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Report, No. 105O5-BD Type: (POR)

BARQUERO, / X31757 / T9q1't/ OEtDDI

PROJECT COMPLETION REPORT

BANGLADESH

PUBLIC ADMINISTRATION(TRAINING, PERSONNEL AND MANAGEMENT) PROJECT

(CREDIT 1349-BD)

APRIL 6, 1992

Population and Human Resources Operations DivisionCountry Department ISouth Asia Regional Office

This document has a restricted distribution and may be used by recipients only in the performance oftheir official duties. Its contents may not otherwise be disclosed without World Bank authorization.

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ABBREVIATIONS

ADP - Annual Development ProgramAPDW - Appointment, Promotions and Deputation Wing

(Establishment Division)BASC - Bangladesh Administrative Starf CollegeBAU - Bangladesh Agricultural UniversityBCS - Bangladesh Civil ServiceBMDC - Bangladesh Management Development CenterBPATC - Bangladesh Public Administration Training Center (Savar)COTA - Civil Officers Training AcademyCSB - Civil Service of BangladeshECNEC - Executive Committee of the National Economic CouncilEPCS - East Pakistan Civil ServiceGOB - Government of BangladeshIBA - Institute of Business Administration (Dhaka University)IPA - Institute of Public Administration (Consultants)MSW - Management Services Wing (Establishment Division)NIPA - National Institute of Public AdministrationNTC - Natior,al Training CouncilPATC - Public Administration Training CenterPp - Project ProformaPIU - Project Implementation UnitPMIS - Personnel Management Informatioe. SystemRPATC - Regional Public Administration Training CenterSFYP - Second Five-Year Plan (1980-1985)STI - Staff Training InstituteTCPC - Training and Career Planning Cell (Establishment Division)UNDP - United Nations Development Programme

Fiscal Year (FY) of Borrower

July 1-June 30

Currency Equivalents

1 Taka U=S 0.0424.5 Taka = US$ 1.00

(March 23, 1983)

1 Taka = US$ 0.0335.79 Taka = US$ 1.00

(July 1, 1991)

FOR OFFCIAL USE ONLYTHE WORLD BANK

Washington, D.C. 20433USSA

Office of Directw-CeneralOlwatiom eat)

April 6, 1992

MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT

SUBJECT: Project Completion Report on BANGLADESHPublic Administration (Training, Personnel andManagement) Proiect (Credit 1349-BD)

Attached, for information, is a copy of a report antitled "ProjectCompletion Report on BANGLADESH - Public Administration (Training, Personnel andManagement) Project (Credit 1349-BD)" prepared by the former Asia RegionalOffice. No audit of this project has been made by the Operations EvaluationDepartment at this time.

Attachment

This document has a restricted distribution and may be used by recipients only in the performanceof their official duties. Its contents may not otherwise be disclosed without World Bank authorization.

FOR OFFICIAL USE ONLY


BANGLADESHPUBLIC ADMINISTRATION (TRAINING,

PERSONNEL AND MANAGEMENT) PROJECT(CREDIT 1349-BD)

TABLE OF.CONTENTS

Page No.

Preface .... . iEvaluation Summary .... . . . . . . . . . . . . . . . . . . . . . iii

PART I PROJECT REVIEW FROM BANK PERSPECTIVE

A. Project Identity ................... . 1B. Project Background . . . . . . . . . . . . . . . . . . . . . 1C. Project Objectives . . . . . . . . . . . . . . . . . . . . . 2D. Project Design and Organization . . . . . . . . . . . . . . 5E. Project Implementation . . . . . . . . . . . . . . . . . . . 6F. Major Results of the Project . . . . . . . . . . . . . . . . 7C. Project Sustainability .... . . . ..... . . . . . . . 10H. IDA Performance .... . . . . ...... . . . . . . . . 11I. Borrori'er Performancc .... . . . . . ..... . . . . . . . 11J. Consulting Services .... . . . ...... . . . . . . . 12K. Project Documentation and Data ... . . ..... . . . . . 12

PART II PROJECT REVIEW FROM BORROWER PERSPECTIVE

A. Sank Performance .... . . . . . . . . . . . . . . . . . . 13B. Borrower Performance .... . . . . . .. . . . . . . . . . 15

C. Relationship Between the Bank and the Borrower . . . . . . . 16D. Role of Co-financiers .... . 16E. Comments on Parts I and III of the PcaR . . 16

PART III STATISTICAL INFORMATION

Table 1: IDA Credits Relevant to the Project . .. . . . . . . . . . 17Table 2: Planned, Revised and Actual Dates of Project Timetable . . . 18Table 3: Estimated and Actual Cumulative Disbursements . .. . . . . 19Table 4: IDA Financing .... . . . . . ...... . . . . . . . . 20Table 5: Project Costs . .. . . . . . . . . . . . . . . . . . . . . 21Table 6: Allocation of Credit Proceeds . . . . . . . . . . . . . .. 22Table 7: Planned and Actual Completion of Project Components . . . 23Table 8: Compliance with Major Covenants . . . . . . . . . . . .. 25Table 9: Mission Data by Stage of Project . . . . . . . . . . . . .. 28Table 10: Staff Inputs by Staff of Project Cycle in Staff Weeks . . 29

f ~~~~This document has a restricted distribution and may be used by recipients only in the performanceof their official duties. Its contents may not otherwise be disclosed without World Bank authc :zation.



PERSONNEL AN.D M&A&GEMENT) PROJECT(CREDIT 1349-BD)

PREFACE

This is the Project Coripletion Report (PCR) for the PublicAdministration (Training, Personnel and Management) Project in Bangladesh, forwhich Credit 1349-BD in the amount of SDR 11.1 million (equivalent to US$l2.0million) was approved on April 19, 1983. The Credit was closed on December31, 1990, 24 months behind the original schedule. Disbursements continuedthrough April 30. 1991 to cover commitments made prior to the Closing Date.The total disbursed under this .Credit amounts to SDR 7,409,735.41 (USS 8.61million) and the last disbursement was on April 1, 1991. The undisbursedbalance was cancelled.

The PCR was jointly prepared by the Population and Human ResourcesDivision of the South Asia, Country Department I, the former Asia RegionalOffice (Preface,Evaluation Summary. Parts I and III), and the Borrower (PartII).

Preparation of this PCR was started during IDA's final supervisionmissions in May 1990, and is based, inter alia, on the Staff Appraisal Report,the President's Report, the Development Credit Agreement, supervision reports,correspondence, internal IDA memoranda and discussions with projectauthorities. The Borrower independently prepared Part II using localconsultants.

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BANGLADESHPUBLIC ADMINISTRATION (TRAINING.

PERSONNEL AND MANAGEMIENT) PROJECT(CREDIT 1349-BD)

EVALUATION SUMMARY

(i) Project Objectives (para.4) The objectives of the project were to:(a) improve managerial and general administrative training by supporting theprogram to increase the enrollment capacity and upgrade the quality oftraining of the Public Administration Training Center at Savar (PATC) and theRegional Public Administration Training Centers (RPATCs) at Dhaka, Chittagong,Rajshahi and Khulna; and (b) strengthen the Establishment Division bydeveloping and instituting a modernized Personnel Management InformationSystem (PMIS) and establishing a Management Services Wing (MSW).

