governance & policy project for balochistan...

OPERATIONS MANUAL Section: List of Acronyms

Governance & Policy Project– Planning and Development Department – Balochistan (February 2017) of 160

OPERATIONS MANUAL

GOVERNANCE & POLICY PROJECT FOR

BALOCHISTAN

(P156411)

MAY 2017

Planning and Development Department Balochistan



Table of Contents PREAMBLE ....................................................................................................................................... 4 List of Acronyms ................................................................................................................................ 5 I. INTRODUCTION ................................................................................................................... 6

1. The Operations Manual ............................................................................................................ 6 1.1. Purpose ............................................................................................................................... 6

1.2. Custodian and Status .......................................................................................................... 6 1.3. Structure of the Manual ...................................................................................................... 7

II. GOVERNANCE & POLICY PROJECT ............................................................................. 9 2. Context ..................................................................................................................................... 9

2.1. Background and Source of Funding ................................................................................. 10

2.2. Project Description ........................................................................................................... 11 2.2.1 Project Development Objective ......................................................................................... 12

2.2.2 Project Beneficiaries .......................................................................................................... 12

2.2.3 PDO Level Results Indicators: ........................................................................................... 12 2.2.4 GPP Balochistan Project Components ............................................................................... 13

III. PROJECT IMPLEMENTATION FRAMEWORK – AT A GLANCE ........................... 14

IV. RESULTS AND MONITORING FRAMEWORK ............................................................ 16 V. FISCAL OUTLAY TERMS OF FINANCING .................................................................. 21

5. Component wise break up of Grant Funds ................................................................................. 21

5.1 Categories of eligible expenditure items .......................................................................... 21 5.2 Disbursement Conditions and Legal Covenants- GPP Balochistan ................................. 23

VI. GPP GOVERNANCE STRUCTURE ................................................................................. 26 6. Counterparts within Government and their role ..................................................................... 26

6.1 Government of Balochistan .............................................................................................. 26 6.2 Decision making forum for GPP Balochistan .................................................................. 26

VII. GPP BUSINESS PROCESS ................................................................................................. 28 7 Review and Decision Committees (R&DCs) .............................................................................. 28

7.1 Composition of Review and Decision Committees ......................................................... 28

7.2 Roles, Responsibilities and Training Opportunities of Review & Decision Committe .. 30 7.3 OSU Role and Responsibilities ........................................................................................ 31 7.4 GRSU Role and Responsibilities ..................................................................................... 32

7.5 Project Concept Note Preparation Team: ......................................................................... 32 7.6 Project Staffing ................................................................................................................. 32 7.7 Project Human Resource Matters ..................................................................................... 33

7.8 Organogram for GPP Balochistan .................................................................................... 36

7.9 GPP Staffing Procedure ................................................................................................... 36

VIII. PROJECT PLANNING AND IMPLEMENTATION ....................................................... 42 8.1 Annual Work Plan .................................................................................................................... 42 8.2 Project Concept Note - Format and Guidelines ..................................................................... 43

IX. PROCUREMENT MANAGEMENT .................................................................................. 49 9 Context ................................................................................................................................... 49

9.1 Procurement Committee ....................................................................................................... 50 9.2 Rules governing procurement process .................................................................................. 50 9.3 Procurement Planning ........................................................................................................... 53 9.4 Performance Standards for the Procurement Specialist ........................................................ 55 9.5 Contract Management Consultants ....................................................................................... 56 9.6 Grievance Handling Mechanism ........................................................................................... 61



9.6.1 Complaint Management System ........................................................................................ 61

9.6.2 Transparency ...................................................................................................................... 62

9.7 Code of Conduct for GPP staff dealing with procurement ................................................... 62

X. PROJECT FINANCIAL MANAGEMENT ....................................................................... 64 10 Financial Management Framework ........................................................................................... 64

10.1 Financial Management Staffing .......................................................................................... 64 10.2 Budgeting and Planning ...................................................................................................... 65

10.3 Accounting and Reporting .................................................................................................. 65 10.4 Internal Controls ................................................................................................................. 66 10.5 Disbursement Arrangements ............................................................................................... 67 10.6 Financial Planning .............................................................................................................. 68 10.7 Accessing Grant Funds from the Bank ............................................................................... 68

10.8 Expenditure Management and Controls .............................................................................. 69

10.9 Authorized Signatories for operation of DAs of FD, P&DD and OSU .............................. 70

10.10 External Audit and Compliance ........................................................................................ 71

XI. MONITORING AND EVALUATION (M&E) .................................................................. 74 11. Monitoring and Evaluation Framework ................................................................................. 74

11.1 M&E Reporting: ................................................................................................................. 74

11.2 Project and Contract Monitoring ........................................................................................ 75 11.3 Fiscal Monitoring ................................................................................................................ 78

11.4 Procurement Monitoring ..................................................................................................... 78 11.5 Quarterly Progress Report ................................................................................................... 79

XII. COMMUNICATION STRATEGY ..................................................................................... 80 12 Context ...................................................................................................................................... 80

12.1 Rationale and Approach in reaching out to key Stakeholders ............................................ 80

12.2 Internal government line departments, directorates, autonomous bodies/ authorities and

agencies ............................................................................................................................ 81

12.3 Approaches for Corporate Communications....................................................................... 82 12.4 Approaches for Strategic Mass Communications ............................................................... 82

XIII. PROJECT REPORTING CHANNELS .............................................................................. 83 13 Project Reporting Framework ................................................................................................... 83

13.1 Types and Periodicity of Reports ........................................................................................ 83

13.2 Client Connection - the Bank’s web portal for ease of business ........................................ 84

XIV. TRAVELLING POLICY & REPORTING ........................................................................ 87 14 Background and Applicability ................................................................................................... 87

14.1 Travel Procedure: ................................................................................................................ 87

14.2 Subsistence Expenses: ........................................................................................................ 88 14.3 Foreign & Overseas Travel: ................................................................................................ 90

14.4 Miscellaneous Expenses: .................................................................................................... 90 14.5 Reporting Requirements: .................................................................................................... 90

Annex 1 .............................................................................................................................................. 91 Annex 2 ............................................................................................................................................ 146 Annex 3 ............................................................................................................................................ 147

Annex 4 ............................................................................................................................................ 152 Annex 5 ............................................................................................................................................ 153 Annex 6 ............................................................................................................................................ 154 Annex 7 ............................................................................................................................................ 155 Annex 8 ............................................................................................................................................ 160



PREAMBLE

This Operations Manual (OM) has been developed in compliance with the covenants articulated in

the Grant Agreement (GA), Project Agreement (PA), Project Appraisal Document (PAD) and PC-I

for Governance & Policy Project Balochistan. The World Bank being entrusted with the

responsibility of administering the Multi Donor Trust Fund (Round I & II), the rules, thus,

governing disbursement and procurement processes have to be in line with the guidelines stipulated

by the World Bank in its various operational documents1.

The Operations Manual (OM) has been developed taking into account guidance required for project

staff at each stage of the project management while the narrative, where applicable has been

supported with graphic representation to illustrate the business processes at a glance. The Manual

will be a living document, reviewed annually or even earlier and up-dated based on the un-folding

operational realities and to ensure more effective program implementation.

Finally, MDTF projects are on-budget items and in compliance with the Paris Declaration and other

High Level Forums (HLFs) of harmonizing in-country financial management systems. Attention

has been accorded to the fact that while developing this Manual, neither new procedure are

introduced nor sweeping changes suggested in the established protocols and processes prescribed

for project management by the Government. Therefore, the Operations Manual (OM) complements

the government processes; however where considered essential, necessary customization has been

indicated keeping in view the implementation requirements of the GPP. The idea all along has been

to adhere to the government systems but introduce changes only where necessary.

1 For details please see the World Bank publications- Disbursement Handbook (2006), Procurement Guidelines (2011,

revised 2014) for goods, works, non-consulting and consulting services, GPP Grant and Project Agreement, Operational

Policies and Bank procedures



List of Acronyms

AA Assignment Account MoU Memorandum of Understanding ACS Additional Chief Secretary M&E Monitoring and Evaluation ADB Asian Development Bank NBP National Bank of Pakistan AWP Annual Work Plan NCB National Competitive Bidding ACE Anti-Corruption Establishment NOL No Objection Letter BDNA Balochistan Development Needs Assessment OM Operations Manual BE Bank Executed OP/BP Operational Policies and Banking Procedures CN Concept Note O&M Operation and Maintenance CD Country Director OSU Operational Support Unit CDS Comprehensive Development Strategy PA Project Agreement CE Citizen Engagement PBI Performance Based Incentive CGG Charter of Good Governance PC Program Coordinator CRC Citizen Report Card PCNA Post Crisis Needs Assessment CPS Country Partnership Strategy PDO Project Development Objective CQS Consultant Qualification Selection PEFA Public Expenditure & Financial Accountability DLIs Disbursement Linked Indicators PHED Public Health and Engineering Department DAFT Department of Foreign Affairs and Trade PIO Public Information Officers EOI Expression of Interest PMT Project Management Teams EC Ehtesab Commission PST Proposal Scrutiny Team EGS Economic Growth Strategy PPP Public Private Partnership E&P Energy and Power Department PPRA Public Procurement Regulatory Authority FATA Federally Administered Tribal Areas PSC Project Steering Committee FBS Fixed Budget Selection PSE Public Sector Entities FMM Financial Management Manual P&DD Planning and Development Department FD Finance Department RFA Revolving Fund Account/Assignment Account FM Financial Management R&DC Review and Decision Committee FY Fiscal Year RFQ Request for Quotation FMS Financial Management Specialist RFP Request for Proposal GA Grant Agreement RRF Rapid Response Facility GSP Governance Support Project RE Recipient Executed GoKP Government of Khyber Pakhtunkhwa RTI Right to Information GoP Government of Pakistan RTIC Right to Information Commission GDP Gross Domestic Product RTPS Right to Public Services GPP Governance and Policy Project SAFRON State and Frontier Regions GRSU Governance Reforms Support Unit SARFM South Asia Region Financial Management GPP Governance & Policy Project SDPF Strategic Development Partnership Framework ICT Information and Communications Technology SME Small and Medium Enterprises IDS Integrated Development Strategy SO Strategic Objectives IE Impact Evaluation SORT Systematic Operational Risk Tool IMF International Monetary Fund

SASGP South Asia Region Governance & Public Sector Mgt

IPF Investment Project Financing SASPK South Asia Region Pakistan ICB International Competitive Bidding SARFM South Asia Region Financial Management ICS Individual Consultant Service SO Strategic Objective (of PCNA) IDA International Development Association SSS Single Source Selection ISU Implementation Support Unit TOR Terms of Reference KP Khyber Pakhtunkhwa TA Technical Assistance LCS Least Cost Selection WB World Bank LD Line Departments WBG World Bank Group MDTF Multi Donor Trust Fund MIS Management Information Systems

OPERATIONS MANUAL Section: INTRODUCTION


I. INTRODUCTION

1. The Operations Manual

1.1. Purpose

The purpose of this Operations Manual (OM) is to set out detailed policies, systems and processes

to be followed by the management and staff of Governance & Policy Project (GPP) and Line

Departments in connection with the implementation of GPP. The Manual provides guidance to the

GPP staff and staff of the line department to carry out project implementation and to coordinate

efforts of various staff teams working together to perform project activities.

This manual will be helpful to:

Provide an on job reference guide for the policies, procedures and related processes to be

followed;

Educate new and existing staff and consultants;

Clarify reporting structure and responsibilities;

Relieve the management of repetitive instructions;

Provide uniformity in interpretation and administration of policies;

Provide means for constant review and improvement of policies and procedures;

Facilitate coordination and communication amongst various components of GPP; and

Eliminate possibility of unnecessary duplication of effort.

1.2. Custodian and Status

The Operations Manual will be proactively disclosed on the project website and shall be in the

custody of the following:

Secretary Planning, Government of Balochistan, Planning & Development Department

Secretary Finance, Government of Balochistan, Finance Department

Provincial Coordinator, GPP Operational Support Unit (OSU)

Financial Management Specialist (OSU)

Procurement Management Specialist (OSU)

M&E Specialist (OSU)

Governance Specialist (GRSU)

MIS & ICT Specialist (OSU)

Strategic Communication Specialist (OSU)

Gender & Learning Specialist (OSU)

Citizen Engagement & Public Private Partnership (PPP) Specialist (GRSU)

Contract Administration Specialist (OSU)

The OSU & GRSU including Project support staff involved in the implementation process shall

acquaint2 themselves with the contents of this Manual. Additionally, this Manual should be

provided to the project’s focal points3 in the Line Departments / Directorates that are implementing

in GPP activities.

2 Through specialist orientation session organized at OSU for all stakeholders with the commencement of GPP.

3 Notified focal persons/ officials associated with GPP Designated Accounts etc.



The Manual will be a living document, reviewed annually or even earlier and up-dated based on the

un-folding operational realities and to ensure more effective program implementation. The

Secretary (Planning) and OSU Coordinator are responsible officers for updating the revisions made

from time to time. Such revisions, with prior consent of the World Bank, will come into effect upon

the approval of the Project Steering Committee.

Based on the experience of implementing the procedures described in this Manual, the Secretary

Planning & OSU Coordinator may change the contents and formats of the annexure(s) as and when

the project implementation circumstances necessitate, satisfactory to the World Bank, and upon

approval by the Project Steering Committee. However, whenever revision takes place, updates will

be circulated along with the version control. The Manual custodian should:

Replace the old pages with the updated pages.

Discard the replaced pages.

Update version control history document (filed before the Table of Contents) with the latest

release.

1.3. Structure of the Manual

The Operations Manual (OM) is a description of key areas of Project management.

Section-I; is an introduces of the Manual to its users with its usefulness, custodial responsibility

and an overall structure of the Manual;

Section-II; provides context and background of the Project with its components, source of

funding, objectives, and results/ outcome indicators;

Section-III; elaborates overall framework of Project implementation aspects including fiscal

arrangements and identification of implementing agencies;

Section-IV; entails detailed diagnosis of the Results & Monitoring Framework of Project

activities with baseline, output indicators, target values and data collection, compilation and

assessment responsibilities;

Section-V; provides information with respect to fiscal outlay and terms of financing, percentage

of expenditure financing together with Disbursement Conditions and Covenants.

Section-VI; details GPP governance structure through the forum of Project Steering

Committees, its constitution, composition, role/ responsibilities and frequency to meet;

Section-VII; details GPP business process, constitution, composition, role/ responsibilities and

frequency to meet of Review & Decision Committees, OSU and GRSU role, staffing with GPP

organogram;

Section-VIII; details planning and implementation perspectives of GPP business processes,

constitution, composition, role/ responsibilities and frequency to meet of Review & Decision

Committees, OSU and GRSU role, staffing with GPP organogram;



Section-IX; As stipulated in the Project Agreement, the GPP shall follow the World Bank

Procurement and Consultants Guidelines; therefore Section-IV guides the user on procurement

planning, management of procurement cycle, contract administration/ management and

procurement related complaint management mechanism;

Section-X; This Section summarizes financial management procedures including FM

framework, staffing, accessing grant proceeds, financial budgeting & planning, accounting &

reporting, expenditure management, internal & external audits, as GPP will rely on the World

Bank as well as the Government of Balochistan applicable financial rules and for release of

funds, the World Bank’s report-based principle governs the disbursement procedure under

MDTF Grant. Detailed guidelines on FM can however be found in GPP Financial Management

Manual developed;

Section-XI; provides an account of Monitoring & Evaluation (M&E) along with templates for

monitoring and reporting the project activities;

Section-XII; describes the contours of communication strategy which GPP shall facilitate in

developing by engaging relevant expertise of Strategic Communications Specialist. As GPP

interventions include extensive provision of TA, it is of significance to reach out to its

stakeholders both in terms of assisting the project in articulating the needs of beneficiaries and

at the same time keeping the stakeholders in the loop with regard to the project activities and

outputs.

Section-XIII; Reporting channels for projects are both internal and external; the latter includes

the funding agencies, the Government and public at large. To facilitate financial disclosures for

relevant forums through applicable tools. This Section presents the reporting requirements at a

glance and provides the relevant templates for reporting to the Government and the Bank.

Section-XIV; World Bank has introduced a web portal with the objective of ease of doing

business with the Bank.

Section-IX describes how the GPP can avail itself of this opportunity and the benefits that will

accrue to them by using the web portal.

OPERATIONS MANUAL Section: GOVERNANCE & POLICY PROJECT


II. GOVERNANCE & POLICY PROJECT

2. Context

Government of Balochistan is continuing to lead governance reforms, building on the improvements

achieved under the Governance Support Project (GSP) to: deepen institutional reforms and target

specific outcomes in the Government’s development priorities. In particular, the Government is

targeting to achieve the following outcomes: (i) Increasing capacity for Sales Tax collection; (ii)

Strengthening accountability in public financial management; (iii) Improving public investment and

accountability in public services (Education and Irrigation); and (iv) ensure effective support for the

coordination of governance reforms and the operational management of the GPP.

To achieve such outcomes, Balochistan Government has completed the process of preparation of

the Governance and Policy Project (GPP) of the Round II Multi-donor Trust Fund (MDTF), which

will finance the Project, administered by the World Bank. This phase of MDTF is a continuation of

the Trust Fund that has financed the GSP, which has recently closed in June 2016. The MDTF was

set up in 2010 to provide implementation for the recommendations of the Post-Conflict Needs

Assessment (PCNA) for KP and the Federally Administered Tribal Areas (FATA), and for the

priorities of the Balochistan Development Needs Assessment (BDNA). On the basis of the good

results achieved under the GSP, the Steering Committee of the MDTF has committed to continuing

support towards institutional and governance reforms. The MDTF has been recently extended for a

second phase (Round II) for the period 2016-2020. GPP pillars have been laid on programmatic

approach devised through four components in achieving its development objectives and outcomes

defined in results framework through a number of interventions, being conceived after extensive

consultation with the stakeholders which have been discussed from implementation aspects within

GPP Components.

Component I: Increasing effectiveness for sales tax collection shall prioritize interventions

including; a) An assessment of the province’s revenue potential followed by technical assistance for

developing a strategic tax revenue mobilization plans for various sectors and; b) Technical

assistance for establishing a tax policy unit in the Finance Department; c) Diagnostics, technical

assistance, and training for STS administration in the following areas: (i) expanding STS tax base;

(ii) revenue forecasting; (iii) human resource development in BRA; (iv) tax assessment techniques,

including tax audit; (v) taxpayer facilitation; and (vi) taxpayer awareness campaign.

Component II: Strengthening accountability in public financial management shall prioritize

interventions including; a) Establishing the internal audit function at the FD, which – under the GPP

– will focus on the largest-spending sectors, Education and Irrigation; b) Strengthening

accountability mechanisms outside government, notably by developing the capacity of the Public

Accounts Committee of the Provincial Assembly to scrutinize public expenditure; c) Technical

assistance for establishing a debt management unit in the Finance Department; d) Expanding pre-

budget consultations and post-budget expenditure dissemination for citizens, which were first

introduced with the support of the GSP; e) Developing FD capacity to manage fiscal liabilities and

monitor the financial performance of State-Owned Enterprises.



Component III: Improving public investment management and accountability in public services

shall prioritize interventions including; a) An assessment of current government capacity with

reference to the World Bank framework for public investment management (PIM) and development

of a PIM action plan targeting the main issues identified by the assessment; b) Technical assistance

and training for implementing the PIM action plan, which would cover the following areas: (i)

processes and tools for the identification, preparation and appraisal of capital projects; (ii) self-

assessments of PIM systems within education and irrigation sectors ; (iii) execution of capital

projects, including procurement, contract management, progress monitoring, and completion

verification; c) Technical assistance and training for reviving and strengthening Board of

Investment (BOI) and for developing a policy framework for Public-Private Partnerships (PPPs); d)

conducting surveys and feasibility studies required for projects under BOI and PPP in the

investment potential sector areas and sectors especially for China Pakistan Economic Corridor

(CPEC); e) Technical assistance for strengthening M&E mechanism and training to build

government capacity for using monitoring and evaluation (M&E), including systematic analysis of

citizen feedback and engagement of citizens in monitoring service delivery to improve education

and irrigation services – in partnership with research institutes; f) Technical assistance and training

for strengthening grievance redressal mechanisms and expanding outreach to citizens for the: (i)

Office of the Balochistan Ombudsman (ii) the Anti-Corruption Establishment; (iii) the Public

Procurement Regulatory Authority (PPRA); and (iv) capacitating the youth and civil society

organizations (CSOs) for engaging them in raising awareness of grievance redress mechanisms, and

assisting citizens – especially women, in accessing these mechanism and also capacitating them for

building partnerships with GoB for improved service delivery and g) Technical assistance

developing certification courses and training in core skills for public officials. Training will focus

on financial management, procurement, project management, monitoring and evaluation, and

leadership development. This support will focus on the education and irrigation sectors, the FD, and

the P&DD.

Component IV: Ensuring effective support for the coordination of governance reforms and the

operational management of the GPP shall trigger towards; a) establishment of Governance Reform

Support Unit (GRSU) to coordinate technical support and monitor BDNA implementation in

governance reforms and citizen engagement; and b) establishment of Operations Support Unit

(OSU). Chief Foreign Aid, P&DD will be the main focal point for the Coordinator with P&DD. The

OSU will support procurement and contract management, financial management, internal audit,

monitoring and evaluation, strategic communications, gender, ICT, and organization of learning

activities.

2.1. Background and Source of Funding

Balochistan is faced with the challenge of managing vast area with very limited resources marked

with low human development indicators and passing through a period of turmoil and governance

issues. Balochistan is struggling to manage and deliver par excellence: whether it is in the area of

financial management or service delivery. Security risks, financing uncertainties, low capacity and

lack of transparency and accountability are some of the marked governance challenges to be

assessed and addressed.

After 7th

National Finance Commission (NFC)4 Award and 18

th Constitutional Amendment,

provinces found extensive financial and managerial leeway for social as well as growth sectors.

4 The 7

th National Finance Commission (NFC) award of 2009 increased provinces’ revenues in two ways: First, the 7

th

NFC award raised the provinces’ share of the divisible pool of revenues from 47.5 percent to 57.5 percent. Second, it



More financial resources coupled with greater autonomy has made the situation even more

challenging for better financial and public investment management to the requirements and needs of

the province and to the aspiration of the people lessoning trust deficit of people toward the state. At

the same time, more prospects of revenue generations are to be developed given the natural

resources of the province and explored given the prospects of tax collection in the wake of

delegation of financial and administrative powers from federal government. Finance and Planning

& Development departments are the overall responsible institutions for PFM and PIM. The

assessment5 of their capacity in the areas of planning, public investment, utilization of resources,

internal audit, debt management, financial transactions and budgeting reveals the delivery of the

two department for efficiency and effectiveness be looked into a fresh. These departments at the

moment seem to have lacking the desired ICT systems and procedures for adapting to international

best practices. The diversification of financial management and public investment is also lacking for

investment of private sector either directly or through public private partnerships. Public Accounts

Committees and other such instruments for citizens’ engagements ensuring the trust of public in

financial management also are not up to the mark.

Project financing is estimated at US$ 16 million equivalent to Rs. 1,632 million (1US$ @ Rs. 102)

which has been agreed to be provided as grant by the Multi Donor Trust Fund established by World

Bank under PCNA (for KPK and FATA) and BDNA (for Balochistan) with more than ten donor

countries6.

The project is part of the Governance and Policy Program (GPP), which is financed by the Multi-

Donor Trust Fund for KP, FATA, and Balochistan. This MDTF was set up in 2010 – initially for a

period of five years -- to support the implementation of the recommendations of the Post-Conflict

Needs Assessment (PCNA) for KP and the Federally Administered Tribal Areas (FATA). The

scope of the MDTF was subsequently expanded to also support the crisis-affected province of

Balochistan. The GSP was one of the projects financed by this MDTF for the period 2010-2015. In

September 2015, the MDTF Steering Committee extended the MDTF for another five years (2015-

2010). On the basis of the good results achieved under the GSP, the Steering Committee also

decided to continue supporting institutional and governance reforms. The second phase (Round II)

of the MDTF will be based on a results-driven, programmatic approach, whereby the targeted

outcomes are organized under three pillars: (i) growth and job creation; (ii) policy reforms and

governance; and (iii) service delivery.

2.2. Project Description

The proposed project responds to the request of the GoB for continued Bank support with

governance reforms. The proposed project will build on the governance improvements achieved

under the GSP, deepen institutional reforms, and target specific outcomes in the Government’s

expanded the provinces’ sources of own revenues, most notably by assigning the Sales Tax on Services (STS) to the

provincial level. 5 The Government of Balochistan has undertaken the assessment of Public Expenditure and Financial Accountability

(PEFA) with the support of World Bank to have a firsthand account of the missing gaps and areas of improvement for the

Public Finance Management (PFM) of the province. The initial findings of the first draft have revealed many aspects of

improvement for PFM and PIM as highlighted. 6 MDTF Donors for Round I included Australia, Denmark, European Union, Finland, Germany, Italy, Netherlands,

Sweden, Turkey, United Kingdom and USA. US$ 147 million were committed and disbursed for Round I. MDTF

Round II, however, has been designed for US$ 385 million with 25% share for Government of Balochistan. the

commitment of the part of donors against US$ 385 million is still unknown which depends upon implementation of the

projects and their outcomes in KPK, FATA and Balochistan.



development priorities, which are expected to contribute to the Sustainable Development Goals7

(SDGs). In particular, the Government has requested support to achieve the following outcomes: (i)

increase the tax collection; (ii) strengthen PFM and capacity for public investment management;

and (iv) improve accountability, and accessibility of public services through citizen engagement and

performance management reforms.

