Diagnostic Study On GED and PD-26 Sept 2011-Tarun

Updated Draft 25 September 2011
C4 Diagnostic Report and Work Plan1

COMPONENT 4: Developing Planning Commission Capacity
in line with the MTBF Approach
1. COMPONENT TERMS OF REFERENCE
According to the TPP, the basic objective of the Component-4 (C4) was to develop the
capacity of the Planning Commission (PC) to undertake its role, in line with the requirements
of the MTBF. This component as originally envisaged has three sub-components as indicated
below:
4.1 Strengthening the GEDs capacity to design poverty reduction strategy, and to monitor its
implementation;
4.1.1 develop capacities for macroeconomic forecasting modeling and analysis to
support countrys economic development framework especially related to
economic growth and poverty
4.1.2 develop capacities in the PC to help/ guide line ministries in formulating sector
policy frameworks that support prioritization cross-sectorally and within sectors
4.2 Streamlining planning process in the context of the MTBF
4.2.1 improve procedures and methodologies for capital investment management
focusing on all stages- identification, screening, preparation, appraisal, selection,
approval and monitoring;
4.2.2 review and improve the institutional structure for managing investments
4.2.3 build capacity for better project evaluation, especially as they relate to
linkages with policy priorities
4.3 Support improved program evaluation and monitoring.
4.3.1 review the current processes and institutional responsibilities for monitoring
and evaluation
4.3.2 building monitoring and evaluation skills of relevant staff in IMED (combined
with relevant staff in FD and LM).
2. Baseline Analysis
2.1 Initial Progress and Constraints
Component-4 (C4) faced special problems in executing its original TOR as the Planning
Commission (PC) was not fully on board on the focus and scope of the SPEMP project and
its relevance to the PC. The basic concern of the PC was that the design of the SPEMP
project had some limitations and was done without consultation of PC and approval of the
Planning Minister.
1
This draft report has been prepared by Tarun Das, Technical Expert (C3.4 and C4) under the
supervision of C4 Adviser Sadiq Ahmed. The diagnostic surveys were conducted jointly by Tarun Das
and the C3.4 National Consultants S. M. Shahjahan, M. A. Muktadir Mazumder and Nargis Islam, and
C4 National Consultants Selim Raihan, Sarwar Jahan, Bidisha Haque and Bazlul Haque Khondoker
under the strategic guidance and supervision of Sadiq Ahmed, Adviser (C4); Ahsan Mansur, Policy
Adviser and Paul Nankivel, Project Manager.
1
Following several rounds of intensive consultations with the Prime Ministers office and the
Planning Commission, it was agreed that in view of the initial difficulties a low key and
informal approach would be adopted for the works under C4 focusing on the capacity
building in the General Economics Division (GED). It was envisaged that this strategy would
demonstrate the value-addition of the C4 activities for GED and eventually clear up doubts of
the PC about the relevance of DMTBF project. Accordingly, a reprioritization of C4 Terms of
Reference (TOR) focusing more on activities of the GED of the PC and the Planning
Wings/Cells of the LMs in association with C3.4 team was considered to be the best course
of actions to follow during the initial phase of the project.
The first quarterly work plan of C4 for October-December 2010 focused on the capacity
building of GED for the preparation of the Sixth Five Year Plan (SFYP) in order to establish
effective linkages among growth strategy, poverty reduction and medium term budgeting.
The strategy yielded rich dividends. The quality of support provided by the C4 team to the
preparation of the SFYP was highly appreciated by the Planning Commission and provided
confidence within PC to collaborate more broadly with the DMTBF reforms.
The second quarterly work plan for January-March 2011 was built on this favourable attitude
of the PC and remained broadly consistent with the 12-month work plan outlined in the
Inception Report. The main emphasis was to assist GED for ongoing preparation of the
SFYP and to strengthen capacity to monitor the Plan implementation.
Inter-active process of support by the C4 team resulted in significant improvement in GEDs
appreciation about the need for capacity building for indicative and strategic planning, macroeconomic forecasting, results based Monitoring and Evaluation, and better linkages with the
MTBF. The need for instituting these reforms has now been endorsed by the Planning
Commission and the government and has been incorporated in the Sixth Five Year Plan.
The C4 team had been working to strengthen PC reform ownership. The dialogue with the
PM's office on PC reforms has persisted and there is now broad based support for reforms
within the Planning Commission. Some agreements have been reached with the PC
regarding the unresolved issues on the role of PC in MTBF. The Prime Minister has agreed
with the Planning Commission view that their role for the preparation and approval of Annual
Development Program (ADP) will be preserved in the MTBF.
2.2 Diagnostic Studies
Due to the full-time involvement of the C4 team for the finalization of the SFYP with widened
scope, the work on conducting a diagnostic study on the business process review and the
training needs assessment of various divisions of the PC were postponed to the third quarter
(April-June 2011).
After a series of intense discussions in April-May 2011 with the Planning Minister, Member
(GED) and Member (Programming Division), it was officially approved to initiate diagnostic
studies and to formulate a work program for reforms and capacity building of the Planning
Commission. However, the PC wants a phased implementation of reforms in order to ensure
its proper ownership and sustainability. In the first phase, attention will be focused on
strengthening the Programming Division and the General Economics Division.
Diagnostic studies started in the middle of May 2011, but the participating Divisions viz. GED
and Programming Division became very busy for finalization of the Sixth Five Year Plan and
Annual Development Programme (ADP) respectively. Consequently, the progress of
diagnostic study was slow and the complete responses to the questionnaires were received
only in August 2011.
2
2.3 Methodology for Diagnostic Studies

Diagnostic studies on the above mentioned studies were conducted jointly by the C4 team
and C3.4 team under the direction of Adviser (C4) and with the support of Technical Expert
(C3.4 and C4). While the C4 team was given the task of conducting detailed diagnostic study
on the Business Process Review (BPR) and Training Needs Assessment (TNA) of the
General Economics Division (GED) for the TPP Activity 4.1, the C3.4 team were given the
task of conducting similar studies for the Programming Division of the Planning Commission
for the preparation of the Annual Development Programme (ADP). C3.4 team also conducted
diagnostic studies of the Planning Wings of selected line ministries 2 for the public investment
management under TPP Activities 4.2 and 4.3.
The Consultants prepared detailed background notes and a questionnaire for Business
Process Review (BPR) and Training Needs assessment (TNA) of the GED and Programming
Division. The BPR was conducted by adopting the methodology that was designed by the
Component-53 and the TNA was conducted by the Template designed by Component-94. A
rapid and structured interview technique was used for BPR and a focused group survey was
used for the TNA.
Both the GED and Programming Division (PD) submitted written responses to the
Questionnaires. A copy of response from the General Economics Division (GED) is placed at
Annex-1 and a copy of responses from the Programming Division is placed at Annex-2.
2.4 Diagnostic Results on GEDs Capacity
GED is in charge of the following activities specified in the Technical Project Report (TPP):
4.1 Strengthening the GEDs capacity to design poverty reduction strategy, and to monitor
its implementation;
4.1.1 develop capacities for macroeconomic forecasting modeling and analysis to
support countrys economic development framework especially related to
economic growth and poverty
4.1.2 develop capacities in the PC to help/ guide line ministries in formulating sector
policy frameworks that support prioritization cross-sectorally and within sectors
The basic tasks f the GED include preparation of Five Year Plan, Perspective Plan, technical
frameworks for the medium term and long term plans, progress reports on the achievements
of MDGs, SDGs, poverty analysis, impact of climatic change, macro and sector evaluation
and monitoring of Five Year Plan. GED has also the responsibility to develop and calibrate
input-output models and macro-economic models for forecasting major macro-economic
variables.
GED officials indicated that at present they do not have any macro-economic models as an
aid to medium and long term planing. They do not have adequate knowledge on the
analytical framework, building blocks, test and calibration techniques of either consistent or
2
Selected line ministries included ministries of Agriculture, Communications, Education, Primary

and Mass Education, and Power, Energy and Mineral Resources. Line ministries were selected on
the basis of a Purposive Sample Design because of their strategic role for overall economic
development and poverty reduction.
3
Diagnostic Methodology for Business Process Design and Analysis, pp.1-12, prepared by
Component C5, DMTBF Project, December 2010.
4
Templates for Training Needs Assessment, pp.1-4, prepared by Component-9, DMTBF Project,
February 2011.
3
general equilibrium models. Officers have expressed their desire for capacity building and
desirable training on the following subjects:
(a)
(b)
(c)
(d)
(e)
(f)
(g)
Input-output modelling
General Equilibrium Modelling
Macro-economic Modelling
Financial Programming
Poverty and inequality measurement and decomposition
Monitoring and evaluation of plan implementation
Result-based Monitoring and evaluation
GED officers indicated explicitly that they need a capacity building project for the following
basic objectives and tasks by the consultants:
(1)
(2)
(3)
(4)
(5)
(6)
To enhance technical knowledge of the officers

To prepare detailed manuals/guidelines/ methodology for the works
To provide adequate training of the professionals of the GED
To assess hardware / software needs and help GED to upgrade ICT infrastructure
To guide on international best practices on medium term planning
To build capacity for input-output modelling, macroeconomic modelling for short-term,
medium term and long term- projection techniques
GED officials indicated that they face various constraints for performing more efficiently the
functions assigned to them. These include the following:
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Lack of technical knowledge for majority of staff

Lack of detailed manuals/guidelines/ methodology for the activities
Officers have too much work load and attend too many meetings
Lack of adequate training of the professionals
Lack of succession plan for key posts
Lack of adequate hardware and software for ICT
Lack of adequate number of supporting staff
Less time for conducting research and spade works
Officers too busy for routine works
2.4.1 Result Based Monitoring and Evaluation of Projects
At present there is no result based monitoring and evaluation of the development

projects either by the concerned line ministry of by the IMED. Result-based project/
program evaluation is different from the terminal project implementation and evaluation
report prepared by IMED. Result-based project evaluation basically implies an impact
analysis of a project in terms of exact outputs and outcomes.
The IMED monitoring report examines the financial and physical compliance i.e.
comparing actual project costs with the budgeted project costs and comparing actual assets
with planned assets to determine time and cost overruns. But, it does not deal with outputs
and outcomes specified in the DPP for development projects and TPP for technical
assistance projects. We need to compare actual outputs with targeted outputs to evaluate
efficiency of a project, and to compare actual outcomes with targeted outcomes to evaluate
effectiveness of a project.
The result based monitoring and evaluation (M&E) system moves beyond the
traditional input based M&E and can help policy makers analyse outcomes and
impacts. It is a powerful public management tool that can be used by the governments to
demonstrate accountability, transparency and results of public funded projects/ programs. It
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also provides solid knowledge base for formulation of future development projects. The
system can also bring about major political and cultural changes in the public operations and
organizations leading to improved performance, increased accountability, transparency,
learning and knowledge. In the specific context of Vision 2021 and the Sixth Five Year Plan,
a results-based M&E will be critical to helping the Government track and monitor progress
with implementation of the respective targets and take corrective actions in time. Accordingly,
draft the Sixth Plan has proposed specific steps to move towards a results-based M&E
system developed by the World Bank.
Suggested Measures for initiating Result-Based Monitoring and Evaluation System:
(a) GED in the PC in collaboration with the IMED may take the lead responsibility to
institutionalize result-based M&E system.
(b) The capacities of the GED, IMED, PWs in LMs/Agencies will need to be strengthened
with better staffing, technology and training.
(c) Good practice results-based M&E from international experiences from similar countries
need to be studied and adapted.
(d) The capacity of BBS will be further strengthened to generate required data for M&E. This
could entail special-purpose surveys.
(e) Strong results-based M&E will require collaboration with the LMs, research institutions,
and civil society.
(f) ICT needs to be improved and workshops need to be organized for wider dissemination
of M&E results.
(g) Detailed guidelines and manuals need to be prepared before initiating pilot studies.
2.4.2 Capacity Building Project for GED
On the basis of above mentioned findings of the diagnostic study, it is proposed that the
capacity building project for the GED may involve the following activities:
1.1. Macroeconomic Capacity Building on:
(a) Construction of a New Input-Output Table for determination of consistent
medium term sectoral growth rates;
(b) Construction of a New Social Accounting Matrix for estimating intersectoral flows of goods and services;
(c) Construction of a New Financial Social Accounting Matrix for estimating
inter-sectoral flows of financial resources;
(d) Building a General Equilibrium Model for Medium and Long-Term
Projections of major macroeconomic variables and policy planning;
1.2. To develop short-term forecasting models for forecasting inflation, fuel and
food prices, exchange rates and interest rates;
1.3. Analysis of Poverty and Human Development using data from HIES 2010:
(a) Trend and Shift of Poverty,
(b) Social Protection and Poverty Analysis,
(c) Regional Disparity,
(d) Remittance and Household Welfare,
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(e) Access to Credit and Household Poverty and

(f) Human Development and Poverty;
1.4. Changing Structures of the Rural and Urban Economy
1.5. Urbanization in Bangladesh and its Implication for National Development
1.6. Developing and implementing model on Result Based Monitoring and
Evaluation;
1.7. Macroeconomic issues particularly focusing on external trade and
investment, employment generation, public sector development, creating enabling
environment for public-private partnership, impact analysis of ecological and climate
change.
1.8. Special Study on Barisal Region of Bangladesh
1.9. Support for the Monitoring and Evaluation of the Sixth Plan implementation
For capacity building we need:
2.1
To prepare methodological guidelines, manuals and training modules on these

subjects for Training the Trainers and also Training the Practitioners;
2.2
To conduct methodological and practical training programs on these subjects;
2.3
To organize study tours to India, Korea and Malaysia to study international best
practices on planning systems and linking planning with budgeting.
2.5 Diagnostic Results on the Capacity of the Programming Division and

Sector Divisions of the Planning Commission
The programming Division and the Sector Divisions are in charge of the following activities of
the TPP:
4.2 Streamlining planning process in the context of the MTBF
4.2.1
improve procedures and methodologies for capital investment management
focusing on all stages- identification, screening, preparation, appraisal, selection,
approval and monitoring;
4.2.2
review and improve the institutional structure for managing investments
4.2.3
build capacity for better project evaluation, especially as they relate to
linkages with policy priorities
As mentioned earlier, the Sector Divisions did not participate in the diagnostic studies, but
they have significant roles in investment appraisal. Main task of the Programming Division is
to prepare Annual Development Programme (ADP) on the basis of information obtained from
Line Ministries and Sector Divisions o the Planning Commission. The basic task of he sector
Division is to scrutinize appraisal of projects and programmed before putting up to the
concerned Member/ planning minister and ECNEC for final approval. Sector Divisions also
provide inputs to the IMED for monitoring and evaluation of project/ programme
implementation.
Here we summarise the main observations on the baselines for the (a) preparation of the
Annual Development Programme (ADP), (b) Project Preparation, Appraisal and Approval and
(c) Project Monitoring and Evaluation. We also discuss the main issues related to these tasks
and suggest measures for capacity building of the Programming Division and sector
Divisions of the Planning Commission.
2.5.1 Annual Development Programme