(ii) Implementation Experience (SectioL D and E) Implementatioia wasaffected by: (a) critical political events ind changes in the environment ofthe project which affected the original des,7: management and organization;(b) the Government's overall cumbersome routsn- and decision-making processeswhich generated, among other problems, delays an the approval of the ProjectProformas (.'Ps) and the establishment of the Project Implementation Unit(PIU); (c) controversy amor Government officials on issues of appropriateorganizational authority; (d) frequent changes in the project and traininginstitutions personnel; (d) late start-up of the construction work; and (e)the Government's failure to allocate the full amount of project financing inthe three PPs.

(iii) Results (Section F) The project has had appreciable successes inachieving its objectives. In particular, the project achieved tangible,positive results in the areas of training capacity, construction works and thecomputer center in the Establishment Division. Training capacity has beenconsiderably increased with the new facilities constructed at PATC-Savar andthe RPATCs. The campuses are attractive and are running with increasedefficiency. Also, there has been a substantial upgrading in the quality ofthe training, with a cadre of trainers using a variety of teaching methods andnew case studies. There are still quality problems however, and as aconsequence, the RPATCs have difficulties in attracting a full enrollment.Neither the PMIS nor the MSW objectives of the project have been fullyachieved. The planned institutionalization in the Ministry of Establishmentof improved systems and a capacity for offering management services to theGovernment as described in the SAR has not occurred.

(iv) SustainabilitX (Section G) Project sustainability is likely butnot assured. Despite the fact that a good foundation has been established atthe PATC to become one of the better t.-31nlng institutions in the Region, andthat the RPATCs have met most of the pro:e-t targeted goals, sustainability of

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the project gains would need a clearer Government commitment to the support oftraining as a development objective and of training centers and agents.Without continuing active promotion of the training objectives andinstitutions by the Government there are no guarantees for the improvement inthe effectiveness and quality of the public administration. Sustainability ofthe PMIS and MSW sub-components is unlikely unless additional assistance andfinancing are provided.

(v) Findings and Lessons learned

(a) Several critical events in the environment of the project, such rt

the advent of martial law in 1982, the introduction of i upaz, d'reorganization and other major political and administrative cha: ,affected its original design, management and organization. Ri,'__project design and management problems contributed to the delay inachieving the project's physical objectives and to a shortfall inmeeting some of the quality objectives. Therefore, the Bank shouldtry to ensure that the necessary flexibility is bvilt in the projectto ensure its feasibility and to permit adjustments when criticalexternal events endanger the achievement of the project objectives(Part I, paras. 8, 10 and 15);

(b) The Government's cumbersome routines and decision processes, and theinsufficient support and commitment evidenced by the constantchanges in personnel and the conflicts over the project management,diminished IDA's ability to influence the project management andorganization and resulted in delays in critical project decisionsand progress towards project targets. IDA has learned that thesuccessful implementation of the project is directly tied to theGovernment commitment and support of the project objectives,recruitment and retention of qualified project staff personnel andfull funding of all project components as agreed during projectpreparation (Part I, paras. 14, 17 and 23);

(c) IDA conducted 11 supervision missions and six review missions.Aide-Memoires were appropriate in their comments and proposals foraction or changes in the project. Despite the regular andsubstantial project monitoring, IDA had a limited leverage ineliciting government support for certain critical and agreed projectactivities. Therefore, it would be important for IDA to go beyondthe visits to project facilities and staff, the formal presentationsof the Aide-Memoire and all other diplomatically correctinteractions with the governmer , and try to become more activelyinvolved in assisting the gove .lment toward more effective projectcoordination/action (Part I, paras. 20 and 21).

(d) Finally, IDA found that the envisaged formation of a critical massof trained and receptive staff to generate change inside theMinistry of Establishment never took place. This was in part due tothe fact that the front-loading of the technical assistance effortwas not an effective strategy. The Government and the project

personneL were unprepared t_ collauoo..Fe with the consultants,team.Moreovpr, the consultants' strategic recommendations for follow-ups&tivities have not been implemented (Part I, para. 24).

1.'


BANGLADESHPUBLIC ADMINISTRATION (TRAINING.


PART I. PROJECT REVIEW FROM BANK PERSPECTIVE

A. Project Identity

- Project Name: Public Administration (Training, Personnel andManagement) Project

- Credit No.: 1349-BD- RVP Unit: Asia Regional Office, Country Department 1- Country: Bangladesh- Sector: Education- Subsector: Public Administration (Training, Personnel and

Management)

B. Project Background

1. When Bangladesh came into being in 1971, it carried forward thebasic administrative organization and civil service structure used inPakistan. Since then, successive Governments have attempted to modify anddevelop an administrative structure more suited to their national situation,initiating reforms in the organizational and administrative systems. Becauseof political instability, many of these reforms were not completed and it wasnot until the Second Five-Year Plan (SFYP)(1980-1985) that the Government ofBangladesh (GOB) articulated a clear and definite strategy to increase theefficiency of the public administration system. The strategy called for,inter alia: (a) upgrading the knowledge and skill in the public services byimparting universal and compulsory training in administration and managementthrough functional and integrated training programs; (b) introducing careerplanning and personnel policy in administration to promote specialization andprofessionalism in the public service; (c) strengthening action researchactivities in administration and management development as a continuousprocess; (d) strengthening organization and methods systems in Government inorder to rationalize systems, procedures and structures to increaseorganizational efficiency and effectiveness; (el rationalizing and simplifyingaccounting, budgeting and financial control procedures so that they becomegeared to the needs of a decentralized administration and ensure greateraccountability; and (f) providing necessary training support to local bodiesto transform them into viable and self contained development planning,implementation and administration units. L

I The Establishment Division was given the lead role for programs inpersonnel training, administrative research and systems modetnization.

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2. As a result of the broad policies outlined in the SFYP, theGovernment took several steps to addresR the problems which affected thesector. The Bangladesh Civil Service (BSC) as a unified career service wascreated in 1980. In the latter part of 1982, GOB made significant changes inthe organization of the "overnment and the deployment of its staff. Itreorganized and reduced the number of ministries from 44 to 19, cutting 35Z oftheir staff and redeploying them to positions in the local administration.The Government also developed a plan for improving public administration andmanagement training at all le ils and consolidated the delivery of civilservice training, which traditionally had been provided by separateinstitutions, into tae Public Administration Training Center (PATC) located atSavar 2 and four affiliated regional training centers (RPATCs) located atDhaka, C.4ittagong, Khulna and Rajshahi.

3. Simultaneously, GOB engaged in an extensive dialogue with IDA onareas where assistance would make a significant impact on the quality ofmanagement in the public service. Three specific areas of the Government'sstrategy were earmarked as appropriate for assistance under a Publ'cAdministration Project: (a) managerial and g-neral administrative training;(b) personnel management; and (c) organization and management services. As aresult, the Public Administration (Training, Personnel and Management) Projectwas designed to focus on developing institutional capabilities in the abovethree areas.3 The project was appraised in February '982.

