Leveraging ICT for Growth, Employment

and Governance Project

ii

Leveraging ICT for Growth, Employment and Governance Project (IDA Credit : 5025-BD)

Operational Manual

December 2013

Bangladesh Computer Council

Ministry of Information and Communication Technology Government of the People’s Republic of Bangladesh

iii

Table of Contents

Table of Contents ........................................................................................................................ iii

Abbreviations and Acronyms .................................................................................................... vii

Preface......................................................................................................................................... ix

1.0 Introduction ...................................................................................................................... 1

2.0 Project Background ........................................................................................................... 1

3.0 Linkages ............................................................................................................................ 2

4.0 Objectives ......................................................................................................................... 3

5.0 Project Component Design ............................................................................................... 3

6.0 Administrative Arrangements For Project Management ....................................................... 5

7.0 Results Framework (UPDATED) ................................................................................... 18

8.0 Component 1: IT/ITES Industry Development............................................................... 20

IT/ITES Industry Development ............................................................................................. 20

8.3 Component Activities & Methodology ....................................................................... 20

a) Top-up IT Training Program: .................................................................................. 20

b) ITES/BPO Foundation Skills Program: ................................................................... 20

c) Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment: ........ 20

d) Middle Management Training for IT/ITES Companies: ......................................... 21

e) Company Certification: ........................................................................................... 21

f) Strategic Planning and Statistics Gathering for IT/ITES industry: ............................. 21

g) IT/ITES Industry Promotion Services on Marketing and Communication: ............ 21

h) Market Intelligence Services on IT/ITES (IT/ITES Industry Promotion Services on

Business Development for Bangladesh): ........................................................................... 21

i) Improving Global Ranking of Bangladesh for IT/ITES: ............................................ 21

j) Outreach Program for Youth and Woman: ................................................................. 21

9.0 Grants Management ........................................................................................................ 22

9.1 The Fast Track Future Leaders (FTFL)....................................................................... 22

9.2 The key features of the program are: .......................................................................... 22

9.3 Issues of IT/ITES Industry Development Operations ................................................. 22

Some Identified Issues and Challenges .............................................................................. 22

10.0 Component-2: e-Governance ......................................................................................... 23

10.1 e-Governance Foundations ...................................................................................... 23

10.2 Component Activities & Methodology ................................................................... 24

a) Develop National Enterprise Architecture: ............................................................. 24

b) Develop Information Security Governance and Structure: ..................................... 24

iv

c) Capacity Building on e-Government for the Public Administration: ...................... 25

d) Computer Incident Response Team (CIRT): ........................................................... 25

11.0 Procurement .................................................................................................................... 27

Legal frame ............................................................................................................................ 27

12.0 Procurement of Goods and non-consulting services ....................................................... 27

13.0 International Competitive Bidding (ICB) ....................................................................... 28

14.0 National Competitive Bidding (NCB) ............................................................................ 28

15.0 National Shopping (NS) .................................................................................................. 28

16.0 Direct Contracting (DC) ................................................................................................. 28

17.0 Procurement of Consultants‟ services ............................................................................ 29

18.0 Single-Source Selection (SSS) ........................................................................................... 29

19.0 Selection of Individual Consultants ................................................................................ 29

20.0 Prior Review ................................................................................................................... 30

a. Goods and non-consulting service Contracts .................................................................. 30

b. Consulting services ......................................................................................................... 30

21.0 Post Review ................................................................................................................... 30

a. Goods and non-consulting service Contracts .................................................................. 30

b. Consulting services ......................................................................................................... 30

21.1 Use of Standard Documents............................................................................................ 30

22.0 Operating Costs .................................................................................................................. 30

22.2 Assessment of the BCC‟s Capacity to Implement Procurement ............................. 31

22.4 Identify procurement focal points (PFP) in BCC .................................................... 31

22.5 ICT procurement consultant .................................................................................... 31

22.6 Service of a national procurement consultant .......................................................... 31

22.7 Functional webpage for BCC with procurement related information accessible to

the public:............................................................................................................................... 31

22.8 System for handling complaints: ............................................................................. 32

22.9 Procurement Risk Mitigation Plan (PRMP): ........................................................... 32

22.10 Governance and Accountability Action Plan (GAAP): ........................................... 32

23.0 The Procurement Plan Execution System (SEPA) ......................................................... 32

Financial Management ............................................................................................................... 33

24.0 Objective ......................................................................................................................... 33

24.2 Sources and Utilization of Funds............................................................................. 33

24.3 Financial Powers...................................................................................................... 34

24.4 Internal Controls ...................................................................................................... 34

v

24.4.1 Internal controls have been designed with due regard to the following: ............. 34

24.4.2 Internal control mechanism at the Project includes the following:...................... 34

25.0 Budgeting ........................................................................................................................ 35

26.0 Basis of Accounting ........................................................................................................ 35

27.0 Financial Reportings ....................................................................................................... 35

28.0 Internal Audit .................................................................................................................. 36

29.0 External Audit ................................................................................................................. 36

30.0 Disbursement Arrangements ........................................................................................... 36

31.0 Disbursement Guidelines of the World Bank ................................................................. 36

32.0 Supporting Documentation ............................................................................................. 37

33.0 Authorized Signatures ..................................................................................................... 38

34.0 Providing Supporting Documentation for Disbursement ............................................... 38

35.0 Contracts Subject to the Bank‟s Prior Review ................................................................ 39

36.0 Transfers from Designated Accounts to Other Accounts of the Borrower ..................... 40

37.0 Supervision by World Bank FMS ................................................................................... 41

38.0 Responsibilities of Financial Management Specialist & Associates .............................. 41

38.1 Financial Management Specialist ............................................................................ 41

38.2 Accounts Associate.................................................................................................. 42

39.0 Financial Management Functions ................................................................................... 43

39.1 Procedures for Payments/Disbursements ................................................................ 43

Supporting documents etc for procurements ..................................................................... 43

Payments mode .................................................................................................................. 43

Primary Records for Payments .......................................................................................... 43

Processing for Payments .................................................................................................... 43

Delivery of Cheques/cash payments .................................................................................. 43

Cash Holding Limit............................................................................................................ 43

Stock and Fixed Assets Register ........................................................................................ 44

Bill Register ....................................................................................................................... 44

Bank Accounts and Signatories ......................................................................................... 44

Budgeting and Budgetary Control ..................................................................................... 44

Accounting Policies etc...................................................................................................... 44

Book-keeping & Accounting ............................................................................................. 45

Chart of Accounts .............................................................................................................. 45

Communication Management .................................................................................................... 46

ANNEXURE.............................................................................................................................. 47

vi

Annex 1: Project Steering Committee (PSC)............................................................................. 48

Annex 2: Project Implementation Committee (PIC) ................................................................. 49

Annex 3: Project Coordination Unit (PCU) ............................................................................... 50

Annex 4: Grants Management ................................................................................................... 51

Annex 5: LICT HRD & Grants management ADVISORY BOARD....................................... 72

Annex 6: LICT HRD & Grants management EC ..................................................................... 73

Annex 7: LICT HRD & Grants management TEP (Technical Experts Panel) .......................... 74

Annex 8: Submission Guideline ................................................................................................ 75

Annex 9: HRD Grants Application form ................................................................................... 76

Annex 10 : Administrative Checklist ......................................................................................... 78

Annex 11 : LICT GIC Report to EC .......................................................................................... 79

Annex 12: Successful Application Note ................................................................................... 80

Annex 13: Standard Contract ..................................................................................................... 81

Annex 14 : Procurement Performance Monitoring Indicators ................................................. 85

Annex-15: Procurement Risk Mitigation Plan .......................................................................... 88

Annex 16: Governance and Accountability Action Plan (GAAP) ............................................ 90

Annex 17: Procurement Plan ..................................................................................................... 96

Annex 18: Form of Financial Reports for the World Bank ....................................................... 94

Annex 19 : Form of Project Financial Statement for C&AG (FAPAD Audit) ........................ 94

Annex 20: Form of ADP / IMED Reports ................................................................................ 95

Annex 21: Terms of Reference for Internal Audit ................................................................... 110

Annex 22: Chart of Accounts (Integrated)............................................................................... 113

vii

Abbreviations and Acronyms

A2I Access to Information

Programme

ADP Annual Development Plan

AMTOB Association of Mobile

Operators of Bangladesh

ARM Application Reference Model

BACCO Bangladesh Association of Call

Center Operators

BASIS Bangladesh Association of

Software and Information

Services

BCC Bangladesh Computer Council

BCS Bangladesh Computer Samity

BEC Bid Evaluation Committee

BOC Bid Opening Committee

BPC Business Promotion Council

BPO Business Process Outsourcing

BTRC Bangladesh

Telecommunications

Regulatory Commission

CBA Cost-Benefits Analysis

CIRT Computer Incident Response

Team

CMMI Capability Maturity Model

Integration

CPTU Central Procurement Technical

Unit

CQ Consultants‟ Qualification

DANIDA

Danish International

Development Agency

DRC Disaster Recovery Center

DRM Data Reference Model

EA Enterprise Architecture

EDUEgy

pt

Education Development for

Universities in Egypt

e-GIF e-Government Interoperability

Framework

e-

Govern

ment

Electronic Government

EPB Export Promotion Board

FAPAD

Foreign Aided Project Audit

Directorate

FBS Fixed Budget Selection

FMS Financial Management

Specialist

FOSS Free and Open Source Software

G-Cloud

Secure Government Cloud

Computing Infrastructure

GDP Gross Domestic Product

GOB Government of Bangladesh

Govern

ment

Government of Bangladesh

GPN General Procurement Notice

IBRD International Bank for

Reconstruction and

Development

ICB International Competitive

Bidding

ICT Information and

Communication Technologies

IDA International Development

Association

INTOSA

I

International Organization of

Supreme Audit Institutions

ISA International Standards on

Auditing

ISP Internet Service Providers

ISPAB Internet Service Provider

Association of Bangladesh

IT Information Technology

IT/ITES IT and IT-Enabled Services

ITI Information Technology

Institute

IUFR Interim Unaudited Financial

Report

JICA Japan International Cooperation

Agency

KOICA Korea International

Cooperation Agency

KPI Key Project Indicators

LCS Least-Cost Selection

LOB Line of Business

M&E Monitoring and Evaluation

MIT Massachusetts Institute of

Technology

MOC Ministry of Commerce

MOHE Ministry of Higher Education

MoICT Ministry of ICT

MOPT Ministry of Post and

Telecommunications

viii

MoSICT Ministry of Science and ICT

NASSCO

M

National Association of

Software and Services

Companies

NCB National Competitive Bidding

NEA National Enterprise

Architecture

NPV Net Present Value

NSARP

II

National Strategy for

Accelerated Poverty Reduction

OP/BP Operational Policy/Bank

Procedures

ORAF Operational Risk Assessment

Framework

OTM Open Tendering Method

PCU Project Coordination Unit

PD Project Director

PDO Project Development

Objectives

PFP Procurement Focal Points

PIC Project Implementation

Committee

PMO Prime Minister‟s Office

PMS Project Management Specialist

PPP Public Private Partnership

PPR Public Procurement Rules

P-RAMS Procurement Risk Assessment

Management System

PRMP Procurement Risk Mitigation

Plan

PSC Project Steering Committee

PSP Personal Software Process

(PSP)

QBS Quality-Based selection

QCBS Quality and Cost-Based

Selection

RFP Request for Proposal

SAN Statement of Audit Needs

SDP Service Delivery Platform

SSS Single-Source Selection

TA Technical Architecture

TAPP Technical Assistance Project

Proforma

TRM Technical Reference Model

TSP Team Software Process

UNDB United Nations Development

Business

UNDES

A

United Nations Department of

Economic and Social Affairs

UNDP United Nations Development

Programme

VMO Vendor Management

Organizations

WBG World Bank Group

WTO World Trade Organization

ix

Preface

The Operational Manual is prepared using the existing (1) Financing Agreement between

WB and GoB (2) Project Appraisal Document by WB (3) Guidelines for Procurement of

Goods, Works and Non-Consulting Services, under IBRD Loans and IDA Credits & Grants by

World Bank Borrowers, January 2011 (4) Guidelines for Selection and Employment of

Consultants under IBRD Loans and IDA Credits & Grants by World Bank Borrowers, January

2011 (5) Disbursement Guideline of WB and (6) Approved DPP as guideline etc.

The Operational Manual referred in the Financing Agreement1 provides (i) Guidelines,

eligibility criteria, and disbursement arrangements for Grants to Companies (ii) detailed

Operational Procedures including those for transfer of funds and (iii) internal controls for the

Project.

The document may be updated if required during implementation to meet the evolving

challenges with the approval of World Bank.

.

1 Schedule II, Section I, Para C (a) of Financing Agreement

1

1.0 Introduction

This Operational Manual (OM) is intended to facilitate the implementation of the

Leveraging ICT for Growth, Employment and Governance Project by the project personnel,

the implementing agency Bangladesh Computer Council and the sponsoring ministry. It

provides guidelines and procedures to be followed by the Project Coordination Unit (PCU) in

implementing the project in accordance with the Financing Agreement (Credit Number 5025-

BD) between the Peoples' Republic of Bangladesh and International Development Association

(IDA) signed on 26th November 2012.

1.2 The OM may be amended as and when required with the approval of appropriate

authority(ies)2

and the latest approved version will be effective from the date of the approval.

The approved Project Cost is as follows:

in million

Source of

Fund

Amount Comments

GoB BDT 5.147 -

WB BDT 5719.702 IDA Credit # 5025-BD: US$ 70m

Total BDT 5724.849 -

2.0 Project Background

2.1 The Government of Bangladesh (GOB) has developed its Vision 2021 and Sixth Five

Year Plan. Also, GOB recognizes the need to leverage on Information and Communication

Technologies (ICT) to achieve the targets to transform Bangladesh into a middle income

country by 2021. The government has undertaken a number of significant actions under its

Digital Bangladesh program.

2.2 The IT/ITES component‟s direct benefits of employment creation and export

diversification, the industry could also become a transformative investment in the longer term

as building a strong services sector is likely to be the major factor to bring Bangladesh to

middle-income status by 20213.

2.3 The e-Government component will put in place critical technology foundations for the

country‟s public sector modernization and e-Government efforts in the years ahead. These are

in line with the Government‟s 6th Five-Year Plan objective of creating jobs in the service

sector and promoting e-Governance.

2 Approving authority(ies) means the World Bank and its designated person

3A McKinsey study has concluded that governments should focus on the services sector for growth and jobs - as it

creates 85 percent of net new jobs in middle-income countries, and all of net new jobs in high-income countries

(refer to McKinsey & Co. 2010. How to Compete and Grow: A Sector Guide to

Policy.http://www.mckinsey.com/mgi/publications/competitiveness/index.asp).

2

2.4 In addition, the components addresses three of the four pillars in GOB‟s Digital

Bangladesh strategy. The fourth pillar has been supported by the Bank‟s recently closed

telecommunications project.

2.5 The project is an integral part of the World Bank‟s assistance program for the country

as it is fully aligned with the new Current Country Assistance Strategy (CAS) for FY11-14.

The IT/ITES component fully supports the CAS objective of accelerated and inclusive growth

through increased exports and economic diversification. It will also contribute to the cross-

cutting dimensions of the CAS as the industry enhances the opportunity for export

diversification, service sector development, and employment of women and youth.

Furthermore, the e-Government component is fully aligned with the cross-cutting governance

pillar of the CAS.

2.6 The CAS recognizes that weak governance in Bangladesh continues to pose major

challenges for its economic growth and social development. Hence, e-Government component

will provide critical technological foundations for the country‟s governance agenda, and

support the other three pillars of the CAS as their achievement “depends in large part on

improved governance within the public sector”4.

3.0 Linkages

3.1 Various donors have been supporting Bangladesh‟s ICT sector over the years in

different areas. For example, a World Bank supported technical assistance project helped

establish the institutional and regulatory framework for the country‟s telecommunications

sector, providing critical enablers for the industry‟s success. UNDP has provided staff and

resources to the Access to Information (A2I) Programme implemented by the PMO, which has

been instrumental in providing strategic directions, delineating the roles of the ICT-related

agencies, and aligning the e-Government effort of the other public agencies for Digital

Bangladesh. DANIDA has been involved on a limited scale in supporting the IT industry over

the years; and has recently concluded an agreement with BASIS5 to provide export training,

market visits to Europe, and other capacity building activities. JICA and KOICA also have

long-standing but limited scale assistance programs in the areas of ICT skills development and

industry promotion. A Local Consultative Group (LCG) on ICT has been formed recently. It is

co-led by the MoICT and UNDP, and provides a mechanism for donor coordination. This

project is also complementary to the High Tech Park Project at Kaliakor, as it will provide the

skills required by industry that locates to the Park.

3.2 Despite these government efforts and donor programs, significant gaps still remain for

the country to meaningfully leverage ICT for development. This is because there are no

targeted programs for the IT industry in general and none focused on building the necessary e-

Government foundations. Hence from an IT industry sub-sector perspective, Bangladesh has

not been able to tap on the tremendous potential of the global IT and IT-enabled services

(IT/ITES) industry segment for economic and social development. The global addressable

market for IT/ITES is estimated at USD756 billion per year and other developing countries,

such as Egypt, India, and the Philippines; have already benefitted tremendously from increased

4 Refer to governance narrative in the World Bank‟s CAS for FY11-14 referenced above.

5 BASIS and Danish Federation of SMEs (DFSME). December 2009. Project Document for Bangladesh

Information Technology Management Programme (BITMAP)-Phase II.

3

export revenues, diversified economies, and mass employment for youth and women. However

numerous studies by various institutions on the global IT/ITES industry (including a global

study by the World Bank) have found that the lack of a skilled talent pool is the binding

constraint for developing countries in their attempts to benefit from this global opportunity.

Even a country like India, which has access to a large English speaking workforce, is facing a

shortage of skilled manpower. It has been estimated that by 2012 India will have a shortage of

0.8 to 1.2 million people in their IT/ITES industry. Hence countries that can quickly ramp up

the availability of their talent pool for the industry can potentially benefit from the huge

demand for IT and ITES services.

4.0 Objectives

The project development objectives are to:

(i) Catalyze the growth of Bangladesh‟s IT/ITES industry for employment creation

and export diversification; and

(ii) Establish e-Government foundations for public sector modernization.

5.0 Project Component Design

5.1 The project will support the development of Bangladesh‟s IT/ITES industry as the

country possesses significant comparative advantage in this sub-sector, and the industry has

been proven to have significant development impact in other developing countries.

5.2 The project will also establish e-Government foundations and institutional capacity for

GOB to leverage this proven approach for governance reforms and public sector

modernization. The proposed project covers both the IT/ITES and e-Government components

as they are highly complementary and are to be implemented by the same agency.

5.3 The project‟s design is based on studies by international consulting firms and donors,

analytical work that the Bank has supported, technical discussions with local stakeholders, and

lessons of experience from similar World Bank financed projects in other parts of the world.

5.4 The project scope includes the following main components, sub-components, and

activities:

Component 1: IT/ITES Industry Development

This component will increase the competitiveness of Bangladesh‟s IT/ITES industry

byincreasing the quantity and quality of skills, awareness and perception of the country, and

support development of IT/ITES-specific infrastructure. The sub-components of the

a) Top-up IT Training of Science Graduates for IT Services Segment

b) Foundational Skills for ITES Segment

c) Middle Management Training

4

d) Institutional Capacity Building for BCC and Local Industry

e) Industry Promotion

Component 2 : e-Government

This component will provide critical e-Government technological foundations for the country‟s

governance agenda for the years ahead, and build the human capacity to leverage technology

for governance reforms.

(a) Shared Infrastructure for IT Hosting and Remote Conferencing.

(b) Shared IT Governance Policies, Standards and Structures.

(c) Capacity Building on e-Government Skills.

Component 3: Project Management Support

Project Management Consultants, Equipment & Other Operational Items: This sub-

component will support the creation and functioning of the Project Coordination Unit

(PCU), and hire the required specialists in procurement, financial management,

accounting, communications, monitoring and evaluation, etc. It will also support the

operational needs of the PCU, including office equipment, furniture, vehicle,

allowances, consumables, auditing services, and FM system.

5

6.0 Administrative Arrangements For Project Management

6.1 The Ministry of Information and Communication Technology (MOICT) is responsible

for the overall project, and the Bangladesh Computer Council (BCC) will be the executing

agency. To achieve the target of the project and to enable effective communication and

distribution of responsibilities between the three major stakeholders namely the MOICT,

Bangladesh Computer Council and the Project Coordination Unit (PCU), a three-tier

management structure is envisaged as shown in Figure 1.

Figure 1

Project Steering Committee

6.2 A Project Steering Committee (PSC) will provide the overall guidance, monitoring

functions, and attending to inter-ministerial issues. The PSC will be chaired by the Secretary

of the Ministry of ICT and includes senior officials from beneficiary ministries, industry,

academia, institutions and will be responsible for, inter alia: ( PSC Annex1 )

i) Providing overall policy guidance.

ii) Review the progress towards achieving the project‟s objectives and approve

and evaluate the projects annual work program and budget.

iii) Coordinate project implementation among all relevant agencies

Project Steering Committee (PSC)

Project Director

Project Coordination Unit

- 2 Component Leaders (IT/ITES & e-Government)

- Project Management Specialist (PMS)

- ICT Procurement Specialist - Procurement Specialist - Financial Management Specialist - Communications Specialist - M&E Specialist - Technical specialists (4 part time) - Project Associates (4 full time) - Team Associates (2 full time) - Accounts Associate

- Support staff (drivers, messenger)

Project Implementation

Committee

6

iv) Resolve issues, policy decisions and recommend scope changes of the

project.

v) Approve annual program of the project.

vi) Coordinate with related projects and programs.

vii) Obtaining the support and cooperation of all stakeholders by both formal

and informal means.

viii) Resolving other related issues as and when required.

ix) PSC will meet atleast twice a year.

N.B. : PSC may co-opt members from any orginazion if necessary .

Project Implementation Committee

6.3 A Project Implementation Committee (PIC) headed by Executive Director of BCC

will guide and support the Project Coordination Unit in the proper implementation of the

project. The PIC will closely monitor the activities of the project, provide the project team

with technical and policy support. The PIC includes officials from beneficiary ministries,

industry, academia, institutions. PIC will be responsible for, inter alia: ( PIC Annex 2 )

i) The overall coordination, implementation, financial management, procurement,

monitoring, evaluation, reporting and communication of project activities;

ii) Ensuring that appropriate policy environment exists to support the project

iii) Monitor capacity building of Bangladesh Computer Council through the project.

iv) Ensure sustainability of the progress of IT/ITES unit and CIRT .

v) Monitoring overall progress of implementation on a quaterly basis and

evaluating project performance;

vi) Review proposed beneficiary programmes in conformity with project

objectives.

vii) Coordinate with related projects and programs.