Annual Development Programme (ADP) is the formal mechanism for getting the
development projects/ programs included in the budget and putting them on board for
implementation. The Programming Division (PD) is the key agency responsible for the
preparation of ADP in April-May and the Revised ADP (RADP) in November. There are
elaborate procedures and systems for preparation of ADP (see Annex 2.3) and allocation of
resources among sectors and various projects/ progammes on the basis of information
provided by the LMs/ Divisions/ Agencies, Sector Divisions of the PC, IMED, ERD and FD.
ADP or Revised ADP in Bangladesh can be considered to be equivalent to the Public
Investment Programs (PIP) in other developing countries. These documents provide
effective linkages between development projects and development budgeting. However, ADP
(as the name suggests) provides investment plan for only one year, whereas PIP in other
developing countries generally provide medium term public investment programmes for three
to five years for consideration by the donors.
ADP preparation is a regular event and an important task of the Programming Division
and the Sector Divisions of the Planning Commission. Macro-economic conditions,
availability of domestic and external resources, and utilization of the RADP are reviewed
while formulating ADP for the next year. All stakeholders including the FD, ERD, IMED,
sector Divisions of the Planning Commission, Line Ministries, Divisions, Agencies are
engaged in consultation process for the formulation of ADP.
ADP provides expenditure estimates for investment projects, technical assistance projects
and Japan Debt Cancellation Fund projects. ADP also makes block allocations for
unapproved projects, and provides a list of unapproved new projects.
Poverty reduction, employment creation, food security, Human Resource Development
(HRD) and development of poor/backward areas are given priority in the ADP. For rural
development, agriculture and non-agriculture self-employing livelihood projects, SME (Small
& Medium Enterprise) and rural infrastructure projects are given priority. In power and energy
sector, gas and coal based electricity generation, renewable energy like solar, biogas and
wind power are given priority. In transport and communication railway, waterway and road
network development and ICT (Information and Communication Technology) projects are
given priority. Full utilization of limited resources is an absolute necessity for economic
development. Proper formulation of projects and timely implementation of them is crucial for
this.
Issues on the preparation of the Annual Development Programme (ADP)
Guidelines issued by the Programming Division to the LMs for preparation of ADP
and allocation of funds are not only very brief but also contradictory to some extent
(see Annex 2.4 and Consultants comments and Responses by PD to Question-17 in
the Questionnaire for PD given in Annex-2) and need to be reviewed; and detailed
Manual needs to be prepared.
Programming Division of PC finalizes ADP and puts up for consideration and approval
of NEC in April-May. Subsequently, a Revised ADP is prepared for investment
projects, technical assistance projects and JDCF projects.
After ADP is finalized in May, FD has the responsibility of combining both

development budget and non-development budget and reclassifying expenditure
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under capital and revenue. FD faces time constraint for this responsibility.
ADP Formats require allocated expenditure (decomposed into capital and revenue)
for the current year (2010-2011) and the forthcoming budget year (2011-2012) for all
projects. But, such information is not provided for 4 forward years. Therefore, ADP
information is not sufficient to prepare MTB.
ADP classification into sectors/ sub-sectors is not the same as the FD sector
classifications. Lack of uniformity of classifications creates problems for effective
monitoring and evaluation of outputs of various sectors and sub-sectors. These
classifications need to be aligned with each other (if not made uniform) for effective
integration of development and non-development budgets into total budget.
PD has indicated that they lack desired hardware and software for management of
data and analysis and they also need training on preparation of medium term public
investment programme.
Suggestions for improving the preparation of the Annual Development Programme
We need to prepare detailed Guidelines and Manual for preparation of ADP and
sectoral allocation of funds.
Timing of ADP preparation by the PD needs to be synchronized with the timing for the
preparation of the total budget by the FD.
We need to prepare a Medium Term Public Investment programme (PIP) as in other

developing countries. It would allow the Line Ministries/ Divisions as well as donors to
have a medium term view of the investment needs for the sector/ sub-sector. It will
also enable the planners and the budgeting experts to integrate more effectively
medium term planning with medium term budgeting.
ADP classification into sectors/ sub-sectors and the FD sector classifications need to
be aligned with each other for effective integration of sector-wise development and
non-development budgets and reclassification of sectoral expenditure under capital
and current expenditure.
Hardware and software requirements for the Programming Division need to assessed
and upgraded for efficient data management, data warehousing, abd data analysis.
PD officials need to be given training on the preparation of multi-year public

investment programme, basic concepts on medium term budgeting framework
(MTBF), and use of modern software for data management and analysis.
2.5.2 Project Preparation, Appraisal and Approval
A brief analysis of diagnostic studies on Public Investment Management (PIM) relating to the
planning Wings of the LMs/Divisions has been given under activity 3.4. Here we present
major observations concerning the role of the Planning Commission.
There are well established procedures and formats for project preparation and
approval involving all relevant stakeholders as outlined under the Planning Commission
Guidelines5. Planning wings of Divisions/ Agencies make initial appraisal of projects, which
5
Project Preparation, Processing, Approval and Revision Procedures for Public Sector, published by
8
are evaluated by the Departmental Project Evaluation Committee (DPEC) and forwarded to
the Planning Commission (PC) if the total project cost exceeds certain specified limit. The
concerned Sector Division of PC re-examines the proposal and initiates approval process
through Project Evaluation Committee (PEC). After approval by PEC, the proposal is sent to
ECNEC Secretariat in the PC for processing further for submission to ECNEC chaired by the
Prime Minister for Approval.
Project appraisal system places main emphasis on procedural and operational
guidelines and less importance on methodology as there are no detailed methodological
Manuals and Guidelines on project preparation and approval and techniques for financialeconomic cost benefit analysis and impact analysis.
There is no central focus on project conceptualization which is basically driven by
availability of funds or sometimes by political economy. Ideas and concepts of projects/
programmes originate from many sources like the line ministry, donors, on-going project
managers, implementing divisions/ agencies etc. But, the main responsibility of preparation
of programme/ project through DPP/TPP remains with the planning wings of the
implementing divisions/ agencies.
There is no general classification of the development projects as such except that the
ADP includes separate lists of approved, unapproved, revised unapproved and new projects.
Broadly, the projects are classified as Investment and Technical Assistance (TA) Projects.
However, for the purpose of inclusion in the ADP the Planning Commission sets out a
number of criteria which are mentioned in the ADP Circular issued by the Programming
Division sometime in the month of April.
Project approval process is time consuming and a specific programme may not be
approved in time for its inclusion in the ADP and Development Budget as the programme/
project proposal, if needed, may be sent back to its original source for correction, revision,
changes etc at any level of approval process. On the other hand, some projects without
detailed feasibility reports may be approved by the ECNEC for reasons of political economy.
However, approval process has some element of decentralization. For example, Minister
for Planning has the authority to approve investment project/ programme costing up to Taka
250 million and the concerned LM Minister can approve Technical Assistance project up to
Taka 75 million.
Desired capacity building of LMs/Divisions for appraisal of complex and large projects
have not taken place until now, although the responsibility of project appraisal was
transferred long ago from the Planning Commission to the Planning Wings of LMs/ Divisions/
Agency. As a result the officials of planning wings are unable to perform professionally for
project preparation and appraisal. The techno-economic-financial appraisal and
environmental impact analysis of the projects/ programmes are mostly done by the external
consultants and in-house experts of a few technical Agencies under the line ministries.
The planning officials working in the LMs/ Divisions/ Agencies are generally involved
in routine type functions relating to the preparation of the Development Project Proforma/
Proposal (DPP), Revised DPP, Technical Assistance Project Proforma/ Proposal (TPP) and
Revised TPP to the higher authorities in LMs/ PC for approval of projects.
Too many projects are put up for approval by the sector division and the Programming
Division which do not have sufficient staff and time to make rigorous recheck and
scrutiny of project appraisals. Some rationalization is required on the number of project
Planning Commission, 2008.
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proposals by the LMs/Division/Agencies which need to have much longer vision and
consolidated strategic objectives. It may be desirable to adopt the concept of Program
Budgeting by consolidating various projects under the same strategic objectives or goals.
Main Issues on Project Preparation and Project Appraisal
Project Preparation, Appraisal, Monitoring and Evaluation form an integral part for the
finalization of the projects/ programs included in the ADP and RADP. Although there
are detailed procedural and operational Manuals for the PIM, there are no detailed
methodological Manuals and Guidelines on project preparation, approval, monitoring
and evaluation.
In most cases, the LMs/ Divisions/ Agencies associate external consultants for
preparation and appraisal of projects/ programs. In general the Planning Wings
officials of the LMs/ Divisions have limited capacity and knowledge to examine and
review the feasibility reports or detailed project reports.
Planning Wings of LMs expressed the need for intensive training on project/ program
appraisal, economic-financial-social cost-benefit analysis and M&E techniques.
Ministries have also expressed need for upgrading hardware and software for
information and communications technology and for project appraisal and monitoring.
Suggestions for Improving Project Preparation and Appraisal
Detailed Manuals/ Guidelines/ Formats on methodologies for project preparation,

economic-financial-social cost-benefit analysis and environment impact analysis
techniques need to be prepared.
Planning Wings of the budgetary agencies and the Sector Divisions of the Planning
Commission need to be given intensive training for project preparation and project
appraisal techniques.
Information and communications technology of the Line Ministries/ Divions ned to be

upgraded for project appraisal and monitoring.
2.6 Diagnostic Results on Project Implementation, Monitoring and Evaluation

IMED conducts project implementation monitoring and evaluation with the help of line
ministries and the sector divisions of the Planning Commission. They are in charge of the
following activities of the TPP:
4.3 Support improved program evaluation and monitoring.
4.3.1 review the current processes and institutional responsibilities for monitoring
and evaluation
4.3.2 building monitoring and evaluation skills of relevant staff in IMED (combined
with relevant staff in FD and LM).
2.6.1 Project Implementation, Monitoring and Evaluation
The DPP and TPP specify the details of the project management setup for the
execution of a project and the institutional arrangements for the operation and maintenance
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of the project after the complementation of project implementation. The DPP and TPP also
indicate the composition of a Project Implementation Committee for conducting day-to-day
activities for effective and proper implementation of the project, and the composition of a
Project Steering Committee (PSC) to approve, direct and oversee the activities of the Project
Implementation Committee. DPP and TPP also specify the manpower requirements for the
operation and management (O&M) after the execution of the project.
The role of the Project Directors (PD) is very important for the implementation of a
Project. There is no general guideline for selection and appointment of Project Director. The
required qualification and experience of a PD varies from project to project and mentioned in
the DPP. In practice, these are not strictly followed. In general, a senior officer of the EA is
appointed as a full time PD for proper implementation of the project. Appointment of the PD
is the prerogative of the Line Ministry. For highly complex, big and aided projects in some
cases the development partners unofficially intervenes in the selection of PD.
Monitoring of project implementation has two parts: internal monitoring and external
monitoring. Internal monitoring is the responsibility of the administrative ministry which
holds monthly ADP Review meeting chaired by the Secretary, in some cases by the Minister.
to monitor financial and physical progress, to discuss various issues relating to
implementation and time and cost overruns of projects included in the ADP, and to take
appropriate decisions to speed up the progress of the projects.
.
The Planning Wing/Cell prepares the background paper for the ADP review meeting.
Meeting is attended by all concerned officials of the ministry and representatives of the
Finance Division (FD), Economic Relations Division (ERD), Implementation Monitoring and
Evaluation Division (IMED) and Planning Commission (PC).
The external monitoring and evaluation of the public sector development projects is
the responsibility of the IMED, which submits monthly, quarterly and annual monitoring
and performance reports to the ECNEC and Line Ministries. IMED seeks to explain the
constraints in implementation and reasons for time and cost overruns so that corrective
measures can be taken in time.
Review of physical implementation progress is in rudimentary stage, although after the
introduction of MTBF, physical progress issues also come up for discussion in the internal as
well as external review meetings.
Despite these progresses on monitoring and evaluation, our diagnostic study indicates
that the Planning Wings of the LMs/ Divisions/ Agencies need further strengthening of their
information and communications technology (ICT) and training on Monitoring and Evaluation
of Project Implementation.
IMED monitors more than 900 projects under the ADP and evaluates around 200 projects on
an annual basis. Under the ADP implementation status IMED publishes monthly, quarterly and
annual progress reports for all LMs and also for the top 10 ministries with largest allocations.
The main reports emanating from the IMED are:
i)
Monthly performance evaluation of projects of the Ministries/Divisions,
ii)
Quarterly performance evaluation reports of ADP included projects,
iii)
Annual review report on ADP implementation,
iv)
Annual project evaluation reports, and
v)
Impact assessment reports conducted by the external bodies.
The basic thrust of IMED's M&E activities is identification of implementation problems and their
timely resolution to accelerate project progress and to reduce time and cost overruns. All the
reports prepared by IMED contain implementation problems and suggestions for appropriate
11
actions. These problems are discussed in review meetings held at the Ministry, the NEC, and
appropriate measures and policies are identified to resolve project problems in time.
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Annex-1
Responses to the Questionnaire by the General Economics Division (GED)
A. Existing Functions of the Division: Please indicate whether the functions stated
below correctly describe the present GED responsibilities, if not please modify:
A.1 Preparation of national, medium and long term guidelines and plans in accordance
with social, economic and political objectives as laid down by the Government;
A.2 Preparation of technical frameworks for medium term plans (Five Year Plan);
A.3 Formulation of alternative strategies and policies for mobilization of domestic
resources and for achievement of plan objectives;
A.4 Undertake research studies on economic issues in the fiscal and monetary fields,
international economics, savings and investment, employment and income distribution;
A.5 Undertake macro and sectoral evaluation of Five Year Plan;
A.6 Estimation of national income, consumption, savings and investment, domestic
resources; external trade and balance of payments;
A.7 Preparation of Annual Plan (Annual Economic Review);
A.8 Preparation of Memorandum for Bangladesh Development Forum meetings;
A.9 Preparation of briefs for meetings and negotiations with multilateral organizations like
WB, IMF ADB, ESCAP, EEC, ECDC, South Asian Forum and bilateral donors;
A.10
Provide help to the PC for Council Committee on Exports, Resource
Committee, Inter-ministerial Committee on ADP, Foreign Exchange Allocation
Committee etc.;
A.11
Initiate and organize seminars and professional discussions on issues relevant
to economic planning and development.
Response by PC: These tasks need to be amended and supplemented by the Attachment-1
on GEDs job description including MDGs, SDGs, MT/LT Plan monitoring, poverty analysis
and climate issues.
B. The purpose of the Diagnostic Study is:
1. To make Business Process Review of their present activities, identify constraints, and
suggest measures for improvement
2. To make Training Needs Assessment (TNA) of the immediate and Medium Term
Capacity Building of the GED for performing their responsibilities more efficiently,
and to develop capacities for economic modeling, forecasting, poverty analysis, and
result-based monitoring and evaluation system.
3. To develop capacity on management of central data bank, data processing and
analysis.
4. To assess capacity for economic modeling and development research.
Scope and Check List
1. As in situation: Scope and functions of the Division (approved terms of reference,
allocation of works, responsibilities etc.) - Provided by GED as Attachment-1.
2. Organizational chart of the Division- Provided by GED as Attachment-2
3. Sanctioned posts, existing posts and vacant posts. Provided by GED
4. Discussion on constraints (regarding staff, ICT, quality of works, training etc.)
5. Discussion on desired functions and terms of references- Discussed with GED.
6. Discussions on training needs- Discussed with GED.
13
Part-A: General Information

