advisory Board (AB) are as follows:
1. To provide strategic suggestions to the executive body (i.e. EC) of the
HRDGM.
2. To provide advice to the executive body (EC) to develop longer-term
sustainable Human Resources Development and Employment
directions for export growth in the IT Services& IT Enabled Services
in Bangladesh.
3. To highlight HRDGM in the relevant platforms and guide mutual
knowledge exchange from similar initiatives.
The AB will meet at least twice a year. 50% presence of the AB members will be considered
as quorum.
Executive Committee (EC)
The Executive Committee (EC) will consist of present presidents of BASIS, BACCO,
ISPAB, and other relevant stakeholders chaired by the Executive Director, BCC. Details
of the members are attached in the Annex 6.
The possible roles by the Executive Committee (EC) are as follows:
1. To finalize selection of the Fast Track Future Leaders (FTFLs) for the
IT/ITES Industry in three tracks of the HRDGM.
2. To finalize selection of the IT/ITES companies recruiting the FTFLs
with grants support from the LICT Project.
3. To decide on any other relevant issues on FTFLs selection, Company
Selection, and Boot Camp to manage the HRDGM.
The EC will meet as and when needed to finalize the recommendations by the Technical
Experts Panel. 50% presence of the EC members will be considered as quorum.
Technical Experts Panel (TEP)
The TEP will be required to evaluate the proposals. The relevant persons with domain
expertise along with understanding of capacity building of IT/ITES industries would be
the members of TEP. There will be a pool of technical resource persons who would
evaluate the relevant proposals. The members of technical committee maybe selected
from Government organizations, Industry Sector, Academia and Research organizations.
(Annex 7).
The main responsibilities of TEP are:
1. Scoring the FTFLs and company applications
2. Meeting to finalize the selection after scoring
3. Feedback/suggestions to EC on qualitative terms on operations
4. Providing ideas on evaluation, priority areas and scopes of engagement
59
By the nature of the board initially every member will be nominated for one year.
Progress Monitoring & System View
LICT Project will create two distinct databases with online access to track the development of
the Trained Human Resources and the FTFLs receiving companies.
The first online Human Resources Database will have a very user friendly web portal which
will list all the 4,000 FTFLs; 10,000 Top-up IT Services Trainees; 20,000 Foundation ITES
Trainees; and all their relevant information and updates.
The second online FTFLs Recipients Database will also have a very user friendly web portal
which will list all the IT Services& IT Enabled Services companies, their middle
management trainees‟ profiles, progress updates, their export promotion activities, results and
all their relevant information and updates.
System Diagram of the IT/ITES HR Assessment and Training and BCC’s IT/ITES Unit
(based on BCC Initiative IPSAEP in 2007)
System Diagram of the FTFLs for the IT/ITES Companies Operations
Technical Experts Panel
(TEP)
Advisory Board (AB)
Executive Committee
(EC)
Grants Management
for FTFLs & Companies
Web Interface
Applicant Companies
60
Approval process for FTFLs
Advertisement
As this internship is the way of the Fast Track Future Leader for IT/ITES industry in
Bangladesh, so the branding of the program for both of the FTFL & Boot Camp is very
essential. To attract IT/ITES companies and young bright students from all corners of the
country it is necessary to use all communication media to advertise the program.
The advertisements will be published in major widely circulated daily newspapers, on
Government Websites and in other communication media including TV & electronic media
as required. Also through partnership with different organizations/institutions the awareness
will be carried on. The partnerships will be developed to ensure the involvement of different
organizations and creating a prestigious program so that the talented youths are attracted to
the program for accomplishing their dream job. LICT Project will also arrange road shows /
job fairs / workshops / seminars to promote the concept of Fast Track Future Leaders for
IT/ITES industry in Bangladesh amongst the stake holders.
ELIGIBILITY
Must be the permanent resident of Bangladesh fulfilling following criteria:
1. For the IT Services Track: FTFLs who wants to develop career in typical IT outsourcing
services such as Programming, Networking, etc;
i. Graduates having minimum 16 years of education from the recognized
universities/institutions.
ii. CGPA for ICT youth graduates (within two years from the date of advertisement)
3.0/4 or 70 marks or equivalent
iii. CGPA for Non-ICT youth graduates (within two years from the date of
Advisory Board
Executive Committee
Screening & Assessment Unit Course Design & Modification Unit
Training Unit Industry Liaison and Placement
Unit
Academia Liaison & Induction Unit
61
advertisement) at least2.5/4 or 65% marks or equivalent
2. For the Management Track for both the ITS and ITES sectors: FTFLs who wants to
develop career in ITS & ITES companies‟ management, specializing typically in outsourcing
services related to Accounts, HR, Sales, Marketing, etc.:
i. Business Graduates having minimum 16 years of education from the recognized
universities/institutions.
ii. CGPA (within two years from the date of advertisement) at least 3.0/4 or 70%
marks or equivalent
3. For the IT Enabled Services Track : FTFLs who wants to develop career specializing
typically in outsourcing services related to Graphic Design Services, Business Process
Outsourcing, etc.;
- At least 12 years of education having HSC or A-Level or equivalent certificates with
CGPA 2.5/4.0 or 65% marks or equivalent
Application from Companies
Applications from the companies, who want to recruit the FTFLs, will be received online.
The LICT Project will receive all applications and after recording receipt the application will
be screened for administrative check. Once the applications pass the administrative check
they will be sent to TEP for evaluation. After receiving the evaluation the applications will be
ranked based on average score. After the ranking the evaluators of TEP will hold a meeting
for finalizing the selection. If deemed necessary the TEP and LICT Project may physically
verify and call for an interview and review the scores.
After the meeting the recommended companies will be placed to EC for final approval.
The detailed guideline for submitting application is in Annex 8 & 9.
ELIGIBILITY CRITERIA
Participant companies must have;
1. Technical strength: Developers, programmers, technical experts
etc.(minimum: 10)
Non-technical strength: Administration, finance, marketing, sales, security,
support staff including drivers etc. (minimum: 5)
2. Organization legal status a) Certificate of firm/company/sole propriety, b)
TIN/VAT Certificate; c) ITS/ITES company must be operational for three
years or more.
3. Verification of the Human Resources will be done through the bank account
and the pay slips.
OTHERS
a) Organizations must provide their detailed company profile
b) Organizations must provide audited balance sheet, income statements of at least last two
years, so as to show the financial strength of the company
c) Organization must provide the evidence of its manpower
d) LICT/EC/TEP reserves the rights to accept or reject any or all applications.
62
Area of Focus & Evaluation Criteria
The classifications of the broader areas of submission are the following at present. However
it is the discretion of EC to modify the present categories at any time. The FTFLs are open
for local IT/ITES companies with emphasis on the following categories:
Company Growth: Increased employment with growth in company revenue.
Export Diversification: IT/ITES skills development activities will increase the
capacity of local IT companies for strengthening local industry capacity and
competitiveness for export-oriented growth.
Gender Equity: Employment in IT/ITES will be ensured with gender equity.
The proposals / applications will be evaluated based on predetermined criteria. The pass mark
for any proposal / application is 60%.
Each proposal needs to be evaluated as per the following matrix:
Table-1 Company Evaluation Criterions
Sl. Criterion Maximum
Score Details
1. Company‟s Vision
&IT/ITES Focus 10
Does the company have a global IT/ITES vision?
How sharp is the company‟s focus on certain
IT/ITES vertical?
2. Entrepreneurs‟ Export
Readiness
10 How ready or how soon the company can be ready
for the IT/ITES export market?
3. IT/ITES company‟s HR
Function Maturity 30
How disciplined and mature is the Human
Resources Function of the company with defined
career path?
4.
Liaison with world-
class IT/ITES Training
Institutes
15 How serious is the company to get world class
IT/ITES Human Resources?
5.
Number of fresh
IT/ITES employees
being hired and trained
15
How attractive is the company for young fresh
IT/ITES Human Resources including salary
structure?
6.
Last three years
IT/ITES revenue
(especially in exports)
20
How is the company‟s IT/ITES revenue trends in
the last three years (especially in exports) to
support the additional HR needs?
Total 100
Each IT/ITES company Application will be evaluated by minimum three persons of the TEP.
63
Selection Process
Selection process of Companies:
Step 1 (Administrative check)
This step will involve the LICT Project checking compliance of each application with
submission requirements (see Annex 10). Any application not meeting this requirement will
be set aside and the list will be published in the website. Provided time permits, such
applicants may review, rewrite and resubmit applications. Resubmitted applications will be
considered in the same way as new applications.
Step 2 (Quality assessment)
Once the initial compliance check is done, the application will be sent to the TEP
members who will do the scoring. Based on the assessed (average) score, applications will
be placed by 'type' into one of two selection categories; 'recommended for support' and
'not recommended for support'. The scores will be recorded in the Grants Management
Register in 2 columns Recommended and Not recommended – showing FTFLs numbers
and tracks .
Once the scoring is recorded the ranking will be done based on average score. After the
ranking is done the evaluators of TEP will hold a meeting for discussing and finalizing
the project.
If any discrepancy is observed in the scores given by the three TEP members on a
particular proposal, the EC will review the proposal and take final decision. The TEP
could give an official score based on the submitted documents. If the TEP and project
visit the premises, another official score can be submitted but each change from the 1st
score must be explained and justified.
If deemed necessary the TEP and Project may visit the applicant's premise and physically
verify the submitted information, call for an interview and finalize the scores. The TEP
cannot change the scores after the evaluation is submitted to LICT and no new
TEP/committee can be formed for reviewing the TEP decisions. The recommended
applications by TEP will be placed before EC for final approval. (Annex 11)
Step 3 (Selection process)
This step involves the EC's approval of the TEP assessments by considering a summary of
each recommended proposal, and then deciding which applications will be awarded Grants
for IT/ITES Companies. The short listing will be done from the proposals which have
undergone evaluation by TEP.
The EC will focus on the service delivery relevance, development benefits, social risks,
highly scored cases and other relevant issues. If the EC is not satisfied with the
recommendations by the TEP, then the proposals may be sent back for further review.
However, a three/fourth majority of the EC Members should be necessary for providing
FTFLS and relevant grants.
64
Step 4 (Notification of applicants)
All successful applicants will be notified (within 6 weeks) using standard form
(Annex12). Selected applicants will be invited to sign contracts. The unsuccessful
candidates will not be contacted individually, only the list will be published in the website
along with the successful ones. However the broad reasons will be provided for reference
for the unsuccessful applicants in the event of their willingness to re-apply.
Step 5 ( Distribution of FTFls and Monitoring)
Based on 'approved' versus 'expected' disbursement of funds, if the EC wishes some or all
applications may be placed in the 'Needs Reassessment' category for subsequent
reassessment at a later phase.
Step 6 (Approval)
Based on the scoring, recommendation from TEP and discussion EC will decide on the
companies that would be provided with needed FTFLs and the related matching grants for
infrastructural support.
Providing FTFLs and the related matching grants for infrastructural support will be in
accordance with the company and LICT Project.