C. Proiect Objectives

4. The broad goals of the project were to support the Government'scontinuing efforts to reform the civil service and the administrativeenvironment in which it worked, and to support the strategy to increase theefficiency of public administration. However, since project components wereto address only three specific areas, the project objectives were limited to:

(a) Improving Managerial and General Administrative Training by:

(i) supporting the program to increase the enrollment capacity ofthe PATC and the RPATCs; and

(ii) upqrading the quality of training imparted at the PATC and the

(b) Str--.. :.iening the Estab.;.'shment Division by:

(i) developing and instituting a modernized Personnel Management

2 The Savar center is sometimes referred to as the Bangladesh PublicAdministration Training Center (BPATC).

3 A separate Business Management Education Project (Cr. 1318-BD) approvedby the Board in January 1983, was designed to assist GOB in improving thecountry's business management education and training program.

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Information System (PMIS); and

(ii) establishing a Management Services Wirg (MSW).

5. Project Components anv Indicators: To achieve the above objectivesthe project would assist the government to: (a) expand the physical capacityof the PATC and RPATC through the constructior and equipping of teachingfacilities, library, administrative buildings and a dormitory; (b) improve thequality of training at the PATC and RPATC through provision of fellowships andspecial training courses to upgrade the teaching staff, increasing therelevance of curricula to training needs with the assisitance of experts,developing a program of research and cas 't4-jes and upgrading equipment andtrain!-ng materials; (c) enhance the syste_- pe sonnel administration throughthe introduction of a modern PMIS with the ass.stance of experts andreinforced by staff training and additional equipment and salary support forincremental staff; (d) strengthen administrative syste-- and proceduresthrough the financing of experts, staff training, equipment and incrementalsalaries to enhance the scope of the O&M wing; and (e) upgrade projectmanagement capability in the E;tablishment Division through provision of stafftraining, equipment and incremental staff salaries for the ProjectImplementation Unit (PIU).

6. Specifically, the project would:

(a) Improve Managerial and General Administrative Training by:

(i) Assisting the Public Administration Training Center (PATC)and the RPATCs to increase their t=aining capacity from thepresent level of 2,750 to around 5,000 per year. The projectwould assist in the capacity expansion program by financingthe construction, furniture and equipment for a 85,000 volume(150 reader) libraz, and training materials productioncenter, a multi-purpose hall with a seating capacity of 500,with two lecture rooms of about 100 person capacity, a thirdwing to the Central Administration Block and a 50-room hostelfor senior level officers, and additional classrooms, libraryand one 120-place capacity multipurpose hall at the RPATCs inRajshahi, Khulna and Chittagong. It would provide furnitureand equipment for the classrooms/syndicate rooms and theCentral Administration Block at PATC, Savar and RPATC atDhaka. The project would also finance a self-containedteaching computer to assist in the analysis of data whichwill be generated by the PMIS.

(ii) In addition to capacity expansion, e project would assistin upgradiag the quality of training PATC and RPATCs.Quality improvements would be facilitated through improvedlibrary facilities and training materials, curriculumupgrading, the research program to be undertaken, but mainlyby the staff development program designed to produce morecapable trainers. Stat- 'evelopment would be the result of

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two programs. The fiLzst was a locally-oriented T:3ining ofTrainers program to be organized at the PATC and RPATCs. Itwas designed to trair. 120 trainers per year for a total of700 trainers over the project period. This would cover allof the trainers in PATC and about 61Z of the trainers in thecivil service training network. The program would emphasizetraining techniques and methodclogy, and would at the sametime develop training mtodules and films for use in civilservice training prograLis. The project would financetechnical assistance (local and expatriate), honoraria,stipends, and the cost of training materials to support thisprogram.

The second program involved overseas training. The projectwould provide about 339 man-months of fellowships in order toupgrade the permanent teaching staff of the PATC by allowingthem to pursue advanced training in specialized areas ofPublic Administration, Economics, Rural Development,Personnel Administration and Business Education. Another 27man-months of fellowships would be financed for short-termstructured courses in a number of administration, management,and training areas such as the training of senior executives,training techniques, organizational development,psychological testing, consulting techniques and learningmeasurement.

Both the "Training of Trainers" and overseas fellowshippeograms were to be linked to the provision of technicalassistance for curriculum and program development (48 man-months). Expatriate experts would serve as visitingprofessors and at the same time, undertake curriculum andprogrim development activities when the Bangladeshiinstructors depart on their fellowships. Simultaneous withtheir teaching, and as a part of their operationalassignment, the visiting professors would prepare Bangladeshspecific materials for the specialized short courses to bedeveloped for the other instructors and EstablishmentDivision staff. Expert assistance was required to developthis program. The project would finance 24 man-months oftechnical assistance in the areas of supervisory skills,report writing and administrative communications.

(b) Strengthening the Establishment Division by:

(iii) Introducing a Modern Personnel Management Information Systemdesigned to provide improved job descriptions, job analysis,performance appraisals, upgraded individual officer files, apersonnel manual of rules and regulations, and computerfacilities to speed the analysis and recovery of the datagenerated by the other elements of the system. Jobdescriptions would be prepared for positions held by Class I

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officers and would describe in detail the functions to beperformed in each position. At the same time, job analysiswould provide an understanding of the experience, skills andknowledge needed to perform each job. Performance appraisalwould be developed in order to institute a method ofassessing performance against agreed work programs and jobaescriptions. Personnel files would be upgraded to includeinfoL-nation on performance, training, education, as well aswage and benefit data. The Personnel Manual wouldrationalize and codify the scattered elements of personnelrules and regulations. The project would support theestablishment of the PMIS by financing 12 man-months ofexpatriate and 48 man-months of local technical assistance,staff training in the form of 21 man-months of regional andinternational fellowships and in-country seminars/workshops,salary support for the incremental staff required for systemdevelopment, and a small self-contained computer (128 KBmemory, diskette magazine drive and 257 MB disk).

(iv) Establishing the Management Services Wing (MSW) by enlargingthe scope of work of the O&M Wing of the EstablishmentDivision. The new MSW would focus on both improving officesystems and procedures and organizational development. Thesewould be the on-going central functions of the Wing, andduring the project period, selected Ministries would be thesubject of these analyses. Work would be aimed, initially,at office systems such as records management, filing,copying, common services, and the procedural rules whichgovern these matters. This would result in a complete reviewand simplification of the Secretariat Instructions ' whichcontain the rules governing office procedures. The MSW would-!so work closely with the staff of the TOT and StaffTraining Department of PATC because methods improvementswould be central to the curriculum and training program ofthe supervisory staff. In addition to this methods work, theWing would also perform a more sophisticated service oforganization development aimed at those procedures, rules andregulations which govern inter and intra agency informationflow and decision making and would be reflected inappropriate sections of the Rules of Business. 6 Theproject would support the establishment of this Wing, byfinancing 60 man-months (30 expatriate, 30 local) oftechnical assistance, 48 man-months of fellowships, stafftraining (in-country seminars/workshops), equipment andincremental staff salary support. The technical assistance

' Secretariat Instructions, Cabinet Secretariat.

Rules of Business, 1975, Cabinet Division, Cabinet Secretariat, Dhaka,1975.

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would comprise expatriate and local experts in organizationaldevelopment.