1.
Name of Division: General Economics Division, Planning Commisson
2.
Please furnish an Organizational Chart of your Division indicating the number of
officers at each wing/branch/section level with grade.
Response by PC: See Attachment-2 on Organizational Chart.
3.
Discuss linkages of your Division with other Divisions in the Planning Commission
and the other Divisions under the Ministry of Planning.
Response by PC: GED is responsible for preparing Short Term, Medium Term and Long
Term plans. Programs and projects of various line ministries and Divisions are needed to be
prepared in consistency with the goals and targets specified in the plans.
4. Please indicate the detailed functions of your Division and provide a copy of the detailed
Terms of Reference.
Response by PC: See Attachment-1 on Terms of Reference of officers at various levels.
5. Please indicate the channels for performing these functions and linkages with the Planning
Wings of the various LMs/Divisions
Response by PC: Concerned Ministries and Divisions send DPP/ TPP of various
development projects/ programs to the sector Divisions for necessary processing before
putting up to the Planning Minister and the ECNEC for approval.
6. Indicate whether your Division assists the Secretary (Planning Division) and Members,
Planning Commission for participation in the following Committees. If yes what has been
experience of the Planning Commission participation in these Committees? What
approximate percentage of the time of your Division is spent for serving these
committees? Do you feel that there are too many Committees or too many meetings?
Response by PC: GED Participation is mere formality and does not signify any specific role.
Council/Committee/ Group
And Chairman
(1) National Economic
Council (NEC) chaired by PM
Members
All Ministers as Members and
supported by
Cabinet secretary,
Governor, Bangladesh Bank,
all Members of the Planning
Commission,
Secretary (Concerned LM)
14
To get response and

views from the
Division Chief
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
And Chairman
(2) Executive Committee of
the NEC (ECNEC) chaired by
PM with FM as the alternate
Chairman
Members
Ministers of Planning,
Agriculture,
Labor and Employment,
Water Resources,
Commerce,
Shipping, Communications,
and the Minister/ State Minister of
the concerned LM/ Division;
and supported by Cabinet Secretary,
Principal Secretary,
and Secretaries of PMO, ERD, FD,
IMED, Planning Division, GED,
Programming Division, and
concerned LM/Division
(3) Project Evaluation

Committee (PEC) chaired by
concerned Member of PC
Chief of Concerned Division of PC,

Representatives from Programming
Division, GED, Sponsoring
Ministry/Division, FD, ERD, IMED,
Ministries of Establishment,
Environment and Forest, Women and
Children Affairs, Head of the
concerned Executing Agency
To get response and

views from the
Division Chief
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
(4) Departmental Project

Evaluation Committee (DPEC)
chaired by the Secretary of the
concerned Ministry/ Division
Joint Chief/ Deputy Chief of the

concerned Ministry/ Division,
Representatives of Concerned Wing/
Sector-Division of PC, GED,
Programming Division, FD, ERD,
IMED, Ministries of Establishment,
Environment and Forest, Women and
Children Affairs, Head of the
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
15
And Chairman
Members
(5) Special Project Evaluation

Committee (SPEC) chaired by
Chief of Concerned Sector-Division

of PC, Representatives from GED,
Programming Division, ERD,
Concerned Ministry/ Division, FD,
IMED, Ministries of Establishment,
Science and Information and
Communications Technology
Division, National Board of Revenue,
Head of the concerned Executing
Agency
To get response and

views from the
Division Chief
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
(6) Departmental Special

Project Evaluation Committee
(DSPEC) chaired by the
Secretary of the concerned
Ministry / Division
Representatives of Concerned Wing/

Sector-Division of PC, Programming
Division, GED, Concerned Planning
Wing/ branch of the sponsoring
Ministry/ Division, ERD, FD, IMED,
Ministries of Establishment, Science
and Information & Communications
Technology Division, National Board
of Revenue, Head of the concerned
Executing Agency
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
(7) Coordination Council (for

fiscal, monetary, financial
policies) chaired by the
Minister for Finance
Minister for Commerce,

Secretary, Finance Division,
Secretary, Internal Resources,
Member (Programming)
Member (GED)
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
16
And Chairman
(8) Budget Management and
Resource Committee (BMRC)
chaired by the Minster for
Finance
Member
Secretary, ERD,
Secretary, Internal Resources
Secretary (Planning Div),
Member (Programming),
Member (GED)
To get response and

views from the
Division Chief
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
(9) Medium Term Budget

Coordination and Technical
Committee (MTBCTC) chaired
by the Secretary, FD
(10)
Working Group for
Macroeconomic
Framework chaired by JS
(BW-1, FD)
Member (Programming),
Division Chief (Program),
JS (BW-1, FD),
JS (BW-2, FD),
JS (Resources and Debt
Management, FD),
One representative from each sector
Division (not below the rank of Joint
Chief),
Representative of GED, Director
(Foreign Aid Accounts, ERD),
One representative from National
Board of Revenue,
Additional CGA (Accounts and
procedures),
DS (Budget-1, FD)
Joint Chief (GED),
JS (BW-1, FD),
Management, FD),
One representative from National
Board of Revenue,
A Representative of ERD,
A Representative of Economic
Adviser Wing, FD
Two Representatives concerned with
BOP and Exchange Rate policy, BB,
Representative from Prog. Division,
A representative from National
Savings Directorate
17
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
And Chairman
(11)
Budget
Management Committee
(BMC) chaired by the
Secretary and PAO, LM
Member
Additional Secretary/ JS dealing with
Rev and Development Budget,
Chief (Planning Cell),
Concerned DS of FD,
Concerned Deputy Chief of Planning
Commission,
Chief Accounts Officer,
Chief (BWG)
To get response and

views from the
Division Chief
Which Division
represents PC?
Response: PD
represents PC.
Level of
participation:
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
Level of
participation:
(12)
Any other
committee, if any (please
specify)
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
Level of
participation:
(13)
Any other
committee, if any (please
specify)
Specific role:
Spadework done by:
Number of meetings
held in a year:
Time spent (days):
Overall experience:
18
7. What are the major constraints faced by you for performing the assigned functions of your
Division? Tick () the most appropriate options (you can tick multiple options)
7.1 Lack of detailed manuals/guidelines/ methodology for the activities
7.2 Lack of adequate number of in-house professional staff
7.3 Officers have too much work load
7.4 Lack of technical knowledge for majority of in-house staff
7.5 Lack of adequate training of the professionals
7.6 Lack of succession plan for key posts
7.7 Lack of adequate hardware (computers/ printers/ photocopiers etc.)
7.8 Lack of adequate software package
7.9 Lack of adequate internal financial resources
7.10 Lack of adequate number of supporting staff
7.11 Lack of required data and information
7.12 Lack of proper guidance and supervision
7.13 Attending too many meetings
7.14 Less time for conducting research and spade works
7.15 Agenda papers for Meetings do not reach the Division in time.
7.16 Important Meetings are held at short notice
8. What are the major factors guiding the identification of the works to be performed by the
Consultants? Tick () the most appropriate options (you can tick multiple options)
8.1 Lack of detailed manuals/guidelines/ methodology for the works
8.4 Lack of adequate training of the professionals on these subjects
8.5 Lack of adequate hardware (computers/ printers/ photocopiers etc.)
8.9 At present proposed works are not mandatory
8.10 Initiating reforms in planning process and techniques
8.11 Guided by international best practices
8.12 In-house professionals have too much work load
8.13 In-house professionals are too busy with routine works
8.14 Less time for conducting research
19
9.
Staff
Strength of staff involved for routine works, research and special studies:
Sanctioned
Existing Posts
Vacant Posts
Posts
Total number of officials
77
45
32
9.1 Member
1
1
9.2 Division Chief
1
1
9.3 Joint Chief
5
4
1
9.4 Deputy Chief
5
3
3
9.5 PS/ Senior Assistant Chief/
19
10
9
9.6
9.7
9.8
9.9
Assistant Chief/ Research Officer

Administrative Officer
Personal officer
Typist cum Assistant
M.L.S.S.
Number of posts by Class

(a) First Class
(b) Second Class
(c) Third Class
(d) Fourth Class
5
12
11
18
77
31
17
11
18
1
9
2
15
4
3
9
3
45
32
18
10
2
15
13
7
9
3
10. Please provide a list of Major Reports, Working Papers, Discussion Papers and other
Publications of the Divisions during the last three years.
Response by PC: See Attachment-IV.
11. Please provide a list of Methodological and Operational Manuals/ Guidelines/ Circulars/
Memorandum prepared by your Division. How often do you revise or update these
documents?
Response by PC; Not applicable.
12. List all Laws/ Acts/ Directives/ Regulations etc. having an impact on the workings of
your Division.
(a) Guidelines for project preparation, processing, approval and revision in public sector
(b)
(c)
(d)
(e)
(f)
(g)
(h)
20
Part-B: Strategic Plan and Operational Review of the Ministry/ Division

13. Typical Best Practices for Strategic Planning
Do your LM/ Division have the following documents?
If Yes, for
Tick () the most appropriate options (Yes/No)
Items
Yes
No
LM
Division
A. Strategic Review
13.1
Strategic Plan
13.2
Action/ Business/ Operational Plan
6
13.3
SWOT Analysis.
13.4
Ministerial Review
13.5
Review by Parliamentary Committee
13.6
Donors Review
13.7
Service Charter
13.8
Clients Charter
13.9
Citizens Charter
B Operational Review
13.10
Organizational Chart
13.11
Written Terms of Reference
13.12
Monthly Works Plan of officers
13.13
Annual Report
13.14
ICT Development Plan
13.15
Training Manual
13.16
Training Program
13.17
Regular Staff Meetings
13.18
Website for public
13.19
Performance reports for officers
14. Preparation of Ministry Budget Framework (MBF). Tick () the most appropriate
options (Yes/No)
Items
Yes
No
(a) Is your Division is involved in the preparation of MBF of your
LM/ Division?
(b) Does your Division provide professional/ methodological and
any other guidance to the LM Planning Wings for preparation of
their MBF?
(c) If answer is YES to any one of the above questions, what is your general impression
about the following issues on MBF?
Preparation of the Ministry Budget Framework (MBF)
Yes
No
14.1 MBF by LMs has clear Vision, Mission and Goals.
14.2 Strategic objectives/ purpose/ policies are specified clearly.
SWOT Analysis means Strength, Weakness, Opportunities and Threats Analysis for an
organization. Strength refers to internal favorable factors, Weakness means internal
unfavorable factors, and Opportunities mean external favorable factors while Threats mean
external unfavorable factors or external constraints for the growth and success of an
organization.
6
21
14.3 MBF specifies near/ medium term projects and programs clearly.
14.4 MBF takes into account resource constraints.
14.5 MBF takes into account Sixth Five Year Plan policies & objectives.
14.6 MBF takes into account NSAPR policies and objectives.
14.7 MBF considers gender issues and budgeting correctly.
14.8 MBF considers poverty reduction issues and budgeting correctly.
14.9MBF considers the Sixth Plan growth targets explicitly.
Part-C: Result-Based Monitoring and Evaluation (RBM&E)

15.
In your opinion, what should drive the need for building a Result-Based M&E
(RBM&E) system-Tick () the most appropriate options (you can tick multiple options)
15.1 Legislative or legal requirements (mandated by an Act of parliament)
15.2 Citizens demand/ charter
15.3 Donors requirements
15.4 Requirements under Sixth Five-Year Plan (SFYP)
15.5 Requirements under Millennium Development Goals (MDG)
15.6 Requirements under National Poverty Reduction Strategy

15.7 Requirements under Public Financial Management Reforms
15.8 Others, if any, specify (Training on RBME- local and foreign)
15.9 I have no opinion.

16. Who should be using and examining the observations made by an RBM&E systemTick () the most appropriate options (you can tick multiple options)
16.1
Government,
16.2
Parliament,
16.3
Cabinet
16.4
Line ministries
16.5
Internal Audit
16.6
National audit office
16.7 Civil Societies/ NGOs
16.8
Donors
16.9 Others, if any, specify (Website)
16.10 I do not know.

17. In your opinion, what is motivating those who champion the building an RBM&E
system Tick () the most appropriate options (you can tick multiple options)
17.1
A political reform agenda,
17.2
Pressures from donors,
17.3
Public Financial Management Reforms (PFMR)
17.4
Governance Reforms
17.5
Civil Service Reforms
17.6
Others, if any, please specify
17.7
I do not know.
22
18. Who will benefit from the reforms/ M&E system Tick () the most appropriate
options (you can tick multiple options)
18.1
Politicians,
18.2
Administrators/ Government Officials
18.3
Civil Society/ NGOs
18.4
Donors
18.5
Citizens/ General People
18.6
18.7
I do not know.
19. Who will
appropriate
applicable
19.1
19.2
19.3
19.4
19.5
19.6
19.7
not benefit from the reforms/ M&E system Tick () the most
option (you can tick multiple options)
Response by GED: Not
Politicians,
Administrators/ Government Officials
Civil Society/ NGOs
Donors
Citizens/ General People
I do not know.
20. (a) Are there counter-reformers inside or outside the Planning Commission? Tick ()
the most appropriate option:
Yes/ No/ I do not know.
(b) If Yes, specify the groups:
21. What for we will use results from the RBM&E? Tick () the most appropriate option
(you can tick multiple options)
21.1 Budget preparation
21.2 Resource allocation
21.3 Project/ Program preparation/ amendment
21.4 Policymaking
21.5 Accountability to parliament
21.6 Planning for future
21.7 Fiscal management
21.8 To design incentive system
21.9 Review and oversight
21.10 Others, if any, please specify

21.11 I do not know.
23
Part-D: Economic Modeling and Poverty Analysis

22. Are there any publications/ review papers on economic modeling in Bangladesh? Tick ()
the most appropriate option. If yes, please provide copies of these papers or provide a
list of these publications.
Are there any publications on the review of macroeconomic Yes
No
We do
planning or forecasting models of Bangladesh?
not know
(a) Prepared by the Planning Commission
(b) Prepared by the Finance Ministry
(c) Prepared by the Bangladesh Bank
(d) Prepared by the Bangladesh Bureau of Statistics
(e) Prepared by professionals in Bangladesh Universities
and Research Institutes

(f) Prepared by professionals in foreign Universities and
Institutes
(g) Prepared by ADB, World Bank, IMF, UNDP and
other international organizations

23. Has your Division produced any methodological guidelines and manuals on the following
aspects of different types of models? If yes, please tick () the appropriate cell and
provide copies of these guidelines and manuals.
Response by GED: NO
Different steps in modeling
23.1
23.2
23.3
23.4
23.5
23.6
23.7
23.8
23.9
23.10
Macroeconomic
modeling
Inputoutput
modeling
Social
Accounting
Matrix
General
equilibrium
modeling
Analytical framework
Model structure
Specifications
Data base
Computer algorithms
Test and calibration techniques
Choice of goodness of fit statistics
Projections and model results
Simulations under alternative scenario
Policy options and policy planning
24. Details on Input-Output Table:

(a) Is there any Input-Output Table (IOT) of Bangladesh?
Yes/ No
(b) If yes, which organization prepared it?
______GED_______
(c) Number of sector of the input-output table
_86 sectors_______
(d) In which year it was originally prepared
__2006-2007_____
(e) In which year it was updated last
____2010_______
(f) Is RAS method used for its updating
Yes/ No
(g) Do you know, how an IOT can be converted into model
Yes/ No
(h) Have you done simulation exercise using IO model
Yes/ No
(i) If yes, what was your simulation
_____________ _____________
24
25. Details on Social Accounting Matrix (SAM):