Selection process of FTFLs:
Step 1 (Administrative check)
This step will involve the LICT Project checking compliance of each online applicants with
submission requirements. Any application not meeting this requirement will be set aside and
the list will be published in the website. Provided time permits, such applicants may review,
rewrite and resubmit applications. Resubmitted applications will be considered in the same
way as new applications.
Step 2 (Quality assessment)
The LICT Project will receive all applications online. The FTFL applicants will be notified to
sit for an online screening exam and after passing the screening exam the applicants will be
ranked based on score.
Step 3 (Selection process)
There will be three different tracks of online exams for three different categories, such as: (1)
IT Services: Programming, Networking, etc.; (2) IT Enabled Services: Graphic Design
Services, Business Process Outsourcing, etc.; (3) Management Trainees: Accounts, HR,
Sales, Marketing, etc. There will be random question selection option for the test within a
fixed period of time. The exam may take place either centrally in Dhaka or divisional cities of
Bangladesh.
65
Step 4 (Finalizing the Selection)
After the ranking is done, the evaluators of the Technical Experts Panel (TEP) will hold a
meeting for finalizing the selection. After the TEP meeting, the recommended personnel will
be placed to the EC for final approval.
Step 5 (Company Distribution)
Based on both company‟s demand/choice and the FTFL‟s choice, the FTFLs will be placed
on the respective companies.
Following are the tentative Process Flow Charts for IT/ITES HR Screening / Assessment and
Training Programs: (these are based on the rigorous Industry & Academia consultations in
2007 while designing the ICT Professionals Skills Assessment and Enhancement Program,
IPSAEP in BCC)
Although the some of the following texts and diagrams are not strictly in the scope of this
Grants Management Manual, but the designs generated during the IPSAEP are still
conceptually relevant. LICT Project will implement these ideas with globally successful
companies during the Top-Up IT and Foundation trainings. In this Grants Management sub-
component of the IT/ITES Industry Development, the IT/ITES industry will mainly groom
their Fast Track Future Leaders (FTFL) with on-the-job-training. LICT Project will manage
the selection process to attract the top talents and will arrange three (3) intensive 3 to 5 days
Boot Camps to accelerate the grooming of the FTFLs.
Assessment Process Agents:
Source of Trainers/Curriculum Developers (besides the internationally reputed IT/ITES
Training Provider(s) selected by LICT):
From Universities (Academia)
From Industry (ICT experts)
From NRB Pool (Academia & ICT experts)
Place of Training:
Universities (CS/CSE Department/Institute)
Bangladesh Computer Council
Training facilities of the Industry, BITM, BASIS and other accredited institutions
66
Finalizing the Selection
Administrative check
FTFLs Selection
Invite Applications
Take FTFLs Skills Tests
Company Distribution
Diagram-1: FTFL Selection process
67
Define Assessment Test Criteria
Benchmark Tests with Global ICT Professional Standards
Review Grading Scheme by the LICT Strategy & Policy Board
Review all criterias Assessment Tests & Interdependencies
Prepare Online Tests
FTFLs Assessment Question Development
Diagram -2: FTFL Assessment Test Process
There are three major processes have been identified for HRDGM starting from publishing
advertisement for proposals to replication of ideas. These are
1. Application Screening Process (ASP)
2. Application Evaluation Process (AEP)
3. Implementation and FTFLS Distribution Process (IFDP)
These processes are supposed to start sequentially and only when one process is completed
the next process can be started. These processes would help to understand and simplify the
operations of the Grants Management Operation Manual.
Application Screening Process (ASP) for Companies:
This is the very first and the basic process through which the proposals will be screened for
evaluation. This process will help to sort the proposals and identify which ones meet the
requirements and can move to the next level for evaluation. This process will focus on the
checklist and application criteria.
68
Following is the process diagram of ASP:
Diagram -3 Process Diagram of ASP
Application Evaluation Process (AEP):
This is the stage where the listed compliant proposals are evaluated and final decisions are
made. In this process the evaluation of the proposals is done by the TEP members. Once the
summary of the evaluation is compiled the proposals will move to the final stage. Following
is the process diagram of PEP:
Start
Score and Evaluate Technically based on submitted application
and documents
IT/ITES Companies Shortlist after the Initial Screening
Process
Compile scores and ranks
Actor: LICTTime: 2 Weeks
Actor: TEPTime: 4 Weeks
Actor: TEPTime: 8 Weeks
Visit sites to thoroughly assess HR needs and to score the shortlisted
companies
Actor: EC/LICT, TEP
Time: 2 weeks
Applicants Approved for
Grants ?
Selected IT/ITES Companies for Grants
Stop
YesInform Applicants
No
Actor: EC / PSCTime: 4 weeks
Diagram -4 Process Diagram of AEP
Implementation and FTFLs Distribution Process (IGDP):
This is the final stage of awarding FTFLs and related support grants to the IT/ITES
companies. In this stage the contract will be initiated with the selected companies, FTFLs and
the related support grants will be disbursed and monitoring will be done. This is the largest
stage in the process and following this would ensure the smooth execution of the
implementation.
69
Start
Pay First Installment as partial support logistics and FTFLs
stipends
Complete the Contract Signing Process
Actor: LICT, ITESTime: 2 Weeks
Actor: LICT, BCCTime: 2 Weeks
Actor: LICT, TEP (selected members)
Time: 8 Weeks
Visit ITES companies to thoroughly assess on-the-job HR training
progress
Progress Satisfactory?
Pay the remaining support logistics and FTFLs stipends
Stop
YesInform ITES Companies
NoActor: EC / PSCTime: 4 weeks
Plan for scaling up sustainability and replication
Diagram -5 Process Diagram of IGDP
70
Financial Arrangements
Grants Fund and Cost Assumptions
1. Provision for the Training Grant for 5 years is BDT 309.50 Million
2. The grant would be used for (a) Developing a sustainable automated selection and
monitoring process for the FTFLs, (b) Selection exams center and related logistics
support (c) Stipend to the eligible candidates and (d) Logistic support to the
sponsoring IT/ITES companies, (e) Branding and Communications
3. The stipend would be around BDT 8,000 per candidate per month
4. The logistic support to the IT/ITES companies would be around BDT 20,000 per
candidate
5. The on-the-job training would be provided for six months to each candidate for
whom appropriate position would be created by the companies and the trained
candidates would be absorbed/employed by the sponsoring companies
6. There would be three Boot Camps (at the Starting, in the Middle and Closing)
with the candidates for which the expenditure is estimated to be Tk 8,000 (total)
per candidate
7. For the purpose of branding (advertisement, talk show, documentary etc) the
budgeted expenditure is estimated to be BDT 1,000 Per Candidate
8. For developing automated comprehensive online exams, selection workflow and
monitoring systems for the three-track FTFLs, the budgeted expenditure is
estimated to be BDT 2,000 Per candidate. (This includes some part of the online
question bank development and updating costs. LICT Project may involve the
IT/ITES companies to develop contents at no-cost or minimal-cost sharing
participatory basis.)
Appropriation of the Grants Fund
Head / Account Unit Cost for
6 months
(rate in
BDT)
Quantity
(FTFLs)
Amount (in BDT) % of
Grants
FTFL Stipend (on-the-
job allowance)
8,000 * 6 =
48,000
900 43,200,000 13.96%
Logistics for
companies
20,000 900 18,000,000 5.82%
Selection Process
(Incremental)
2,000 900 1800,000 0.58%
3 Boot Camps 8,000 900 7200,000 2.33%
Branding 1,000 900 900,000 0.29%
First Year Total 70,200,000 22.68%
Balance of Grants
Provision for the
subsequent period
239,300,000 77.32%
Total Grants
Provision
309,500,000 100.00%
71
Conditions for Grants Disbursement
1. There should be agreement with the IT/ITES companies with expressive condition
that they each will create equivalent new employment / position within the year
(Annex 13).
2. Disbursement for logistics would be made upon request in appropriate form to be
provided by the Project (LICT) to the selected IT/ITES companies. The
companies would be required to submit statement of expenditure within three
months of the receipt of the grant supported by documentary evidences of
procurements and expenditure incurred out of grant fund. The unspent at the end
of three months should be refunded by the companies within one month.
Performance criteria, Targets and M&E Arrangements
All applicants who sign contracts with LICT Project will have to agree to a monitoring
requirement. This will include provision of written reports at set milestones during
implementation and agreement to welcome monitoring visits should LICT Project request
such visits. LICT Project will also monitor the expenses and provide reports to EC on the
expenses and developments in the project.
LICT Project may also arrange independent monitoring or engage third party auditing to
ensure the results are validated. LICT Project‟s internal monitoring team will be primarily
responsible for finding out the outcome. However if required the relevant ministry can be
involved to assess the results of the project.
Review and Amendments of this Operation Manual:
This Manual will be reviewed and assessed by the EC and the IT/ITES Industry (specifically
the IT/ITES Industry Advisory Board) periodically and amendments agreed by the EC should
be placed before the PSC for formal validation.
72
Annex 5: LICT HRD & Grants management ADVISORY BOARD
Sl Committee Member
1. Secretary, Ministry of ICT (or his representative not below the rank of Joint
Secretary)
Convener
2. Executive Director, Bangladesh Computer Council Member
3. Representative, Federation of Bangladesh Chambers of Commerce and
Industry(FBCCI)
Member
4. Mr. Sarwar Alam, Past President, Bangladesh Association of Software and
Information Services (BASIS)
Member
5. Mr. Mahbub Zaman, Past President, Bangladesh Association of Software and
Information Services (BASIS)
Member
6. Mr. Fahim Mashroor, Past President, Bangladesh Association of Software
and Information Services (BASIS)
Member
7. Past President, Bangladesh Association of Call Centre and Outsourcing
(BACCO)
Member
8. Past President, ISP Association of Bangladesh (ISPAB) Member
9. Past President, Bangladesh Computer Samity (BCS) Member
10. Representative, Bangladesh Computer Society (BCS) Member
11. Representative, Computer Science Department, Dhaka University Member
12. Representative, Computer Science & Engineering, BUET Member
13. 3 Prominent Non-Resident Bangladeshis in the Global IT/ITES Industry Member
14. International IT/ITES Advisor, Leveraging ICT for Employment, Growth,
Governance Project
Member
15. Project Director, Leveraging ICT for Employment, Growth, Governance
Project
Member
Secretary
73
Annex 6: LICT HRD & Grants management EC
Sl Committee Member
1. Executive Director, Bangladesh Computer Council Convener
2. Representative, Finance Division (not below the rank of Joint Secretary) Member
3. Representative, ERD (not below the rank of Joint Secretary) Member
4. Representative, Ministry of ICT (not below the rank of Joint Secretary) Member
5. Representative, Federation of Bangladesh Chambers of Commerce and
Industry(FBCCI)
Member
6. President, Bangladesh Association of Software and Information Services
(BASIS)
Member
7. President, Bangladesh Association of Call Centre and Outsourcing
(BACCO)
Member
8. President, ISP Association of Bangladesh (ISPAB) Member
9. Programme Advisor, Access to Information II Programme Member
10. Representative, Computer Science Department, Dhaka University Member
11. Representative, Computer Science & Engineering, BUET Member
12. Project Director, Leveraging ICT for Employment, Growth, Governance
Project
Member
13. Component Team Leader – e-Government, Leveraging ICT for Employment,
Growth, Governance Project
Member
14. Project Management Specialist, Leveraging ICT for Employment, Growth,
Governance Project
Member
15. Component Team Leader – IT/ITES, Leveraging ICT for Employment,
Growth, Governance Project
Member
Secretary
74
Annex 7: LICT HRD & Grants management TEP (Technical Experts Panel)
Sl Committee Member
1. Project Director, Leveraging ICT for Employment, Growth, Governance
Project
Convenor
2. Technical Expert from IT Services Industry (3-5) Member
3. Technical Expert from IT Enabled Services Industry (3-5) Member
4. Management Experts from the Industry (3-5) Member
5. Component Team Leader – IT/ITES, Leveraging ICT for Employment,
Growth, Governance Project
Member
Secretary
** There will be multiple TEPs to handle volume. Any member company applying for
the HRD Grants will not be in the TEP to avoid Conflict of Interest.
