1 89108 BANGLADESH Public Procurement Reform Project II (PPRPII) 12th Implementation Support Review (May 26 – June 11, 2014) Aide Memoire 1. A World Bank team1 conducted 12th implementation support review of the ongoing Public Procurement Reform Project II (PPRP II) during May 26 to June 11, 2014. This is the second review under additional financing of PPRPII. The objective of the mission was to review the implementation status since the last review in November 2013, in particular reference to the capacity development, e- Government Procurement (e-GP), performance monitoring, and communications/social accountability. 2. The team records excellent support and cooperation received from the Government of Bangladesh (GoB) including civil society, university, consultants’ team, bidding community, and development partners, in particular the Implementation Monitoring and Evaluation Division-IMED/ Central Procurement Technical Unit- CPTU, Roads and Highways Department- RHD, Local Government Engineering Department- LGED, Bangladesh Water Development Board- BWDB, and Bangladesh Rural Electrification Board- BREB. The aide memoire (AM) was discussed at a wrap-up meeting on June 11, 2014, chaired by Ms. Suraiya Begum ndc, Secretary, IMED. The AM summarizes the review findings and has 11 annexes. The wrap-up meeting agreed to make the AM public under the Bank’s Access to Information policy. I. Key Project Data 3. The key project data and performance ratings are summarized below: Key project data Performance ratings Last Current Board Approval Development Objectives Satisfactory Moderately Satisfactory - Original Credit 07/05/2007 - Additional Financing 05/09/2013 Effectiveness Date Implementation Progress Satisfactory Moderately Satisfactory - Original Credit 09/12/2007 - Additional Financing 07/28/2013 Closing Date 12/31/2016 Overall fiduciary rating Moderately Satisfactory Tot Credit (SDR) 38.3 M - Original Credit (SDR) 15.5 M -Additional Fin. (SDR) 22.8 M Total Disbursement 51.6% - Original Credit Disb. 100% - Additional Fin. Disb. 18.2% 1 Messrs./Mmes. Zafrul Islam (Lead Procurement Specialist & Mission Leader), Zahed Khan (Sr. Urban Specialist), Zubair K.M. Sadeque (Sr. Energy Specialist), Mohammad Reaz Uddin Chowdhury (Financial Management Specialist), Tracey M. Lane (Sr. Economist), Marghoob Bin Hussein (Sr. Procurement Specialist), Tanvir Hossain (Sr. Procurement Specialist), Ishtiak Siddique (Procurement Specialist), Masud Mozammel (Sr. Communications Officer), Mehrin A. Mahbub (Communications Officer), Md. Rafiqul Islam (Consultant- Water Resources), Paul Schapper (Consultant- e-GP Policy), ANM Mustafizur Rahman (Consultant- e-GP Implementation), and Dipanwita Chkraborty (Program Assistant). 2 II. Project Implementation Summary 4. Overall: With overall 51.6 % disbursement, the key implementing agencies are making good progress both in the capacity development and e-GP (CPTU and four target agencies: RHD, LGED, BWDB, and BREB), with especial mention about e-GP where it exceeded the target substantially. Out of the 20 additional agencies, a few are substantially lagging in meeting the capacity development target (three-week training). The CPTU’s leadership including management of e-GP cell still remains a challenging area with no full-time Director General. 5. Project Development Objective (PDO): The PDO continues to be “satisfactory” despite the challenging operating environment and complex reforms. Based on the good progress made so far, the project is likely to achieve the PDO, as demonstrated by the PDO/ intermediate outcome/ results indicators: the reduction of procurement delays (about 70% contracts are awarded within the initial bid validity period against target of 68% in 2013 and 73% in 2014); introduction of e-GP for enhanced transparency (under NCB, over 70% bids invited in e-GP against target of 10% in 2013 and 35% in 2014); improving capacity development of 20 additional agencies (about 15% procuring entities have one trained/ certified procurement staff against target of 10% in 2013 and 30% by end 2014). The procurement performance tracking indicator is lagging: publication of quarterly PROMIS report by four target agencies- 9% against target of 20% in 2013. The M&E function is currently based on sample data as under additional financing the firm is yet to be onboard. The results monitoring framework with PDO and intermediate indicators is at Annex 9. III. Implementation Status by Component Component 1: Furthering Policy Reform and Institutionalizing Capacity Development 6. Furthering policy reform: The consultant (FINEUROP) is in the process of updating the remaining standard tender documents (STDs). However, in CPTU’s website, all STDs are still provisional dated 2008 although in three-week training sessions updated versions of provisional STDs are provided. The key documents that need to be revised/updated and subsequently published in the CPTU’s website includes: goods and works ICB document, sample format for bid evaluation, sample post procurement review ToRs. CPTU agrees to publish in website all updated versions of provisional STDs within June 25, 2014. The remaining updated documents as mentioned above will be available at website within September 30, 2014. 7. Procurement compliance training by FINEUROP (three-week): The three-week training is on target. Out of the total target of 2700, the consultant, as of end May 2014, provided training to 384 participants in 17 batches (204 from the target agencies; 117 from additional agencies; and 63 from other agencies). Out of 15, 11 batches were trained in Engineering Staff College Bangladesh- ESCB (GoB’s nominated sub-consultant), followed by 4 batches in Bangladesh Institute of Management- BIM (the other sub-consultant). However, out of the 20 additional agencies, a few are substantially lagging in meeting the capacity development target. In terms of the number of procuring entities covered of agencies, the attainments are as follows: (i) for target agencies, RHD- 76%, LGED- 94%, BWDB- 81%, BREB- 100%; (ii) for additional agencies, about 15%. Coordination of training program needs substantial improvement as it appears that in each batch there is shortage of at least 3 which is likely to impact negatively in meeting the total target. Annex-1 provides status of three-week training. It was agreed that CPTU will send letter to the additional agencies at least four courses in 3 advance with copy to the consultant team (FINEUROP) and the consultant will follow up concurrently with the agencies to ensure adequate participation. The invitation should request for 35-40 participants so that each batch has at least 30 confirmed participants. In addition, FINEUROP will monitor utilization of the available national trainers (39) with due regard to the quality of training imparted and equity. 8. Short-training by FINEUROP: The consultant could not yet start the short-courses. There are 17 types of short-courses scheduled for policy makers, civil servants (entry, mid., senior), auditors, judiciary, journalists, Members of Parliament, business outreach, etc. The consultant is much behind schedule. FINEUROP reported that it has almost finalized the arrangements with a revised plan to start the course within June 2014. Annex-2 while provides the training status of all courses, Annex-3 describes all courses’ requirements under the project. 9. Contract implementation issues (FINEUROP): The issue of FINEUROP’s contract amendment is still pending and has become a serious issue. As the available time under contract reduced to 36 months from 42 months, and as the consultant had to revise the schedule to accommodate all 90 three- week courses and other 17 short courses within 36 months, there is substantial pressure on the fund flow. The FINEUROP’s proposal to CPTU dated March 21, 2014 for adjusting the payment instalments remains unresolved. On the other hand, because of fund constraint, both FINEUROP and ESCB expressed their inability to continue courses if it is not resolved by early June 2014. In addition, payments against inception report and first quarterly report are pending. The review team expressed deep concern over the matter and emphasized for its earliest resolution mentioning that since it does not change the contract cost or contain any variation order, IMED within its discretion is able to finalize. After detailed discussion, IMED/CPTU agrees to finalize amendment of the contract with adjusted payment schedule within June 15, 2014 and make all outstanding payments by June 20, 2014. 10. Institutionalization and sustainability course (ESCB): The ESCB’s sustainability course is on target. As part of the sustainability of ESCB, it requires to conduct at least 55 short-courses with its own resources beyond the provisions of PPRPII financing (one week or 5 training days for X1 course, and 1-5 days for bidding community). As of May 2014, ESCB completed 8 courses. ESCB needs to focus more on one-week courses to meet the target. Annex-3 provides the requirements of sustainability courses. 11. Core competence course (CIPS/UK & BRACU-IGS): As per the schedule, the core competence course of the Chartered Institute of Purchasing and Supply (CIPS) is progressing well in collaboration with BRACU-IGS. Out of the current target of 100 participants, 47 are undergoing CIPS course comprising level 4, 5, and 6 in two cohorts (cohort3: 24; cohort4: 23); of them 37 passed in level 4 diploma and 21 passed in three exams of level 5, with the remaining 26 candidates will have resit by November 2014; the results of the remaining two exams of level 5 (held in May 2014) will be published in August 2014; level 6 exam is in July and November 2014. The review team discussed the previous issue of the possibility of arranging level 6 exams at UK or abroad and the point of increasing the total CIPS participants to 125 as was in the original ToR. Recognizing the total number of top- performers in three-week courses, the review team emphasized again the need to increase the total to 125 participants, and also look into the possibility of arranging the level 6 exam in UK or abroad with stay of about one week or so. Accordingly, CPTU may amend the contract with CIPS within June 2014. 