N.B.: PIC may invite or co-opt member(s) from any Ministry/ Division / Department /

Organization if required for decision making.

Project Coordination Unit

6.4 A Project Coordination Unit (PCU) headed by Project Director with project personnels

will implement the project through planning, preparation, procurement, execution,

monitoring, evaluation, fund management and reporting required as part of the overall

project management responsibility. The PCU includes all staffs of the project and responsible

for : ( Staffing of PCU Annex 3)

i. Coordination and management of Project activities, including procurement,

financial management, monitoring and evaluation, social impact assessments,

7

and IT/ITES industry surveys.

ii. Establishment of ICT-based communication channels for, inter alia, the

dissemination of Project-related information to the public, the reporting of

feedback and complaints.

iii. Verification of training sites and activities.

iv. Develop, approve (get approval where nessary) and implement the project‟s

action plan, implementation plan / schedule, risk mitigation plan, procurement

plan and communication management plan of the project.

v. Measure plan vs. actual with variance analysis.

vi. Continually monitor scope, time frame, budget and risk.

vii. Manage project resources to assure maximum efficiency, effectiveness and

resource utilization.

viii. Periodic risk management – project risks and people risks – and development of

mitigating strategies. Significant or high impact risks should be addressed in

light of decision taken by PSC and PIC.

ix. Recognize change management issues and risks; develop recommendations and

mitigating strategies.

x. Periodically measure and confirm stakeholder and Champions,

xi. Monitor overall progress of implementation on a monthly basis and evaluating

project performance;

xii. Carrying out procurement of goods and services under the project.

xiii. Communication with the World Bank Implementation Support Missions;

xiv. Providing assistance to beneficiary institutions on project management,

procurement, supervision of implementation, and technical advice as required;

xv. Supporting the project steering committee and project implementation

committee on technical and operational matters.

xvi. Communicating project results to the stakeholders, including PSC, PIC, WB and

to citizen.

xvii. Compiling and furnishing Financial Management Reports to the IMED and

World Bank on a monthly/quarterly basis.

18

7.0 Results Framework (UPDATED) Project Development Objectives (PDO):

(i) Catalyze the growth of Bangladesh’s IT/ITES industry for employment creation and export diversification; and (ii) Establish basic e-Government foundations to support public sector modernization.

PDO Level Results Indicators*

Co

re

Unit of Measure

Baseline Cumulative Target Values (Project Years) Freq-

uency Data Source/ Methodology

Responsibility for Data Collection

YR 1 YR 2 YR3 YR 4 YR5

Indicator One: IT/ITES employment

Number of people

12,000 12,000 19,500 24,000 31,500 42,000 Yearly Project implementation and statistical reports from BCC

BCC

Indicator Two: Increase in IT/ITES industry revenue

USD millions

N.A.6 NA7 $52 $84 $136 $200 Yearly Statistical reports to be collected by BCC

BCC

Indicator Three: World Economic Forum’s Network Readiness Index Ranking for Bangladesh

Ranking 115 115 114 113 112 110 Yearly Global Network Readiness Report

World Economic Forum

Indicator Four: Percentage of public sector (Ministries/Divisions and Departments) officials undertaken 1 or more e-Government skills course at BCC

Percent Nil Nil 10% 13% 15% 25% Yearly Project implementation and statistical reports from BCC

BCC

INTERMEDIATE RESULTS

Intermediate Result (Component One): IT/ITES Industry Development

Intermediate Result Indicator One: Number of manpower trained under the project

Number of people

N.A. N.A. 8,000 14,000 22,000 30,000 Yearly Training reports from BCC

BCC

Intermediate Result Indicator Two: Number of international consulting firms provided statistical data for their ranking indices

Number of firms

Nil Nil 4 4 4 5 Yearly BCC statistics BCC

6 Baseline data on total IT/ITES industry revenue to be collected by BCC as part of monitoring and evaluation.

7 Target based on the yearly increase in employment multiplied by an estimated yearly revenue of USD 7,000 per employee.

19

Intermediate Result (Component Two): e-Government Foundations

Intermediate Result Indicator One: Percentage of ministries using 2 or more e-Government technology foundations established under the project

Percent Nil Nil 20% 30% 40% 50% Yearly Project implementation reports from BCC

BCC

Intermediate Result Indicator Three: Number of e-Government skill courses available in BCC

Number of courses available

Nil Nil 3 4 5 5 Yearly Project implementation reports from BCC

BCC

Intermediate Result Indicator Four: Percentage savings in government IT spending

Percent Nil 08 0 8 11 15 Yearly Project implementation

reports from BCC BCC

Intermediate Result (Component Three): Program Management

Intermediate Result Indicator One: Midterm review report completed by end February 2015

_ _ _ _ report

submitted

_ _ One time BCC PCU

8Percentage savings is estimated using the rack space utilization rate of the datacenter and disaster recovery center as proxy for overall usage of the e-Government foundations, multiplied by the

industry rate of return for use of shared datacenter. It is assumed that the utilization rate of the centers will be zero in the first year due to its set up, and at 25% increase in utilization from years

2 – 5 of the project (total of 100% utilization at year 5).

20

8.0 Component 1: IT/ITES Industry Development

IT/ITES Industry Development

8.1 The first major objective of the LICT project is to catalyze the growth of Bangladesh's

IT and IT-Enabled Services (IT/ITES) industry for employment creation and export

diversification. The activities under the LICT Project‟s major Component 1 for IT/ITES

Industry Development will achieve this major objective of Industry Growth and Employment.

This component will increase the competitiveness of Bangladesh‟s IT/ITES industry by

increasing the quantity and quality of skills, awareness and perception of the country, and

support development of IT/ITES-specific infrastructure.

8.2 Following are the major sub-components of the LICT Project‟s IT/ITES Industry

Development Component:

1. Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment

2. Foundational Skills for ITES/BPO Segment

3. HRD Grants through the FTFL (Fast Track Future Leader) Program

4. Middle Management Training for IT/ITES Companies

5. Institutional Capacity Building for BCC and Local Industry

6. IT/ITES Industry Promotion Globally

8.3 Component Activities & Methodology

a) Top-up IT Training Program:

The IT Services Segment will provide software developer conversion training of six to nine months for 10,000 CSE/IT/ non-computer science graduates from universities and colleges. In addition the faculty will be trained and the trainees will be certified in partnership with leading universities and IT/ITES players to ensure quality. This activity will be executed by a firm selected through single stage international bidding.

b) ITES/BPO Foundation Skills Program: This sub-component will provide training for 20,000 trainees in language, customer

service, cultural sensitization, and PC/keyboarding; in order for these trainees to have

sufficient basic skills to be ITES employable. An anchor institution will be identified

to partner with international ITES players to provide the training. This activity will be

executed by a firm selected through single stage international bidding.

c) Top-up IT Training of CSE/IT/Science Graduates for IT Services Segment: The training will be conducted to mainstream the IT graduates in the industry. The

training will be on selected domain required by the industry and areas identified by

21

the firm selected for „Strategic Planning and Statistics Gathering for IT/ITES

industry’.

d) Middle Management Training for IT/ITES Companies: This training will support a local leading academic institution in partnering with

overseas institutions to provide IT/ITES focused supervisory/middle management

training programs. The selected international firm with an anchor institute such as

Institute of Business Administration, Dhaka University will implement the program.

The training requirement will be fine tuned with consultation from IT/ITES Expert

and the industry.

e) Company Certification: Selected ITES/ITS/BPO companies will be certified with internationally recognized

certifications for creating acceptability amongst global clients. The process will start

after completion of Strategic Planning and Statistics Gathering for IT/ITES industry

process and understanding the local industry status.

f) Strategic Planning and Statistics Gathering for IT/ITES industry: The process of recruiting international firm is in process. The output from the study

will be the consolidate other activities under the project.

g) IT/ITES Industry Promotion Services on Marketing and Communication: The process of recruiting international firm is in process. The output from the study

will be the consolidate other activities under the project.

h) Market Intelligence Services on IT/ITES (IT/ITES Industry Promotion Services on Business Development for Bangladesh): The process of recruiting international firm is in process. The output from the study

will consolidate other activities under the project. This sub-component will provide

the Market Intelligence Services on IT/ITES unifying BASIS, BCC and the offshore

outlets for International Market Data Collection.

i) Improving Global Ranking of Bangladesh for IT/ITES: This sub-component will focus on the global trends and current global ranking of

Bangladesh for IT/ITES unifying BASIS, BCC and the offshore outlets for

International Market Data Collection.

j) Outreach Program for Youth and Woman: This sub-component will focus on attracting top young talents especially more women

into IT/ITES coordinating BASIS, BCC and the global promotional operations for our

IT/ITES Industry.

22

9.0 Grants Management

Fast Track Future Leaders (FTFL)

Innovating FTFL based on feedback from IT/ITES Industry:

9.1 The Fast Track Future Leaders (FTFL)

This program is designed with active interaction with the industry. The project has

component to emulate the internship program of BCC but the industry expressed their

reservation on the current internship program of BCC. The industry intake of interns from

the program run by BCC has declined. The project and the industry has jointly developed this

FTFL program through grants management sub-component of the project. The FTFL

program eliminates the weakness of the current internship program of BCC.

9.2 The key features of the program are:

1. Fast Tracking young graduates for Future Leaders (FTFL) with direct

collaboration of the Industry;

2. The grants will be utilized starting with 900 FTFLs as pilot. Subsequently,

performance evaluation after 3 months it will be expanded to another 3100.

3. The FTFLs will be equally distributed among 3 sectors: i) ITS9, ii) ITES

10 & iii)

Sales, marketing, Accounting & HR management of the company.

4. The FTFLs will be selected through online test.

5. To ensure participation of the brilliant graduates in the FTFL program the

advertisement for FTFL will be circulated using all applicable media.

9.3 Issues of IT/ITES Industry Development Operations

IT/ITES Industry Development Component in this Project will have to continually

address the issues and challenges described below arising during the project life cycle. As

such the Operation Manual may be updated as when required to meet the challenges of the

evolving scenario.

Some Identified Issues and Challenges

1. Ensuring reliable Industry Demand Data for Human Resources;

2. IT/ITES Industry growth to ensure jobs for the “finished products” from LICT11

;

Facilitate universities to support this extensive training program by their already

overloaded Teachers;

3. Finding the best model for the TOT (Training of the Trainer) program;

9 IT service

10 IT enabled service

11 Leveraging ICT for Growth, Employment & Governance Project

23

4. Support for companies transitioning from ITS to ITES; And vice-versa;

5. Incorporate trainings & certifications to fit with the higher education curriculum;

6. Devising the monitoring methodology and creating a dashboard for ongoing

performance based on ground reality;

7. Project is working towards creating sustainable eco-system for employment in this

sector. SLA12

between the Universities and the Industry or Industry Association may

be developed for ensuring sustainability;

8. Developing a process to track the progress of the beneficiaries for multiple years to

see the long term success;

9. To ensure ongoing survey to capture information on new evolving skill sets that may

require addition or modification of the existing curriculum?

10. Defining the roles of the IT/ITES Industry Association, Universities and Government

to ensure sustainability;

11. Ensuring the sustainability (organizationally as well as financially) of the training

facilities created for future continuity beyond the life cycle project.

10.0 Component-2: e-Governance

10.1 e-Governance Foundations

10.1.1 The second objective of the project is to strengthen IT/ITES facilities, policies,

standard and guidelines for public sector modernization. The activities under the Project‟s e-

Governance Foundations will achieved through transformation of the government to a

modern public sector for good governance in Bangladesh.

10.1.2 This component will provide critical e-Government technological foundations for the

country‟s governance agenda for the years ahead, and build the human capacity to leverage

technology for governance reforms.

10.1.3 Following are the major sub-components of the LICT Project‟s e-Government

Foundations Component:

1. Shared Infrastructure for IT Hosting

2. Shared IT Governance Policies, Standards and Structures

3. Capacity Building on e-Government

10.1.4 Shared Infrastructure for IT Hosting sub-component will expand and strengthen

BCC‟s capacity to provide shared IT hosting facilities (including the existing site, disaster

recovery site, and cloud computing) to the other government agencies. The detailed

operations are already in place with the existing Data centre and other hosting facilities.

These can be reviewed and modernized depending on the audit reports.

12

Service Level Agreement

24

10.1.5 IT Governance Policies, Standards and Structures sub-component will establish the

government‟s enterprise architecture for coordinating investments across government

agencies, and avoiding duplication and waste. This includes the development of an e-

Government Interoperability Framework (e-GIF) to facilitate the cross-agency exchange of

information.

10.1.6 In addition this sub-component will establish GOB‟s information security program,

set program goals and priorities that support the government‟s mission, and support the set up

a national Computer Incident Response Team (CIRT) to facilitate and support the program.

Some of the operations were suggested by a2i program with their proposed CCDS (Citizen

Core Data Structure), e-GIF, Policies and Procedures on different e-Governance activities.

These can be reviewed and modernized depending on the audit reports.

10.1.7 Capacity Building on e-Government Skills sub-component will focus on the capacity

building for public sector IT-related staff on training on the use of the e-Government

foundations to mainstream its use across the other agencies. It will also develop a public

sector e-Government skills development program and provide necessary training on basic

systems, networks, and computer support and management skills for relevant IT-staff across

the government agencies. The sub-component will also train higher-level staff in IT planning,

strategizing, and project and change management skills so that they can holistically support

their agency‟s e-Government efforts. A detailed sustainable operations plan needs to be

developed so that the systems view takes precedence while building capacity of the

government officials.

10.2 Component Activities & Methodology

a) Develop National Enterprise Architecture: The detailed Terms of Reference (ToR) will give the baseline for operations for the

bid winning international company. The selected company will make detailed steps

for operations along with the LICT Project Team. We will form a CCB (Change

Control Board) to manage the needed changes in the detailed activities as and when

required. Existing e-Governance and standardization initiatives from all the

government entities and programs, especially from a2i in the Prime Minister‟s Office

will be coordinated and harmonized to avoid any duplication of works. a2i program‟s

CCDS (Citizen Core Data Structure), e-GIF, NESS, NPF should be taken into account

while working with the NEA (National Enterprise Architecture). These can be

reviewed and modernized depending on the audit reports.

b) Develop Information Security Governance and Structure: The detailed Terms of Reference (ToR) will give the baseline for operations for the

bid winning international company. The selected company will make detailed steps

for operations along with the Project Team. We will form a CCB (Change Control

Board) to manage the needed changes in the detailed activities as and when required.

25

Existing e-Governance and security standardization initiatives from all the

government entities and programs, especially from a2i in the Prime Minister‟s Office

will be coordinated and harmonized to avoid any duplication of works. Existing

National Security Policy will be reviewed and revised as necessary.

c) Capacity Building on e-Government for the Public Administration:

The detailed Terms of Reference (ToR) will give the baseline for operations for the

bid winning international company. The selected company will make detailed steps

for operations along with the LICT Project Team. We will form a CCB (Change

Control Board) to manage the needed changes in the detailed activities as and when

required. Existing e-Governance initiatives and the required skills to support the

initiatives from all the government entities and programs, especially from a2i in the

Prime Minister‟s Office will be coordinated and harmonized to avoid any duplication

of works. Existing National Skills Development Policy and the central e-Governance

skills repository of all public administration members will be reviewed and revised as

necessary. A detailed sustainable operations plan needs to be developed so that the

systems view takes precedence while building capacity of the government officials.

d) Computer Incident Response Team (CIRT): This sub-component will also establish the GOB‟s information security program, and

set program goals and priorities to support the government‟s mission. It will also

provide resources to set up a national Computer Incident Response Team (CIRT) to

facilitate and support the program. This sub-component will set up a national CIRT

to:

Serve as a trusted focal point of contact and coordination within and beyond

national borders;

Identify and manage cyber threats that may have adverse affect on the country;

Help systematically respond to cyber security incidents and takes appropriate

actions;

Help the constituency to recover quickly and efficiently from security incidents;

Minimise loss or theft of information and disruption of services;

Establish and nurture relationships with other international/regional CIRTs;

Make general security best practices and guidance available through

publications, websites, and other modes of communications; and

Participate in initiatives (or set directions and drive the projects) pertaining to

developing national policies, strategies, laws and regulations for cyber security.

10.1.8 The CIRT will be set up in phases, and include activities to:

Provide trainings to improve the skill-sets, competency, and confidence of the

national CIRT personnel;

Improve the overall readiness, availability and reliability of ICT infrastructure

and services to the public as well as the private sector;

Develop applicable policies and regulations for telecommunication and ISPs;

Develop and implementing cyber security awareness campaigns to the general

public;

26

Propose, implement and continuously improving cybercrime legislation; and

Develop a sound financial plan and operational plan for the sustainability of the

national CIRT.

10.1.9 A committee comprising members from (1) Bangladesh Telecom Regulatory

Commission (BTRC), (2) Bangladesh University of Engineering & Technology (BUET), (3)

Controller of the Certifying Authority (CCA), (4) Bangladesh Bank, (5) BCC (6) BD-CIRT

of ISAB and (7) All law enforcement agency will steer the CIRT component to ensure

sustainability.

10.1.10 The training and awareness campaign to create competency for CIRT will be

undertaken as a first step as per the recommendations of the committee. The following

trainings as recommended by the committee will be conducted for the selected candidates:

a) Incident Handling

b) Intrusion Analysis

c) Penetration Testing

d) Network Security

e) Computer and Network Forensic Investigation

f) Auditing of Critical Information systems

g) Software Security

A pilot training of Certified Safe Computer User will be conducted to access the

suitability of the training for creating mass awareness of safe computer usage in government.

10.1.11 The component will also ensure trainings for the government / public sector officers

to meet the challenges of the new eco-system. Some of these trainings are listed below which

may be organized.

Sl Tentative Training Title Participants

01 Operational Project

Management & Control

MoICT, ERD, Planning Commission, IMED,

BCC, PMO, CCA, HTPA etc

02 Contract Management &

Disbursement Monitoring

MoICT, ERD, Planning Commission, IMED,

BCC, PMO, CCA, HTPA etc

03 Project Budgeting & Cost

Control

MoICT, ERD, Planning Commission, IMED,

BCC, PMO, CCA, HTPA etc

04 Public Sector Reform:

Improving Delivery of Public

Services

MoICT, Planning Commission, IMED, BCC,

PMO, CCA, HTPA etc

05 Social and Environmental

Monitoring of Projects &

Programs

MoICT, Planning Commission, IMED, BCC,

PMO, CCA, HTPA etc

06 Data Center Management MoICT, BCC, PACC etc.

07 Information Security

Management

BCC, PACC,CCA etc.

08 Information System

Virtualization

BCC, PACC, CCA etc.

09 Performance Monitoring of IT

System & System Audit

BCC, PACC, CCA etc.

27

The list of the trainings are tentative which may be finalized after the consultants reports

from various sub-components. User level training for NEA will also be included.

11.0 Procurement

11.1 Public procurement plays a vital role in any economy. In general a lion share of any

development project involves procurement activities. The project has been designed to carry

out procurement activities of goods, non-consulting services and services over the total

implementation period to meet the objective of the project.

Legal frame

11.2 All procurements under National Competitive Bidding (NCB) having estimated cost

less than certain threshold will follow The Public Procurement Act 2006 (PPA) and The

Public Procurement Rules 2008 (PPR) subject to some conditions ( discussed later). All

procurements under International Competitive Bidding (ICB) irrespective of threshold and

NCB having above certain threshold value will follow World Bank Procurement Guidelines

for Goods, Works, and Non-consulting Services, January 2011 (Procurement Guidelines). All

procurements of consulting services under any method having value above certain threshold

will follow World Bank Guidelines for selection and employment of Consultants, January

2011 (Consultant guidelines). Standard Tender / Bid documents and Standard Request for

Proposals would be used following PPR/PPA/ World Bank Guidelines. PPR/PPA and related

document are available on website: www.cptu.gov.bd. World Bank guideline on procurement

are available on website: www.worldbank.org.

11.3 All expected major procurement of goods, non-consulting and consultants‟ services

will be announced in the General Procurement Notice (GPN), published in the Bank external

website and United Nations Development Business (UNDB).

12.0 Procurement of Goods and non-consulting services

12.1 Office equipment including Desktop and laptop Computers and accessories,

furniture, refurbishing of office for PCU, equipment Computer set, software, related office

equipments & accessories for Computer laboratories, equipment and machineries for

expansion of DC and establishing DRC, hardwire and software for establish cloud

computing, Software & various equipments for CIRT , vehicles for PCU, different

consumable and non-consumable items for the project would be required to procure under the

methods of ICB, NCB, National Shopping (NS) and Direct Contracting (DC) depending the

threshold value of the procurement objects.

28

13.0 International Competitive Bidding (ICB)

13.1 Procurement of Goods and non-consulting services having estimated contract value

of US$ 600,000 or above would be required to follow ICB. ICB would be carried out

following Procurement Guidelines using standard bidding documents of the Bank.

14.0 National Competitive Bidding (NCB)

14.1 Goods and non-consulting services having estimated contract value of less than US$

600,000 would be procured using NCB . NCB would be carried out under Bank Procurement

Guidelines following procedures for Open Tendering Method (OTM) of the People‟s Republic

of Bangladesh using standard bidding documents satisfactory to the Bank subject to the

conditions as under:

a) post bidding negotiations shall not be allowed with the lowest evaluated or any other

bidder;

b) bids should be submitted and opened in public in one (1) location immediately after

the deadline for submission;

c) rebidding shall not be carried out, except with the Association‟s prior

agreement;

d) lottery in award of contracts shall not be allowed;

e) bidders‟ qualification/experience requirement shall be mandatory;

f) bids shall not be invited on the basis of percentage above or below the estimated cost

and contract award shall be based on the lowest evaluated bid price of compliant bid

from eligible and qualified bidder; and

g) single stage two (2) envelope procurement system shall not be allowed.

15.0 National Shopping (NS)

Low value or off-the shelf goods having estimated contacts value equal or less than

US$50,000 may be procured under this method using Request for Quotation document of

PPR.

16.0 Direct Contracting (DC)

a) Direct contracting is contracting without competition (single-source) and may be an

appropriate method under the following circumstances.

b) An existing contract for goods and non-consulting services, awarded in accordance

with procedures acceptable to the Bank, may be extended for additional goods, works,

and non-consulting services of a similar nature. Provisions for such an extension, if

considered likely in advance, shall be included in the original contract;

29

c) standardization of equipment or spare parts, to be compatible with existing

equipment, may justify additional purchases from the original Supplier.

d) the required equipment is proprietary and obtainable only from one source;

e) the procurement of certain goods from a particular supplier is essential to achieve the

required performance or functional guarantee of an equipment or plant or facility;

17.0 Procurement of Consultants’ services

18.1 Most of the consulting services are intended to hire International firm

because of nature of consulting services. Furthermore, consulting services for

individual are provisioned in LICT. The selection of consulting firms and individual

will follow World Bank Guidelines for selection and employment of Consultants,

January 2011.The method of services procurement are as follows:

17.1 Quality- and Cost-based Selection/ Quality-based Selection (QCBS/QBS) :

Consulting services through firms valued equal or more than US$ 200,000

each contract will follow QCBS/QBS method .