75
Annex 8: Submission Guideline
The submission guideline is to direct the applicants to follow the recommendation procedure
to ensure that the proposal remains relevant.
Following are the documents that should accompany the proposal
1. Executive Summary in 500 words (must attached after cover page)
2. The main application must be completed in 5 pages
3. A detailed chart of HRD implementation plan
4. FTFL‟s future carrier path with designation and salary structure
5. Past three years audit report
6. Other required documents as mentioned in the form must be submitted
Failure to submit any of the above documents along with prescribed forms the application
may be disqualified.
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Annex 9: HRD Grants Application form
(This application form is subject to substantial changes after having open discussions with
the IT/ITES Industry Associations, Open Forums, and the IT/ITES Industry Advisory Board)
1) Company Name
2) Human Resources Problem Statement
3) Needs and Objectives of the HR expansion
4) Export activity or plan (present or future)
5) Tentative timeline to get export contracts
6) Expected benefits of the recruited Human
Resources (how the actions will improve the
situation of the recruited Human Resources)
7) Possibility to scale up the HR needs? If yes,
Please explain.
8) How the Human Resources Development will
become sustainable? Please explain
9) Do you need financial support for further
extension? Please explain
10) Please detail your existing HR and financial
capacity
11) Monitoring Mechanism ( including reporting)
12) What are the risks? How the risks will be
managed?
13) What is the value for money?
14) % women employment?
15) Name of the Applicant
16) Designation
17) Postal Address
18) Phone number (land phone and mobile)
19) Email
20) Name of partner organization(s) (if any)
21) HR plan
22) Required HR Budget (including breakdowns and shared cost)
23) Certificates from appropriate authority:
24) Other Documents 1
25) Other Documents 2
26) Other Documents 3
77
Submission Checklist
HR Grants Proposal
Company Documents
Budget
HR Plan
Export Plan
78
Annex 10 : Administrative Checklist
ITES Company Name
Unique Reference ID
Date of Review
Admin Checklist Remarks
1 Eligibility
2 Completed application form
3 Detailed budget
4 HR plan
5 ITES Services export plan
6 All boxes with “*” has been filled
7 Attachments provided
8 Proper address and contact details
9 Memorandum of Association, Articles of
Association, TIN, VAT Registration, Trade License
documents, Last three years audited accounts
Checked by
Name:
Signature
If Rejected Reason
79
Annex 11 : LICT GIC Report to EC
(This report will go to EC from TEP for informing the status)
Report date: _____________ for the period __________________________________
No. of applications
Received
Non-compliant Unsuccessful Successful
Ref # Type# Organization Main Objectives Approved Comments
Yes No
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Annex 12: Successful Application Note
(to be printed on official LICT Project letterhead)
Applicant
(address to be added)
(date to be added)
Dear (name to be added)
Re: Application for IT/ITES Company Grants
I am pleased to inform you that your application for support from the LICT Project has
been considered by BCC.
You are requested to sign a contract between your organization & LICT Project.
Please find the enclosed sample contract form.
Thank you for your interest in undertaking the initiative for Growth and Employment.
Yours sincerely,
Project Director
LICT
81
Annex 13: Standard Contract
LICT IT/ITES COMPANY GRANTS CONTRACT
This contract is made on…......................................between.................................................
[the Company] and the “Leveraging ICT for Growth, Employment & Governance Project
[LICT]”, being implemented with the World Bank / IDA Credit by Bangladesh Computer
Council, Ministry of ICT, BCC Bhaban, 14-E/X, Agargaon, Sher-e-Bangla Nagar, Dhaka –
1207
1 The purpose of this contract is to set out the terms and conditions and the principal
duties and responsibilities of the Company and the project LICT in compliance with
the Financing Agreement with the World Bank.
2. “…………………………………” is the Company for the purpose of the training to
be provided to FTFLs (First Track Future Leaders)
3. The Company is authorized by the project LICT and the Company has agreed to
provide the training as stated in 2 above.
4. The trainees agreed to be trained by the Company would be selected following the
procedures as set out in the Operational Manual.
5. The Company will appoint/provide training principal who will ensure that training is
given as intended/stipulated in this contract.
Date of commencement and fixed term
6. This contract begins on............................................... And continues for six months,
subject to the provisions for earlier termination as per this contract.
Training grant
7. The project LICT will provide training grant as under on the terms and conditions as
set out in subsequent paragraphs:
Number of
Trainee
Logistic Support
Per Trainee
(BDT)
Stipend Per Trainee
Per Month (BDT) Total (BDT)
20,000 8,000
Example
10 200,000 480,000 680,000
20 400,000 960,000 1,360,000
30 600,000 1,440,000 2,040,000
Basic conditions for training grant
8. The Company should create equivalent new employment / position and the trainees
should be absorbed in appropriate position with compensation package of at least 60%
higher than the stipend being provided under this training grant agreement.
9. Disbursement for logistics would be made upon request by the Company after the
candidates selected by the project LICT are confirmed to be trained and absorbed by
the Company. The companies would be required to submit statement of expenditure
within one month of the receipt of the grant supported by documentary evidences of
82
procurement and expenditure incurred out of grant fund. The unspent at the end of
one month should be refunded by the Company within fifteen days.
10. The stipend to the selected candidates would be transferred to the bank account of the
Company (to be confirmed before or at the time of request for the first disbursement)
directly by the Project (LICT). The first disbursement would be within seven days
from the date of signing this contract for the amount equivalent to three months
stipend of the trainees accepted and the second and final disbursement would be on
the third month from the date of the agreement
11. The Company should furnish time sheet with brief details duly signed by the trainee
and comments / remarks by the Training Principal along-with the disbursement
statement and vouchers for which the stipends are paid within fifteen days of the next
month.
Training principal
12. The training principal is the individual responsible on behalf of the Company for the
training obligations under this contract.
13. The training principal may delegate his responsibilities to others but where this is
done the name of the person or persons appointed must be given to the project LICT
Training topics
14. The Company will provide the trainee with proper training and experience in at least
three distinct substantive areas of IT/ITES.
15. If the Company is not able to provide proper training in at least three distinct
substantive areas of IT/ITES it must make suitable arrangements for the trainees to be
seconded to an office of another firm or elsewhere to acquire the appropriate training
and experience and transfer the equipment procured out of grant fund provided to
them.
Covenants of the trainee
Duties
16. The trainee will:
(a) Carry out the duties given by the Company faithfully and diligently and follow all
reasonable instructions;
(b) Treat all information about Company and its clients and their business as wholly
confidential;
(c) Deal properly with any money or property entrusted to the trainee;
(d) Keep a proper record of all work done and training received;
(e) Attend courses and interviews as required by the training principal.
Disputes
17. Any dispute about this contract or the conduct of either party in relation to it may be
referred to the Bangladesh Computer Council (BCC) for resolution
18. If the dispute is not resolved within two weeks the issue may be referred by either
party to the World Bank whose decision would be final.
19. The trainee may also communicate their grievances, if any, to the project LICT.
83
Applicable law
20. This contract is subject to the law of the People‟s Republic of Bangladesh
Notices
21. Any notices must be in writing and given:
(a) Personally; or
(b) By post addressed to the other party at:
(i) The address set out in this contract; or
(ii) Any other address given by one party to the other for the purpose of this
clause.
22. Any notice to be given to the Company must be addressed to the training principal.
23. Notices will be deemed to be served two working days after posting
Termination
24. This contract may be terminated by the project LICT:
Following an application made by either party for the following reasons:
(i) Mutual agreement between the Company and the trainee;
(ii) Training-related problems that cannot be resolved internally.
25. Unless there are other justifiable reasons to do so, the project LICT will only
terminate the training contract if:
(a) The trainee‟s conduct is unacceptable;
(b) The trainee is incapable of meeting the required Skills or
(c) The Company closes or changes so much that it is not possible to train the trainee
properly.
26. In case of termination of contract as aforesaid the assets procured out of grant fund
and the balance of stipend fund should be returned to the project LICT within one
month from the date of communication of termination notice
27. This contract would not normally be terminated by:
(a) The resignation or appointment of any partner of the Company or
(b) The merger of the Company with another body, firm, company or individual.
Signed by:
............................................................................................................................................
[Training principal] on behalf of the Company
Signed:
.............................................................................................................................................
[XXXX] on behalf of the project LICT
Date:
84
Place:
Witness:
............................................................................................................................................
On behalf of the Company
Witness:
.............................................................................................................................................