2.2.1 Project Development Objective

The Project Development Objective (PDO) is to strengthen the capacity for Sales Tax on Services

collection, and improve accountability in public financial management and public service delivery

in the education and irrigation sectors. These three sectors of focus were prioritized by the

Government, as education and irrigation sectors are allocated the largest share in the social sector’s

development budget, and similarly irrigation is allocated the second largest share in the

infrastructure sectors.

2.2.2 Project Beneficiaries

The proposed project aims to strengthen upstream (planning and financing) and downstream

(service delivery) government systems. The direct beneficiaries of the upstream support will be the

center-of-government departments, i.e., the Finance Department (FD), and the Planning &

Development Department (P&DD), as well as the Balochistan Revenue Authority (BRA) and

grievance redress institutions (Office of the Balochistan Ombudsman, Anti-Corruption

Establishment). Training in project management, procurement, and M&E will also benefit other line

departments. Improved coordination of governance reforms will also directly benefit the FD and

P&DD. Improvements in revenue collection, accountability in PFM, monitoring of public services,

grievance redress mechanisms, and community engagement – with a focus on the participation of

women -- are expected to benefit civil society and the people of Balochistan.

2.2.3 PDO Level Results Indicators:

The project has the following PDO indicators:

PDO indicator 1: Increased collection of the Sales Tax on Services (STS);

PDO indicator 2: Increased average size of education and irrigation sector projects included in the

PSDP;

PDO indicator 3: Increased number of investment projects in the education and irrigation sectors

that have been geo-mapped and published online;

PDO indicator 4: Increase in the cases related to education resolved by the Office of Balochistan

Ombudsman; and

PDO indicator 5: Increased number of officials with certification in financial management, internal

audit, procurement, project management, and M&E.

7 The Government of Balochistan finds that the component 1 will particularly contribute to SDG 17 target 17.1,

component 2 to SDG 16 target 16.6 as well as SDG 17 target 17.19, and component 3 to SDG 3 as well as SDG 6 target

6.5.



2.2.4 GPP Balochistan Project Components

Component 1: Increasing effectiveness for Sales Tax collection: The objective of this component

is to develop institutional capacity for increased collection of own source revenues with a focus on

the administration of the STS, which is estimated to have the highest revenue potential, as also

evidenced in the other three provinces.

Component 2: Strengthening accountability in Public Financial Management: This component

will finance technical assistance and training for the Finance Department (FD) in developing and

implementing a PFM reform strategy based on the findings of the ongoing PEFA assessment.

Component 3: Improving Public Investment Management and accountability in public

services: This component comprises two subcomponents:

Subcomponent 3.1 Strengthening Public Investment Management: The objective of this

subcomponent is to improve quality and increase transparency in public investment in the education

and irrigation sectors.

Subcomponent 3.2 Improving efficiency and accountability in public services: The objective of

this subcomponent is to help the Government strengthen accountability to promote better access and

quality to public services in the education and irrigation sectors.

Component 4: Ensuring effective support for the coordination of Governance Reforms and

Operational Management of GPP: The component will include the following two units:

A. Support establishment of Governance Reform Support Unit (GRSU) to be housed in the

P&DD; and

B. Support establishment of Operations Support Unit (OSU) that will be housed at the P & DD.

OPERATIONS MANUAL Section: PROJECT IMPLEMENTATION FRAMEWORK – AT A GLANCE


III. PROJECT IMPLEMENTATION FRAMEWORK – AT A GLANCE

The Government of Balochistan as the grant recipient shall have the primary responsibility for

overseeing project implementation activities. MDTF projects being in line with the commitments of

High Level Forums (HLF)8 are on budget financing instruments, implying application of composite

rules i.e. of the Government as well as the World Bank. (The latter being assigned with the

responsibility of administering the MDTF)

The Bank’s guidelines and procedures shall be adhered to in accessing Grant funds and

procurement of goods and services. Once the funds are disbursed to the Assignment Account(s) of

GPP, the accounting, budgeting and auditing shall be carried out in compliance with the rules and

procedures notified by the Government of Pakistan and Balochistan (as the case may be). In case of

reporting on project activities (physical and financial) the reporting channels are identified in

Section-VIII of the OM. In order to ensure requisite rules are followed, GPP will facilitate provision

of needs based training to OSU staff and the implementing partners in areas including but not

limited to financial management, procurement and monitoring & evaluation.

The governance framework (Refer to Section-II) comprises of the composition and role of Project

Steering Committee (PSC) and the Review and Decision Committee (R&DC). To facilitate project

implementation, dedicated Operational Support Units (OSU) and Governance Reforms Support

Unit (GRSU) shall be established in P&DD Balochistan. The OSU & GRSU shall at first instance

be staffed with the core team of four individuals including Coordinator OSU, Financial

Management Specialist, Procurement Management Specialist and a Governance Specialist will be

hired in consultation with the Bank which are considered as the legal covenants of the Grant

Aagreement.

In addition to the above referred positions, the Coordinator will be supported by a Strategic

Communications Specialist, M&E Specialist, MIS & ICT Specialist, Citizen Engagement

Specialist, Learning and Gender Specialist, PPP Service Delivery Specialist and a Contract

Administration Specialist (Refer to Annex 1 for detailed TORs of all positions). A firm will also be

hired to conduct internal audit of the project interventions on biannual basis and submit its findings

and recommendations to the Project Steering Committee. Furthermore, a Third Party monitoring

firm will be hired to validate the results against the intended outcomes as defined in Results

Framework.

The project envisages decentralized Financial Management (FM) arrangements with three

designated accounts and a few second generation accounts. The Finance Department (FD),

Planning & Development Department (P&DD), and Operations Support Unit (OSU) will each

operate one Designated Account each to implement the project activities. The FD will implement

Component 1 and 2, while the P&DD will be responsible for implementation of Component 3 of

GPP.

The OSU will operate the third Designated Account to provide operational support to the GPP. The

revolving funds accounts (RFA) procedures applicable to GPP are those notified by the Finance

Division, Islamabad for Assignment Account/Revolving Fund (Foreign Aid Accounts). The

8 For details on Paris Declaration and Accra Agenda for Action refer to;

http://www.aideffectiveness.org/busanhlf4/en/topics/paris-and-accra-themes.html

http://www.aideffectiveness.org/busanhlf4/en/topics/paris-and-accra-themes.html

OPERATIONS MANUAL Section: PROJECT IMPLEMENTATION FRAMEWORK – AT A GLANCE


National Bank of Pakistan shall provide bank statement reflecting both USD and Pak Rupee

transactions and balances (Refer to FMM for steps of opening of Assignment Account).

FD and P&DD being the apex departments managing region’s public finances and have

adequate financial management capacity. To implement GPP, each implementing department

will have a dedicated Accounts Officer who will work under technical supervision of Financial

Management Specialist of OSU.

To manage the fiduciary risk, extensive internal controls have been embedded in the project

design. Each implementing entity (FD, P&DD, and OSU) will operate a segregated Designated

Account (DA) and with OSU having a consolidation role. Each segregated account will be managed

by the DA holder with the support of dedicated FM officer provided by the OSU and with regular

oversight of FM Specialist of OSU.

In addition, there shall be an arrangement of the internal audit function which however, will be

provided by a contracted firm that will work with OSU. The project’s Operations and Financial

Management Manuals prescribe satisfactory service standards and internal controls to be followed

by the implementing entities.

OPERATIONS MANUAL Section: RESULTS AND MONITORING FRAMEWORK


IV. RESULTS AND MONITORING FRAMEWORK

Country: Pakistan

Project Name: Governance and Policy Program for Balochistan (P156411)

.

Project Development Objectives

.

PDO Statement

The PDO is to strengthen the capacity for Sales Tax on Services collection, and improve accountability in public financial management and

public service delivery in the education and irrigation sectors in Balochistan.

These results are at Project Level

.

PDO Indicators

Cumulative Target Values

Indicator Name Baseline YR1 YR2 YR3 YR4 YR5 YR6 YR7 YR8 YR9 End

Target

Increased collection of

the Sales Tax on

Services (STS)

(Percentage)

PKR 2.20

billion 5 15 25 40 — — — — — 40

Increased average size of

education and irrigation

sector projects included

in the PSDP (Amount)

PKR 34.40

million — 35.00 40.00 50.00 — — — — — 50.00

Increase in the cases

related to education

resolved by the Office of

277 — 10 20 40 — — — — — 40



Balochistan Ombudsman

(Percentage)

Increased number of

investment projects in

the education sector and

irrigation sectors that

have been geo-mapped

and published online

(Percentage)

773 10 25 40 50 — — — — — 50

Increased number of

officials with

certification in financial

management, internal

audit, procurement,

project management,

M&E, management, and

leadership (Number)

— — 50.00 100.00 200.00 — — — — — 200.00

Increased number of

women officials with

certification in financial

management, internal

audit, procurement,

project management,

M&E, management, and

leadership

(Number - Subtype:

Breakdown)

— — 5.00 12.00 20.00 30.00 — — — — 20.00

.

Intermediate Results Indicators

Cumulative Target Values

Indicator Name Baseline YR1 YR2 YR3 YR4 YR5 YR6 YR7 YR8 YR9 End



Target

Number of STS

taxpayers that filed tax

returns

(Percentage)

158 — 10 20 30 — — — — — 30

Number of internal

audits conducted

(Number)

— — 10.00 20.00 50.00 — — — — — 50.00

Number of districts

where schools and

irrigation facilities are

monitored with regular

beneficiary feedback

(Number)

5.00 8.00 15.00 20.00 25.00 — — — — — 25.00

Percentage of women

among feedback

providers

(Percentage - Subtype:

Supplemental)

42 50 50 50 50 — — — — — 50

Number of schools and

irrigation facilities for

which follow-up actions

are taken

(Number)

3.00 50.00 100.00 150.00 200.00 — — — — — 200.00

Indicator Description

PDO Indicators

Indicator Name Description (indicator definition) Frequency Data Source/

Methodology

Responsibility

for Data

Collection



Increased collection of the Sales

Tax on Services (STS)

Increased collection of the STS. Percentage

increase (cumulative) Annual FD OSU

Increased average size of

education and irrigation sector

projects included in the PSDP

Increased average appropriation per project

included in the PSDP in education and irrigation

sectors—in PKR, millions

Annual P&DD OSU

Increase in the cases related to

education resolved by the

Office of Balochistan

Ombudsman

Percentage increase in the resolved cases of

education sector filed with the Office of

Balochistan Ombudsman (cumulative)

Annual Ombudsman's

Office OSU

Increased number of investment

projects in the education sector

and irrigation sectors that have

been geo-mapped and published

online

Number of public investment projects/assets in

education and irrigation that have been geo-mapped

and published online—percentage increase

(cumulative)

Annual P&DD OSU

Increased number of officials

with certification in financial

management, internal audit,

procurement, project

management, M&E,

management, and leadership

Number of government officials with certification

in procurement, project preparation, project

management, M&E, management, and leadership

Annual P&DD and

OSU OSU

Increased number of women

officials with certification in

financial management, internal

audit, procurement, project

management, M&E,

management, and leadership

Number of women among government officials

certified in procurement, project preparation,

project management, M&E, management, and

leadership

Annual P&DD and

OSU OSU

.

Intermediate Results Indicators

Indicator Name Description (indicator definition) Frequency Data Source/

Methodology

Responsibility

for Data

Collection



Number of STS taxpayers that

filed tax returns

Number of STS taxpayers that filed tax returns—

percentage increase (cumulative) Annual BRA OSU

Number of internal audits

conducted

Number of internal audits of the project conducted

by a chartered financial accounting firm

(cumulative)

Annual FD OSU

Number of districts where

schools and irrigation facilities

are monitored with regular

beneficiary feedback

Number of districts where regular beneficiary

feedback is collected by the M&E Directorate on

schools and irrigation facilities (at least annually)

Annual P&DD OSU

Percentage of women among

feedback providers

Minimum percentage of women among feedback

providers Annual P&DD OSU

Number of schools and

irrigation facilities for which

follow-up actions are taken

Number of schools and irrigation facilities for

which follow-up actions are taken (at least once a

year) to fill the gaps (for example, repairs, missing

facilities) identified by the M&E Directorate

monitoring

Annual P&DD OSU

OPERATIONS MANUAL Section: FISCAL OUTLAY TERMS OF FINANCING


V. FISCAL OUTLAY TERMS OF FINANCING

The Project will be financed through MDTF Grant for an amount of US$ 16 million. The

disbursement percentage will be 100% meaning all project related expenditure stipulated in the

Grant Agreement shall be financed under GPP. To respond to the emerging needs, retroactive

financing for certain goods and services necessary to complete Project preparation shall be provided

subject to prior agreement indicated in the Grant Agreement. The limit indicated for retroactive

financing is US$ 02 million of the Grant amount for eligible expenditure paid up from

Government’s own sources from January 2016 till signing of the Grant Agreement.

5. Component wise break up of Grant Funds

Project Components

Project

Cost

(US$)

Project Financing

MDTF Financing

(US$) % Financing

Government

Financing

(US$)

%

Financing

Component 1: Increasing

effectiveness of sales tax

collection

5,500,000 4,500,000 82 1,000,000 18

Component 2:

Strengthening

accountability in public

financial management

5,000,000 4,000,000 80 1,000,000 20

Component 3: Improving

public investment

management and

accountability in public

services

6,000,000 5,000,000 83 1,000,000 17

Component 4: Ensuring

effective support for the

coordination of governance

reforms and the operational

management of the GPP

2,500,000 2,500,000 100 0 0

Total Cost 19,000,000 16,000,000 84 3,000,000 16

5.1 Categories of eligible expenditure items

Following Table specifies the categories of Eligible Expenditures9 that may be financed out of the

proceeds of the Grant (‘Category’), the allocations of the amounts of the Grant to each category,

and the percentage of expenditures to be financed for Eligible Expenditures in each category:

9 "Incremental Operating Costs" means the reasonable costs incurred under the Project for the fees of specialized technical staff,

office supplies, utilities, conveyance, travel and boarding/lodging allowances, operating and maintenance expenditures of office

equipment and vehicles, bank charges, insurance, advertising, media projections, newspaper subscriptions, periodicals, printing and

stationary costs incurred for the purposes of Project activities, Performance-based Incentives, and Project Allowances which

expenditures would not have been incurred in the absence of the Project, and excluding the salaries of government servants”.

"Performance-based Incentives" means reasonable performance honoraria that are to be paid to government servants for

implementation of the Project activities pursuant to achievement of targets set for the project development objective indicators and I

or project intermediate results indicators, as the same is approved by the PSC and satisfactory to the World Bank”.

The Finance Division, Government of Pakistan vide its O.M No.F.l6(1)Reg-14/2003, dated 18.4.2012, has discontinued the Project

allowance in all types of projects, therefore Project Allowance cannot be granted from the grant proceeds of the Governance and

Policy Project. Government of Balochistan, however, can compensate the government servants posted against project posts as per the

following: (a). The officers/officials posted/appointed on deputation basis against project posts will be entitled to draw deputation



Disbursement Categories

Amount of

Grant (US$,

millions)

% of Expenditure

to be Financed

(inclusive of taxes)

Disbursement Cycle

(1) Goods, non-consulting services, consultants’

services, incremental operating costs, training,

and workshops for Components 1 and 2

8.5 100

Quarterly:

Advance to DAs

equivalent to six months

forecast



and workshops for Component 3

5.0 100

Quarterly:

Advance to DAs


forecast



and workshops for Component 4

2.5 100

Quarterly:

Advance to DAs


forecast

Total 16.0

A retroactive financing of US$2 million is allowed from January 1, 2016, until the date of

signing of the Grant Agreement. Retroactive financing for procurable items is only allowed if

items are procured in accordance with applicable World Bank Procurement Guidelines/procedures.

For disbursement purposes, three segregated DAs in U.S. dollars will be established at the

National Bank of Pakistan for the receipt of funds from the World Bank. The DAs will be

operated (one each) by the FD, P&DD, and OSU in accordance with the provisions of the ‘Revised

Accounting Procedure for Revolving Fund Account (Foreign Aid Assignment Account)’, dated

August 2, 2013, issued by the Finance Division. Disbursements will be report based, where an

advance equivalent to six months forecast will be provided to the DA and subsequent, quarterly

IFRs will be the basis of documentation of the expenditures. Subsequent IFRs will also provide a

forecast for the following six months on the basis of which the amount of funds to be disbursed will

be determined. Further details regarding disbursements are provided in the Disbursement Letter.

For project activities implemented by the LDs, the OSU will transfer funds from its DA to

LD-maintained SGAs. These transfers will be equivalent to 90 days’ forecasted expenditure. The

SGA will be operated/ maintained in accordance with the guidelines stipulated in the FMM, which

is acceptable to the World Bank.

Financing of the project by the MDTF will be 100 percent, inclusive of taxes. Counterpart funds

of US$3 million will be through parallel financing, as indicated in table 3.5. Counterpart funds are

to finance project expenditures, such as salaries of government servants, operations and

maintenance, office building, and utilities.

Project Components Project Cost

(US$)

Project Financing

MDTF

Financing

(US$)

%

Financing

Government

Financing

(US$)

%

Financing

Component 1: Increasing

effectiveness of sales tax collection 5,500,000 4,500,000 82 1,000,000 18

allowance as per government policy. (b) The officers/officials granted additional charge of the project posts in addition to their own

duties will be entitled to draw additional charge allowance as per approved government policy. (c) Incentive in shape of honoraria

may be provided to the official (other than project staff) involved in designing/critical and initial work of project as part of their

routine activities. (d) Government officials are not allowed to apply for project posts carrying market based salary, through open

competition.



Component 2: Strengthening

accountability in public financial

management

5,000,000 4,000,000 80 1,000,000 20

Component 3: Improving public

investment management and

accountability in public services

6,000,000 5,000,000 83 1,000,000 17

Component 4: Ensuring effective

support for the coordination of

governance reforms and the

operational management of the GPP

2,500,000 2,500,000 100 0 0

Total Cost 19,000,000 16,000,000 84 3,000,000 16

5.2 Disbursement Conditions and Legal Covenants- GPP Balochistan

Name Recurrent Due Date Frequency

Appoint full-time Financial

Management, Procurement,

Coordinator for the OSU and

Governance Specialist for the GRSU

28-Feb-2017

Description of Condition

The agreements shall not become effective until the Project Implementing Entity has appointed

a coordinator, a financial management specialist and a procurement management specialist for

its Operations Support Unit, and a governance specialist to its Governance Reform Support

Unit, all with qualifications, experience and on terms of reference satisfactory to World Bank.


Prepare and adopt the Project

Operations Manual

28-Dec-2017


The agreements shall not become effective until the Project Implementing Entity has prepared

and adopted a Project Operations Manual, satisfactory to the World Bank.


Integrate Governance and Policy

Project in NFMIS

30-April-2017


The Recipient shall or shall cause the Project Implementing Entity to integrate the Project in the

National FMIS, no later than six (6) months after the Effective Date.


Establish and maintain a Project

Steering Committee

28-Feb-2017

Description of Covenant

The Project Implementing Entity shall establish by not later than three (3) months after

Effective Date, and thereafter maintain throughout the period of implementation of the Project,

a Project Steering Committee.




Establish and maintain an Operations

Support Unit with key identified staff

28-Feb-2017


The Project Implementing Entity shall establish, by no later than three (3) months after the

Effective Date, and thereafter maintain throughout the implementation of the Project, (i) an

Operational Support Unit (OSU) headed by a full time coordinator, with qualifications and

terms of reference satisfactory to the World Bank and (ii) appoint, no later than three (3) months

after the Effective Date, the aforementioned coordinator, two finance officers, two account

assistants and two procurement assistants to the OSU, all with qualifications, experience and on

terms of reference satisfactory to the World Bank.


Establish and maintain a Governance

Reform Support Unit

28-Feb-2017


The Project Implementing Entity shall establish, by no later than three (3) months after the

Effective Date, and thereafter maintain throughout the implementation of the Project, a

Governance Reform Support Unit (GRSU) to be housed in the Department of Planning and

Development (P&DD); headed by a Governance Specialist.


Establish a system for the handling of

procurement complaints

28-Feb-2017


The Project Implementing Entity shall, no later than three months after the Effective Date,

establish a system for the handling of procurement complaints acceptable to the World Bank.


Establish an independent Grievance

Redress Mechanism (GRM) and

GRM Committee

28-Feb-2017


Establish an independent grievance redress mechanism and grievance redress committee no

later than one (1) month after the Effective Date.


Prepare and adopt an approved

Financial Management Manual

28-Feb-2017


The Project Implementing Entity shall, by no later than three (3) months after the Effective

Date, update the updated Financial Management Manual, in form and substance satisfactory to

the World Bank, and adopt the same for use by the entities responsible for the maintenance of

the financial management system.




Submit Annual Work Plan to the

World Bank X 15-Mar-2017 Yearly


The Project Implementing Entity shall, throughout Project implementation, furnish to the World

Bank for approval as soon as available, but in any case not later than 3 months of the start of

each fiscal year, an annual work plan and budget for the Project for each subsequent fiscal year,

of such scope and detail as the World Bank shall have reasonably requested, except for the

annual work plan and budget for the first fiscal year which shall be furnished prior to the

commencement of any activities under the Project.


Hire and maintain an internal audit

firm

30-April-2017


The Project Implementing Entity shall without limitation upon the provisions of paragraphs 2

and 3 of Section II.B [of the Project Agreement], provide for the appointment, within six

months of the date Effective Date, pursuant to procedures provided for in Section III [of the

Project Agreement], and maintenance, throughout the period of Project implementation, of a

chartered financial accounting firm to undertake periodic internal audits of the Project, with

qualifications and terms of reference satisfactory to the World Bank.

OPERATIONS MANUAL Section: GPP GOVERNANCE STRUCTURE


VI. GPP GOVERNANCE STRUCTURE

This section describes the governance structure and coordination mechanism for the Governance

and Policy Project (GPP) Balochistan.

6. Counterparts within Government and their role

6.1 Government of Balochistan

Secretary Planning and Development

Planning & Development Department

Block No. 13; Civil Secretariat, Zarghoon

Road

Quetta, Pakistan

Telephone: 092-81-9202048

Fax: 92-81-9202419

OSU Coordinator GPP Balochistan

Planning & Development Department

Block No. 13; Civil Secretariat, Zarghoon

Road

Quetta, Pakistan

Telephone: 092-81-9202319

Fax: 92-81-9202419

The GPP Balochistan shall be the focal point to coordinate, facilitate, monitor and communicate all

GPP relevant activities. The OSU shall be responsible for implementation of the GPP including all

aspects of financial management, procurement, disbursement, monitoring and evaluation,

communications arrangements donor and sectoral coordination.

6.2 Decision making forum for GPP Balochistan

Project Steering Committee (PSC), GPP Balochistan

The above composition of GPP Steering Committee was modified during first meeting of Project

Steering Committee held on 31 January, 2017 keeping in view the single governance theme of the

MDTF being implemented.

Terms of Reference of PSC

Provide Strategic guidance and advice to GPP Balochistan;

Approve the Annual Work Plan of GPP Balochistan;

Re-appropriate budget & work plan as and when required;

Approve the Operational Manual and Financial Management Manual;

S. No. Dignitary Status

1. Additional Chief Secretary (Dev) Chair

2. Secretary Finance Department Member

3. Secretary S&GA Department Member

4. Secretary Education Department Member

5. Secretary Irrigation Department Member

6. Secretary (Planning) P&D Department Member

7. Director General M&E P&D Department Member

8. Chief Foreign Aid Member

9. Provincial Coordinator GPP Secretary

10. Co-opted Member As per direction of Chair Member

OPERATIONS MANUAL Section: GPP GOVERNANCE STRUCTURE


Carry out periodic progress review with special emphasis on achievement of Project

Development Objectives (PDOs);

Endorse changes in budget & work plan to align it with changes in Government priorities;

Meet bi-annually for GPP Balochistan progress review;

Hold special meetings when required in addition to the bi-annual meeting;

Perform audit oversight in light of external and internal audit reports submitted.

The composition of the Project Steering Committee and its Terms of Reference have been notified vide

notification No.P&D-RO(F.A)/66-F/2017/9126 dated 3rd

March, 2017attached as Annex-4 to this Manual.

OPERATIONS MANUAL Section: GPP BUSINESS PROCESS


VII. GPP BUSINESS PROCESS

7 Review and Decision Committees (R&DCs)

7.1 Composition of Review and Decision Committees

The Project will have two Review and Decision Committees (R&DCs) one each for Finance and

P&D Departments’ led interventions, as follows:

1. R&DC for first two components viz. (i) Increasing effectiveness for sales tax collection and

(ii) Strengthening accountability in Public Financial Management) to be undertaken by

Finance Department has to be notified:

The composition of the Review and Decision Committee (R&DC) and its Terms of Reference have been

notified vide notification No.PS/AFS/1-1/2016/7085-7100 dated 7th

October, 2016 attached as Annex-5 to

this Manual

Beneficiary/(ies): The direct beneficiaries of this R&DC include: (i) the Finance Department (FD);

(ii) Balochistan Revenue Authority (BRA); (iii) Tax Policy Unit; (iv) Public Accounts Committee

of Provincial Assembly; (v) Debt Management Cell; (vi) Balochistan Public Procurement

Regularity Authority; (vii) skill development of the senior management (secretary and above),

middle management (additional / deputy secretary) and operational management (section officer)

tiers of the administration in project management, financial management, procurement, and M&E of

these line departments and public sector entities with a focus on women’s participation and citizens’

engagement through pre budget consultative workshops/ seminars.

Composition: The R&DC will comprise of the: Additional Secretaries from Finance Department

Resource, Budget and Monitoring wings, BRA, BBOI and OSU Coordinator. The R&DC will be

supported by the OSU Specialists.