17.2 Fixed Budget Selection(FBS) Consulting services through firms estimated

less than US$ 200,000 each contract will follow FBS method

17.3 Least Cost Selection/ Fixed Budget Selection(LSC/FBS) Firms for

Consulting services valued less than US$ 100,000 each contract will be

selected following LSC/ FBS method .

18.0 Single-Source Selection (SSS)

Single-source selection may be applied in the following cases, and only if it presents

a clear advantage over competition: (a) for tasks that represent a natural continuation of

previous work carried out by the firm (see next paragraph); (b) in exceptional cases, such as,

but not limited to, in response to natural disasters and for emergency situations both declared

by the Borrower and recognized by the Bank; (c) for very small46 assignments; or (d) when

only one firm is qualified or has experience of exceptional worth for the assignment. This

method is applicable irrespective of threshold value.

19.0 Selection of Individual Consultants

Individual consultants will be selected on assignments for which (a) a team of experts

is not required, (b) no additional outside (home office) professional support is required, and

(c) the experience and qualifications of the individual are the paramount requirement

following Section V of World Bank Guidelines for selection and employment of Consultants,

January 2011.

30

20.0 Prior Review

a. Goods and non-consulting service Contracts

All Contracts worth above US$ 600,000 per Contract will subject to prior review. All

contracts of Direct Contracting method irrespective of threshold value will be taken under

prior review.

b. Consulting services

All Contracts worth above US$ 200,000 per Contract under QCBS /QBS method

will subject to prior review. : All Contracts worth above US$ 100,000 under FBS

method will subject to prior review. All contracts through selection of Individual

Consultant valued above US$ 100,000 will be taken under prior review. Contracts

under SSS meeting the requirements of 3.8 to 3.11 of the Consultant Guidelines

irrespective of threshold value will require prior arrangement.

21.0 Post Review

a. Goods and non-consulting service Contracts

All Contracts worth less than US$ 600,000 per Contract will subject to post review

b. Consulting services

All Contracts worth less than US$ 200,000 per Contract under QCBS /QBS method will

subject to post review. : All Contracts worth less than US$ 100,000 under FBS method will

subject to post review. All contracts through selection of Individual Consultant valued less

than US$ 100,000 will be taken under post review.

21.1 Use of Standard Documents

For the procurement of goods and non-consulting services following ICB , the use

of Standard bidding document of World Bank is obligatory while following NCB Standard

bidding document derived from PPA/PPR satisfactory to Bank may be used. For selection of

consulting firms following QCBS/QBS/FBS method, Standard Request for Proposal of

World Bank and GoB will be used depending upon the threshold value of the Contract.

Selection of individual consultant –will follow GoB and World Bank Documents in respect

of category of national and international . Standard Bid/ Proposal evaluation reports of

World Bank and GoB are used while evaluating bids and proposal depending on the

threshold value.

22.0 Operating Costs

22.1 It will include incremental operating costs for office utilities, office supplies and

stationeries, operation and maintenance of equipment and vehicles, hiring of vehicles, fuel,

office rent, souvenirs, events, bank charges, advertising costs, and salaries and allowances of

contracted staff, with those of Government officials excluded.

31

22.2 Assessment of the BCC’s Capacity to Implement Procurement

The assessment of BCC‟s procurement capacity was carried out in BCC applying the web-

based Procurement Risk Assessment Management System (P-RAMS). BCC will require

adequate procurement staff to manage procurements under this project. Furthermore, the

BCC will need more training and experience in international competitive bidding (ICB)

following Bank guidelines. The project is rated as “Substantial-Risk” from procurement

operation and contract administration viewpoint. In order to minimize the risks several

measures are required to be introduced during the implementation of the project.

22.3 The following measures have been agreed upon to mitigate risks with the

Government. Part of these measures is already in place, while the remaining shall be

implemented as the project preparation moves and the project is implemented.

22.4 Identify procurement focal points (PFP) in BCC

BCC shall nominate a procurement focal point for this Project. The appointed focal point

will take necessary training, both on PPR 2008 and Bank Procurement and Consultant

Guidelines. The focal persons will help BCC in day-to-day procurement follow-up and

preparation of reports on a periodic basis.

22.5 ICT procurement consultant

Service of an individual international ICT procurement consultant The consultant

should have sound knowledge in international procurement, and will assist BCC committee

for large IT procurements. The service of the consultant will be short term.

22.6 Service of a national procurement consultant

The consultant, as an expert in the field, will provide quality services maintaining highest

degree of integrity and ethical standard. He / She should have sound knowledge in the Bank

Procurement Guidelines and Borrower‟s Public Procurement Act / Rules, and will be board

on full time basis.

22.7 Functional webpage for BCC with procurement related information accessible to the public:

All information pertaining to bidding and procurement above the specified thresholds, as per

PPR, will be published in Central Procurement Technical Unit‟s (CPTU‟s) website. In

addition, BCC will publish procurement information on its own website. This information

will include: invitation to bid, bid documents and RFPs (wherever applicable); latest

information on procurement plan/contracts; status of evaluations once completed; contract

32

award information; and information covering the poor performance of contractors, suppliers

and consultants, including a list of debarred firms. The website would be accessible to all

bidders and interested persons equally and free of charge.

22.8 System for handling complaints:

An accountable and transparent system will be established to handle the complaints

following the provisions of PPA/PPR with the timetable stipulated therein.

22.9 Procurement Risk Mitigation Plan (PRMP):

BCC will prepare and submit reports to IDA on a periodic (semi-annual) basis capturing

data through Procurement Performance Monitoring indicators ( Annex-14) to mitigate the

issues described in Annex- 15.

22.10 Governance and Accountability Action Plan (GAAP):

World Bank and its partners should turn their focus from corruption within World Bank-

funded projects to financial systems as a whole. The purpose of the plan for the Leveraging

ICT for Growth, Employment and Government Project is to identify the specific

responsibilities of the implementing agency and the World Bank to facilitate effective and

appropriate use of the funds for the project, to prevent corruption enhancing good

governance. The GAAP of the project is at Annex-16

23.0 The Procurement Plan Execution System (SEPA)

23.1 SEPA is a platform for managing and accessing basic information on every works,

goods, and services contract planned or being performed in a Bank financed project. The

LICT has been taken on pilot basis on SEPA platform to manage Procurement Plan

execution status, and particulars of each contract being financed under the project.

23.2 SEPA is useful not just for procurement experts, but for everyone who will be

involved in a project, since, in addition to technical data, it provides valuable management

information. A tool for work planning and overall project budget tracking, it also produces

project implementation ,procurement efficiency, and contract administration metrics.

23.3 SEPA is useful as well to civil society, the business community, and the general

public. The information it reports adds a significant dose of transparency to the financed

projects‟ processing and management.

23.4 The Procurement Specialist has been given access to SEPA to upload Procurement

Plan including revised one, participants details and awarded bidder, contract amount and

payment and other related information during the execution of Contracts. The PD and DPD

have been given the authority to use SEPA to send uploaded Procurement Plan and other

related information to World Bank for approval. The Procurement Plan approved by World

Bank may be seen at Annex-17

33

Financial Management

24.0 Objective

24.1 The need for sound financial management arrangement and capacity of PCU are

critical for the efficient and effective operation of the project involving many consulting and

non-consulting services. Therefore the Project has taken all the possible measures to develop

a sound financial management system:

a) to ensure functioning of proper internal control system

b) to handle smooth flow of fund incompliance of the financing agreement with the

World Bank and the relevant rules and regulations of the Government

c) to maintain proper records of inflows and outflows of fund with full particulars

supported by documentary evidences

d) to prepare timely the financial reports (monthly/quartely/annual) and submit to the

World Bank and to the Government Authorities

e) In order to comply with the loan covenant, a computerized accounting system (on

ORACLE E-Business Suite) has been customized for the Project and put to operation

in November, 2013. The IUFR for the QE 31 December and onwards would be

generated from the computerized system.

24.2 Sources and Utilization of Funds

The sources of finance for implementation of the project are as under:

The IDA financing is as under as per the financing agreement dated 26 November 2012:

Cost Category

IDA

SDR

Equivalent USD

@1.5859

Financing

%

(1) Goods, works,

non-consulting

services and

consultants' services

35,160,000 55,760,244 100%

(2) Training

4,040,000 6,407,036 100%

(3) Grants

3,160,000 5,011,444 100%

(4) Operating Costs

540,000 856,386 100%

Mode of

Financing

GOB (FE) PA (RPA) Total PA Source

Loan/credit 57,197.02 57,197.02 IDA Credit

Grant 51.47 51.47

Total Project

Cost Estimate

51.47 57,197.02

57,248.49

34

(5) Unallocated

1,300,000 2,061,670

Total

44,200,000.0 70,096,780

IDA's part of project funds flows through a Designated Account (DA) which is a Convertible

Taka Account (CONTASA) with Janata Bank as per the requirement of the World Bank.

24.3 Financial Powers

The financial powers for the project are exercised as per the delegated financial powers of the

Government of Bangladesh for development projects.

24.4 Internal Controls

24.4.1 Internal controls have been designed with due regard to the following:

a) Rules, regulations, policies and procedures of the Government

b) Guidelines and requirements of the World Bank

c) Project specific controls in the Operations Manual

d) Reporting requirements

e) Standard accounting principles and practices and

f) Segregation of duties

24.4.2 Internal control mechanism at the Project includes the following:

a) Regular monitoring of financial performance with budgets and targets

b) Review of physical and financial progress

c) Checking of expenditures/payments with reference to appropriate documentation

and authorization

d) Joint signatures on all payments

e) Monthly bank reconciliation

f) Week-end physical verification of cash

g) Quarterly physical verification of stores & stock items

h) Annual physical verification of fixed assets

i) Up-to-date records of all receipts and payments (cash & bank)

j) Maintenance of bill register

k) Maintenance of cheque register

l) Maintenance of stock register and

m) Maintenance of fixed assets register

n) Maintenance of vehicle log book

o) Maintenance of contracts register

35

25.0 Budgeting

25.1 The Project Director with the assistance of the project Financial Management staff

prepares the project budgets on the basis of the approved procurement and implementation

plans.

25.2 PCU, BCC then submit annual original and revised budget proposals to the planning

wing of the MOICT to obtain the Planning Commission's approval under the Annual

Development Plan (ADP) and the Revised ADP.

25.3 The PD undertakes due diligence in preparing realistic budgets to ensure that the

project implementation is not hindered by budgetary constraints while taking care that only

the resources needed for targeted progress is budgeted.

25.4 Actual expenditures for the project are measured against budgets/forecast for each

quarter and variances are reviewed and taken into consideration while submitting IUFR to the

World Bank and for budget revision as per Government requirements.

26.0 Basis of Accounting

26.1 The accounts of the Project are maintained on cash basis. The Project has

developed a computerised financial management system for its financial accounting and

generating financial reports as are required for submission to the World Bank and the

Government and for Project Management

27.0 Financial Reportings

The required financial reportings of the Project are as under:

a) IUFR for the World Bank (Annex 18)

b) Interim Unaudited Financial Reports (IUFR) – Quarterly (Hard copies to be

submitted within 45 days from the end of the each quarter to the Country Office of the

World Bank)

c) Withdrawal Application - Quarterly (Soft copies to be submitted within 45 days

from the end of the each quarter through Client Connection)

d) PFS for audit by the FAPAD (Annex 19)

e) IMED Reports (Annex 20)

f) Quarterly Physical and Financial Target (in Form IMED 02/2003)

g) Quarterly Progress Report (in Form IMED 03/2003)

h) Monthly Progress Report (in Form IMED 05/2003)

36

28.0 Internal Audit

28.1 In view of the absence of internal audit department in BCC and high value and

volume of consulting and non-consulting contracts the project will appoint internal auditors

twice during the life of the project by hiring a chartered accountants firm on the basis of a

TOR to be agreed by the World Bank.

28.2 The audit coverage will essentially include Financial Management, Procurement and

Operational aspects of the project. One of the audits will be carried out before the mid-term

review and the other one a year prior to the credit closing. The TOR and the selection process

will be subject to the Bank's concurrence. A draft TOR is in Annex 21

29.0 External Audit

29.1 The annual external audit of the project will be carried out by the Foreign Aided

Project Audit Directorate (FAPAD), the designated Unit of the C&AG. The audit will be

completed within six months of the close of the financial year and a report will be submitted

to the World Bank.

29.2 The International Standards on Auditing (ISA) and INTOSAI standards on ethics will

be used in carrying out the audit. A Statement of Audit Needs (SAN) will be agreed with the

C&AG that the audit also covers testing anti-corruption controls and detecting transactions

with corrupt practices.

30.0 Disbursement Arrangements

31.1 The total project cost is US$70 million, with a five (5) year IDA credit of US$70

million including taxes, with GOB contributing an additional US$ 1 million to finance part of

the project in kind.

30.2 The World Bank/IDA disburses the fund upon submission of the Withdrawal

Application alongwith Interim Un-audited Financial Reports (IUFRs) by the Project. For

requesting the fund expenditure forecaste should be made for the susequent two quarters as

per financing agreement. Such expenditures forecast should be realistic based on the

procurement plan, updated implementation plan, and an analysis of payment obligations

arising out of contracts having regard to contractual progress milestones.

30.2 The initial advance to the DA is the amount shown as forecast expenditures for the

first six months activities of the approved annual work plan from the start up of the projects.

31.0 Disbursement Guidelines of the World Bank

31.1 The General Conditions specify that the Bank may make certain changes to the legal

agreement by providing notice to the borrower, such as extending the closing date,

reallocating funds, or reducing disbursement percentages.

Arrangements for Financing Eligible Expenditures

37

31.2 Disbursements may only be made to finance eligible project expenditures, in keeping

with the purposes of the project. Accordingly, the first steps in establishing disbursement

arrangements are to determine the expenditures that are eligible for financing under the loan,

decide how these will be grouped in expenditure categories, ascertain what share

(disbursement percentage) of each expenditure category will be financed under the loan, and

determine the need for any disbursement conditions. Other financing considerations that

affect disbursement arrangements are refinancing of project preparation advances, retroactive

financing, and financing of fees and other loan charges.

31.3 The General Conditions define eligible expenditures as the reasonable cost of goods,

works, and services required for the project to be financed out of the proceeds of the loan and

procured, all in accordance with the legal agreement and during the loan disbursing period.

Fiduciary Oversight Arrangements

31.4 The Bank‟s policy with respect to expenditures that the Bank may finance from loan

proceeds requires that acceptable oversight arrangements, including fiduciary oversight

arrangements, are in place to ensure that such loan proceeds are used only for the purposes

for which the loan is granted, with due attention paid to economy and efficiency.

31.5 Throughout project preparation and implementation, the Bank assesses and monitors

the adequacy of the borrower‟s financial management arrangements (budgeting, accounting,

internal control, funds flow, financial reporting, and auditing practices). In cases where

financial management arrangements are acceptable, the Bank relies on such arrangements to

provide assurance that loan proceeds are used for the purposes intended. In cases where the

Bank has identified weaknesses, it requires the borrower to undertake appropriate measures

to mitigate the risks posed by the weaknesses.

31.6 The Bank also assesses and monitors the adequacy of the borrower‟s procurement

arrangements and the initial and updated procurement plans for the project. The Bank also

considers the implementing entity‟s experience with payment of contracts. When late

payment of contracts has been a problem, the project design incorporates actions to address

this weakness.

32.0 Supporting Documentation

32.1 The Bank requires supporting documentation that provides evidence that withdrawals

from the loan account have been or are being made for eligible expenditures, as specified in

the legal agreement and the Disbursement Guidelines. Depending on the disbursement

method used, the borrower may provide this documentation at the same time as an

application for withdrawal.

32.2 The General Conditions require the borrower to retain all records (contracts, orders,

invoices, bills, receipts, and other documents) evidencing eligible expenditures and to enable

the Bank‟s representative to examine such records.11

They also require the records to be

retained for at least one year following receipt by the Bank of the final audited financial

statement required in accordance with the legal agreement or two years after the closing date,

38

whichever is later. Borrowers are responsible for ensuring that document retention beyond

the period required by the legal agreement complies with their government‟s regulations.

32.3 Throughout the life of the project, the borrower and the implementing entity retain all

original records and copies of applications for withdrawal, applications for special

commitments, and supplementary forms sent to the Bank. Examples of original records to be

retained for the project include the following:

a) procurement documents (bid documents, invitations to bid, evaluation reports);

b) purchase contracts;

c) purchase orders;

d) letters of credit;

e) suppliers‟ invoices and certificates of origin;

f) shipping or import documents and inspection certificates;

g) evidence of receipt of goods or services;

h) contractors‟ and consultants‟ invoices or certificates of completion;

i) performance security documents, such as bank guarantees in the case of advance

payments if required under the terms of a contract;

j) force account records (with the supervisor‟s or consultant‟s countersignature where

required);

k) recurrent cost records;

l) authorizations for payment;

m) evidence of payment, such as bank statements;

n) accounting records of approvals, disbursements, and balances available;

o) evidence that suppliers have provided refunds where goods have been returned and

that corresponding adjustments have been made in subsequent applications.

33.0 Authorized Signatures

33.1 As discussed in section 3 of the Disbursement Guidelines, before disbursements may

commence under the loan, the borrower‟s authorized representative (as designated in the

legal agreement) must notify the Bank which official or officials may sign applications for

withdrawal or applications for a special commitment and provide copies of their

authenticated specimen signatures.

The borrower sends this notification and specimen

signatures to the Bank at the location specified in the disbursement letter.

34.0 Providing Supporting Documentation for Disbursement

34.1 For disbursements to the borrower, the borrower must provide supporting

documentation to demonstrate that loan proceeds have been used for the purposes for which

the loan was granted.

34.2 Requests for reimbursement and reporting on the use of advances are to be

accompanied by interim unaudited financial report.

39

34.3 Interim unaudited financial reports normally encompass the entire project as described

in the project appraisal document and legal agreement and not just the part financed by the

Bank. They reflect all project activities, financing, and expenditures, including counterpart

funds, funds from other development partners, and contributions in kind such as labor and

accommodation irrespective of whether the unit of the borrower implementing the project

controls the funds for all aspects of the project. Interim unaudited financial reports should be

used to support withdrawals from the loan account. The Bank normally requires cash forecast

for the two subsequent reporting periods. The Bank does not require any other supplementary

information.

35.0 Contracts Subject to the Bank’s Prior Review

35.1 When the borrower is using the reimbursement method or reporting on the use of

advances, the Bank may request that the supporting documentation include a list of payments

against contracts that are subject to the Bank‟s prior review. The form and content of this

information is normally included as an attachment to the disbursement letter.

Using the Advance Method

35.2 The Bank may agree to provide funds to the borrower so that it may finance expected

project expenditures as they are incurred. The borrower may only use the funds advanced by

the Bank for eligible project expenditures. The Bank determines the limits and reporting

requirements that apply to advances during project preparation and appraisal taking into

consideration the project‟s cash flow needs and prior, as well as ongoing, performance (e.g.,

timeliness and reliability of reporting, prompt action to document or refund excess amounts).

35.3 The Bank normally disburses advances into a designated account. A designated

account may be either (a) segregated in an account of the borrower that is used only to

deposit advances for a Bank-financed project and to make payments for eligible project

expenditures, or (b) pooled in an account of the borrower into which the loan proceeds and

proceeds of other financing for the operation (e.g., borrower resources and/or financing by

other development partners) may be deposited.

35.4 The designated account is normally maintained in a freely convertible currency or a

stable currency. In countries that have a freely convertible currency, designated accounts may

be held in the currency of the borrower or any freely convertible currency.

35.5 The Bank normally establishes the ceiling based on planned project expenditures. It

also considers the task team‟s assessment of the borrower‟s capacity to ensure effective use

of designated accounts. The Bank may establish a ceiling that is (a) a fixed amount, or (b) an

amount that is adjusted from time to time during project implementation based on periodic

forecasts of cash flow needs. The borrower may request advances as needed for project

implementation so long as the total amount for which supporting documentation has not yet

been provided does not exceed the ceiling. Once the ceiling has been reached, the borrower

must report on how funds previously advanced have been used before the Bank will disburse

any additional advance amounts or provide evidence of immediate cash requirements that

justify increasing the ceiling.

35.6 The basis on which the ceiling is established can also be modified from a fixed

amount to one that is based on periodic forecasts. For example, this could be appropriate for

40

borrowers interested in using interim unaudited financial reports (which already include

periodic forecasts) to support disbursement.

Designated Account Management

35.7 A request for an advance normally requires no supporting documentation at the time

of the request if the amount requested is within the agreed ceiling. If payment of the amount

would result in the ceiling being exceeded, the borrower would need to either (a) report to the

Bank on the use of prior advances, or, exceptionally (b) provide a statement of planned

project expenditures for the reporting period justifying the need to increase the ceiling.

35.8 When reporting on the use of advances, the supporting documentation should be in

accordance with the requirements set out at the beginning of this chapter for all

disbursements to borrowers.

35.9 When making payments from a designated account, the borrower is responsible for

following all procedures specified in the legal agreement, the procurement plan, and any

additional instructions provided in the disbursement letter.

35.10 The borrower should only withdraw funds advanced to the designated account as

eligible expenditures are incurred. The borrower is responsible for maintaining appropriate

records including bank statements and bank reconciliations. The Bank may request to review

these during project supervision.

36.0 Transfers from Designated Accounts to Other Accounts of the Borrower

36.1 Loan proceeds on deposit in designated accounts may be transferred to another

account of the borrower or the project if the need exists and if appropriate arrangements are

in place to ensure that loan proceeds so advanced will only be used for the purposes intended.

These advances may be appropriate, among other things, to

facilitate the payment of large batches of expenditures in a currency other than the

designated account currency;

allow more control over the timing of payments by dispersed entities;

avoid implementation bottlenecks caused by cumbersome procedures in a central

entity holding the designated account.

36.2 The Bank considers the need for transfers from a designated account to other accounts

of the borrower and reviews the arrangements for managing the transfers as part of its overall

assessment of the borrower‟s financial management arrangements.

36.3 The borrower is accountable for all loan proceeds advanced to a designated account,

including amounts that may be transferred to another account of the borrower or the project.

If the Bank determines that an ineligible expenditure has been financed from a designated

account, it may require a refund

41

37.0 Supervision by World Bank FMS

37.1 Financial management supervision will be carried out by the World Bank Financial

Management Specialist (FMS) twice a year in line with the substantial risk rating. The World

Bank FMS will also review:

Quarterly IUFRs

Audit Reports and Management Letters

Report of Internal Audit and follow-up

38.0 Responsibilities of Financial Management Specialist & Associates

38.1 Financial Management Specialist

Provide support to PD on all aspects of finance, internal control and accountability.