(a) Is there any SAM for Bangladesh?
Yes/ No
(b) If yes, which organization constructed it?
________
(c) In which year it was originally constructed
________
(d) In which year it was updated last
_________
(e) Do you know, how a SAM can be converted into model
Yes/ No
(f) Have you done simulation exercise using IO model
Yes/ No
(g) If yes, what was your simulation
_____________ _____________
(h) Is there any Financial SAM for Bangladesh?
Yes/ No
(i) If yes, which organization constructed it?
________
(j) In which year it was originally constructed
________
(k) In which year it was updated last
26. Details on Computable General Equilibrium Modeling:
(a) Is there any CGE for Bangladesh?
Yes/ No
(b) If yes, which organization developed it?
________
(c) In which year it was originally developed
________
(d) Do you know the data base for the CGE model?
Yes/ No
(e) Are you familiar with the calibration techniques used in CGE?
Yes/ No
(f) Have you done simulation exercise using CGE model
Yes/ No
(g) If yes, what was your simulation
_____________ _____________
27. Details on Macroeconomic Modeling:
(a) Is there any consistent Macroeconomic model for Bangladesh?
(b) If yes, which organization developed it?
(c) How many accounts are there in the macroeconomic model?
(d) Have you done projections using the macroeconomic model
Yes/ No
________
________
Yes/ No
28. Software for Macroeconomic Modeling & Statistical Analysis: Are the following
software available with the PC? Tick () the most appropriate option.
Is the following software available with the PC?
Yes
No
28.1
SPSS (user-friendly, good for cross-section and
panel data, useful for poverty and inequality analysis by

cross-classification by income sources and socioeconomic-demographic factors)
28.2
EVIEWS-7 (useful for econometric modeling on
the basis of time series data, uses modern econometric

techniques and practical methods, mostly used by government
departments and central banks)
28.3
STATA (useful for econometric modeling on the
basis of cross section data, time series and Panel data, but
the methods used are highly technical and complex, good
for academic and research purpose).
28.4
General Algebraic Modeling System (GAMS).
(This software is very useful for the CGE modeling, but
the methods used are highly technical and complex, good
for academic and research purpose).
25
Part-F: Capacity Building Requirements

29. What are the general skills of officers in your Division in each of the following areas:
please rate each item on a scale of 1 to 5 where 1 implies Very Poor and 5 Excellent- tick
() the appropriate cell):
Grading: 1 = Very Poor; 2 =Poor; 3 = Adequate; 4 = Good; 5 = Excellent
NA: Not Applicable
Items
1
2
3
4
5
NA
29.1 Preparation of Five Year Plan
29.2 Preparation of Annual Plan
29.3 Preparation of Perspective Plan
29.4 Preparation of sectoral policy paper
29.5 Preparation of sectoral five year plan
29.6 Preparation of sectoral perspective plan
29.7 Preparation of Poverty Reduction and
Strategy Paper
29.8 Monitoring and Evaluation of MDG targets
29.9 Preparation of Ministry Budget Framework
29.10 Preparation of Annual Development
program (ADP) and Development Budget
29.11 Project preparation and appraisal
29.12 Project Approval and Review
29.13 M&E of Project implementation
29.14 Result Based M&E
29.15 Input-Output Modeling
29.16 General Equilibrium Modeling
29.17 Macro-economic Modeling
29.18 Macro-Econometric Modeling

29.19 Financial Programming
29.20 Poverty and Inequality measurement,
decomposition and analysis
29.21 Social Accounting Matrix
29.22 Regional/Interregional Analysis
29.23 Industrial Structure Analysis
29.24 Economic Base Analysis
29.25 Locational Analysis
26
30. Was there any capacity building/ training program in the following areas during the last
two years (2009-2010 and 2010-11) for any level of government officials for your
LM/Budgetary Agency? Who provided this help and under what framework or reform
process?
Note: NA stands for Not Applicable
Items
Yes/ No/
NA
NO
NA
NO
NA
30.1
Preparation of Five Year Plan
30.2
Preparation of Annual Plan
30.3
Preparation of Perspective Plan
30.4
Preparation of sectoral policy
paper
30.5
Preparation of sectoral five year
plan
30.6
Preparation of sectoral perspective
plan
30.7
Preparation of Poverty Reduction
and Strategy Paper
30.8
Monitoring and Evaluation of
MDG targets
30.9
Preparation of Ministry Budget
Framework (MBF)
30.10 Preparation of Annual
Development program (ADP) and
Development Budget
30.11 Project preparation and appraisal
30.12 Project Approval and Review
30.13 M&E of Project implementation
30.14 Result Based M&E
30.15 Input-Output Modeling
30.16 General Equilibrium Modeling
30.17 Macro-economic Modeling
30.18 Macro-Econometric Modeling
30.19 Financial Programming
30.20 Poverty and Inequality
measurement and analysis
30.21 Social Accounting Matrix
No. of officials
trained
Donor
11
UNDP
NA
NA
NO
YES
NO
YES
YES
YES
YES
NO
NO
NO
NO
NO
NO
NO
NA
30.22 Regional/Interregional Analysis

30.23 Industrial Structure Analysis
30.24 Economic Base Analysis
30.25 Locational Analysis
NA
NA
NA
NA
27
31. Are there any academic institutes, training institutes, research centers, private
organizations or University Departments in the country that have capacity and technical
capability to provide professional training and consultancy services for government
departments, civil servants and others on Public Investment Management (PIM),
preparation of strategic planning, Public Financial Reforms (PFM) Management,
Economic and Econometric Modeling, and Result Based M&E etc.?
Name of the Institute
Field of specialization*
DU Department of Economics
Macroeconomic
modeling
RBME, Training
Procurement
Poverty Analysis
IMED
BIDS
Degree
of
specialization**
Very Good
on Average
Average
* Fields of specialization may include: MBF, Project Appraisal, Project M&E, Result Based
M&E., Macroeconomic Modeling, Macro-econometric modeling, Input-Output Modeling,
Social Accounting Matrix, any other subject (please specify).
** Degree of specialization may be graded as average, Good, Very Good
Part-E: Reporting and Transparency
32. Do your Ministry/ Division put the Planning documents, policy papers, basic information
and data on planning on your website for information to the public?
YES/ NO
33. What types of data and information are not reported to the following authorities and why?
Give reasons for not reporting. Reasons could be not reliable, in public interest,
official secrecy, national security etc.
Not reported to
(a)
(b)
(c)
(d)
(e)
(f)
Type of data and

information not reported.
If there is no such data,
write NIL
Planning Commission
Cabinet
Parliament
Donors
Foreign investors
General Public
Response by GED; We do not understand the question.
28
Reasons for not reporting

-If all data are reported,
write NIL
Annex-2
Response to Questionnaire by the Programming Division

C. Main Functions of the Division:
The Website of the Planning Commission lists the following functions of the
Programming Division (PD). Please indicate whether these functions correctly
describe the present responsibilities of PD, if not please modify:
A.1.
A.2.
A.3.
A.4.
A.5.
A.6.
A.7.
A.8.
A.9.
A.10.
A.11.
A.12.
A.13.
A.14.
A.15.
A.16.
The functions of Programming Division are viewed in a

macroeconomic perspective. This Division is integrated with other
Sector Divisions of Planning Commission and Finance Division as
well.
Determination of the sizes of the Annual Development Programmes

(ADP) and sectoral allocations/ proportions.
Formulation of ADP, revision of ADP and rearrangement of RADP.
Recommend release of ADP funds in relevant cases.
Oversee/Review of ADP implementation/administration.
Determination of external assistance requirements for ADP financing.
Preparation of the list of Aid Worthy Projects and new unapproved
projects.
Inter-Ministerial and intra-Planning Commission co-ordination in matters
of ADP preparation, revision and appropriation/re-appropriation of funds.
Provide secretarial service to the programming committee of PC.
Keeping records of resource use.
Preparation and interpretation of the guidelines for ADP and RADP.
Participate in PEC, SPEC, DPEC, DSPEC, Steering Committee, ADP
Review Meeting, PIC, PMC, Loan Negotiating Meeting and Wrap up
meeting.
Preparation of Annual Reports for Bangladesh Bank;
Preparation of Project related answers for the Parliament.
Programming Committee Meeting.
Bangladesh Planning Commission Extended Committee Meeting.
B. The purpose of the Diagnostic Study is:

1. To make Business Process Review of their present activities, identify constraints,
and suggest measures for improvement
2. To make an Assessment of the immediate and Medium Term Capacity Building
Training Needs of the officers in the Division for performing their responsibilities
more efficiently.
Scope and Check List
1. As in situation: Scope and functions of the Division (written terms of reference,
allocation of works, responsibilities etc.)
2. Organizational chart of the Division
3. Sanctioned posts, existing posts and vacant posts
4. Discussion on constraints (regarding staff, ICT, quality of works, training etc.)
5. Discussion on desired functions and terms of references
6. Discussions on training needs
29
Part-A: General Information

1.
Name of Division
PROGRAMMING DIVISION
2.
Please furnish an Organizational Chart of the Programming Division indicating
the number of officers at each Wing/ Branch/ Section Level with grade.
3.
Discuss linkages of the Programming Division with other Divisions in the
Planning Commission and the other Divisions under the Ministry of Planning
4. Please indicate the detailed functions of the Programming Division and provide a
copy of the written Terms of Reference (TOR), if any.
5. Please indicate the channels for performing these functions within the Programming
Division and linkages with the Planning Wings of the Budgetary Agencies, and
various Divisions of the Ministry of Finance for execution of these functions.
The functions of Programming Division are viewed in a macroeconomic

perspective. This Division is integrated with other Sector Divisions of Planning
Commission and Finance Division as well.
The Linkages among the Programming Division, Line Ministries and
Finance Division are as follows :
Since all the Ministries/Divisions are under MTBF, Finance Division,
Programming Division and the line Ministries allocate development Budget
(ADP and RADP) for one year and indicative projection for the next 2
years.
In order to settle the project wise project aid allocation for the ADP and
RADP, Programming Division and other Ministries/Divisions sit together
simultaneously with Economic Relation Divition (ERD) in a specific time
period.
Programming Division, other Ministries/Divisions and ERD also fix project
wise Japan Debt Cancellation Fund (JDCF) allocation for the RADP and
ADP.
Based on the demand analysis done by Programming Division, Government
decides the size of the ADP and RADP which are the Development Budget
of the country and Finance Division integrates the whole Budget.
As soon as RADP and ADP prepared by Programming Division are
approved by the NEC, Finance Division integrates the Development Budget
(RADP and ADP) and Revenue Budget and finally places the National
Budget/Revised National Budget to the Parliament.
Further, officers at appropriate level attend PEC, DPEC, SPEC, DSPEC,
Steering Committees meeting and contribute on approval of the
development project.
6. Indicate whether the Programming Division assists the Planning Secretary and
Members, Planning Commission for participation in the following Committees. If yes
what has been the experience regarding the Planning Commission participation in
these Committees? What approximate percentage of time of the concerned officers in
30
the Programming Division is spent for serving these committees? Do you feel that
there are too many Committees or too many meetings?
And Chairman
(1) National Economic Council
(NEC) chaired by PM
(2) Executive Committee of the

NEC (ECNEC) chaired by PM
with FM as the alternate
Chairman
(3) Project Evaluation Committee

(PEC) chaired by concerned
Member of PC
(4) Departmental Project

Evaluation Committee (DPEC)
chaired by the Secretary of the
concerned Ministry/ Division
Members
All Ministers as Members and
supported by
Cabinet secretary,
all Members of the Planning
Commission,
Secretary (Concerned LM)
Ministers of Planning,
Agriculture,
Labor and Employment,
Water Resources,
Commerce,
Shipping, Communications,
and the Minister/ State Minister
of the concerned LM/ Division;
and supported by Cabinet
Secretary, Principal Secretary,
and Secretaries of PMO, ERD,
FD,
IMED, Planning Division,
GED, Programming Division,
and concerned LM/Division
To get response and views

from the Division Chief
PD-Level of participation:
Member and Division Chief,
(Sometimes Joint Chief)
Specific role: Presentation,
Preparation of Working Paper
of ADP, RADP and
adjustment of RADP.
Spadework done by: ??
Number of meetings held in a
year: At least 2
Time spent (days): 2 Days
Overall experience:
Satisfactory
Member & Division Chief
Specific role: Information on
Resource Availability.
Spadework done by: Concern
Sector Division of PC &
ECNEC Wing
year: 40 (approx.)
Time spent (days): 40 days
Overall experience:
Satisfactory
Chief of Concerned Division of

PC, Representatives from
Programming Division, GED,
Sponsoring Ministry/Division,
FD, ERD, IMED, Ministries of
Establishment, Environment and
Forest, Women and Children
Affairs, Head of the concerned
Executing Agency
PD-Level of participation: JC
to Desk officer
Joint Chief/ Deputy Chief of the

concerned Ministry/ Division,
Representatives of Concerned
Wing/ Sector-Division of PC,
GED, Programming Division,
FD, ERD, IMED, Ministries of
Establishment, Environment and
Forest, Women and Children
Affairs, Head of the concerned
Executing Agency
DC to Desk Officer
31
Specific role: Resource

Availability, Project
Appraisal.
Spadework done by: Sector
Division and L.M.
year: 600 (approx.)
Time spent (days): 150+
(approx.)
Overall experience: Moderate
Specific role: Same as PEC

Spadework done by: LM
year: 150+
Overall experience:
And Chairman
Members
(5) Special Project Evaluation

Committee (SPEC) chaired by
Chief of Concerned SectorDivision of PC, Representatives

from GED, Programming
Division, ERD, Concerned
Ministry/ Division, FD, IMED,
Ministries of Establishment,
Science and Information and
Communications Technology
Division, National Board of
Revenue, Head of the concerned
Executing Agency
Representatives of Concerned
Wing/ Sector-Division of PC,
Programming Division, GED,
Concerned Planning Wing/
branch of the sponsoring
Ministry/ Division, ERD, FD,
IMED, Ministries of
Establishment, Science and
Information & Communications
Technology Division, National
Board of Revenue, Head of the
Minister for Commerce,
Secretary, Internal Resources,
Member (Programming
Division)
(6) Departmental Special Project

Evaluation Committee
(DSPEC) chaired by the
Secretary of the concerned
Ministry / Division
(7) Coordination Council (for

fiscal, monetary, financial
policies) chaired by the
Minister for Finance
(8) Budget Management and

Resource Committee (BMRC)
chaired by the Minster for
Finance

Secretary, ERD,
Secretary, Internal Resources
Div.
Secretary (Planning Div),
Member (Programming Div),
Member (GED)
(9) Medium Term Budget

Coordination and Technical
Committee (MTBCTC) chaired
by the Secretary, FD
Member (Programming Div),

Division Chief (Programming),
JS (BW-1, FD),
JS (BW-2, FD),
Management, FD),
One representative from each
sector Division (not below the
rank of Joint Chief),
Representative of GED, Director
32

Satisfactory
DC to Desk Officer
year: 75
Time spent (days): 75
Overall experience:
Satisfactory
DC to Desk Officer
year: 30
Time spent (days): 30
Overall experience:
Satisfactory
Member
demand information
Spadework done by: FD
year: 5
Time spent (days): 5 days
Overall experience:
Satisfactory
Member
demand information
year: 2
Time spent (days):2
Overall experience:
Satisfactory
Division Chief to Desk
Officer
Assessment
Spadework done by:FD
And Chairman
Members
(Foreign Aid Accounts, ERD),
One representative from
National Board of Revenue,
Additional CGA (Accounts and
procedures),
DS (Budget-1, FD)
(10)
Working Group for
Macroeconomic Framework
chaired by JS (BW-1, FD)
(11) Budget Management

Committee (BMC) chaired by
the Secretary/ PAO, LM

year: 60+ (Aprx)
Joint Chief (GED),

JS (BW-1, FD),
Management, FD),
One representative from
National Board of Revenue,
A Representative of ERD,
A Representative of Economic
Adviser Wing, FD
Two Representatives concerned
with BOP and Exchange Rate
policy, BB,
Representative from Prog.
Division,
A representative from National
Savings Directorate
Desk Officer
Additional Secretary/ JS dealing

with Rev and Development
Budget,
Chief (Planning Wing),
Concerned DS of FD,
Concerned Deputy Chief of
Planning Commission,
Chief Accounts Officer,
Chief (BWG)
Which Division represents

PC? concerned
Sector/Division
Level of participation: Deputy
Chief
Specific role: : Resource
Assessment
Spadework done by: L.M.
year: 2
Time spent (days):2
Specific role: : Resource

Assessment
year: 2+ (aprx)
Time spent (days): 2+ days
(12) Project Steering Committee
Secretary, LM/ Division,

Representative from Donors,
Additional Secretary, ERD
Additional Secretary, FD,
Division Chief, Division, PC
Chief, concerned Division,
Project Director,
Joint Chief, concerned
Division
to Desk Officer.
Specific role: Policy
guidelines for project
implementation.
Agency
year: 500
Overall experience:
33
And Chairman
(13) Project Implementation

Committee
Members

Satisfactory
Head of the Agency,

Deputy Chief/ Secretary
(Dev) of concerned Ministry
Representative of IMED
Representative of Planning
Commission
Representative of ERD( For
aided Projects)
Project Director of concerned
Project
to Desk Officer.
Specific role: Problem
identifications & suggestions.
Agency
year: 500
Overall experience:
Satisfactory
7. What are the major constraints for performing the assigned functions of the
Programming Division? Tick () appropriate options (you can tick multiple options)
7.1 Lack of detailed manuals/guidelines/ methodology for the
activities
7.3 Officers have too much work load

7.5 Lack of adequate training of the professionals
7.6 Lack of succession plan for key posts
7.7 Lack of adequate hardware (computers/ printers/ photocopiers

etc.)