Scope of work: The scope of this R&DC is review and approval of Concept Notes developed for

interventions under components 1 and 2 (as detailed below) of the Project within the ambit of

Finance Department and or related departments or public sector entities. This R&DC will program

and supervise implementation of the following activities:

Component 1: a) An assessment of the province’s revenue potential followed by technical assistance for

developing a strategic tax revenue mobilization plan;

b) Technical assistance for establishing a tax policy unit in the Finance Department; and

c) Diagnostics, technical assistance, and training for STS administration in the following areas: (i)

expanding STS tax base; (ii) revenue forecasting; (iii) human resource development in the BRA;

(v) tax assessment techniques, including tax audit; (vi) taxpayer facilitation; and (vii) taxpayer

awareness campaign.

Component 2: a) Establishing the internal audit function at the FD, which – under the GPP – will focus on the

largest-spending sectors, education and irrigation;



b) Strengthening accountability mechanisms outside government, notably by developing the

capacity of the Public Accounts Committee of the Provincial Assembly to scrutinize public

expenditure;

c) Technical assistance for establishing a debt management unit in the Finance Department;

d) Expanding pre-budget consultations and post-budget expenditure dissemination for citizens,

which were first introduced with the support of the GSP;

e) Developing FD capacity to manage fiscal liabilities and monitor the financial performance of

State-Owned Enterprises; and

f) Technical assistance and training for establishing Board of Investment.

2. R&DC for third components viz. Improving Public Investment Management and

accountability in public services to be undertaken by Planning & Development Department

has to be notified: The scope of this R&DC is review and approval of Concept Notes

developed for interventions under components 3 of the Project within the ambit of P&D

Department and or related departments or public sector entities.

The composition of the Review and Decision Committee (R&DC) and its Terms of Reference have been

notified vide notification No.P&D-RO(F.A)/66-F/2017/8806 dated 14th

February, 2017attached as Annex-

6 to this Manual.

Beneficiary/(ies): The direct beneficiaries of this R&DC include: (i) P&D Department including

Monitoring and Evaluation (M&E) Directorate (ii) Provincial Ombudsman Balochistan; (iii) Anti-

Corruption Establishment Balochistan (ACEB); (iv) Balochistan Board of Investment (BBOI) &

Public Private Partnership (PPP) Cell; (v) Balochistan Public Procurement Regularity Authority

(BPPRA); (vi) Youth & Civil Society Organizations (CSOs) and (vii) skill development of the

senior management (secretary and above), middle management (additional / deputy secretary) and

operational management (section officer) tiers of the administration in M&E of these line

departments and public sector entities with a focus on women’s participation.

Composition: The R&DC will comprise of the Secretary (Planning) P&DD; DG M&E P&DD; MD

Balochistan BOI; Head of PPP Cell; Secretary Provincial Ombudsman Balochistan; Director

ACEB; and GRSU Governance Specialist. The R&DC will be supported by the OSU Specialists.

Scope of work: The scope of this R&DC is review and approval of Concept Notes developed for

interventions under component 3 and its sub-components (as detailed below) of the Project within

the ambit of Planning & Development Department and or related departments or public sector

entities. This R&DC will program and supervise implementation of the following activities:

Subcomponent 3.1: a) An assessment of current government capacity with reference to the World Bank framework for

public investment management (PIM) and development of a PIM action plan targeting the main

issues identified by the assessment;

b) Technical assistance and training for implementing the PIM action plan, which would cover the

following areas: (i) processes and tools for the identification, preparation and appraisal of

capital projects; (ii) self-assessments of PIM systems within education and irrigation sectors

sector; (iii) execution of capital projects, including procurement, contract management, progress

monitoring, and completion verification; and

c) Technical assistance and training for establishing a Board of Investment and for developing a

policy framework for Public-Private Partnerships (PPPs).



Subcomponent 3.2: a) Technical assistance and training to build government capacity for using monitoring and

evaluation (M&E), including systematic analysis of citizen feedback and engagement of citizens

in monitoring service delivery to improve education services – in partnership with research

institutes;

b) Technical assistance and training for strengthening grievance redress mechanisms and

expanding outreach to citizens for the: (i) Office of the Balochistan Ombudsman (ii) the Anti—

Corruption Establishment; (iii) the Public Procurement Regulatory Authority (PPRA); and (iv)

the youth and civil society organizations (CSOs) to build their capacity and engage them in

raising awareness of grievance redress mechanisms, and assisting citizens – especially women --

in accessing them;

c) Technical assistance developing certification courses and training in core skills for public

officials. Training will focus on financial management, procurement, project management,

monitoring and evaluation, and leadership development. This support will focus on the

education and irrigation sectors, the FD, and the P&DD.

7.2 Roles, Responsibilities and Training Opportunities of Review & Decision Committee

R&DCs Role and Responsibilities:

The R&DC shall direct; advise; approve and also monitor the Technical Assistance (TA) related

activities. R&DCs shall be the approving authority for the simplified project concept notes (CN).

Criteria Based Resource Allocation Responsibility: The Review & Decision Committees will rely on an objective and detailed criteria, as given below,

encompassing key parameters for qualifying TA interventions and facilitate screening of Concept

Notes (CNs). It shall be the responsibility of the R&DCs to ensure that appropriate interventions are

designed which along with addressing governance gaps takes into account value for money

considerations in approving the CN. In doing so the following criteria will be applied:

1. Confirm that the activity is foreseen in GPP project components;

2. Confirmation that the activity is linked to GPP Project Development Objective (PDO)

indicator (s);

3. Confirmation that the activity is linked to GPP Intermediate Results Indicator (s);

4. Confirmation that the resource allocation to the CN, leaves fiscal space, to other activities of

the component, as foreseen and mentioned in GPP Project Appraisal Document;

5. Confirmation that the activity will be completed well within the GPP Project period; and

6. Confirmation that the CN investment is sustainable, meaning thereby that the government

funds are assured after the completion of the activity by the Project.

Note:

Towards CN implementation; the R&DCs and GPP OSU/ GRSU will ensure sustainability by

supporting governance initiatives with a view to their gradual integration in the institutional

setup of the targeted departments of the province; as well as, well calculated phase-out

strategies will also be chalked out to withdraw the support of project without affecting the

spirit and working of the initiatives undertaken. Therefore there would be no annual O&M

Costs upon Project closure rather the respective departments would themselves would be able



to carry forward the activities through their own internal resources and arrangements.

Scoring Methodology and Scenarios

R&DCs will evaluate the proposals (submitted through Concept Notes, development in standard

approved format); to be in conformity with the defined selection criteria as mentioned above.

Scoring methodology for evaluating the proposals will be based on a four scale rating criteria where

each benchmark/indicator will carry a maximum of 4 and 1 lowest score:

Proposals Ranked As High Priority 4

Proposals Ranked As Substantial priority 3

Proposals Ranked As Medium priority 2

Proposals Ranked As Low priority 1

Reporting to Project Steering Committee: R&DCs shall be responsible for submitting progress and performance of GPP to Project Steering

Committee and Planning & Development Department, during the biannual PSC meetings or as and

when required.

Technical Support: Both the R&DCs will be supported by GRSU as well as the Technical Core

Team to help design and implement the project activities, mentioned above.

Priority in Training & Skill Development: The members of both R&DCs will have priority in all

GPP trainings, to ensure building sustainable capacity.

7.3 OSU Role and Responsibilities

1. Planning and Organizing: The OSU Coordinator will be responsible to ensure that:

a. Both the R&DCs meet at least once a month, or earlier as needed to; initially develop

and subsequently implement Annual Work Plan of the Project that is; AWP is submitted

to and approved by Project Steering Committee and the World Bank, with adequate

resource allocated by the respective R&DCs;

b. Project Steering Committee convenes at least twice a year, and preferably quarterly to

oversee the GPP project performance;

c. Annual Work Plan for the following year(s) is prepared by the R&DCs and approved by

the Steering Committee, at least 2 months before start of the year; and

d. Internal audit for each financial cycle10

is completed within one month of the end of the

financial cycle and presented to the Project Steering Committee by the Auditors, and that

all follow-up actions are completed before the next presentation to the Committee, and

compliance reported accordingly to the Committee.

2. Monitoring: The OSU Coordinator will also be responsible to minute the meetings and

present to the R&DC including detailed note on actions taken; follow ups required and fix

responsibility and timelines to implement activities.

10

The financial cycle for internal audit comprises of six months; i.e. July-December and January-June in a financial

year



3. Operations: The Coordinator (with the support of OSU specialists) will ensure that all

financial management, procurement, monitoring and evaluation, communication, training

(certification), and internal audit policies and practices of the World Bank are compliant

with. This role will exclude substantive / technical support to R&DCs and or

beneficiary/(ies).

4. Designated Account Management: The Coordinator will also manage OSU Designated

Account; in accordance with the provisions of “Revised Accounting Procedure for

Revolving Fund Account (Foreign Aid Assignment Account)” dated August 2, 2013 issued

by the Finance Division.

7.4 GRSU Role and Responsibilities

1. Designing, Developing and Implementing GPP envisaged Reforms: The GRSU

Governance Specialist with the support of other GRSU specialist(s) will ensure substantive/

technical support to both the R&DCs as well as the beneficiary/(ies) to implement the

project activities.

2. Designated Account Management: The GRSU Governance Specialist will also manage

P&DD Designated Account; in accordance with the provisions of “Revised Accounting

Procedure for Revolving Fund Account (Foreign Aid Assignment Account)” dated August

2, 2013 issued by the Finance Division.

OSU and GRSU Coordination: Both the GRSU and OSU will meet at least once a week, or earlier

as needed, to coordinate and communicate all activities of the GPP. Such meetings will be minuted

by the OSU Coordinator.

7.5 Project Concept Note Preparation Team:

Following the resource allocation by the respective R&DCs to the targeted beneficiaries, each

beneficiary will be responsible for preparation of the Project Concept Note (CN), within the

resource envelope. Both the OSU and the GRSU consultants will assist the beneficiaries in CN

preparation. The CN once prepared will be submitted by the beneficiary to Coordinator OSU, for

onward submission to the World Bank Task Team.

The Coordinator will submit the CN to the Bank within 2 days of receipt. In turn the World Bank

will provide no objection within 15 days of the receipt of the CN which otherwise will be reckoned

as consented by the Bank.

7.6 Project Staffing

Implementation support for GPP will be provided by two units: an Operations Support Unit (OSU)

and a Governance Reforms Support Unit (GRSU). The OSU will support P&DD in managing

activities financed by the project and provide implementation support including fiduciary and M&E

functions. As the work progresses and additional needs are identified, consultants will be engaged

based on precise TORs approved by Bank. The World Bank Consultants Guidelines will be

followed for selection and employment of consultant positions agreed with World Bank in Project

Appraisal Document (PAD) and transformed into PC-I duly approved by PDWP and endorsed by

Economic Affairs Division.

The agreed consultants’ positions for OSU and GRSU are provided below:



Operational Support Unit (OSU):

Coordinator OSU Financial Management Specialist

Procurement Management Specialist M&E Specialist

MIS & ICT Specialist Strategic Communication Specialist

Contract Administration Specialist Gender & Learning Specialist

The OSU Coordinator shall be a full time position, hired in consultation with the World Bank. The

recruitment of OSU Coordinator, Financial Management Specialist and Procurement Management

Specialist is preconditioned to disbursement of funds for GPP.

Governance Reforms Support Unit (GRSU):

Governance Specialist Citizen Engagement & PPP Specialist

The recruitment of Governance Specialist is preconditioned to disbursement of funds for GPP. The

GRSU will coordinate the GPP activities & reforms substantively and technically as well as the

governance reforms in areas supported by GPP through liaison with relevant line departments (LDs)

and project entities (PEs) engaged in the implementation of GPP as well as the Balochistan

Governance Action Plan. The GRSU will also collaborate with Balochistan Directorate of M&E to

monitor the implementation of Action Plan. As the work progresses and additional needs are

identified, consultants will be engaged based on precise TORs approved by Bank.

7.7 Project Human Resource Matters

Consultancy Fee/ Remunerations and Other Incidental Payments:

The Project Operational Support Unit (OSU) and Governance Reforms Support Unit (GRSU)

consultants and support staff shall be entitled to monthly remunerations as agreed in their

employment contracts. The contractual remuneration shall be based on monthly rates and

negotiated by the competent authority with the consultants/staff in reaching at an agreed offer

amount. The negotiation process shall properly be documented whereby salary history and last

pay drawn of the incumbent shall form basis for the same. The consultant shall be asked to

submit LPS (Last Pay Slip) together with bank statement for six months to evidence such salary

transfer in incumbents’ bank account including other perks & privileges of their previous job.

The OSU may also ask for additional supporting documents including previous contract(s) and

if required, direct confirmation may be circularized to previous employer for acknowledgement

of the salary.

Leaves Policy:

Public Holidays; The Project staff shall be entitled to all public holidays as announced by the

Government during the calendar year including weekends. A schedule of annual public holidays

as announced by Government shall be communicated by Admin Officer. Staff that are required

to work on a holiday/weekend, due to tasks assigned and time constraints, will generally be

provided a compensatory day off, which shall be accumulated in casual leave balance.

Other Leaves; The schedule and quantum of annual and casual leaves are determined as

announced by Government of Balochistan. The Project staff shall have entitlement to avail

Annual/Earned leaves (48 Per Year) and Casual Leaves (25 Per Year) as per government rules

and policies (Leave Rules 1981). Casual leaves un-availed during a year shall not be carried



forward to the subsequent year, however, the annual leave not availed during a year may be

carried forward to the proceeding year and or en-cashed as following:

- Leave encashment may be paid for a maximum of 15 working days during a respective year,

calculated on the basis of June of every year;

- Leave may be carried forward for a maximum of 15 days during a respective year to the

subsequent year;

- Upon completion of project and or end of staff contract, the total balance of carried forward

annual leaves may be enchased.

NOTE: All staff shall be expected to be in close contact with office during leaves periods

through emails and telephone calls. There shall be no leave-without-pay and paternity leaves of

any type to the consultants and staff. Maternity leaves may be provided in special circumstances

subject to approval of competent authority however, such leaves shall be discouraged.

Timesheets; All GPP staff including Consultants and Officers shall be required to complete

monthly timesheets in order to report hours worked and identify key areas of tasks assigned and

highlighting days taken against any leave. Salary payments shall be processed on the basis of

approved timesheets submitted. The immediate Reporting Authority/ Supervisors shall be

responsible for verifying accuracy of timesheets; falsification is the same may be subject to

disciplinary action.

Attendance Register; The support staff shall be required to sign the daily attendance register

in. Staff shall specify the time they arrive and depart each day. The supervisors shall be

responsible to check the attendance of staff and report to Admin Officer where staff members

are not coming to work, being late and or if information reported on register is deemed

inaccurate.

Overtime: No Consultants and officers of the Project shall be entitled for any overtime, except

for the support staff including office boys and drivers to be compensated for support extra hours

work as per Government of Balochistan Rules.

Honoraria: No Consultants and officers of the Project shall be entitled for any honoraria of any

kind, except for the support staff including office boys and drivers on special eve including Eid/

Christmas (half monthly salary) as per Government of Balochistan Rules with prior approval of

competent authority.

Project Assets: All consultants and staff of the Project shall ensure efficient use of the tangible/

intangible assets including laptops, androids, internet devices, printers, scanners, office

furniture, office peripherals, cash and cash equivalents, files, books, email, software accesses,

web-portal authentications and Project data/information. The staff shall highly be expected to

ensure safe custody, usage and maintenance of all assets as part of their responsibilities and

return all project’s assets in good working conditions duly acknowledged by competent

authority to avoid any damage and or loss of Project resources.

NOTE: Detailed internal control procedures over assets/ inventory management have been

provided in Chapter 6 of GPP Financial Management Manual.



Young Professionals - Interns/ Associates

The interns and associates will be hired by OSU and GRSU for all operational tasks including all

substantive and technical tasks on merit and need basis. The stipend will be determined on the basis

of approved PC-I and Concept Note, as the case may be.

Merit based selection criteria: The criteria for intern selection will include:

- PhD and Masters Degree11

in Computer Science/IT; Communications; Finance; Accounting;

Business Administration; Public Administration; Economics; Statistics; and or Engineering;

CA; and ACCA and other fields, as the Steering Committee approves

- The OSU Coordinator will regularly get the Merit List of these subjects (from Balochistan

University, BUITEMS, Women University and other local universities as well as advertise for

PhD / Masters and Bachelors from International Universities) bifurcate the merit list into two

(male & female) and publicly disclose both on GPP web-site;

- Both the OSU and or GRSU, as required will offer internship/article-ship to the top most (male

or female) students. The acceptance and or refusal of offers by the candidates; will both be

recorded in the publicly disclosed internship opportunities table on GPP web-site;

- It shall be ensured by OSU and GRSU that at-least 50% interns are female;

- The interns shall be hired initially for a period of six months and extendable up to one year,

subject to satisfactory performance endorsed/evidenced by the reporting authority.

Stipend: The Steering Committee has fixed the standard stipend12

for Young Professionals with the

following slabs:

Sr. # Qualification Scale

1. Masters from local university Standard stipend as fixed by the Steering Committee

and cleared by the World Bank

2. Bachelors from international

university

Standard stipend as fixed by the Steering Committee

and cleared by the World Bank

3. Masters from international

university

Double standard stipend as fixed by the Steering

Committee and cleared by the World Bank

4. PhD from local university Triple standard stipend as fixed by the Steering


5. PhD from international

university

Four times standard stipend as fixed by the Steering


* The Standard Stipend fixed by the Steering Committee is Rs. 20,000/ per month.

Perception Survey: The Strategic Communication Specialist with the assistance of Communication

Officer shall be accountable that all interns fill the before and after perception survey

questionnaires, at the start and end of their internship periods, regardless of the period of internship.

11

Bachelors from international university will also be eligible 12

The Governance Support Project paid Pak Rs. Fifteen thousand per month



7.8 Organogram for GPP Balochistan

7.9 GPP Staffing Procedure

Both government servants and individual consultant are eligible to fill the program openings,

provided that:

i. The individuals possess the required skills and competencies; and

ii. Follows competitive selection process; as per Bank’s procurement policies, for market based

compensation.

Government servants can fill consultants’ positions through project allowance mode13

subject to

Bank’s procurement policies, while qualified individuals from open market can be selected through

13

"Incremental Operating Costs" means the reasonable costs incurred under the Project for the fees of specialized technical staff,

office supplies, utilities, conveyance, travel and boarding/lodging allowances, operating and maintenance expenditures of office

equipment and vehicles, bank charges, insurance, advertising, media projections, newspaper subscriptions, periodicals, printing and

stationary costs incurred for the purposes of Project activities, Performance-based Incentives, and Project Allowances which

expenditures would not have been incurred in the absence of the Project, and excluding the salaries of government servants”

."Performance-based Incentives" means reasonable performance honoraria that are to be paid to government servants for

implementation of the Project activities pursuant to achievement of targets set for the project development objective indicators and I

or project intermediate results indicators, as the same is approved by the PSC and satisfactory to the World Bank”.



individual consultant selection method. Additionally, the suggested methods will be applicable after

compliance with the prevalent Balochistan Services & General Administrative regulations for the

government servants.

The consultants’ positions may be filled either hiring individuals or as members of the team of

experts proposed by a consulting firm, provided that such hiring does not conflict with any

employment or other laws or regulations, or policies of the Recipient’s country and if they (i) are on

leave of absence without pay, or have resigned or retired; (ii) are not being hired by the agency they

were working for before going on leave of absence without pay, resigning, or retiring; and (iii) their

hiring would not create a conflict of interest In the case of resignation or retirement, for a period of

at least 6 (six) months, or the period established by statutory provisions applying to government

servants in the Recipient’s country, whichever is longer.

Bank staff (either short term consultants or regular cadre) cannot be employed.

In either case obtaining the Bank’s No Objection Letter/concurrence shall be mandatory as per

stipulated threshold

Professors or staff and experts in specialized fields from universities, educational institutions and

research institutes can be contracted individually on a part-time basis provided that they have been

full-time employees of their institutions for a year or more before being contracted and such hiring

is justified for the services required.

A. Individual Consultant Selection Mode

This second option of hiring consultants or contract staff to fill program positions shall conform to

the Sections V of the “Guidelines: Selection and Employment of Consultants under IBRD Loans

and IDA Credits and Grants by World Bank Borrowers” dated January 2011 (revised July 2014)

(“Consultant Guidelines”). The Administrative Department shall confirm to the Bank that:

i. The government servants hiring does not conflict with any employment or other laws or

regulations, or policies of the Government of Pakistan or that of Govt. of Balochistan;

ii. The government servant is on a leave of absence without pay or has resigned or retired for a

period of at least 6 (six) months, or the period established by statutory provisions applying

to government servants, whichever is longer;

iii. Is not being hired by the agency they were working for before going on leave of absence

without pay, resigning or retiring;

iv. The hiring does not create a conflict of interest under paragraph 1.9 of the Consultant

Guidelines;

The Finance Division, Government of Pakistan vide its O.M No.F.l6(1)Reg-14/2003, dated 18.4.2012, has discontinued the Project

allowance in all types of projects, therefore Project Allowance cannot be granted from the grant proceeds of the Governance and

Policy Project. Government of Balochistan, however, can compensate the government servants posted against project posts as per the

following:

(a). The officers/officials posted/appointed on deputation basis against project posts will be entitled to draw deputation allowance as

per government policy. (b) The officers/officials granted additional charge of the project posts in addition to their own duties will be

entitled to draw additional charge allowance as per approved government policy. (c) Incentive in shape of honoraria may be provided

to the official (other than project staff) involved in designing/critical and initial work of project as part of their routine activities. (d)

Government officials are not allowed to apply for project posts carrying market based salary, through open competition.



v. Confirmation of the amount of contract based salary for the proposed candidate and provides

supporting evidence of other donor / foreign assisted projects salary payments;

vi. Confirmation that the proposed salary is in compliance with the salary in the finally

approved PC-I.

Notes:

1. In the case of resignation or retirement, World Bank guidelines stipulate a period of at least 6

(six) months as cooling off period, or the period established by statutory provisions applying

to government servants by the Government of Pakistan /Balochistan, whichever is longer

2. Recognizing that the leave of absence authorization in some cases may take processing time,

the Bank can provide in principle conditional clearance, amongst others making salary

disbursement / payment subject to submission of the leave of absence certification to the Bank.

B. Project Allowance Mode

Individuals hired on project allowance mode14

shall be in accordance with the government policy

and Balochistan relevant regulations for government servants. The government servant’s salary and

project allowance etc. shall be financed under Incremental Operating Cost procedure of the project.

In this case the confirmations required by the Bank from the Administrative Department include:

i. Confirmation that the staff member is proposed on full time basis;

ii. Confirmation of amount of project and any other allowances as per Government’s relevant

policy;

iii. Information on grade of the proposed candidate;

iv. Confirmation that Government’s policy regarding appointment against project positions

have been adopted;

v. Confirmation that all provisions of the said Government Policy has been complied with to

make the proposal;

vi. Confirmation that the proposed rates are in compliance with finally approved PC-I;

14

"Incremental Operating Costs" means the reasonable costs incurred under the Project for the fees of specialized

technical staff, office supplies, utilities, conveyance, travel and boarding/lodging allowances, operating and

maintenance expenditures of office equipment and vehicles, bank charges, insurance, advertising, media projections,

newspaper subscriptions, periodicals, printing and stationary costs incurred for the purposes of Project activities,

Performance-based Incentives, and Project Allowances which expenditures would not have been incurred in the absence

of the Project, and excluding the salaries of government servants”

."Performance-based Incentives" means reasonable performance honoraria that are to be paid to government servants

for implementation of the Project activities pursuant to achievement of targets set for the project development objective

indicators and I or project intermediate results indicators, as the same is approved by the PSC and satisfactory to the

World Bank”.

The Finance Division, Government of Pakistan vide its O.M No.F.l6(1)Reg-14/2003, dated 18.4.2012, has discontinued

the Project allowance in all types of projects, therefore Project Allowance cannot be granted from the grant proceeds of

the Governance and Policy Project. Government of Balochistan, however, can compensate the government servants

posted against project posts as per the following: (a). The officers/officials posted/appointed on deputation basis against

project posts will be entitled to draw deputation allowance as per government policy. (b) The officers/officials granted

additional charge of the project posts in addition to their own duties will be entitled to draw additional charge allowance

as per approved government policy. (c) Incentive in shape of honoraria may be provided to the official (other than

project staff) involved in designing/critical and initial work of project as part of their routine activities. (d) Government

officials are not allowed to apply for project posts carrying market based salary, through open competition.



The project hiring of consultant positions carried out through transfer/posting basis of eligible (best

suited against the TORs of any position) government servants on Project Allowance Mode15

with

additional incentive based on performance. The “Performance Based Incentive”16

will be paid to

government servant when s/he is able to achieve the targets or interim targets set in the Project

Development Object indicators and or Project Intermediate Results Indicators as per the Project

Results Framework.

The Steering Committee was also briefed about the mechanism of Performance Based

Incentive for the government officials (non-project staff) associated with implementation of Project

activities and achievement the targets that has been agreed with the World Bank and envisaged in

PC-I. After discussion at length over modalities of PBI, the Committee endorsed the policy with

final acknowledgement from Finance Department through expert advice on the same and agreed

that the performance shall be measured and paid against the achieved targets of Project

Development Objective (PDO) indicators and interim indicators set in the Result Frame of GPP as

indicated in PAD or PC-I. The achievement of the indicators would be claimed by recipients,

approved by respective Administrative head of the departments of CNs and endorsed by World

Bank (through NOL) on quarterly basis. The achievement of the targets would enable any recipient

for the entitlement of incentive of 100% of his/her basic pay per month for the achievement of

100% of the targets.