(v) Upgrading Project Management and Organization. the projectwould be managed by a Project Implementation Unit in theEstablishment D4vision which would be responsible for themanagement and supervision of the inputs to the traininginstitutions including the coordination of fellowship and in-country training programs and the PMIS and MSW components,the management and supervision of the evaluation program, andthe equipment procurement process. In addition, forsummative evaluation of project activities would be carriedout by the PfU with assistance of expatriate (27 man-months)and local (30 man-months) consultants.

D. Project Design and Organization

7. The World Bank had already assisted Bangladesh in the areas ofmanagement education and training. These efforts included training projects,sector studies, and the financing of some of the construction at the PublicAdministration Training Center. In 1977 an IDA team visited Bangladesh toinvestigate the extent to which public administration and management trainingshould be the focus of IDA's assistance. The team suggested the formulationof a civil service training plan and IDA financed the services of a consultantwho conducted a training needs survey. In addition, it became clear thattraining alone could not overcome all of the problems affecting publicadministration in Bangladesh. The Government agreed and selected a foreignconsulting organization, the Institute of Public Administration (IPA), toinvestigate the problem in depth. This "pre-investment study"6 was financedby UNDP and, along with IDA's preparation/pre-appraisal and appraisal missionscarried out in 1981 and 1982, served as a basis for the Public AdministrationProject.

8. Even though the project was timely and well prepared, sev':ralcritical events and changes in the environment of the project affected itsoriginal design, management and organization. Major political changes inBangladesh and the advent of martial law in 1982 changed personnel responsiblefor the project. Also, the introduction of the upazila reorganization broughtdramatic changes in the size of the civil service. In relation to the projectmanagement, what IDA considered a single project/credit, was regarded in manyGOB documents as three diffe-ent projects and therefore separate, individualProject Proformas (PPs) were issued for the Public Administration TrainingCenter at Savar, the regional centers (RPATCs) and the EstablishmentDivision's PMIS and MSW program. In addition, the initial delays in theapproval of PPs hampered the recruitment of staff and the formal establishmentof the PIU, which took place in 1984, nearly 10 months after the initiation of

6 The final report issued in June 1981 was entitled: Pre-Investment Studyof Public Administration Training and Management Improvement in Bangladesh".

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the project. Overall, design features in the pre-feasibility and appraisalstages could not have been flexible enough to foresee the critical changes in,.he political and administrative environment of the project.

9. The early years of the project were also troubled by controversy onissues of appropriate organizational authority. While GOB appointed, asplanned, a joint secretary to manage the PIU, this office frequently found itsstaff being controlled by subordinate officet in the Estabiishment Divisionand in conflict with a more senior officer serving as Rector of the PATC atSavar. As a result of this overt struggle for control of the projectactivities between the Rector and the Establishm,nt Division, frequent debatesand communications about shifting the PIU to the PATC ensued. At the beginningof the project (and due in part to the complexities of the civil worksconstruction) IDA was not convinced of the need to shift projectresponsibilities to the PATC, and therefore recommended that matters be solvedby better communication between the parties. Later on it agreed to place thePIU under the PATC but this recommendation was never implemented.

10. In sum, the rigid project design and management problemscontributed to the delay in achieving the project's physical objectives and toa shortfall in meeting some of the quality objectives (see paragraph 15).Mechanisms for adjusting to changing circumstances were not in place. Inadaition, the government's cumbersome routines and decision processes and theinsufficient support and commitment diminished IDA's ability to influence theproject management and organization.

E. Project Implementation

11. Credit EffectUveness. The Credit was signed on May 16, 1983 andbecame effective on November 23, 1983, two months after the originally planned

date.

12. Implementation Schedule. The original credit Cl6sing Date wasDecember 31, 1988, but this was extended first to December 31, 1989 andfinally to December 31, 1990. The main reasons for the first projectextension were related to the delays in the implementation of the Studies and

Case Development Program and of the Training of Trainers (TOT) Program atPATC. These two programs were considered the heart of the institutionaldevelopment of the PATC because of their potential impact on the effectivenessof training programs and, ultimately, the quality of the civil service. Work

on the Studies and Case Development Program began only during FY87, basicallydue to GOB difficulties in deciding the appropriate method of compensating ther.searchers and case writers. The broader issue involved the incentive system

for trainers and training institutions. In the final years of the project,however, the Studies and Case Development Program made significant progress.The Training of Trainers Program as envisioned in the project design includedthe training of PATC trainers, the training of trainers from other traininginstitutions in Bangladesh, assistance to officers in the EstablishmentDivision to help them train government personnel in work simplificationmethods and in techniques of on-the-job training. By late October 1988, the

PATC had been able to address only the training of PATC trainers. As the TOT

had been included in the project as a major intervention towards improvingtraining methodology and as it became clear that not all objectives of the TOTprogram were likely to be me' during the life of the project, this constitutedanother powerful reason for 4xtending the project closing date.

13. Regarding the second project extension, IDA agreqd in July 1989 toextend the Closing Date to December 31, 1990 to finalize the constructionprogram of a new training facility for the RPATC, Dhaka, which started late inthe project period as an additional work. Funds had not been included in theSAR for the construction of the RPATC, Dhaka, because during negotiations, IDAunderstood that the building of the former Civil Officers Training Academy(COTA) would be used for the Center. In December 1987, however, the BCSAca'emy took the possession of this building and the Center was asked to moveto another building which needed expansion. After assessing the needs, aproposal for constructing a five-story building on the Dhaka site wassubmitted to IDA for consideration. The proposal was approved by IDA.However, later on, GOB submitted to IDA a revised proposal to finance afifteen-story building. After extensive consultations with the ProjectDirector and the Rector, IDA did not recommend constructing a 15-storybuilding because of likely underutilization of the capacity and because it wasnot possible to complete the construction within the project's life.Subsequently, IDA agreed to the construction of a six-story building andrenovation/extension of the existing building for the RPATC, Dhaka.

14. Disbursements. Of the total credit of SDR 11.1 million (US$12million equivalent), 672 has been disbursed in SDR terms, or SDR 7.41 million,and 72? in US dollar terms, or US$8.61 million. A large portion of theunderutilization resulted from the depreciation of the Taka vis a vis the USdollar and the failure of the Planning Commission to allocate to the projectauthorities the full amount of project financing. The sums allocated to theproject in the three PPs, which set expenditure limits for the projectauthorities, were considerably less (21X) than the amounts estimated by IDA atthe start of the project. In addition, the low percent of expenditures incertain categories was due to delays in receiving GOB permission to increasethe daily allowances for training (Category 4: Training Allowance, Honoraria,Student Stipends and Incremental Staff Salaries) and the fewer than plannedteaining materials developed (Category 5: Consumable Materials and OtherOperating Costs).

F. Maior Results of the Proiect

15. The Public Administration Project has had noticeable successes inachieving its development objectives. In particular, the project achievedtangible, positive results in the areas of training capacity, constructionv-rks and the computer center in the Establishment Division (now Ministry ofEstablishment):

(i, Improve l4anagerial and General Administrative Training

Project inputs: Despite the i:>w start of project activities, allcomponents of the constructin -r.'gram at the PATC and RPATC have

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been completed (see Part III, Table 7). The new library at PATC isnow stocked with about 27,000 new books and journals (50Z of theappraisal target) and the facilities at the RPATCs haveapproximately 38,700 books, or 292 over the appraisal figures. ThePATC facilities at Savar are equal or better than other trainingfacilities in Bangladesh. The campus is attractive and wellorganized and the training programs are offered in a well run andefficient manner. The technical assistance targets specified inthe SAR of 20.8 man-years of total experts to carry out the studiesand case development program, 6 man-years of expatriate assistanceand 30.5 man-years of fellowships for the capacity expansion andquality improvement at the PATC and RPATCs (total of 57.3 man-years) has been partially achieved for a total of 37.3 man-years.