7.10 Lack of adequate number of supporting staff
7.11 Lack of required data and information

7.13 Attending too many meetings
7.14 Less time for conducting research and spade works
7.15 Agenda papers for Meetings do not reach the Division in time.
7.16 Important Meetings are held at short notice
7.17 Lack of adequate coordination within the Programming Division

7.18 Lack of adequate coordination with other Divisions
7.19 Others, if any, please specify (Shortage of Officers)
34
8. Strength of officers involved for routine works, research and special studies:
Number of officers
Routine Assigned
Research and
Works
Special Studies
8.1Total number of officers
11
8.2 Number of technical/research officers
(other than those in the approved Organogram)
8.3 Highest grade and number of officers
8.4 Lowest grade and number of officers
8.5 Number of non-technical staff
8.6 Number of vacant post by grades
(e) Grade ---(f) Grade (Joint Chief)
(g) Grade 5th (Deputy Chief)
(h) Grade 6th (Senior Assistant Chief)
(i) Grade 9th (Assistant Chief)
(j) Grade ----Staff
8.7Number of officers of PD trained in Bangladesh
during last two years
8.8Number of officers of PD trained abroad in the
subjects during last two years
1
6
16
1
2
1
2
4
11
9. Please provide a list of Major Reports, Working Papers, Discussion Papers and other
Publications of the Divisions during the last three years.
1.
2.
3.
Annual Development Programme (ADP) 2008-09, 2009-10, 2010-11, 2011-12

Revised Annual Development Programme (RADP) 2008-09, 2009-10, 2010-11, 2011-12
Subsequal working papers= 3+3= 6
10. Please provide a list of Methodological and Operational Manuals/ Guidelines/

Circulars/ Memorandum prepared by your Division. How often do you revise or update
these documents?
Two guidelines (ADP + RADP), every year
11. List all Laws/ Acts/ Directives/ Regulations etc. having an impact on the workings
of your Division.
(a) Fund Release and Utilization in development projects issued by FD.
(b) MTBF
(c) Project Approval Process Guidelines, MOP
(d)
35
12. Strategic Plan and Operational Review

Does the Programming Division have the following documents?
Tick () the most appropriate options (Yes/No)
Items
Yes
A. Strategic Review
12.1
Strategic Plan
12.2
Action Plan/ Business Plan/ Operational Plan
12.3
SWOT7 Analysis.
12.4
Donors Review
B. Operational Review
12.5
Organizational Chart
12.6
Approved Terms of Reference
12.7
Monthly Works Plan of officers
12.8
Annual Report for the Division
12.9
ICT Development Plan
12.10
Regular Staff Meetings
12.11
Website for public
12.12
Annual Performance reports for officers
No
B. Business Process Review (BPR)

13. Business Process Review (BPR): For major tasks of the Division please make a
BPR as per the following template:
Major Task:
Steps/ Activities/ Initiating
(in chronological Wing/
sequence)
Branch/
Section
Approving
Authority
Purpose of Identified
the activity weakness/
problems
Suggested
improvements/
requirements
Example:
A. Major Task: Preparation of Annual Development Programme (ADP)
2011-12
Approving Purpose
of Identified
Authority the activity
weakness/
sequenceBranch/
problems
indicate month)
Section
Preparation of
Guidelines for the
preparation of ADP
(April 2011)
Concern Wing
Minister for
Planning
Projects
Selection and
proper
distribution of
resources
L.Ms do not
follow the
guidelines
strictly
for FY
Suggested
improvement
s/
requirements
Guidelines
should be
followed
properly
SWOT Analysis means Strength, Weakness, Opportunities and Threats Analysis for an
organization. Strength refers to internal favorable factors, Weakness means internal
unfavorable factors, and Opportunities mean external favorable factors while Threats
mean external unfavorable factors or external constraints for the development, growth
and success of an organization.
7
36
Steps/ Activities/
(in chronological
sequenceindicate month)
Initiating
Wing/
Branch/
Section
Approving Purpose
of Identified
Authority the activity
weakness/
problems
Suggested
improvement
s/
requirements
Examination of
proposals received
from LMs/ Divisions
Concern Sector
of PC
Member,
Concern
sector
Division of
PC
Projects
Selection and
proper
distribution of
resources
Guidelines
should be
followed
properly
Examination of
comments from
concerned Sectors/
Divisions of PC
All sections of
PD.
Programming
Committee/
Member/Divi
sion Chief
Compilation of all
proposals
All sections of
PD
Division
Chief
Shortage of
Officer
No of officer
Should be
increased
Determination of
inclusion of projects in
ADP
All sections of
PD
Programming
Committee
Projects
Selection and
proper
distribution of
resources
Projects
Selection and
proper
distribution of
resources
Inclusion of New
projects
incomplete
and
inconsistent
proposal from
LM. LMs do
not send
information
in time
Lack of
information
and Time
Sector-wise
combination of
proposals
All sections of
PD
Joint Chief
project inclusion
in ADP
Project should be
selected as per
national priority
and resource
No of officer
Should be
increased
Determination of
sector allocations of
development fund
Concern Wing
Minister for
Planning
proper
distribution of
resources
Determination of
government resources
and donors funds
Concern Wing
Minister for
Planning
proper
distribution of
resources
No. of
projects do
not match
with resource
Shortage of
Officer and
time
constraint
Lack of
matching
sectoral
priority with
MTBF
under
utilization of
donor's fund
and scarcity
of Local
Resource
Preparation of draft
ADP
Concern Wing
Finalization of
ADP
Approval of ADP
Concern Wing
Extended
Committee of
PC
NEC
MTBF should be
matched with 5
year plan or
other govt
strategic paper
Project Aid
Utilization
should be
increased. No
unapproved
project should be
included in ADP
with allocation
-
Approval of
ADP
37
Proper
Information
should be sent by
LM in time
B. Major Task: Preparation of Revised ADP for FY 2010-11

Approving
Purpose of the Identified
Authority
activity
weakness/
sequenceBranch/
problems
indicate month)
Section
Preparation of
Guidelines for the
preparation of RADP
Examination of
proposals received
from LMs/ Divisions
Suggested
improvements
/ requirements
Concern
Sector of PC
Member,
Concern sector
Projects
Selection and
proper
distribution of
resources
Examination of
comments from
concerned Sectors/
Divisions of PC
All sections of
PD.
Programming
Committee/Me
mber/Division
Chief
Compilation of all
proposals
All sections of
PD
Division Chief
Determination of
inclusion of projects
in RADP
All sections of
PD
Programming
Committee
Projects
Selection and
proper
distribution of
resources
Projects
Selection and
proper
distribution of
resources
Inclusion of New
projects
Sector-wise
combination of
proposals
All sections of
PD
Joint Chief
project inclusion
in RADP
Determination of
sector allocations of
development fund
Concern Wing
Minister for
Planning
proper
distribution of
resources
Determination of
government resources
and donors funds
Concern Wing
Minister for
Planning
proper
distribution of
resources
Preparation of draft
RADP
Concern Wing
Finalization of
RADP
Approval of RADP
Concern Wing
Extended
Committee of
PC
NEC
MTBF should be
matched with 5
year plan or
other govt
strategic paper
Project Aid
Utilization
should be
increased. No
unapproved
project should be
included in ADP
with allocation
-
Approval of
RADP
38
incomplete
and
inconsistent
proposal from
LM. LMs do
not send
information
in time
Lack of
information
and Time
Guidelines
should be
followed
properly
Shortage of
Officer
No of officer
Should be
increased
No. of
projects do
not match
with resource
Shortage of
Officer and
time
constraint
Lack of
matching
sectoral
priority with
MTBF
under
utilization of
donor's fund
and scarcity
of Local
Resource
Project should be
selected as per
national priority
and resource
No of officer
Should be
increased
Proper
Information
should be sent by
LM in time
Part-C: Other Questions for Preparation of ADP

14. How often do you find deviations in the approved budget for development projects
with those recommended in the approved DPP/ RDPP/ TPP/ RTPP for a LM/ Division?
Are these, in general, revised downwards? If yes, to what extent?
#
Freequently? Few case
As soon it is noticed, it is revised asper recommendation for LM sector

division of Planning Commission.
15. Life span and size of new Projects included in ADP for FY2011-12
(Taka in Crore)
SL. NO.
Classification of Projects
Number of Projects
Total Amount
(Cost)
24
22
21
2
69
5950.92
4906.69
8750.5
1331.15
20939.26
3
3
1
7
34.15
147.73
1
1
77
13.35
13.35
21100.34
1
2
Investment
a
Up to one year
b
1+ to 2 years
c
2+ to 3 years
d
3+ to 5 years
e
More than 5 years
Sub-Total :
Technical
a
Up to one year
b
1+ to 2 years
c
2+ to 3 years
d
3+ to 5 years
e
More than 5 years
Sub-Total :
JDCF
a
Up to one year
b
1+ to 2 years
c
2+ to 3 years
d
3+ to 5 years
e
More than 5 years
Sub-Total :
Total :
111.5
2.08
16. Life span and size of old Projects included in ADP for FY2011-12
Classification of Projects
SL. NO.
1
2
Investment
f
Up to two year
g
2+ to 3 years
h
3+ to 5 years
i
More than 5 years
Sub-Total :
Technical
Number of Projects
39
(Taka in Crore)
(Cost)
Total Amount
196
197
220
152
765
32459.11
40733.74
66855.71
75734.34
215782.9
f
g
h
i
JDCF
f
g
h
i
Up to two year
2+ to 3 years
3+ to 5 years
More than 5 years
Sub-Total :
26
20
70
20
136
612.41
372.96
3127.75
4741.29
8854.41
Up to two year
2+ to 3 years
3+ to 5 years
More than 5 years
Sub-Total :
Total :
13
29
15
4
61
962
454.04
3325.84
1167.24
2626.44
7573.56
232210.87
17. Guidelines for preparation of ADP

Comments by consultants
17.1ADP Circular is issued in mid-March and deadline for
submission of information in end-March. But, ADP
Circular refers to BCC2 for guidance on the local
currency and project aid allocations. BCC2 is issued
end-March/early April with deadline for end-April.
Foreign aid projections by ERD are finalized end
March/early April. It is, therefore, necessary to
synchronize the timing of ADP Circular, Budget Call
Circular-2 and ERD Projections of foreign funds.
17.2 ADP is finalized by the PC and approved by the NEC
by the end of May 2011. As Budget is presented in
early June, it provides little time to FD and puts
pressure to finalize development budget and integrating
development and non-development. There is need to
finalize the ADP well ahead, preferably by the middle
of April 2011 so that there is sufficient time for FD to
prepare overall budget.
17.3 ADP provides project/program/ operational unit wise
information on capital and revenue expenditure for
only the budget year, and does not provide these
information for the four forward years, although very
rigorous procedures and methodologies are adopted for
approving projects/ programs and the approved
DPP/RDPP /TPP/ RTPP contain such information for
the complete life span of all projects/ programs. Lack
of information for the forward years puts constraints
for preparation of the budget in the medium Term
Budgeting Framework (MTBF). There is need to
prepare Five Year Rolling Investment Plan on the basis
of information provided in DPP/RDPP /TPP/ RTPP for
each project/ program included in the ADP.
Response by the
Programming Division
1st call notice is issued by
PD in early march. ERD
arrange meeting with LMs
and planning commission in
April
then
projectwise
resource reflected in 3rd call
notice so ERD projections,
BCC2 and PD guidance are
synchronized
Approved ADP is sent to FD
well ahead of Budget in
May and FD gets enough
time to integrate budget.
Moreover before preparing
ADP, PD sit together with
FD in resource committee
and share the resource
position with FD &LM
Agreed with a caution mark
of applicability in real life.
17.4ADP guidelines directed LMs to prepare ADP for FY Draft Sixth Five Year Plan is
40
Response by the
2011-2012 to be consistent with the Sixth Five Year available before finalized of
Plan (2011-15). But we understand that the Sixth Five ADP 2011-12, which is now
Year Plan is yet to be approved by the NEC. So how approved.
did the LMs/ Divisions finalize the thrust of their
policies and objectives?
17.5The list of priority8 areas indicated in the ADP Priority list is made for all
guidelines appears to be all encompassing like the LMs. So every ministry
Black-box in an aircraft. There is need to focus on the should be focused.
most important priority areas or to provide a small list
of non-priority areas.
17.6Para 1.1 (a) stipulates that the poverty stricken and
less developed areas will enjoy high priority in selected
projects. Is there a list of poverty stricken and the less
developed areas?
Yes
17.7Para 1.1 (a) also says that projects supporting small

and medium scale industrial products may be given
priority. Is there a definition of small and medium
industries (SMEs) on the basis of size of investment/
employment/ turnover? Is there a list of products
reserved for production by the SMEs?
17.8 Para 1.1 (b) indicates that no time-expired/ overrun
project will be automatically included in the ADP for
2011-2012. What are the procedures for their
inclusion in the ADP? If these are not included, do they
become sunk investment leading to wastage of scare
resources?
There is a guidelines for

both investment and service
industries. No Product list
for SME.
17.9Para 1.1 (c) refers to the National Strategy for