Design reporting format in conformity with the reporting requirements of the

government and the World Bank.

Supervise all budget preparation and implementation, finance and accounts activities

of the project and provide guidance to the project.

Ensure timely and efficient administration of allocated funds in accordance with the

approved work plans and the applicable financial regulations, rules and resolutions.

Also Monitor flows of funds from Bank to the project and ensure that appropriate

procedures are followed.

Prepare annual and quarterly disbursement forecasts.

Prepare and consolidate financial reports for inclusion in the periodical Financial

Statements and Reports to be submitted to Steering Committee, PD and the World

Bank as per the condition of Financing Agreement.

Assist PD to develop and implement the operational manual (OM) incorporating all

financial control and segregation duties for the project activities related to financial

transactions and reporting.

Guide PD to implement accounting software after designing the chart of accounts and

the reporting formats for the accounting software.

Ensure control and management of proper records of project assets and purchases,

including inventory records and take necessary steps to carry out at least annual

physical verification of inventory and fixed assets.

Prepare Terms of Reference (TOR) for outsourcing of internal audit as per the

financial management arrangement with the Bank.

Carry out assessment and provide necessary advice and guideline to PD on financial

management capacity of the other institutes for any fund flow from the project to

these institutions under non consulting services for the purpose of the project.

42

Assess the need for additional financial monitoring reports under the project, and

track project progress in relation to overall budget allocations and spend under each

components/subcomponents.

Continually assess fiduciary risks and report any concerns to the PD.

Ensure all compliance of the laws, rules and regulations of the concerned Ministries,

Governments and the Financing Agreement with the World Bank.

Manage the work of other personnel to be engaged for dealing with financial matters

of the project.

38.2 Accounts Associate

Maintain register, books and other records in appropriate order to meet statutory and

reporting requirements of IDA and GOB and to facilitate classification and analysis of

financial information including file maintenance in orderly and easily retrievable

manners.

Timely and accurately record transactions in a computerized environment to fulfill

accurate and efficient reporting requirement consistently.

Check and verify bills, for procurement of goods, works and services for the project

as per applicable rules and forwarding to the PD for payment approval.

Write and verify cheques and present those to the signatories and arrange delivery of

the signed cheques to the beneficiaries, ensure timely recording of all payments,

timely prepare Bank Reconciliation Statement and initiates all correspondences in

connection with CONTASA.

Prepare document for timely replenishment of donor‟s fund and submission of

withdrawal request.

Draft quarterly Interim Unaudited Financial Report (IUFR) and ensuring their timely

submission to IDA.

Prepare annual and quarterly disbursement forecast for all component of the project in

line with the procurement and implementation plan.

Liaise with Accounts Section of BCC for the reporting as per the need of the Ministry.

Ensure deduction and payment of local Taxes (Income Tax & VAT) and CD VAT on

invoices as per the Income Tax Ordinance and VAT Act.

Assist both external and internal auditors in carrying out audit by providing necessary

financial information and respond to the audit queries.

Perform any other duty, as and when, delegated by the PD.

43

39.0 Financial Management Functions

39.1 Procedures for Payments/Disbursements

Supporting documents etc for procurements

Cash Memo / Bill / Invoices supported by approved Purchase/Work/Supplier

Orders (would be reviewed with reference to Contracts and Government Rules for

Procurement and World Bank Guidelines and Thresholds for Prior Review/Post

Review)

Payments mode

Payment would be made only through A/C Payee Cheque for amount exceeding

Taka 5,000 unless otherwise approved by the Project Director.

Primary Records for Payments

Cash Register

Cheque Register

Processing for Payments

a) Notes should be initiated by Accounts Associate in respective files and be placed

to FMS for review etc

b) FMS will, after review, request the PD for approval of the payment

c) After approval of the PD, Cheque/Cash Vouchers should be prepared by the

Accounts Associate

d) The prepared cheque/cash voucher should be entered in Cash/Cheque Register and

be submitted to the Deputy Project Director and the Project Director for payment

signatures on cheque/cash voucher

e) Revenue stamp of Taka 10 should be affixed as per law where applicable i.e. for

payment to suppliers of goods and services etc and the payee would bear the cost

f) VAT & AIT should be deducted and deposited as per law

Delivery of Cheques/cash payments

g) The external parties/persons should be delivered cheque or cash payment be made

only against stamped Money Receipts along with authorisation to receive the

payment.

h) Payments to internal staff should be against their claims duly approved by

DPD/PD S

Cash Holding Limit The cash holding limit is fixed at Taka 100,000 for emergency purpose.

Bank Reconciliation Statement

44

Bank balances should be reconciled for every month within the first week of the next

month

Stock and Fixed Assets Register Stock and Fixed Assets registers should be kept updated by Project Associates and

physical inventory should be taken by Accounts Associate of significant items at

periodical interval (Quarterly as well as annually) and reconciled with book balances.

The discrepancies noticed by the Accounts Associate should be brought to the notice

of the FMS who will review / investigate and submit report to the Project Director.

Bill Register

All bills/invoices/claims would be received & entered first by the Project Associate in

the Bill Register and then to be sent at the day-end to the Accounts Associate for

processing which may take three days maximum for final processing and

disbursement provided all the supporting evidences are available and are in order.

Emergency bills/expenditure will be processed on the same day upon approval

the Project Director.

Reference of Cash/Cheque Register would be provided in the Bill Register after the

payment is made.

Bank Accounts and Signatories

The Project maintains separate bank accounts in commercial Banks for the Program funds –

One for IDA Fund and Others for GOB Fund. The bank accounts are operated by joint

signatories (the Project Director and the Deputy Project Director). The bank accounts are:

Budgeting and Budgetary Control

The activities carried out are as follows:

a) Implementation and Procurement Plan

b) Preparation of Budget based on above

c) Review budget variances

Accounting Policies etc

a) The Project maintains its books of accounts on cash basis under Double Entry Method of

book keeping

b) All payments are charged off to relevant project activity account head at the time of

making the payments, except advance payment

c) Advance payments are charged off to the relevant project activity account head on

adjustment

45

d) Assets created out of project are accounted at cost

e) No depreciation is provided on Fixed Assets acquired under the project

f) Stores (office stationery etc) purchased for project activities are charged off to the

relevant project expenditure head at the time of purchase itself

g) Release of funds to Project are accounted for as advance in the books of accounts and

treated as expenditure only upon submission of expenditure information

h) Cheques issued are treated as payment on the date of delivery date of the cheques and

un-presented cheques to banks are reconciled at the month end

i) Cheques outstanding for more than six months are treated as stale and reversal entries

are made keeping memoranda records

j) Considering the nature of activities imprest fund is kept up to the limit of Taka fifty

thousand to meet urgent needs

Book-keeping & Accounting

The Project has developed a computerized financial management system integrated with

ORACLE E-Business Suite. The system is web-based multiuser. Input into the system are in

BDT but the customized reports can be generated in three currencies (BDT, USD and SDR)

using the applicable exchange rate.

Chart of Accounts

Chart of Accounts for the Project has been developed following GOB Economic

Code, Project Components and IDA Disbursement Categories (Annex 22)

46

Communication Management

The project communication specialist jointly with the international firm selected through

competitive bidding will create awareness amongst the stake holders and the clients of the

various activities of the project and the promotion of the local IT/ITES industry. Some of the

activities are listed below which will be further strengthen after the appointment of the

international consultant firm.

ACTIVITIES DURATION OF IMPLEMENTATION

Developing a web portal for LICT project September to November 2013

Developing a blog site for LICT project February 2014 to April 2014

Generating ideas and making advertisement As and when required

Making News and Press Release Project Life Cycle

Making 10 Special reports and 10 features November 2013 to August 2014

Making documentaries November 2013 to September 2014

Publication of Monthly IT Magazine (9

issues)

January to September 2014

Launching National and Local Level

Campaign

January to September 2014

Impact evaluation of Communication

Intervention

July to August 2014

47

ANNEXURE

48

Annex 1: Project Steering Committee (PSC)

Sl.

No

Designation & Organization Remarks

1. Secretary, Ministry of Information and Communication

Technology

Convener

2. Executive Director, Bangladesh Computer Council Member

3. Representative, Prime Minister‟s Office, (Not below the rank of

Director General)

Member

4. Representative, Finance Division, (Not below the rank of Joint

secretary)

Member

5. Representative, Economic Relations Division (World Bank wing,

Not below the rank of Joint secretary)

Member

6. Representative, Implementation Monitoring and Evaluation

Division, (Not below the rank of Joint secretary)

Member

7. Representative, Socio- Economic Infrastructure Division, (Not

below the rank of Joint Chief)

Member

8. Representative, Ministry of Posts and Telecommunications(Not

below the rank of Joint secretary)

Member

9. Representative, Ministry of Information and Communication

Technology (Not below the rank of Joint secretary)

Member

10. Representative, Ministry of Commerce (Not below the rank of

Joint secretary)

Member

11. Representative, Institute of Business Administration , Dhaka

University ( Not below the rank of Associate Professor )

Member

12. Representative, Department of Computer Science & Engineering ,

Bangladesh University of Engineering & Technology ( Not below

the rank of Associate Professor )

Member

13. President, Bangladesh Computer Samity (BCS) Member

14. President, Bangladesh Association of Software and Information

Services (BASIS)

Member

15. President, Internet Service Provider Association of Bangladesh

(ISPAB)

Member

16. President, Bangladesh Association of Call Center Operators

(BACCO)

Member

17. President, Association of Mobile Operators of Bangladesh

(AMTOB).

Member

18. Project Director, Leveraging ICT for Growth, Employment and

Governance

Member

Secretary

49

Annex 2: Project Implementation Committee (PIC)

Sl.

No

Designation & Organization Remarks

1. Executive Director, Bangladesh Computer Council Convener

2. Representative, Ministry of Information and Communication

Technology (Not below the rank of Deputy Secretary )

Member

3. Representative, Finance Division (Not below the rank of Deputy

Secretary )

Member

4. Representative, Economic Relations Division (World Bank

Section, Not below the rank of Deputy Secretary )

Member

5. Representative, Implementation Monitoring & Evaluation

Division (Not below the rank of Deputy Secretary )

Member

6 Representative, Bangladesh Telecommunication Regulatory

Commission

Member

7. Representative, Socio- Economic Infrastructure Division, (Not

below the rank of Deputy Chief)

Member

8. Representative, Export Promotion Bureau (EPB) Member

9. Representative, Business Promotion Council (BPC) Member

10 Representative, Bangladesh Computer Samity, (BCS)

11 Representative Bangladesh Association of Software and

Information Services (BASIS)

Member

12 Representative, Internet Service Provider Association of

Bangladesh (ISPAB)

Member

13 Representative Bangladesh Association of Call Center Operators

(BACCO)

Member

14 Project Director, Leveraging ICT for Growth, Employment and

Governance

Member

Secretary

50

Annex 3: Project Coordination Unit (PCU)

Sl.No Designation & Organization Remarks

1. Project Director, Leveraging ICT Project Convener

2-3. Component Team Leaders (2) – IT/ITES & E-Government Member

4. Project Management Specialist Member

5. ICT Procurement Specialist Member

6. Procurement Specialist Member

7. Financial Management Specialist Member

8. Communication Specialist Member

9. Monitoring & Evaluation Member

10-13 Technical Specialist Member

14-17 Project Associate Member

18-19 Team Associate Member

20 Accounts Specialist Member

51

Annex 4: Grants Management

Introduction

The Project Development Objectives (PDOs) of the Leveraging ICT for Growth,

Employment and Governance (LICT) Project are to: (i) Catalyze the growth of Bangladesh‟s

IT/ITES industry for employment creation and export diversification; and (ii) Establish basic

e-Government foundations to support public sector modernization.

Beneficiaries for IT/ITES: The direct beneficiaries are 34,000 Bangladeshi youth (including

an estimated 10,200 young women @30% female) who will benefit by gaining marketable

and globally recognized IT/ITES skills, increased incomes due to skills upgrading, and

enhanced employment opportunities in a growing IT industry. The local IT/ITES companies

will also benefit from significantly increased business opportunities from the projected

increase in industry revenue of over USD 200 million, support from BCC as the anchor

institution for IT/ITES industry development, and improved international perception of their

IT/ITES capabilities.

Beneficiaries for e-Government: The direct beneficiaries are all the GOB‟s ministries and

agencies, who will benefit directly from higher efficiency and effectiveness, and reduced

risks in their use of IT due to the availability of shared technology infrastructure for their

systems and services. In addition they will be able to increase benefits from the use of ICT

for their operations and services due to increased skills of support personnel both internally,

and from MOICT/BCC. Bangladeshi citizens and businesses will also benefit from improved

reliability of government services and increased security of their personal information.

This manual deals with the IT/ITES Industry Development Component (Component 1) of the

LICT Project. It describes the five major activities of Component 1 of the LICT Project and

mentions the overall goals of Human Resources Development (HRD) for the IT/ITES

companies in Bangladesh.

The manual also describes the operational processes of the Human Resources Development

and Grants Management (HRDGM) committee or the Executive Committee (EC) of the

LICT Project, chaired by the Executive Director, Bangladesh Computer Council, to undertake

the tasks required to support the Advisory Board, in advising the HRDGM.

This Operation Manual will be a live document with improvements taking place as the

project progresses taking inputs and feedback from all the major stakeholders of the Project.

Continuous active involvement and guidance from the IT Services (ITS) and IT Enabled

Services (ITES) Industry sectors of Bangladesh will be one of the Critical Success Factors

(CSF) of the Component 1 of the LICT project in general, and for this Operation Manual in

particular.

This IT/ITES component will improve the competitiveness of Bangladesh‟s IT/ITES industry

by increasing the quantity and quality of skills, improved perception of the country globally

and support for development of IT/ITES-specific eco-system.

The IT/ITES Component comprises the following:

1.1 Top-up IT Training of Science Graduates for IT Services Segment: Provide software

developer conversion training of six to nine months for 10,000 non-computer science

graduates from universities and colleges. In addition the faculty will be trained and the

trainees will be certified in partnership with leading universities and IT/ITES players to

ensure quality.

52

1.2 Foundational Skills for ITES Segment: Provide training for 20,000 trainees in

language, customer service, cultural sensitization, and PC/keyboarding; in order for these

trainees to have sufficient basic skills to be ITES employable. An anchor institution will be

identified to partner with international ITES players to provide the training.

In addition, this sub-component will provide training grants to the IT/ITES companies that

hire and train a minimum number of employees, for a minimum period of time. Around four

thousand (4,000) HR may be accommodated by using this grant.

1.3 Middle Management Training: Support a local leading academic institution in

partnering with overseas institutions to provide IT/ITES focused supervisory/middle

management training programs. This sub-component will support tie-ups with the proven

institutions round the Globe.

1.4 Institutional Capacity Building for BCC and Local Industry: This sub-component will

build BCC‟s capacity as an anchor institution for IT/ITES industry development. It will set

up an IT/ITES unit in BCC comprising of BCC and project staff. In addition, it will assist

BCC to develop the industry development strategy and roadmap in partnership with industry

stakeholders, and set up an international advisory body to guide BCC‟s efforts.

In addition will also build the capacity of local industry by setting up a forum to facilitate

dialogue and promote collaboration between the various industry associations. It will also

support local companies in adopting globally accepted certifications for IT/ITES as such

certifications are required for certain sub-segments of work, and contribute significantly to

the perception of a country‟s readiness for IT/ITES business.

1.5 Industry Promotion: Provide industry promotion support to enable Bangladesh to

overcome the challenge of low awareness and poor perception of Bangladesh as an IT/ITES

destination. Hence, it will develop an industry promotion plan for the country; and provide

business development assistance in the form of contact databases, outreach programs to

CEO-level clients, and support to high-level industry champions within the government for

external client engagements. In addition it will support industry promotion actions such as

developing promotional tools and materials, and place the country into globally recognized

IT/ITES ranking indices.

All the above 5 sub-components will be implemented by the globally recognized firms in

close consultation with the industry. The grants component will be managed following the

procedures outlined in this manual. This document may incorporate the ideas of the

international experts for IT/ITES component at the implementation stage. Ideas from this

grant management will also be used for managing the 5 sub-components.

The key objectives for supporting the Human Resources Development and Grants are limited

to:

(a) Provide contributory partial funding to create World Class Human Resources (both

for production and management) and to promote the company and country globally

for better employment and export growth, and

(b) Enhance capacity of the entrepreneurs and middle management of the IT/ITES

companies to compete in the global marketplace.

53

Grants Management Structure

The Human Resources Development Support and Grants are open for ITS and ITES

companies from the private sector with particular focus on the export market, creation of

employment opportunities for 34,000 graduates (Top-up training: 10,000; Foundation

Training: 20,000; FTFL13s: 4000) and innovation in the business and work processes in the

industry.

The Human Resources Development and Grants Management for IT/ITES Companies

(HRDGM) will be managed by an Executive Committee (EC).The EC will comprise

representatives from BASIS, BCS, ISPAB, BACCO, BCC, and relevant stakeholders chaired

by the Executive Director, Bangladesh Computer Council. LICT Project Coordination Unit

(PCU) will assist the Executive Committee (EC) for IT/ITES companies‟ Human Resources

Development and Grants Management (HRDGM). The EC will manage the overall selection

process of the companies and the trainees.

An advisory Board (AB) consisting of prominent national and international personalities in

this sector will be established. The AB will guide the EC to incorporate multidimensional

perspectives, global trends, new developments that may affect the IT/ITES sector etc.

A Technical Experts Panel (TEP) will review and approve project proposals based on pre-

established criteria, monitor and assess performance of the funded companies and the Fast

Track Future Leaders (FTFL). The Program will follow this manual to manage Grants under

this program to detail out selection, disbursement, M&E (Monitoring and Evaluation) and

management aspects of the Grants.

Scope of Grants

There is a wide gap in demand and supply of appropriate skilled Human Resources in the

IT/ITES industry. LICT project initiated dialogues with the stake holders and one of the

messages from these interactions is to address the immediate HR needs of the IT/ITES

Industry. The Grants for Internship is appropriately designed in consultation with the stake

holders for developing transparent and accountable selection process for high quality interns

named as 'Fast Track Future Leaders (FTFL)‟, by which the Industry can groom interns for

long term benefits. A nationally branded and selected pool of talented human resources will

be more attractive to the Industry than the mere provision of internship allowance or grants.

The grants can also be utilized to support the companies with generic workflow software for

recruitment processing and HR Management software, as their immediate needs to support

HR development.

Based on the experience and recent multiple interactions with the Bangladesh IT/ITES

Industry leaders and associations, the companies need help to resolve their immediate Human

Resources issues. The Industry has revealed that they need not only need the high quality

promising young technical graduates, but also business graduates for sales, marketing,

13 The internship program is named as Fast Track Future Leader (FTFL) program. The estimated amount is BDT (Lakh)

3097.06 which will come from the Budget Head 5900, Economic Code 5963 of DPP which is already approved in the

Financing agreement with WB.

54

proposal writing, HR management etc. These companies will also benefit from a reliable

national high quality HR Selection Process. The companies intend to hire talented and

motivated individuals (FTFL) as interns for grooming them for long term career and

entrepreneurship in the IT/ITES Industry, who will grow as future leaders.

The interns, supported by the project Grants, will be treated as the Fast Track Future Leaders

for the IT/ITES Industry (FTFL). This Human Resource pool will be recognized as a

prestigious asset for the country. Bangladesh IT/ITES Industry must excel in Sales,

Marketing, Accounting & HR besides the IT Services (ITS) and IT Enabled Services (ITES)

areas. So this internship grants should also be available to recruit Fast Track Future Leaders

in ITS, ITES and Management disciplines.

Following are the three areas, where the Fast Track Future Leaders (FTFL) is needed:

i) ITS: Science Graduate ( at least science in SSC/HSC level)

ii) ITES: From HSC to Graduate according to the particular ITES/BPO segment‟s job

requirements

iii) Sales, marketing, HR management & Accounting (i.e. Management): Business

Graduate

Immediate Steps

The project will start with 900 FTFLs to test this innovative industry concept by disbursing

this grant to the selected FTFLs and the recruiting companies. Among the FTFLs 300 will be

provided in ITS Company, 300 for ITES Company and another 300 management level interns

will be provided equally in ITS & ITES Companies.

After evaluating the performance of both the FTFLs and the companies, the remaining 3,100

FTFLs will be provided accordingly.

Branding & Communication:

The IT/ITES Industry in Bangladesh is yet to become the prestigious destination for the

bright and brilliants seeking great career paths. Although there are great global career paths

both in the IT Services Industry and in the IT Enabled Services Industry, but Bangladesh is

yet to deliver its potentials as India did by leading the world. So the promising career seeking

bright students do not yet flock together in great numbers to work for the IT/ITES Industry in

Bangladesh.

Bangladesh IT/ITES Industry needs to accelerate growth both in revenue and number of

professionals. A Fast Track to build Future Leaders of IT/ITES Industry is the demand of the

Industry at this moment. The Fast Track Future Leader concept is relatively new and usually

practiced in large business organizations for growth and continuity. It needs to be popularized

nationally all over the country to attract more talents into the IT/ITES Industry. So the LICT

Project needs to play a vital role in branding and communicating the bright career paths to the

promising candidates all over the country. This Fast Track Future Leader (FTFL) Program for

the Bangladesh IT/ITES Industry needs to be branded appropriately and communicated

widely along with the Industry associations all over the country to attract the best and bolds.

55

As this internship is the way of the Fast Track Future Leaders for IT/ITES industry in

Bangladesh, so the branding of the program for the FTFL is very essential. To attract IT/ITES

companies and young bright students from all corners of the country it is necessary to use all

communication media to advertise the program. The advertisements will be published in

major national widely circulated daily newspapers, on Government Websites and in other

communication media including print and electronic media as required. Also through

partnership with different organizations/institutions the awareness will be carried on. The

partnerships will be developed to ensure the involvement of different organizations and

creating a positive impression so that the people get encouraged to apply with a prestigious

sense.

The Project will also arrange road shows / job fairs / workshops / seminars to promote the

concept of Fast Track Future Leader for IT/ITES industry in Bangladesh. The selected firm

for IT/ ITES Industry Promotion Services on Marketing and Communications will also

contribute in branding FTFLs.

Selection:

Applications will be accepted only through the online application system. Complying with all

stated instructions/requirements it will be accepted for evaluation.

For FTFLs: The LICT Project will receive all applications through online. The FTFL

applicants will be notified to sit for an online screening exam and after passing the screening

exam the applicants will be ranked based on score. There will be three different tracks of

online exams14 for three different categories, such as: (1) IT Services: Programming,

Networking, etc.; (2) IT Enabled Services: Graphic Design Services, Business Process

Outsourcing, etc.; (3) Management Trainees: Accounts, HR, Sales, Marketing, etc.