On behalf of the project LICT
Date:
Place:
85
Annex 14 : Procurement Performance Monitoring Indicators
S
L
Indicator
Category
Process Indicator Performance Data
Definition Result
1 Invitation
for Bid
Advertisement of
Bid opportunities in
Newspaper
1 Percentage of Invitation for Bid (IFT)
published in Newspaper
Advertisement of
Bid opportunities in
CPTU‟s website
2 Percentage of Invitation for Bid
(above threshold) advertised in
CPTU‟s website
Bids following GoB
Procurement Rules
3 Percentage of Bids following GoB
Procurement Rules
Bid following
Development
Partner Rules
4 Percentage of Bids following
Development Partner Rules
2 Bid
Submission
Multiple locations
submission Bids
5 Percentage of Bids allowed to submit
in multiple locations
Bid preparation time
in Open Biding
Method
6 Average number of days between
publishing of advertisement and Bid
submission deadline
Bid time compliance 7 Percentage of Bids having sufficient
Bid submission time
Sale of Bid
documents
8 Average number of Bidders
purchased Bid Documents
Bidder Participation 9 Average number of Bidders
submitted Bids
Bidder Participation
Index
10 Ratio of number of Bid submission
and number of Bid document sold
3 Bid Opening
Committee
(BOC) and
Bid
Evaluation
Committee
(BEC)
Bid Opening
Committee
formation
11 Percentage of cases BOC included at
least ONE member from BEC
Bid Evaluation
Committee
formation
12 Percentage of cases BEC formed by
Contract Approving Authority
ExBERnal member
in BEC
13 Percentage of cases BEC included
Two external members outside the
Ministry or Division
4 Bid
Evaluation
Bid evaluation time 14 Average number of days between Bid
opening and completion of evaluation
Compliance of Bid
evaluation time
15 Percentage of cases Bid evaluation
has been completed within timeline
Bid Acceptance 16 Average number of responsive Bids
Re-Bidding 17 Percentage of cases BEC
recommended for Re-Bidding
Bid Cancellation 18 Percentage of cases where Bid
process cancelled
86
5 Bid
Evaluation
Report
(BER)
approval
Bid Evaluation
Approval time
19 Average number of days taken
between submission of Bid
Evaluation and approval of contract
Compliance of
financial delegation
20 Percentage of Bids approved by the
proper financial delegated authority
Submission of
evaluation report to
appropriate authority
21 Percentage of cases BEC submitted
report directly to the Contract
Approving Authority where
Approving Authority is HOPE or
below
BER approval
compliance
22 Percentage of cases contract award
decision made within timeline by
Contract approving Authority after
submitting Bid evaluation report
Additional review of
BER
23 Percentage of cases BER reviewed by
person/ committee other than the
Contract Approving Authority
Higher tier approval 24 Percentage of Bids approved by
higher tier than the Contract
Approving Authority
6 Contract
Award
Time for issuance of
NOA to Bidder
25 Average number of days between
final approval and Notification of
Award (NOA)
Bid processing lead
time
26 Average number of days between Bid
opening and Notification of award
(NOA)
Total Bid processing
time
27 Average number of days between
Invitation for Bid (IFT) and
Notification of Award
Publication of award
information
28 Percentage of Contract awards
published in CPTU‟s website
Efficiency in
Contract Award
29 Percentage of contracts awarded
within initial Bid validity period
7 Delivery/Co
mpletion
Delivery time 30 Percentage of Contracts completed/
delivered within the original schedule
as mentioned in the contract
Liquidated damage 31 Percentage of Contracts having
liquidated damage imposed for
delayed delivery/completion
Completion rate 32 Percentage of Contracts fully
completed and accepted
8 Payment Payment release
compliance
33 Average number of days taken to
release payment from the date of
certificate of PM/ Engineer
Late payment 34 Percentage of cases (considering each
installment as a case) with delayed
payment
87
Interest paid for
delayed payment
35 Percentage of Contracts where
interest for delayed payments was
made
9 Complaints Bid procedure
complaints
36 Percentage of Bid procedures with
complaints
Resolution of
complaints with
award modification
37 Percentage of complaints resulting in
modification of award
Resolution of
complaints
38 Percentage of cases complaints have
been resolved
Independent Review
Panel
39 Percentage of cases review panel‟s
decision upheld
10 Contract
amendments
Contract
Amendment/
variation
40 Percentage of contract
amendments/variations
11 Contract
dispute
resolution
Unresolved Disputes 41 Percentage of Contracts with
unresolved disputes
12 Fraud &
Corruption
Fraud & Corruption 42 Percentage of cases Fraud &
Corruption detected
13 Procuremen
t
Managemen
t Capacity
Procurement training 43 Average number of trained
procurement staff in each procuring
entity
44 Percentage of procuring entity which
has at least one trained/ certified
procurement staff
45 Total number of procurement persons
in the organization with procurement
training
88
Annex-15: Procurement Risk Mitigation Plan
The Procurement Risk Mitigation Plan (PRMP) will comprise the following salient
features:
a) Approval of procurement Plan : Procurement process shall be initiated in
accordance with the Procurement Plan approved by World Bank and
authority assigned by GoB. Procurement Plan may be updated quarterly basis.
Procurement Plan of the project can be viewed from SEPA platform.
b) Advertisement of Bid opportunities : For ICB, all procurement
opportunities shall be advertised in UNBD online and dg Market . For NCB,
all procurement opportunities shall be advertised in conformity with
PPA/PPR.
c) Alert bidders in pre-bid/ pre-proposal meeting: Bidders may be notified
during pre-bid meeting on consequences of corrupt practices (fraud and
corruption, collusion, coercive, obstructive.) in accordance with World
bank‟s procurement Guidelines and PPA/PPR. The alert message, among
others, will include that if bidders are found to have adopted such practices,
there may be remedial actions including debarment from bidding processes in
conformity with the Bank‟s Guidelines. For national competitive bidding,
national bidders debarred, if any, under the PPA will not be able to participate.
In addition, in the pre-bid meeting, the bidders will be advised for preparation
of bids correctly.
d) Alert BCC’s officials : BCC will notify alert letter(s) cautioning about the
fraud and corruption indicators and the possible consequences of corrupt and
similar behavior in procurement practices and action to be taken against the
official staff if they are involved in such practices. Moreover, BCC will
highlight that, in case of noncompliance or material deviation from World
Bank‟s Procurement Guidelines, IDA may take remedial actions (i.e.,
withdrawal of funds, declaration of mis-procurement) for concerned contracts.
e) Bid Preparation Time : For every procurement opportunities, Bidders shall be
allowed sufficient time in accordance with WB Guidelines.
f) Multiple dropping: Multiple dropping of bids (bids submitted in more than one
location and opened in one location) will not be allowed for any procurement
under this project.
g) Bid opening committee (BOC) & Bid Evaluation Committee (BEC): A
formally structured BOC will be constituted for each contract package. The
BEC will have at least five members with two experts from outside the
procuring entity with proven track record of experience in procurement;
depending on the type of procurement such experts shall be either from public
offices and/or from professional bodies/individuals of known probity.
Formation of such BEC shall be in conformity with the Bank‟s Guidelines and
be acceptable to the Bank. Individual consultants and/or representatives of the
consulting firm may participate as members of the BEC.
h) Bid opening minutes: During the same day of bid opening, photocopies of
89
the Bid Opening Minutes (BOM) with readout bid prices of participating
bidders will be submitted by BEC for circulation to all concerned. For prior
review packages, such BOM will be shared with the IDA.
i) Bid Evaluation Time:Bid evaluation will be concluded by BEC/PEC within
specified time .
j) Avoid higher tier approval : In case of Gob side, Contract of procurement
object will be approved by the approving authority in accordance with the
delegation of financial power.
k) Bid approval time : Bid Evaluation Report made by BEC/PEC will be
approved within the stipulated time.
l) Low competition among bidders and high price of bids: The case(s) of low
competition (not solely based on number of bidders) in ICB and NCB cases,
coupled with high-priced bids will be inquired into and further reviewed by
BCC. The review and decision in this regard would be in the context of
qualification criteria, the contract size (too small or too large), location and
accessibility of the site, capacity of the contractors, etc.
m) Measures to reduce coercive practices: Upon receiving allegations of
coercive practices resulting in low competition, BCC will look into the matter
and take appropriate measures. For prior review contracts, observations of
BCC will be shared with IDA, along with the evaluation reports. BCC may
seek assistance from law enforcing agencies to provide adequate security for
bidders during bid submission. For ICB contracts, provision for bid
submission through international/national courier services will be allowed and
confirmation of the receipt of the bid will be informed to the bidders through
e-mail.
n) Rebidding: In case of re-bidding, BCC will inquire into the matter, record
and highlight the grounds of re-bidding (i.e. corruption or similar, high bid
prices etc.) along with recommended actions to be taken. For prior review of
cases, all such detailed reports will be sent to IDA.
o) Filing and record-keeping: BCC will preserve all records and documents
regarding their public procurement in accordance with provisions of the PPA.
These records will be made readily available on request for
audit/investigation/review by the Development Partners and the Government.
p) Publication of award of contract: BCC will publish contract award
information within two weeks of contract award on its website,
dgMarket/UNDB online, and CPTU‟s websites with relevant ilnformatioln
related to the Contract.
90
Annex 16: Governance and Accountability Action Plan (GAAP)
Summary
1. This Governance and Accountability Action Plan (GAAP) for the
Leveraging ICT for Growth, Employment and Government Project
(ICT Project)is designed to reflect the specific responsibilities of the
implementing agency and the World Bank to facilitate effective and
appropriate use of the funds for the project, preclude the incidence of
corruption, and enhance good governance. This plan is based on an
assessment of the governance risks, particularly fraud and corruption,
within the overall operating environment in Bangladesh and
specifically for the entities involved. It also is based on Bank
experience in addressing governance and anticorruption issues. The
GAAP will be monitored regularly through indicators (see matrix
attached) and progress will be reported on in quarterly progress reports
by the implementing agency, as well as in World Bank implementation
supervision reports and aide memoires. The GAAP will be adjusted as
necessary during implementation to reflect new governance issues that
may emerge and/or lessons learned.
2. The GAAP focuses on key governance risks, provides mitigation
actions, remedies and sanctions for non-compliance, ensures
compliance with Bangladesh‟s Right to Information framework, and
leverages ICT/mobile-based channels for social accountability and
transparency. It has been discussed with the implementing agency and
relevant stakeholders to take into account their concerns and
perspectives, and their recommendations have been incorporated in the
attached plan.
Context for Risk Assessment
3. Bangladesh has historically scored poorly on international governance
indices, albeit with modest progress in recent years. There are
entrenched difficulties in improving public sector performance. The
Government of Bangladesh‟s efforts to bolster its legal framework to
counter corruption, including the empowerment of an Anti-Corruption
Commission, passage of an Anti-Money Laundering Act, a soon-to-be
adopted law protecting whistle-blowers,and joining the UN
Convention against corruption have yet to yield measurable gains.
Institutions of accountability are weak, and country systems to deter
corruption such as asset statements or prosecution of corruption cases
are spottily enforced. These capacity and governance challenges in
Bangladesh‟s public sector emphasize the importance of a GAAP that
utilizes a robust range of tools to mitigate corruption and poor
governance risks. This GAAP seeks to achieve these objectives, and
will be adjusted as necessary to new circumstances and to challenges
and risks throughout project implementation.
91
4. The Bank‟s strategy for improving governance in Bangladesh, laid out
in its 2011-2014 Country Assistance Strategy, focuses on developing
accountability mechanisms in public sector operations, especially
through increased transparency. The Bank seeks to align with
Government priorities in developing the means of accountability,
especially strengthening of public financial management, support for
local government, use of ICT and the adoption of a Right to
Information (RTI) regime. In particular, the Bank is working with the
Government to improve budgeting practices among line agencies in
conjunction with enhanced accountability mechanisms. It is working to
increase the role and quality of oversight of public finances by the
Parliamentary Accounts Committee, improve capacity of the
Comptroller and Auditor General‟s Office, and promote greater public
understanding of public financial management to build more informed
demand and ability to hold Government accountable. The Bank‟s
strategy also focuses on improving public service delivery, a key
component of which is fostering greater accountability to recipients of
services including through a strengthened role for local government.