Accelerated Poverty Reduction (NSAPR-II) for
FY2009-11. We understand that NSAPR-II is being
replaced by the Perspective Plan (2010-2021). So how
did the LMs/ Divisions specify their projects/
programs?
17.10
Para (e) stipulates that use of agriculture land
Time has been given for

time over run projects upto
September 11 to extend the
implementation time. No
projects have been dropped
out from ADP for Time
Over Run.
LMs specify their projects
according to sixth Five year
plan.
There
are
guideline
Priority areas include poverty alleviation, employment generation, training based human
resource development, rural livelihood programs, development of backward areas, development
of SMEs, solar, wind and renewable energy, infrastructure development, ICT and digitization,
environment-friendly projects, rehabilitation of damages caused by natural calamities, agro-based
industries, self employment, rural development, universal primary education, food security,
shelter, education, health, nutrition, family welfare, gender equity, women employment,
empowerment f women, reduction of child and maternal mortality, child and youth development,
development of power, energy and transport, expansion of exports, support to talented young and
promising entrepreneurs, flood control, water management, expansion of irrigation, drainage
facilities, supply of drinking water, improvement of navigability of rivers and expansion of river
ways etc.
41
for
Response by the
may be avoided as far as possible for construction of
acquisition of land and
roads, schools, colleges, hospitals, residential and non- landing plan, which are
residential buildings and other projects of infrastructure followed during acquisition
nature. International best practices indicate that even
of agricultural ladn for
the agricultural land can be acquired in public interest. development project.
Is there articulated land use policy and master plan for
land use in rural and urban areas?
17.11 Para (g) stipulates that in view of fund constraints it is
Moderate
recommended not to propose new projects for
implementation with GoB resources unless those are
high priority and absolutely unavoidable projects. Is
this directive strictly followed by LMs/ Divisions?
17.12 Para (h) stipulates that the approved projects will get
Yes
preference for inclusion in the ADP. Importance should
be given to the completion of the ongoing projects
rather than taking up new project. Is this directive
strictly followed by LMs/ Divisions?
17.13 Para (j) indicates that a list of possible public private There is a guideline for the
partnership (PPP) projects should be included in the approval procedure of ppp
2011-2012 ADP and all efforts should be made to projects serial no guideline
project
documents
implement the PPP projects. Are their standard for
preparation.
guidelines for preparing PPP projects?
17.14 Para (K) refers to area-based or regional development
projects and principle of balanced regional
development. What do we mean by areas or regions?
What is the regional demarcation? Do the regions refer
to districts? Is there any index for regional
development? Is there a list of backward areas or
underdeveloped regions?
17.15 Para (l) recommends that instead of taking up a
number of separate small projects of similar nature and
with the same objectives by any agency, it is
worthwhile to consider taking up a cluster programme
integrating the small projects. However, before taking
up any large project, a feasibility study should be
undertaken to justify the utility and viability of the
project. This is a very good directive, but is it strictly
followed by the LMs/ Divisions?
17.16 Para (m): As regards priority projects for the transport
sector, is there any integrated transport policy taking
into account all modes of transport (road, rail, inland
water, coastal shipping)? If not, Planning Commission
may develop a multi-modal transport model for
determination of optimal modal split and investment
planning for interregional movement of passengers and
goods.
17.17 Para (n) deals with unapproved projects. At what stage,
42
There is a list ''Poverty

Stricken
and
under
developed Areas''
They follow it at
satisfactory level.
Yes, There is a guideline for

multi-model transport
policy.
LM can takeup at any time.
these projects may be taken up by the LMs?
17.18 Para (o) deals with the number of new projects. Paras (p)
and (q) deal with deferred/ postponed projects. When
these were unapproved earlier, how can we declare these
as priority projects in the subsequent years?
17.19 Para (s) deals with self-financed projects. In general what
is the proportion of investment on self financed projects
in total investment by the LMs/Divisions? Is there any
limit of investment on a self-financed project?
17.20 Guidelines 1.2 deal with allocation of funds in the ADP
for 2011-2012. Para (1) refers to slow moving and fast
moving projects. How do we define slow moving or
fast moving projects?
17.21 Para (2) stipulates that the proposal for allocation of
fund for ADP 2011-2012 should be based on the
estimated cost of the ongoing approved project
document (DPP). This is a good directive, but is it
strictly followed?
17.22 In Para (4) what do we mean by the area based/ regional
balanced development? As mentioned earlier, what do
we mean by areas or regions? What is the regional
demarcation? Do the regions refer to districts? Is there
any index for regional development? Is there a list of
backward areas or underdeveloped regions?
17.23 Para (8). How do we ensure consistency between the
investment needs of the LMs on the basis of all criteria
mentioned earlier, and the ceiling provided by the FD? It is
obvious that the resource needs will be higher than the
available resources. Under these circumstances should we
impose restrictions on the inclusion of new projects until
all the ongoing projects are completed fully?
Response by the
It is unlikely. But as time
past, priority may change as
per political will.
No Limit
There is no objective
benchmark. It is a subjective
judgment. When project
output achieved as per
implementation schedule.
followed at a satisfactory
level.
Area means District and

Upazila. There is statistics
from BBS. There is list of
backward areas.
We
try
to
consider
objectives and strategic of
Five year Plan in case of
resource
distribution.
Priorities of Government
may change any time.
Ongoing projects should get
priority
an
resource
allocation but we can not
restriction an inclusion of
new projects in ADP.
17.24 On the basis of above mentioned comments, it is
Before preparation of ADP
proposed that we may prepare detailed guidelines for
one guideline is issued by
the preparation of ADP.
ECNEC
Planning
Commission.
17.25 It is also proposed that the timing of ADP preparation
Time followed is well fit for
the country. But calendar
and its finalization may be synchronized with the
timing for the preparation of other budget documents in year should be followed
instead of fiscal year for
the budget cycle.
both development and non
development budget.
43
18. Factors determining choice of projects for inclusion in the Annual Development
Program (ADP)/ RADP: Tick () the most appropriate options considered by the
Programming Division and Sector Division:
Items
Tick () appropriate
options- You may tick
multiple options
1. Project objectives and priorities
(a) To enhance overall development of the economy
(b)
To increase employment
(c)
To reduce poverty ratio
(d)
To achieve other MDG targets
(e)
To help regional development
(f)
HRD, Women, Law and order, agriculture and agro based
industry are also focused

2. Methodologies for project appraisal
(a) Technical feasibility
(b) Financial viability (cost-benefit) analysis
(c) Economic cost-benefit analysis
(d) Social cost-benefit analysis
(e) Environmental impact analysis
(f) Impact on gender equality
(g) Impact on poverty reduction
(a) Others, if any, please specify

3. Efficiency of the Division
(a)
Has dedicated staff for preparation of ADP/RADP
(a)
Has sufficient manpower for the activities
X
(b)
Has appropriate technical skill
X
(c)
Has adequate supporting staff
X
(d)
Has appropriate hardware
(e)
Has appropriate software
X
(f)
Has adequate facilities for photocopying, binding
(g)
Uses Market Information system (MIS)
X
(h)
Has adequate access to internet
(i)
Maintains dedicated Website for Public information
X
4. Main constraints for preparation of ADP/RADP
(a)
Lack of proper organizational structure
X
(a)
Lack of clear methodology and guidelines
X
(b)
LMs/Divisions do not send information in time
(c)
Lack of training and capacity building
(d)
Lack of appropriate software
(e)
Lack of desired hardware
(f)
Lack of legal framework
(contradict MTBF)
(g)
Limited financial resources
X
(h)
Limited office facilities
X
(i)
Lack of adequate coordination within the Division
X
(j)
Lack of adequate coordination with other Divisions
44
Annex-2.1
Questionnaire for Training Needs Assessment (TNA) Survey
General Information
1. Name
and
____________________________________________________
Designation:
2. Division:
_______________________________________________________________
3. Highest
_________________________________________________________
degree:
4. Main fields of works: Tick () the most appropriate items:

(a) Determination of the sizes of the Annual Development Programmes (ADP) and
sectoral allocations/ proportions.
(b) Formulation of ADP and revision of ADP.
(c) Preparation of Annual Technical Assistance Programmes (ATAP) and revision of
ATAP.
(d) Recommend release of ADP funds in relevant cases.
(e) Oversee ADP implementation.
(f) Coordination with Sector Divisions of PC
(g) Coordination with other Divisions of the Ministry of Planning
(h) Coordination with the other LMs/Divisions
5. Capacity Building Requirements: What are your general knowledge/ skills in each
of the following areas: please rate each item on a scale of 1 to 5 where 1 implies Very
Poor and 5 Excellent- tick () the most appropriate cell):
Grading: 1 =Very Poor; 2 =Poor; 3 = Adequate; 4 =Good; 5 =Excellent; NA= Not
Applicable
Items
5.1 Preparation of ADP/ RADP
5.2 General knowledge on development issues
5.3 General knowledge on sectoral planning
5.4 Knowledge on preparing Five Year Plan
5.5 Knowledge on preparing perspective planning
5.6 Knowledge of Strategic planning
5.7 Knowledge on analysis of poverty and inequality
5.8 Knowledge on poverty reduction strategy and
policies
5.9 Monitoring and Evaluation of MDG targets
5.10 Knowledge of Development Budgeting
5.11Knowledge of Medium Term Budgeting
5.12
Knowledge on Project Appraisal
5.13 Knowledge on Project Monitoring & Evaluation
5.14 Knowledge on Macroeconomic modeling
45
6. Training received during last three years:
Main topics
Donor
Place of
Training
Period (No.
of days)
7. Focus Group Survey on Training Needs Assessment (TNA)

7.1.
The Table on next page lists topics related specifically to strategic planning, exante project appraisal, monitoring and evaluation (M&E) of project implementation,
result-based M&E, input-output modeling, econometric modeling and social accounting
matrix.
7.2.
Please tick YES if you think that your job performance in the present post or your
expected career management could improve if you take training in the topic during the
next 12 months. Tick No if you think that you have the appropriate expertise and
experiences in the field or you feel that your job requirements in the present post or in
future might not need training in that topic.
7.3.
If you have ticked YES for any topic, then in the column priority, rank the topic
in the range of 1 to 3 where 1 implies the highest priority, 2 moderate priority and 3 the
lowest priority for your training needs.
7.4.
In the far right column (duration of training), indicate the length of training you
think would be ideal. Indicate number of days. Range would be from 2 to 5 days.
Do you need any training in the following
TOPICS during the next 12 months?
Preparation of Strategic Plan and Ministry
Budget Framework (MBF)
A.
Basic concepts on strategic planningVision, Mission, Core Values, Strategic
Objectives, Goals, Targets, Policies, Programs,
Projects, Inputs, Outputs, Outcomes
B.
Techniques of strategic planning,
identification of multi stakeholders, structure of
Logical Framework Matrix (LFM)
C.
Strength, Weakness, Opportunities and
Threats (SWOT) Analysis
46
YES NO
Priority
Duration
training:
No. of days
of
D.
Identification and measurement of
outputs and outcomes of projects/ programs
E.
Benchmarks setting and Identification
and determination of Key Performance
Indicators (KPI) of projects and programs
Integrating Planning with Budgeting:
F.
Integration of Annual Development
Programme with MBF and MTBF
G.
Linkages between ADP, MDG, SFYP,
NSAPR, Perspective Planning and MBF
H.
Preparation of detailed Guidelines and
Manual for preparation of ADP
I.
Preparation of Guidelines and Manual for
Public Investment Management
Project Preparation and Appraisal:
1.
Financial Cost-Benefit Analysis and
project appraisal techniques
2.
Economic Cost-Benefit Analysis and
project appraisal techniques
3.
Social and Environmental Cost-Benefit
Analysis and project appraisal techniques
Project Monitoring and Evaluation:
1.
Monitoring and evaluation techniques for
implementation of projects (compliance report)
2.
Performance Assessment Rating Tools
(PART)
3.
Preparation of guideline and manual on
project appraisal
4.
Preparation of guideline and manual on
project M&E
Do you need any training in the following
YES NO
TOPICS during the next 12 months?
5.
World Bank 10-Step Model for Project
M&E- Diagnostic study, Choice of outcomes,
Setting key performance indicators,
Establishment of performance baselines or
benchmarks, Selection of results targets during
the interim period, collection of reliable and
quality performance data, types and timing of
evaluation, Preparation of analytical reports,
Dissemination of information and reports,
Establishment of credible supporting systems for
sustaining results-based M&E systems
Technical Skills and Modeling-Delete
1.
Basic Computer competence in MSWord, Excel, PPP, Email and Internet
47
Priority
Duration
of
training: No. of
days
2.
Working knowledge of SPSS, data
management and analysis, statistical methods
3.
Working knowledge of EViews7 and
econometric techniques
4.
Input-Output modeling9
5.
General equilibrium modeling
(for different steps in modeling, see footnote-3)
6.
Social Accounting Matrix
7.
Macro-econometric modeling for
medium term forecasting and simulations
8.
Spreadsheet modeling for consistent
macro-economic projections and analysis
9.
Dynamic Stochastic Modeling
10.
Transport modeling
11.
Energy Modeling
12.
Regional Planning
Different steps in modeling include analytical framework, model structure, specifications, data
base, test and calibration techniques, choice of goodness of fit statistics, computer algorithms,
projections, simulations under alternative scenario, model results, policy options and policy
planning.
48
Annex-2.2
Charter of Duties of the Programming Division of the Planning Commission
Programming Division is very important division of the Planning Commission. The major
functions of the Programming Division are as follows:
i) Determination of the sizes of the Annual Development Programmes (ADP) and
sectoral allocations/proportions in consultation with Finance Division, Ministry of
Finance;
ii) Formulation of policies/guidelines for allocation of resources;
iii) Provide guidance and supervise the entire work in connection with the
formulation of ADP and revision of ADP;
iv) Preparation of Annual Technical Assistance Programmes (ATAP) and its revision;
v) Placement of the ADP/RADP in the NEC Meeting for their approval by the
Hon'ble Prime Minister and NEC Chairperson;
vi) Recommend allocation and release of ADP funds in relevant cases to Hon'ble
Minister for Finance & Planning;
vii) Oversee ADP implementation/administration with respect to resource allocation, reallocation, re-appropriation, etc. for development projects;
viii) Inter-Ministerial and intra-Planning Commission co-ordination in matters of ADP
preparation, revision and appropriation/re-appropriation of funds;
ix) Chair the meeting of the Programming Committee of Planning Commission and
recommend inclusion of projects in the ADP;
x) Keeping records of resource use and coordinate with Finance Division for allocation
of resources;
xi) Recommend use of unallocated ADP resources to projects of various sectors;
xii) Attend meeting of the ECNEC, Purchase Committee, and DPEC, PEC etc. on
matters related to development activities/programmes/projects;
xiii) Formulation of ADP and revision of ADP;
xiv) Recommend release of ADP funds in relevant cases;
xv) Determination of external assistance requirements for ADP financing;
xvi) Preparation of the list of Aid Worthy Projects before Bangladesh Development Forum
Meeting;
xvii) Provide secretariat service to the programming committee of Planning
Commission;
xviii) Preparation and interpretation of the Guidelines for ADP/RADP/TYR1P;
xix) Overseeing formulation and implementation of ADP/RADP/TYRIP.
Duties of Top Mangement Level of the Programming Division
Member (Programming Division)
The Member in-charge of Programming Division is responsible for co-ordination of the works
of various wings under this Division particularly in preparing ADP, RADP, Three Year Rolling
Investment Plan. His major responsibilities include the following:
a. Determination of sectoral development priorities;
b. Guidance for preparation of ADP, RADP, TYRP and policies within the framework Of
overall development priorities of the Government;
c. Allocation of resources in accordance with priority;
49
d. Oversee implementation of decisions of Planning Commission;