4 12. Top-up Masters- procurement and supply management: The convocation of the 35 MCIPS in PPRPII who completed top-up Masters from BRACU-IGS has not yet taken place; however, the degree has already been awarded. In addition, the thesis part of the successful candidates (out of 47) in PPRPII AF will be between August and October 2014. IGS reported that the deputation time of the candidates may need extension of about at least beyond November 2014 which the mission endorses. 13. Master in Sustainable Procurement Management (University of Turin): Out of the total target of 25 candidates, the first batch of 8 candidates are now undergoing 4-months face to face learning in Turin as part of the Master program (RHD:1, LGED: 3, BWDB: 2, BREB: 1, CPTU: 1). ITC-ILO reported good performance of Bangladesh candidates over there. Upon return, they will do their thesis part during June-September 2014, and are expected to complete the course by October 2014. The mission recommends that CPTU starts the selection process for the second batch in consultation with ITC-ILO and the Bank to complete it by August 2014. 14. Training of national pool of resources (ITC-ILO/ Turin): This course is behind schedule and could not avail the May 2014 slot as CPTU could not complete selection of the candidates in a timely manner though the Bank team repeatedly requested for it. There is provision of one-week training for 39 national trainers in about 3-4 batches for courses on public-private partnership, advance contract management, sustainable procurement, and possibly procurement of physical services. The review team discussed with ITC-ILO and CPTU the available options. Taking into account the importance of knowledge sharing perspective with other country participants, the preferred option is to avail the 2015 and 2016 slots (May/June slot), instead of separate course for Bangladesh participants. CPTU will now inform ITC-ILO about the above preferred option and finalize the selection of candidates for May/June 2015 in consultation with the Bank. 15. Training of target agencies’ staff on e-procurement (ITC-ILO): This one-week short course for 120 participants (LGED: 50, RHD: 30, BWDB: 30, and BREB: 10) is behind schedule as CPTU and the target agencies could not finalize the contractual arrangement with ITC-ILO despite last missions emphasize on it. During the mission, the Bank team discussed in detail with CPTU, four target agencies, and the ITC-ILO. Based on the agreed approach, the target agencies in consultation with the Bank will (i) send written comments to ITC-ILO on its proposal by June 20, 2014, (ii) initiate the contract with ITC-ILO separately by each agency using the DLI fund available with them, (iii) sign the contract within July 15, 2014, and (iv) finalize selection of the first batch of candidate within August 15, 2014 to start the course in September 2014. Component 2: Strengthening Procurement Management at Sector Level & CPTU/IMED 16. The overall progress of this component is lagging, with specific reference to CPTU’s staffing including its leadership position and publishing quarterly procurement performance report at websites. 17. Strengthening procurement performance monitoring: The four target agencies though met the PROMIS target for Period 0 (up to June 2013) and Period 1 (July-December 2013) using e-GP tendered data, neither CPTU nor target agencies published quarterly reports which is seriously affecting the attainment of project indicator on PROMIS. The on-line procurement management information system (PROMIS) for tracking procurement performance is not fully utilized as the target agencies though are fully implementing the e-GP tendering part of procurement performance tracking, their data in PROMIS for manual tendering is quite low. Also, the target agencies still did not have access to PROMIS reports although CPTU was to provide access by December 2013. The mission 5 expressed concern over the issue. CPTU agrees to provide necessary access, by June 15, 2014, to target agencies policy level/ core e-GP officials enabling them to generate e-PMIS reports (agency head/ senior officers, procurement monitoring coordinators- PMCs, etc.), followed by subsequent access to project directors by August 31, 2014. CPTU and target agencies will start publishing PROMIS reports by June 25, 2014. Further details of performance targets and achievements are described in Component 3 (e-GP). 18. Monitoring and evaluation framework: CPTU has not yet signed the M&E contract with the consultant even after nine months of credit effectiveness. Currently sample based data are used for M&E purpose. The Bank team reiterated importance of M&E firm being onboard without further delay. CPTU agrees to ensure that the firm is onboard within July 31, 2014, after completing all formalities including signing of contract with Bank’s concurrence. 19. Strengthening four target agencies’ procurement management capacity: While the target agencies demonstrated noticeable commitment in procurement reform, particularly in expanding the e- GP implementation and PROMIS, the functioning of e-GP/PROMIS cell needs to be further strengthened by the target agencies having a separate office equipped with all logistics by July 15, 2014 (for BWDB, August 31, 2014). 20. Strengthening of CPTU and IMED: CPTU has been demonstrating high level commitment to reform, however, its performance level in terms of timely actions has suffered since last few months combined with non-filling out of several key staff/consultants’ positions including its leadership position where there is no full time Director General. These are negatively impacting upon the project activities. In consideration of the sensitivity of CPTU’s functions, after detailed consultation, the following agreements were reached: By June 30, 2014, GoB/IMED will ensure (i) a full time Director General in CPTU with appropriate skills satisfactory to the Bank; (ii) hiring a Sr. System Analyst to head the e-GP unit and strengthen it’s analytical/ research capabilities using services of incremental project staff/ consultant; and (iii) availability of a national Sr. e-GP management expert (Sr. e-GP consultant) and two e-GP consultants (web programmer) by hiring them using individual consultants method (comparing CVs) as per the Bank’s Consultant Guidelines. Also, CPTU will better clarify the roles and responsibilities of its three Directors including other key officials. Component 3: Introducing e-Government Procurement (e-GP) 21. The overall progress of implementation of e-GP is highly encouraging as it has substantially exceeded the set targets both for e-GP and procurement performance tracking in PROMIS using e-GP, with clearly visible impact in reducing coercive/ bid rigging practices at local levels as reported in the field. 22. Status of e-GP implementation in four target agencies: The four target agencies assumed substantial ownership of e-GP implementation which has led to the overall activity levels being significantly ahead of target and growing rapidly. Most of this growth is being driven by very strong adoption by the LGED, followed by BWDB and RHD. The target agencies maintained their momentum throughout the financial year and engaged all the stakeholders, with strong ownership from top management, and positive feedback from 90% of bidders. Against the project target of about 3255 by end 2014, as of May, 2014, a total of 8047 tenders have been invited in e-GP regardless of methods (OTM/ LTM): RHD: 1739; LGED: 5154; BWDB: 1094; BREB: 38; other agencies: 22). The exponential rate of supplier registration (8959 nos. till May, 2014 compared with only over 1000 in 6 June 2013) is very much encouraging. Annex 4 provides overall trend of e-GP implementation in terms of registered bidders, invitation of bids, and value of invited bids. 23. Status of DLI target achievements in four target agencies (e-GP): With regard to DLI achievement (Improving procurement performance by using e-GP in four target agencies) the three agencies (RHD, LGED & BWDB) have substantially met their targets. BREB is still lagging but remains committed. Box 1: e-GP implementation performance by agency: number of bid invitations (NCB) Agency DLI Period 1 DLI Period 2 Cumulative (July 1 – Dec. 31, 2013) (Jan. 1 – June 30, 2014) achievement of DLI Period 1 & 2 Target Achievement % Target Achievement % Progress Progress (May 2014 RHD 400 776 194% 1000 795 79% 1571 LGED 400 2612 653% 1000 1920 192% 4532 BWDB 120 279 232% 300 329 109% 608 BREB 15 21 140% 40 9 22.5% 30 24. Status of DLI target achievements in four target agencies (PROMIS): With regard to DLI in PROMIS (Improving procurement performance monitoring), as agreed in the last review mission, tenders invited under e-GP will also be counted as PROMIS entries in the DLI protocol and in general the target agencies could reach the DLI PROMIS target with partial non-fulfilment by RHD and BREB. However RHD did not provide any manual entry in PROMIS. RHD requested CPTU on October 02, 2013 to develop an interface between PROMIS and RHD’s Central Management System (CMS) to avoid double entry. Bank review mission supports this idea and recommends that CPTU resolve this matter by July 31, 2014 so that RHD will be able to meet DLI target for PROMIS. Box 2: PROMIS implementation performance by target agencies Agency DLI Period 1 DLI Period 2 Cumulative (July 1 – Dec. 31, 2013) (Jan.1 – June 30, 2014) achievement of DLI Period 1 & 2 Target Achievement % Target Achievement % Progress (May 2014) Progress RHD 800 776 97% 1200 795 66% 1571 LGED 800 2612 268% 1200 1920 160% 4532 BWDB 240 279 116% 360 329 91% 608 BREB 30 47 156% 45 11 22.5% 58 25. e-GP/ PROMIS