The incentive will be paid from the WB share of the Project which will be paid on

accumulative basis, based on the achievement of targets, to any civil servant working in GPP on full

time transfer/posting basis or directly associated with the operations of the Project and responsible

for the targets of the Project in addition to his/her duties and responsibilities. The key personnel

from P&D and Finance Departments and one focal person each from the implementing agencies

(Education, Irrigation, Ombudsman, PAC, Anti Corruption Establishment etc.) notified by the

respective administrative head responsible for achieving the deliverables / targets of their respective

component would be incentivized under the Performance Based Incentive subject to the

confirmation of targets by the World Bank and the respective administrative head. The

Administrative Head of respective departments shall notify officials/officers (in advance and

communicate to Project and World Bank) associated with the achievement of Project’s targets for

the purpose of Performance Based Incentive.

15

The Finance Division, Government of Pakistan vide its O.M No.F.l6(1)Reg-14/2003, dated 18.4.2012, has

discontinued the Project allowance in all types of projects, therefore Project Allowance cannot be granted from the grant

proceeds of the Governance and Policy Project. Government of Balochistan, however, can compensate the government

servants posted against project posts as per the following: (a). The officers/officials posted/appointed on deputation

basis against project posts will be entitled to draw deputation allowance as per government policy. (b) The

officers/officials granted additional charge of the project posts in addition to their own duties will be entitled to draw

additional charge allowance as per approved government policy. (c) Incentive in shape of honoraria may be provided to

the official (other than project staff) involved in designing/critical and initial work of project as part of their routine

activities. (d) Government officials are not allowed to apply for project posts carrying market based salary, through

open competition.

16

."Performance-based Incentives" means reasonable performance honoraria that are to be paid to government servants

for implementation of the Project activities pursuant to achievement of targets set for the project development objective

indicators and I or project intermediate results indicators, as the same is approved by the PSC and satisfactory to the

World Bank”.



The decision concluded that the Performance Based Incentive shall be paid upon satisfaction of the

World Bank, on the following two basis:

Governing Principles and Processes for Performance Based Incentive

The following principles and processes will be followed for the GPP performance based incentive:

1. The performance based incentive is eligible for government servants only, and not

consultants;

2. The name (s) and designation (s) of the government officials working on the realization of

the GPP result (s) will be submitted, prospectively to the GPP Coordinator. Such nomination

(s) for the Component 1 & 2 will be made by the Secretary Finance (or the head of the GPP

respective beneficiary agency, for instance, Secretary Education) and the Component 3 & 4

by Secretary Planning and Development (or the head of the GPP beneficiary agency, for

instance, Ombudsman). No retrospective (post-facto) nomination (s) is eligible for the

performance based incentive from GPP proceeds;

3. The incentive will become eligible on 100 percent achievement (not less) of the target value

of the result as per the GPP Results Framework (both the PDO Indicator (s) as well as

related / supporting intermediate results indicator (s) as the case may be are eligible);

4. The head of the beneficiary department or public sector entity as the case may be, will

confirm to the GPP Coordinator, in writing, of the achievement of the GPP result (s);

5. The results achievement claim by the GPP beneficiary will be independently validated by a

Third Party Monitoring Agent (TPMA). The GPP is hiring an independent Internal Auditor,

who is expected to perform such validation;

6. Each nominated person incentive is limited to a single payment, even if the same person

may have contributed (and / or nominated) for more than one indicators;

7. Typically, the payments will be made on annual basis, upon the validation by the TPMA,

unless targets achieved as well as claimed by the beneficiary, are validated by the TPMA,

earlier;

8. The Secretary Finance (or his / her designated official) will authorize the expenditure

relating to performance based incentives for GPP Component 1 and 2 results, and Secretary

Planning and Development (or his / her designated official) for GPP Component 3 and 4;

9. The total amount, in the case of each nominated official (s), per annum, will not exceed the

total annual basic pay per annum (i.e. basic pay per month x 12);

10. There is no need of an NOL by the Bank as all eligible expenditures are post reviewed by

the Bank;

11. The information regarding nominations and payments for performance based incentives will

be proactively disclosed on the GPP web-site, and other relevant website’s, as is the case for

all GPP activities, processes and practices; and

12. As any other eligible expenditure category of the GPP, the performance based incentive will

be co-financed by the GPP proceeds.

Such performance incentive payments will be made on: (a) cumulative basis; (b) based on annual

target value as given in GPP Results Framework; and (c) become due upon the confirmation by the:

- Secretary (Planning) for Planning and Development related results / component(s);

- Secretary Finance for Finance Department related results / component(s);

- Ombudsman for Ombudsman related results;



The World Bank Implementation Support Mission Aide Memoire, regular technical mission or third

party, as the Bank is satisfied, will confirm the achievement of the results target (or not), following

which the Project could make payment (s);

Such confirmation will include the following:

Sr.

#

PDO /

Intermediate

Result

Target

Value

Per

Year

Percentage

Achieved

Evidence of

Achievement

Name of

Official(s)

Eligible for

Performance

Based Incentive

No. of

Months

Basic

Pay

Total

Entitlement

OPERATIONS MANUAL Section: PROJECT PLANNING AND IMPLEMENTATION


VIII. PROJECT PLANNING AND IMPLEMENTATION

Planning is a critical component of good management and governance (Ten Steps guide to strategic

planning, World Bank, 2001). Technical Assistance (TA) related activities unlike infrastructure

projects have relatively loosely defined targets owing to the intricacies involved in public sector

reforms. Therefore, developing a robust and time bound work plan is vital for effective and efficient

TA implementation. Acknowledging the need for adequate and proper planning, GPP shall prepare

an Annual Work Plan (AWP) covering key areas of operations and costs involved. The AWP has to

be submitted to the Project Steering Committee for its review and approval thereon.

8.1 Annual Work Plan

Submission of an Annual Work Plan to the World Bank, annually, is one of the covenants of the

GPP Project. The Project Implementing Entity shall, throughout Project implementation, furnish to

the World Bank for approval as soon as available, but in any case not later than 3 months of the start

of each fiscal year, an annual work plan and budget for the Project for each subsequent fiscal year,

of such scope and detail as the World Bank shall have reasonably requested, except for the annual

work plan and budget for the first fiscal year which shall be furnished prior to the commencement

of any activities under the Project.

The following Annual Work Plan format has been developed keeping in view the requirements of

various stakeholders, the Government, the Bank and from GPP’s operational perspective. The

formats for Annual Work Plan and Cash Plan require the projects to prepare Annual Work Plans.

Subsequently based on the activities mapped out in the work plan, a cash plan shall be developed on

annual basis. The AWP becomes the basis of procurement plan, therefore if enough attention is not

paid to the details at AWP stage, it will have its bearings on the procurement and financial

management of the Project.

From the GPP’s perspective a comprehensive work plan from the onset will allow its management

in monitoring the activities planned during the year and a periodic review (quarterly) will offer the

performance with regard to project implementation, allowing the management to take remedial

measures if the review manifests lags in project implementation. In addition the World Bank

reporting periodicity through IUFRs is also on quarterly basis, therefore, preparing a work plan on

following format will facilitate GPP’s work in terms of a core document i.e. the work plan being the

basis of information for reporting to the Government, the Bank and facilitating the Project

Management in monitoring the project activities.

Annual Work Plan format

Governance and Policy Project (GPP) Balochistan

Annual Work Plan for the year 20XX-XX

Component Result /

Activity

Timeline

(Classified

into Fiscal

Year

Quarters)

Responsibility

Cumulative

Physical

Achievements up

to end of Last

Financial Year

Remarks/Progress

(Classified into

Fiscal Year

Quarters)

Responsibility: The OSU Coordinator is responsible to ensure that the Annual Work Plan for the

following year is prepared by Review & Decision Committee, approved by the Project Steering



Committee, at least 2 months before start of the fiscal year and submitted to World Bank for

approval. The World Bank will provide No Objection within 15 days of its receipt.

8.2 Project Concept Note - Format and Guidelines

One of the objectives of GPP is to develop Concept Notes for Governance and Policy Project

related interventions. The concept notes are to be prepared by the beneficiary departments, while

assistance will be provided by OSU and GRSU. The below template has been devised which details

all aspects of the intervention/ proposal to be financed by GPP. In order to keep the project

formulation at GPP closely aligned with the procedures prevalent in the Government, the project

concept note is derived symmetrically from the PC-I Proforma, with necessary customization

carried out to cater to GPP interventions and to address the Project specific needs. Following table

provides format and relevant guidelines for filling out the concept note (CN). For ease of

understanding, guidelines to fill are given in blue text in each section.

GOVERNANCE AND POLICY PROJECT BALOCHISTAN

GUIDELINES FOR FILLING OUT

PROJECT CONCEPT NOTE

SUMMARY SHEET

I. Concept Note

Reference No: To be

inserted by the OSU

Uniformity in numbering the concept notes will assist in tracking and

recording. The proposed referencing could be: Acronym of Project

title/Acronym of relevant OSU/Concept Number/Month/Year. For

example if GPP Balochistan has received a project concept note this is

how the CN will be referenced : GPP-BAL/CN-01/July/2016

II. Date and details of receipt of Concept Note at OSU: Details to be inserted by the OSU and a

copy duly acknowledged to be returned to the Department / Entity

Name

Of the OSU person

receiving CN

Designation

Of the OSU person

receiving CN

Date

Of the OSU receipt

of CN

Signature

Of the OSU person

receiving CN

III. Tick the box specifying the Component under which the project will be

funded (To be inserted by the Department / Entity. Assistance in

explanation of components to be provided by OSU) 1 2

IV. Name of the Project

(CN)

Insert the title of the project only. Example: Strengthening of ----- or

Capacity building of ----- or Operationalization of -------

V. Beneficiary The institution/entity that will be directly benefitting from the

Project. For instance if the project is for strengthening of BPRA then

BPRA is the beneficiary

VI. Location Geographic position

VII. Authority Responsible

for:

i. Sponsoring Agency: GPP, Balochistan

ii. Executing Agency: (Refer to note at V)

VIII. Tick the mode of

financing

i. GPP-Balochistan (Indicate which designated account is used: (i)

Finance Department managed; (ii) GRSU managed; (iii) OSU

managed)

ii. Department/Directorates’ Second Generation Account(If being

financed through Second Generation Account)



IX. Project Objective

and its relationship

with Project

Development

Objectives(PDO)

Development Impact/Objective: (Mention relevant PDO

indicator the activity will contribute to)

Intermediate Result Indicator : (Mention relevant Intermediate

indicator that the activity will contribute to)

Intermediate GPP Component : (Mention the GPP component that

the that the activity will contribute to)

GPP Activity : (Mention the GPP activity from the Project

Appraisal Document)

GPP Activity : (Mention the targets for the results from the GPP

Results Framework)

X. Total Cost of the

Project

Insert the total cost here and refer to Annex I for details/breakdown of

costs

XI. Project Duration __ Months (Indicate number of months over which the project will be

implemented

XII. Expected date of commencement:------ XIII. Expected Date of Completion:-----

XIV. Tick relevant

procurement method

to be adopted by the

Project

QCBS, QBS, CQS, LCS, FBS, SSS, ICS

Above are the World Bank procurement methods allowed under GPP.

Indicate the procurement method to be adopted for this project. For

assistance, the Directorates/Departments can refer to World Bank

Procurement guidelines (2011) or consult Procurement Specialist at the

GPP-OSU

PROJECT DETAILS

1. Description,

justification and

scope of activities

Note: Understanding the tools of planning and managing for results will

be useful for developing appropriate and high priority projects. Project

planning matrix comprising of problem tree analysis, objective analysis,

stakeholder analysis, Alternative analysis, Log Frame can not only provide

a good insight but will assist in developing high priority projects.

Guidelines available on

http://gametlibrary.worldbank.org/FILES/440_Logical%20Framework%2

0Handbook%20-%20World%20Bank.pdf

Project Description:

Introduce your project to the reader. Give organizational description of

the entity that will be benefitting from this projects, the role and mandate

of the organization, If it is a newly created entity what caused its creation,

Linkages if needed to be described and any other relevant information that

may need to be added here

Justification:

Provide rationale for your project. How this is project important, why

should this project be undertaken? Provide in detail the issues/gaps

identified and how it will be addressed. What objectives/benefits will be

achieved from this project and if this project is not undertaken what impact

will it have. Indicate the detail of beneficiaries, how will it benefit the

entity and how will it impact the citizens. The user may be reminded here,

http://gametlibrary.worldbank.org/FILES/440_Logical%20Framework%20Handbook%20-%20World%20Bank.pdf

http://gametlibrary.worldbank.org/FILES/440_Logical%20Framework%20Handbook%20-%20World%20Bank.pdf



that this is a governance support project therefore the project will have a

Technical assistance/soft project theme.

Scope of Activities:

Describe in detail the scope of work of this project. For instance if it is a

full fledged technical support in terms of institutional development and

capacity building then indicate the types of activities that will be

undertaken. For example,

Diagnostic analysis

Development/strengthening of business processes through

development/improvement in rules of procedure, development of

guidebooks, Development of MIS etc

Training Needs Assessment

Development of training Modules

Module testing

Printing of module

Training of Trainers

Training workshops

Evaluations etc

2. Project

Sustainability

All projects are of a limited duration therefore it is essential to finance

projects where the element of sustainability exists i.e. when the project

concludes what mechanisms are in place to ensure the continuity of

reforms/activities. For example, will the government continue funding the

activities designed/introduced by the project? Does ownership within the

government exist to facilitate smooth implementation of projects? Similar

other points can be included to explain the exit strategy, ownership or

continuity of reforms/ activities/results

3. Project Duration

and Summary of

Cost estimates

Indicate the duration of projects in months.

Provide summary of cost estimates as per the Categories of expenditure

stipulated in the Grant Agreement. The table below provides the categories

of expenditure however, the Directorates/Departments can ask the ISU for

assistance in this regard. Details will be provided in Annex I.

Cost Estimates

Description/Details Total in Rs.

Goods Rs.

Incremental Operating Costs Rs.

Consultant Services Rs.

Training and Workshops Rs.

Total Budget: Rs.

4. Human resource

to be provided

through this project.

Provide summary of

TORs for each

position at Annex II

Indicate the number and type of human resource to be provided through

this project. Please do not indicate the number of staff already available

rather only those that will be funded by this project.

At Annex II is the template for a summary Terms of Reference for

individuals which may be filled and attached with this Concept Note

.



Prepared by:

Name and Signature:

Designation:

Contact Details (Email & Phone):

Date:

Focal Person at the Department / Entity:

Name:

Designation:

Contact Details:

Authorized by

Name and Signature:

Designation:

Contact Details(Email & Phone):

Date:

Focal Person at the OSU / GRSU:

Name:

Designation:

Contact Details

Name, Designation and Contact details Signature



Approved by Review and Decision Committee (To be filled by the OSU)

Conclusion and Recommendations:

…………………………………………………………………………………………………

…………………………………………………………………………………………………

…………………………………………………………………………………………………



Concept Note - Annex I

Details of expenditure to be incurred during project duration

Amount in Rs

Category of

Expenditure

as Per

Grant

Agreement

Description/Details Position Unit Per

Month

Cost

Total

Consulting

Services

Goods Equipment Furniture & Fixture

Incremental

Operating

Costs

Project Allowance,

Operation and Maintenance,

etc.

Training/

Workshop/

Seminars

National/international/stipen

d/ honoraria/ hall

charges/DSA/

“Incremental Operating Costs” means the reasonable costs incurred under the Project for the fees of

specialized technical staff, office supplies, utilities, conveyance, travel and boarding/lodging

allowances, operating and maintenance expenditures of office equipment and vehicles, bank

charges, insurance, advertising, media projections, newspaper subscriptions, periodicals, printing

and stationary costs incurred for the purposes of Project activities, which expenditures would not

have been incurred in the absence of the Project, and excluding the salaries of government servants,

project allowances or top-offs.

Concept Note - Annex II

Procurement Plan (Extracts of CN Activities from Approved Procurement Plan to be attached)



Concept Note - Annex III

(TORs of all key activities to be attached with information categorized into areas as per

following format)

SUMMARY OF TERMS OF REFERENCE

For individuals / Firms / Academia to be hired

Proposed structure

Title of the Project

Title of the Position

(Domestic/International)

Number of positions and person months input required

Purpose and Objective of the Assignment:


Key Deliverables/Outputs:

Qualifications and Experience required:

Reporting Channel:

Payment Details (whether output based or time based contracts)

Resource Deficit and Additional Financing Justification

Proposals that qualify the Project Steering Committee’s approved prioritization criteria, but cannot

be financed in lieu of available resources under GPP, would be retained for:

i. Additional financing justification;

ii. Disseminated to the Development Partners Consultative Forum and other donor

coordination means to plug the gap; and

iii. Inclusion in the longer term Governance project.

The GPP Operations Support Unit will document such proposals and keep them on record

appropriately tagged. In the event of availability of further funding, such proposals that would have

gone through the entire process of formulation and evaluation will be accorded priority. In case of

any conflict, the provision of Project Appraisal Document and legal agreements will have priority

over the PC-I.

OPERATIONS MANUAL Section: PROCUREMENT MANAGEMENT


IX. PROCUREMENT MANAGEMENT

9 Context

In terms of fiduciary staffing as linked to mitigation measures, the existing government staff of

implementation entities will be a priority. A selection criterion will be developed which will broadly

consist of education, potential long-term association with the particular department (ideally PCS

and staff specifically hired for these departments), a cut-off age, and consent to sign a service bond.

Capacity of such a staff will be built through various training, secondment plans including

Procurement Immersion Plan.

A structured secondment programme will be developed which will enable selected officers to work

with other national and sub-national: procumbent regulatory authorities, finance departments and if

possible audit bodies.

Procurement, Finance and M&E consultancies will be subject to prior review. M&E Officer will

have certain fiduciary oversight responsibilities built in TORs. It may be clarified that M&E Officer

is not required to have a prior fiduciary oversight experience but such an experience will be

accorded due weightage.

All consulting assignment over US$ 300,000 will have a mandatory provision of secondment of

staff to these consultancies. Inasmuch as possible consultancies will be on time-based contract and

whenever practical consultants will be co-located with the department which would be an intended

beneficiary of the outflows of consultancy assignments. At minimum the consultants will be

required to establish offices at Quetta.

The inclusion of the fixed assets will be consistent with the government’s fixed assets and austerity

policies. The procurement assessments will account for useful/useable assets available in particular

departments regardless of the financing source.

Procurement complaints will be part of overall Grievance Redressal Mechanisms however the

Bank’s specific complaint management process will also be followed. Relevant entities will be

maintaining complaint data on a freely accessible website and M&E Officer will report this to Bank

on monthly basis. Every procurement publication will have a link to complaint/grievance redress

portal. In order to ensure objective reporting of deviations in fiduciary issues, M&E Officer will

lead reporting

For enhanced transparency, the pre-bid/pre-proposal conferences, technical proposal submission

meeting, financial proposals and bid opening meetings will be video recorded and proceedings

uploaded on website within 60 minutes of the conclusion of such meetings.

There shall be protocols for single source selections and direct contracting so that each case is not

subject to prior review. At minimum there has to be a prior documented agreement with Bank.

Communication protocols over emails shall also be observed. No procurement communication will

be admitted for processing unless it contains the activity reference code. Efforts will be made to

ensure that such unique activity code is used from procurement plan, procurement process

(advertisements and documents) and contract agreement. Ideally the unique activity number will be

the file number and regardless of the amount involved each activity will have a separate file. Each

of the electronic exchange marking any critical stage will also be retained in hard from



9.1 Procurement Committee

Composition

A Procurement committee for Program operations shall be notified by the Program Coordinator;

comprising of the Governance Specialist (Chair), Procurement Specialist, Communication

Specialist and Technical expert/Specialist (as required).

A Procurement committee for other themes/interventions shall be notified by the Program

Coordinator comprising of the Focal person of the theme/intervention and a representative of the

Line Department supported by Communication Specialist, Procurement Specialist, Technical

expert/Specialist (as required), with concurrence of Bank.

Role and Responsibility

The Committee shall be responsible for procurement of Goods, Works, consulting and Non

consulting services. The Procurement Specialist shall provide a complete start to end technical

support.

The committee shall evaluate bids/proposals within ten days after the deadline of submission of

Quotations/Bids/Expression of Interests. Procurement Specialist shall act as the Secretary to the

Committee recording minutes of the meeting, its dissemination, development of evaluation of

criteria and maintain record of the proceedings. The Committee members shall on document declare

their impartiality to be recorded in the Minutes of the, meetings and follow the World Bank

guidelines on evaluation of bids/tenders/proposals.

9.2 Rules governing procurement process

Procurement of goods and services will be undertaken in a manner aligned with the requirements

stipulated in the World Bank guidelines for:

Procurement of goods, works and non-consulting services, accessible at

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,contentMD

K:20060840~menuPK:93977~pagePK:84269~piPK:60001558~theSitePK:84266,00.html

Procurement of consultant services, accessible at

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,contentMD

K:20060656~menuPK:93977~pagePK:84269~piPK:60001558~theSitePK:84266,00.html

In the event of conflict between the recipient country’s procurement rules and that of the

World Bank, the latter will prevail.

The identification of procurement method is carried out during the project preparation and approval

stage.

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,contentMDK:20060840~menuPK:93977~pagePK:84269~piPK:60001558~theSitePK:84266,00.html






Thresholds for Procurement Methods and Prior Review

Expenditure

Category

Contract Value

(Threshold)

(US$)

Procurement

Method

Contracts Subject to

Prior Review

(US$, thousands)

1.Civil Works Not applicable

2. Goods >600,000 ICB First contract by all entities

<600,000 NCB First contract by all entities

<100,000 Shopping First contract by all entities

Regardless of value Direct Contracting All

3. Consulting

Services

All ToRs and training programs to be

reviewed by the World Bank’s task team

leader

(A) Firms >500,000 QCBS, QBS, FBS,

LCS

First contract by any process

<500,000 CQS First CQS contract

Regardless of value SSS All

(B) Individual

Consultants

Up to 200,000 Under Section V (i) First contract and (ii) Procurement

Specialist regardless of value

>200,000 Under Section V All

Regardless of value SSS First

> 15,000 SSS All

Service Standards for Procurement (Post & Prior Review Cases)

1. Individual Consultants:

S.

No. Procurement Steps

Response Time of

PMU

Response Time

of World Bank

1 Preparation of TORs/Cost Estimates 25 days after

approval of

EPP/PC1/

Concept Note

_

2 Bank’s No-objection to TORs (for prior review cases) - 7 days

3 Expression of Interest/CVs invited 5 days _

4 Evaluation of CV’s of at least 3 candidates /

Recommendation for Award to most qualified

candidate

10 days _

5 Bank’s No-objection to Evaluation of CV of the

Recommended Candidate (for prior review cases)

_ 7days

6 Negotiations/Preparation of Draft Contract 7days _

7 Bank’s No-objection to draft contract (For prior

review cases)

_ 7 days

8 Contract Signing 5 days _



2. Goods:

S.


Response Time of

PMU

Response

Time of

World Bank

1 Preparation of Bidding Documents/ Request for

Quotations in case of shopping

25 days after approval

of EPP/PC1/ Concept

Note

_

2 Bank's No objection to Bidding Documents (for

prior review cases)

- 7 days

3 Advertisement of Invitation for Bids 5 days _

4 Bid submission/opening date 15 days _

5 Completion of Evaluation recommendations 10 days _

6 Bank's No objection to evaluation and contract

award (for prior review cases any)

_ 7 days

7 Award of Contract 7 days _

8 Copy of signed contract sent to Bank (for Prior

review cases)

6 days _

3. Consulting Services:

S.


Response Time of

PMU

Response

Time of

World Bank

1 Preparation of TORs/Cost Estimates/EOI

30 days after approval

of EPP/PC1/ Concept

Note

_

2 Bank’s No-objection to TORs and EOIs (for

prior review cases only)

- 7 days

3 Advertising for Expression of Interests in

National Newspapers.

7 days _

4 Receipt of Interests from Firms 15 days _

5 Preparation of Short List 10 days _

6 Bank’s No-objection to Short List (For prior

review cases only)

_ 7 days

7 Preparation of RFP 15 days _

8 Bank’s no-objection to RFP (for prior review

cases)

_ 7 days

9 Issuance of RFP to Short-listed Firms 5 days _

10 Receipt of Technical and Financial Proposals 30 days _

11 Completion of Technical Evaluation 10 days _

12 Bank’s No-objection to Technical Evaluation

(for prior review cases)

_ 7 days

13 Opening of Financial Proposals 7 days _

14 Completion of Combined/Final Evaluation 10 days _

15 Negotiations/ Preparation of Draft Contract 15 days _

16 Bank’s No-objection to draft Contract (for prior

review cases)

_ 7 days

17 Contract Signing 7 days _



9.3 Procurement Planning

Procurement planning starts with development of Procurement Plan (PP) in-line with Annual Work

Plan and is considered as one of the most important documents that the OSU has to prepare. As the

entire fund management is based on the procurement plan, therefore due attention is required while

preparing a procurement plan.

The Recipient will develop a Procurement Plan for Project implementation which provides the basis

for the procurement methods and review by the Bank. This plan will be made available in the

Project’s database, Implementing Entities website, and the Bank’s external website. The PP shall

also be incorporated into World Bank’s newly adopted procurement application i.e. Systematic

Tracking of Exchanges in Procurement (STEP). The Procurement Plan will be updated in

agreement with the Bank annually or as required to reflect the actual Project implementation needs

and improvements in institutional capacity.

Review of Procurement Plan by the Bank: Thresholds for prior review of contracts under eligible

expenditures are given in above table. All other contracts will be subject to Post-Review by the

Bank unless otherwise specified in Procurement Plan. Implementing Entities will send to the Bank a

list of all contracts for post-review on a quarterly basis. Post-reviews as well as the implementation

reviews would be done every six months. Such review of contracts below threshold will constitute a

sample of about 15-20 percent of the contracts. In addition to the prior review supervision to be

carried out from Bank offices, the capacity assessment of the Implementing Agency has

recommended frequent supervision missions to visit the field to carry out post review of

procurement actions.