e. Evaluation of overall plan performance and monitoring progress on a continuous basis in
order to recommend revisions in programmes;
f. Study of Macro level issues relating to Development and formulation of appropriate
policies for consideration of Planning Commission/NEC;
g. Presiding over the meeting of Programming Committee for selecting new projects for
inclusion in the ADP/RADP;
h. Representation of the Planning Commission on Investment Board, Boards of Directors of
Bangladesh Bank and any other concerned Committees;
I. Participation in NEC, ECNEC, etc.;
J. Inter ministerial consultation & co-ordination of economic issues at national level;
k. Chairman of a number of official Standing Committees;
l. Occasional investigations on crucial national problems, issues and other matters;
m. Co-ordination and supervision of the works of the Division under his charge;
n. Performing various specific tasks assignment by the Planning Commission,
NEC/ECNEC.
Division Chief (Programming Division)
A Division Chief is overall in-charge of all the wings in the Programming Division:
a.
Maintenance of link between the Planning Commission and the Division for
implementing Commission's directives and decisions in respect of economic
development for the country;
b. Giving guidance to the Joint Chiefs in discharging the functions of the respective
wings;
c. Approval of all papers, originating from the wings, for upward transmission;
d. Directing research on topics related to the Programming Division;
e. Holding inter-ministerial/inter-agency consultations on important issues relating to the
Programming Division;
f. Co-ordination of activities of different wings and maintenance of liaison with other
Divisions of the Planning Commission;
g. Representing the Division of different National Committees and Sub-Committees;
h. Writing up of original policy papers;
i. Supervision and control of the officers of the Division;
j. Assist in formulating policies for preparation of ADP/RADP/TYRP;
k. Assist in holding Programming Committee's meeting for inclusion of new projects in
the ADP as well as other meeting in the Programming Division;
l. Any other special assignments;
Joint Chief (Programming Division)
A Joint Chief is in-charge of all sub-sectoral work of the economy entrusted to the wing:
a) Identification of the needs and priorities of the sub-sector;
b) Setting up of the objectives and targets for sub-sectoral development;
c) Concretisation of ideas on projects and programmes in consultation with the
concerned agencies and Ministries;
d) Formulation of draft policies and strategies for achieving the developmental
objectives and targets;
e) Finalization of write-ups of ADP/RADP/TYFIP;
f) Establishment of inter-project priorities and preparation of ADP and Revised ADP
programmes;
g) Give comments on projects/progammes for consideration of the PEC, SPEC,
DPEC, DSPEC;
h) Finalization of summaries for preparation of ADP/RADP/TYRP for approval by the
competent authority;
50
i)
j)
k)
l)
m)
n)
o)
p)
q)
r)
Preparation of Policy Papers in connection with development activities;

Assessment of the country's needs for development processes and technologies
and formulation of appropriate policy guidelines for economic development;
Preparation of summaries on vital policy issues for consideration of the NEC,
ECNEC and National Committees;
Holding of inter ministerial/inter agency consultation meetings;
Origination of ideas and selection of topics for research and study as well as
directing the same;
Making necessary correspondence with concerned Ministries, agencies, companies,
firms, etc;
Undertaking field trips as and when required;
Allocation of duties, supervision and control of officers and staff in the wings;
Follow up of implementation of and feedback to the plan and revision of course of
action;
Any other duties assigned from time to time.
Deputy Chief (Programming Division)

a)
b)
c)
d)
e)
f)
g)
h)
i)
Assisting the Division Chief/Joint Chief as the case may be;

Preparation of all basic papers on the formulation of ADP/RADP/TYRP;
Finalization of draft write-ups on sub-sectoral highlights;
Preparation of draft policy papers, working papers and summaries on issues
relating to the sub-sector;
Attend PEC, SPEC, OPEC, DSPEC and other inter-ministerial meetings with
comments. Record the proceedings of meetings of programming division as and
when required;
Examine and evaluate various contracts relating to technical collaboration, financing
and management contracts, etc;
Making necessary correspondence with the concerned Ministries, agencies, etc;
Undertaking field trips as and when required;
Any other duties assigned from time to time.
Senior Assistant Chief/Assistant Chief (Programming Division)

a) Assisting the Joint Chief/Deputy Chief in discharging his duties;
b) Preparation of comment on DPP/TPP in the PEC, SPEC, DPEC, DSPEC and other
inter-ministerial meeting;
c) Preparation of draft summaries related with ADP/RADP/TYRP;
d) Processing the cases of fund release as and when referred by the concerned
administrative Ministries and Sector Division of the Planning Commission;
e) Scrutiny of physical and financial progress reports. Preparation of composite briefs for
superior officers, preliminary assessments of fund requirements by different projects
of the sub-sector and Formulation of the draft sub-sectoral ADPs and Revised ADPs;
f) Carrying out studies, surveys, etc. assigned by JC/DC;
g) Making necessary correspondence with concerned Ministries, agencies, etc;
h) Undertaking field trips as and when required and authorized by Division Chief/JC/DC;
i) Any other duties assigned from time to time.
51
Annex-2.3
Institutional Arrangements for Preparation of ADP and RADP
The Programming Division of the Planning Commission has the responsibility of preparing
the Annual Development Programme (ADP) which forms the basis for preparation of the
Development Budget. There are elaborate procedures for preparation of ADP and allocation of
resources among the development projects on the basis of information provided by the
Planning Wings of the LMs/ Divisions/ Agencies, sector Divisions of the PC, IMED, ERD,
FD. Work plan for preparation of RADP 2010-11 and ADP 2011-12 are given below:
Table 2.3.1 Work Plan for Preparation of RADP 2010-11
Sl. Essential Actions
Deadline Responsibility
1
Finalization of draft Guidelines for preparation of

RADP 2010-11.
2 Circulation of RADP Guidelines obtaining the approval
of the Honorable Planning Minister
3 Sending letter to the Finance Division for informing
Programming Division (PD) regarding Funding
Arrangements for preparation of RADP 2010-11.
4 Sending letter to Economic Relations Division (ERD)
for allocation of Project-wise & Sector-wise Project Aid
5 Issuing letters to all Sectors/Divisions of the PC for
New Project proposals (with list of projects with
allocation for lining up foreign assistance) for holding
Inter-Ministerial Programming Committee meeting.
6 Issuing letters to all Sectors/Divisions of PC for sending
lists of (i) projects targeted for completion, (ii) projects
included without any allocation (iii) dropped projects,
(iv) projects transferred to Revenue Budget (v) deferred
projects and (vi) projects merged with other projects
during the year 2010-11.
7 Sending letter to ERD for list of Project-wise JDCF
allocation.
8 Sending Call Notice to 4 Sector Divisions of the PC.
9 As per Guidelines issued by the PD the Line
Ministries/Divisions send RADP proposals which
include New Proposals to concerned Sectors/ Divisions
of the PC.
10 Receipt of letter from the FD regarding Fund
11 Receipt of amount of Project-wise & Sector-wise
Project Aid allocation
12 Sending amount of Project-wise & Sector-wise Project
52
22-11-10
22-11-10
Programming
Division (PD)
PD
23-11-10
PD
23-11-10
PD
24-11-10
PD
24-11-10
PD
24-11-10
PD
25-11-10
07-12-10
PD
Concerned
Ministry/
Division
07-12-10
07-12-10
FD
ERD
07-12-10
PD
Aid allocation to Sectors/Divisions of the PC as

received from the ERD
13 Sending letter to Planning Division for obtaining 09-12-10 PD
Printing Demand Letter for printing draft and final
RADP
Table 2.3.1 Work Plan for Preparation of RADP 2010-11
14 Preparing & sending the lists of (i) projects targeted for
completion, (ii) projects included without any allocation
(iii) dropped projects (iv) projects transferred to
Revenue Budget (v) deferred projects and (vi) projects
merged with other projects and the list of projects
prepared by ERD for funding by JDCF in 2010-11.
1 Finalization of the lists received from sectors/Divisions
5 of PC & ERD as in Sl. 14.
16 After scrutiny Sector Divisions send proposals as stated
in Sl.5 to PD with comments
17 Sending PD RADP proposals with the inclusion of new
projects from sectors/divisions of the PC.
18 PD examines and scrutinizes the new project proposals
received from the sectors/divisions for holding InterMinisterial Programming Committees meeting.
19 Inter-Ministerial Programming Committees meeting for
consideration of the proposed new projects.
20 Distribute Funds received from the Finance Division to
17 sectors according to priority and fix sector-wise local
currency allocation
21 Sectors/Divisions of the Planning Commission received
approved sector-wise allocation in local currency.
22 PD received Final Call Notice from the
Sectors/Divisions of the Planning Commission.
23 Summary placed for the approval of the Honble
Planning Minister for the new projects recommended in
Inter-Ministerial Programming Committees meeting.
24 Extended meeting of all Members & Division Chiefs
under the Chairmanship of Honble Planning Minister
for discussion on various project lists for inclusion in
RADP for the year 2010-11 and draft working paper
25 Sending draft RADP to BG Press for printing after
scrutinizing project-wise amount of Local Currency and
Project Aid received from Sectors/Divisions of PC
26 Preparing Working Paper for National Economic
Council (NEC) meeting and sending various lists
prepared to the NEC-ECNEC & Coordination Wing
with the approval of the Honble Planning Minister
27 NEC Meeting
12-12-10
Sectors/Divisio
ns of the PC and
ERD
15-12-10
PD
15-12-10
Sectors/Divisio
ns of the PC
Sectors/Divisio
ns of the PC
PD
15-12-10
20-12-10
21-12-10
23-12-10
19-12-10
PD
19-12-10
PD
20-12-10
27-12-10
Sectors/Divisio
ns of the PC
PD
30-12-10
PD
03-01-11
PD
04-01-11
PD
08-01-11
NEC-ECNEC &
Coord.Wing
PD
28 Sending the RADP to the BG Press after necessary 10-01-11
53
PD
corrections (if any) of the draft RADP with the help of

concerned Sectors/Divisions of the PC as per decision
of the NEC meeting and collect printed copies.
29 Sending final printed RADP received from BG Press to 12-01-11
all concerned
PD
Table-2.3.2 Work Plan for Preparation of ADP 2011-12

Sl. Essential Actions
Deadline
Responsibility
1
Finalization of Guidelines for preparation of ADP

2011-12 .Circulated to all concerned on Approval of
the Planning Minister.
Issue letters to all Sectors/Divisions of the PC for
sending Proposal for New Projects
Receipt of Proposals regarding Allocation in the
Sectors/Divisions
from LMs/Divisions for all
Projects including New Projects as per Guidelines
issued from the PD.
Sending the received Proposals to the PD by the
Sector/Divisions with comments after perusal,
selection & proper resource allocation.
Scrutinize Project Proposals received from the
Sectors/Divisions of the Planning Commission
Holding Inter-Ministerial Programming Committee
Meeting on selected New Projects
Presentation of Summary to the Honble Planning
Minister the proposal for inclusion of New Projects
recommended by the Inter-Ministerial Programming
Committee
Sending letter to the Finance Division for informing
regarding
Funding
Arrangements for preparation of ADP for FY 201112.
Receipt of the size of ADP from Finance Division
14-3-11
Programming
Division (PD)
30-3-11
PD
31-3-11
Sectors/Divisions
of PC
07-4-11
Sectors/Divisions
of PC
12-4-11
PD
1317/04/11
27-4-11
PD
24-3-11
PD
02-5-11
Finance Division
10 Sending letter to Economic Relations Division

(ERD) for allocation of Project-wise & Sector-wise
Project Aid and list of JDCF Projects & allocation
11 Receipt of amount of Project-wise & Sector-wise
Project Aid allocation and JDCF allocation
12 Issuing letter to concerned Ministries/Divisions for
sending demand for Allocation of Development
Assistance
13 Receipt of demand for Allocation of Development
Assistance from concerned Ministries/Divisions in
PD
24-3-11
PD
02-5-11
ERD
29-3-11
PD
02-5-11
concerned
Ministries/Divisio
ns
2
3
4
5
6
7
54
PD
14 Fixing & approval of sector-wise Local Currency 05-5-11

allocation after distributing funds according to
priority among 17 sectors included in the ADP.
15 Informing concerned Sectors/Divisions of the PC the 08-5-11
amount of sector-wise approved allocation of Local
Currency
PD
PD
.
Table-2.3.2 Work Plan for Preparation of ADP 2011-12 (Concluded)

16 Informing concerned Sectors/Divisions of the PC 08-5-11
the amount of project-wise, sector-wise allocation
of Project Aid & JDCF allocation
17 Issuing letters to all sectors of PC for sending lists 03-4-11
of (i) projects targeted for completion, (ii)
transferred to Revenue Budget and (iii) projects
included without any allocation to facilitate receipt
of Foreign Aid, number of projects implemented
with own fund, allocation of fund in ICT sector, and
list of deferred projects during the year 2011-12.
18 Receipt in the PD lists of (i) projects targeted for 25-4-11
completion, (ii) transferred to Revenue Budget and
(iii) projects included without any allocation to
facilitate receipt of Foreign Aid, number of projects
implemented with own fund, allocation of fund in
ICT sector, and list of deferred projects during the
year 2011-12 from Sectors/Divisions of the PC.
19 Sending letter to Planning Division for obtaining 26-4-11
Printing Demand Letter for printing draft and final
ADP
20 Finalization of the lists received from various 05-5-11
Sectors/Divisions.
21 Extended meeting of all Members & Division 11-5-11
Chiefs under the Chairmanship of the Honble
Planning Minister for discussion on various project
lists for inclusion in ADP for the year 2011-12 and
draft working paper
22 Sending draft ADP to BG Press for printing after 16-5-11
scrutinizing project-wise amount of Local Currency
and Project Aid received from Sectors/Divisions of
PC
23 Preparing Working Paper for National Economic 18-5-11
Council (NEC) meeting and sending various lists
prepared to the NEC-ECNEC & Coordination Wing
with the approval of the Honble Planning Minister
24 Sending (as per demand) printed draft ADP to NEC- 18-5-11
ECNEC & Coordination Wing.
25 Presentation of draft ADP in NEC meeting for 19-5-11
approval
55
PD
PD
Concerned
Sectors/Divisions
of PC
PD
PD
PD/NEC-ECNEC
(Coordination)
Wing
PD
PD
PD
Planning Division
26
27
Sending the ADP to the BG Press after necessary 22-5-11