implementation constraints and O&M: The current e-GP implementation trend has experienced an upsurge beyond projections which is resulting a more positive environment in procurement arena. The CPTU needs to move to manage the risks that this success is posing and ensure 24/7 responsiveness as advertised for the system and to be expected by bidders for online services. With the rapid growth in utilization, the technical issues may also snowball. Key issues currently include: (i) the urgent need for functionalization of the online helpdesk/call center for 24X7 operations with rostered resources of 8 persons; (ii) the management and operation (M&O) service is being severely hampered by inappropriate management and access controls, leading to, inter alia, ineffective bug fixing - some technical issues are overhanging from last year, partly because CPTU has not had the management arrangements in place to allow the O&M firm suitable system access; (iii) a 7 need for more training of suppliers - each target agency has funds for bidder training but this needs to be better-targeted. Also, the hardware requirements for (i) the R&D back up sever at CPTU old office, (ii) mirror site at BCC/ back up site, and (iii) new data center at CPTU Bhaban were discussed. These issues were discussed during the review, involving CPTU, target agencies, and the consultant team (GSS and Dohatech). The following agreements were reached:  By June 30, 2014, CPTU will share the with Bank status of withdrawing the current ceiling (estimated cost up to BDT 500 million) for processing tenders in e-GP.  By June 20, 2014 GSS/ Dohatech will make the 24X7 auto help desk fully functional according to the agreed roster with CPTU so that automatic calls/ emails from bidders or entities are recorded with time stamp including resolution time. CPTU will arrange necessary security arrangements for night shift persons as per the duty roster.  By June 30, 2014, CPTU will share the setup/configuration plan and specification of a mirror site in Bangladesh Computer Council (BCC) with the Bank as per GSS agreement with CPTU. It was agreed that under the existing hardware the mirror site may not operate in active/active mode but that the next hardware renewal set for next year (new data center) should ensure that this be provided for.  By June 20, 2014, CPTU will provide access to the specific persons (by name) of the O&M firm in the application/database servers in staging, development and production environment/stage and physical access to the Data centre as required under the contractual obligations as per the O&M contract and SLA.  By June 18, 2014, GSS will go for first major release to resolve the time sensitive critical issues and other issues with agreed timeline and its follow-up mechanism as per the document “e-GP: Key outstanding technical issues and resolution time” as mentioned in Annex 5”.  By June 25, 2014, CPTU will share with the Bank the updated SLA including revised management arrangements with GSS to ensure that GSS system-fixes are effective, timely and efficient and in accordance with the performance parameters of the SLA. Annex 6 provides the category of issues and level of severity.  By July 15, CPTU will procure and install the R&D back up servers using shopping method, followed by procurement and installation of mirror site servers at BCC by December 31, 2014, and procurement and installation of new data center servers with updated specifications by May 1, 2015.  By June 30, the four target agencies will submit a rollout plan of e-GP for FY 15 and plan for bidders training in district/region/HQ level. 26. e-GP Management Cell: It was agreed at the management level (IMED Secretary) that CPTU needs to establish as a matter of urgency, as emphasized during the last mission, a formal, adequately resourced management cell, with the role to monitor and respond to issues arising in the SLA, or technical issues being experienced by users, and to put the management of e-GP onto a 24/7 footing. CPTU’s plan to recruit one Senior e-GP Management Expert (senior e-GP consultant) and two junior e-GP consultants (web programmer) has been inordinately delayed. The e-GP management cell needs to have the capacity to respond to GSS at a technical level and in the terms of the SLA, which sets performance in terms of 16-96 hours. The e-GP management expert will lead the e-GP cell in managing the technical issues. It was also agreed that the value cap on e-GP bidding was redundant and be abolished, and the e-GP system be opened up to other departments wishing to move in the direction of e-procurement. The need for more suppliers training was discussed and that there was 8 scope for private sector to provide this training. Possible options could be explored, for instance, ESCB using resource persons of Dohatech. 27. Registered Banks: The Bank review team noted a lack of capacity in the banking system in local regional areas. A good number of scheduled banks have signed MOUs with CPTU, but bank branches are reluctant to act. It was agreed that:  By June 30, 2014, CPTU will arrange a meeting with the Bangladesh Bank to raise awareness of the current e-GP initiatives and role of the scheduled banks.  By August 31, 2014, CPTU will arrange a workshop with the higher management of those scheduled Banks having most district branches to apprise them of the business potential for the Banks with the rapid expansion of e-GP. Also, CLTU will look into the inclusion of branches for Banks like Uttara, Rupali, etc. 28. Third party e-GP system audit: Consistent with the original system planning and good management, IMED/ CPTU will hire an international firm to undertake a third party independent e-GP system audit on an annual basis. It has been agreed that: IMED / CPTU will initiate the hiring process within June 20, 2014 and the system audit firm will be on board by September 30, 2014. 29. Self-sustainability of the e-GP system: The e-GP system is generating good revenues exceeding the business model target and is becoming progressively self-sustainable. Review shows that CPTU, through the e-GP system, earned revenue of $0.12 M in FY13 and $1.54 M in FY14 (up to May 2014) against an earnings forecast of US$0.55 M in FY14; this alone demonstrates the huge potential of the e-GP system to become sustainable within the project period. IDA is financing the e- GP contract on a declining basis to ensure its self-financing and sustainability within the project period. At present all the revenue earns from the e-GP system is kept in a separate Bank account. As part of the agreements, GoB provided to the Bank a confirmation letter assuring adequate fund allocation, and has now created a separate budget code (economic code). Now, IMED/ CPTU has requested for an allocation of an amount of US$362,820 in FY15 which is insufficient as in FY15 GoB has to finance 20% of the O&M contract cost (US$ 6.2 million) that comes to US$1.25 million. The Bank team thinks that the requested fund is extremely inadequate to make the system self running. IMED/ CPTU will immediately revise the request and ensure availability of US$1.25 million at the minimum. Also, GoB needs ensure allocation of adequate fund to run the system at least to the equivalent amount earned by CPTU through the e-GP system. Component 4: Behavioral Change Communication and Social Accountability (BCC & SAc) 30. Overall progress: The overall progress of social accountability and communication actions are very slow in terms of actual implementation except that the individual communication consultant is onboard since February, 2014. The finalization of contract with the main communication firm, Bangladesh Center for Communication Campaign (BCCP), has been inordinately delayed by CPTU. During this mission, the Bank cleared the draft negotiated contract upon its late submission. Now, IMED/ CPTU need to expedite signing of the contract upon its approval by the Cabinet Committee for Government Purchase (CCGP). The tasks relating to the social accountability oversight mechanism is also slow (Continuity of Public-Private Stakeholders Committee (PPSC) and Public Procurement Monitoring and Accountability Mechanism). 9 31. Social Awareness campaign and reform outcomes: To sustain the gains for increased awareness on e-GP and public procurement reforms, proposed campaign will take it to a different level with specific reference to deepening the e-GP agenda along with reform actions and its value to target groups at local levels, bidding community, journalists, and policy makers. Major activities are: i. Awareness and advocacy campaign: This component will launch a campaign targeting to the procuring entities, bidding community and other stakeholders to raise awareness on e- GP with simple tools that are easy to follow, for instance, one-page flyer for the bidders explaining how to prepare bids and/or dos and don’ts in local language. It will also promote issues as anti-corruption (“no bribe”) and transparency targeted to procuring entities and bidding community; and best use of public resource or tax payer’s money. ii. Media training: The awareness campaign will focus on strengthening media capacity for better and more reporting on public procurement and e-GP. Possible activities may include training for journalists and competition on investigative journalism. iii. Advocacy: The Government-contractors forum formed under the PPRPII will be continued on a larger scale. It may consider replication of future search conference to continue the dialogue. 32. In addition to e-GP, the following points are stressed as well for BCCP:  BCCP will undertake a set of pre-defined activities while preparation of the intermediate communication strategy and work plan is finalized.  BCCP would deepen the analysis presented in the end line communication evaluation to create evidence based reporting on how communication interventions impacted the reform outcomes including behavioral change of stakeholders.  