The Bank supports the Government‟s efforts to establish a functioning
RTI regime, including building capacity in all agencies to provide
information more fully and efficiently. The Bank also continues to
emphasize the importance of building demand for good governance
among civil society, which in turn requires facilitation of avenues for
civil society to engage with, and monitor the performance of, the
public sector.
5. The executing agency, BCC, has undergone a review of its
procurement and financial management systems. This included a
procurement capacity assessment which covered the legislative
framework, procurement planning, procurement processing,
organizational functions and staffing, internal control and support
system, record keeping, and contract administration. Capacity in all
these areas was found to be in need of strengthening. In addition, a
review of financial management systems was conducted and identified
relevant accounting and internal audit weaknesses that will need to be
addressed under the project.
Governance Risks
6. Three areas of risks have been identified and are described below.
Institutional Risks. MOICTand its executing agency BCC suffer from systemic issues
involving the civil service that lack incentives for good performance, particularly in terms
of procurement efficiency, ability to sustain programs, and weak mechanisms for
accountability. Stronger accountability for performance and internal controls to counter
fraud and corruption are needed. Systems for provision of information to the public and
handling complaints or feedback from third parties on performance are nascent. As noted
above, capacity assessments for procurement and financial management have identified
these areas as in need of strengthening.
92
Procurement risks. There are very limited high value procurement contracts in the
project, with the largest being for approximately US$ 6 million. Within this context,
possible risks include fraud, corruption, collusion, and coercion amongst parties involved
in the procurement process. For example: collusion among the bidders; corruption
involving bidders, government officials and PCU; fraudulent documents; corruption
between the bidder and the technical specialists, and corruption between the winning
bidder and the approving authority. Conflicts of interest may present a serious problem,
most notably through relationships with government officials, whether direct or indirect,
including through companies and/or relatives of officials.
Contract execution and project management risks. Collusion is also possible between
the contractor and the Project Coordination Unit (PCU); including but not limited to
aspects related to quality assurance, extension of time, variations to contract and price
adjustments.
Actions to Mitigate Risks
7. Governance concerns will be addressed through a combination of
project design and special measures to reflect three basic principles:
maximum transparency and provision of information about every step
or action undertaken including the individuals or entities involved;
strong program oversight mechanisms and World Bank supervision;
and enhanced use of mechanisms for feedback from individuals and
beneficiaries outside the project implementation structure, particularly
through use of ICT. Below is a summary of the actions to be
undertaken followed by a matrix presenting the actions, responsible
entities, timelines, and warning signs to trigger additional review
through Bank supervision and/or investigation. It is important to stress
that these measures are not meant to be exhaustive. Depending upon
emerging risks highlighted by monitoring implementation, additional
measures may be necessary.
8. ICT-based options for enhanced transparency and social accountability
will be used to the extent that is relevant and feasible. For example
BCC‟s website will provide information about the project‟s activities,
contracts, implementation status, and expected beneficiaries. The list
of recipients of the training grants will be published on the website,
and mobile alerts will be sent to these beneficiaries to provide
information to the grant amounts for their verification. The list of
recipients for top-up skills training and company certifications will
also be published on BCC‟s website. The project will also set up an
Internet and mobile-based feedback and complaint mechanism for
anonymous users to provide their comments and observations in an
accessible and convenient manner, leverage the mobile channel to
collect beneficiary feedback on the training, certification and grant
process; and upload geo-tagged images of these activities.
93
9. Institutional risks. MOICT and BCC will be using the project funds
to hire skilled and professional staff for the PCU. In addition they will
help strengthen financial management systems with enhanced internal
controls, including a more robust internal audit capacity and the use of
computerized accounting systems. BCC officials involved in
procurement, financial management and accounting functions will
receive on the job training.
10. The PCU will also be strengthened as required, with externally-
hired staff to support the day-to-day implementation of the project.
Specifically, there will be dedicated staff in the PCU with technical
expertise in IT/ITES and e-Government, project management, and
monitoring and evaluation.
11. As required by the Right to Information (RTI) Act, BCC will
ensure that it has a designated information officer and an appellate
authority. The proactive provision of information will be enhanced by
the communications specialist to be hired under the project.The
communications specialist will be provided with sufficient training on
the Right to Information regime and will provide support for
implementing RTI.
12. The Project Steering Committee (PSC) and Project
Implementation Committee (PIC) will also scrutinize PCU‟s
performance, particularly on governance and countering
corruption. The PCU‟s performance will be overseen by a PSC
chaired by the Secretary of MOICT in the MOICT. The PIC
headed by the Executive Director of BCC will also oversee the
proper implementation of the project, including from a governance
and anti-corruption perspective. Both the PSC and PIC will have
representatives from industry associations and academia.
Procurement Risks. These risks are addressed through the overall design of the project and
through enhanced transparency, in addition to following Bank ICB guidelines with its
requirements for firm timelines, transparency, and other mechanisms to guard against
corruption. Works, goods, and services procured under the project have been grouped into
larger contract packages to allow for extensive scrutiny and special arrangements for each
procurement and subsequent management of execution. Technical evaluation committees will
also be formed for these larger contracts as needed, and they will have a mixed composition
to provide a system of checks and monitoring to guard against collusion. These committees
should have external representatives from other government agencies, private sector, and
non-government organizations. For the few large value IT procurement, an international IT
and procurement specialist will provide advisory services to MOICT and BCC to help them
manage the procurement process. Declarations of no conflict of interest shall be signed by all
members of evaluation committees and senior officials in BCC with any role in processing
procurements and provided to the World Bank.
13. Bidding documents including the Request for Proposal,
instructions to bidders/consultants, and model contracts would
94
include measures to mitigate misconduct. For instance, bidders
would be required to disclose in full any agents used by the bidders
during the procurement process, along with the terms on which
those agents were hired (both scope of work and remuneration);
they would also be required to disclose any conflict of interest,
most notably relationships with government officials, whether
direct or indirect (e.g., via direct relationships with the officials
related to the subject tender, or via companies and/or relatives of
officials).
14. Transparency of the procurement process will be enhanced through a
package of measures. The BCC will ensure that it develop and
implement a detailed plan of suo motto disclosure by the project.
This will include disclosure of relevant documentation and plans
related to the procurement process with the goal of providing access
to information to the wider community beyond interested bidders and
supporting design, management, and construction consultants. Part of
this plan will include dedicated web pages on BCC‟s website for this
project, with summaries of procurement actions, the procurement
plan and any updates, and documentation related to the
procurements (outside of the proposals themselves). These
documents will be placed on the website within two weeks of their
issuance to the public domain (including after a Bank no objection,
in cases where this is required).
Monitoring, Remedies and Sanctions
15. The PCU will be responsible for monitoring and reporting on
this GAAP on a quarterly basis. Monitoring shall include both
quantitative measures of implementation of actions (e.g. numbers
of complaints received, followed up and resolved, numbers of
persons at accountability meetings), recording of benchmarks (e.g.
training of designated Information Officer, establishment of third
party monitoring), as well as qualitative reporting on the efficacy
of measures and instances where problems were corrected through
these mechanisms. Its reports shall be submitted to the Project
Implementation Committee, the Project Steering Committee, and
the World Bank simultaneously. Upon clearance by the Project
Steering Committee, summaries of the reports indicating
complaints, investigations, and their outcome, without specific
personalized information regarding shortcomings resolved
internally, will also be disclosed to the public through placement
on the project website.
16. Bank supervision arrangements for this project will be
comprehensive. The GAAP matrix will be used widely for
monitoring purposes and explicitly reviewed during
implementation support missions. Any „early warning‟ indicators
of governance and accountability risks will be monitored regularly
95
so that corrective measures could be carried out promptly. Prior
review thresholds would apply to large contracts, and post
procurement reviews will be carried out by qualified Bank staff in
procurement and contract management. Bank supervision missions
will be more frequent at the start of the project and would involve
qualified staff in various disciplines, including procurement,
contract management, and financial management. The Bank will
conduct a mid-term review of the project after two years. The
review will assess progress, gauge the efficacy of measures, agree
among all parties on areas for improvement, and make adjustments
as appropriate. The Bank will update its assessment of governance
risks on an ongoing basis, and make adjustments as necessary to
ensure effectiveness of the GAAP.
17. The Bank will apply sanctions as per its guidelines if it
determines incidences of fraud, corruption, collusion, coercive, and
obstructive practices. These sanctions may include fines,
blacklisting, suspension of disbursements, or ultimately
cancellation with respect to that contract. The Bank will seek first
to remedy cases of corruption through cooperation with the
implementing agency and its oversight entities. Information on the
Bank‟s sanction process can be found at the website
www.worldbank.org/sanctions.