The templates for designing activities in Procurement Plan with respect to methods of procurements

and nature of procurements to be obtained are provided below:

Annual Procurement Plan

Goods, Consulting Services and Individual Consultants

Procurement Plan for Goods

Procurement Steps

Activity – 1 Activity -2

Estimated Cost: Estimated Cost:

Method of Proc. Method of Proc.

Plan

Date

Actual

Date

Plan

Date

Actual

Date

Preparation of Bidding Documents/ Request for

Quotations in case of shopping

Bank's No objection to Bidding Documents (for

prior review cases)

Advertisement of Invitation for Bids

Bid submission/opening date

Completion of Evaluation recommendations

Bank's No objection to evaluation and contract

award (for prior review cases any)

Award of Contract

Copy of signed contract sent to Bank (for Prior

review cases)

Completion of contract



Procurement Plan for Consulting Services

Procurement Steps

Activity - 1 Activity -2



Plan

Date

Actual

Date

Plan

Date

Actual

Date

Preparation of TORs/Cost Estimates/EOI

Bank’s No-objection to TORs and EOIs (for

prior review cases only)

Advertising for Expression of Interests in


Receipt of Interests from Firms

Preparation of Short List

Bank’s No-objection to Short List (Prior

review cases only)

Preparation of RFP

Bank’s no-objection to RFP (for prior review

cases)

Issuance of RFP to Short-listed Firms

Receipt of Technical and Financial Proposals

Completion of Technical Evaluation

Bank’s No-objection to Technical Evaluation

(Prior Review)

Opening of Financial Proposals

Completion of Combined/Final Evaluation

Negotiations/ Preparation of Draft Contract

Bank’s No-objection to draft Contract (Prior

Review cases)

Contract Signing

Contract completion

Procurement Plan for Individual Consultants

Procurement Steps

Activity - 1 Activity -2



Plan Date Actual

Date

Plan

Date

Actual

Date

Preparation of TORs/Cost Estimates

Bank’s No-objection to TORs (for prior review

cases)

Expression of Interest/CVs invited

Evaluation of CV’s of at least 3 candidates /

Recommendation for Award to most qualified

candidate

Bank’s No-objection to Evaluation of CV of the

Recommended Candidate (for prior review



cases)

Negotiations/Preparation of Draft Contract

Bank’s No-objection to draft contract (For prior

review cases)

Contract Signing

Contract Completion

The above templates are developed keeping in view the fund limits assigned for the project

components and categories of expenditure stipulated in Grant Agreement. Limits for the latter have

not been prescribed however, from the Value for Money (VFM) and Management’s monitoring

perspective detailed information on the categories will assist in appropriate procurement planning.

Separate description of categories in the procurement plan will also allow the Management to

ensure duplication does not take place ensuring judicious use of resources.

The indicative dates included in the plan will instill discipline in the procurement process, which

coupled with the monthly monitoring (Refer to M&E Section of OM) will allow the Bank and the

project to address delays in procurement and assess its performance as well.

9.4 Performance Standards for the Procurement Specialist

S.

No.

Task Performance Standard Responsibility

1. Finalization of TORs/Cost

Estimates/ Expression of

Interests (EOI)/Submission

to line department (LD) or

Public Sector Entity (PSE)

concerned

Within 2 days Concept Note

(CN) NOL

OSU Procurement

Specialist/Financial

Management Specialist

2. Department No-objection to

TORs and EOIs

Within 2 days on no response

as clearance basis

OSU Procurement

Specialist/ CN Focal Point

LD or PSE

3. Advertising for EOIs in


Within 2 days of No

Objection or no response date

Procurement Specialist

4. Receipt of Interests from

Firms / Individuals

Within 16 days of

announcement


5. Preparation of Short List Within 1 days of EOI

deadline


6. Department No-objection to

Short List


as clearance basis

CN Focal Point LD or PSE

7. Preparation of Request For

Proposal (RFP)

Within 2 days of No



8. Department’s no-objection

to RFP


as clearance basis

Procurement Specialist /


9. Issuance of RFP to Short-

listed Firms

Within 1 days of No



10. Receipt of Technical and

Financial Proposals

Within 16 days of issuance Procurement Specialist



11. Completion of Technical

Evaluation

Within 2 days of receipt of

proposals


12. Department’s No-objection

to Technical Evaluation


as clearance basis


13. Opening of Financial

Proposals

Within 1 days of No



14. Completion of

Combined/Final Evaluation

Same day as opening of

financial proposals


15. Negotiations/ Preparation of

Draft Contract

Within 1 day of completion

of combined / final evaluation


16. Department’s No-objection

to draft Contract


as clearance basis



17. Contract Signing Within 2 days of No



Contract Administration

Specialist

18. Contract completion Within 2 days after the

completion date of the

contract and subject to

satisfactory delivery

Contract Administration

Specialist

9.5 Contract Management Consultants

As per paragraph 1.4 of Consultants Guidelines, the project entity is responsible for the selection

and employment of consultants. It invites, receives, and evaluates proposals and awards the

contract. The contract is between the Borrower and the Consultant. Thus the responsibility for the

implementation of the project, and therefore for the payment of consulting services under the

project, rests solely with the project entities. The Bank is not a party to the contracts. The Bank, for

its part, is required by its Articles of Agreement to ensure that funds are paid from a grant fund /

Bank loan only as expenditures are incurred. Disbursements of the proceeds of grant are

demonstrative of the fact that the funds have been or are being used in accordance with the Project

Agreement and the Procurement Plan. During ex-post reviews and Missions Bank; at its discretion,

reviews the relevant documents to confirm the appropriateness of the usage of funds.

Contract administration/ management shall closely be reviewed at OSU level through services of a

Contract Administration Specialist, as per agreed TORs approved by the Bank.

Employing Appropriate Type & Form of Contract

Project entities need to consider how best to structure contracts for services on which substantive

grant fund are being used for most optimal outcomes through efficient contract administration. Two

main considerations are of paramount:

Nature and degree of definition of the assignment and

Distribution of risks between the project entity and the consultants.

The level of contract supervision the project entity will be able to provide may also factor in the

decision. In the specific context of the project there will clearly be two streams of consulting inputs:



ones that will be employed on full time basis during the entire currency of the project and others

that will be employed to support a specific output based work e.g. a report, study etc. Thus the

following types of contracts are referred to under the Consultant Guidelines that will be employed:

- Lump sum

- Time-based

A. Lump-Sum Contracts

Lump-sum contracts are used mainly for assignments in which the content and length of the

services and the required output of the consultant are precisely specified. Under a lump-sum

contract consultant are paid a fixed sum of money for certain products of specified technical

characteristics, such as study report, project design, and tender document, to be delivered within a

specified deadline, the quality of which can usually be readily assessed.

Remuneration is fixed for the life of the contract, and no physical or price contingencies are

normally provided. Payments are made in accordance with a contractually agreed in schedule of

Payment at the delivery of an agreed upon product/ deliverable. If payments are made against a

schedule of percentage of work completed, then, as a minimum, a progress report and supporting

evidence that the work has been completed should be submitted, duly verified by competent

authority as evidence.

The lump-sum contract is easy to administer and requires little technical supervision, as no

matching of inputs to payments is required. In order to assess and enforce quality standards, project

entities can engage peer reviewers to monitor the quality of advice and ensure that important issues

are completely covered.

One conformed copy of the contract shall be furnished to the Bank promptly after its signing and

prior to the submission to the Bank of the first application for withdrawal of funds in respect of such

contract. When payments for the contract are to be made out of a Special Account (SA), a copy of

the contract shall be furnished to the Bank prior to the making of the first payment out of the SA in

respect of such contract.

B. Time-Based Contracts

Under this type of contract, the consultant provides services on a timed basis according to quality

specifications, and consultant’s remuneration is based on:

- Agreed upon unit rates for consultant staff multiplied by the actual time spent by the staff in

executing the assignment; and

- Reimbursable expenses using actual expenses and/or agreed unit prices.

As time-based contracts transfer cost risk to the Client thus requires a system to monitor and control

assignment progress and costs. Time-based contracts are recommended when:

- Duration and quantity of services depends on variables that are beyond the control of the

consultants, or the services are related to activities by third parties—for instance,

supervision of implementation assignments;



- Output required of the consultants is difficult to assess, such as for technical assistance,

institutional development, or emergency situations, in which the Borrower’s needs for

assistance may evolve during execution of the assignment. However in view of the known

project complexities generally the former shall apply.

Time-based contracts normally include a ceiling on the payments to consultants, and consultants

will stop work unless a change in the scope of work is authorized or the deadline for the completion

of the services is extended. An allowance for price escalation should normally be provided if the

contract lasts for more than 18 months, or if the inflation is estimated to exceed a certain rate.

The following matrix discusses key contractual aspects. It would be relevant to understand that

Bank is not party to contract agreement however, there are certain actions by project entities which

may require prior review of Bank to ensure that planned actions are consistent with the technical

and fiduciary requirements:

Contractual

Area

Apportionment of Contractual Responsibility*

Project Entity Consultant Bank

Recitals It may be ensured that name and

address are taken from a valid

document e.g. educational

testimonial CNIC etc (note that

CNIC in Urdu may have different

spelling in English). Ideally the

project entity in its role as client

should ensure the veracity of

testimonials submitted for

consultants who are not previously

well known in the sector.

Consultants should ensure

that they can meet the

requirements of the TOR and

the commercial and

contractual conditions. They

should ensure that they have

read all the terms before

signing off.

Services

Client should ensure that the

amendment in the scope of work is

minimal from the originally

advertised TORs. Any deletion

from scope should be shared with

Bank for prior review

The Consultant shall perform

the services specified in

Terms of Reference and

Scope of Services any

additional work; over and

above original TORs should

be discussed and agreed

appropriately

Bank’s prior

review and

approval

needed for

any

substantial

modification

of the scope

of services

Term of

Engagement

For lump sum contracts the

duration agreed during technical

negotiations may be reflected

however it should not be

substantively different from the

duration initially allowed.

For time based contracts the period

of the contract should subscribe to

the project covenants. However in

The Consultant shall perform

services during the term of

engagement which shall not,

alter except as the parties

may otherwise agree.

Consultants should be aware

of the termination clause and

should

Bank’s prior

review and

approval

needed an

extension of

the stipulated

time.

For proposed

termination

of the



both of the cases it cannot be

beyond project completion date

Client can however terminate the

contract earlier by giving a 30

days’ notice or pay in lieu thereof

to the Consultant.

contract, the

project

entities shall

seek the

Bank’s no

objection.

Payments &

Out of Pocket

Expenses

Remuneration and out-of-pocket

expenses shall be paid within

fifteen (15) to thirty (30) working

days from the Client’s receipt of

the Consultant’s billings. Payment

to the Consultant would only be

made through cross cheque into

his/her bank account as already

provided

Ideally reimbursable/ out of pocket

expenses shall be paid on

production of original vouchers ,

unless otherwise specified and

with prior approval of Client to

incur such expenditures

Consultant should ensure

timely submission of

invoices and discharge of its

taxation responsibilities

Reimbursable expenses be

should be clearly reflected in

contract agreement

Effectiveness

If there are any terms of

effectiveness besides signing of

contract e.g. approval of

acceptable documentation in hiring

of government servants or loan

effectiveness such terms should be

clearly spelled out in contract

Consultant should retain

documentary proof, if any,

for effectiveness if it’s not

annexed in the contract

agreement

Project

Administration

The Client should designate

Coordinator with adequate

technical qualifications,

managerial experience, and power

of authority for the coordination of

activities under this Contract and

for receiving and approving

invoices for the payment. If

acceptance and approval of the

reports/ deliverables is required by

the extended Client system the

same should be reflected in

contract agreement.

Before signing Consultant

should satisfy itself with

appropriateness of the

duration and manner for

approval of deliverables and

invoices.

Confidentiality Client should ensure that that

Consultant is sensitized about the

overall confidentiality

requirements

The Consultants shall not,

during the term of this

Contract and within two

years after its expiration,

disclose any proprietary or

confidential information or

the Client's business or

.



operations without the prior

written consent of the Client

Ownership of

Material

Any studies reports or other

material, graphic, software or

otherwise, prepared by the

Consultant for the Client

under the Contract shall

belong to and remain the

property of the Client. The

Consultant may retain a copy

of such documents and

software.

Consultant Not

to be Engaged

in Certain

Activities

Client should ensure that the TORs

are unambiguous and should not

contain any content to the effect

that could be interpreted

differently.

Any intended continuity of

downstream work should be

clearly provided

Consultant and any entity

affiliated with the Consultant

shall be disqualified from

providing goods, works or

services (other than the

Services and any

continuation thereof) for any

project resulting from or

closely related to the

Services.

Insurance Client may like to retain copies of

such documents for high value and

high risk assignments

The Consultant will be

responsible for taking out

any appropriate insurance

coverage.

Assignment If client foresees any situation that

may warrant sub-contracting

arrangements same should be

reflected. Ideally in individual

consultancy arrangements these

are not provisioned

The Consultant shall not

assign this Contract or sub-

contract any portion of it

without the Client's prior

written consent.

Dispute

Resolution

Investigate reasons and coordinate

with Supplier’s corporate for

resolution. Client may like to

nominate a steering committee as a

neutral forum for resolving

contract administration issues.

However contract should make

reasonable provision for Alternate

Dispute Resolution as per laws of

the land Arbitration Process under

Act of 1940 Present dossier and

defend

Consultant should endeavor

for resolution of all disputes

primarily through amicable

settlement

*The matrix caters to the requirements of individual consultants corresponding to project’s focus



9.6 Grievance Handling Mechanism

The OSU will manage a Complaint Handling System, which requires complaints to be documented

and addressed within a period of seven days. The OSU shall keep the Bank informed by forwarding

any complaints within three days of receipt. The complaint handling system will also include

maintenance of a database, a standard protocol with appropriate triggers for carrying out

investigations, and taking action against involved parties. The OSU will develop the system as soon

as possible to be reviewed by the Bank. For ICB and international selection of consultants, the

Bank-prescribed complaint redressal mechanism will apply.

Grievance Redressal Committee for GPP Balochistan and its TORs have been notified vide notification

No.P&D-RO(F.A)/66-F/2017/9028 dated 28th

February, 2017 attached as Annex-8 to this Manual.

Disbursement Condition:

Project Implementing Entity to establish a system for the handling of procurement complaints

within 3 months of project effectiveness

9.6.1 Complaint Management System

In order to address complaints arising out of the procurement process and providing a forum for

dispute settlements, the OSU Coordinator shall constitute a committee (Procurement Complaints

Handling Committee), in collaboration with relevant authority, to address the complaints of bidders

during procurement process, as follows:

- The Committee shall comprise of three members with one member designated as the Chair.

In case the need for a larger committee is perceived, it shall be ensured that total

membership of the committee shall be in odd numbers;

- None of the OSU staff members related with procurement can be a member on the

Committee, however, an individual from OSU (again having not been involved with

Procurement) can be appointed a focal and liaison person to facilitate the working of the

Committee;

- The mandate of the Committee shall include appropriate powers and authorizations for

taking cognizance, investigating and deciding upon the matter brought to its attention;

- The names and contact details of the Committee shall be included in the bidding documents

and posted on the websites as well.

Administrative Department shall move a summary for setting up a Procurement Complaints

Handling Committee to deal with complaints related to procurement & contract administration.

Upon approval, Committee shall be notified prior to initiation of procurement process, to ensure

that:

- Complaints from any stakeholder will be addressed to the Chairperson of an independent

committee formed under the overall Grievance Redressal Mechanism;

- Chairman at his/her discretion will constitute a Committee or may co-opt an independent

expert to examine the specific violation referred therein;

- Notwithstanding anything stated above, the Committee will not draw members from the

entities directly associated with procurement;



- If violation is established then Committee; on basis of the severity of violation, may advise

on either terminating the process or remove such violation through issuance of addenda. A

malafide or deliberate violation will be construed as instances of serious violation;

- The mere fact of lodging a complaint shall not warrant suspension of procurement process

rather the Committee shall take up complaint while the procurement process continues,

however, prior to finalization of procurement process/award of contract, the complaint shall

be decided upon by the Committee.

Borrowers shall have an effective and independent protest mechanism in place allowing

bidders to protest and have their protests handled in a timely manner.

(World Bank, Procurement Guidelines, 2011 updated 2014)

The project shall ensure that the complaints/protests are handled in an efficient and effective

manner. This system would include documentation and addressing of complaints within a period of

7 days. OSU shall keep the Bank informed by forwarding to it any complaints within 3 days of the

receipt.

If after publication of the award the Borrower receives protests or complaints from bidders, a

copy of the complaint, the Borrower’s comments on each issue raised in the complaint, and a

copy of the Borrower’s response shall be sent to the Bank for its review and comments.

(World Bank, Procurement Guidelines, 2011 updated 2014)

9.6.2 Transparency

The Bank’s guidelines on publication of award paragraph 2.28 of consultant guidelines and 2.60 of

the procurement guidelines shall be followed for disclosure. The implementing agencies’ website

would be used for publishing the procurement plan, procurement notices, invitation to bid, bid

documents and RFPs as issued, latest information on procurement contracts, status of evaluation,

complaints and actions taken, contract award and performance under the contracts and other

relevant information related to procurement. The website would be accessible to all bidders and

interested person equally and free of charge. The website should be operational as soon as

competitive procurements for the project commence.

The Project Entity besides the above shall ensure that adequate and appropriate measures are

adopted for public disclosures to facilitate transparency in project operations and more importantly

in procurement operations. To ensure transparency in project operations, Project’s website shall

have a specific link to facilitate public disclosures. In addition to the World Bank Procurement

guidelines on adequate circulation of procurement related notices, in order to ensure a deeper

outreach particularly in the NCB, procurement notices, bid documents /RFPs, evaluation reports,

and award data shall also be posted on the aforementioned website(s).

9.7 Code of Conduct for GPP staff dealing with procurement

i. Procuring entity must disclose to appropriate authority all relationships of a business or

private nature with contractors. Staff shall always ensure that their personal dealings are

separate from their business dealings;

ii. Project entities shall not use their status of position to seek personal gain from those doing

business or seeking to do business with project;



iii. No staff will be allowed to independently process procurement intended for his/her own

benefits;

iv. Prescribed timelines of procurements will be followed and risks and assumptions if any will

be clearly stated at the onset of a procurement;

v. Any staff proposing/initiating a new product or services will not be allowed to participate in

evaluation process of that specific procurement;

vi. Staff nominated on evaluation committee will not participate in contract administration i.e.

signing off deliverables, endorsing payments etc.;

vii. Staff found to have deliberately introduced specifications or qualification criteria or other

condition can be proceeded against as per Staff Rules. However such a staff will be given a

fair chance to explain his position;

viii. Where visits to inspect equipment, record etc. are required, it should be ensured that

authorities meet the cost of such visits to avoid jeopardizing the integrity of subsequent

purchasing decisions;

Project entities will take care to ensure that confidential information suppliers and project is

properly protected and not disclosed unless allowed or required under relevant law or regulation.

OPERATIONS MANUAL Section: PROJECT FINANCIAL MANAGEMENT


X. PROJECT FINANCIAL MANAGEMENT

This section of the Operations Manual summarily narrates the financial management process for the

project. The Finance team of the OSU, Finance and Planning & Development Departments and

other project entities may refer to the Financial Management Manual (FMM) developed for the

implementation of the Governance and Policy Project (GPP) which provides detailed guidelines for

implementation of project financial management.

10 Financial Management Framework

The project envisages decentralized Financial

Management (FM) arrangements with three

designated accounts and a few second generation

accounts. The Finance Department (FD), Planning &

Development Department (P&DD), and Operations

Support Unit (OSU) will each operate one designated

account each to implement the project activities. The

FD will implement Component 1 and 2, while the

P&DD will be responsible for Component 3. The

OSU will operate the third designated account to

provide operational support to the GPP.

10.1 Financial Management Staffing

A qualified Financial Management Specialist (FMS) will be responsible for managing overall

FM arrangements of the GPP. The FMS will lead FM functions of the OSU and provide technical

support to FM staff at the FD and P&DD entities maintaining Designated Accounts (DAs), and line

departments (LDs) maintaining Second Generation Accounts (SGAs). The FMS will be hired by

project effectiveness in accordance with TORs agreed with the Bank. FMS will be supported by two

Finance Officers and two Accounts Assistants. Finance Officers and Accounts Assistants will be

hired within three months of project effectiveness in accordance with TORs agreed with Bank.

The OSU will provide FD and P&DD with an Accounts Officer each. The Accounts Officers

will manage accounting, bookkeeping and financial reporting of DAs for activities to be executed

by these departments. Both Accounts Officers will be reporting to FMS of the OSU and will be

hired within three months of project effectiveness in accordance with TORs agreed with the Bank.

The Accounts Officer of each LD with an SGA will be assigned additional responsibility of

managing FM matters of SGA. The Accounts Officer will have the responsibilities including:

operating the SGA jointly with Secretary of the relevant LD; maintaining a simplified cash book

and accounting records; and preparing periodic expenditure reports for submission to the OSU.

Considering limited understanding of Bank’s FM requirements, Accounts Officers of LDs would

require the basic training on maintaining SGA. FMS will conduct regular training sessions for

Accounts Officers of LDs on areas maintaining SGAs, funds flow arrangements, maintaining cash

book and accounting records as well as completion and closure of the concept note.

The FMS of OSU shall conduct a quarterly review of accounts maintained by FD, P&DD, and

LDs. The reviews will aim to ensure that all funds received and payments made in respect of DAs

and SGAs are properly recorded, adequately classified, backed by supporting documentation,

Financial Management

Financial Reports & Audit The Project Implementing Entity shall

maintain a financial management system and

prepare financial statements in accordance

with consistently applied accounting

standards acceptable to the Bank, both in a

manner adequate to reflect the operations

and financial condition of the Project

Implementing Entity, including the

operations, resources and expenditures

related to the Project.



approved by the competent authority and all records are adequately maintained and available for

audits (internal & external). The consolidation of financial information related to all DAs and SGAs

shall be done at OSU level by the FMS.

10.2 Budgeting and Planning

Annually, OSU will prepare budget for all GPP operations in accordance with rules and

regulations of Government of Balochistan. The project’s budget will be reflected in province’s

Public Sector Development Program (PSDP). Moreover, a unique Cost Centre Number/ DDO Code

will be assigned by Finance Department in Budget Book; one for FD (Components 1 and 2), one for

P&DD (Component 3) and one for OSU (Components 4). The OSU FMS shall be responsible for

the budgeting of the GPP. In addition, OSU will prepare an Annual Work Plan and a Cash Plan that

will provide quarterly break up of planned activities and associated costs. The Accounts Officers of

FD and P&DD will provide necessary inputs for their respective departments to OSU for

incorporation in relevant budget documents. LDs implementing concept notes will provide details

of planned activities under respective concept notes and their associated costs to OSU, for

preparation of project level budget, work plan and cash plan.

OSU will follow the following process in preparing GPP Annual Budget. The OSU will

circulate budget preparation schedule and relevant budget forms to FD, P&DD and LDs

(maintaining SGA) for submission to OSU. The schedule will include timelines for all the steps

involved to ensure that there is sufficient time to receive, review, discuss and compile inputs from

FD, P&DD and LDs.

For monitoring budget implementation, OSU will prepare control sheets. These sheets will

include analysis of financial performance (mainly of the concept notes); performance against

Annual Work Plan targets and budget. The sheets will highlight to OSU Coordinator, the

bottlenecks in effective budget utilization. Following control sheets will be prepared and regularly

updated to monitor the utilization and to ensure sufficiency of funds available:

Concept Note Management Sheet – will include item-wise financial information on concept

notes such as: allocation and utilization for each item; expenditure incurred; and the balance

allocation;

Contract Management Sheet – will include financial information of contractors/ consultants;

and commitment status;

Utilization against AWP/Cash Plan – will include up-to-date utilizations against AWP/Cash

Plan;

Monthly financial information reports from FD, P&DD, and LDs (maintaining the SGAs) will

provide the main input source for such monitoring reports.

10.3 Accounting and Reporting

The FD, P&DD and OSU will maintain separate books of accounts for the activities executed

under their respective DAs. On monthly basis, financial extracts from the books of accounts will

be submitted to OSU (on a specified format) for consolidation purposes. In each set of books of

accounts, payment vouchers will be prepared for each transaction using relevant accounting codes,

disbursement category and project components will be mentioned on the payment vouchers. The



OSU FMS will work with AG Balochistan to include transactions of OSU, FD and P&DD

(executed from DAs) in National FMIS from GPP effectiveness.

Following manual registers (in Excel) will be maintained at the OSU, FD and P&DD:

Cash Book (also in hard form to comply with government rules);

Assets Register – will include details of assets procured from the grant, unique identification

number, location of the assets and custodian of those assets;

Invoice Register – will include date of invoice/ bill receipt and date of payment to supplier/

contractor. This will be used to monitor payment processing time;

SGAs Register – will include information related to bank accounts, funds transferred and

payments made by the LDs.

Each LD (with a SGA) will maintain a simplified cash book to record all receipts and

payments. LDs will be provided printed cash book and voucher templates by OSU. LDs will

prepare payment vouchers for every transaction and supporting documentary evidence in the form

of invoices, receipts, bills etc. attached to the vouchers. Regular trainings and reviews will be

conducted by OSU to strengthen the capacity of LDs.

Monthly, Quarterly, and Annual Financial Reports will be prepared as follows:

Monthly Reports: (i) Accounts Officers of FD and P&DD will prepare budget monitoring

report and submit to their respective administrative secretary and OSU FMS within 10 days of

close of each month; (ii) The Accounts Officer of LDs will prepare and submit to OSU FMS,

Statement of Expenditure (SOE) within 10 days of close of each month. SOEs will include

details of funds received, expenditure incurred and balance available; and (iii) OSU FMS will

prepare (a) OSU budget monitoring report and submit to the Coordinator within 15 days of

close of the month, and (b) consolidated GPP budget monitoring report and submit to

Coordinator within 20 days of close of the month.