As capturing experience and results are often as important as the results itself, BCCP will capture results of PPRPII through case studies/ multimedia that the Government can showcase in both local and international forum. 33. Social Accountability Oversight: The mission discussed with relevant stakeholders on how to move forward the third party monitoring agenda for institutionalizing the social accountability and oversight mechanism for increased transparency. The approach to third party monitoring is discussed in detail in Annex7 The highlight of the approach would include two main pillars:  Public-Private Stakeholders Committee (PPSC): PPSC would be continued with support of BRACU-IGS at the higher policy level while it will be taken to divisional level to continue the dialogue. CPTU will finalize the contract with IGS no later than July 15, 2014.  Public Procurement Monitoring and Accountability Mechanism: This will have two components: (i) Building capacity of non-government stakeholders (journalists, CSO, community based organizations); (ii) Design and implementation of a public procurement strategy for stakeholder’s engagement in monitoring procurement process and implementation taking cognizance of the Right to Information and PPR. BRACU-IGS will provide a proposal to CPTU for implementing this task within July 15, 2014. 10 IV: Other Project Implementation Aspects Fiduciary & Governance Aspects 34. Overall: The overall fiduciary performance rating of the project is Moderately Satisfactory. Below is a summary of findings and agreed actions during the implementation support review: 35. Fiduciary capacity: Mission noted that CPTU has adequate capacity to properly execute financial management and procurement related activities. 36. Planning and budgeting: Adequate procedures are followed in the budgeting process in line with government requirements, and financial plans are prepared based on work plan and procurement plan. CPTU agreed to submit an updated procurement plan by June 30, 2014 considering enhanced prior review threshold. 37. Internal control (including internal audit): It was agreed that the fixed assets register will be updated on a regular basis and annual physical stock count will take place. An internal audit firm for the project will be hired to carry out the internal audit function. It was agreed that the Terms of Reference (ToR) for the activity will be finalized and shared with IDA for review by July 31, 2014. 38. Contract management: At present four major consultancy packages are under implementation: capacity development (S-1a; US$ 6.9m); O&M of e-GP system (S-2a; US$ 6.2m); CIPS Contract- core competence (S-3a; US$ 2.5m), and Masters and short training courses at ITC-ILO (S-54; US$ 0.97m). Mission noted that there is a need for adjustment of the payment schedule as the duration of contract reduced to 36 months, instead of original 42 months (see para. 9 also). 39. Governance/ oversight and accountability actions/ arrangements: External Audit of the project was conducted by FAPAD (Foreign Aided Projects Audit Directorate) of the CA&G’s office for the FY13. There was no material audit observation noted from IDA perspective. However, CPTU will need to update its actions in particular reference to the information disclosure and citizen’s engagement and complaint mechanism as enumerated in the project paper/ TPP. CPTU will submit an updated report to the Bank within July 15, 2014. 40. Bidding process and award: As per negotiated procurement plan of the project, CPTU should receive proposal for monitoring and evaluation (M&E) consultancy package by July 2013 under single source selection basis from the consultant who has performed the same service under PPRP II. Mission however noted that CPTU has not yet started this important procurement package. CPTU agreed to engage consultant against this contract by July 10, 2014. Mission also emphasized to prioritize procurement activities for installation of backup server in Bangladesh Computer Council (G-54) and replacement of existing server of CPTU (G-53). Mission has agreed with CPTU a detailed time bound action plan for these two contracts, which are given as Annex 8. 41. Fund flow, accounting and financial reporting:  Funds flow: An amount of US$ 6.4 Million has been disbursed to the project as of June 8, 2014, which is 18.23% of total signed amount. Further, an amount of BDT 116.5 million was advanced to the four target agencies on April 2014 from CONTASA account with the view to adjust from DLI proceeds. However, the project is yet to submit a confirmation of 11 DLI achievement for the Year 0 and 1. CPTU will submit the DLI report by June 30, 2014. CPTU and target agency will continue to maintain a separate accounting records including ledger and cash book for all the advances received from CONTASA.  Accounting and Financial Reporting: Quarterly IUFRs were submitted timely and found to be acceptable to the Association. The project is keeping the accounting records manually in the excel format, where risk of losing the data are very high; therefore the project was advised to procure and install an off the shelf accounting software to enable the project producing accurate and timely IUFRs. The target agencies have submitted their achievement status report “Invited tender reports”. The DLI consultant of the project has reviewed the repots for ‘0’ period and provided his comments. During the mission Bank has reviewed the consultant’s review report and provided its comments. Based on the consultant’s report, only two agencies out of four have met the targets; however, the project has agreed that they will complete the DLI achievement declaration by June 30, 2014. Mission further noted that that LGED has submitted their expenditures report of BDT 6.1 million for the period October 2012 to December 2013, which is yet to be reviewed by CPTU. 42. Reports/ Deliberations/ Selections: The consultant’s sharing of reports/ documents with the Bank has not yet fully streamlined. In conformity with the project paper and the TPP, all consultants will ensure sharing copy of their reports/ documents with the Bank concurrently as it sends the same to CPTU/ IMED. In all deliberations/ meetings/ events concerning the project, the Bank representative will be invited to be present as observer and/or invited guest. The ToRs of consultants and selection criteria of participants for any foreign course/ training will require specific clearance from the Bank. 43. Legal Covenants: Most key covenants have been complied with, though with some substantial delays in few cases. 44. Key implementation timeline and next mission: The key implementation tasks with timeline is provided in Annex 10. The next project implementation support review is expected to take place around early November 2014. Attachments: Annex 1: Status of three-week training Annex 2: Status of al training courses Annex 3: Training courses required under the project Annex 4: Overall implementation trend of e-GP Annex 5: e-GP- Outstanding technical issues and resolution time Annex 6: e-GP: Category of issues and level of severity Annex 7: Approach to Third Party Monitoring Annex 8: Agreed timeline for major procurement contracts Annex 9: Revised Results Monitoring Framework Annex 10: Key Project implementation tasks and timeline Annex 11: List of key persons met 12 Annex 1 Status of Three-week Training of Target and Additional Agencies (May 2014) Cumulative Achievement Number of Target no. of participants (15 Courses) Procurement Entities Ministry/ Names of Target Division Agencies For Project Prorata Percentage Number Total Achieved* (90 Courses) (15 Courses) (%) RHD 100 16.7 37 222 370 282 (76%) LGED 100 16.7 83 498 632 593 (94%) 4 Target Agencies BWDB 120 20.0 28 140 187 152 (81%) REB 100 16.7 56 336 9 9 (100%) Total of 4 Target Agencies 420 70.0 204 291 1198 1036 Directorate of Technical 320 53.3 8 15 122 25 Education (DTE) Directorate of Second. & Higher 400 66.7 18 27 26 5 Education (DSHE) Ministry of Education Education Engineering 100 16.7 6 36 6 Department (EED) National Curriculum and 12 2.0 6 300 1 1 Textbook Board (NCTB) Total from Ministry of 832 138.7 38 27 N/A Education Electricity Generation Co. 15 2.5 3 120 4 4 Bangladesh (EGCB) Power Grid Company of 49 8.2 6 73 63 13 Power Bangladesh Division (PGCB) Bangladesh Power Development 300 50.0 13 26 125 Board (BPDB) Dhaka Power Distribution 45 7.5 4 53 34 Company (DPDC) Total from Power Division 409 68.2 26 38 N/A 13 Cumulative Achievement Number of Target no. of participants (15 Courses) Procurement Entities Ministry/ Names of Target Division Agencies For Project Prorata Percentage Number Total Achieved* (90 Courses) (15 Courses) (%) Ministry of Department of Primary Primary Education 19 3.2 3 95 4 and Mass (DPE) Education Total from Ministry of 19 3.2 3 95 N/A Primary and Mass Education Gas Transmission Company Limited 23 3.8 6 157 1 1 Energy & (GTCL) Mineral Resources Bangldesh Division Petroliun 15 2.5 0 0 1 N/A Exploration Co. (BAPEX) Total from Energy & Mineral 38 6.3 6 95 N/A Resources Division Central Medical Stores Depot 15 2.5 0 0 1 1 (CMSD) Ministry of Health Directorate & Family General for Family 15 2.5 0 0 7 7 Welfare Planning (DGFP) Health Engineering 25 4.2 0 0 21 N/A Department (HED) Total from Ministry of Health 55 9.2 2 22 N/A & Family Welfare Department of Public Health 190 31.7 24 76 Engineering (DPHE) Local Govern- Dhaka City ment Corporation 10 1.7 3 180 1 Division (North) Dhaka City Corporation 10 1.7 1 60 1 (South) Total from Local Government 210 35.0 32 91 N/A Division Ministry Public Works of Department 308 51.3 8 16 121 43 Housing (PWD) and National Housing Public 32 5.3 0 0 9 1 Authority (NHA) 14 Cumulative Achievement Number of Target no. of participants (15 Courses) Procurement Entities Ministry/ Names of Target Division Agencies For Project Prorata Percentage Number Total Achieved* (90 Courses) (15 Courses) (%) Works Rajdhani Unnayan Kortripokkho 38 6.3 2 32 1 1 (RAJUK) Total from Ministry Housing 378 63.0 10 16 N/A and Public Works Total of Additional 20 1941 117 506 97 Agencies Total of 4 Target Agencies 420 204 1198 1036 Total of Other agencies (beyond target and additional 339 63 agencies) GRAND TOTAL 2,700 384 * : The total number of procuring entities achieved includes number of entities covered in PPRPII plus entities covered in PPRPII additional financing. 