96
Annex 17: Procurement Plan
Project name: Leveraging ICT Growth, Employment and Governance
Project
Loan : 5025-
BD
Procurement Plan Version : 2013-1
Status : Approved
Date of Last Change of Status : 19/09/2013
Category : Goods
SL
N
Description
(Package#) E/A
Amou
nt in
u$s
No
Objectio
n
Docume
nts
Publicat
ion /
Invitatio
n
Bid
Openin
g
Evaluat
ion of
Bids
No
Objecti
on to
Evaluat
ion
Report
Signin
g of
Contra
ct
Total
days of
Proces
s
(betwe
en Bid
Openin
g and
Signin
g of
Contra
ct)
End of
Contract
(Complet
ed)
P.P. - Executing Agency: 2013-1-MICT - BCC
Method: NCB (National Competitive Bidding)
1 IT Infrastructure 500,00 N/A 06/04/14 06/05/1 21/05/14 N/A 16/07/1 71 15/10/14
97
building - Computer
set, softwares, related
office equipments &
assessories - Top-up
Training (GG1)
0 4 4
Actual
2 IT Infrastructure
building - Computer
set & related office
equipments &
accessories-
Foundation Skill
development
Training(GG2)
500,00
0 N/A 13/04/14
13/05/1
4 28/05/14 N/A
23/07/1
4 71 22/10/14
Actual
3 Various Office
equipment &
furniture for IT/ITES
Unit(GG10(B))
55,000 N/A 16/01/14 15/02/1
4 02/03/14 N/A
27/04/1
4 71 26/07/14
Actual
4 Various Office
equipment &
furniture for
DRC(GG3)
100,00
0 N/A 01/11/15
01/12/1
5 16/12/15 N/A
10/02/1
6 71 09/05/16
Actual
5 Software & various
equipment for
CIRT(GG8)
100,00
0 N/A 09/02/14
11/03/1
4 26/03/14 N/A
21/05/1
4 71 20/08/14
Actual
6 Computer (laptops),
accessories, including
office equipment,
printers, projectors,
photocopier and
others for
PMCU(GG9(B))
94,000 N/A 30/04/13 30/05/1
3 14/06/13 N/A
15/07/1
3 46 29/07/13
Actual
98
7 One Microbus and
one 4WD Cross
Country
Vehicle(GG11 + 12))
136,00
0 N/A 07/05/13
06/06/1
3 09/06/13 N/A
23/06/1
3 17 30/06/13
Actual
Method: SH (Shopping)
8 2 x computer, 2 x
laptop, 1x printer, 1 x
scanner, 1 x ups etc
(for immediate need
of PMCU)(GG9(A))
6,000 N/A 19/04/13 26/04/1
3 03/05/13 N/A
06/05/1
3 10 09/05/13
Actual
9 Interior decoration &
furnishing for new
office space of the
project(GG10(A))
46,000 N/A 20/05/13 27/05/1
3 03/06/13 N/A
06/06/1
3 10 27/06/13
Actual
10 Financial
management system
software(GG13)
25,000 N/A 29/09/13 06/10/1
3 13/10/13 N/A
16/10/1
3 10 23/10/13
Actual
Method: ICB (International Competitive Bidding)
11 Expansion of existing
Datacenter
(DC)(GG4)
6,000,0
00 24/03/14 31/03/14
26/05/1
4 10/07/14 25/07/14
03/10/1
4 130 02/10/15
Actual
12 Establish Disaster
Recovery Center
(DRC)(GG5)
5,000,0
00 30/10/14 06/11/14
01/01/1
5 15/02/15 02/03/15
11/05/1
5 130 10/05/16
Actual
13 Establish cloud
computing(GG6)
5,000,0
00 20/04/14 27/04/14
22/06/1
4 06/08/14 21/08/14
30/10/1
4 130 29/10/15
Actual
14 Establishing tele
presence facility
(approx. 12
sets)(GG7)
2,000,0
00 26/01/15 02/02/15
30/03/1
5 14/05/15 29/05/15
07/08/1
5 130 06/02/16
Actual
99
Category: Non -Consulting Services
P.P. - Executing Agency: 2013-1-MICT - BCC
Method: NCB (National Competitive Bidding)
1 Development and
Production of
Marketing
Literature(NS5)
300,00
0 N/A 06/04/14
11/05/1
4 01/06/14 N/A
20/07/1
4 70 19/01/15
Actual
Method: ICB (International Competitive Bidding)
2 Top-up Training
Program(NS1)
6,500,0
00 09/12/13 16/12/13
10/02/1
4 24/03/14 08/04/14
15/07/1
4 155 31/12/17
Actual
3 Foundation Skills
Training(NS2)
9,500,0
00 16/12/13 23/12/13
17/02/1
4 31/03/14 15/04/14
22/07/1
4 155 31/12/17
Actual
4 Middle Management
Skills Training(NS3)
4,400,0
00 08/03/14 15/03/14
10/05/1
4 21/06/14 06/07/14
14/09/1
4 127 31/12/17
Actual
5 Company
Certification(NS4)
2,500,0
00 17/03/14 24/03/14
19/05/1
4 30/06/14 15/07/14
23/09/1
4 127 22/09/16
Actual
100
Category : Consultants - Firms
SL
N
Des
crip
tion
(P
ack
age#
)
E/A
Am
ou
nt
in u
$s
Req
ues
t fo
r P
rop
osa
l
(RF
P)
an
d S
hort
Lis
t
No O
bje
ctio
n t
o R
FP
an
d
Sh
ort
Lis
t
Invit
ati
on
for
RF
P
Bid
Op
enin
g
Tec
hn
ical
Evalu
ati
on
No
Ob
ject
ion
to
Tec
hn
ical
Evalu
ati
on
Fin
al
Evalu
ati
on
an
d
Neg
oti
ati
on
No O
bje
ctio
n t
o C
on
tra
ct
Sig
nin
g o
f C
on
tract
Tota
l d
ays
of
Pro
cess
(bet
wee
n B
id O
pen
ing a
nd
Sig
nin
g o
f C
ontr
act)
En
d
of
Con
tract
(Com
ple
ted
)
P.P. - Executing Agency: 2013-1-MICT - BCC
Method: QCBS (Quality and Cost Based Selection)
1 Firm - strategy,
planning and statistics
gathering for IT/ITES
unit(S2)
500,000
07/1
0/1
3
11/1
1/1
3
02/1
2/1
3
27/0
1/1
4
26/0
2/1
4
13/0
3/1
4
08/0
5/1
4
23/0
5/1
4
01/0
8/1
4
186 31/07/17
Actual
2 Firm - market
intelligence services on
IT/ITES(S4)
200,000 0
9/0
2/1
4
24/0
2/1
4
17/0
3/1
4
12/0
5/1
4
11/0
6/1
4
26/0
6/1
4
21/0
8/1
4
05/0
9/1
4
24/1
0/1
4 165 23/10/15
Actual
3 Development of
Industry Promotion
Plan(S5)
200,000
16/0
2/1
4
03/0
3/1
4
24/0
3/1
4
19/0
5/1
4
18/0
6/1
4
03/0
7/1
4
28/0
8/1
4
12/0
9/1
4
31/1
0/1
4
165 30/10/15
Actual
101
4 Strategic CEO
Outreach by GOB(S6)
1,400,000
23/0
3/1
4
07/0
4/1
4
28/0
4/1
4
23/0
6/1
4
23/0
7/1
4
07/0
8/1
4
02/1
0/1
4
17/1
0/1
4
23/0
1/1
5 214 22/10/17
Actua
l
5 Improving Global
Ranking of
Bangaldesh for
IT/ITES(S7)
1,000,000
27/1
0/1
3
11/1
1/1
3
02/1
2/1
3
27/0
1/1
4
26/0
2/1
4
13/0
3/1
4
08/0
5/1
4
23/0
5/1
4
01/0
8/1
4 186 30/07/17
Actua
l
6 Outreach Program for
Youth and
Women(S8)
400,000
08/0
6/1
4
23/0
6/1
4
14/0
7/1
4
08/0
9/1
4
08/1
0/1
4
23/1
0/1
4
18/1
2/1
4
02/0
1/1
5
27/0
2/1
5 172 26/02/17
Actua
l
7 Firm - Enterprise
Architecture(S10)
4,000,000 2
8/1
0/1
3
12/1
1/1
3
03/1
2/1
3
28/0
1/1
4
27/0
2/1
4
14/0
3/1
4
09/0
5/1
4
24/0
5/1
4
30/0
8/1
4 214 31/12/17
Actua
l
8 Firm - Develop
information security
policies and standards,
and plan CIRT
implementation(S11)
1,100,000
02
/07/1
4
17
/07/1
4
07
/08/1
4
02
/10/1
4
01
/11/1
4
16
/11/1
4
11
/01/1
5
26
/01/1
5
06
/04/1
5 186 05/12/16
Actua
l
102
9 IT Audit and
Expansion of existing
Data Center(S24)
200,000
01/1
1/1
3
16/1
1/1
3
30/1
1/1
3
18/0
1/1
4
15/0
2/1
4
02/0
3/1
4
13/0
4/1
4
28/0
4/1
4
16/0
6/1
4 149 30/07/14
Actua
l
Method: FBS (Selection under a fixed budget)
10 Firm - Internal audit
for project(S23)
50,000
02/0
9/1
4
N/A
16/0
9/1
4
31/1
0/1
4
21/1
1/1
4
N/A
09/0
1/1
5
N/A
27/0
2/1
5 119 27/02/17
Actua
l
Category : Consultants – Individuals
SLN Description (Package#) E/A Amount
in u$s
No
Objection
to the TOR
Signing
of
Contract
Total
days of
Process
End Date
of
Activity
P.P. - Executing Agency: 2013-1-MICT - BCC
Method: EI (Expression of Interest)
1 IT/ITES Experts for IT/ITES unit
(S1)
200,000
17/12/13 17/04/14 31/12/17
Actual
2 Expert Advisor - IT/ITES(S3) 400,000
18/08/13 17/12/13 31/12/17
Actual
3 Specialist(S9) 500,000
08/06/14 07/10/14 02/10/16
Actual
4 Team leaders for IT/ITES 500,000 02/10/11 08/09/13 31/12/17
103
industry development (S12)
Actual
5 Project Management
Specialist(S13)
200,000 02/10/11 14/08/13 31/12/17
Actual
6 ICT Procurement Consultant
(International)(S14)
120,000
27/02/14 29/06/14 30/11/16
Actual
7 Procurement Specialist(S15) 180,000 02/10/11 23/06/13 31/12/17
Actual
8 Financial Management
Specialist(S16)
180,000 02/10/11 02/07/13 31/12/17
Actual
9 Communication Specialist(S17) 90,000 N/A 15/09/13 31/12/17
Actual
10 Monitoring & Evaluation
Specialist(S18)
70,000 N/A 03/08/14 31/12/17
Actual
11 Technical Specialist(S19) 480,000
12/05/13 15/09/13 31/12/16
Actual
12 Project Associate(S20) 200,000
N/A 02/07/13 31/12/17
Actual
13 Team Associate(S21) 100,000
N/A 02/07/13 31/12/17
Actual
14 Accounts Associate(S22) 48,000 N/A 02/07/13 31/12/17
Actual
94
Annex 18: Form of Financial Reports for the World Bank
Annex 18-A : Project Sources and Uses of Funds
For the Quarter Ended _________________
In BDT
Particulars
Current Qtr
Financial Year to
Current Qtr
Cumulative to Current
Qtr
GOB RPA Total GOB RPA Total GOB RPA Total
Sources of Fund
TOTAL SOURCES OF
FUND (A)
Use of Fund by
Expenditure Category
TOTAL USES OF
FUND (B)
Surplus/(Deficit) of
Fund (C) i.e. (A)-(B)
OPENING BALANCE
Total opening balance
(D)
FUND AVAILABLE
(E) = (c)+(D)
CLOSING BALANCE
Total closing balance
Annex 18-B : Uses of Funds by Project Components
For the Quarter Ended ___________________
In BDT
Particulars
Current Qtr Financial Year to Current Qtr Cumulative to Current Qtr
GOB RPA Total GOB RPA Total GOB RPA Total
Total
Annex 18-C : Project Cash Withdrawals (Disbursement)
For the Quarter Ended 31December 2012
Categor
y No.