Quarterly Reports: (i) FOs of FD and P&DD will prepare and submit to OSU FMS an Interim

Financial Report (IFR) on prescribed template, for consolidation and onward sharing with the

Bank within 30 days of close of the quarter; (ii) OSU FMS will prepare and furnish to the

Bank within 45 days of close of the quarter (a) consolidated IFR that will report funds receipt

and utilization during the quarter according to project components and disbursement

categories. The format and content of the IFR will be agreed during project appraisal.

Annual Report: OSU FMS will prepare project level Annual Financial Statements (AFS) in

accordance with Cash Basis International Public Sector Accounting Standards (IPSAS). The

financial statements will cover a period of one financial year and will be submitted to the

auditors within two months of close of financial year. Financial information obtained from

monthly and quarterly reports submitted by FD, P&DD and LDs will also be incorporated in

the AFS.

10.4 Internal Controls

Detailed internal controls for GPP as a whole shall be defined in Financial Management

Manual (FMM) besides those discussed in this Operations Manual (OM). A detailed FMM has

been drafted and after its review and approval by the World Bank will be applied to Project for

dealing financial management matters upon project’s effectiveness. The FMM will provide a



comprehensive set of preventive, detective and corrective controls for different processes and

transactions associated with financial management. In addition to other relevant internal controls are

enshrined in General Financial Rules (GFRs) and the Accounting Policies & Procedures Manual

(APPM) of the Government. All these sum up to a robust internal control framework for the project.

Administrative secretaries of FD and P&DD implementing Components 1, 2 and 3 through

segregated DAs will primarily be responsible for maintaining adequate FM arrangements in

respect of funds at their disposal. The FMS of OSU will provide cross-support on accounting and

financial reporting aspects.

Third party monitoring through internal audit will be conducted periodically. TPMA and

internal auditors will review project transactions, processes, procedures and performance to provide

assurance regarding the fiduciary controls, risk management and monitoring mechanisms in place.

The TORs of internal auditors will specifically include verification of assets to be procured from

GPP proceeds. The modality finalized for Internal Audit is to hire a Chartered Accountancy firm

that will extend internal audit services to projects funded under MDTF. In order to avoid conflict of

interest and to ensure adequate transparency standards; the internal audit firm shall have its annual

plan approved from the Steering Committee and after review of prevalent systems, submit its report

to the Committee. In addition to review of systems; the Internal Audit firm will also make

recommendations on strengthening of internal controls, simultaneously coaching FM staff.

10.5 Disbursement Arrangements

For Disbursements under categories 1, 2, 3, and 4, three segregated Designated Accounts

(DAs) in US Dollars will be established at the National Bank of Pakistan for receipt of funds

from the Bank. The DAs will be operated (one each) by FD, P&DD, and OSU in accordance with

provisions of “Revised Accounting Procedure for Revolving Fund Account (Foreign Aid

Assignment Account)” dated August 2, 2013; issued by the Finance Division. Disbursements will

be report-based where advance equivalent to six months forecast will be provided to DA and

subsequent quarterly Interim Financial Reports (IFRs) will be the basis of documentation of

expenditures. Subsequent IFRs will also provide forecast for the following six months, on the basis

of which amount of funds to be disbursed will be determined. Further details regarding

disbursements are provided in Disbursement Letter. The National Bank of Pakistan shall provide

bank statement reflecting both USD and Pak Rupee transactions and balances (Refer to FMM for

steps in opening of Assignment Account).

Retroactive Financing of US$2 million is allowed from January 1st, 2016 until the date of

signing of the financing agreement. Retroactive financing for procurable items is only allowed if

items are procured in accordance with applicable Bank procurement guidelines/procedures.

For project activities implemented by Line Departments (LDs), the OSU will transfer funds

from its DA to LD-maintained SGAs. These transfers will be equivalent to 90 days’ forecasted

expenditure. The SGA will be operated and maintained in accordance with guidelines stipulated in

FMM which is acceptable to the Bank.

To facilitate the FM team in referring to the relevant legal and financial covenants, besides Grant

related documents like Project Agreement, the Grant agreement, the Emergency Project Paper and



minutes of the negotiations, the following documents shall be available at the OSU to facilitate

efficient FM functioning:

Key documents

Gover

nm

ent

of

Pak

ista

n Accounting Policies and Procedure Manual http://www.agpr.gov.pk/APPM.pdf

Revised Accounting Procedure for Revolving Fund (Foreign Aid Assignment) Account

Rules dated August 2, 2013, available at http://www.finance.gov.pk/circulars.html

General Financial Rules (GFRs) Volume I & II

Guidelines on Budgeting, In case of Medium Term Budgeting

http://www.mtbfpakistan.gov.pk

Guidelines on Project Management, Planning Commission, available at

http://www.pc.gov.pk/Guidelines%20for%20Project%20Management.pdf

Procurement Rules http://www.ppra.org.pk

Treasury Rules Volume I and II

Project PC I

Worl

d

Ban

k

World Bank: Disbursement Handbook, available at

http://siteresources.worldbank.org/PROJECTS/Resources/Disbursement-Handbook.pdf

World Bank Procurement Policies, Procedures and Guidelines, available at

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,con

tentMDK:20060840~pagePK:84269~piPK:60001558~theSitePK:84266,00.html

Project Appraisal Document (PAD)- Governance & Policy Project (GPP)

10.6 Financial Planning

The financial planning for project will start with finalization of Procurement Plan. The Procurement

Plan for initial 24 months of the Project effectiveness is submitted to the World Bank for its review

and approval which, however, can be amended as Project implementation progresses. For the first

disbursement into FD, P&DD and OSU Designated Accounts, the Interim Financial Report related

to cash forecast (Refer to Financial Management Manual) provides for first two quarters cash

projections only. While from the operations perspective, preparing an Annual Financial Plan will

facilitate in a more robust work planning and allowing a relatively long term perspective to plan for

fund management. The finance team should ensure during the planning (forecasting) stage that:

Items that might be categorized as ineligible are not included in cash forecasts. Non

compliance of which may result in withholding of funds by the Bank;

Cash forecast statement is prepared according to Components and Categories of expenditure

defined in the Grant Agreement;

Project Concept Notes take into account the limit of fund allocation prescribed in Grant

Agreement for Component I, Component 2 and Component III.

10.7 Accessing Grant Funds from the Bank

The procedure for accessing MDTF Grant is governed by World Bank’s Rules based principle

which primarily promotes submission of Withdrawal Application on Bank’s format supported by

Interim Unaudited Financial Reports (also on stipulated format) for disbursement of funds to

Project’s Designated Assignment Accounts. Once funds are disbursed by the Bank, each subsequent

Withdrawal by the Bank to the DAs will be done upon approval of the IFRs and documentation of

prior advances in Client Connection system of the Bank. In addition to the Interim Unaudited

Financial Reports, it is mandatory for the Project to submit Annual Audited Financial Statements

http://www.agpr.gov.pk/APPM.pdf

http://www.finance.gov.pk/circulars.html

http://www.mtbfpakistan.gov.pk/

http://www.pc.gov.pk/Guidelines%20for%20Project%20Management.pdf

http://www.ppra.org.pk/

http://siteresources.worldbank.org/PROJECTS/Resources/Disbursement-Handbook.pdf

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,contentMDK:20060840~pagePK:84269~piPK:60001558~theSitePK:84266,00.html

http://web.worldbank.org/WBSITE/EXTERNAL/PROJECTS/PROCUREMENT/0,,contentMDK:20060840~pagePK:84269~piPK:60001558~theSitePK:84266,00.html



together with Auditor’s Report thereon. The following illustration explains the steps involved in

accessing Grant funds from the Bank:

Steps in Accessing MDTF Grant Funds for GPP

10.8 Expenditure Management and Controls

Once the Grant funds are made available to the FD, P&DD and OSU it can start executing project

related activities within their components, however, the expenditure management and controls have

to be in-line with stipulated rules and procedures of GoP.

“The Canons of financial propriety imply that authorizing of

payment based on supporting evidence of expenditure does

not discharge the authorizing officer of his obligation

towards exercising due diligence.”

Canons of Financial Propriety

(GFR 10)

While incurring expenditure every

public officer is expected to exercise the

same vigilance in respect of expenditure

incurred from public moneys as a

person of ordinary prudence would

exercise in respect of expenditure of his

own money.

Step 1: OSU submits consolidated Withdrawal

Applications for Advance Payment to World Bank

supported by consolidated Interim Unaudited

Financial Report (IFR)

Step 3: FD, P&DD & OSU spend advance

amount, request for further advance by submitting

2nd

Withdrawal Application for replenishment of

Accounts at NBP. This step will be repeated till

submission of last Withdrawal Application

Step 2: WB reviews

Withdrawal Application

and IFRs and authorizes

remittance of approved

advance amount to FD,

P&DD & OSU DAs

through State Bank of

Pakistan

OSU & Finance

Assignment Account

FD

P&DD

&

OSU

In addition, OSU shall submit to World Bank, on

annual basis, by December 31 of each year, the

Annual Audited Financial Statements prepared on

Cash Basis IPSAS format



Prior to incurring expenditure, the project staff has to ensure besides other applicable compliance

provisions that the following covenants are complied with:

i. There must be sanction of an authority competent to sanction expenditure, and

ii. There must be an appropriation of funds for the purpose.

The prerequisites for project spending are explained in detail in Chapter 3 of the Financial

Management Manual of GPP, however, following are key steps which the finance teams have to

follow for incurring expenditure:

STEP 1 Check Budget Availability

STEP 2 Obtain Sanction of Expenditure

STEP 3 Prepare Claim Voucher

STEP 4 Obtain Approval of Expenditure

STEP 5 Certify Payments

STEP 6 Obtain Payment Authorization

STEP 7 Issuance of Payments (through Cross Cheques)

STEP 8 Recording of Expenditure in Accounting Records

10.9 Authorized Signatories for operation of DAs of FD, P&DD and OSU

There are two types of authorized signatories:

1. The Principal Accounting Officer (PAOs) to the Grant Agreement nominated to sanction

Opening of Assignment Accounts at National Bank of Pakistan. For GPP, following are the

authorized signatories to operate Designated Assignment Accounts. The endorsement of the

mentioned officers will be required in each case for the authorized signatories to operate

Designated Accounts maintained at National Bank of Pakistan (NBP). In case of any change

(staff turnover) the authorized signatures shall have to be notified and replaced in NBP record

otherwise cheques will not be honored by the Bank. The Bank shall immediately be informed

after following due process through Economic Affairs Division (EAD).

OPERATIONAL SUPPORT

UNIT

P&D DEPARTMENT FINANCE DEPARTMENT

Coordinator OSU

P&D Department,

Civil Secretariat,

Government of Balochistan

Secretary (Planning) P&DD

and or delegation, including

to Governance Specialist/

Coordinator OSU

P&D Department, Civil

Secretariat, Government of

Balochistan

Secretary Finance and or

delegation to official of FD,

including GPP consultants

Finance Department, Civil

secretariat, Government of

Balochistan

2. The other set of authorized signatories are of those OSU staff that are nominated by Finance

or P&D Departments through the Economic Affairs Division and communicated to World

Bank (on a format attached with the Disbursement Letter) for accessing Grant funds from the

World Bank. In case of GPP, following officers have been authorized to sign and submit

Withdrawal Applications to the World Bank. In case the authorized officers’ do not place their

signatures or if unauthorized staff signs Withdrawal Applications, these will not be entertained



by the World Bank for release of funds. In the event of staff turnover, the replacement

signatures have to be endorsed by the concerned authorities (explained above) and submitted

to NBP and the WB as the case may be to ensure uninterrupted access and utilization of

finances:

OPERATIONAL SUPPORT

UNIT

P&D DEPARTMENT FINANCE DEPARTMENT

Coordinator OSU

P&D Department,

Civil Secretariat,


Governance Specialist

(GRSU)/ Coordinator (OSU);

if in case a single account has

been entrusted for withdrawal

of funds for both components

3 & 4)

P&D Department,


Coordinator (OSU) or

Additional Secretary Finance

Finance Department,


FM Specialist (OSU)

P&D Department,

Civil Secretariat,


Account Officer P&DD; FMS

OSU; if in case a single

account has been entrusted for

withdrawal of funds for both

components 3 & 4)

P&D Department,


Account Officer

Finance Department,


10.10 External Audit and Compliance

The Office of the Auditor General of Pakistan (AGP) will conduct annual audit of the project,

which is acceptable to the Bank. The Directorate General Audit (Balochistan), as representative of

AGP, will carry out audit of the project in accordance with the TORs that have been agreed between

the Bank and AGP. The audit will include physical verification of assets procured from the Grant

proceeds. For each financial year closing on June 30; acceptable audited financial statements will be

submitted to the Bank no later than December 31, i.e. within six months of the close of the financial

year. Auditors will visit and will have access to all records in respect of GPP at FD, P&DD and

OSU. The OSU will not be responsible for audit and audit observations of the FD and P&DD.

Auditors will issue three management letters, one each for FD, P&DD and OSU; with one

combined audit report.

Required Audit Reports

Audit Report Type Due Date

Project audited financial statements for financial year

ended June 30 each year

December 31 of each year

Non-compliance of the aforementioned covenants by the Project runs the following risks:

Type of noncompliance Possible Actions by the Bank

Failure to:

Maintain acceptable financial

management arrangements;

Submit interim financial reports;

Normally refuse to extend the closing date

of the affected loan;

Normally delay negotiations and/or Board

presentation of any new loans benefiting



Submit audited financial statements by

due date or considered unacceptable

(ineligible expenditures, unreliable

financial statements, deficiencies in

internal controls, unacceptable scope or

findings)

the noncompliant entity.

For exceptions refer to the Bank Procedures

‘Acceptable’ audited financial statements

over due by 4 months;

All of the above plus:

Normally withhold further advances of

amounts of the loan;

Normally discontinue disbursements based

on summary statements of expenditures or

interim financial reports.

‘Acceptable’ audited financial statements

over due by 9 months OR;

Evidence of major deficiencies in internal

controls; OR

Funds not used for eligible purposes.

All of the above plus:

May suspend disbursements on affected

loan in accordance with the Bank’s

Operational Policies Suspension of

Disbursements.

Preparing for External Audit

The Finance teams of FD, P&DD and the OSU shall prepare Annual Financial Statements (AFS) on

yearly basis and as explained above and ensure its submission to the World Bank in compliance

with the Grant Agreement. The underlying records of FD, P&DD and OSU units will be audited by

Directorate General of Provincial Audit.

The Finance teams at each unit shall ensure timely preparation of AFS, which are the yearly

‘audited financial’ disclosures of the project. Financial Management Manual (FMM) provides

guidelines on how to prepare AFS, however, summarily to introduce the concept of AFS to the user,

the key differences between the IUFRs and AFS are (1) periodicity; (2) format i.e. the AFS are

based on Cash Basis IPSAS while IUFRs are mutually negotiated templates and (3) the IUFRs are

unaudited while the AFS requires auditing. (In case of MDTF Grants, the accounts are audited by

the office of the Auditor General of Pakistan, Provincial Audit). The Annual Financial Statements

shall comply with Cash Basis IPSAS standards (Financial Reporting under the cash basis

accounting).

Following is the list of mandatory Annual Financial Statements (AFS) to be prepared by the Project:

Statement of Cash Receipts and Payments;

Statement of Comparison of Budget and Actual Amounts; and

Notes to financial statements;

Important: Notes to financial statements form an essential and integral part of the financial

statements.

In addition, submission of the following reports will further improve the financial disclosures:

Statement of Designated Account Activity for the year (along with details of cheques in

collection/realization at the date of preparation of Annual DAs statement);

Schedule of Annual Withdrawal Applications submitted to the World Bank;

Statement of Physical Assets duly reconciled with NAM account codes for assets.



The Finance Team of each unit will approach the respective Directorate of Audit during the

month of March each year for inclusion of audits of Components in the audit plan of the

Directorates of Audit. This step will ensure that FD, P&DD and OSU DAs are audited in a

timely fashion and the financial statements are submitted to the World Bank duly audited by the

31 December, of each year;

Immediately after close of fiscal year (30th

June), the finance teams shall obtain formats for AFS

(download from the IPSAS website or approach the Bank for a specimen);

The Finance team of FD, P&DD and OSU shall remain in contact with respective Directorate of

Audit to ensure that the accounts are finalized and annual financial statements on the stipulated

format are prepared prior to initiation of audit to avoid delays;

To ensure smooth audit operations, at the close of fiscal year (30 June) the finance teams shall:

Finalize its books of accounts/registers;

Conduct reconciliation with NBP and Accounts Office (Provincial AG Office Balochistan);

Get the documentary evidence for expenditure sorted;

Obtain if needed necessary approvals from the Steering committee;

Reconcile physical assets with assets register/record.

After completion of external audit, the finance teams may coordinate with respective DG Audit and

the administrative departments for receipt of audited reports (Audit Inspection reports or printed

audited reports) AIRs. In case of AIRs, the finance teams shall take immediate steps and report to

the Coordinator OSU for onward coordination with the Directorate of Audit regarding audit

compliance. In case of printed audit observations, the Coordinator shall coordinate with the

respective Administrative Department for timely convening of Departmental Accounts Committee

for compliance of audit observations. All record including minutes of DAC meetings, supporting

evidences as require by the Audit Office may be copied and stored at respective departments. This

is to ensure compliance with the legal covenant agreed with the World Bank to appropriately and

adequately maintain the financial record which upon project closure, shall be handed over to the

Administrative Department i.e. P&D Department.

OPERATIONS MANUAL Section: MONITORING AND EVALUATION (M&E)


XI. MONITORING AND EVALUATION (M&E)

11. Monitoring and Evaluation Framework

The overall responsibility for monitoring & evaluation of activities resides with OSU of the GPP,

which will be responsible for the overall implementation, supervision, and monitoring of the

project. The OSU will be staffed with an M&E Specialist who will have overall responsibility to

monitor and coordinate reporting of all activities being implemented through the GPP. It is

envisaged that the M&E Specialist can hire additional expertise as required including interns and

specialist technical assistance as needed.

11.1 M&E Reporting:

The GPP will use two main M&E tools for monitoring progress indicators and managing results

framework including; by proposing adjustments as needed: i) templates for data collection (such as

Quarterly Progress Reports); and ii) analytical frameworks to convert the data into evidence and

knowledge.

The rationale for developing a comprehensive Monitoring and Evaluation (M&E) regime at the

GPP is to:

Ensure that project activities are being effectively implemented (including quantity, quality,

and timeliness within the given budget);

Alert management in case of delays and facilitate addressing the lagging factors in a timely

manner;

Provide an assessment of how effectively the activities rolled out are contributing towards

achievements of the stated goal and purpose of each sub project and GPP as a whole;

Projects developed demonstrate judicious use of resources;

Ensure that the findings help in focusing on lessons learnt and experiences drawn that can be

used to adjust the program while sharing these lessons with the external stakeholders.

The staffing structure at OSU provides for M&E Specialist (supported by 2 to 3 interns) to conduct

periodic monitoring of project activities and facilitates annual third party evaluations. The M&E

specialist shall be assisted in data accumulation and compilation by the interns and s/he serves as

the eyes and ears of the management through provision of adequate feedback on each aspect of

project management namely:

Project’s physical activities: Offer analysis on how effectively the projects financed under

GPP are performing; provide comments on the quality of deliverables/ outputs; identification

of issues facing project implementation and how to address those so on and so forth;

Procurement: This is an area that has been identified as one of the key areas affecting the

performance of project implementation; therefore a timely feedback to management will

ensure timely remedial measures. Here the M&E Specialist shall offer analysis on the overall

performance of procurement related activities i.e. quality of Procurement Plan in terms of its

comparison with timely implementation of Procurement Plan; Transparency and

competitiveness in procurement process; effectiveness of complaint handling system; so on

and so forth;



Contract Administration: Once the procurement process is finalized; the next stage is effective

contract administration to ensure that the deliverables/outputs are achieved on time and

quality is ensured. Here acknowledging the vastness of reforms, it may not be possible for the

M&E Specialist to offer his/her analysis on all deliverables, therefore the OSU may engage a

panel of experts on retainer-ship basis to offer advice on the quality of deliverables. For

instance, if the project plans to undertake a survey, the survey design is the core instrument

that can ensure the right questions are answered during the survey. However, developing a

design tool is a highly specialized field and may not be possible for the M&E specialist to

offer substantive feedback, therefore engaging an expert from the academia as resource person

(one option of payment could be honorarium) will add value to the intervention planned.

Fund Management: The M&E reports shall also comment on the financial performance of the

project, in terms of status of availability of funds, status of funds released to actual

expenditure and commenting on performance to relative period.

In order to deliver on the aforementioned mandate, the following templates are suggested to be used

by M&E specialist. These templates are indicative and can be modified however, the customization

shall ensure greater disclosures than what is offered in these templates.

Data Collection: will be carried out at three levels:

- First, baseline surveys will be conducted at the start of project implementation to capture a

snapshot of the conditions that exist prior to the initiation of project activities;

- Second, data collection for the project’s results indicators will continue on a regular basis to

track project performance and identify implementation bottlenecks.

- Third, there are other surveys, particularly those that collect perception data which may be

conducted before project implementation starts (and therefore combined with the baseline

survey), at mid-term of project implementation and at the end of the project. Collecting

perception data at mid-term is especially important to ensure that project beneficiaries

perceive that the targeted results are on track.

Data Utilization: A key aspect of M&E is to appropriately and efficiently utilize data that is

gathered. It is therefore, very important to consider the analytical frameworks that will be used to

utilize data. As mentioned above, the aim of utilizing data is to create information, which in turn,

generates evidence and knowledge. Types of analytical frameworks vary with the type of data that

is being collected. For example, matrices are preferred if the objective is to report quantitative

achievements (e.g. enrolment rates). However, to capture qualitative depth, it is preferable to

compile narrative reports. While quantitative matrices are more frequently compiled, narrative

reports are infrequent and compiled only at key stages of project implementation (e.g. mid-term).

Figure 3.2 provides a summary of the data cycle.

11.2 Project and Contract Monitoring

Governance and Policy interventions offer a broad spectrum of activities with ingrained

complexities necessitates a close watch to ensure achievement of objectives. With GPP attracting

more resources, the project monitoring will become more complex therefore a comprehensive and

an elaborate Monitoring Tool is required to offer feedback on the status of project activities. Since

the project activities are interlinked with Contracts’ deliverables therefore the following template



provided below has been developed to assist in tracking both Project physical activities as well as of

the Contractors and or Consultants.

Deciding on the periodicity of reporting is a vital decision. The template suggests monthly reporting

for a number of reasons: Owing to the complexities in governance interventions and the duration of

projects. For instance the ‘sub projects’ duration on an average is less than a year and in some cases

the sub projects duration could be six months also. Therefore in such cases quarterly reporting could

delay taking corrective measures, if needed. Also reporting framework needs uniformity and it is

not advisable to have different periodic cycles. Finally monthly reporting shall ensure close and

continuous monitoring that will benefit the OSU to timely deliver on its mandate.

The proposed template starts with general information about the project and contract primarily

describing the particulars of the contract and project. The table describes the activities of the

projects, the dates these were planned for and the actual delivery. The former can be obtained from

the implementation schedule of CN and the Procurement Plan, while the actual delivery dates can

be obtained from the date of approval of the deliverable/output. The report shall be monthly

submitted to OSU Coordinator carrying remarks identifying issues and solutions.

These monthly reports on each project/contract along with other reports on procurement monitoring

and financial management will be converted into Quarterly Progress report as per defined template

provided, reflecting the progress of OSU. The report shall be submitted to the Project Steering

Committee, Secretary of the Administrative Department, the Additional Chief Secretary and the

World Bank.



1 Project/PCN No

2 Title of Project

3 Location

4 Approved Cost of Project:

5 Beneficiary Department 6 Procurement Start Date

7 Consulting Services Start Date

8 Consulting Firm/Individual

9 Physical Progress

From To Days From To Days

i Inception Report ii TNA Report, iii Module Development iv Pre-testing * v Revision/finalization vi Printing of Training Material vii Training Workshops . viii End of Project Report

10 Issues:

11 Recommendations:

Prepared By: _________________________________________ Name, Designation

No. Duration (Planned) Key Activities /Deliverables*

Remarks Duration (Actual)

Consulting Services Completion Date

Name Cost of Contract

Procurement completion date

Implementation Period:

Monthly Progress Report of Projects and Contracts

Note: The activities suggested in the table are indicative



11.3 Fiscal Monitoring

M&E specialist shall facilitate fiscal monitoring by ensuring that the information requested in table

below is completed by Financial Management Specialist and submitted through OSU Coordinator.

A summary status of budgetary allocation, fund released, committed and disbursed is provided,

which is an indicative specimen and can be altered to facilitate additional financial disclosures,

however, the minimum benchmarks indicated in this table shall remain. The template also provides

an analysis in percentage terms where performance of each key area can be measured. This details

can be used to assess the overall performance of GPP in terms of expenditure pattern in comparison

with MDTF Grant released by the Bank; it also depicts the performance of project governing body

i.e. the R&DC with regard to how efficiently have the projects been approved for implementation

while it further details how efficient the procurement process has been. Under performing areas in

fiscal term, alerting the GPP Management to weak areas.