15 Status of Three-week and Short Courses in PPRPII AF (May 2014) Annex2 Duration Indicative Class Indicative venues Target Name of Course No. of Size (No. of Achieved courses Main Target Audience Trainees) Procurement of Goods, Works and B1 3 weeks 60 30 ESCB 1,800 279 Services Target Agencies + Additional Agencies Procurement of Goods, Works and B2 3 weeks 30 30 BIM 900 105 Services Target Agencies + Additional Agencies E Junior Level Short Training 5 days 16 30 ESCB/BIM Target Agencies + Additional Agencies 480 F Orientation for Policy-makers 0.5 day 12 15 Rented facilities All Key Ministries (Additional Secretaries and above) 180 G1 Training for entry-level civil servants 2 days 6 50x4 BPATC Civil servants 1200 G2 Training for mid-level civil servants 1 day 16 20 BPATC Civil servants 320 G3 Training for senior civil servants 1 day 8 40 BPATC Civil servants 320 G4 Training for Planning Cadre 5 days 10 25 Rented facilities Planning Commission, ERD, IMED, Planning Wings, 250 Economic Cadre and Development Project Staff G5 Training for Administration Cadre 2 days 12 25 BCSAA Entry-level Administration cadre civil servants 300 G7 Awareness Workshops for Municipalities 1 day 30 100 Rented facilities Elected Municipality Chairpersons and Members 3,000 NBR Staff (Income Tax, Value-Added Tax and G8 Training for NBR Staff 2 days 5 20 Rented facilities 100 Customs) I Procurement Training to Auditors 3 days 10 30 Rented facilities Public Auditors and Accountants 300 Project Directors (PDs), Deputy PDs and Project M Training for Project Management Rented facilities 500 3 days 20 25 Managers Supreme Court Bar, District Judges and Public N Orientation for Judiciary Staff 1 day 10 15 Rented facilities 150 Attorneys P Orientation for Journalists 1 day 20 25 Rented facilities Media (Newspaper, TV and Radio) Executives 500 Q Orientation for Anti-corruption officials 1 day 4 25 Rented facilities Officials of Anti-Corruption Commission or similar 100 R Orientation for Members of Parliament 1 day 6 60 Rented facilities Members of Parliament, Parliament Secretariat 360 S Business outreach program 1 day 8 30 Rented facilities Business community, bidders, consultants 240 T Refresher 1 day 50 40 IEB or similar Past three week course participants 2000 TOTAL 13,200 384 Note: Three-week course participant : 2700 Short course participant : 10,500 16 List of Training Courses to be delivered (including sustainability courses of ESCB) Annex 3. Tasks CY 2014 CY 2015 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 1. 3 Week Main Course (ESCB & BIM) B1(5), B2(2) B1(9), B2(4) B1(4), B2(3) B1(8), B2(4) B1(6), B2(4) B1(7), B2(3) B1(5), B2(3) B1(8), B2(4) 2. Junior Level Short Training (ESCB & BIM) E(0) E(0) E(2) E(3) E(1) E(2) E(1) E(3) 3. Short Training Programs ( Policy Makers, F(0), G1(0), F(0), G1(0), F(1), G1(1), F(1),G1(0), F(1),G1(1), F(1),G1(1), F(1),G1(0), F(2),G1(1), Civil Servants, planning, Admin. Cadre, G2(0), G2(0),G3(0), G2(1),G3(1), G2(1), G2(2),G3(1), G2(2),G3(1), G2(2),G3(1), G2(1),G3(1), Municipalities, NBR, Auditors, Project G3(0), G4(0),G5(0), G4(0),G5(1), G3(1), G4(1),G5(0), G4(1),G5(2) G4(1),G5(2), G4(2),G5(1), managers, Judiciary Staff, Journalists, Parliament G4(0), G7(1),G8(0), G7(3),G8(1), G4(1), G7(4),G8(0), ,G7(3),G8(1) G7(3),G8(0), G7(3),G8(1), Members, Business Outreach, Anti-corruption, G5(0), I(0),M(0), I(1),M(0), G5(1), I(1), M(3), I(1),M(3) I(1), M(4), I(1),M(0), Refresher) G7(0), N(0), P(0), N(1), P(1), G7(3), N(1), P(2), ,N(1),P(3), N(1),P(2), N(1),P(2), G8(0), I(0), Q(0), R(0), Q(0), R(0), G8(0), I(1), Q(1), R(1), Q(0),R(1), Q(0),R(1), Q(1),R(1), M(0), N(0), S(0),T(0) S(0), T(5) M(0), N(1), S(1),T(5) S(1), T(5) S(1), T(5) S(1) ,T(7) P(0), Q(0), P(2), Q(0), R(0), R(0), S(0),T(0) S(1),T(5) 4. Sustainability at ESCB (any combination of X1 (3), X1 (10), X1 (0), X1 (2), X1 (2), X1 (3), X1 (2), X1 (3), courses allowed to meet minimum weeks BC(1) BC(1) BC(1) BC (0) BC(1) BC(2) BC (0) BC(2) allowed to meet minimum weeks mentioned) Tasks CY 2016 Q9 Q10 Q11 Q12 1. 3 Week Main Course (ESCB & BIM) B1(8), B2(3) B1(0), B2(0) B1(0), B2(0) B1(0), B2(0) 2. Junior Level Short Training (ESCB & BIM) E(1) E(2) E(1) E(0) F(2),G1(1), F(2),G1(0), F(1),G1(1), G2(2), G2(2), F(0),G1(0), G2(2),G3(1) G3(0), G3(1), G2(1), G4(1), G4(1), G4(2), G3(0), G5(2), 3. Short Training Programs (Policy Makers, Civil Servants, planning, Admin. Cadre, Municipalities, NBR, G5(2), G5(1), G4(0),G5(0), G7(2), Auditors, Project managers, Judiciary Staff, Journalists, Parliament Members, Business Outreach, Anti-corruption, G7(3), G7(4), G7(1),G8(0) G8(1), I(1), Refresher) G8(0), I(1), G8(1), I(1), ,I(1), M(0), M(3), N(1), M(3), N(2), M(4), N(1), N(0),P(1), P(2), Q(0), P(3), Q(1), P(2), Q(1), Q(0),R(0), R(1), R(1), R(0), S(0),T(1) S(1),T(5) S(1),T(7) S(1),T(5) 4. Sustainability at ESCB (any combination of courses allowed to meet minimum weeks allowed to meet X1 (4), X1 (4), X1 (4), X1 (5), minimum weeks mentioned) BC(1) BC(1) BC(2) BC(1) X1: means one week or 5 working/ training days; BC: means bidding community courses of 1-5 days duration 17 Annex 4 Box 1: e-GP implementation trend (overall) Period Number of registered Number of bid Value of bid bidders/ suppliers invitations invitations (US$ M) June ‘2012 294 14 3 December ‘ 2012 525 144 18 June ‘2013 1067 498 62 December ‘2013 7459 4548 319 March ‘2014 8353 6558 506 May ‘2014 8959 8047 664 Number of Registered Tenderer & Tenders Value of Tenders (in million US$) 18 Annex 5 e-GP: Key Outstanding Technical Issues & Resolution Time M1 = Major Release; M2 = Minor Release; M3 = Bug Fixing SL. Expected date of fixing / Outstanding Issues Type of Issue Comments/Status No. release on Production IE-7 and 10 has been developed. Testing is going on. Incompatibility of web browser with latest version – After the 5th version release of Mozilla – Firefox, The system support only specific version of Internet 21st July 2014 along with Mozilla 1 M1 there has been a rapid release with an average of 43 explorer and Mozilla Fire Fox (Mozilla Firefox 3.6x, Version 29 days interval. However GSS is working on this 13x, 14x ) release. The system shows doubles/triple amount/figure in Tender opening report (TOR) during opening a bid Development Completed and running on staging 2 M3 18th June 2014 and reflects it differently in comparison sheet – server and testing is going on staging sever. Tender evaluation report (TER). Grand summary in BOQ shows some multiplying Development Completed and running on staging 3. facto M3 18th June 2014 server and testing is going on staging sever. Incapacity of system to handle negative values CPTU did not approve this one on last world bank 4. M1 15th January 2015 required for salvage work meeting Functional problem of tender validity extension Development Completed and running on staging 5. M3 18th June 2014 module server and testing is going on staging sever. Performance, Load needs to be done for assessment e-GP server is very much slow. After clicking one 6. M2 of the e-GP application, Hardware & Software to July 15, 2014 icon, system takes four/five minutes for next steps identify the bottlenecks Consolidation error occurs during issue of Development Completed and running on staging 7. M3 18th June 2014 Notification of award (NOA) server and testing is going on staging sever. Verification mail of reset password reaches to the Huge numbers of mails are generated automatically 8. M1 1st January 2015 user in slow pace. from one mail address (noreply@eprocrue.gov.bd). Provision of re-evaluation of tender by the approving 9. authority is missing in the system though it is allowed M1 Need permission from CPTU. Huge impact on system. 15th January 2015 in under PPR Bidders get the confirmation message of mapping document but in reality lot of cases the document Development Completed and running on staging 10. couldn’t be stored in the Database and subsequently M3 18th June 2014 server and testing is going on staging sever. Evaluation Committee failed to download those document make them non-responsive. Frequently session expired problem (sometime As per CPTU requirement 30 minutes is allowed in 11. M3 July 7, 2014 expires before the scheduled time of 30 minutes) system after that it would be expired. The users should call the helpdesk team in case they From Tenderer end, encryption and decryption face such difficulty and the helpdesk have already 12 doesn’t work properly due to miss match of JRE (Java M3 10th July 2014 been attending such calls and have been providing Runtime Environment) with the internet browser remote support through Team Viewer. Also link to 19 the provided on site to download for the installation of JRE. Name of the TEC member(s) changes in the signed Tender Evaluation Report (TER1, TER2, TER3 & TER4) 13. M3 Need permission from CPTU 10th July 2014 with the transfer/replace of the concerned TEC member(s) If a member of a TOC is transferred before tender opening and he is replaced with a new member, then 14. M3 Need permission from CPTU 10th July 2014 name of the previous TOC member is shown in the TOR1 & TOR2. If the representative of PE is transferred after tender evaluation but before issuing NOA and he is replaced Development Completed and running on staging 15 with a new person who is supposed to issue the NOA, M3 18th June 2014 server and testing is going on staging sever. the NOA page shows the name of the previous person. No provision for soliciting of validity extension of performance security (PS) or asking for new PS with 16. M2 Need permission from CPTU 30th September 2014 extended date during execution of delayed completion of contract. There is no clear option for releasing performance 17. security (PS). The system can’t release original PS M2 Developed as per requirement to follow PPR 30th September 2014 without adding new PS. ATM card option for purchasing bid document is not 18. M1 System is working fine with Brac Bank credit card. 1st January 2015 functioning properly. Fixing issues takes substantial time which creates 19. M1 1st January 2015 chaos within the bidders. Process and calculation of all indicator need to be 20 All e-PMIS indicators are not showing accurate result. M1 Yet to be decided rechecked and recalculated 21 If AO is selected for ‘END BY’ in APP, Tender Opening, Tender Evaluation and Contract Approval workflow then only name & designation of the AOs Development Completed and running on staging M3 18th June 2014 are shown but no office name of the AOs are found. server and testing is going on staging sever. In BWDB there are more than one AO in the same name & designation. 