Prolect outputs: Over the past six years, PATC enrolled 0,040 in126 courses, with a normal load of just over 20 courses for 1,150to 1,250 trainees per year. At the RPATCs, actual enrollments arerunning behind targets. Overall, the enrollment numbers are wellbelow the SAR estimated growth in training from 2,750 annually toaround 5,000 by the end of the project. Despite the very slowstart of the Studies and Case Development Program, more than 30studies were undertaken, finished and evaluated (see para. _ ).Another critical program, the Training of Trainers Program, with aSAR expecting 120 new trainers per year (700 in the life of theproject) has achieved a total of 169 participants between 1984-1990. Regarding the Fellowship Program, of the 16 degreecandidates sent abroad, all but one were successful in the degreeprograms and all but two have returned to Bangladesh for service inthe government.

*ii) Strangthening the Establishment Division

Project inputs. The 6.5 man-years of local experts, 3.5 man-yearsof expatriate specialist services and 8 man-years of fellowshipsfor the establishment of the PMIS and MSW in the EstablishmentDivision have been completed. However, technical assistance to theMSW was provided before all the core of new officers were appointedand well before many returned from training. A functioning MIS isin place at the Public Administration Computer Center (PACC), withwell trained staff.

Project outputs. Some contributions have been mnade to theGovernment by the reports and manuals produced. A personnel manualhas been completed and published for use throughout the Government.Personnel data forms have been revised, but the information iscollected only for those Class I officers who come under theauthority of the Ministry of Establishment (the Secretariat Cadre,Admin. Cadre, and the Senior Service Pool). It appears that only avery limited advance in job description has been completed, andthis has not been based upon adequate job analysis. Personnelfiles are upgraded, and sumoaries are available by computer.

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Promotion boards can easily find information on the education,training and experience of Class I officers under the Ministry ofEstablishment. An up-to-date computerized file is kept of allsanctioned and filled posts for all positions supported by therecurrent budget. Neither the MSW, nor the PMIS objectives of theproject have been met. The planned institutionalization in theMinistry of Establishment of improved systems and a capacity foroffering management services to the government as described in theSAR has not occurred. The PACC activities however, have thepotential of spreading personnel management information systems tothe Ministry of Establishment and gradually to other governmentunits.

G. Project Sustainability

16. Project sustainability is likely but not assured for training atthe PATC and RPATCs. A good foundation has been established at the PATC, andthere is promise this institution could become one of the better traininginstitutions in the region. The RPATCs have not yet had the attention theyneed if they are to fulfill their potential as efficient training centers foroffice employees throughout the country. The capacity of the RPATCs now meetsthe project targeted goals but may not be sufficient for the GOB trainingneeds for Class II and III staff. The PATC is increasingly providing bettersupervision and development assistance to the RPATCs, but significant physicalinfrastructure investment is still needed to expand RPATCs to other areas ofthe country if more than a fraction of the office workers in Government are tobe trained.

17. Training is recognized as a need and as a xevelopment objective,but the existing policy directives and budgetary constraints suggest thattraining in the civil service and training institutions do not have a prioritystatus in the administration of Bangladesh. Sustainability of project gainswould need a clear government commitment to the support of the projecttraining centers. In this regard, GOB support is mainly needed to providecareer incentives for the managers and trainers of the PATC and the RPATCs andto encourage experimentation and innovative training which responds to needs,current priorities and international standards.

18. The higher risk (and potentially higher pay-off) sub-components ofthe project (MSW and PMIS) have not fared as well as the training sub-components and institutions. The PMIS has promise and should be furtherdeveloped. There is a growing interest within the Ministry of Estpblishmentin its potential to make personnel management more efficient. If the PMIS isto be useful beyond the Ministry of Establishment, it will need additionalfinancing. The breadth and depth of the data in the system needs improvementand the level of job analysis must be much more thorough and standards forperformance assessment and promotion need a great deal more work if the goalof matching the qualification of officers to positions is to be improved. TheMSW seems to have attracted little interest or commitment, and there is littleto show for the investment. There seems to be very little to build upon andlittle understanding of the opportunities for organizational development that

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exist in the government.

H. IDA Performance

19. The issues, problems and risks for the Public AdministrationProject were correctly and thoroughly diagnosed during project preparation.The project was in the design stage from the late 1970s through 1982, andincluded initial discussions with the government on needs in the publicadministration and training areas, a needs assessment on training and a pre-

feasibility study performed by a team of expatriate consultants.

20. During project implementation, IDA conducted 11 supervisionmissions and six review missions (while in the country to work on otherprojects). The Resident Mission actively participated in several of thesemissions. Aide-Memoires were appropriate in their comments and proposals for

action or changes in the project, and also for expressing concern aboutproblems and delays in project activities. During supervision work IDArecommended several changes and additions such as the financing of repairworks on the 1988 flood damages at the PATC-Savar, the construction of thesix-story functional building at the RPATC, Dhaka, and the two projectextensions.

21. IDA was not able to have much influence, however, in reducing the

high turnover of personnel experienced by the project, especially the project

director position, and in the frequent shifts in other project personnel inthe Ministry of Establishment, the PIU and in PATC. The average assignment in

important project-related positions was less than two years as concrasted with

the usual government policy of minimum three-year postings.

I. Borrower Performance

22. After initial delays, the project staff performed effectively in

implementing project components. The administrative infrastructure created by

the project seems to have developed into a reasonably efficient one and the

core staff from the PIU will be retained after the project closes.

23. A major weakness was the government's complicated and lengthybureaucratic procedures which contributed to delays and disruptions asexemplified by the 2-year delay in the approval of the PPs. Other sources ofdisruptions in the project implementation were the constant changes inpersonnel and the internal government conflict over the project managementwhich resulted in eelaya in critical project decisions and progress towardproject targets. Superimposed on the tripartite management structure composed

of the Ministry of Establishment, the PIU and PATC were many other approvalpoints such as the Project Evaluation Committee, the Executive Committee of

the National Economic Council and often the President's Office, in addition to

several other separate functional groups, such as the Overseas FellowshipsApproval Committee. Widely dispersed physical locations of the Ministry of

Establishment, PIU and PATC offices made com=unications difficult. Ogerall,

the difficulties in project performance cannot be attributed to individual

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performance but rather to the government's overall cumbersome decision-makingprocesses.

J. Consulting Services

24. The technical assistance work was provided by the Institute ofPublic Administration and the American University Consortium between September1983 and July 1986, with four long-term advisors providing 802 of the totalcontracted person-months of consultancy. Unfortunately, the front-loading ofthe technical assistance did not turn out to be an effective strategy as onlyfew staff were in place, the PATC had not been formally established and theconsultants worked in virtual isolation from required counterparts. Theconsultants' strategic recommendations for follow-up activities have not beenimplemented.