Table 10: Status of Fund Management

Fiscal

Year

Rs in Million %

All

oca

tion a

s per

PC

I

for

the

Yea

r --

Budget

All

oca

ted f

or

the

Yea

r --

-

MD

TF

Gra

nt

Dis

burs

ed b

y t

he

Ban

k

duri

ng t

he

Yea

r

Cum

ula

tive

MD

TF

Gra

nt

dis

burs

ed

Tota

l F

unds

Com

mit

ted (

Cost

of

Pro

ject

s ap

pro

ved

by

R&

DC

) T

ota

l F

und C

ontr

acte

d

(Tota

l A

mount

of

contr

acts

sig

ned

)

Tota

l E

xpen

dit

ure

duri

ng t

he

yea

r

Cum

ula

tive

Expen

dit

ure

cu

mula

tive

exp t

o

cum

ula

tive

dis

bu

rsem

ent(

Vii

i/iv

×

100)

Cum

ula

tive

Exp t

o

Funds

com

mit

ted

Vii

i/v ×

100

Cum

ula

tive

Exp t

o

funds

contr

acte

d

Vii

i/vi

× 1

00

I II III IV V VI VII VIII IX X XI

2016-17 % % %

2017-18 % % %

2018-19 % % %

2019-20 % % %

Total

11.4 Procurement Monitoring

Procurement monitoring will be carried out by M&E Specialist with input provided by the

Procurement Specialist. Depending on procurement method adopted, the following proposed

monitoring sheet will assist GPP management in effective monitoring and timely procurement of

services from consulting firms. The templates (Firms, Individual Consultants and Goods) provide

information on key steps of procurement process on such procurements starting from the date No

Objection Letter (NOL) is received from World Bank followed by the date, Expression of Interest

(EOI) is sought through publication till the contract is signed and the firms are intimated of rolling

out project related activities. Steps that may not be applicable due to difference in procurement

method or due to prior review thresholds will be left blank. The remarks column will indicate

causes for delays if any.



Procurement Tracking Sheet (Firms)

Activity

/

Project

Date of

approv

al of

TORs

Date of

receipt

of NOL

on

TORs

Date

of

EOI

Date

of

Short

listing

Date of

Technical

Evaluation

Financial

Evaluation

Date

Contrac

t Signed

Date of

Notice

to

Proceed

Remarks

Procurement Tracking Sheet (Individual Consultant Selection)

Activity/

Project

Date of

approval

of TORs

Date of

receipt of

NOL on

TORs

Date of

EOI

Date of

Short

listing

Date

Contract

Signed

Date of

Notice to

Proceed

Remarks

Procurement Tracking Sheet (Goods)

Activity/

Project

Date of

preparation

of bidding

docs/RFQ

Date of No

Objection

where

applicable

Date of

EOI

Date of

Evaluation

Date of

receipt of

NOC on

contract,

where

applicable

Date

contract

signed

Remarks

The tracking sheets are based on the steps indicated in the Procurement guidelines. Key steps have

been identified to be included in the tracking sheet to provide the status of procurement to the

management of the project at a glance. These templates are designed to ensure deeper management

controls over the project’s key activities. The Procurement Specialist will assist in providing

necessary data for populating in the templates and shall be submitted to OSU Coordinator on

Monthly basis.

11.5 Quarterly Progress Report

Quarterly Progress report detailing activities undertaken in GPP shall be prepared by M&E

Specialist. The format for the report provided above shall primarily include compilation of

information on project activities in a summarized manner. The M&E Specialist in addition to

receiving inputs from relevant sector specialists shall provide analytical observations with regard to

project implementation for the quarter the report is prepared. Progress Report covering key aspects

of project (planning, implementation, staffing, contract, fiscal, procurement and risks managements)

based on the templates shall be submitted through the OSU Coordinator on quarterly basis for

onward submission to the Bank, the Steering Committee and the Administrative Departments.

OPERATIONS MANUAL Section: COMMUNICATION STRATEGY


XII. COMMUNICATION STRATEGY

12 Context

Governance and Policy Reforms initiatives implemented through provision of Technical

Assistance by the GPP demand an effective communications strategy to reach out to key

stakeholders. Participation is the underlying theme for Governance and Policy Project (GPP)

interventions, necessitating orientation of the eligible departments and bodies on the kind of

support being offered by GPP. Once the departments/ directorates are sensitized about GPP,

their interest can be articulated in a demand driven approach. The number and range of

stakeholders who need to be informed about GPP is large and diverse, with varying levels of

education, responsibilities and acuity. In addition educating other stakeholders have to be

educated on the role and contributions of GPP which require a comprehensive communications

strategy employing different mediums- media (print and electronic), newsletters and workshops

to ensure reaching out to all stakeholders.

The Communication Strategy may take into account the following:

Preparation and dissemination of information brochure introducing GPP;

Preparation and dissemination quarterly newsletters highlighting GPP activities and

achievements;

Conducting series of orientation workshops;

Conducting series of press releases for the media to explain GPP and update them on its

activities;

Utilization of electronic media (FM Radio, media houses, cable etc.) for broadcasting

contributions of GPP. This could take the form of sporadic one-two minutes messages or a

documentary explaining the reforms introduced under former GSP and current GPP.

For GPP following are the key stakeholders:

Government including its line departments, directorates autonomous bodies/ authorities

and agencies;

Elected representatives;

Youth, Civil Society Organizations and public at large

Development Partners.

12.1 Rationale and Approach in reaching out to key Stakeholders

Rationale: Communications is an integral part of the Governance and Policy reforms/ operations. Citizens’

confidence in government is best achieved when governments provide information to citizens

about public policy and programs and when citizens have available forums through which they

can consult with government officials, raise issues of concern and which provide avenues for

peaceful dispute/grievance resolution.

To fulfill the state-citizen trust and policy reforms initiatives interventions by the Project, in

light of BDNA, it is important that a strategic communication strategy to be developed in a way

that supports the evolution of communication processes that sees the establishment, over time, of

a compact between the State and its citizens. That compact needs to be based on principles of

transparency, vertical accountability and trust.



The Operational Support Units shall hire a full time Strategic Communications Specialist to

develop and implement a robust communications strategy. Given that effective communications

with the citizens and beneficiaries will be important to the success of GPP, the Strategic

Communication Specialist from the Bank task team will help OSU to undertake proactive

communications on project activities, and to facilitate consultations with project stakeholders.

The main goal of this support will be to help increase transparency on project activities and

facilitate the engagement of stakeholders and beneficiaries in providing feedback on and/or

participating in project activities.

Approach: The Communications Strategy shall be aligned with Project Development Objective, outputs and

activities and implemented as per following approaches:

Strategic Communication Strategy shall be developed based on GPP approved

Communication Plan (using all modes of communication including social media);

Implementation of the Strategy shall be draw down to CNs level and an Action Plan

devised with adequate budgeting towards communication, visibility and Action Plan

being properly triggered;

Elaboration of Action Plan with details on goods and services needed to be reviewed;

The Strategy should have monitoring tools towards its implementation of activities with

flexibility to review and adjust such activities as and when deemed necessary.

12.2 Internal government line departments, directorates, autonomous bodies/ authorities

and agencies

Rationale: The program relies on close cooperation with government departments, directorates,

autonomous bodies/ authorities and agencies. In some cases the program may even seek to

stimulate changes to institutional culture by infusing attitudinal change towards the business

processes. In order to limit resistance to change and to encourage inter-departmental

collaboration, it is critical that government departments and agencies are involved in the GPP

processes and are informed of progress from time to time.

A clear strategy for soliciting, responding to and implementing requests for technical assistance

will need to be developed in order to ensure efficiency and transparency and participation of the

stakeholders. This strategy will need to be clearly and regularly communicated internally within

the governments. This strategy may include a mechanism for managing feedback and grievances

arising internally related to the GPP.

Approach: In Round II, the approach to be used by OSU includes two-way communications through

corporate communications and Strategic Mass Communications.

The primary responsibility for engaging with and ensuring that internal government

stakeholders, donors, MDTF Secretariat, World Bank, kept informed, will primarily lie with the

OSU Strategic Communications Specialist. GPP will be ‘kicked-off’ with orientation workshops

to explain the programs/projects, share the transparent and objective selection criteria and seek

feedback from government line departments. After the orientation workshops progress of the

three streams will be communicated through existing mechanisms, such as the Steering

Committees, periodic meetings with the government and monthly newsletters to the line

departments as well as the development partners. Individual workshops will be held to explain



the processes of each Component. In house workshops shall be held to communicate the results

generated by the project, e.g. results of diagnostic and consultative work.

12.3 Approaches for Corporate Communications

Key Line Departments, Projects and Streams will disseminate mandated information to its

beneficiaries through the execution of corporate strategy and the development of messages for a

variety of purposes for inside and outside the departments, organizations, projects.

The line departments/projects/3 streams’ projects will implement communication strategy,

media relations, crisis communications, internal communications, reputation management,

government affairs. The OSU will support the corporate communications under global best

practices or MDTF Communication Strategy. The procurements needs, outsourcing and

technical support will be provided from GPP following the principle “through the country

system”.

All the key sectors will be made technologically and digitally advanced, with the concept to

make ensure the data and information available at the heart of more everyday activities. All

Departments will share information must share information wisely and protect it with vigilance,

in the interests of all beneficiaries, all of the time.

12.4 Approaches for Strategic Mass Communications

Information governance will remains a significant priority in the MDTF Round II with

centralized information collection and dissemination is required for addressing priorities set

under Integrated Development Strategy (IDS) including BDNA. This should include

communication of commitment and values, planning of the approach, level and timing of the

communication of the BDNA themes (such as mechanisms for greater participation), the

sequencing of interventions, as well as develop targeted messages for specific audiences on local

priorities and alternative approaches.

The communications approach will be driven by the needs of people, that it facilitates citizens in

the use of information, and that it opens the activities of government to public scrutiny. Strategic

Communication Strategy will be used as a part of technical guideline. In this regard the

following points should be made:

Development Communication will be adopted.

Universal Access: Popularizing the use of Information and Communication Technologies

(ICTs)

OPERATIONS MANUAL Section: PROJECT REPORTING CHANNELS


XIII. PROJECT REPORTING CHANNELS

13 Project Reporting Framework

The GPP will have internal and external reporting channels as illustration below which details

the reporting framework at a glance mainly classifying the periodicity of submission of reports:

The in house reports shall be on monthly basis allowing the management deeper

oversight over project operations as further detailed in proceeding table, identifying

periodicity of submission of reports to the Project Steering Committee and

Administrative Departments;

World Bank requirements are quarterly submission of IUFRs and Annual Financial

Statements, duly audited by Auditor General Pakistan (Provincial Audit);

While periodicity of submission of reports to the Government differs with the Office of

Government asking for information and the nature of information needed.

In house

External

•Project and Contract

•Procurement Tracking Reports

•Fund M anagement Report

•Annual Work Plan

•Annual Procurement Plan

Government

P&D; EAD and AGPR/AG

World Bank

•IUFRs; AFS; Procurement

Plan and Quarterly Activity

Report

13.1 Types and Periodicity of Reports

Periodicity Reports to be prepared by the Project To be Submitted to

Internal Reports

Monthly Project and Contract Monitoring

Report{Refer to Section VI-of Operations

Manual (OM)}

OSU Coordinator/Governance

Specialist

Monthly Procurement Monitoring (Refer to Section

VI-OM)

OSU Coordinator/Secretary

Planning

Monthly Fiscal Monitoring (Refer to Section VI- OM) OSU Coordinator/ Governance

Specialist / Secretary Planning

Quarterly Activity/Progress Report (Refer to Section

VI- OM)


Planning, Project Steering

Committee, ACS, AD, WB,

Bi Annual Internal Audit (IA) Reports (to be submitted

by IA firm)

OSU Coordinator/DG PCNA

Project Steering Committee



Annual Financial Plan (Refer to Section III - OM) OSU Coordinator/Secretary

Planning, Project Steering

Committee

Annual Annual Work Plan (Refer to Section III-

OM)

OSU Coordinator/ Governance

Specialist / Secretary Planning

Project Steering Committee and

World Bank

Annual Internal Audit Work Plan (to be submitted by

IA firm)


Planning Project Steering

Committee

Annual Annual Procurement Plan (Refer to Section

IV - OM)

OSU and World Bank

External Reports

Daily Schedule of Foreign Aid Assignment Cheques (Refer

to FMM, Annex VIII)

AGPR/AG

Monthly Schedule of Foreign Aid Assignment Cheques (Refer

to FMM)

AGPR/AG

Monthly Statement of Receipts and Payments (According to

CoA)

AGPR/AG

Monthly Cash Flow Statement (Refer to APPM)

http://www.cga.gov.pk/downloads.html

AGPR/AG

Monthly Expenditure reconciliation report (Refer to FMM-

Annex V)

AGPR/AG

Monthly PC III for monthly progress report

http://www.pc.gov.pk/downloads.html

P&D

Quarterly Interim unaudited Financial Reports (Refer to FMM,

Section II)

World Bank

Quarterly Project Progress report (Refer to OM, Annex 5) PSC and WB

Annual Annual audited financial statements (Refer to FMM,

Section III)

World Bank

Annual with

quarterly

review

Cash and Work Plan


Both R & DCs

Annual Disbursement Estimates (Budget and Revised) on

Project Aid

EAD

Annual Annual Financial Statements and Notes to the

Accounts (Refer to FMM)

AGPR/AG

Upon

Completion of

Project

PC IV http://www.pc.gov.pk/downloads.html P&D

AD= Administrative Department. ACS= Additional Chief Secretary.. AGPR= Accountant General

Pakistan revenues. AG = Accountant General. EAD = Economic Affairs Division. P&D Planning

and Development Department/Directorate

13.2 Client Connection - the Bank’s web portal for ease of business

What is Client Connection (CC): Client Connection (CC) is the World Bank’s secured web

portal designed to facilitate and expedite work processes between the Bank and the recipient

country’s entities. It offers the project implementation entities:

E-access to facilitate funds disbursement;

Provides information related to borrowing activities (payment advices, disbursement status

& so on);

Templates of forms and Grant/Loan related documents (Legal Agreements and project

documents);

The Bank’s analytic work on the recipient country;

http://www.cga.gov.pk/downloads.html






Allows submission of withdrawal applications online reducing paper work and time;

Track Withdrawal Application status;

Details of procurement transactions;

Current and Historic currency exchange rates;

Online help for OSU;

Registering on Client Connection: Prior to registering on client connection, the OSU staff has

to be authorized to be registered on the CC. In case of GPP the authorized signatories for the

OSU already conveyed by the EAD to the World Bank can be registered on client connection.

The users once identified have to register on the CC. Steps for registering on CC are available

in Attachment 3 of the Disbursement Letter of GPP, or can be obtained in Annex C of the

Disbursement Hand Book (2006), or access the World Bank country office (in this case

Islamabad).

Summarily, once the authorized signatories are notified, they can log on to

http://clientconnection.worldbank.org and click on the ‘Request registration information’ for

registration forms. Owing to the sensitivity involved the users (authorized officers) are issued

unique identity to identify with a particular Account and are issued passwords which cannot be

disclosed to anyone. Once the registration takes place on CC, the users can log on the client

connection website and click on the ‘Account Management’ to update information about the

GPP staff. On the Client Connection website, the user (authorized officer of GPP) referred to as

Liaison Officer. The user can click on help option, and then click the ‘liaison officer guide’ for

detailed instructions on how to use the client connection.

Benefits of CC and how to use it: Client Connection is a simplified way of doing business with

the Bank, providing GPP with instant access to Grant relevant information, expedites the work

processes, raises alerts on critical areas (upcoming Project Closure dates, delays in submission

of AFS and so on) and is an effective tool for ISU management to review its financial

performance and take remedial measures in a timely manner. Following are the steps described

in Disbursement Handbook (2006) on how to use the Client Connection, customized to GPP.

To access information about the Grant, from the opening screen here are two ways of accessing

information on the Grant. On “My Portfolio” page, select the Grant from an already uploaded

list or, in the “Select” box, enter the “Financier” and “Loan” fields and click “Go.”

Either method will take you to the “Loan Overview” page for your loan, which provides key

summary information on the loan, including financial data and important dates. Click on the tabs

available on this page to obtain the following information:

Status of Withdrawal Applications: Click on the “Applications” sub tab under the

“Disbursements” tab then click on the “Borrower Reference Number” for an individual

application to view the following transaction details:

Payment type (direct payment, advance, etc.);

Amount requested by the borrower;

Amount deducted by the Bank (if any);

Amount approved by the Bank;

Amount paid by the Bank;

Date the Bank’s Loan Department received the application for withdrawal;

Date the Loan Department approved the application for withdrawal;

Value date of the payment transaction;

Name of the beneficiary, the bank receiving payment, and the bank account number;

http://clientconnection.worldbank.org/



Copy of the payment advice sent to the borrower when the payment was executed.

If the Bank reduced the requested amount or returned the application for withdrawal

unpaid, the reason for the reduction or return is explained at the bottom of the transaction

details box.

Status of expenditure categories: Click on the “Category Schedule” sub tab under the

“Disbursements” tab. The category description, allocated amounts, and disbursed and

undisbursed amounts are displayed.

Status of contracts subject to the Bank’s prior review: Click on the “Contracts” sub tab under

“Disbursements” tab. The contract amount, the signing date, and name of supplier are shown.

Monthly disbursement summary: Click on the “Monthly Disbursement Summary” subtab

under the “Disbursements” tab.

Alerts: Client Connection provides alerts to help borrowers manage their loans. Alerts appear

on the “My Portfolio” page and on the “Loan Overview” page for each loan. These alerts notify

the borrower of the following events:

Approaching closing dates,

Approaching disbursement deadline dates,

Suspension of disbursement,

Excess amounts in designated accounts

Further details can be obtained by submitting a query on the CC or contacting the World Bank

Country Office.

OPERATIONS MANUAL Section: TRAVELLING POLICY & REPORTING


XIV. TRAVELLING POLICY & REPORTING

14 Background and Applicability

The purpose of this section is to establish policies and procedures for all travels in association

with implementation of GPP activities and related travel expenses for OSU/GRSU and

associated officials/officials for the project purpose. These official business trips might include

local, national/domestic and or under exceptional circumstances, international. Project staff

and government officials traveling on project field visits are entitled to transportation, hotel

accommodations, and daily allowance, as needed, which meet reasonable and adequate

standards for convenience, safety, and comfort. Staff and officials are however expected to use

discretion and good judgment regarding expenses charged to project fund. These policies will

be in consistently adhered to rules and norms of the Government irrespective of the funding

source. It is the responsibility of all project staff to comply with such policies and procedures

as envisaged herein. It is responsibility of the Project Coordinator to ensure that these policies

and procedures are implemented.

The policy applies to all the project staff and simultaneously to all other government officers

who travel for GPP activities. All official project travels shall be properly authorized, reported

and reimbursed however under no circumstances expense of personal travel be charged to the

project.

Any personal expenses incurred during, before, or after official field visits are the responsibility

of the employee. If the employee wishes to take a side trip before or after the official project

field visit, any expenses associated with such trips shall be borne by the employee.

Any additional costs associated with an employee’s traveling companion (i.e. spouse, Children

and family members etc.) cannot be claimed and or charged to the project which however shall

be the responsibility of the employee for paying their individual expenses.

For the purpose of travelling related costs; Coordinator OSU will be treated as BPS-20; OSU &

GRSU Consultants shall be categorized in BPS-19 whereas OSU officers shall be considered as

BPS-18 for calculating their DSA claims.

14.1 Travel Procedure:

Approvals; Before commencement of any official travel, project staff and or officials from line

departments shall get approval through Travel Authorization Form (GPP-20) duly approved by

the competent authority and shall submit the same with OSU Coordinator and or authorized

Designated Accounts (DA) focal points. Following shall be the competent authority for approval

of Travel Authorization Form for different categories of employees:

- Project Coordinator and GRSU Specialists by Secretary Planning;

- All government officials by respective administrative heads; and

- Sector specialists and staff of OSU by Project Coordinator.

In cases of urgent nature where the competent authority is not available for travel authorization,

the next senior most official available may accord interim approval of the Travel Authorization

Form. As soon as the competent authority arrives, the Form shall be presented to him/her

retrospective approval.

Reservations; All reservations, including airline, hotel, car rental and others will be made by

Project Admin Officer based on approved Travel Authorization Form (GPP-20) for any prior to



reservations including e-reservations. If an individual makes their own reservations, Travel

Authorization Form must be obtained prior to the travel.

Travel Expenses; Travel expenses should be reimbursed based on the most economical,

efficient and commonly travelled route/mode of transportation consistent with authorized

purpose of visit.

Airline Travel; Where any air travel is used, reservations should be made as far in advance as

possible and the lowest airfare should be used. For international travel to be paid for with project

funds, the traveler must opt to use national flag carrier to the extent possible.

Automobile Travel; The project employees shall ordinarily use project vehicles for the field

visits. In case project vehicles are committed then they have the option to use:

Private Vehicle: Project employees with prior permission from project Coordinator may use

private/ personal vehicles for project field visits, if it is less expensive than renting a car,

taking a taxi or using alternate transportation or if it saves time;

Mileage Expenses: Whenever a private/ personal vehicle is used for travel, the project

employees and Consultants are entitled to mileage reimbursement. The standard mileage

reimbursement rate is Rs. 10 per kilometer in compliance with Government notified policies. It

takes into account all actual automobile expenses such as fuel and lubrication, repairs,

replacements tires, depreciation; insurance etc. Employees who claim this rate are not required

to substantiate the actual cost of operating the vehicle. Mileage shall ordinarily be computed

between the employees headquarter and destination stop. Expenses for travel between the

employees residence and headquarters shall not be allowed, however, mileage expenses may

be allowed between the traveler residence and destination if project field visit originates or

terminates before or after the employees working hours, or if travel originates or terminates

during a regular schedule day off. Proper logbook shall be maintained and signed for the

distance travelled by the employee for project activities.

Rental Cars: A vehicle may be rented which may be more advantageous to the project than

other means of commercial transportation, such as using a taxi. Proper agreement shall be

signed with the “rent a car firm” after obtaining competitive rates from the market. Advance

reservations should be made whenever possible and a compact or economy model requested.

Employees are expected to use rental agencies having contracts with the project. Proper

logbook shall be maintained and signed for the distance travelled by the employee for project

activities.

14.2 Subsistence Expenses:

Subsistence expenses incurred while on official travel consisting of charges for lodging, meals

and incidental expenses include tips and fees for services.

A. Daily Subsistence Allowance (DSA);

a. The project staff while on field visits is entitled to daily allowance for each day being away

from headquarters and it is intended to cover the ordinary subsistence expenses incurred by

the staff in consequence of such visit;

b. DSA may not be granted for the day when project employee doesn’t reach a point outside a

radius of 16 KMs from his/her headquarters and return to headquarter from a similar point;

c. The period of absence from headquarter will commence from the time of departure from



office or residence till the time of return to office or residence;

d. The DSA to staff shall only be allowed, where night stay is involved. On the day of

departure, the employee shall be eligible for full DSA. If the departure time is earlier than

2pm, otherwise 50% of DSA shall be paid. On the day of return to the duty station, the

employee shall be eligible for full, if the arrival time is later than 2pm, otherwise 50% of

DSA shall be paid;

e. For a day trip, the employee shall be entitled to 75% of DSA, only when the total travel

exceeds 8 hours.

B. Lodging:

a. Project staff and government officers may stay in government guest houses, public sector

corporation rest houses and hotels. Each employee should use their best judgment and

selecting a location and hotel to stay, recognizing their health and safety of paramount

importance;

b. If the employee needs to change or cancel the reservation, it is the employee’s

responsibility to cancel the reservation in sufficient time to avoid the cancellation charges

for guaranteed late arrival by calling the hotel directly;

c. The project will not reimburse any charges by the hotel for a “No Show” due to employee’s

failure to comply with this requirement unless there are extenuating circumstances and has

an appropriate project perusal.

The Steering Committee has proposed the following rates for national travels in cities

categorized for special rates including specified stations for special rates notified from time to

time are Islamabad, Karachi, Lahore, Peshawar and Rawalpindi. A project employees on tour to

Tehsil Hub, District Lasbella who stays in a hotel, guest house, inspection bungalow/ lodge at

Karachi due to non-availability of accommodation at Hub shall be entitled to special rates of

daily allowance, provided the project office Manager certifies that the stay of such project

employee at Karachi was justified for lack of accommodation at Hub:

1. Where the Project staff and or government officers on official travel associated with Project

activities arranges all his travel related costs other than travelling (by air, road etc) i.e.

lodging and boarding including accommodation, meals and incidentals, the reimbursement

shall be made at Rs. 12,000/ per day for every night spent at station outside the province,

for BPS-17 and above. In such case no bills, invoices and or other supporting shall be

required to be submitted in lieu of such travel. The travel (air or road) shall be reimbursed

at actual using economy class air travel with two side taxi (Airport to Hotel & Back) and for

travel by road, mileage allowance shall be paid, as detailed above), whereas for travel

within the province, government travel rules shall apply;

2. Where the Project staff and or government officers on official travel associated with Project

activities opts for travel arrangements including lodging and boarding to be made by the

Project in the identified cities above, the following ceilings shall apply:

Travel Cost Description Category I (BPS 19-20) Category II (BPS 17-18)

Accommodation Serena, Marriott, Avari Towers,

Movinpick, PC or equivalent

hotel stay shall be arranged.

Islamabad, Holiday Inn,

Ramada, Hotel One, Hill

View, Regent Plaza, Mehran,

Park Plaza, Nishat, Grand,

Emarat or equivalent hotel stay

shall be arranged.

Daily Subsistence Rs. 3,000/ Per Night Rs. 3,000/ Per Night



14.3 Foreign & Overseas Travel:

All official foreign and overseas travels shall be charged and processed at approved rates of

TA/DA and in conformity with applicable Government of Pakistan rules/policy as envisaged in

Manual on Traveling Allowance Rules 2013 and updated from time to time. For international

travels, 50% of the DSA for approved number of days outside country shall be paid to

staff/officers in advance (upon approval by competent authority) equivalent US Dollars as per

approved TA/DA policies.