22 NOA to be issued 7 days before of the Tender M3 Develop as per CPTU requirement 18th June 2014 validity period in the e-GP system 23 Time taken by Helpdesk of CPTU to solve problem SLA has been defined and is incorporated in the new M3 June 20, 2014 average 9 days Helpdesk System 24 If PE sends Notice and Document through workflow to AO or HOPE for approval, then tender must be M2 Develop as per CPTU requirement 30th September 2014 published within the approved time otherwise total process is lapsed. 25 Space for Project Name is limited to 136 characters, Allowed up to 500 Characters, deployed in M3 June 20, 2014 It is to be increased production 26 In the TER2 (Technical Responsiveness Report), Details information of Experience, Turnover and M1 Develop as per requirement 15th January 2015 Liquid Asset can’t be separately inserted, only tenderer qualification can be inserted. 20 27 The word used ‘End By’ in the workflow is confusing and it can be replaced with familiar word “Approved M3 Develop as per requirement 10th July 2014 By’. 28 Password Lock and Verification mail: M2 July 15, 2014 1. Often user doesn’t receive any verification mail Policy has to be framed and confirmed after which from e-GP system development will start 2. Password lock is very easy: One can easily lock the Policy has to be framed and confirmed after which ID of someone else. It may hamper the tender development will start submission or tender opening time. 29 APP: PE can’t revise the APP after publication M1 Develop as per requirement 15th January 2015 30 Corrigendum :PE cannot edit/modify Tender M2 Develop as per requirement 30th September 2014 Document (TDS and PCC) 31 Develop as per requirement (if point number 24 is Tender Publishing: Don’t allow the tender to developed then this will automatically be solved) if M2 30th September 2014 forward/approve if publishing time is already passed. the approval happens in the workflow then it will automatically be published. 32 The name of the Bidders are eliminated in TOR when M3 Deployed in production 20th June 2014 they are eliminated from TER 33 Besides the winning tenderer, other tenderer's name are seen in the window or the name of winning M3 Problem has to be identified properly 20th June 2014 tenderer has come twice 34 Tenderer shall submit the e-Tender through e-GP system and must be received in completeness prior to the deadline for submission. Tenderer acknowledges M3 Develop as per requirement 10th July 2014 the receipt of the tender through the e-GP system. This option is not properly functioning. 35 Debarment Request: If Bidder don't response to the clarification then the process stops. PE's seek M3 Develop as per requirement 10th July 2014 clarification from bidder is seen in the Debarred Dashboard. Note: The above mentioned timelines are depending on the man days and we have to identify the gap between the committed timeline and the man days, based on which we have to suggest for additional resources. No. of Working Days for SL. No. Improvement requirement for e-GP system Comments/Status Development and Testing PE can’t work/edit on previous tender’s document (which was prepared for his 1 earlier tender) for preparing the new tender document; this is also same for re- Develop as per requirement. 31st August 2014 tendering case. Policy has to be framed and confirmed after which development 2 Issue no. 1 is also applicable for Tenderer 31st August 2014 will start Non-availability of copying facility of BOQs for similar packages resulting BOQ template is available on system as CSV format. PE can use this 3 31st August 2014 huge time for typing same BOQs in different contract packages or if Item no. 1 is developed then this requirement is also fulfilled. At BOQ form, every item is filled up by tenderer. But sometime it is required 4 Develop as per requirement. 31st August 2014 for PE to fix up some items (provisional some, fixed amount or supplied items 21 from PE etc.) with amount. This facilities need to be incorporated. At Tender Evaluation part, unit-wise comparison needs to be incorporated to 5 Develop as per requirement. 31st August 2014 justify front loading & compare with market price HOPE is not able to see the overall procurement related report. It is only available under organization admin. It may be included. Furthermore, 6 organization admin can’t summarize the procurement Statistics Report Develop as per requirement. 25th June 2014 according to organization level. He shows the APP according to PE offices. An organization level summary report of APP is required. When a clarification is made from AA to TEC, the TEC chairperson can only This functionality is available on system after developing dynamic 7 answer the query. He can’t upload any documents, as there is no option to 20th June 2014 workflow for Tender approval. upload. Please refer to point number 1 of the above outstanding issue 8 e-GP system should support all browsers and versions. 21st July 2014 table After signing the TER reports system will show a status that the report is 9 Develop as per requirement. 20th June 2014 signed. e-PIMS needs to rechecked and do necessary adjustment to capture accurate Process and calculation of all indicator need to be rechecked and 10 June 30, 2014 result. recalculated 22 Annex 6 e-GP: Category of Issues and Severity Level Category of issues: M1- Major Release; M2- Minor Release; M3- Bug Fixing Bug fixing(M3) issues resolution time (max): Critical: 16 hrs; Urgent: 24 hrs; High: 36 hrs; Medium: 72 hrs; Low: 96 hrs Minor release(M2) resolution time: Urgent: 15 days; High: 1 month; Others: no more than 3 months Major release (M1) time: 6 monthly (Jan. 1 & July 1) Severity Level of Bug Fixing Issues SL. Category Description of Issues No Critical Urgent High Medium Low Appearances of double/triple amount/figure in Tender Opening 1 M3 Report (TOR) during opening a bid and reflect it differently in      comparison sheet – Tender evaluation report (TER). 2 M3 Grand summary in BOQ shows some multiplying factor      Functional problem of tender validity extension module (bidder’s 3 M3      response time insufficient- now only 1 day) Consolidation error occurs (consolidation different forms in e-GP) 4 M3      during issue of Notification of Award (NOA) Bidders get the confirmation message of mapping document but in reality lot of cases the document couldn’t be stored in the Database 5 M3      and subsequently Evaluation Committee failed to download those document make them non-responsive. 6 M3 Frequently session expiration problem      From Tenderer end, encryption and decryption doesn’t work 7 M3 properly due to miss match of JRE (Java Runtime Environment)      with the internet browser Name of the TEC member(s) changes in the signed Tender 8 M3 Evaluation Report (TER1, TER2, TER3 & TER4) with the     transfer/replace of the concerned TEC member(s) 23 Severity Level of Bug Fixing Issues SL. Category Description of Issues No Critical Urgent High Medium Low If a member of a TOC is transferred before tender opening and s/he 9 M3 is replaced with a new member, then name of the previous TOC     member is shown in the TOR1 & TOR2. If the representative of PE is transferred after tender evaluation but before issuing NOA and he is replaced with a new person who is 10 M3      supposed to issue the NOA, the NOA page shows the name of the previous person. If AO is selected for ‘END BY’ in APP, Tender Opening, Tender Evaluation and Contract Approval workflow then only name & 11 M3 designation of the AOs are shown but no office name of the AOs are      found. In BWDB there are more than one AO in the same name & designation. NOA to be issued mandatorily 7 days before the Tender validity 12 M3      period in the e-GP system which is inappropriate Time taken by Helpdesk of CPTU to solve problem average 9 days 13 M3      (time to comply with above severity level of bug fixing issues) Space for Project Name is limited to 136 characters, It is to be 14 M3      increased The word used ‘End By’ in the workflow is confusing and it can be 15 M3      replaced with familiar word “Approved By’. The name of the Bidders are eliminated in TOR when they are 16 M3      eliminated from TER Besides the winning tenderer, other tenderer's name are seen in 17 M3      the window or the name of winning tenderer has come twice Tenderers are not receiving the acknowledgement sometime after 18 M3      submission of complete tender. Debarment Request: If Bidder don't response to the clarification 19 M3 then the process stops. PE's seek clarification from bidder is seen in      the Debarred Dashboard. No provision for soliciting of validity extension of performance 20 M2 security (PS) or asking for new PS with extended date during      execution of delayed completion of contract. 