25. The results of the fellowship program have been more positive. Theshortfall in the number of fellowships financed under the project can beattributed to higher training costs than originally calculated, failure of thegovernment to identify sufficient numbers of candidates and its subsequentdecision not to use Credit funds for the program.

K. Proiject Documentation and Data

26. Project documentation was readily available in the Division'sfiles. Complete and precise supervision reports, as well as other project andlegal documents were extremely helpful for the preparation of this report.

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PART II. PRfiJECT REVIEW FROM BORROWER PERSPECTIVE'

A. Bank Performance

1. The Public Admi-.istration (Training, Personnel and Management)Project was designed on che basis of the outline given in the Staff AppraisalReport (SAR) of the Bank. The SAR was based on the findings of appraisal andpost-appraisal missions to Bangladesh in 1982. The mission members includedthree Bank officials and two international consultants engaged by the Bank.The missions did not include a Government representative. Description of theProject given in the Schedule 2 of the Development Credit Agreement (DCA)1349-BD faithfully reflected the SAR. The Government of Bangladesh (GOB)prepared and implemented three projects of its own to implement the Projectdescribed in the DCA.

2. The Public Administration (Training, Personnel and Management)Project was implemented with the following additional items proposed by theGOB and approved by the Bank:

(a) Construction of the second floor on the Public AdministrationTraining Center (PATC) at Savar library buildings.

(b) Construction of a new building and renovation of an existingbuilding for the Regional Public Administration Training Center(RPATC), Dhaka.

(c) Renovation, furnishing and procurement of books for the SecretariatLibrary.

(d) Construction of dormitories for the RPATCs in Chittagong, Khulnaand Rajshahi.

(e) Repair of flood damages of the PATC-Savar.

3. The Bank showed considerable flexibility in responding to theemerging needs of the GOB which could not be foreseen at the time of designingthe Project. Two examples of the Bank's demonstrated flexibility are itsconsent to extend the life of the credit agreement by two years and itsreadiness to place the Project Implementation Unit under the ?ATC-Savarinstead of keeping it as an attached office of the Ministry of Establishment.(This was not, however, implemented by GOB as the Bank's consent came at alate stage of the project implementation). However, the Bank showedregrettable rigidity in refusing to approve the proposal for providing a 15-story foundation to the new RPATC building in Dhaka which is located on aprime piece of land in Dhaka city. From the point of view of optimumutilization of the scarce land of Dhaka city, the proposal deserved betterconsideration. On the whole, Bank's attitude toward the Borrower was one of

' The Government of Bangladesh s_9e:tie Part II on May 14, 1991.

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understanding and cooperation.

4. The Project achieved tangible positive results in the fields oftraining capacity, building activities like construction, furnishing andstaffing of training centers and a computer center in the Ministry ofEstablishment. The training capacity of the PATC and RPATCs has increasedsubstantially in terms of both quality and quantity. Through this project theGOB has been able to make a significant start in computer application inpersonnel management. The Project could not have been implemented at a moreopportune moment. As a result of the introduction of the upazila system, thesize of the civil service increased considerably in a short period of time.This could not be anticipated at the time of project design. Thanks to theimplementation of the project, the PATC has been able to manage a fourfoldincrease in turnover of Foundation Training courses for the newly recruitedcivil servants. Even the enhanced physical facilities and training capacityof the centers are enough only to meet half of the annual demand forFoundation courses.

5. Project achievements in eFe following areas have been less thansatisfactory for the reasons stats tong:

(a) The desired extent of qualitative change in the functions of theO&M wing of the Ministry of Establishment did not come about due tolack of clarity of the project objective in this regard to thestakeholders in the government. Transformation of the role of theO&M Wing from one of control to that of consulting lacked highlevel political comwitment to implement, prior to the approval ofthe project.

(b) The SAR envisaged a too ambitious computer application in thepersonnel management area. Matching of job descriptions and jobanalysis of each Class-1 position with personal data of theofficers by a computer to make decisions on placement, promotion,training and performance appraisal would be a daunting task evenfor a more technologically advanced environment.

(c) The Technical Assistance team's contribution towards theachievement of the project objectives was not tangible due to,among other reasons, the failure of the SAR to define clearly theoutput of the Technical Assistance team.

(d) Fields of foreign training were identified in the SAR irrespectiveof availability of related courses in the training and educationalinstitutions.

(e) Payment of stipends to the trainees of the RPATCs was provided forwithout giving enough consideration to its possible repercussion ontraining programs run by other institutions.

6. The following lessons learned and issues may be relevant for future

project formulation:

- 15 _

The appraisal and post-appraisal missions should be a Bank-Government joint exercise.

One or more Government representatives should be included inappraisal and post-appraisal missions of the Bank who will gain anintimate understanding of the project design and its objective. Aprospective Project Director should be a logical choice to beincluded in the missions.

Government's policy or procedural changes should not be theobjective of a project. Rather, the project should be designed tohelp implementation of a change of policy or procedure which thegovernment has already decided upon.

The SAR should spell out the terms of reference of each resourceperson in as much detail as possible without prejudicing theGovernment's right to modify the same in the process of projectimplementation.

Sustainability of project activities after termination of theBank's interventions should be given proper leverage in identifyingproject activities.

- Expatriate expert services should be resorted to only in the areaswhere local expertise is obviously lacking, and foreign expertservices should be used mainly for local capacity building.

B. Borrower Performance

7. Throughout the life of the project the Government demonstratedadequate will and commitment for implementation of the Project. The DCAearmarked SDR 11.10 million. The Government drew up programs anticipatingtotal Bank investment of SDR 9.46 million. The shortfall represented lesserGovernment allocation on account of technical assistance, the fellowshipprograms and training stipends. Observed ineffectiveness of technicalassistance and fellowship programs prompted the Government to suspend thesetwo activities at an advanced stage of the project. The question of paymentof training stipends had to pass through lengthy scrutiny of itssustainability arter the project life and its repercussion on future programsof RPATCs and those of other training institutions in the country.

8. In spite of serious resource constraints, the Government maintaineda steady flow of counterpart funds for the project. This signified the highpriority the Government attached to this project. In fact, the projectenjoyed "Core Project" status in consecutive Annual Development Programs(ADPs). However, the project life had to be extended by two years mainly tomeet the need of implementation of additional civil works.

9. The project catered to a vital need of enhancement of publicadministration training capacity of the Government at a time when the size ofthe civil service underwent rapid expansion. The project made a major

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contribution to the emergence of PATC as a premier institution of training inthe country. The campus is well organized for the training programs. Thefull complement of training programs prescribed by the government is offeredin a well-run and efficient manner. Institutional planning, policy analysisof academic and facilities reeds, the use of analytical methodology inresearch studies are all sharply improved. In addition, the Ministry ofEstablishment is making good use of the computer system that was created underthe project.

10. Lessons learned are as follows:

- Indigenous project formulating capability of the Government needsto be improved so that the extent of the Government involvement inforeign aided project design is more substantive.

- Continuity of key personnel from inception through design andimplementation should be ensured.

- If the beneficiary of a project is a well organized body like PATC,the implementing responsibility should be mainly with that body.