Category
Descriptio
n
IDA Eligible Expenditure (In BDT)
Current Qtr
Financial Year to
Current Qtr
Cumulative to
Current Qtr
GO
B RPA
Tota
l GOB RPA Total GOB RPA Total
Total
Annex 18-D : Designated Accounts
(DA) Activity Statement
For the Reporting Period: QE _________________________
In BDT
SL No. Description Amount Total
Amount
Part I
1 Cumulative advances to end of current reporting quarter
2 Less: Cumulative expenditures to end of last reporting
quarter
3 Outstanding Advances to be Accounted
Part II
4 Opening DA Balance as at beginning of the Disbursement
Period
Add/Subtract: Cumulative Adjustments (If any)
5 Add: IDA advance during the quarter
6 Sub Total of Advance and Adjustments
7 Less refund from DA during the quarter
8 Outstanding Advance to be Accounted
9 Closing DA balance at the end of current Disbursement
Period
10 Add/Subtract: Cumulative Adjustment (If any)
11 Add: Amount of eligible expenditures for Current
Disbursement Period
12 Subtotal of Adjustments and Expenditure
13 Less: Interest Earned (Cumulative) credited into DA
14 Total Advance to be accounted for reconciled
Annex 18-E: Projected Cash Forecast Statement
as on 31 December 2012 for the Next Six Months
Disbursement Category
In BDT
Cash Requirements
IDA eligible total Cash
Requirements for 6
months ending
_________
Q1 Q2 Q1+Q2
Total projected IDA eligible
expenditures
Statement of Required Advance to Designated Account
Particulars In BDT
Projected IDA eligible expenditure for the next six months ending
________
Less: Closing DA Balance after Adjustments as on
____________________
Less: Imprest Cash Balance If Any
Less: Amount to be paid through Direct Payment of Special
Commitment
Requested amount to be advanced to DA
Annex 18-F : Designated Account
Expenditure Subject to Prior Review
Disbursem
ent
Category
Contract
No &
Date
Contractor's
Name
Contract
Currency
Contract
Value
Balance of
Contract
Value /
Liability at
the
beginning of
the Current
Qtr
Amount
Paid from
DA
during
the
Current
Qtr
Contract
Value /
Liability at
the close of
the Current
Qtr
94
Annex 19 : Form of Project Financial Statement for C&AG (FAPAD Audit)
Project Financial Statement
as on 30 June _________
Figure in Taka
Resources Notes
Cumulative
Prior Period
Current
Period
Cumulative
Current Period
Cash opening balance
Total Resources
Expenditure
(Under GOB Economic Head)
Total expenditure
Cash closing balance
Total Expenditure and Cash
95
Annex 20: Form of ADP / IMED Reports
Annex 20.01: Quarterly Physical & Financial Target
Government of the People‟s Republic of Bangladesh
Ministry of Planning
Implementation Monitoring and Evaluation Division
Project Monitoring Form: IMED 02/2003 (Revised) (Page 1 of 2)
(Yearly Target)
ADP: 20__ __ - __ __ __ __
A. Component-wise Physical and Financial Target for Current Year
Code
A.1 a) Project Title:.................................................................……….
b) Ministry: .....................................................................
c) Division:.....................................................................
d) Agency:........................................................................
A.2 Quarterly Physical and Financial Target (As per yearly
Allocation):
(in lakh Taka)
Sl
.
N
o.
Name of
the
Compone
nt
(As per
Table E-1
of PP)
or
(As per
Part E
(32) of
TAPP)
Total Target First Quarter
Target
Second Quarter
Target
Third Quarter
Target
Fourth Quarter Target Remarks
Physical Finan
cial
Physical Finan
cial
Physical Fin
anci
al
Physical Finan
cial
Physical Financial
Un
it
Qty Qtty % Qtty % Qtty % Qtt
y
%
1 2 3 4 5 6 7 8 9 10 11 12 1
3
14 15 16 17 18
Total
A.3 Is the project
targeted for completion
in this financial year
Yes No
97
Project Monitoring Form: IMED 02/2003 (Revised) (Page 2 of 2)
(Yearly Target)
ADP: 20__ __ - __ __ __ __
B. Upazila-wise Target of Current Year and Progress of Last Year
Code
B.1 Project Title:...................................................................
B.2 Upazila-wise Target of Current Year and Progress of Last Year
(Amount in Lakh Taka)
Sl.
No.
District Upazilla Cumulative
Expenditure Upto
Last Year
Expenditure of
Last Year
Financial
Target of
Current Year
Total:
Project Director / Head of the Agency/
Authorized Signature Authorized Signature
Date: Date:
Secretary/Head of the Planning Wing/Branch
Authorized Signature
Date:
Annex 20.02 : Quarterly Progress Report
Government of the People‟s Republic of Bangladesh
Ministry of Planning
Implementation Monitoring and Evaluation Division
Project Monitoring Form: IMED 03/2003 (Revised) (Page 1 of 4)
(Quarterly Progress Report)
ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................
A. Quarterly Financial Progress Report
Code
A.1 a) Project Title:...................................................................
b) Ministry: .....................................................................
c) Division: .....................................................................
d) Agency: ........................................................................
A.2 Quarterly Financial Progress:
(Amount in Lakh Taka)
Head Release for the
Quarter
Expenditure for the Quarter Current Year‟s Expenditure
GoB RPA GoB RPA DPA GoB RPA DPA
Revenue
Capital
Grand Total
Cash Foreign Exchange Spent Spent from Own Resources CD/VAT
Cash Kind
RPA Spent
(Cumulative to
Date)
RPA Claimed RPA Reimbursed
Reporting
Quarter
Cumulative to
Date
Reporting
Quarter
Cumulative to
Date
99
Project Monitoring Form: IMED 03/2003 (Revised) (Page 2 of 4)
(Quarterly Progress Report)
ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................
B. Quarterly Component-wise Progress
Code
B.1 Project Title:...................................................................
B.2 Quarterly Component-wise Progress:
(Amount in Lakh Taka)
Sl
.
N
o
Name of
the
Compone
nt
(As per
Table E-1
of PP)
or
(As per
Part E
(32) of
TAPP)
Unit Cumulative
Progress Upto Last
June
Yearly Target Progress in
Current Quarter
Current Year's
Progress
Rema
rks
Physical Financi
al
Physic
al
Financ
ial
Physical Financ
ial
Physical Financ
ial
Qt
y
% Qt
y
% Qt
y
% Qt
y
%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Total
104
Project Monitoring Form: IMED 03/2003 (Revised) (Page 3 of 4)
(Quarterly Progress Quarter)
ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................
C. Implementation Problems and Suggested Measures
Code
C.1 Project Title:...................................................................
C.2 Implementation Problems:
Problem
Number
Problem Type Description of Problem (s)
1. Approval Process
2. Procurement
3. Management
4. Fund Allocation/Release
5. Manpower Recruitment
6. Others (specify)
C.3 Suggested Measures: (In brief and specific)
Problem
Number
Measures Suggested
Others
None
C.4 Is the project declared Completed Yes No
Project Director/ Head of the Agency/
Authorized Signature Authorized Signature
Date: Date:
Secretary/Head of the Planning Wing/Branch
Authorized Signature
Date:
105
Project Monitoring Form: IMED 03/2003 (Revised) (Page 4 of 4)
(Quarterly Progress Report)
ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................
D. Contract Implementation Report
(Please fill-in this form for goods and works contract of value above Tk. 200.00 lakh and
consultancy contract of value above Tk. 100.00 lakh)
Code
D.1 Project Title:...................................................................
D.2 Contract Implementation:
(Amount in Lakh Taka)
Description of contracts
(as per tender document)
Contract
value
Date of work
order/contract
agreement
Completion
date as per
contract
Progress
Amount
paid
Physical
(%)
D.3 Problems/Reasons for Delay in Contract Implementation (if any):
Sl.
No.
Description
Project Director/ Head of the
Agency/
Authorized Signature Authorized Signature
Date: Date:
Secretary/Head of the Planning Wing/Branch
Authorized Signature
Date:
Annex 20.03 : Monthly Progress Report
Government of the People‟s Republic of Bangladesh
Ministry of Planning
Implementation Monitoring and Evaluation Division
Monthly Implementation Progress Review meeting of
ADP included Project of the year ________
IMED 05/2003 (Revised)
Monthly Progress Report
Reporting Period: _______
Name of the Ministry/Division/Organization :
(In Lakh Taka)
Name of the Project
:
Allocation for the year
_______
Taka
release
d
Expenditure upto June & %
of allocation
Total Taka Project
Aid
(RPA)
Total Taka Proje
ct Aid
(RPA
)
a) Main Programme
:
Sub Total :
b) Technical
Assistance
Programme : N/A
Sub Total :
c) Organization's
Self Financed
Programme :N/A
Sub Total :
d) Food Aided
Programme :N/A
Sub Total :
Grand Total :
Monthly Implementation Progress Review meeting of
ADP included Project of the year ______________
IMED 05/2003 (Revised)
Monthly Progress Report
Reporting Period: ____________________
Name of the Ministry/Division/Organization:
1. Name of the Project:
2. Objectives of the Project:
3. Implementation Period: a) Original:
b) Revised:
4. Location of the Project:
5. Source of Funding (with amount):
6. Estimated Cost: (In Lakh Taka)
Total Taka Project Aid
(RPA)
Physical (% of
Total Project)
Original
Revised
Cumulative Progress up to last June
Current year allocation and
Physical Target
Progress of current month
Progress up to the current month of
the year
Fund released up to the current
month
Quarterly Financial and Physical:
(In Lakh Taka)
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Finan
cial
Physica
l
Finan
cial
Physical Financia
l
Physical Finan
cial
Physical
Target
Achievem
ent
(Physical
progress as
the % of
total
project)
-
8. Target and Achievement of the main Components of the Project (In Lakh Taka):
Sl.
No.
Work
components as
per PP
(With
quantity)
Estima
ted
Cost
Achievement
upto last June
Target of the
current year
Progress up to the
month of June of the
current year
Financ
ial
Physical
(% of
the
compone
nt)
Financia
l
Physical
(% of
the
compone
nt)
Financial Physical
(% of the
component
)
Revenue Component:
1 Salary and
Allowances
2 Training
3
Seminar and
workshop
4 Consultancy
5
Audit fee
6 Supplies &
Services
7 Training
Grants
Sub Total (Revenue
Component)
Capital Component:
8 Vehicle
9 Computer &
Accessories
10 Software
11 Office
Equipment
12 Furniture
13 CD/VAT
Sub Total (Capital
Component)
Price Contingency
Physical Contingency
Grand Total
Reasons for the delay of
Project implementation:
Existing problems of
Implementation of the project:
Project Director
Phone:______
Annex 21: Terms of Reference for Internal Audit
I. Introduction
Project Objective
Recognizing the need of leveraging information and communication technologies (ICT)
to accelerate the growth, employment and promoting good governance the Government
of Bangladesh (GOB) has taken up “Leveraging ICT for Growth, Employment and
Governance Project” under Bangladesh Computer Council, under the Ministry of ICT,
with the financial assistance of the World Bank (in the form of RPA/Loan/Credit). The
Project Cost has been estimated to be BDT 5,719.7 Million (USD 73.33 Million). The
World Bank / IDA Credit is of USD 70 Million (SDR 44.2 Million) and the balance is
GOB grant.
The Project aims at developing the IT/ITES industry and establishing shared IT
infrastructure and services to support public sector modernization and e-Government
efforts.
The IT/ITES industry development component is targeted to create an estimated 30,000
direct jobs, with the potential to create up to 120,000 indirect jobs, as studies have shown
a 1:4 ratio for direct and indirect jobs. In addition this component is expected to increase
IT/TES industry revenue by over USD200 million at the end of the project.
The e-Government component is expected to provide GOB with the critical technology
foundations for governance reforms in the years ahead. These basic technology
foundations will significantly improve:
the GOB's efficiency and effectiveness by enabling all ministries/agencies to have a
shared data centre for hosting their systems and information;
exchange information and collaborate using standardized interoperability frameworks;
improve the public sector's ability to secure data through information security policies,
guidelines and standards.