24 Severity Level of Bug Fixing Issues SL. Category Description of Issues No Critical Urgent High Medium Low There is no clear option for releasing performance security (PS). The 21 M2      system can’t release original PS without adding new PS. If PE sends Notice and Document through workflow to AO or HOPE 22 M2 for approval, then tender must be published within the approved      time otherwise total process is lapsed. Corrigendum :PE cannot edit/modify Tender Document (TDS and 23 M2      PCC) Tender Publishing: Don’t allow the tender to forward/approve if 24 M2      publishing time is already passed. 25 M2 All e-PMIS indicators are not showing accurate result.      26 M2 Password Lock and Verification mail:      1. Often user doesn’t receive any verification mail from e-GP system      2. Password lock is very easy: One can easily lock the ID of someone      else. It may hamper the tender submission or tender opening time. 27 M2 APP: PE can’t revise the APP after publication      e-GP server is very much slow. After clicking one icon, system takes 28 M2      four/five minutes for next steps Incompatibility of web browser with latest version – The system 29 M1 support only specific version of Internet explorer and Mozilla Fire      Fox (Mozilla Firefox 3.6x, 13x, 14x ) Incapacity of system to handle negative values required for salvage 30 M1      work 31 M1 Verification mail of reset password reaches to the user in slow pace.      Provision of re-evaluation of tender by the approving authority is 32 M1     missing in the system though it is allowed in under PPR  25 Severity Level of Bug Fixing Issues SL. Category Description of Issues No Critical Urgent High Medium Low ATM card option for purchasing bid document is not functioning 33 M1     properly.  In the TER2 (Technical Responsiveness Report), Details information 34 M1 of Experience, Turnover and Liquid Asset can’t be separately      inserted, only tenderer qualification can be inserted. Annex 7 Approach to Third Party Monitoring in PPRPII 1. As part of the communication and social accountability mechanism, the Component-4 of the project seeks to explore the design and implementation of a Third Party Monitoring system to institutionalize the oversight function and promote transparency in public procurement process in the country. The first phase of PPRP II initiated this effort by establishing the Public Private Stakeholder Committee (PPSC). It started functioning with various challenges to establish the forum as a pillar of the Third Party Monitoring system to promote accountability and oversight in the procurement process. As part of this effort, the PPSC initially focused on organizing meetings headed by the honorable minister for planning and publishing of newsletters to advocate for establishing the accountability and transparency mechanism. However, a comprehensive strategy and action plan to implement this proposed accountability and oversight system based on the input from PPSC forum and other relevant experience is yet to take-off. 2. The mission followed-up on this issue during the discussion with relevant teams and highlights the following approach focusing on key areas that are expected to contribute to the completion of the Strategy and Action Plan in order to launch the implementation of a set of strategic and coordinated activities to establish the third party monitoring system in different levels of the procurement process. PPRP Third Party Monitoring system would include two main pillars: 1. Public-Private Stakeholders Committee (PPSC), and 2. Public Procurement Monitoring and Accountability Mechanism 3. Public-Private Stakeholders Committee (PPSC): The PPSC will establish a forum involving representatives of different stakeholder groups including government and non- government actors (i.e., bidding communities, civil society, private sector, community organizations, local level stakeholders, etc.). The national level forum that has already started will continue with the Minister as chair to provide a platform for policy level discussion. As the project moves forward, the PPSC will be created at the divisional headquarters as well. This will help establish a forum for discussion and debate on different issues, opportunities, and challenges related to procurement process contributing to create a dialogue on the quality, transparency, and results of public procurement process at national and local levels. The PPSC will organize periodic meetings/workshops in the national and divisional levels to continue the 27 dialogue promoting transparency and accountability of the procurement outcomes. The key messages and output of these events will be packaged and disseminated using various communication tools including print, electronic, web, and social media channels and platforms. 4. Public Procurement Monitoring and Accountability Mechanism: The outcome and positive impact of the PPSC forum will depend largely on the active and effective engagement of key stakeholders in monitoring the procurement process. This will require stakeholders’ knowledge and understanding of the fundamentals and technicalities of public procurement process so that they can ask for the right information at the right time and analyze them correctly to form their views and opinion in a constructive manner. Some familiarization to the ‘Right to Information’ Act will be helpful in this regard. The Monitoring and Accountability Mechanism thus would include two key activities: (i) Building Capacity of non-Government Stakeholders: This will include a set of activities primarily on knowledge sharing and skills training on basics of public procurement and effective engagement in third party monitoring for key non- government stakeholders such as journalists and a select group civil society organizations at national and sub-national levels, community based organizations that will actively engage in monitoring the procurement activities. (ii) Design and implementation of a Public Procurement Strategy: A clear strategy and action plan to undertake a set of synergistic activities to disseminate and advocate for promoting the stakeholders’ monitoring outcomes would be critical for establishing the concept of Third Party Monitoring system. The Action activities will provide a multiplier effect of stakeholders’ input (i.e., issues, views, opinions, etc.) as part of their monitoring effort of the public procurement process. The Strategy and Action plan will define a set of specific activities with clear objectives, messages, and channels combining different media and communication tools, advocacy, and knowledge sharing activities. Efforts to strengthen the capacity of these stakeholder groups and institutionalize the concept of independent oversight mechanism would be explored so that it is sustainable for a long time beyond the life of PPRP II project. This might include the formation of journalists’ network on public procurement, establishing formal practice on procurement monitoring by a group of interested CSOs, creation of knowledge repository on procurement, etc. 5. Piloting TWO Phases of Monitoring Public Procurement: The initiation and completion of a public procurement activity could be divided into TWO phases: (i) Process Part (decision making until the awarding of contract); and (ii) Outcome Part (implementation of decision). The proposed Third Party Monitoring system under the two pillars (PPSC and Monitoring/Accountability Mechanism) could be implemented in various degrees depending on the entry points and in different levels (i.e., divisional or district levels). The Right to 28 Information Act and the PPR mandates certain disclosure of information at the process part. Relevant stakeholders will be trained to demand and review whether adequate information is disclosed under the existing laws to improve accountability and public oversight. A set of pilots engaging the four partner agencies of PPRP II project would be essential to initiate the implementation of the Monitoring Mechanism at this time so that they can be fine-tuned and scaled up across the country and through other agencies as the e-GP is being rolled out. 6. Coordination and Implementation Arrangement: A number of activities of the Third Party Monitoring system (under PPSC and Procurement Monitoring Mechanism) would essentially engage communication tools, products, and channels/platforms. Therefore, it would be extremely important to coordinate and synchronize the Procurement Monitoring Action Plan with overall Strategic Communication program of the PPRP II project that will be implemented by a consultant firm under the leadership of the CPTU. 29 Annex 8 Agreed timeline for major contracts Contract Package: G-57 Back up servers for R&D using Shopping Method Activity Target Completion Date Seeking quotations from potential suppliers June 15, 2014 Receiving quotations and evaluations by CPTU June 22, 2014 Bank's No Objection to evaluation report June 25, 2014 Issue purchase order June 30, 2014 Delivery of servers and installation July 15, 2014 Contract Package: G-54 Supply and installation of Backup Data Center at Bangladesh Computer Council (BCC): NCB Activity Target Completion Date Complete Specifications, Estimate, and Bidding Documents June 25, 2014 Submit Bidding Documents to the Bank June 30, 2014 Bank's No Objection to draft Bidding Documents July 07, 2014 Publish Invitation for Bids July 10, 2014 Deadline for Receipt of bids/Bid Opening August 9, 2014 Complete Bid Evaluation August 24, 2014 Submit Bid Evaluation Report (BER) to the Bank August 31, 2014 Bank's No Objection to BER September 7, 2014 Approval of BER by the appropriate authority September 14, 2014 Issue Notification of Award September 17, 2014 Contract Signing September 30, 2014 Delivery of Goods November 30, 2014 Completion of related services December 31, 2014 Contract Package: G-53 Supply and installation of new Data Center at CPTU: NCB Activity Target Completion Date Complete Specifications, Estimate, and Bidding Documents July 24, 2014 Submit Bidding Documents to the Bank July 29, 2014 Bank's No Objection to draft Bidding Documents August 05, 2014 Publish Invitation for Bids August 12, 2014 Deadline for Receipt of bids/Bid Opening September 11, 2014 Complete Bid Evaluation October 09, 2014 Submit Bid Evaluation Report (BER) to the Bank October 14, 2014 Bank's No Objection to BER October 21, 2014 Approval of BER by the appropriate authority October 28, 2014 Issue Notification of Award November 04, 2014 Contract Signing December 02, 2014 Delivery of Goods April 01, 2015 Completion of related services May 01, 2015 Annex 9 REVISED PROJECT RESULTS FRAMEWORK Project Development Objective (PDO): Improved performance of public procurement system progressively in Bangladesh, focusing largely on target agencies Baseline Cumulative Target Values5 Progress Original Current to date 2013 2014 2015 2016 PDO Level Results Indicators2 UOM3 Project Progress Core (Dec. Start (May’ 14) ‘12)4 (2007) 1. Percentage of contracts awarded by 4 target agencies within initial % 10 65 68 73 78 80 70 bid validity period to reduce procurement delays. 