- The Project Director of a big project like the present one shouldbe vested with more administrative and financial powers.

C. Relationship between the Bank and the Borrower

11. The Relationship between the Bank and the Borrower was good.Except on the issues of providing a 15-story foundation to the newlyconstructed Dhaka RPATC building and utilizing unspent money, on some newworks, there was virtually no difference of opinion between the Bank and theGovernment on any other issue related to project implementation. The Bankgraciously accepted the Government's decision not to utilize fully the creditfund earmarked for fellowships and Technical Assistance programs.

D. Role of Co-financiers

12. There was no co-financier of the project except for a UNDP grant ofTk 53 lakh to conduct the pre-investment study in 1981.

E. Comments on Parts I and III of the PCR

13. No comment can be made on Part I of the PCR as it has not been sentto the Borrower. Adequacy and accuracy of the factual information containedin Part III cannot be confirmed either.

- 17 -




PART 111. STATISTICAL INFORMATION

Table 1: IDA CREDITS RELEVANT TO THE PROJECT

Loan/Credit Year ofTicle Purpose Approval Status Comments

Cr. 621-BD Agric/Rural 1976 Completed Physical aspectsEducation II Training June 1982 satisfactory;

quality aspectsneed improvement

Cr. 1054-BD Primary Educ. 1980 Completed Efforts to increaseEducacion IV Dec. 1986 implem. capacity

Cr. 912-BD Vocac. Trg. 1979 Completed Further improvementsVoc. Training June 1987 achieved administration

Cr. 1318-BD Bus. Managemc. 1983 Completed Improvemt. in qualityBus.Managemt. May 1990 of management education

Cr. 1574-BD Primary Educ. 1985 Completed Increase student enroll-Primary Education II Dec. 1990 ment, improve quality,

access and primary schoolmanagement

Cr. 2118-BD Primary Educ. 1990 Approved Improve quality andGeneral Educ. March 19": access

- 18 -

Table 2: PLANNED. REVISED AND ACTUAL DATES OF PROJECT TIMETABLE

Item Planned Date Revised Date Actual Date

- Identification 12/80

- Preparation 08/81-11/81

- Appraisal Mission 02/82

- Post-Appraisal Mission 11/82

- Credit Negotiations 03/07/83

- Board Apprnval 04/19183

- Credit Signature 05/16/83

- Credit Effectiveness 09/15/83 11/23/83

- Closing Date 12/31/88 12/31/89 12/31/90

- Project Completion 06/30/88 - 12/31/90

- 19 -

Table 3: ESTIMATED ANs ACTUAL CUMULATIVE DISBURSEMNTS(USS million)

IDA Fiscal Year Estimated Actualand Semester Cumulative cumulative % Disbursed

1984

06/83-12/83 1 0.10 0.35 2.9%1/84-6/84 2 0.40 0.66 5.5%

1985

7/84-12/84 1 1.75 0.93 7.8%1/85-6/85 2 3.05 2.28 19.0%

1986

7/85-12/85 1 4.85 2.65 22.1%1/86-6/86 2 6.75 4.23 35.2%

1987

7/86-12/86 1 8.10 4.65 38.7%1/87-6/87 2 9.45 5.21 43.4%

1988

7/87-12/87 1 10.35 5.47 45.6%1/88-6/88 2 11.24 6.22 51.9%

1989

7/88-12/88 1 12.00 6.52 54.4%1/89-6/89 2 7.62 63.5%

1990

07/89-12/89 1 7.75 64.6%01/90-06/90 2 8.45 70.4%

1991

07/90-12/90 1 8.54 71.221/91 - 4/91 8.61 71.8Z

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Table 4: IDA FINANCING(US$ million)

Estimated ActualLocal Foreign Total Local Foreign Total

Components Costs Costs Costs Costs Costs Costs

A. Public AdministrationTraining Center 1.93 2.80 4.73 3.08 1.76 4.84

8. Regional Public Adminis-tration Training Center 2.08 0.33 2.41 1.66 - 1.66

C. Establishment Division 0.38 0.55 0.93 0.31 0.80 1.11

P. Project Hanagement 0.12 0.25 0.37 0.19 0.01 0.20

Total Base Cost 4.52 3.93 8.45 5.24 2.57 7.81

ContingenciesPhysical 0.45 0.39 0.85 0.80 - 0.80Price 1.81 0.90 2.70 - - -

Total (including Contingencies) 12-0 0 JIL2L2 Q2 LI2 L 1/

1/ The difference between US$12.0 million (estimated) IDA financing and theUS$8.6. million (actual) was cancelled.

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Table 5: PROJECT COSTS(USS million)

Planned Actual

Expense Categorn GOB IDA Total GOB IDA Total

1. Civil Works and Furniture 0.70 1/ 2.80 3.50 .0.54 3.15 3.69

2. Equipment and Books 0.00 2.56 2.56 0.39 2.31 2.70

3. Technical Assistance 0.00 3.15 3.15 - 2.41 2.41

(foreign and local expertsfellowships miscellaneousTA costs and professionalfees for designs andsupervision of construction)

4. Training Allowances,Honoraries, StudentStipends and IncrementalStaff Salaries 1.66 2.02 3.68 0.09 0.49 0.58

5. Consumable Material andOther Operating Costs 0.16 2/ 0.63 0.79 0.04 0.25 0.29

6. Unallocated 0.19 0.84 1.03 - - _

Total Project Cost ^ lhlQ Jhb2A AJ L.L

1/ Includes about US$0.60 million taxes and duties.

2/ Includes about US$0.08 million taxes and duties.

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Table 6: ALLOCATION OF CREDIT PROCEEDS(SDR million)

Expense Original Revised ActualCatego r Allocation Allocation Disbursements

1. Civil Works 2.17 2.17 2.64

2. Equipment, materials, furniture,vehicles and library materials 2.75 2.45 1.84

3. Expert services for technicalassistance, fellowships,professional services forarchitectural design andsupervision 2.89 2.89 2.20

4. Training allowances, honoraria,student stipends and incrementalstaff salaries 1.85 0.65 0.38

5. Consumable training materialsand operating costs 0.58 0.58 0.19

6. Unallocated 0.86 0.86 0.16 2/

Total LLLLQ '/ "L 3/

1/ Amount cancelled on 04/09/89: SDR 1.5 million (SDR 0.30 million inCategory 2 and SDR 1.2 million in Category 4.

2/ Balance under Special Account due to foreign exchange fluctuations.