corrections(if any) of the draft ADP with the help
of concerned Sectors/Divisions of the PC as per
decision of the NEC meeting and collect printed
copies.
Sending final printed ADP received from BG Press 25-5-11
to all concerned
PD
PD
Annex-2.4
English Version10 of Guidelines for the preparation of the
Annual Development Programme (ADP) for Fiscal Year (FY) 2011-2012
The main objectives of development planning are to alleviate poverty and to improve the
standard of lives of the people. The process of preparation of the ADP for 2011-2012 has
started for achieving these objectives. For this purpose the Government has prepared the
Bangladesh 6th Five Year Plan (2011-15): Accelerating Growth and Reducing Poverty. The
priority sectors of the 6th Five Year Plan are: Employment, Nutrition, Maternal Health,
Sanitation and Safe Water, Quality Primary, Secondary and Vocational Education, Criminal
Justice, Power and Energy, Local Governance and Strengthening the Monitoring System. The
ADP for FY 2011-2012 will be prepared keeping in view the target for transforming
Bangladesh to digital and middle income country within 2021and in line with the 6th Five Year
Plan. All concerned are requested to follow the following Guidelines while preparing
projects/programmes for inclusion in the ADP for FY 2011-2012:
2.4.1 Guideline for inclusion of Projects in ADP- 2011-12
(a) Priority needs to be given to alleviation of poverty, generation of employment,
training-based short-term and long-term projects for human resources development.
The poverty stricken and the less developed areas will enjoy high priority in selecting
projects. Other projects to receive priority are: Livelihood Support Agricultural and
Non- Agricultural Projects in the rural areas, projects supporting small and medium
scale industrial products, ensure the economic use of solar and wind power in the
areas of power and energy, oil, gas, hydro-power and bio-gas, improvement of roads
and development of infrastructure, information and communication technology and
environment-friendly development projects;
(b) The ongoing projects must be completed on time in order to keep the number of
projects limited in the ADP 2011-2012. No time-expired/overrun project will be
directly included in the ADP-2011-2012 and a List identifying the projects to be
completed during FY2011-2012 will be prepared and annexed to the ADP;
(c) The priority projects of the Government like rehabilitation of damages caused by
drought, floods, excessive rains, cyclones ( Sidre and Ayla) and earthquake, poverty
alleviation and human resources development, environment friendly agriculture,
agro-based industry, self-employment ,rural development, education, universal
primary education, health, nutrition, family welfare, expansion of gender equity,
10
Non-official English Version (translated by the National Consultants under sub-component C3.4).
56
empowerment of women, reduction of child and maternal mortality, child and youth
development, improvement of governance, increased provision of power, energy and
fuel, development of roads and infrastructure and improvement of ICT for digitization
will be taken up in the light of the National Strategy for Accelerated Poverty
Reduction (NSAPR) and less priority projects will avoided;
(d) The factors which must receive special consideration in preparing the development
projects are: rise of the average annual growth of national income for ensuring food,
shelter, education, health services including basic necessities of life for all citizens of
the country; expansion of industries, diversification of labor-intensive agriculture and
increase of productivity, expansion of exports; preparation of innovative schemes for
employment creation including export of manpower; initiating effective action plan as
per the MDGs of the United Nations for eradication of poverty by 2015; meeting the
food deficit, ensuring health services and education for all; strengthening the local
government; adoption of an Energy Policy focusing on directions for energy security
and desired development and industrialization; due importance to be given for overall
expansion of rail, water, air, road transport and telecommunications;
(e) Use of agriculture land may be avoided as far as possible for construction of roads,
schools, colleges, hospitals, residential and non-residential buildings and other
projects of infrastructure nature;
(f) Priority should be given to such projects which will provide overall support to the
talented young and promising entrepreneurs for the purpose of transforming
Bangladesh to a digital country by 2021 through expansion of exports and creation of
massive employment opportunities by setting up and development of soft-ware
industry and IT services;
(g) In view of fund constraints it is recommended not to propose new projects for
implementation with GoB resources unless those are high priority and absolutely
unavoidable projects;
(h) The availability of resources must be kept in view while proposing new projects. The
approved projects will get preference for inclusion in the ADP. Importance should be
given to the completion of the ongoing projects rather than taking up new project;
(i) Short and long term Investment projects may be taken up for reducing and minimizing
losses and damages due to climate change;
(j) A list of possible Public Private Partnership (PPP) projects should be included in the
2011-2012 ADP and all efforts should be mounted to implement the PPP projects;
(k) With regard to implementation of area-based or regional development projects, care
/attention should be given to avoid duplication by different agencies and the principle
of balanced regional development should be considered;
(l) Instead of taking up a number of separate small projects of similar nature and with
same objectives by any agency, it is worthwhile to consider taking up a cluster
programme integrating the small projects. However, before taking up any large
project, a feasibility study should be undertaken to justify its utility/ viability;
57
(m)In the field of transport, importance needs to be given to the development of railways,
waterways and roads and highways. For railways, projects for construction of new
railway lines, rehabilitation and improvement of the existing ones, repair of existing
coaches and locomotives, procurement of new locomotives, coaches and container
flag wagons will be given priority. Priority projects should be formulated for capital
dredging and maintenance dredging for reducing the effects/impact of floods, water
management, expansion of irrigation and drainage facilities, ensuring access to safe
drinking water, improvement of navigability of the rivers and expansion of river ways;
(n) Any unapproved project
without the approval of appropriate authority or
recommended by the SPEC/DSPEC for approval and projects for which aid agreement
have not been signed or confirmed commitment of foreign aid has not been received
cannot be proposed for inclusion in the ADP;
(o) The number of new projects of a Ministry in the ADP for 2011-2012 will need to be
consistent with the implementation efficiency and the priority allocation of the sector
as well as the number the projects earmarked for completion in the ADP 2010-2011of
the Ministry;
(p) The unapproved projects which were deferred/postponed and included in the 20102011 ADP with zero or no allocation will not be automatically included in the ADP for
2011-2012. However, some of these may be proposed for inclusion in the ADP for
2011-2012 as new projects in consideration of their priority and based on their
rationale;
(q) Proposal for inclusion of those projects rejected earlier for consideration by the
concerned Ministry/Division should be avoided;
(r) The projects which have potential for implementation by the private sector should not
be considered for inclusion in the ADP;
(s) The projects taken up for implementation with the agencies own resources or selffinanced projects will be included in the ADP. In this connection necessary
information in a separate format will have to be furnished;
2.4.2 Guideline for Allocation of Funds in the ADP for 2011-2012
(1) Allocation for slow moving projects will be reduced/revised and reallocated to fast
moving projects according to needs. For allocation of funds preference will be given
to foreign aided priority projects of the Government and the projects scheduled for
completion during FY 2011-2012;
(2) The proposal for allocation of fund for ADP 2011-2012 should be based on the
estimated cost of the ongoing approved project document (DPP), the amount of up to
date cumulative expenditure and reasonable and expected expenditure projection
during the current FY. For allocation of project aid consideration should be given to
the terminal date of the Agreement signed with the concerned development partner
country/agency and the allocation indicated by the Economic Relations Division
( ERD) should regarded as final;
58
(3) For utilization of foreign aid for the aided projects ( for which Agreement has been
signed/ firm commitment have been received for aid), the proposal/ demand for
allocation of matching taka coverage will be given priority;
(4) Allocation for the projects included in the ADP for 2011-2012 for
/regional balanced development should be ensured;
area-based
(5) Allocation for the projects scheduled for completion during FY 2011-2012 should be
ensured as per provision of approved DPP/RDPP and projects related to poverty
alleviation should receive necessary allocation;
(6) Subject to allocation of necessary local currency for timely completion of the
ongoing development projects, proposal for local currency allocation for only very
important and unavoidable new projects may be considered;
(7) Proposal for allocation of CDVAT should be based on the Government rate fixed for
import duty and the exchange rate used for calculating the value of imported items;
(8) The Ministries/Divisions will have to submit their proposals for allocation of local
currency and project aid in line with the Budget Circular-2 ( BC-2) issued by the
Finance Division and limiting their requirements within the Indicative Expenditure
Ceiling under the MTBF.
(9) In line with the above Guidelines the project proposals under the main programmes
have to be submitted as per attached Format KA. For TA, Food Aided and Selffinanced projects of the autonomous agencies Formats KHA, GA and GHA
respectively will be used. For facilitating mobilization of foreign aid, project proposals
without showing any allocation will be included in the ADP and these are to be
submitted as per Format Uma.
(10)
Exchange rate of US Dollar 1=71.18 Taka should be applied for the purpose of
calculation of the requirement of project aid, cash foreign exchange and reimbursable
project aid.
(11)
All concerned Ministries and Divisions are requested to submit their project
and allocation proposals for inclusion in the ADP for 2011-2012 as per attached
Formats (KA, KHA, GA, GHA and Uma) by 31-03-2011 to the respective
Sectors/Divisions of the Planning Commission.
2.5 English Versions of Formats
Annexure-A (Chhak-Ka)
ANNUAL DEVELOPMENT PROGRAMME FOR 2011-2012 (Investment Project) (Taka in Lakh)
SECTOR:
Sub-Sector:
Sl
.
N
o.
Project
Title
(Imple
mentati
on
Period)
Ap
pro
val
Sta
tus
Project
Cost
Tot
al
Proj
Aid
RADP
Allocati
on for
20102011
T
TK
ot
Actual ExpJul-Dec 201011

Total
(FE.)
TK
Cum Exp
up to Dec
2010
TK
59
TK
ADP Allocation for 2011-12

Tot
al
TK
Rev
Heads of
Exp
CD
VA
Proj
Aid
Ot
h
So
urc
e
of
Pro
j
Aid
(F.
E.)
(RP
A)
al
10
11
12
13
Ca
p
RP
A
14
Re
v
(RP
A)
15
16
17
18
19
On-going Projects:
New Projects:
Annexure-B (Chhak-Kha)
ANNUAL DEVELOPMENT PROGRAMME FOR 2011-2012 (Investment Project)
(Taka in Lakh)
SECTOR:
Sub-Sector:
Sl
.
N
o.
Project
Title
(Imple
mentati
on
Period)
Ap
pro
val
Sta
tus
Project
Cost
RADP
Allocati
on for
20102011

TK
Tot
al
(F.
E.)
Proj
Aid
(RP
A)
T
ot
al
TK
Total
(FE.)
Cum Exp
up to Dec
2010
TK
10
TK
11
Tot
al
TK
Rev
12
13
Heads of
Exp
Ca
p
Re
RP
v
A
14
15
CD
VA
T
Proj
Aid
(RP
A)
Ot
h
So
urc
e
of
Pro
j
Aid
16
17
18
19
On-going Projects:
New Projects:
Annexure-C (Chhak-Ga)
ANNUAL DEVELOPMENT PROGRAMME FOR 2011-2012 (Food Aided)
(Taka in Lakh)
SECTOR:
Sub-Sector:
Sl
.
N
o.
Project
Title
(Imple
mentati
on
Period)
Ap
pro
val
Sta
tus
Project
Cost
RADP
Allocati
on for
20102011

TK
Tot
al
(F.
E.)
Proj
Aid
(RP
A)
T
ot
al
TK
Total
(FE.)
Cum Exp
up to Dec
2010
TK
10
On-going Projects:
60
TK
11
Tot
al
TK
Rev
12
13
Heads of
Exp
Ca
p
Re
RP
v
A
14
15
CD
VA
T
Proj
Aid
(RP
A)
Ot
h
So
urc
e
of
Pro
j
Aid
16
17
18
19
New Projects:
Annexure-D (Chaak-Gha)
List of Self Financed Projects of Autonomous Organizations/Corporations in ADP 2011-12.
(Taka in Lakh)
Sl.
No.
Project Title
(Implementation
Period)
Estimated
Cost
Cumulative
Expenditure
Up to
December,
2010
RADP
Allocation
For 2010-11
Expenditure
Up to
December,
2010 of FY
2010-11
Proposed
Allocation
In FY
2011-12
Sector:
Agency:
1
Total (Sector):
Annexure-E (Chhak-Uma)
Project List for Facilitating Foreign Aid for ADP 2011-12
(in Lakh Taka)
Sl.
No.
Project Title
(Implementatio
n Period)
Estimated
Cost
(Project Aid)
Approval
Status
Sector:
Sub-Sector:
Ministry/Division:
Agency:
(a) Investment Projects:
61
Source of
Foreign Aid
Steps Taken/to be
Taken for Lining up
Foreign Aid
(b) Technical Assistance Projects:
62
Annexure-F (Chhak-Cha)
SECTOR SUMMARY FOR ANNUAL DEVELOPMENT PROGRAMME FOR 2011-2012
(Taka in lakh)
SECTOR:
Sl.
No.
1
1
2
3
Programme
Classification
2
Investment
Programme
Technical
Assistance
Total (1+2):
No. of
Projects
3
Total
4
Total
4
5

Taka
Project Aid
RPA
5
6
7
Local
Currency
CDVAT
8
Amount of
Food Aid
(mm Ton)
(approx.
Price)
Food
Aided
Programme
Grand
Total
(3+4):
Annexure-G (Chhak-Chha)
SECTOR SUMMARY FOR ANNUAL DEVELOPMENT PROGRAMME FOR 2011-12
SECTOR:
(Taka in lakh)
Foreign Exchange
Sl.
Programme
No. of
Project Aid
No.
Classification
Projects
Total
Taka
CDVAT
Total
RP
Total
A
1
2
3
4
5
6
7
8
9
(A) Total Investment
Projects:
(B) On-going
Projects:
(C) New Projects:
(D)
(E)
Allocation
of
Foreign
Aided
Total Projects:
Allocation
of
Foreign
Aided
New Projects:
63
Others
10

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Updated Draft 25 September 2011

C4 Diagnostic Report and Work Plan1

2.3 Methodology for Diagnostic Studies

Selected line ministries included ministries of Agriculture, Communications, Education, Primary

To enhance technical knowledge of the officers

Lack of technical knowledge for majority of staff

At present there is no result based monitoring and evaluation of the development

(e) Access to Credit and Household Poverty and

To prepare methodological guidelines, manuals and training modules on these

To conduct methodological and practical training programs on these subjects;

2.5 Diagnostic Results on the Capacity of the Programming Division and

2.5.1 Annual Development Programme

After ADP is finalized in May, FD has the responsibility of combining both

Suggestions for improving the preparation of the Annual Development Programme

We need to prepare a Medium Term Public Investment programme (PIP) as in other

PD officials need to be given training on the preparation of multi-year public

Suggestions for Improving Project Preparation and Appraisal

Detailed Manuals/ Guidelines/ Formats on methodologies for project preparation,

Information and communications technology of the Line Ministries/ Divions ned to be

2.6 Diagnostic Results on Project Implementation, Monitoring and Evaluation

Part-A: General Information

Name of Division: General Economics Division, Planning Commisson

To get response and

(3) Project Evaluation

Chief of Concerned Division of PC,

To get response and

(4) Departmental Project

Joint Chief/ Deputy Chief of the

(5) Special Project Evaluation

Chief of Concerned Sector-Division

To get response and

(6) Departmental Special

Representatives of Concerned Wing/

(7) Coordination Council (for

Minister for Commerce,

To get response and

(9) Medium Term Budget

To get response and

Assistant Chief/ Research Officer

Number of posts by Class

Part-B: Strategic Plan and Operational Review of the Ministry/ Division

14.2 Strategic objectives/ purpose/ policies are specified clearly.

Part-C: Result-Based Monitoring and Evaluation (RBM&E)

15.2 Citizens demand/ charter

15.3 Donors requirements

15.4 Requirements under Sixth Five-Year Plan (SFYP)

15.5 Requirements under Millennium Development Goals (MDG)

15.6 Requirements under National Poverty Reduction Strategy

15.9 I have no opinion.

16.9 Others, if any, specify (Website)

16.10 I do not know.

21.2 Resource allocation

21.3 Project/ Program preparation/ amendment

21.5 Accountability to parliament

21.6 Planning for future

21.7 Fiscal management

21.8 To design incentive system

21.9 Review and oversight

21.10 Others, if any, please specify

Part-D: Economic Modeling and Poverty Analysis

(b) Prepared by the Finance Ministry

(c) Prepared by the Bangladesh Bank

(d) Prepared by the Bangladesh Bureau of Statistics