After the ranking is done, the evaluators of the Technical Experts Panel (TEP) will hold a

meeting for finalizing the selection. After the TEP meeting, the recommended personnel will

be placed to the EC for final approval.

For Companies: The LICT Project will receive category-wise demand of HR from the

companies. The Companies will be screened for administrative check. Administrative

checking will be based on their business plan, career path and pay structure for employees.

On the basis of these criterion, the companies will be ranked.

After the ranking is done the evaluators of TEP will hold a meeting for discussing and

finalizing the company selection. The number of selected companies will depend on the

availability of the project grants. If deemed necessary the TEP and LICT Project may

physically verify the company (ies) and can call any company for interviews. After the

meeting the recommended Company will be placed to EC for final approval.

Boot Camps:

Typically the term “Boot Camp” is used in the global IT Industry as a way to accelerate

learning new technology, profession or work environment. The Boot Camps for the FTFLs

will be designed to groom the successful applicants to start their career in the IT/ITES

14 Specialized technical test is applicable for the IT & ITES categories. But the FTFLs for other category will sit for the

online aptitude test.

56

Industry. The format of these Boot Camps could be residential intensive lecture, group study

and team work based.

Based on the past IT industry & BCC internship program experience, a Boot Camp just after

selection & recruitment, a mid-boot camp after 3 months and a final boot camp after 6

months help both the companies & the FTFLs. So, LICT project can arrange this boot camp

as a part of the infrastructure and HRD support to the companies.

The boot camp can be arranged as follows:

1. Three general boot camps (initial: 5 days, mid-term: 3 days; convocation: 3 days)

comprising 30 person in each group.

2. Companies will recruit the FTFLs first. Then they will send at least one mentor of the

areas of their recruitment. For example, if a company recruits 5 persons for

management track i.e. sales, marketing, HR, Accounts etc., 5 persons for software

development & 5 persons for graphic design, then that company should send 3

mentors/trainers for each area to the boot camp.

3. LICT Project and Associations may arrange the necessary logistics in different

locations, such as: BITM, BCC, Gazipur Scout Camp, RDA Bogra, BARD Comilla,

RPATCs, Regional Universities, Telecom Training College etc. as the boot camp

venues.

4. LICT Project will arrange lunch & refreshments for the FTFLs.

5. LICT Project will give lump sum remuneration to the mentors attending the boot

camp.

Tracking:

The LICT project wants to look after the current position both of the FTFLs and the

companies. It will ensure their progress of on the job training, skills development, working

environment and expertise in the appointed areas. At the same time the LICT project will

monitor the company‟s progress and outcomes with the FTFLs. All these process will be

done by an online monitoring & database system.

For FTFLs: The project will track the FTFLs by an online tracking system. The FTFLs will

provide his personal information, educational backgrounds, training history, on the job

training progress, specialized fields of training, learning process, earned skills through FTFL

program etc. The FTFLs will be liable for updating the database frequently.

For Companies: The project will track the companies by an online tracking system also. The

company will provide the updated revenue growth of the company, company‟s outcome,

FTFL‟s on job training performance, FTFL‟s career path, and the current salary/allowance of

FTFLs etc.

57

The overall process of FTFLs Selection & grooming is as follows:

IT Services FTFLs

300

Management

300

←150+150→

ITESFTFLs

300

Convocation Boot Camp for 3 days after 6-

months on-the-job training

Mid Boot Camp for 3 days after 3 months

Initial Boot Camp for 5 days

Final candidates and companies selection

Industry Recruitments Need

Analysis

FTFLs Branding & Communication

Comprehensive

Online Screening

Tests

FTFLs

T

r

a

c

ki

n

g

C

o

m

p

A

N

I

es

T

ra

ck

in

g

Management Arrangements

To manage the ITS/ITES FTFLs and Companies Grants, there will be multiple committees

with specific responsibilities. There will also be small working groups or ad hoc committees

for managing certain parts of the process.

Following are the three committees that will have significant roles in selection, management

and strategy development of HR Development Support and Grants disbursement.

A. Advisory Board (AB)

B. Executive Committee (EC)

C. Technical Experts Panel (TEP)

The overall structure and ToR of the proposed committees are given below:

Advisory Board (AB)

The Advisory Board (AB) will consist of prominent national and international

personalities to guide the EC for moving forward. One of the main objectives of this

board will be to provide strategic directions. AB may consist of 11-13 members initially,

later if required the number of members can be increased. Past presidents of BASIS (3),

BACCO (1), BCS (1), ISPAB (1), and few select Non-Resident Bangladeshi (NRB)

luminaries from the IT Services& IT Enabled Services from abroad. Details of the

members are attached in the Annex 5.

58

The possible roles by the Advisory Board (AB) are as follows:

1. To provide strategic suggestions to the executive body (i.e. EC) of the

HRDGM.

2. To provide advice to the executive body (EC) to develop longer-term

sustainable Human Resources Development and Employment

directions for export growth in the IT Services& IT Enabled Services

in Bangladesh.

3. To highlight HRDGM in the relevant platforms and guide mutual

knowledge exchange from similar initiatives.

The AB will meet at least twice a year. 50% presence of the AB members will be considered

as quorum.

Executive Committee (EC)

The Executive Committee (EC) will consist of present presidents of BASIS, BACCO,

ISPAB, and other relevant stakeholders chaired by the Executive Director, BCC. Details

of the members are attached in the Annex 6.

The possible roles by the Executive Committee (EC) are as follows:

1. To finalize selection of the Fast Track Future Leaders (FTFLs) for the

IT/ITES Industry in three tracks of the HRDGM.

2. To finalize selection of the IT/ITES companies recruiting the FTFLs

with grants support from the LICT Project.

3. To decide on any other relevant issues on FTFLs selection, Company

Selection, and Boot Camp to manage the HRDGM.

The EC will meet as and when needed to finalize the recommendations by the Technical

Experts Panel. 50% presence of the EC members will be considered as quorum.

Technical Experts Panel (TEP)

The TEP will be required to evaluate the proposals. The relevant persons with domain

expertise along with understanding of capacity building of IT/ITES industries would be

the members of TEP. There will be a pool of technical resource persons who would

evaluate the relevant proposals. The members of technical committee maybe selected

from Government organizations, Industry Sector, Academia and Research organizations.

(Annex 7).

The main responsibilities of TEP are:

1. Scoring the FTFLs and company applications

2. Meeting to finalize the selection after scoring

3. Feedback/suggestions to EC on qualitative terms on operations

4. Providing ideas on evaluation, priority areas and scopes of engagement

59

By the nature of the board initially every member will be nominated for one year.

Progress Monitoring & System View

LICT Project will create two distinct databases with online access to track the development of

the Trained Human Resources and the FTFLs receiving companies.

The first online Human Resources Database will have a very user friendly web portal which

will list all the 4,000 FTFLs; 10,000 Top-up IT Services Trainees; 20,000 Foundation ITES

Trainees; and all their relevant information and updates.

The second online FTFLs Recipients Database will also have a very user friendly web portal

which will list all the IT Services& IT Enabled Services companies, their middle

management trainees‟ profiles, progress updates, their export promotion activities, results and

all their relevant information and updates.

System Diagram of the IT/ITES HR Assessment and Training and BCC’s IT/ITES Unit

(based on BCC Initiative IPSAEP in 2007)

System Diagram of the FTFLs for the IT/ITES Companies Operations

Technical Experts Panel

(TEP)

Advisory Board (AB)

Executive Committee

(EC)

Grants Management

for FTFLs & Companies

Web Interface

Applicant Companies

60

Approval process for FTFLs

Advertisement

As this internship is the way of the Fast Track Future Leader for IT/ITES industry in

Bangladesh, so the branding of the program for both of the FTFL & Boot Camp is very

essential. To attract IT/ITES companies and young bright students from all corners of the

country it is necessary to use all communication media to advertise the program.

The advertisements will be published in major widely circulated daily newspapers, on

Government Websites and in other communication media including TV & electronic media

as required. Also through partnership with different organizations/institutions the awareness

will be carried on. The partnerships will be developed to ensure the involvement of different

organizations and creating a prestigious program so that the talented youths are attracted to

the program for accomplishing their dream job. LICT Project will also arrange road shows /

job fairs / workshops / seminars to promote the concept of Fast Track Future Leaders for

IT/ITES industry in Bangladesh amongst the stake holders.

ELIGIBILITY

Must be the permanent resident of Bangladesh fulfilling following criteria:

1. For the IT Services Track: FTFLs who wants to develop career in typical IT outsourcing

services such as Programming, Networking, etc;

i. Graduates having minimum 16 years of education from the recognized

universities/institutions.

ii. CGPA for ICT youth graduates (within two years from the date of advertisement)

3.0/4 or 70 marks or equivalent

iii. CGPA for Non-ICT youth graduates (within two years from the date of

Advisory Board

Executive Committee

Screening & Assessment Unit Course Design & Modification Unit

Training Unit Industry Liaison and Placement

Unit

Academia Liaison & Induction Unit

61

advertisement) at least2.5/4 or 65% marks or equivalent

2. For the Management Track for both the ITS and ITES sectors: FTFLs who wants to

develop career in ITS & ITES companies‟ management, specializing typically in outsourcing

services related to Accounts, HR, Sales, Marketing, etc.:

i. Business Graduates having minimum 16 years of education from the recognized

universities/institutions.

ii. CGPA (within two years from the date of advertisement) at least 3.0/4 or 70%

marks or equivalent

3. For the IT Enabled Services Track : FTFLs who wants to develop career specializing

typically in outsourcing services related to Graphic Design Services, Business Process

Outsourcing, etc.;

- At least 12 years of education having HSC or A-Level or equivalent certificates with

CGPA 2.5/4.0 or 65% marks or equivalent

Application from Companies

Applications from the companies, who want to recruit the FTFLs, will be received online.

The LICT Project will receive all applications and after recording receipt the application will

be screened for administrative check. Once the applications pass the administrative check

they will be sent to TEP for evaluation. After receiving the evaluation the applications will be

ranked based on average score. After the ranking the evaluators of TEP will hold a meeting

for finalizing the selection. If deemed necessary the TEP and LICT Project may physically

verify and call for an interview and review the scores.

After the meeting the recommended companies will be placed to EC for final approval.

The detailed guideline for submitting application is in Annex 8 & 9.

ELIGIBILITY CRITERIA

Participant companies must have;

1. Technical strength: Developers, programmers, technical experts

etc.(minimum: 10)

Non-technical strength: Administration, finance, marketing, sales, security,

support staff including drivers etc. (minimum: 5)

2. Organization legal status a) Certificate of firm/company/sole propriety, b)

TIN/VAT Certificate; c) ITS/ITES company must be operational for three

years or more.

3. Verification of the Human Resources will be done through the bank account

and the pay slips.

OTHERS

a) Organizations must provide their detailed company profile

b) Organizations must provide audited balance sheet, income statements of at least last two

years, so as to show the financial strength of the company

c) Organization must provide the evidence of its manpower

d) LICT/EC/TEP reserves the rights to accept or reject any or all applications.

62

Area of Focus & Evaluation Criteria

The classifications of the broader areas of submission are the following at present. However

it is the discretion of EC to modify the present categories at any time. The FTFLs are open

for local IT/ITES companies with emphasis on the following categories:

Company Growth: Increased employment with growth in company revenue.

Export Diversification: IT/ITES skills development activities will increase the

capacity of local IT companies for strengthening local industry capacity and

competitiveness for export-oriented growth.

Gender Equity: Employment in IT/ITES will be ensured with gender equity.

The proposals / applications will be evaluated based on predetermined criteria. The pass mark

for any proposal / application is 60%.

Each proposal needs to be evaluated as per the following matrix:

Table-1 Company Evaluation Criterions

Sl. Criterion Maximum

Score Details

1. Company‟s Vision

&IT/ITES Focus 10

Does the company have a global IT/ITES vision?

How sharp is the company‟s focus on certain

IT/ITES vertical?

2. Entrepreneurs‟ Export

Readiness

10 How ready or how soon the company can be ready

for the IT/ITES export market?

3. IT/ITES company‟s HR

Function Maturity 30

How disciplined and mature is the Human

Resources Function of the company with defined

career path?

4.

Liaison with world-

class IT/ITES Training

Institutes

15 How serious is the company to get world class

IT/ITES Human Resources?

5.

Number of fresh

IT/ITES employees

being hired and trained

15

How attractive is the company for young fresh

IT/ITES Human Resources including salary

structure?

6.

Last three years

IT/ITES revenue

(especially in exports)

20

How is the company‟s IT/ITES revenue trends in

the last three years (especially in exports) to

support the additional HR needs?

Total 100

Each IT/ITES company Application will be evaluated by minimum three persons of the TEP.

63

Selection Process

Selection process of Companies:

Step 1 (Administrative check)

This step will involve the LICT Project checking compliance of each application with

submission requirements (see Annex 10). Any application not meeting this requirement will

be set aside and the list will be published in the website. Provided time permits, such

applicants may review, rewrite and resubmit applications. Resubmitted applications will be

considered in the same way as new applications.

Step 2 (Quality assessment)

Once the initial compliance check is done, the application will be sent to the TEP

members who will do the scoring. Based on the assessed (average) score, applications will

be placed by 'type' into one of two selection categories; 'recommended for support' and

'not recommended for support'. The scores will be recorded in the Grants Management

Register in 2 columns Recommended and Not recommended – showing FTFLs numbers

and tracks .

Once the scoring is recorded the ranking will be done based on average score. After the

ranking is done the evaluators of TEP will hold a meeting for discussing and finalizing

the project.

If any discrepancy is observed in the scores given by the three TEP members on a

particular proposal, the EC will review the proposal and take final decision. The TEP

could give an official score based on the submitted documents. If the TEP and project

visit the premises, another official score can be submitted but each change from the 1st

score must be explained and justified.

If deemed necessary the TEP and Project may visit the applicant's premise and physically

verify the submitted information, call for an interview and finalize the scores. The TEP

cannot change the scores after the evaluation is submitted to LICT and no new

TEP/committee can be formed for reviewing the TEP decisions. The recommended

applications by TEP will be placed before EC for final approval. (Annex 11)

Step 3 (Selection process)

This step involves the EC's approval of the TEP assessments by considering a summary of

each recommended proposal, and then deciding which applications will be awarded Grants

for IT/ITES Companies. The short listing will be done from the proposals which have

undergone evaluation by TEP.

The EC will focus on the service delivery relevance, development benefits, social risks,

highly scored cases and other relevant issues. If the EC is not satisfied with the

recommendations by the TEP, then the proposals may be sent back for further review.

However, a three/fourth majority of the EC Members should be necessary for providing

FTFLS and relevant grants.

64

Step 4 (Notification of applicants)

All successful applicants will be notified (within 6 weeks) using standard form

(Annex12). Selected applicants will be invited to sign contracts. The unsuccessful

candidates will not be contacted individually, only the list will be published in the website

along with the successful ones. However the broad reasons will be provided for reference

for the unsuccessful applicants in the event of their willingness to re-apply.

Step 5 ( Distribution of FTFls and Monitoring)

Based on 'approved' versus 'expected' disbursement of funds, if the EC wishes some or all

applications may be placed in the 'Needs Reassessment' category for subsequent

reassessment at a later phase.

Step 6 (Approval)

Based on the scoring, recommendation from TEP and discussion EC will decide on the

companies that would be provided with needed FTFLs and the related matching grants for

infrastructural support.

Providing FTFLs and the related matching grants for infrastructural support will be in

accordance with the company and LICT Project.

Selection process of FTFLs:

Step 1 (Administrative check)

This step will involve the LICT Project checking compliance of each online applicants with

submission requirements. Any application not meeting this requirement will be set aside and

the list will be published in the website. Provided time permits, such applicants may review,

rewrite and resubmit applications. Resubmitted applications will be considered in the same

way as new applications.

Step 2 (Quality assessment)

The LICT Project will receive all applications online. The FTFL applicants will be notified to

sit for an online screening exam and after passing the screening exam the applicants will be

ranked based on score.

Step 3 (Selection process)

There will be three different tracks of online exams for three different categories, such as: (1)

IT Services: Programming, Networking, etc.; (2) IT Enabled Services: Graphic Design

Services, Business Process Outsourcing, etc.; (3) Management Trainees: Accounts, HR,

Sales, Marketing, etc. There will be random question selection option for the test within a

fixed period of time. The exam may take place either centrally in Dhaka or divisional cities of

Bangladesh.

65

Step 4 (Finalizing the Selection)

After the ranking is done, the evaluators of the Technical Experts Panel (TEP) will hold a

meeting for finalizing the selection. After the TEP meeting, the recommended personnel will

be placed to the EC for final approval.

Step 5 (Company Distribution)

Based on both company‟s demand/choice and the FTFL‟s choice, the FTFLs will be placed

on the respective companies.

Following are the tentative Process Flow Charts for IT/ITES HR Screening / Assessment and

Training Programs: (these are based on the rigorous Industry & Academia consultations in

2007 while designing the ICT Professionals Skills Assessment and Enhancement Program,

IPSAEP in BCC)

Although the some of the following texts and diagrams are not strictly in the scope of this

Grants Management Manual, but the designs generated during the IPSAEP are still

conceptually relevant. LICT Project will implement these ideas with globally successful

companies during the Top-Up IT and Foundation trainings. In this Grants Management sub-

component of the IT/ITES Industry Development, the IT/ITES industry will mainly groom

their Fast Track Future Leaders (FTFL) with on-the-job-training. LICT Project will manage

the selection process to attract the top talents and will arrange three (3) intensive 3 to 5 days

Boot Camps to accelerate the grooming of the FTFLs.

Assessment Process Agents:

Source of Trainers/Curriculum Developers (besides the internationally reputed IT/ITES

Training Provider(s) selected by LICT):

From Universities (Academia)

From Industry (ICT experts)

From NRB Pool (Academia & ICT experts)

Place of Training:

Universities (CS/CSE Department/Institute)

Bangladesh Computer Council

Training facilities of the Industry, BITM, BASIS and other accredited institutions

66

Finalizing the Selection

Administrative check

FTFLs Selection

Invite Applications

Take FTFLs Skills Tests

Company Distribution

Diagram-1: FTFL Selection process

67

Define Assessment Test Criteria

Benchmark Tests with Global ICT Professional Standards

Review Grading Scheme by the LICT Strategy & Policy Board

Review all criterias Assessment Tests & Interdependencies

Prepare Online Tests

FTFLs Assessment Question Development

Diagram -2: FTFL Assessment Test Process

There are three major processes have been identified for HRDGM starting from publishing

advertisement for proposals to replication of ideas. These are

1. Application Screening Process (ASP)

2. Application Evaluation Process (AEP)

3. Implementation and FTFLS Distribution Process (IFDP)

These processes are supposed to start sequentially and only when one process is completed

the next process can be started. These processes would help to understand and simplify the

operations of the Grants Management Operation Manual.

Application Screening Process (ASP) for Companies:

This is the very first and the basic process through which the proposals will be screened for

evaluation. This process will help to sort the proposals and identify which ones meet the

requirements and can move to the next level for evaluation. This process will focus on the

checklist and application criteria.

68

Following is the process diagram of ASP:

Diagram -3 Process Diagram of ASP

Application Evaluation Process (AEP):

This is the stage where the listed compliant proposals are evaluated and final decisions are

made. In this process the evaluation of the proposals is done by the TEP members. Once the

summary of the evaluation is compiled the proposals will move to the final stage. Following

is the process diagram of PEP:

Start

Score and Evaluate Technically based on submitted application

and documents

IT/ITES Companies Shortlist after the Initial Screening

Process

Compile scores and ranks

Actor: LICTTime: 2 Weeks

Actor: TEPTime: 4 Weeks

Actor: TEPTime: 8 Weeks

Visit sites to thoroughly assess HR needs and to score the shortlisted

companies

Actor: EC/LICT, TEP

Time: 2 weeks

Applicants Approved for

Grants ?

Selected IT/ITES Companies for Grants

Stop

YesInform Applicants

No

Actor: EC / PSCTime: 4 weeks

Diagram -4 Process Diagram of AEP

Implementation and FTFLs Distribution Process (IGDP):

This is the final stage of awarding FTFLs and related support grants to the IT/ITES

companies. In this stage the contract will be initiated with the selected companies, FTFLs and

the related support grants will be disbursed and monitoring will be done. This is the largest

stage in the process and following this would ensure the smooth execution of the

implementation.

69

Start

Pay First Installment as partial support logistics and FTFLs

stipends

Complete the Contract Signing Process

Actor: LICT, ITESTime: 2 Weeks

Actor: LICT, BCCTime: 2 Weeks

Actor: LICT, TEP (selected members)

Time: 8 Weeks

Visit ITES companies to thoroughly assess on-the-job HR training

progress

Progress Satisfactory?

Pay the remaining support logistics and FTFLs stipends

Stop

YesInform ITES Companies

NoActor: EC / PSCTime: 4 weeks

Plan for scaling up sustainability and replication

Diagram -5 Process Diagram of IGDP

70

Financial Arrangements

Grants Fund and Cost Assumptions

1. Provision for the Training Grant for 5 years is BDT 309.50 Million

2. The grant would be used for (a) Developing a sustainable automated selection and

monitoring process for the FTFLs, (b) Selection exams center and related logistics

support (c) Stipend to the eligible candidates and (d) Logistic support to the

sponsoring IT/ITES companies, (e) Branding and Communications

3. The stipend would be around BDT 8,000 per candidate per month

4. The logistic support to the IT/ITES companies would be around BDT 20,000 per

candidate

5. The on-the-job training would be provided for six months to each candidate for

whom appropriate position would be created by the companies and the trained

candidates would be absorbed/employed by the sponsoring companies

6. There would be three Boot Camps (at the Starting, in the Middle and Closing)

with the candidates for which the expenditure is estimated to be Tk 8,000 (total)

per candidate

7. For the purpose of branding (advertisement, talk show, documentary etc) the

budgeted expenditure is estimated to be BDT 1,000 Per Candidate

8. For developing automated comprehensive online exams, selection workflow and

monitoring systems for the three-track FTFLs, the budgeted expenditure is

estimated to be BDT 2,000 Per candidate. (This includes some part of the online

question bank development and updating costs. LICT Project may involve the

IT/ITES companies to develop contents at no-cost or minimal-cost sharing

participatory basis.)

Appropriation of the Grants Fund

Head / Account Unit Cost for

6 months

(rate in

BDT)

Quantity

(FTFLs)

Amount (in BDT) % of

Grants

FTFL Stipend (on-the-

job allowance)

8,000 * 6 =

48,000

900 43,200,000 13.96%

Logistics for

companies

20,000 900 18,000,000 5.82%

Selection Process

(Incremental)

2,000 900 1800,000 0.58%

3 Boot Camps 8,000 900 7200,000 2.33%

Branding 1,000 900 900,000 0.29%

First Year Total 70,200,000 22.68%

Balance of Grants

Provision for the

subsequent period

239,300,000 77.32%

Total Grants

Provision

309,500,000 100.00%

71

Conditions for Grants Disbursement

1. There should be agreement with the IT/ITES companies with expressive condition

that they each will create equivalent new employment / position within the year

(Annex 13).