Fund Flow for the Project
The IDA's part of project funds flows through a Designated Account (DA) which is a
Convertible Taka Account (CONTASA) as per the requirement of the World Bank.
Project funds may flow through direct payments and issuance of special commitments as
and when required.
For any fund flow from the project to any other institutions under non-consulting services
(e.g. training and skills development provided on an output-based contract, with
disbursements to be made against the completion of training) for the purpose of the
project, the financial management capacity of the institutions would be assessed. Based
on the satisfactory assessment and designing of the adequate arrangements, the
agreement/MOU will be done with the concerned institutions. The payment will be made
upon achieving milestones as agreed with the institutions. An operational manual will be
prepared and approved by the Bank, before training grants for foundational skills for
ITES can be awarded and disbursed. It will outline detailed operational procedures
including those for the transactions and transfer of fund in order to ensure the appropriate
utilization thereof.
Accounting System
The accounts of the Project are maintained on cash basis. A financial operation manual
has been developed to provide broad guidelines for accounting and reporting of Project
transactions. A computerized financial management system is in the process of
development.
II. Scope of Work
Objectives
The objectives of the internal audit are to:
Review the adequacy of the project financial management arrangements, and compliance
with financing agreements with the World Bank; and
Provide the project management with timely information on financial management
aspects of the project to enable appropriate follow-up action
Scope of Internal Audit
The audit will be carried out in accordance with the relevant national standards of
auditing, and will include such tests and controls as the auditor considers necessary under
the circumstances. In conducting audit special attention should be paid to the following:-
Ensure that the accounting and financial management systems remain reliable and
effective in design and to assess the extent to which they are being followed;
Review the efficacy, adequacy and application of accounting, financial and operating
controls and thereby ensure the accuracy of the books of accounts;
Verify that the system of internal check is effective in design and operation in order to
ensure the prevention of and early detection of defalcations, frauds, misappropriations
and misapplications;
Identify areas of significant inefficiencies in existing systems and suggest necessary
remedial measures;
Confirm the existence of financial propriety in all decision and verify compliance to
government and statutory requirement.
Confirm that the agreed procurement procedures and arrangements have been followed
for works, goods and services. While doing so, the checklist attached with this TOR will
be followed by the internal auditor.
Check that all expenditure on works funded by World Bank Assistance, including
procurement of goods and services, has the necessary supporting documents and have
been incurred in accordance with the World Bank/Government of Bangladesh rules and
relevant financing agreement.
Verify that all the goods procured and issues are supported by valid receipt and issue
document (namely Goods Receipts Sheet, Indent and unstamped receipt) and are
recorded in the Priced Store Ledger/Bin Card and also closing balances worked out
correctly. Physical verification of assets and other inventories would be taken up as
deemed necessary by the auditor in respect of World Bank funded goods only.
Confirm that expenditure incurred under the project is used for purpose intended. To
establish this, the auditor should conduct such audit/tests as may be deemed appropriate
and necessary for the purpose of the audit.
Check that expenditures are correctly reported to the World Bank on a quarterly basis
(IUFR).
that adequate records are maintained regarding the assets created and assets acquired by
the project, including details of cost, identification and location of assets; and that the
physical verification of assets is being carried out with due diligence.
Extent and coverage of internal audit:
The extent and scope of internal audit will be as follows:
The auditor will vouch ____% of cash payment vouchers, bank statements and transfer
entry vouchers and cheque payments shall be vouched to cover ____% of the transaction
in each of the months selected.
A list showing the months / year for which vouching has been carried out shall be
mentioned in the report.
Routine errors or omissions or commissions noted during the course of internal audit may
be rectified on the spot.
While conducting internal audit in a subsequent phase, the auditor will ensure that the
compliance report on audit observations pointed out in the reports relating to earlier audit
is made and corrective actions taken on those points are furnished in the Audit Report of
the subsequent phase.
Period of Internal Audit
The period of internal audit _______________________
Internal Audit Reports
The report should be structured in a manner to provide the following: (a) audit
observations; (b) implications of the observations; (c) suggested recommendations; (d)
management‟s comments/agreed actions and (e) status of actions on the previous
recommendations.
The auditor should discuss results of audit with the Project Director and important
observations should be brought to his notice for taking timely corrective action.
The report shall be submitted in triplicate to the Project Authority.
III. General
The auditor will be given access to all legal documents (agreement), correspondence,
financial manuals, notices from the Project Management and any other information
associated with the project as deemed necessary by the auditor.
Annex 22: Chart of Accounts (Integrated)
The Chart of Accounts has been designed as under:
GOB Economic Code / Head
IDA Disbursement Category
Project Component / Sub-Components
GOB Economic Code / Head
Code (ENTRY
CODE) Head
0000 N/A Not Applicable
4500 Salary of Staff Salary of Staff - Project Director (PD)
4700 Staff Allowances Staff Allowances - Project Director (PD)
4800
Supplies &
services
Operating cost- allowance, consumables, fuel &
vehicle maintenance, stationary, contracted
support staff (drivers and messenger),
communications, travel, allowances,
representation as per standard GoB
4833
Market
Intelligence
IT/ITES etc.
Firm - to develop and produce marketing
literature (Including for print` and electronic
media), develop industry promotion plan,
improving global ranking of Bangladesh for
IT/ITES, outreach program for y
4840 Training expenses
IT/ITES specialized training conducted by firms
including Local, Int. Training, Study tours, etc.
4842
Seminar,
Workshop, forum
expenses IT/ITES Workshops, forums & seminars
4874 Consultancy
Consultancy (firm & individuals) for IT/ITES
components & PMCU
4889 Audit Fee Firm - Internal audit for project
5963 Training Grant
Training grant to local ITES companies meeting
minimum criteria in employment
6807 Vehicle Vehicles for project office
6815
Computer &
Accessories
Integrated Computer systems & related
accessories
6817 Software Various Software
6819 Office equipment Various office equipment
6821 Furniture & fixture Various furniture & fixtures
7777
Retained Earnings
(For System
Purpose) System use only
IDA Disbursement Category
Code (ENTRY CODE) Head
0 Default
1 Goods, Works, Non consulting Services & Consultants Services
2 Training
3 Grant
4 Operating Cost
5 Unallocated
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
100
Component-1:
Development
IT/ITES Industry
110 Top-Up IT
Training
111
Firm-Program &
Curriculum design
etc
112
IT Infrastructure`
Building-Computer
Set & Related
Office Equipment
& Accessories
113 Software
120 Foundational
Skills
121
Firm-Program &
Curriculum design
etc
122
Internship
Remuneration
123
IT Infrastructure
Building-Computer
Set & Related
Office Equipment
& Accessories
124
Software (database,
Network Security,
Environment
Monitoring etc)
130 Middle
Management
Training
131 Firm-Middle
Management Skills
Training
140 Industrial
Capacity
Building
141
Firm Company
Certification
142
Industry Forum-
Workshop &
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
Seminar
143
Firm-Strategy,
Planning and
Statistics Gathering
for IT/ITES unit
144
IT/ITES Experts for
IT/ITES unit
145
Expert Advisor -
IT/ITES
146
Office Equipments
(Including Printer,
Projector,
Photocopier and
Other related Items)
147
Office Furniture
(Furniture for
Disaster Recovery
site, A/C etc)
150 Industry
Promotion
151
Firm - Development
and Produce
Marketing
Literature etc
152
Int Training &
Study Tours
153
Participation &
Hosting of Industry
Events - Seminar &
Workshops
154
Firm-Market
Intelligence
Services on
IT/ITES
200
Component-2:
Establish e-
Government
Technology
Foundations
210 Shared
Infrastructure
211
Expansion of
Existing Data centre
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
(DC)
212
Establish Disaster
Recovery Center
(DC)
213
Establish Cloud
Computing
214
Establish Tele
Presence Facility
220 Shared IT
Governance
221
Training and
Startup Operational
Support for CIRT
222
Firm-Enterprise
Architecture
223
Firm-Develop
Information
Security Policies etc
224 Specialist-1
225 Specialist-2
226 Specialist-3
227 Specialist-4
228 Software for CIRT
229
Office
equipment(Entry/Ex
it Control
Automatic
Attendance control
etc)
230 e-Government
231
Procurement of
bandwidth for Data
Center/Disaster
Recovery Site etc
232
Firm-Training for
IT related staff from
MoICT, BCC and
Other agencies
233
Int Training &
study tours(for IT
focal persons in
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
different agencies)
234
Maintenance of
DC/DRC equipment
300
Component-3:
Project Management
Support
310 Cost for PCU
311
Salary for Officers-
Project Director
(PD)
312
Allowances-Project
Director (PD)
313 Postal Charges
314
Mobile, land
telephone for
project
315 Fax for project
316
Electric bills for
DRC, project office
etc
317
Petrol/lubricant for
vehicle, generator
318
Office stationery
other than computer
stationeries
319
Team leaders for E-
government &
IT/ITES industry
development
320
Project management
specialist
321
ICT Procurement
Consultant
322
Procurement
Specialist
323
Financial
Management
Specialist
324
Communication
Specialist
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
325
Monitoring &
Evaluation
Specialist
326 Technical Specialist
327 Project Associate
328 Team Associate
329 Accounts Associate
330
Legal Fees&
Expenses
331 Honorarium
332
Computer
consumables
333
Firm-Internal audit
for project
334
Repair &
Maintenance for
vehicles
335 Microbus
336
4WD Cross country
Vehicles
337
Computer(laptops)
& accessories
338
Financial
Management
system software
339
Office equipments,
including printer,
projector,
photocopier and
other related items
340
Furniture(Table,
side table, chair for
PMU)
341 Vehicle Rent
342 Travel Advance
343
Mobilisation
Advance
344
Advance to project
Personnel for
project Expenses
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
345 Bank Charges
346 Supplies & Services
347 News Paper Bill
348 Entertainment
349 Conveyance
350 Other cost for PCU
400 Cash & Bank
Accounts
410 Cash in Hand
411 Cash Accounts
420 Bank
421
Janata Bank CD
A/C - 001005838
422
Janata Bank CD
A/C – 001005849
423
Janata Bank STD
A/C – 004000737
500 Grants, Loans &
Liabilities
501
GOB
Grants 501 GOB Grants
505
IDA
Credit
(Loan)
505 IDA Credit (Loan)
506
Refund to
IDA 506 Refund to IDA
507
IDA
Adjustmen
t
507 IDA Adjustment
510
VAT at
Source 510 VAT at Source
515
TAX
Deduction
at Source
515 TAX Deduction at
Source
520
Tender
Money 520 Tender Money
525
Security
Deposit 525 Security Deposit
530
Interest on
RPA Bank 530
Interest on RPA
Bank Account
Components Sub-Components Sub-Sub Component
(ENTRY CODE)
Code Head Code Head Code Head
Account
531
Interest
Receipts
on GOB
Bank
Account
531 Interest Receipts on
GOB Bank Account
590
Other
Receipts 590 Other Receipts