31 Amount cancelled on 04/01/91: SDR 2.19 million.

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rable 7: PLANNED AND ACTUAL COMPLETION OF PROJECT COMPONENTS

AppraisalObjective Target 1/ Actual

IMPROVE MANAGERIAL AND GENERAL ADMINISTRATIVE TRAINING

A. Public Administrative Training Center (PATC)1. Civil Works (Buildings, Equipment and Furniture)

(a) Library (85,000 volumes/150 readers capacity) 1 Complete(b) Training Materials Production Center 1(c) Multi-purpose Hall (seating capacity 500) 1n

with 2 lecture rooms (100 person capacity)(d) Third wing to the Central Administration Block 1(e) 50-room Hostel 1(f) Furniture and Equipment Various n

(g) Computer Lab 1 n2. Books (Volumes) 50,000 27,0153. Fellowships (Staff-months)2/ 366 2524. Technical Assistance: (Staff-months)21

(a) Expatriates 72 195(b) Local 250

5. Sanctioned Staff (Class I officers) 85 501

B. Regional RPATC1. Civil Works (Buildings, Equipment and Furniture):

(a) Classrooms Several Complete(b) Library 3(c) Multi-purpose Hall (seating capacity 120) 1(d) Furniture and Equipment Various

2. Books (Volumes) 30,000 38,7523. Sanctioned Staff (Class I officers) 16 130

STRENGTHEN THE ESTABLISHMENT DIVISION

A. Personnel Management Information System (PMIS)1. Fellowships (Staff-months) 21 212. Technical Assistance: (Staff-months)

(a) Expatriates 12 12(b) Local 48 48

3. Sanctioned Staff 15 214. Computer 1 1

B. Management Services Wing (MSW)1. Fellowships (Staff-months) 72 722. Technical Assistance: (Staff-months)

(a) Expatriates 30 30(b) Local 30 30

3. Sanctioned Staff 58 22

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C. Project Management/AdministrationProject }mplementation Unit (PIU):1. Fellowships (Staff-months) 6 52. Technical Assistance (Staff-months)

(a) Expatriates 27 50(b) Local 30

3. Equipment 78 724. Sanctioned Staff 39 39

1/ Does not include repairing of damages at PATC (Savar) caused by the floodsof 1988.

2/ Includes T.A. to PATC and RPATC.

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Table 8: COMPLIANCE WITH MAJOR COVENANTS

CreditAgreement Status Description of Covenant CommentsSection

3.04(a) OK Borrower to furnish plans, In full compliance.documents, etc., to theAssociation.

3.04(b) OK Borrower to maintain record of In full compliance.goods financed from credit,give access to IDA representativeand furnish reasonable informationon project cost, expenditure ofcredit proceeds, etc.

3.04(c) OK IDA to publish details of In full compliance.project contracts.

3.04(d) OK Borrover to furnish full report In full compliance.within six months of projectcompletion.

3.06 OK Borrower to maintain facilities In full compliance.constructed under project andprovide adequate funds formaintenance.

3.07(a) OK By September 30, 1983: (i) a In full compliance.comprehensive program of studiesand case development to be under-taken during the implementationof the Project; and (iii) a draftplan for the evaluation of Projectactivities including, inter a.ia,the data base, the techniques ofcollection, and the measurementand analysis thereof; and

3.07(b) OK BY December 31 of each year from In full compliance.1984, Borrower to prepare andfurnish to IDA an annual evalua-tion report.

3.08(a) OK By September 30. 1983, establish In full compliance.and thereafter maintain a ProjectImplementation Unit with staff,powers and responsibilitiessatisfactory to the Association,

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substantially as set forth inSchedule 4 to th..s Agreement;

3.08(b) OK By December 31, 1983, prepare and In full compliance.furnish to the Association forits comments, a Project Adminis-trative Plan specifying thecontributions to be made to theProject by all organizationalunits concerned therewith andgiving a detailed timetablethereof; and

3.08(c) OK By December 31. 1983 have in In full compliance.operation a monitoring andevaluation system satisfactoryto the Association which shallevaluate annually the impact ofthe programs carried out underthe Project.

3.09(a) NOK Or cause the training institutions Not complied with.or applicable ministries of theBorrower to utilize the jobanalysis and job descriptionsdeveloped as part of the PMIS forcurriculum development and thepreparation of annual trainingplans and for staffing plans, asappropriate.

3.09(b) POK The performance appraisal system Partial compliance.developed as part of the PMIS inmaking promotions and placements.within the Establishment Division,the Superior Selection Board andthe Council Committee onPromotions of the Borrower.

4.01(a) OK Borrower to maintain records In full compliance.and separate accounts of projectexpenditure.

4.01(b) OK Borrower to retain all records In full compliance.evidencing expenditures

(invoices, etc.) until one yearafter credit closing dates, andgive access to IDA representatives.

4.01(c) OK Borrower shall have accounts In full compliance.audited, submit certified

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accounts and audit reports toIDA along with other reasonablyrequested supporting information.

Abbreviations: OK = Covenant complied with.NOK - Covenant not complied with.POK = Covenant partially complied with.

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Tablo 9: KISS.ON DATA SY STAGE OF PROJECT

....................................................................................................

Stage of Month/ No. of Specialitat10n Days in Perforgance Rating Type ofProject Cycle Yesr Person Repreented Fiold Status a/ Trend bl Problems

2/Ul I SE 9Prep. V1 4 SE/OC/SA/PA SiPrep. I1/S1 SE a

Appraisal 2/R 4 SE.SA,ES,10 104

PostsAppr. 11/U 4 SE,SA,ES,EP 68

Total Preparation and Appraisal in Ss: 48 in days: 240

Review Mission / 7/83 2 SE,SA 7Supervision 1 11/83 3 SE,SA,VT 77 1 1 TReview Mission 1 2/84 1SE 2Review Mission 'I 3/84 1 SA ISupervision It 8/84 3 ES,SA.SE 24 2 2 MTSupervision III 5/85 3 SchengoldM?)ES,SA 55 2 2 MT

Proj. Devop. Avail.CreditMgmt. lapect Funds Coven.

Supervision IV o 12/85 2 SA,ES 30 2 2 2 2Supervision V 4/86 1 ES 1S 2 2 2 2Civil works rev. 7/86 1 SA 6

Supervision VI 12/86 2 ES. UE 30 2 3 2 2Civil works rev. 7/8? 1 SA 5

Supervision VII 1/88 1 SA 10 2 2 2 2Supervision Vltl 6/8U 1 ES 5Supervision VIII 11/88 1 ES 6 2 2 2 2Review 1/89 2 ES,SA 8

Supervision IX 6/89 2 ES.SA 13 2 2 2 ISupervisionX 10/89 1SA 14 2 2 2 2 1Supervision Xi 5/90-6/90 1 ES,SA 14 2 2 2 2 1

Total Supervision in Staffteeks: 63.4 in days: 322

PCR in Staffweeks: 4.1

...............................................................

Comments:a/ luproblem free or minor probLem, 2 woderate problem, 3amajorb/ lsimproving, 2ustationary, 3adeterioratingc/ Fufinancial, msnaserial, TaTechnifel, PaPolicleal., OOther

Special tie:DC- Dvision ChiffSA Senior ArchitectSE - Senior EconomistES - Genersl Education SpecialistVT- Vocational Training SpecialistID - Institut. DOvt. SpecitlistEP - Education PlawnwrUE Economist from UIESCO

* Status of project wmreviewed during missions by staffwhile in the country to wok on other projects, no SPM form suppliedSPN form changed

Where no./days for SPN sem short, this "s a ceobined mission

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Table 10: STAFF INPUTS BY STAFF OF PROJECT CYCLE IN STAFF WEEKS

Planned ActualProject Cycle

Preparation n.avail. 28.2Appraisal n.avail. 65.7Negoti':tions n.avail. 0.3SPN n.avail. 96.8 1/

Total 191

/ ncl. LOP and PAD (6.5 SWs)

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