2. Disbursement for logistics would be made upon request in appropriate form to be

provided by the Project (LICT) to the selected IT/ITES companies. The

companies would be required to submit statement of expenditure within three

months of the receipt of the grant supported by documentary evidences of

procurements and expenditure incurred out of grant fund. The unspent at the end

of three months should be refunded by the companies within one month.

Performance criteria, Targets and M&E Arrangements

All applicants who sign contracts with LICT Project will have to agree to a monitoring

requirement. This will include provision of written reports at set milestones during

implementation and agreement to welcome monitoring visits should LICT Project request

such visits. LICT Project will also monitor the expenses and provide reports to EC on the

expenses and developments in the project.

LICT Project may also arrange independent monitoring or engage third party auditing to

ensure the results are validated. LICT Project‟s internal monitoring team will be primarily

responsible for finding out the outcome. However if required the relevant ministry can be

involved to assess the results of the project.

Review and Amendments of this Operation Manual:

This Manual will be reviewed and assessed by the EC and the IT/ITES Industry (specifically

the IT/ITES Industry Advisory Board) periodically and amendments agreed by the EC should

be placed before the PSC for formal validation.

72

Annex 5: LICT HRD & Grants management ADVISORY BOARD

Sl Committee Member

1. Secretary, Ministry of ICT (or his representative not below the rank of Joint

Secretary)

Convener

2. Executive Director, Bangladesh Computer Council Member

3. Representative, Federation of Bangladesh Chambers of Commerce and

Industry(FBCCI)

Member

4. Mr. Sarwar Alam, Past President, Bangladesh Association of Software and

Information Services (BASIS)

Member

5. Mr. Mahbub Zaman, Past President, Bangladesh Association of Software and

Information Services (BASIS)

Member

6. Mr. Fahim Mashroor, Past President, Bangladesh Association of Software

and Information Services (BASIS)

Member

7. Past President, Bangladesh Association of Call Centre and Outsourcing

(BACCO)

Member

8. Past President, ISP Association of Bangladesh (ISPAB) Member

9. Past President, Bangladesh Computer Samity (BCS) Member

10. Representative, Bangladesh Computer Society (BCS) Member

11. Representative, Computer Science Department, Dhaka University Member

12. Representative, Computer Science & Engineering, BUET Member

13. 3 Prominent Non-Resident Bangladeshis in the Global IT/ITES Industry Member

14. International IT/ITES Advisor, Leveraging ICT for Employment, Growth,

Governance Project

Member

15. Project Director, Leveraging ICT for Employment, Growth, Governance

Project

Member

Secretary

73

Annex 6: LICT HRD & Grants management EC

Sl Committee Member

1. Executive Director, Bangladesh Computer Council Convener

2. Representative, Finance Division (not below the rank of Joint Secretary) Member

3. Representative, ERD (not below the rank of Joint Secretary) Member

4. Representative, Ministry of ICT (not below the rank of Joint Secretary) Member

5. Representative, Federation of Bangladesh Chambers of Commerce and

Industry(FBCCI)

Member

6. President, Bangladesh Association of Software and Information Services

(BASIS)

Member

7. President, Bangladesh Association of Call Centre and Outsourcing

(BACCO)

Member

8. President, ISP Association of Bangladesh (ISPAB) Member

9. Programme Advisor, Access to Information II Programme Member

10. Representative, Computer Science Department, Dhaka University Member

11. Representative, Computer Science & Engineering, BUET Member

12. Project Director, Leveraging ICT for Employment, Growth, Governance

Project

Member

13. Component Team Leader – e-Government, Leveraging ICT for Employment,

Growth, Governance Project

Member

14. Project Management Specialist, Leveraging ICT for Employment, Growth,

Governance Project

Member

15. Component Team Leader – IT/ITES, Leveraging ICT for Employment,

Growth, Governance Project

Member

Secretary

74

Annex 7: LICT HRD & Grants management TEP (Technical Experts Panel)

Sl Committee Member

1. Project Director, Leveraging ICT for Employment, Growth, Governance

Project

Convenor

2. Technical Expert from IT Services Industry (3-5) Member

3. Technical Expert from IT Enabled Services Industry (3-5) Member

4. Management Experts from the Industry (3-5) Member

5. Component Team Leader – IT/ITES, Leveraging ICT for Employment,

Growth, Governance Project

Member

Secretary

** There will be multiple TEPs to handle volume. Any member company applying for

the HRD Grants will not be in the TEP to avoid Conflict of Interest.

75

Annex 8: Submission Guideline

The submission guideline is to direct the applicants to follow the recommendation procedure

to ensure that the proposal remains relevant.

Following are the documents that should accompany the proposal

1. Executive Summary in 500 words (must attached after cover page)

2. The main application must be completed in 5 pages

3. A detailed chart of HRD implementation plan

4. FTFL‟s future carrier path with designation and salary structure

5. Past three years audit report

6. Other required documents as mentioned in the form must be submitted

Failure to submit any of the above documents along with prescribed forms the application

may be disqualified.

76

Annex 9: HRD Grants Application form

(This application form is subject to substantial changes after having open discussions with

the IT/ITES Industry Associations, Open Forums, and the IT/ITES Industry Advisory Board)

1) Company Name

2) Human Resources Problem Statement

3) Needs and Objectives of the HR expansion

4) Export activity or plan (present or future)

5) Tentative timeline to get export contracts

6) Expected benefits of the recruited Human

Resources (how the actions will improve the

situation of the recruited Human Resources)

7) Possibility to scale up the HR needs? If yes,

Please explain.

8) How the Human Resources Development will

become sustainable? Please explain

9) Do you need financial support for further

extension? Please explain

10) Please detail your existing HR and financial

capacity

11) Monitoring Mechanism ( including reporting)

12) What are the risks? How the risks will be

managed?

13) What is the value for money?

14) % women employment?

15) Name of the Applicant

16) Designation

17) Postal Address

18) Phone number (land phone and mobile)

19) Email

20) Name of partner organization(s) (if any)

21) HR plan

22) Required HR Budget (including breakdowns and shared cost)

23) Certificates from appropriate authority:

24) Other Documents 1

25) Other Documents 2

26) Other Documents 3

77

Submission Checklist

HR Grants Proposal

Company Documents

Budget

HR Plan

Export Plan

78

Annex 10 : Administrative Checklist

ITES Company Name

Unique Reference ID

Date of Review

Admin Checklist Remarks

1 Eligibility

2 Completed application form

3 Detailed budget

4 HR plan

5 ITES Services export plan

6 All boxes with “*” has been filled

7 Attachments provided

8 Proper address and contact details

9 Memorandum of Association, Articles of

Association, TIN, VAT Registration, Trade License

documents, Last three years audited accounts

Checked by

Name:

Signature

If Rejected Reason

79

Annex 11 : LICT GIC Report to EC

(This report will go to EC from TEP for informing the status)

Report date: _____________ for the period __________________________________

No. of applications

Received

Non-compliant Unsuccessful Successful

Ref # Type# Organization Main Objectives Approved Comments

Yes No

80

Annex 12: Successful Application Note

(to be printed on official LICT Project letterhead)

Applicant

(address to be added)

(date to be added)

Dear (name to be added)

Re: Application for IT/ITES Company Grants

I am pleased to inform you that your application for support from the LICT Project has

been considered by BCC.

You are requested to sign a contract between your organization & LICT Project.

Please find the enclosed sample contract form.

Thank you for your interest in undertaking the initiative for Growth and Employment.

Yours sincerely,

Project Director

LICT

81

Annex 13: Standard Contract

LICT IT/ITES COMPANY GRANTS CONTRACT

This contract is made on…......................................between.................................................

[the Company] and the “Leveraging ICT for Growth, Employment & Governance Project

[LICT]”, being implemented with the World Bank / IDA Credit by Bangladesh Computer

Council, Ministry of ICT, BCC Bhaban, 14-E/X, Agargaon, Sher-e-Bangla Nagar, Dhaka –

1207

1 The purpose of this contract is to set out the terms and conditions and the principal

duties and responsibilities of the Company and the project LICT in compliance with

the Financing Agreement with the World Bank.

2. “…………………………………” is the Company for the purpose of the training to

be provided to FTFLs (First Track Future Leaders)

3. The Company is authorized by the project LICT and the Company has agreed to

provide the training as stated in 2 above.

4. The trainees agreed to be trained by the Company would be selected following the

procedures as set out in the Operational Manual.

5. The Company will appoint/provide training principal who will ensure that training is

given as intended/stipulated in this contract.

Date of commencement and fixed term

6. This contract begins on............................................... And continues for six months,

subject to the provisions for earlier termination as per this contract.

Training grant

7. The project LICT will provide training grant as under on the terms and conditions as

set out in subsequent paragraphs:

Number of

Trainee

Logistic Support

Per Trainee

(BDT)

Stipend Per Trainee

Per Month (BDT) Total (BDT)

20,000 8,000

Example

10 200,000 480,000 680,000

20 400,000 960,000 1,360,000

30 600,000 1,440,000 2,040,000

Basic conditions for training grant

8. The Company should create equivalent new employment / position and the trainees

should be absorbed in appropriate position with compensation package of at least 60%

higher than the stipend being provided under this training grant agreement.

9. Disbursement for logistics would be made upon request by the Company after the

candidates selected by the project LICT are confirmed to be trained and absorbed by

the Company. The companies would be required to submit statement of expenditure

within one month of the receipt of the grant supported by documentary evidences of

82

procurement and expenditure incurred out of grant fund. The unspent at the end of

one month should be refunded by the Company within fifteen days.

10. The stipend to the selected candidates would be transferred to the bank account of the

Company (to be confirmed before or at the time of request for the first disbursement)

directly by the Project (LICT). The first disbursement would be within seven days

from the date of signing this contract for the amount equivalent to three months

stipend of the trainees accepted and the second and final disbursement would be on

the third month from the date of the agreement

11. The Company should furnish time sheet with brief details duly signed by the trainee

and comments / remarks by the Training Principal along-with the disbursement

statement and vouchers for which the stipends are paid within fifteen days of the next

month.

Training principal

12. The training principal is the individual responsible on behalf of the Company for the

training obligations under this contract.

13. The training principal may delegate his responsibilities to others but where this is

done the name of the person or persons appointed must be given to the project LICT

Training topics

14. The Company will provide the trainee with proper training and experience in at least

three distinct substantive areas of IT/ITES.

15. If the Company is not able to provide proper training in at least three distinct

substantive areas of IT/ITES it must make suitable arrangements for the trainees to be

seconded to an office of another firm or elsewhere to acquire the appropriate training

and experience and transfer the equipment procured out of grant fund provided to

them.

Covenants of the trainee

Duties

16. The trainee will:

(a) Carry out the duties given by the Company faithfully and diligently and follow all

reasonable instructions;

(b) Treat all information about Company and its clients and their business as wholly

confidential;

(c) Deal properly with any money or property entrusted to the trainee;

(d) Keep a proper record of all work done and training received;

(e) Attend courses and interviews as required by the training principal.

Disputes

17. Any dispute about this contract or the conduct of either party in relation to it may be

referred to the Bangladesh Computer Council (BCC) for resolution

18. If the dispute is not resolved within two weeks the issue may be referred by either

party to the World Bank whose decision would be final.

19. The trainee may also communicate their grievances, if any, to the project LICT.

83

Applicable law

20. This contract is subject to the law of the People‟s Republic of Bangladesh

Notices

21. Any notices must be in writing and given:

(a) Personally; or

(b) By post addressed to the other party at:

(i) The address set out in this contract; or

(ii) Any other address given by one party to the other for the purpose of this

clause.

22. Any notice to be given to the Company must be addressed to the training principal.

23. Notices will be deemed to be served two working days after posting

Termination

24. This contract may be terminated by the project LICT:

Following an application made by either party for the following reasons:

(i) Mutual agreement between the Company and the trainee;

(ii) Training-related problems that cannot be resolved internally.

25. Unless there are other justifiable reasons to do so, the project LICT will only

terminate the training contract if:

(a) The trainee‟s conduct is unacceptable;

(b) The trainee is incapable of meeting the required Skills or

(c) The Company closes or changes so much that it is not possible to train the trainee

properly.

26. In case of termination of contract as aforesaid the assets procured out of grant fund

and the balance of stipend fund should be returned to the project LICT within one

month from the date of communication of termination notice

27. This contract would not normally be terminated by:

(a) The resignation or appointment of any partner of the Company or

(b) The merger of the Company with another body, firm, company or individual.

Signed by:

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

[Training principal] on behalf of the Company

Signed:

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

[XXXX] on behalf of the project LICT

Date:

84

Place:

Witness:

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

On behalf of the Company

Witness:

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

On behalf of the project LICT

Date:

Place:

85

Annex 14 : Procurement Performance Monitoring Indicators

S

L

Indicator

Category

Process Indicator Performance Data

Definition Result

1 Invitation

for Bid

Advertisement of

Bid opportunities in

Newspaper

1 Percentage of Invitation for Bid (IFT)

published in Newspaper

Advertisement of

Bid opportunities in

CPTU‟s website

2 Percentage of Invitation for Bid

(above threshold) advertised in

CPTU‟s website

Bids following GoB

Procurement Rules

3 Percentage of Bids following GoB

Procurement Rules

Bid following

Development

Partner Rules

4 Percentage of Bids following

Development Partner Rules

2 Bid

Submission

Multiple locations

submission Bids

5 Percentage of Bids allowed to submit

in multiple locations

Bid preparation time

in Open Biding

Method

6 Average number of days between

publishing of advertisement and Bid

submission deadline

Bid time compliance 7 Percentage of Bids having sufficient

Bid submission time

Sale of Bid

documents

8 Average number of Bidders

purchased Bid Documents

Bidder Participation 9 Average number of Bidders

submitted Bids

Bidder Participation

Index

10 Ratio of number of Bid submission

and number of Bid document sold

3 Bid Opening

Committee

(BOC) and

Bid

Evaluation

Committee

(BEC)

Bid Opening

Committee

formation

11 Percentage of cases BOC included at

least ONE member from BEC

Bid Evaluation

Committee

formation

12 Percentage of cases BEC formed by

Contract Approving Authority

ExBERnal member

in BEC

13 Percentage of cases BEC included

Two external members outside the

Ministry or Division

4 Bid

Evaluation

Bid evaluation time 14 Average number of days between Bid

opening and completion of evaluation

Compliance of Bid

evaluation time

15 Percentage of cases Bid evaluation

has been completed within timeline

Bid Acceptance 16 Average number of responsive Bids

Re-Bidding 17 Percentage of cases BEC

recommended for Re-Bidding

Bid Cancellation 18 Percentage of cases where Bid

process cancelled

86

5 Bid

Evaluation

Report

(BER)

approval

Bid Evaluation

Approval time

19 Average number of days taken

between submission of Bid

Evaluation and approval of contract

Compliance of

financial delegation

20 Percentage of Bids approved by the

proper financial delegated authority

Submission of

evaluation report to

appropriate authority

21 Percentage of cases BEC submitted

report directly to the Contract

Approving Authority where

Approving Authority is HOPE or

below

BER approval

compliance

22 Percentage of cases contract award

decision made within timeline by

Contract approving Authority after

submitting Bid evaluation report

Additional review of

BER

23 Percentage of cases BER reviewed by

person/ committee other than the

Contract Approving Authority

Higher tier approval 24 Percentage of Bids approved by

higher tier than the Contract

Approving Authority

6 Contract

Award

Time for issuance of

NOA to Bidder

25 Average number of days between

final approval and Notification of

Award (NOA)

Bid processing lead

time

26 Average number of days between Bid

opening and Notification of award

(NOA)

Total Bid processing

time

27 Average number of days between

Invitation for Bid (IFT) and

Notification of Award

Publication of award

information

28 Percentage of Contract awards

published in CPTU‟s website

Efficiency in

Contract Award

29 Percentage of contracts awarded

within initial Bid validity period

7 Delivery/Co

mpletion

Delivery time 30 Percentage of Contracts completed/

delivered within the original schedule

as mentioned in the contract

Liquidated damage 31 Percentage of Contracts having

liquidated damage imposed for

delayed delivery/completion

Completion rate 32 Percentage of Contracts fully

completed and accepted

8 Payment Payment release

compliance

33 Average number of days taken to

release payment from the date of

certificate of PM/ Engineer

Late payment 34 Percentage of cases (considering each

installment as a case) with delayed

payment

87

Interest paid for

delayed payment

35 Percentage of Contracts where

interest for delayed payments was

made

9 Complaints Bid procedure

complaints

36 Percentage of Bid procedures with

complaints

Resolution of

complaints with

award modification

37 Percentage of complaints resulting in

modification of award

Resolution of

complaints

38 Percentage of cases complaints have

been resolved

Independent Review

Panel

39 Percentage of cases review panel‟s

decision upheld

10 Contract

amendments

Contract

Amendment/

variation

40 Percentage of contract

amendments/variations

11 Contract

dispute

resolution

Unresolved Disputes 41 Percentage of Contracts with

unresolved disputes

12 Fraud &

Corruption

Fraud & Corruption 42 Percentage of cases Fraud &

Corruption detected

13 Procuremen

t

Managemen

t Capacity

Procurement training 43 Average number of trained

procurement staff in each procuring

entity

44 Percentage of procuring entity which

has at least one trained/ certified

procurement staff

45 Total number of procurement persons

in the organization with procurement

training

88

Annex-15: Procurement Risk Mitigation Plan

The Procurement Risk Mitigation Plan (PRMP) will comprise the following salient

features:

a) Approval of procurement Plan : Procurement process shall be initiated in

accordance with the Procurement Plan approved by World Bank and

authority assigned by GoB. Procurement Plan may be updated quarterly basis.

Procurement Plan of the project can be viewed from SEPA platform.

b) Advertisement of Bid opportunities : For ICB, all procurement

opportunities shall be advertised in UNBD online and dg Market . For NCB,

all procurement opportunities shall be advertised in conformity with

PPA/PPR.

c) Alert bidders in pre-bid/ pre-proposal meeting: Bidders may be notified

during pre-bid meeting on consequences of corrupt practices (fraud and

corruption, collusion, coercive, obstructive.) in accordance with World

bank‟s procurement Guidelines and PPA/PPR. The alert message, among

others, will include that if bidders are found to have adopted such practices,

there may be remedial actions including debarment from bidding processes in

conformity with the Bank‟s Guidelines. For national competitive bidding,

national bidders debarred, if any, under the PPA will not be able to participate.

In addition, in the pre-bid meeting, the bidders will be advised for preparation

of bids correctly.

d) Alert BCC’s officials : BCC will notify alert letter(s) cautioning about the

fraud and corruption indicators and the possible consequences of corrupt and

similar behavior in procurement practices and action to be taken against the

official staff if they are involved in such practices. Moreover, BCC will

highlight that, in case of noncompliance or material deviation from World

Bank‟s Procurement Guidelines, IDA may take remedial actions (i.e.,

withdrawal of funds, declaration of mis-procurement) for concerned contracts.

e) Bid Preparation Time : For every procurement opportunities, Bidders shall be

allowed sufficient time in accordance with WB Guidelines.

f) Multiple dropping: Multiple dropping of bids (bids submitted in more than one

location and opened in one location) will not be allowed for any procurement

under this project.

g) Bid opening committee (BOC) & Bid Evaluation Committee (BEC): A

formally structured BOC will be constituted for each contract package. The

BEC will have at least five members with two experts from outside the

procuring entity with proven track record of experience in procurement;

depending on the type of procurement such experts shall be either from public

offices and/or from professional bodies/individuals of known probity.

Formation of such BEC shall be in conformity with the Bank‟s Guidelines and

be acceptable to the Bank. Individual consultants and/or representatives of the

consulting firm may participate as members of the BEC.

h) Bid opening minutes: During the same day of bid opening, photocopies of

89

the Bid Opening Minutes (BOM) with readout bid prices of participating

bidders will be submitted by BEC for circulation to all concerned. For prior

review packages, such BOM will be shared with the IDA.

i) Bid Evaluation Time:Bid evaluation will be concluded by BEC/PEC within

specified time .

j) Avoid higher tier approval : In case of Gob side, Contract of procurement

object will be approved by the approving authority in accordance with the

delegation of financial power.

k) Bid approval time : Bid Evaluation Report made by BEC/PEC will be

approved within the stipulated time.

l) Low competition among bidders and high price of bids: The case(s) of low

competition (not solely based on number of bidders) in ICB and NCB cases,

coupled with high-priced bids will be inquired into and further reviewed by

BCC. The review and decision in this regard would be in the context of

qualification criteria, the contract size (too small or too large), location and

accessibility of the site, capacity of the contractors, etc.

m) Measures to reduce coercive practices: Upon receiving allegations of

coercive practices resulting in low competition, BCC will look into the matter

and take appropriate measures. For prior review contracts, observations of

BCC will be shared with IDA, along with the evaluation reports. BCC may

seek assistance from law enforcing agencies to provide adequate security for

bidders during bid submission. For ICB contracts, provision for bid

submission through international/national courier services will be allowed and

confirmation of the receipt of the bid will be informed to the bidders through

e-mail.

n) Rebidding: In case of re-bidding, BCC will inquire into the matter, record

and highlight the grounds of re-bidding (i.e. corruption or similar, high bid

prices etc.) along with recommended actions to be taken. For prior review of

cases, all such detailed reports will be sent to IDA.

o) Filing and record-keeping: BCC will preserve all records and documents

regarding their public procurement in accordance with provisions of the PPA.

These records will be made readily available on request for

audit/investigation/review by the Development Partners and the Government.

p) Publication of award of contract: BCC will publish contract award

information within two weeks of contract award on its website,

dgMarket/UNDB online, and CPTU‟s websites with relevant ilnformatioln

related to the Contract.

90

Annex 16: Governance and Accountability Action Plan (GAAP)

Summary

1. This Governance and Accountability Action Plan (GAAP) for the

Leveraging ICT for Growth, Employment and Government Project

(ICT Project)is designed to reflect the specific responsibilities of the

implementing agency and the World Bank to facilitate effective and

appropriate use of the funds for the project, preclude the incidence of

corruption, and enhance good governance. This plan is based on an

assessment of the governance risks, particularly fraud and corruption,

within the overall operating environment in Bangladesh and

specifically for the entities involved. It also is based on Bank

experience in addressing governance and anticorruption issues. The

GAAP will be monitored regularly through indicators (see matrix

attached) and progress will be reported on in quarterly progress reports

by the implementing agency, as well as in World Bank implementation

supervision reports and aide memoires. The GAAP will be adjusted as

necessary during implementation to reflect new governance issues that

may emerge and/or lessons learned.