2. Four target agencies publish PROMIS quarterly report for monitoring of procurement % 0 5 20 50 70 90 9 performance covering 90% of bids invited/ contracts awarded annually 3. Four target agencies fully introduce electronic government % 0 80 70 procurement (e-GP) in all national 3 10 35 60 competitive bidding procurement 4. Percentage of procuring entities of each additional agency with one % 0 2 10 30 50 70 15 trained/ certified procurement staff 2 Please indicate whether the indicator is a Core Sector Indicator (for additional guidance – please see http://coreindicators). 3 UOM = Unit of Measurement. 4 For new indicators introduced as part of the additional financing, the progress to date column is used to reflect the baseline value. 5 Target values should be entered for the years data will be available, not necessarily annually. Target values should normally be cumulative. If targets refer to annual values, please indicate this in the indicator name and in the “Comments” column. 31 Intermediate Results and Indicators Baseline Target Values Progress Unit of Original Current to date 2013 2014 2015 2016 Intermediate Results Indicators Measur Project Progress Comments Core (Dec. ement Start (May ’14) ‘12) (2007) Intermediate Result 1: Capacity development program institutionalized locally and target agencies develop skilled procurement professionals 1. Percentage of procuring entities Total PEs: 543 of 20 additional agencies with one % 0 10 30 50 70 15 Total trainees: 1941 trained/ certified procurement staff 2. Number of weeks of procurement training delivered by New indicator in PPRPII Local training institute (ESCB) Number 0 2 5 25 45 55 8 AF with its own fund/resources outside of PPRPII AF Intermediate Result 2: Target agencies manage and monitor their procurement at all levels to improve sectoral objectives 3. Percentage of contract awards published by four target agencies Revised indicator in % 10 70 75 80 85 90 75 in CPTU’s website for awards PPRPII AF above PPR specified threshold 4. Percentage of complaints handled satisfactorily by four % 5 25 35 45 55 70 9 target agencies 5. Four target agencies publish PROMIS quarterly report covering New indicator in PPRPII % 5 20 50 70 90 9 90% of bids invited/ contracts AF; total contract: 9350 awarded annually Intermediate Result 3: Four target agencies fully introduce electronic government procurement (e-GP) in national competitive bidding (Old- Target agencies at their HQ level pilot electronic government procurement (e-GP) for international procurement.) 6. Percentage of contract/bid New indicator in PPRPII invited through e-GP by four target % 0 3 10 35 60 80 70 AF; total contract: 9350 agencies using NCB in 64 districts 32 Intermediate Results and Indicators Baseline Target Values Progress Unit of Original Current to date 2013 2014 2015 2016 Intermediate Results Indicators Measur Project Progress Comments Core (Dec. ement Start (May ’14) ‘12) (2007) Intermediate Result 4: Stakeholder engagement in following procurement issues increased 7. Expanding Government- contractors forum to all districts Number 0 5 10 20 40 64 5 and holding semi-annual meetings 8. Number of e-GP awareness New indicator in PPRPII Number 0 10 20 45 64 0 workshops held in all districts AF. 9. Number Public-Private Stakeholders Committee (PPSC) Number 0 6 10 14 18 22 6 workshop/ meetings held 33 Annex 10 PPRP II AF: Key Project Implementation Task Actions/ Activities By Whom By When Component 1: Furthering Policy Reform and Institutionalizing Capacity Development 1. Publish all updated version of provisional STDs in CPTU/ FINEUROP June 25, 2014 its website 2. Update remaining STDs and publish in website CPTU/ FINEUROP September 30, 2014 3. Amendment of FINEUROP contract for CPTU// FINEUROP June 15, 2014 adjustment of payment schedule 4. Make adjustment in the CIPS contract to increase CPTU/CIPS (UK) June 30, 2014 the total to 125 participants 5. Complete the selection process for second batch of CPTU/ILO August 30, 2014 Top-up Masters procurement 6. Processing training of national trainers in ITC-ILO September 30, 2014 7. Send comment on ITC-ILO’s proposal by each TAs/ILO June 20, 2014 agency; sign contract with ILO by each target July 15, 2014 agency; finalize selection candidate August 15, 2014 Component 2: Strengthening Proc. Management at Sectoral Level & CPTU/IMED 8. Provide access of target agencies to generate CPTU/TAs June 25, 2014 procurement performance indicator report (e- August 31, 2014 PMIS): agency head/senior officials/PMC; project director 9. Publication of PROMIS quarterly report CPTU/ RHD/ LGED/ June 25, 14 BWDB/ BREB 10. M&E Firm onboard CPTU July 31, 14 11. Full time DG, CPTU GoB/IMED June 30, 14 12. Hiring a Sr. System Analyst CPTU June 30, 14 13. Selection of one Sr. e- GP Management CPTU June 30, 14 Consultant and two web programmers using CVs 34 Actions/ Activities By Whom By When as per Bank Guidelines 14. Making e-GP cell functional with all logistics/ RHD/ LGED/ July 15, 14 equipment/ support consultant BWDB/ BREB August 15, 2014 (BWDB) Component 3: Introducing Electronic Government procurement (e-GP): 15. Withdrawing the current ceiling of Tk. 500 IMED/CPTU June 30, 14 million for processing tenders in e-GP 16. Fully functional 24X7 auto help desk according CPTU/ GSS- June 20, 14 to the agreed roster including night shift Dohatech 17. Provide setup/configuration plan and CPTU/ GSS- June 30, 14 specification of a mirror site Dohatech 18. Provide access in staging, development and CPTU/ GSS- June 20, 14 production environment/stage and physical access Dohatech to the Data center 19. Go for first major release to resolve the time CPTU/ GSS- June 18, 14 sensitive critical issues Dohatech 20. Provide updated SLA including revised CPTU/ GSS- June 25, 14 management arrangements as category of issues Dohatech and level of severity. 21. Procure and install the R&D back up servers CPTU July 15, 2014 22. Procure and install mirror site servers CPTU December 31, 2014 23. Procure and install new data center servers CPTU May 1, 2015 24. Submit a rollout plan of e-GP for FY 15 and plan CPTU/ RHD/ LGED/ June 30, 2014 for bidders training in district/region/HQ level. BWDB/ BREB 25. Arrange meeting with Bangladesh bank CPTU June 30, 2014 concerning role of schedule banks in e-GP 26. Arrange a workshop with the higher management CPTU August 31, 2014 of scheduled registered Banks 27. e-GP System audit firm on board CPTU September 30, 2014 35 Actions/ Activities By Whom By When Component 4: Communication, Behavioral Change, & Social Accountability 28. PPSC firm (BRACU-IGS) on board CPTU July 15, 2014 29. Providing proposal on Public Procurement CPTU/BRACU-IGS July 15, 2014 Monitoring and Accountability Mechanism Other Project Implementation aspects 30. Internal Audit: Finalization of TOR CPTU July 31, 2014 31. Submit update procurement plan to IDA CPTU June 30.2014 Annex 11 List of Key Persons Met Implementation Monitoring and Evaluation Division/ CPTU : Ms. Suraiya Begum ndc, Secretary, IMED Mr. Sefaul Alam, Director General (Acting), CPTU Mr. Md. Aziz Taher Khan, Director Ms. Parveen Akhter, Director Mr. Wahid-un-Nabi Sarker, Director Mr. Md. Mosharraf Hussein, System Analyst Dr. Abu Bakar Siddique, Training Co-ordinator Mr. Rupam Anwar, Deputy Director Mr. AKM Fazlul Karim, Proc. Reform Advisor Mr. Agha Azharul Chowdhury, FM Consultant Mr. Javeed Ahsan, Communications Consultant Mr. Ahsanul Haq, DLI Consultant Mr. Aminul Haque, Procurement Consultant Mr. Taherul Islam, Junior FM Consultant Divisions, Target Agencies, PMCs & TWG Members of Sectoral Entities: Mr. Mofizul Islam Rajkhan, Chief Engineer, RHD Mr. Md. Wahidur Rahman, Chief Engineer, LGED Mr. Md. Shahidur Rahman, Director General, BWDB Brig. General Moinuddin, Chairman, BREB Mr. Sk. Nurul Absar, Member (Engg.), BREB Mr. Bipul Chandra Saha, Additional Chief Engineer & PMC, RHD Mr. Mohammad Ali, Director & PMC, BWDB Mr. Md. Nurul Islam Bhuiyan, Project Director & PMC, BREB Mr. Md. Mohsin, Additional Chief Engineer & PMC, LGED Mr. Yazdani, XE: e-GP cell, LGED Mr. AKM Ismat Kibria, XEN- Moymenshing, LGED Mr. Mohammed Mahboob-ul-Kabir, XEN & TWG Member, BWDB Ms. Kazi Sayeda Momtaz, Sr. System Analyst & TWG Member, RHD Mr. Shamim Al-Mamun, XEN, Moymenshing, RHD Mr. Md. Mozammel Hoque, XEN & TWG Member, BREB Mr. Shahnewaz Khan, Director & TWG Member, BREB Universities/ Consultants/ Private Sectors/ NGOs: Professor Abdul Hannan, Rector, ESCB Mr. ARM Anwar Hossain, Dean, Faculty of Procurement, ESCB Mr. Mallik Sanka, Assistant Vice President, GSS Infotech Ltd. Mr. A K M Shamsuddoha, President, Dohatech New Media Ltd. Dr. Sultan Hafeez Rahman, Executive Director, BRACU-IGS Mr. Fuad, Training Coordinator, BRACU-IGS Mr. George Jadoun, Head of Sustainable Development, ITC-ILO, Turin (over skype) Mr. William P Heavin, Team Leader, FINEUROP Ms. Yasmin Haque, Program Director, BCCP Ms. Khadija Bilkis, Program Manager, BCCP