2. The GAAP focuses on key governance risks, provides mitigation

actions, remedies and sanctions for non-compliance, ensures

compliance with Bangladesh‟s Right to Information framework, and

leverages ICT/mobile-based channels for social accountability and

transparency. It has been discussed with the implementing agency and

relevant stakeholders to take into account their concerns and

perspectives, and their recommendations have been incorporated in the

attached plan.

Context for Risk Assessment

3. Bangladesh has historically scored poorly on international governance

indices, albeit with modest progress in recent years. There are

entrenched difficulties in improving public sector performance. The

Government of Bangladesh‟s efforts to bolster its legal framework to

counter corruption, including the empowerment of an Anti-Corruption

Commission, passage of an Anti-Money Laundering Act, a soon-to-be

adopted law protecting whistle-blowers,and joining the UN

Convention against corruption have yet to yield measurable gains.

Institutions of accountability are weak, and country systems to deter

corruption such as asset statements or prosecution of corruption cases

are spottily enforced. These capacity and governance challenges in

Bangladesh‟s public sector emphasize the importance of a GAAP that

utilizes a robust range of tools to mitigate corruption and poor

governance risks. This GAAP seeks to achieve these objectives, and

will be adjusted as necessary to new circumstances and to challenges

and risks throughout project implementation.

91

4. The Bank‟s strategy for improving governance in Bangladesh, laid out

in its 2011-2014 Country Assistance Strategy, focuses on developing

accountability mechanisms in public sector operations, especially

through increased transparency. The Bank seeks to align with

Government priorities in developing the means of accountability,

especially strengthening of public financial management, support for

local government, use of ICT and the adoption of a Right to

Information (RTI) regime. In particular, the Bank is working with the

Government to improve budgeting practices among line agencies in

conjunction with enhanced accountability mechanisms. It is working to

increase the role and quality of oversight of public finances by the

Parliamentary Accounts Committee, improve capacity of the

Comptroller and Auditor General‟s Office, and promote greater public

understanding of public financial management to build more informed

demand and ability to hold Government accountable. The Bank‟s

strategy also focuses on improving public service delivery, a key

component of which is fostering greater accountability to recipients of

services including through a strengthened role for local government.

The Bank supports the Government‟s efforts to establish a functioning

RTI regime, including building capacity in all agencies to provide

information more fully and efficiently. The Bank also continues to

emphasize the importance of building demand for good governance

among civil society, which in turn requires facilitation of avenues for

civil society to engage with, and monitor the performance of, the

public sector.

5. The executing agency, BCC, has undergone a review of its

procurement and financial management systems. This included a

procurement capacity assessment which covered the legislative

framework, procurement planning, procurement processing,

organizational functions and staffing, internal control and support

system, record keeping, and contract administration. Capacity in all

these areas was found to be in need of strengthening. In addition, a

review of financial management systems was conducted and identified

relevant accounting and internal audit weaknesses that will need to be

addressed under the project.

Governance Risks

6. Three areas of risks have been identified and are described below.

Institutional Risks. MOICTand its executing agency BCC suffer from systemic issues

involving the civil service that lack incentives for good performance, particularly in terms

of procurement efficiency, ability to sustain programs, and weak mechanisms for

accountability. Stronger accountability for performance and internal controls to counter

fraud and corruption are needed. Systems for provision of information to the public and

handling complaints or feedback from third parties on performance are nascent. As noted

above, capacity assessments for procurement and financial management have identified

these areas as in need of strengthening.

92

Procurement risks. There are very limited high value procurement contracts in the

project, with the largest being for approximately US$ 6 million. Within this context,

possible risks include fraud, corruption, collusion, and coercion amongst parties involved

in the procurement process. For example: collusion among the bidders; corruption

involving bidders, government officials and PCU; fraudulent documents; corruption

between the bidder and the technical specialists, and corruption between the winning

bidder and the approving authority. Conflicts of interest may present a serious problem,

most notably through relationships with government officials, whether direct or indirect,

including through companies and/or relatives of officials.

Contract execution and project management risks. Collusion is also possible between

the contractor and the Project Coordination Unit (PCU); including but not limited to

aspects related to quality assurance, extension of time, variations to contract and price

adjustments.

Actions to Mitigate Risks

7. Governance concerns will be addressed through a combination of

project design and special measures to reflect three basic principles:

maximum transparency and provision of information about every step

or action undertaken including the individuals or entities involved;

strong program oversight mechanisms and World Bank supervision;

and enhanced use of mechanisms for feedback from individuals and

beneficiaries outside the project implementation structure, particularly

through use of ICT. Below is a summary of the actions to be

undertaken followed by a matrix presenting the actions, responsible

entities, timelines, and warning signs to trigger additional review

through Bank supervision and/or investigation. It is important to stress

that these measures are not meant to be exhaustive. Depending upon

emerging risks highlighted by monitoring implementation, additional

measures may be necessary.

8. ICT-based options for enhanced transparency and social accountability

will be used to the extent that is relevant and feasible. For example

BCC‟s website will provide information about the project‟s activities,

contracts, implementation status, and expected beneficiaries. The list

of recipients of the training grants will be published on the website,

and mobile alerts will be sent to these beneficiaries to provide

information to the grant amounts for their verification. The list of

recipients for top-up skills training and company certifications will

also be published on BCC‟s website. The project will also set up an

Internet and mobile-based feedback and complaint mechanism for

anonymous users to provide their comments and observations in an

accessible and convenient manner, leverage the mobile channel to

collect beneficiary feedback on the training, certification and grant

process; and upload geo-tagged images of these activities.

93

9. Institutional risks. MOICT and BCC will be using the project funds

to hire skilled and professional staff for the PCU. In addition they will

help strengthen financial management systems with enhanced internal

controls, including a more robust internal audit capacity and the use of

computerized accounting systems. BCC officials involved in

procurement, financial management and accounting functions will

receive on the job training.

10. The PCU will also be strengthened as required, with externally-

hired staff to support the day-to-day implementation of the project.

Specifically, there will be dedicated staff in the PCU with technical

expertise in IT/ITES and e-Government, project management, and

monitoring and evaluation.

11. As required by the Right to Information (RTI) Act, BCC will

ensure that it has a designated information officer and an appellate

authority. The proactive provision of information will be enhanced by

the communications specialist to be hired under the project.The

communications specialist will be provided with sufficient training on

the Right to Information regime and will provide support for

implementing RTI.

12. The Project Steering Committee (PSC) and Project

Implementation Committee (PIC) will also scrutinize PCU‟s

performance, particularly on governance and countering

corruption. The PCU‟s performance will be overseen by a PSC

chaired by the Secretary of MOICT in the MOICT. The PIC

headed by the Executive Director of BCC will also oversee the

proper implementation of the project, including from a governance

and anti-corruption perspective. Both the PSC and PIC will have

representatives from industry associations and academia.

Procurement Risks. These risks are addressed through the overall design of the project and

through enhanced transparency, in addition to following Bank ICB guidelines with its

requirements for firm timelines, transparency, and other mechanisms to guard against

corruption. Works, goods, and services procured under the project have been grouped into

larger contract packages to allow for extensive scrutiny and special arrangements for each

procurement and subsequent management of execution. Technical evaluation committees will

also be formed for these larger contracts as needed, and they will have a mixed composition

to provide a system of checks and monitoring to guard against collusion. These committees

should have external representatives from other government agencies, private sector, and

non-government organizations. For the few large value IT procurement, an international IT

and procurement specialist will provide advisory services to MOICT and BCC to help them

manage the procurement process. Declarations of no conflict of interest shall be signed by all

members of evaluation committees and senior officials in BCC with any role in processing

procurements and provided to the World Bank.

13. Bidding documents including the Request for Proposal,

instructions to bidders/consultants, and model contracts would

94

include measures to mitigate misconduct. For instance, bidders

would be required to disclose in full any agents used by the bidders

during the procurement process, along with the terms on which

those agents were hired (both scope of work and remuneration);

they would also be required to disclose any conflict of interest,

most notably relationships with government officials, whether

direct or indirect (e.g., via direct relationships with the officials

related to the subject tender, or via companies and/or relatives of

officials).

14. Transparency of the procurement process will be enhanced through a

package of measures. The BCC will ensure that it develop and

implement a detailed plan of suo motto disclosure by the project.

This will include disclosure of relevant documentation and plans

related to the procurement process with the goal of providing access

to information to the wider community beyond interested bidders and

supporting design, management, and construction consultants. Part of

this plan will include dedicated web pages on BCC‟s website for this

project, with summaries of procurement actions, the procurement

plan and any updates, and documentation related to the

procurements (outside of the proposals themselves). These

documents will be placed on the website within two weeks of their

issuance to the public domain (including after a Bank no objection,

in cases where this is required).

Monitoring, Remedies and Sanctions

15. The PCU will be responsible for monitoring and reporting on

this GAAP on a quarterly basis. Monitoring shall include both

quantitative measures of implementation of actions (e.g. numbers

of complaints received, followed up and resolved, numbers of

persons at accountability meetings), recording of benchmarks (e.g.

training of designated Information Officer, establishment of third

party monitoring), as well as qualitative reporting on the efficacy

of measures and instances where problems were corrected through

these mechanisms. Its reports shall be submitted to the Project

Implementation Committee, the Project Steering Committee, and

the World Bank simultaneously. Upon clearance by the Project

Steering Committee, summaries of the reports indicating

complaints, investigations, and their outcome, without specific

personalized information regarding shortcomings resolved

internally, will also be disclosed to the public through placement

on the project website.

16. Bank supervision arrangements for this project will be

comprehensive. The GAAP matrix will be used widely for

monitoring purposes and explicitly reviewed during

implementation support missions. Any „early warning‟ indicators

of governance and accountability risks will be monitored regularly

95

so that corrective measures could be carried out promptly. Prior

review thresholds would apply to large contracts, and post

procurement reviews will be carried out by qualified Bank staff in

procurement and contract management. Bank supervision missions

will be more frequent at the start of the project and would involve

qualified staff in various disciplines, including procurement,

contract management, and financial management. The Bank will

conduct a mid-term review of the project after two years. The

review will assess progress, gauge the efficacy of measures, agree

among all parties on areas for improvement, and make adjustments

as appropriate. The Bank will update its assessment of governance

risks on an ongoing basis, and make adjustments as necessary to

ensure effectiveness of the GAAP.

17. The Bank will apply sanctions as per its guidelines if it

determines incidences of fraud, corruption, collusion, coercive, and

obstructive practices. These sanctions may include fines,

blacklisting, suspension of disbursements, or ultimately

cancellation with respect to that contract. The Bank will seek first

to remedy cases of corruption through cooperation with the

implementing agency and its oversight entities. Information on the

Bank‟s sanction process can be found at the website

www.worldbank.org/sanctions.

96

Annex 17: Procurement Plan

Project name: Leveraging ICT Growth, Employment and Governance

Project

Loan : 5025-

BD

Procurement Plan Version : 2013-1

Status : Approved

Date of Last Change of Status : 19/09/2013

Category : Goods

SL

N

Description

(Package#) E/A

Amou

nt in

u$s

No

Objectio

n

Docume

nts

Publicat

ion /

Invitatio

n

Bid

Openin

g

Evaluat

ion of

Bids

No

Objecti

on to

Evaluat

ion

Report

Signin

g of

Contra

ct

Total

days of

Proces

s

(betwe

en Bid

Openin

g and

Signin

g of

Contra

ct)

End of

Contract

(Complet

ed)

P.P. - Executing Agency: 2013-1-MICT - BCC

Method: NCB (National Competitive Bidding)

1 IT Infrastructure 500,00 N/A 06/04/14 06/05/1 21/05/14 N/A 16/07/1 71 15/10/14

97

building - Computer

set, softwares, related

office equipments &

assessories - Top-up

Training (GG1)

0 4 4

Actual

2 IT Infrastructure

building - Computer

set & related office

equipments &

accessories-

Foundation Skill

development

Training(GG2)

500,00

0 N/A 13/04/14

13/05/1

4 28/05/14 N/A

23/07/1

4 71 22/10/14

Actual

3 Various Office

equipment &

furniture for IT/ITES

Unit(GG10(B))

55,000 N/A 16/01/14 15/02/1

4 02/03/14 N/A

27/04/1

4 71 26/07/14

Actual

4 Various Office

equipment &

furniture for

DRC(GG3)

100,00

0 N/A 01/11/15

01/12/1

5 16/12/15 N/A

10/02/1

6 71 09/05/16

Actual

5 Software & various

equipment for

CIRT(GG8)

100,00

0 N/A 09/02/14

11/03/1

4 26/03/14 N/A

21/05/1

4 71 20/08/14

Actual

6 Computer (laptops),

accessories, including

office equipment,

printers, projectors,

photocopier and

others for

PMCU(GG9(B))

94,000 N/A 30/04/13 30/05/1

3 14/06/13 N/A

15/07/1

3 46 29/07/13

Actual

98

7 One Microbus and

one 4WD Cross

Country

Vehicle(GG11 + 12))

136,00

0 N/A 07/05/13

06/06/1

3 09/06/13 N/A

23/06/1

3 17 30/06/13

Actual

Method: SH (Shopping)

8 2 x computer, 2 x

laptop, 1x printer, 1 x

scanner, 1 x ups etc

(for immediate need

of PMCU)(GG9(A))

6,000 N/A 19/04/13 26/04/1

3 03/05/13 N/A

06/05/1

3 10 09/05/13

Actual

9 Interior decoration &

furnishing for new

office space of the

project(GG10(A))

46,000 N/A 20/05/13 27/05/1

3 03/06/13 N/A

06/06/1

3 10 27/06/13

Actual

10 Financial

management system

software(GG13)

25,000 N/A 29/09/13 06/10/1

3 13/10/13 N/A

16/10/1

3 10 23/10/13

Actual

Method: ICB (International Competitive Bidding)

11 Expansion of existing

Datacenter

(DC)(GG4)

6,000,0

00 24/03/14 31/03/14

26/05/1

4 10/07/14 25/07/14

03/10/1

4 130 02/10/15

Actual

12 Establish Disaster

Recovery Center

(DRC)(GG5)

5,000,0

00 30/10/14 06/11/14

01/01/1

5 15/02/15 02/03/15

11/05/1

5 130 10/05/16

Actual

13 Establish cloud

computing(GG6)

5,000,0

00 20/04/14 27/04/14

22/06/1

4 06/08/14 21/08/14

30/10/1

4 130 29/10/15

Actual

14 Establishing tele

presence facility

(approx. 12

sets)(GG7)

2,000,0

00 26/01/15 02/02/15

30/03/1

5 14/05/15 29/05/15

07/08/1

5 130 06/02/16

Actual

99

Category: Non -Consulting Services

P.P. - Executing Agency: 2013-1-MICT - BCC

Method: NCB (National Competitive Bidding)

1 Development and

Production of

Marketing

Literature(NS5)

300,00

0 N/A 06/04/14

11/05/1

4 01/06/14 N/A

20/07/1

4 70 19/01/15

Actual

Method: ICB (International Competitive Bidding)

2 Top-up Training

Program(NS1)

6,500,0

00 09/12/13 16/12/13

10/02/1

4 24/03/14 08/04/14

15/07/1

4 155 31/12/17

Actual

3 Foundation Skills

Training(NS2)

9,500,0

00 16/12/13 23/12/13

17/02/1

4 31/03/14 15/04/14

22/07/1

4 155 31/12/17

Actual

4 Middle Management

Skills Training(NS3)

4,400,0

00 08/03/14 15/03/14

10/05/1

4 21/06/14 06/07/14

14/09/1

4 127 31/12/17

Actual

5 Company

Certification(NS4)

2,500,0

00 17/03/14 24/03/14

19/05/1

4 30/06/14 15/07/14

23/09/1

4 127 22/09/16

Actual

100

Category : Consultants - Firms

SL

N

Des

crip

tion

(P

ack

age#

)

E/A

Am

ou

nt

in u

$s

Req

ues

t fo

r P

rop

osa

l

(RF

P)

an

d S

hort

Lis

t

No O

bje

ctio

n t

o R

FP

an

d

Sh

ort

Lis

t

Invit

ati

on

for

RF

P

Bid

Op

enin

g

Tec

hn

ical

Evalu

ati

on

No

Ob

ject

ion

to

Tec

hn

ical

Evalu

ati

on

Fin

al

Evalu

ati

on

an

d

Neg

oti

ati

on

No O

bje

ctio

n t

o C

on

tra

ct

Sig

nin

g o

f C

on

tract

Tota

l d

ays

of

Pro

cess

(bet

wee

n B

id O

pen

ing a

nd

Sig

nin

g o

f C

ontr

act)

En

d

of

Con

tract

(Com

ple

ted

)

P.P. - Executing Agency: 2013-1-MICT - BCC

Method: QCBS (Quality and Cost Based Selection)

1 Firm - strategy,

planning and statistics

gathering for IT/ITES

unit(S2)

500,000

07/1

0/1

3

11/1

1/1

3

02/1

2/1

3

27/0

1/1

4

26/0

2/1

4

13/0

3/1

4

08/0

5/1

4

23/0

5/1

4

01/0

8/1

4

186 31/07/17

Actual

2 Firm - market

intelligence services on

IT/ITES(S4)

200,000 0

9/0

2/1

4

24/0

2/1

4

17/0

3/1

4

12/0

5/1

4

11/0

6/1

4

26/0

6/1

4

21/0

8/1

4

05/0

9/1

4

24/1

0/1

4 165 23/10/15

Actual

3 Development of

Industry Promotion

Plan(S5)

200,000

16/0

2/1

4

03/0

3/1

4

24/0

3/1

4

19/0

5/1

4

18/0

6/1

4

03/0

7/1

4

28/0

8/1

4

12/0

9/1

4

31/1

0/1

4

165 30/10/15

Actual

101

4 Strategic CEO

Outreach by GOB(S6)

1,400,000

23/0

3/1

4

07/0

4/1

4

28/0

4/1

4

23/0

6/1

4

23/0

7/1

4

07/0

8/1

4

02/1

0/1

4

17/1

0/1

4

23/0

1/1

5 214 22/10/17

Actua

l

5 Improving Global

Ranking of

Bangaldesh for

IT/ITES(S7)

1,000,000

27/1

0/1

3

11/1

1/1

3

02/1

2/1

3

27/0

1/1

4

26/0

2/1

4

13/0

3/1

4

08/0

5/1

4

23/0

5/1

4

01/0

8/1

4 186 30/07/17

Actua

l

6 Outreach Program for

Youth and

Women(S8)

400,000

08/0

6/1

4

23/0

6/1

4

14/0

7/1

4

08/0

9/1

4

08/1

0/1

4

23/1

0/1

4

18/1

2/1

4

02/0

1/1

5

27/0

2/1

5 172 26/02/17

Actua

l

7 Firm - Enterprise

Architecture(S10)

4,000,000 2

8/1

0/1

3

12/1

1/1

3

03/1

2/1

3

28/0

1/1

4

27/0

2/1

4

14/0

3/1

4

09/0

5/1

4

24/0

5/1

4

30/0

8/1

4 214 31/12/17

Actua

l

8 Firm - Develop

information security

policies and standards,

and plan CIRT

implementation(S11)

1,100,000

02

/07/1

4

17

/07/1

4

07

/08/1

4

02

/10/1

4

01

/11/1

4

16

/11/1

4

11

/01/1

5

26

/01/1

5

06

/04/1

5 186 05/12/16

Actua

l

102

9 IT Audit and

Expansion of existing

Data Center(S24)

200,000

01/1

1/1

3

16/1

1/1

3

30/1

1/1

3

18/0

1/1

4

15/0

2/1

4

02/0

3/1

4

13/0

4/1

4

28/0

4/1

4

16/0

6/1

4 149 30/07/14

Actua

l

Method: FBS (Selection under a fixed budget)

10 Firm - Internal audit

for project(S23)

50,000

02/0

9/1

4

N/A

16/0

9/1

4

31/1

0/1

4

21/1

1/1

4

N/A

09/0

1/1

5

N/A

27/0

2/1

5 119 27/02/17

Actua

l

Category : Consultants – Individuals

SLN Description (Package#) E/A Amount

in u$s

No

Objection

to the TOR

Signing

of

Contract

Total

days of

Process

End Date

of

Activity

P.P. - Executing Agency: 2013-1-MICT - BCC

Method: EI (Expression of Interest)

1 IT/ITES Experts for IT/ITES unit

(S1)

200,000

17/12/13 17/04/14 31/12/17

Actual

2 Expert Advisor - IT/ITES(S3) 400,000

18/08/13 17/12/13 31/12/17

Actual

3 Specialist(S9) 500,000

08/06/14 07/10/14 02/10/16

Actual

4 Team leaders for IT/ITES 500,000 02/10/11 08/09/13 31/12/17

103

industry development (S12)

Actual

5 Project Management

Specialist(S13)

200,000 02/10/11 14/08/13 31/12/17

Actual

6 ICT Procurement Consultant

(International)(S14)

120,000

27/02/14 29/06/14 30/11/16

Actual

7 Procurement Specialist(S15) 180,000 02/10/11 23/06/13 31/12/17

Actual

8 Financial Management

Specialist(S16)

180,000 02/10/11 02/07/13 31/12/17

Actual

9 Communication Specialist(S17) 90,000 N/A 15/09/13 31/12/17

Actual

10 Monitoring & Evaluation

Specialist(S18)

70,000 N/A 03/08/14 31/12/17

Actual

11 Technical Specialist(S19) 480,000

12/05/13 15/09/13 31/12/16

Actual

12 Project Associate(S20) 200,000

N/A 02/07/13 31/12/17

Actual

13 Team Associate(S21) 100,000

N/A 02/07/13 31/12/17

Actual

14 Accounts Associate(S22) 48,000 N/A 02/07/13 31/12/17

Actual

94

Annex 18: Form of Financial Reports for the World Bank

Annex 18-A : Project Sources and Uses of Funds

For the Quarter Ended _________________

In BDT

Particulars

Current Qtr

Financial Year to

Current Qtr

Cumulative to Current

Qtr

GOB RPA Total GOB RPA Total GOB RPA Total

Sources of Fund

TOTAL SOURCES OF

FUND (A)

Use of Fund by

Expenditure Category

TOTAL USES OF

FUND (B)

Surplus/(Deficit) of

Fund (C) i.e. (A)-(B)

OPENING BALANCE

Total opening balance

(D)

FUND AVAILABLE

(E) = (c)+(D)

CLOSING BALANCE

Total closing balance

Annex 18-B : Uses of Funds by Project Components

For the Quarter Ended ___________________

In BDT

Particulars

Current Qtr Financial Year to Current Qtr Cumulative to Current Qtr

GOB RPA Total GOB RPA Total GOB RPA Total

Total

Annex 18-C : Project Cash Withdrawals (Disbursement)

For the Quarter Ended 31December 2012

Categor

y No.

Category

Descriptio

n

IDA Eligible Expenditure (In BDT)

Current Qtr

Financial Year to

Current Qtr

Cumulative to

Current Qtr

GO

B RPA

Tota

l GOB RPA Total GOB RPA Total

Total

Annex 18-D : Designated Accounts

(DA) Activity Statement

For the Reporting Period: QE _________________________

In BDT

SL No. Description Amount Total

Amount

Part I

1 Cumulative advances to end of current reporting quarter

2 Less: Cumulative expenditures to end of last reporting

quarter

3 Outstanding Advances to be Accounted

Part II

4 Opening DA Balance as at beginning of the Disbursement

Period

Add/Subtract: Cumulative Adjustments (If any)

5 Add: IDA advance during the quarter

6 Sub Total of Advance and Adjustments

7 Less refund from DA during the quarter

8 Outstanding Advance to be Accounted

9 Closing DA balance at the end of current Disbursement

Period

10 Add/Subtract: Cumulative Adjustment (If any)

11 Add: Amount of eligible expenditures for Current

Disbursement Period

12 Subtotal of Adjustments and Expenditure

13 Less: Interest Earned (Cumulative) credited into DA

14 Total Advance to be accounted for reconciled

Annex 18-E: Projected Cash Forecast Statement

as on 31 December 2012 for the Next Six Months

Disbursement Category

In BDT

Cash Requirements

IDA eligible total Cash

Requirements for 6

months ending

_________

Q1 Q2 Q1+Q2

Total projected IDA eligible

expenditures

Statement of Required Advance to Designated Account

Particulars In BDT

Projected IDA eligible expenditure for the next six months ending

________

Less: Closing DA Balance after Adjustments as on

____________________

Less: Imprest Cash Balance If Any

Less: Amount to be paid through Direct Payment of Special

Commitment

Requested amount to be advanced to DA

Annex 18-F : Designated Account

Expenditure Subject to Prior Review

Disbursem

ent

Category

Contract

No &

Date

Contractor's

Name

Contract

Currency

Contract

Value

Balance of

Contract

Value /

Liability at

the

beginning of

the Current

Qtr

Amount

Paid from

DA

during

the

Current

Qtr

Contract

Value /

Liability at

the close of

the Current

Qtr

94

Annex 19 : Form of Project Financial Statement for C&AG (FAPAD Audit)

Project Financial Statement

as on 30 June _________

Figure in Taka

Resources Notes

Cumulative

Prior Period

Current

Period

Cumulative

Current Period

Cash opening balance

Total Resources

Expenditure

(Under GOB Economic Head)

Total expenditure

Cash closing balance

Total Expenditure and Cash

95

Annex 20: Form of ADP / IMED Reports

Annex 20.01: Quarterly Physical & Financial Target

Government of the People‟s Republic of Bangladesh

Ministry of Planning

Implementation Monitoring and Evaluation Division

Project Monitoring Form: IMED 02/2003 (Revised) (Page 1 of 2)

(Yearly Target)

ADP: 20__ __ - __ __ __ __

A. Component-wise Physical and Financial Target for Current Year

Code

A.1 a) Project Title:.................................................................……….

b) Ministry: .....................................................................

c) Division:.....................................................................

d) Agency:........................................................................

A.2 Quarterly Physical and Financial Target (As per yearly

Allocation):

(in lakh Taka)

Sl

.

N

o.

Name of

the

Compone

nt

(As per

Table E-1

of PP)

or

(As per

Part E

(32) of

TAPP)

Total Target First Quarter

Target

Second Quarter

Target

Third Quarter

Target

Fourth Quarter Target Remarks

Physical Finan

cial

Physical Finan

cial

Physical Fin

anci

al

Physical Finan

cial

Physical Financial

Un

it

Qty Qtty % Qtty % Qtty % Qtt

y

%

1 2 3 4 5 6 7 8 9 10 11 12 1

3

14 15 16 17 18

Total

A.3 Is the project

targeted for completion

in this financial year

Yes No

97

Project Monitoring Form: IMED 02/2003 (Revised) (Page 2 of 2)

(Yearly Target)

ADP: 20__ __ - __ __ __ __

B. Upazila-wise Target of Current Year and Progress of Last Year

Code

B.1 Project Title:...................................................................

B.2 Upazila-wise Target of Current Year and Progress of Last Year

(Amount in Lakh Taka)

Sl.

No.

District Upazilla Cumulative

Expenditure Upto

Last Year

Expenditure of

Last Year

Financial

Target of

Current Year

Total:

Project Director / Head of the Agency/

Authorized Signature Authorized Signature

Date: Date:

Secretary/Head of the Planning Wing/Branch

Authorized Signature

Date:

Annex 20.02 : Quarterly Progress Report

Government of the People‟s Republic of Bangladesh

Ministry of Planning

Implementation Monitoring and Evaluation Division

Project Monitoring Form: IMED 03/2003 (Revised) (Page 1 of 4)

(Quarterly Progress Report)

ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................

A. Quarterly Financial Progress Report

Code

A.1 a) Project Title:...................................................................

b) Ministry: .....................................................................

c) Division: .....................................................................

d) Agency: ........................................................................

A.2 Quarterly Financial Progress:

(Amount in Lakh Taka)

Head Release for the

Quarter

Expenditure for the Quarter Current Year‟s Expenditure

GoB RPA GoB RPA DPA GoB RPA DPA

Revenue

Capital

Grand Total

Cash Foreign Exchange Spent Spent from Own Resources CD/VAT

Cash Kind

RPA Spent

(Cumulative to

Date)

RPA Claimed RPA Reimbursed

Reporting

Quarter

Cumulative to

Date

Reporting

Quarter

Cumulative to

Date

99

Project Monitoring Form: IMED 03/2003 (Revised) (Page 2 of 4)

(Quarterly Progress Report)

ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................

B. Quarterly Component-wise Progress

Code

B.1 Project Title:...................................................................

B.2 Quarterly Component-wise Progress:

(Amount in Lakh Taka)

Sl

.

N

o

Name of

the

Compone

nt

(As per

Table E-1

of PP)

or

(As per

Part E

(32) of

TAPP)

Unit Cumulative

Progress Upto Last

June

Yearly Target Progress in

Current Quarter

Current Year's

Progress

Rema

rks

Physical Financi

al

Physic

al

Financ

ial

Physical Financ

ial

Physical Financ

ial

Qt

y

% Qt

y

% Qt

y

% Qt

y

%

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Total

104

Project Monitoring Form: IMED 03/2003 (Revised) (Page 3 of 4)

(Quarterly Progress Quarter)

ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................

C. Implementation Problems and Suggested Measures

Code

C.1 Project Title:...................................................................

C.2 Implementation Problems:

Problem

Number

Problem Type Description of Problem (s)

1. Approval Process

2. Procurement

3. Management

4. Fund Allocation/Release

5. Manpower Recruitment

6. Others (specify)

C.3 Suggested Measures: (In brief and specific)

Problem

Number

Measures Suggested

Others

None

C.4 Is the project declared Completed Yes No

Project Director/ Head of the Agency/

Authorized Signature Authorized Signature

Date: Date:

Secretary/Head of the Planning Wing/Branch

Authorized Signature

Date:

105

Project Monitoring Form: IMED 03/2003 (Revised) (Page 4 of 4)

(Quarterly Progress Report)

ADP: 20 __ __ -- __ __ __ __ , Reporting Quarter:...............................

D. Contract Implementation Report

(Please fill-in this form for goods and works contract of value above Tk. 200.00 lakh and

consultancy contract of value above Tk. 100.00 lakh)

Code

D.1 Project Title:...................................................................

D.2 Contract Implementation:

(Amount in Lakh Taka)

Description of contracts

(as per tender document)

Contract

value

Date of work

order/contract

agreement

Completion

date as per

contract

Progress

Amount

paid

Physical

(%)

D.3 Problems/Reasons for Delay in Contract Implementation (if any):

Sl.

No.

Description

Project Director/ Head of the

Agency/

Authorized Signature Authorized Signature

Date: Date:

Secretary/Head of the Planning Wing/Branch

Authorized Signature

Date:

Annex 20.03 : Monthly Progress Report

Government of the People‟s Republic of Bangladesh

Ministry of Planning

Implementation Monitoring and Evaluation Division

Monthly Implementation Progress Review meeting of

ADP included Project of the year ________

IMED 05/2003 (Revised)

Monthly Progress Report

Reporting Period: _______

Name of the Ministry/Division/Organization :

(In Lakh Taka)

Name of the Project

:

Allocation for the year

_______

Taka

release

d

Expenditure upto June & %

of allocation

Total Taka Project

Aid

(RPA)

Total Taka Proje

ct Aid

(RPA

)

a) Main Programme

:

Sub Total :

b) Technical

Assistance

Programme : N/A

Sub Total :

c) Organization's

Self Financed

Programme :N/A

Sub Total :

d) Food Aided

Programme :N/A

Sub Total :

Grand Total :

Monthly Implementation Progress Review meeting of

ADP included Project of the year ______________

IMED 05/2003 (Revised)

Monthly Progress Report

Reporting Period: ____________________

Name of the Ministry/Division/Organization:

1. Name of the Project:

2. Objectives of the Project:

3. Implementation Period: a) Original:

b) Revised:

4. Location of the Project:

5. Source of Funding (with amount):

6. Estimated Cost: (In Lakh Taka)

Total Taka Project Aid

(RPA)

Physical (% of

Total Project)

Original

Revised

Cumulative Progress up to last June

Current year allocation and

Physical Target

Progress of current month

Progress up to the current month of

the year

Fund released up to the current

month

Quarterly Financial and Physical:

(In Lakh Taka)

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

Finan

cial

Physica

l

Finan

cial

Physical Financia

l

Physical Finan

cial

Physical

Target

Achievem

ent

(Physical

progress as

the % of

total

project)

-

8. Target and Achievement of the main Components of the Project (In Lakh Taka):

Sl.

No.

Work

components as

per PP

(With

quantity)

Estima

ted

Cost

Achievement

upto last June

Target of the

current year

Progress up to the

month of June of the

current year

Financ

ial

Physical

(% of

the

compone

nt)

Financia

l

Physical

(% of

the

compone

nt)

Financial Physical

(% of the

component

)

Revenue Component:

1 Salary and

Allowances

2 Training

3

Seminar and

workshop

4 Consultancy

5

Audit fee

6 Supplies &

Services

7 Training

Grants

Sub Total (Revenue

Component)

Capital Component:

8 Vehicle

9 Computer &

Accessories

10 Software

11 Office

Equipment

12 Furniture

13 CD/VAT

Sub Total (Capital

Component)

Price Contingency

Physical Contingency

Grand Total

Reasons for the delay of

Project implementation:

Existing problems of

Implementation of the project:

Project Director

Phone:______

Annex 21: Terms of Reference for Internal Audit

I. Introduction

Project Objective

Recognizing the need of leveraging information and communication technologies (ICT)

to accelerate the growth, employment and promoting good governance the Government

of Bangladesh (GOB) has taken up “Leveraging ICT for Growth, Employment and

Governance Project” under Bangladesh Computer Council, under the Ministry of ICT,

with the financial assistance of the World Bank (in the form of RPA/Loan/Credit). The

Project Cost has been estimated to be BDT 5,719.7 Million (USD 73.33 Million). The

World Bank / IDA Credit is of USD 70 Million (SDR 44.2 Million) and the balance is

GOB grant.

The Project aims at developing the IT/ITES industry and establishing shared IT

infrastructure and services to support public sector modernization and e-Government

efforts.

The IT/ITES industry development component is targeted to create an estimated 30,000

direct jobs, with the potential to create up to 120,000 indirect jobs, as studies have shown

a 1:4 ratio for direct and indirect jobs. In addition this component is expected to increase

IT/TES industry revenue by over USD200 million at the end of the project.

The e-Government component is expected to provide GOB with the critical technology

foundations for governance reforms in the years ahead. These basic technology

foundations will significantly improve:

the GOB's efficiency and effectiveness by enabling all ministries/agencies to have a

shared data centre for hosting their systems and information;

exchange information and collaborate using standardized interoperability frameworks;

improve the public sector's ability to secure data through information security policies,

guidelines and standards.

Fund Flow for the Project

The IDA's part of project funds flows through a Designated Account (DA) which is a

Convertible Taka Account (CONTASA) as per the requirement of the World Bank.

Project funds may flow through direct payments and issuance of special commitments as

and when required.

For any fund flow from the project to any other institutions under non-consulting services

(e.g. training and skills development provided on an output-based contract, with

disbursements to be made against the completion of training) for the purpose of the

project, the financial management capacity of the institutions would be assessed. Based

on the satisfactory assessment and designing of the adequate arrangements, the

agreement/MOU will be done with the concerned institutions. The payment will be made

upon achieving milestones as agreed with the institutions. An operational manual will be

prepared and approved by the Bank, before training grants for foundational skills for

ITES can be awarded and disbursed. It will outline detailed operational procedures

including those for the transactions and transfer of fund in order to ensure the appropriate

utilization thereof.

Accounting System

The accounts of the Project are maintained on cash basis. A financial operation manual

has been developed to provide broad guidelines for accounting and reporting of Project

transactions. A computerized financial management system is in the process of

development.

II. Scope of Work

Objectives

The objectives of the internal audit are to:

Review the adequacy of the project financial management arrangements, and compliance

with financing agreements with the World Bank; and

Provide the project management with timely information on financial management

aspects of the project to enable appropriate follow-up action

Scope of Internal Audit

The audit will be carried out in accordance with the relevant national standards of

auditing, and will include such tests and controls as the auditor considers necessary under

the circumstances. In conducting audit special attention should be paid to the following:-

Ensure that the accounting and financial management systems remain reliable and

effective in design and to assess the extent to which they are being followed;

Review the efficacy, adequacy and application of accounting, financial and operating

controls and thereby ensure the accuracy of the books of accounts;

Verify that the system of internal check is effective in design and operation in order to

ensure the prevention of and early detection of defalcations, frauds, misappropriations

and misapplications;

Identify areas of significant inefficiencies in existing systems and suggest necessary

remedial measures;

Confirm the existence of financial propriety in all decision and verify compliance to

government and statutory requirement.

Confirm that the agreed procurement procedures and arrangements have been followed

for works, goods and services. While doing so, the checklist attached with this TOR will

be followed by the internal auditor.

Check that all expenditure on works funded by World Bank Assistance, including

procurement of goods and services, has the necessary supporting documents and have

been incurred in accordance with the World Bank/Government of Bangladesh rules and

relevant financing agreement.

Verify that all the goods procured and issues are supported by valid receipt and issue

document (namely Goods Receipts Sheet, Indent and unstamped receipt) and are

recorded in the Priced Store Ledger/Bin Card and also closing balances worked out

correctly. Physical verification of assets and other inventories would be taken up as

deemed necessary by the auditor in respect of World Bank funded goods only.

Confirm that expenditure incurred under the project is used for purpose intended. To

establish this, the auditor should conduct such audit/tests as may be deemed appropriate

and necessary for the purpose of the audit.

Check that expenditures are correctly reported to the World Bank on a quarterly basis

(IUFR).

that adequate records are maintained regarding the assets created and assets acquired by

the project, including details of cost, identification and location of assets; and that the

physical verification of assets is being carried out with due diligence.

Extent and coverage of internal audit:

The extent and scope of internal audit will be as follows:

The auditor will vouch ____% of cash payment vouchers, bank statements and transfer

entry vouchers and cheque payments shall be vouched to cover ____% of the transaction

in each of the months selected.

A list showing the months / year for which vouching has been carried out shall be

mentioned in the report.

Routine errors or omissions or commissions noted during the course of internal audit may

be rectified on the spot.

While conducting internal audit in a subsequent phase, the auditor will ensure that the

compliance report on audit observations pointed out in the reports relating to earlier audit

is made and corrective actions taken on those points are furnished in the Audit Report of

the subsequent phase.

Period of Internal Audit

The period of internal audit _______________________

Internal Audit Reports

The report should be structured in a manner to provide the following: (a) audit

observations; (b) implications of the observations; (c) suggested recommendations; (d)

management‟s comments/agreed actions and (e) status of actions on the previous

recommendations.

The auditor should discuss results of audit with the Project Director and important

observations should be brought to his notice for taking timely corrective action.

The report shall be submitted in triplicate to the Project Authority.

III. General

The auditor will be given access to all legal documents (agreement), correspondence,

financial manuals, notices from the Project Management and any other information

associated with the project as deemed necessary by the auditor.

Annex 22: Chart of Accounts (Integrated)

The Chart of Accounts has been designed as under:

GOB Economic Code / Head

IDA Disbursement Category

Project Component / Sub-Components

GOB Economic Code / Head

Code (ENTRY

CODE) Head

0000 N/A Not Applicable

4500 Salary of Staff Salary of Staff - Project Director (PD)

4700 Staff Allowances Staff Allowances - Project Director (PD)

4800

Supplies &

services

Operating cost- allowance, consumables, fuel &

vehicle maintenance, stationary, contracted

support staff (drivers and messenger),

communications, travel, allowances,

representation as per standard GoB

4833

Market

Intelligence

IT/ITES etc.

Firm - to develop and produce marketing

literature (Including for print` and electronic

media), develop industry promotion plan,

improving global ranking of Bangladesh for

IT/ITES, outreach program for y

4840 Training expenses

IT/ITES specialized training conducted by firms

including Local, Int. Training, Study tours, etc.

4842

Seminar,

Workshop, forum

expenses IT/ITES Workshops, forums & seminars

4874 Consultancy

Consultancy (firm & individuals) for IT/ITES

components & PMCU

4889 Audit Fee Firm - Internal audit for project

5963 Training Grant

Training grant to local ITES companies meeting

minimum criteria in employment

6807 Vehicle Vehicles for project office

6815

Computer &

Accessories

Integrated Computer systems & related

accessories

6817 Software Various Software

6819 Office equipment Various office equipment

6821 Furniture & fixture Various furniture & fixtures

7777

Retained Earnings

(For System

Purpose) System use only

IDA Disbursement Category

Code (ENTRY CODE) Head

0 Default

1 Goods, Works, Non consulting Services & Consultants Services

2 Training

3 Grant

4 Operating Cost

5 Unallocated

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

100

Component-1:

Development

IT/ITES Industry

110 Top-Up IT

Training

111

Firm-Program &

Curriculum design

etc

112

IT Infrastructure`

Building-Computer

Set & Related

Office Equipment

& Accessories

113 Software

120 Foundational

Skills

121

Firm-Program &

Curriculum design

etc

122

Internship

Remuneration

123

IT Infrastructure

Building-Computer

Set & Related

Office Equipment

& Accessories

124

Software (database,

Network Security,

Environment

Monitoring etc)

130 Middle

Management

Training

131 Firm-Middle

Management Skills

Training

140 Industrial

Capacity

Building

141

Firm Company

Certification

142

Industry Forum-

Workshop &

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

Seminar

143

Firm-Strategy,

Planning and

Statistics Gathering

for IT/ITES unit

144

IT/ITES Experts for

IT/ITES unit

145

Expert Advisor -

IT/ITES

146

Office Equipments

(Including Printer,

Projector,

Photocopier and

Other related Items)

147

Office Furniture

(Furniture for

Disaster Recovery

site, A/C etc)

150 Industry

Promotion

151

Firm - Development

and Produce

Marketing

Literature etc

152

Int Training &

Study Tours

153

Participation &

Hosting of Industry

Events - Seminar &

Workshops

154

Firm-Market

Intelligence

Services on

IT/ITES

200

Component-2:

Establish e-

Government

Technology

Foundations

210 Shared

Infrastructure

211

Expansion of

Existing Data centre

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

(DC)

212

Establish Disaster

Recovery Center

(DC)

213

Establish Cloud

Computing

214

Establish Tele

Presence Facility

220 Shared IT

Governance

221

Training and

Startup Operational

Support for CIRT

222

Firm-Enterprise

Architecture

223

Firm-Develop

Information

Security Policies etc

224 Specialist-1

225 Specialist-2

226 Specialist-3

227 Specialist-4

228 Software for CIRT

229

Office

equipment(Entry/Ex

it Control

Automatic

Attendance control

etc)

230 e-Government

231

Procurement of

bandwidth for Data

Center/Disaster

Recovery Site etc

232

Firm-Training for

IT related staff from

MoICT, BCC and

Other agencies

233

Int Training &

study tours(for IT

focal persons in

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

different agencies)

234

Maintenance of

DC/DRC equipment

300

Component-3:

Project Management

Support

310 Cost for PCU

311

Salary for Officers-

Project Director

(PD)

312

Allowances-Project

Director (PD)

313 Postal Charges

314

Mobile, land

telephone for

project

315 Fax for project

316

Electric bills for

DRC, project office

etc

317

Petrol/lubricant for

vehicle, generator

318

Office stationery

other than computer

stationeries

319

Team leaders for E-

government &

IT/ITES industry

development

320

Project management

specialist

321

ICT Procurement

Consultant

322

Procurement

Specialist

323

Financial

Management

Specialist

324

Communication

Specialist

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

325

Monitoring &

Evaluation

Specialist

326 Technical Specialist

327 Project Associate

328 Team Associate

329 Accounts Associate

330

Legal Fees&

Expenses

331 Honorarium

332

Computer

consumables

333

Firm-Internal audit

for project

334

Repair &

Maintenance for

vehicles

335 Microbus

336

4WD Cross country

Vehicles

337

Computer(laptops)

& accessories

338

Financial

Management

system software

339

Office equipments,

including printer,

projector,

photocopier and

other related items

340

Furniture(Table,

side table, chair for

PMU)

341 Vehicle Rent

342 Travel Advance

343

Mobilisation

Advance

344

Advance to project

Personnel for

project Expenses

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

345 Bank Charges

346 Supplies & Services

347 News Paper Bill

348 Entertainment

349 Conveyance

350 Other cost for PCU

400 Cash & Bank

Accounts

410 Cash in Hand

411 Cash Accounts

420 Bank

421

Janata Bank CD

A/C - 001005838

422

Janata Bank CD

A/C – 001005849

423

Janata Bank STD

A/C – 004000737

500 Grants, Loans &

Liabilities

501

GOB

Grants 501 GOB Grants

505

IDA

Credit

(Loan)

505 IDA Credit (Loan)

506

Refund to

IDA 506 Refund to IDA

507

IDA

Adjustmen

t

507 IDA Adjustment

510

VAT at

Source 510 VAT at Source

515

TAX

Deduction

at Source

515 TAX Deduction at

Source

520

Tender

Money 520 Tender Money

525

Security

Deposit 525 Security Deposit

530

Interest on

RPA Bank 530

Interest on RPA

Bank Account

Components Sub-Components Sub-Sub Component

(ENTRY CODE)

Code Head Code Head Code Head

Account

531

Interest

Receipts

on GOB

Bank

Account

531 Interest Receipts on

GOB Bank Account

590

Other

Receipts 590 Other Receipts