14.4 Miscellaneous Expenses:

Actual reasonable costs associated with official travel/ visits shall be reimbursable including

taxi, shuttle fares to / from airport, taxi / shuttle fares to from Hotel to meeting/ training venue,

parking fees, toll tax charges, business-related photocopying and facsimiles, equipment rental

and exchange charges. Expenses that are not allowable include beverages, laundry, parking fines

or tickets of personal travel expenses and or personal medication etc.

14.5 Reporting Requirements:

Travel Expense Report:

Employees shall be required to submit Travel Expense Report to the Finance unit within 10

working days from the date of return from the travel. The Expense Report of the travel shall

duly be reviewed, verified and approved by competent authority. Claims without tour report will

not be accepted. While submitting the expense report for payment, the following shall be

attached:

A false travel claim may lead to termination of service contract. Payment of travel expenses

including DSA is to compensate for additional expenditure and time, which may be incurred in

relation to the office work. Employees are expected not to make it a source of income.

Tour/ Mission Report:

Project Employee on return from field trip is required to preparatory/Trip/Mission Report (GPP-

22) for certain trips, as determined by the Project Coordinator/Director. Their report, normally

not more than three pages, will be due within 10 days of completing a business trip and

submitted to the Project Coordinator/Director.

The staff and officers shall be required to submit the following reports for travel payment:

- Travel Authorization Form (GPP-20) approved by competent authority;

- Expense Report Form (GPP-21) approved by competent authority;

- Tour/ Trip Mission Report Form (GPP-22) approved by competent authority;

- Travelling Allowance Bill Form (GPP-23) approved by competent authority;

- Undertaking for No Claim Form (GPP-24) approved by competent authority;

- Original Boarding Pass in case of Air travel and log book in case of road.

All forms are attached as Annex 7 to this Manual.

OPERATIONS MANUAL Section: Annex 1


Annex 1

TERMS OF REFERENCE

Project Coordinator- Operational Support Unit (OSU)

Governance and Policy Project (GPP) Multi-Donor Trust Fund (MDTF) Round II

for Balochistan

Background

The Government of Balochistan is continuing to take governance reforms agenda forward

and building on the improvements achieved under the Governance Support Project (GSP)

to: deepen institutional reforms, and target specific outcomes in the Government’s

development priorities. In particular, the Government aims to achieve the following outcomes:

(i) increase the tax collection through better administration of the Sales Tax on Services (STS);

(ii) strengthen public investment management and capacity for preparing and managing Public

Private Partnerships (PPP); and (iv) improve accountability, accessibility, and quality of selected

public services through citizen engagement and performance management reforms.

To achieve such outcomes, the Government of Balochistan is at advanced stage of

preparation of the Governance and Policy Project (GPP) of the Round II Multi-donor

Trust Fund (MDTF) administered by the World Bank, which will finance the project. This

MDTF is a continuation of the Trust Fund that has financed the GSP. The MDTF was set up in

2010 to provide implementation for the recommendations of the Post-Conflict Needs

Assessment (PCNA) for KP (Khyber Pakhtunkhwa and the Federally Administered Tribal Areas

(FATA), and for the priorities of the Balochistan Development Needs Assessment (BDNA). In

September 2015, the Steering Committee of the MDTF decided to extend the MDTF for another

five years (2015-2010) and donors have pledged contributions of US$300 million. On the basis

of the good results achieved under the GSP, the Steering Committee also decided to continue

supporting institutional and governance reforms. The second phase (Round II) of the MDTF will

be based on a results-driven, programmatic approach, whereby the targeted outcomes and

activities are organized under three thematic pillars: (i) growth and job creation; (ii) policy

reforms and governance; and (iii) service delivery.

More specifically, the GPP will contribute to the following outcomes of the results

framework of the Round II MDTF: (i) improved transparency and accountability of

government services through citizen engagement in the delivery of selected services; and (ii)

capacity building of public administration through improved management, training, and

strengthening of systems used by government institutions. The project will also support the

following outcome of the ‘growth and jobs’ pillar: improved environment for PPPs and private

sector growth, including policy formulation and regulatory mechanisms. The project can be

expected to facilitate the outcomes of all three MDTF pillars by integrating upstream

improvements in public sector governance (e.g., public investment management, M&E systems)

with downstream service delivery to citizens and firms.

GPP Implementation Arrangements

The Project Steering Committee (PSC)17

will provide high-level guidance for and regular

oversight of GPP activities. The PSC is led by the Additional Chief Secretary of Balochistan.

To ensure regular and timely oversight by the PSC, the review of GPP implementation will be

combined with the quarterly review of the Government’s Public Sector Development Plan

17

The Balochistan PSC comprises the Additional Chief Secretary, Secretary Finance, Secretary Home Department,

Secretary Establishment Department, Secretary Administration, Secretary Planning & Development Department,

and the OSU Coordinator.



(PSDP). The PSC will review implementation progress and provide guidance for moving

forward, including revising the Operational Manual as required facilitating project

implementation.

Implementation support for the GPP will be provided by two units – an Operations Support

Unit (OSU) and a Governance Reforms Support Unit (GRSU). Based on the recommendation of

an evaluation of the Implementation Support Unit (ISU) of the GSP, it is proposed to divide the

functions of the ISU under the GSP between two units, as follows:

Governance Reform Support Unit (GRSU): This Unit will be housed in the Department of

Planning and Development (P&DD). The unit will coordinate and monitor governance reforms

supported by the GPP and other donor projects to ensure timely project support for the

governance reforms identified in Balochistan. The GRSU will comprise two advisors that will

report to the Secretary P&DD.

Operations Support Unit (OSU): This Unit will be led by a Coordinator who will report to the

Chief Foreign Aid, P&DD. As under the GSP, the Government of Balochistan will continue to

house the OSU (part of previously ISU) in the P&DD. The OSU will manage cross-cutting

support to all GPP activities: financial management; procurement; internal audit (firm); M&E;

strategic communications; ICT; gender; and learning activities.

Rationale for hiring the Coordinator

The Secretariat has decided to establish an OSU at the P&DD, Government of Balochistan. The

OSU needs the services of full time Coordinator to lead a team of experts to ensure the

implementation of the round II MDTF results framework.

Scope of Work and Activities to Be Undertaken:

Under the guidance of the Secretary PP&D Department through the Chief Foreign Aid,

Government of Balochistan and the Project Steering Committee, the Coordinator will manage

the project administratively, financially, logistically and technically according to the World

Bank guidelines. Specifically, the Coordinator will be responsible for the following duties and

responsibilities;

Supervise staff and GPP OSU specialists to adhere to financial disbursements, control

procedures & guidance to sector specialists. The OSU will also manage cross-cutting operation

support to all GPP activities: integrated fiduciary management (financial management and

procurement); internal audit; monitoring and evaluation; strategic communications; gender; ICT;

and learning and capacity development initiatives.

- Coordinate and liaise among the various departments, at the provincial, federal level, and

with development partners /donors.

- Assist in preparation of Project Concept Notes (CN), including targets, indicators for

monitoring progress and data collection procedures.

- To advise the Government of Balochistan Line Departments and Public Sector Entities in

resolving issues related to CNs.

- Ensure close linkages and interaction between the World Bank, Government of Balochistan

and other implementing partners.

- Convene regular meetings with the GPP OSU specialists and focal point in a line department

to provide instruction to remove bottle necks.

- Prepare management plan to assure quality of work.

- Prepare and approve time bound Annual Work Plan (AWP) of the unit so as to ensure timely

execution of various interventions.



- Ensure that program/project framework results, objectives, processes, and activities meet the

needs and priorities of all stakeholders.

- Ensure that the governance interventions are conceptualized and designed through mutual

collaboration between the unit, line department and donors.

- Mobilizing resources, including parallel financing by the Government of Balochistan, and

ensuring timely flow of project funds.

Deliverables/Specific Outputs Expected - Convene the Project Steering Committee on quarterly basis, preferably along with the ADP

quarterly review to review the Governance and Policy Project (GPP) performance.

- Approved GPP Annual Work Plan by the Steering Committee before the end of 12 months

of the previous Annual Work Plan.

- Ensure compliance with the Governance and Policy Project Operational Manual.

- Ensure submission of the GPP Monthly Progress Report to the Bank by the 7th of every

month, for the previous month.

- Interact and liaise with donors and arrange regular donor updates, briefings etc.

- Mobilize resources and ensure flow of funding.

- Review all documents of the unit and prepare action plans for implementation of the

activities.

- Ensure that all cross cutting issues/themes are integrated in the process by sector specialists.

- Review and submit the GPP monthly progress report to the World Bank Group by the 3rd

days of each month.

- Lead internal team coordination meetings on a weekly basis to monitor GPP’s progress,

prescribe follow-up actions to various stakeholders.

- Timely follow-ups on actions agreed with the World Bank Group task team.

- Other tasks assigned by Secretary Planning and Development, the Additional Chief

Secretary and the World Bank’s Task Team Leader.

Profile /Qualifications

Master’s degree in Public Administration / Public Policy / Social Sciences or a related

discipline from any accredited university.

At least 15 years’ experience in the area of management, administration, projects

coordination in the governance sector or leading governance related programs for a fairly

large organization.

Ability to act as a close advisor to the top management and interact effectively across social

and ethnic boundaries.

Solid understanding of issues relating to governance, rule of law and conflict mitigation,

including the ability to present ideas clearly and concisely.

Familiarity with the foreign funded project modality will be preferred.

Prior work experience in crisis affected areas would be given weightage.

Gender equity and equality would be given weightage of at least 10%.

Proven ability to work in a collaborative, team environment.

Written and oral fluency in Urdu, English

Demonstrated Computer Skill (Proficiency in using computer desktop application MS Office

(Word, Excel, and Power Point).

Institutional Arrangements and Reporting:

It is recognized that activities may undergo with frequent changes in a view of dynamic

environment and implementation operational & ground realities. Therefore the Coordinator is

expected to be flexible and adapt to requirement of process. The Coordinator shall report to the

Chief Foreign Aid, P&D Department, Government of Balochistan and the Project Steering

Committee.



Special Terms and Conditions/Specific Criteria

Market based competitive salary on qualification and experience will be offered. Daily

subsistence and travel allowance will be offered as per the Financial Management Manual of the

GPP Appointment will initially be for one year extendable based on satisfactory performance.



TERMS OF REFERENCE

Financial Management Specialist - Operational Support Unit (OSU) Governance

and Policy Project (GPP) Multi-Donor Trust Fund (MDTF) Round II for

Balochistan

Background









































implementation.

18




















Rationale for hiring the Financial Management Specialist

To manage the financial management matters of Operational Support Unit (OSU) including

cross cutting support to the line departments and streams under Multi Donor Trust Fund

(MDTF). To provide support to the FM staff of projects funded by MDTF, as and when

required, including responding to their queries, providing on-job support and training; and to

prepare portfolio level financial and management reports covering all projects being

implemented under MDTF for Balochistan.


Similar to the GSP the fiduciary arrangements are proposed to be based on the Bank

(rather than country) systems and implemented by the FD, P & DD and consolidated by

the OSU. Financial Management Specialist (FMS) will lead the FM function of OSU. The FMS

will be supported 2 – 3 Finance Officers and Accountants, and in the case of each designated

account, by a qualified FM specialist. Finance Officers and Accountants will be hired within 3

months of project effectiveness in accordance with the TORs agreed with the Bank. FMS will

have the overall responsibility to maintain the financial management system of GPP in

accordance with the provisions of Projects Operations and Financial Management Manuals

ensuring compliance with the internal controls and service standards defined in the manuals.

Specifically, the Financial Management Specialist will be responsible for the following duties

and responsibilities;

Deliverables/Specific Outputs Expected General Management and Leadership

- Liaise with donors on all aspects of GPP financial management.

- Conduct trainings for the project staff on the importance of financial management and

educating staff on financial responsibilities.

- Keep abreast the OSU Coordinator with the latest developments and issues in financial

management and provide suggestion to the best possible option.

- Assist the Procurement Specialist in designing job descriptions for staff in Finance team and

selection of suitable applicants, where and when needed, specifically at line departments.

- Open (when needed), maintain and be joint signatory of assignment account (s) in

accordance with revolving fund account procedures issued by Ministry of Finance, Federal

Government.

- Facilitate the line departments in opening 2nd generation accounts as and when required.



- Maintain close liaison with the banks where the assignment accounts are opened or to be

opened.

- Participate in Project Steering Committee meetings and activities; assist/advise the OSU

Coordinator in all financial matters as and when required.


- Assist OSU Coordinator and GPP sector specialists in preparation of consolidated annual

work plans; and on the basis of which prepare annual Cash Plans.

- Assist OSU Coordinator, by all means, in the approval of annual work plan from the Project

Steering Committee.

- In accordance with Government of Balochistan/ Pakistan budgeting rules and regulations,

prepare annual budget estimates and revised budget estimates based on Work Plan/Cash Plan

and timely submit to Planning and Development Department for inclusion in Annual

Development Program of the relevant year and also to Project Steering Committee and

respective Administrative Department.

- Upload annual budget on National FMIS/ SAP; compare actual performance against the

budget and underline weak performing areas for attention of OSU Coordinator.

- Prepare annual and quarterly disbursement forecasts for all components of the project in line

with project’s procurement plan and Work Plan/Cash Plan.

Funds Management

- Prepare realistic cash forecasts on quarterly basis in close coordination with sector

specialists and submit to the donor for advance and replenishment of advance.

- Prepare request for authorization of signatories to sign Withdrawal Applications, IFR or

correspond with the World Bank. Ensure confirmation in this regard is received from the

Bank.

- Prepare and process Withdrawal Application in accordance with Bank’s Disbursement

Guidelines & Procedures for drawing funds from the assignment accounts opened for each

project managed by the OSU.

- Track funds and follow up with National Bank of Pakistan and the Bank to ensure timely

credit of funds into the assignment accounts.

Expenditure/Payment Processing

- Ensure compliance with internal control framework (Operations Manual, Financial

Management Manual, SOPs and the Bank’s fiduciary guidelines etc.) and government rules

and procedures while processing payments.

- Ensure budget availability before processing any transaction; and that applicable sanctioning

and approval procedures are followed.

- Prepare request for payment and forward to OSU Coordinator for approval after fulfilling all

codal formalities.

- Apply pre-audit checks on all payments and ensure that all queries are resolved prior to

processing payment from the assignment accounts.

- Ensure that No Objection Letter (NOL) is obtained from the Bank for every prior review

activity before processing any payment.

- Ensure that only eligible payments are forwarded for OSU’s Coordinator approval and

drawing funds from the assignment accounts as per approved budget lines.

- Manage financial aspects of the contracts under administration, including payment terms,

purchase orders and variation orders.



Accounting and Record Management

- Record all transactions in timely and accurate manner in books of accounts (both in Pak

Rupees and US$) and ensure that no expenditure remained unaccounted.

- Maintain accounts on cash basis (IPSAS) as per government accounting procedure i.e. New

Accounting Model (NAM) and CGA’s approved Financial Management Manual.

- Oversee process of entering transaction level data in National FMIS/ SAP and generating

vouchers from the system.

- Ensure up-to-date maintenance of adequate registers, books of accounts and records in

appropriate order and format to meet the government and donors’ requirements and to

facilitate classification and analyzing the financial information for monitoring the projects

progress.

- Prepare supplementary record which provides timely and up-to-date financial information of

civil works and consultancies.

- Maintain Imprest of petty cash and ensure separate petty cash book and petty cash vouchers

are maintained; ensure compliance with petty cash SOPs approved by the Bank.

- Prepare monthly bank reconciliation statements of assignment account(s) in Pak Rupee &

US$.

- Reconcile the expenditure on government prescribed format with Accountant General on

monthly basis.

- Perform responsibilities of payroll manager and responsible for accurate and timely payment

of salaries of staff approved in project document/ PC-1 and concept notes under various

components.

- Prepare and process monthly payroll and submit to OSU Coordinator for approval prior to

making any payment under salaries.

- Ensure that the fixed assets records are maintained for both the projects identifying location

and user of each asset and arrange for the annual and periodical inventory of the assets and

updating of the records.

- Ensure safe custody of all financial records for review by Bank Missions, third party

monitoring agents; and external & internal auditors.

Financial Reporting

- Review and consolidate the financial information received from other line departments.

- Prepare quarterly financial reports and submit to OSU Coordinator and Bank in a timely

fashion for review and approval.

- Ensure that annual financial statements and other monthly and quarterly reports as specified

under the under the Financing Agreement and as per recommended/suggested by Bank

supervision missions are accurately prepared and timely submitted – annual financial

statements to be prepared in accordance with Cash Basis IPSAS ‘ Financial Reporting under

Cash Basis of Accounting’.

- Define and produce other financial reports, as and where required on utilization of funds to

facilitate OSU Coordinator in decision-making process.

- Ensure that all government financial reporting requirements are complied with, specifically

monthly financial reports to AG Office and regular/ timely reporting SAP.

- Schedule of Cheque to be prepared, submitted to OSU Coordinator for sign off and onward

submission to NBP and following up on outstanding/ un-cleared cheque

- Statement of Receipts and Payment as per CoA prepared and submitted to OSU Coordinator.

- Prepare Grant Disbursement Estimates (Budget and Revised) on EAD format and submit to

OSU Coordinator for onward submission to EAD on annual basis.



- Make arrangements for timely initiation and completion audit of projects and ensure that

report produced is in conformity with audit requirements of Government and WB.

- Ensure that project accounts are adequately reflected in audit plan of internal auditors and

that internal audit is periodically conducted in accordance with the internal audit plan.

Liaison as focal person for conducting internal audit activity.

- Cooperate with the World Bank, Government and other partners to improve project financial

management, particularly in terms of following up action points agreed in project legal

documents, during World Bank supervision missions, Aide Memoires and the

recommendations of internal and external auditors.

- Attend entry and exit meetings with internal and external auditors, facilitate timely

completion of audits by arranging timely submission of annual financial statement in

appropriate format, supply of information and documents, responding to audit queries,

initiate actions for holding meetings and coordinating with various units of OSU in

addressing audit objections.

- Prepare working papers on audit observations raised by external auditors and arrange to

convene Departmental Accounts Committee (DAC) meeting to settle the audit observations

to the extent legally and logically possible.

- Assist in the design, implementation and monitoring of a comprehensive financial

management training curriculum (financial management certification programs) for

government officials; conduct and coordinate courses, demonstrations and workshops, plan

further advanced training as evidenced by course feedback for the program, through

coordination with the Learning and Gender Specialist.

- Review GPP Concept Notes (CN) keeping in view quality assurance, relevance to GPP’s

PDO, sustainability of reform and results-based management.

- Submit quarterly progress report (within the monthly progress report) on eligible

expenditures related to achievement of the targeted results under the GPP Disbursement

Linked Indicators through coordination with the Procurement Specialist and the M&E

Specialist

- Submit inputs on monthly basis to the M & E Specialist and the Communications Specialist

by 20th of each month for monthly progress report for onward submission to the World

Bank Group

- Timely follow-ups on actions agreed with the World Bank Group Task Team

- Other tasks assigned by Coordinator OSU.


Professional Accountant (CA/ACCA/ACMA/CPA) or Master Degree in Finance

/Accounting.

10 years’ experience in financial management, audit, accounts , after acquiring stipulated

qualifications

Experience of public sector and donor funded projects is highly desirable

Experience of training and capacity building will be preferred.



Demonstrated interpersonal and presentation skills.


Written and oral fluency in Urdu and English.

Excellent IT and report writing skills.



environment and implementation operational & ground realities. Therefore the FMS is expected



to be flexible and adapt to requirement of process. The Financial Management Specialist shall

report to the Coordinator Operational Support Unit (OSU), and request for leave to be agreed in

advance by the Coordinator.







TERMS OF REFERENCE

Procurement Specialist - Operational Support Unit (OSU) Governance and Policy

Project (GPP) Multi-Donor Trust Fund (MDTF) Round II for Balochistan

Background









































implementation.

19






Implementation support for the GPP will be provided by two units: a Governance Reforms

Support Unit (GRSU) and an Operations Support Unit (OSU). GRSU will be responsible

for the coordination of policy reforms with technical support provided by donor projects; and

OSU will be responsible for project implementation support for all GPP activities, as follows:



in the areas supported by the GPP and other donor projects to ensure timely project support for

the governance reforms identified in Balochistan. The GRSU will comprise two advisors that

will report to the Secretary P&DD. They will be responsible for coordinating technical support

and monitoring BDNA implementation in the following respective areas: governance reforms

and civil society engagement reforms; and public service delivery. The GPP OM will include the

Terms of Reference (TOR) for the GRSU positions, which will need to be approved by the

Bank.




support to all GPP activities: integrated fiduciary management (financial management and

procurement); internal audit; monitoring and evaluation; project communications; and learning

and capacity development initiatives. The TOR for OSU staff will be approved by the Bank and

will be included in the OM.

The implementation arrangements will also include annual third party verification of the DLIs

by an audit firm, which will be contracted under terms of reference approved by the Bank.

Rationale for hiring the Procurement Specialist

The Procurement Specialist will assist and advise the Coordinator OSU in carrying out

procurement function in accordance with the World Bank Procurement and Consultants

Guidelines and other legal covenants. S/he shall also be the focal point for activities related to

procurement regulatory reforms and capacity building.


Under the guidance of the Coordinator OSU, the Procurement Specialist is expected to ensure

full compliance of procurement activities in accordance with World Bank Procurement

Guidelines and other relevant legal documents.

- Lead planning, management and implementation of overall procurement strategy of all the

participating units in the project

- Advise on various procurement methods/strategies and identify appropriate methodology for

a given procurement

- Shall be responsible for the entire procurement cycle including preparation of Procurement

Plan and drafting and facilitating publication of Expression of Interests (EOIs), Invitation for

Bids (IFBs), and Request for Quotations (RFQs)

- Customization of various procurement documents e.g. Request for Proposals (RFPs), bid

documents,

- Preparing evaluation of proposals, facilitating negotiations, drafting awarding of contracts,

facilitating delivery of goods and outputs etc. in coordination with concerned specialist(s) in

accordance with World Bank Guidelines

- Identify and resolve critical policy, business, operational and other issues relating to

procurement

- Coordinate with other stakeholders to ensure achievement of all procurement objectives

within the defined scope of Project



- Maximize efficiency of procurement cycle by providing strategic expert advice and

implementing necessary controls ensuring cost effectiveness and soundness of all

procurements carried out under the credit

- Provide assistance in negotiations with the consultants where applicable

- Support Contract Administration and Financial Management Specialist in addressing all

matters associated with delivery of goods/services, taxation, duties, clearance.

- Communicate regularly with management for the status of various procurements obtains

executive guidance and approval as and when required

- Develop appropriate procedures, controls, checks, rules etc. preventing frauds, pilferage etc.

in the procurement process

- Provide guidance to the procurement related staff enabling them to employee / contemporary

tools/methods of procurement

- Ensure that outputs prepared by the consultants hired through GPP are reported to the M&E

Specialist and the Communications Specialist; regarding procurement process, by 20th of

each month for monthly progress and for onward dissemination to government officials,

donors and other stakeholders.

- Lead coordination on any of Bank’s stipulated procurement monitoring and processing tools

- Timely follow-ups on actions agreed with the World Bank Group Task Team;

- Compliance to performance standards provided in Annex-II

- Any other task assigned by immediate supervisor

Procurement Regulatory Reforms & Capacity Building:

- Provide key interface support for all of the regulatory reforms initiatives for procurement

and in coordination with BPPRA;

- Assist in the design, implementation and monitoring of procurement immersion plan

consisting of training curriculum (procurement certification programs) for government

officials; conduct and coordinate courses, demonstrations and workshops, plan further

advanced training as evidenced by course feedback for the program, through coordination

with the Learning and Gender Specialist.

Required Qualification & Skills

MBA, Master’s Degree in Economics/Finance /Accounting/ ACCA / CA/Engineering

(sixteen years of education). Procurement related qualification/certifications will be

accorded due weightage;

At least 10 years of experience; after acquiring stipulated qualification, in the field of

procurement at the national level or with the International Organizations / Donor projects.

Prior experience in World Bank procurement processes will be accorded due weightage;

Substantive knowledge of procurement policies, processes and procedures and extensive

experience in their application for the purchase of a wide range of supplies and services;

Ability to research and gather information from a variety of external and internal sources;

demonstrated ability to apply good judgment in the context of assignments given;

Prior experience on procurement regulatory reforms will be accorded due weightage

Gender equity and equality would be given weightage of 10%;

Should possess strong communication skills and persuasiveness in presenting, negotiating

and resolving highly complex issues; both orally and in writing;

The incumbent should have extensive knowledge of procurement of both international and

local best practices as evidenced from the experience. Knowledge about World Bank

procurement guidelines would be an added advantage.



Skills

- Extensive knowledge of all purchasing approaches, substantive knowledge of procurement

policies, processes and procedures and extensive experience in their application for the

purchase of a wide range of supplies and services. To be verified and assessed on basis of

previous experience

- Written and oral fluency in Urdu, and English

- IT, and report writing skills are also required



environment and implementation operational & ground realities. Therefore the procurement

specialist is expected to be flexible and adapt to requirement of process. The Procurement

Specialist shall report to the Coordinator OSU, Operational Support Unit, and request for leave

to be agreed in advance by the Coordinator.

Selection Method:

A consultant will be selected in accordance with the procedures set out in the Section V

‘Selection of Individual Consultants’ World Bank’s Guidelines: Selection and Employment of

Consultants by World Bank Borrowers January 2011 (Revised July 2014).



TERMS OF REFERENCE

Monitoring & Evaluation (M&E) Specialist - Operational Support Unit (OSU)


for Balochistan

Background


building on the improvements achieved under the Governance Support Project (GSP) to:

deepen institutional reforms, and target specific outcomes in the Government’s






































implementation.

20




















Rationale for hiring the M&E Specialist

To serve as the focal point for all M&E related activities identified under the program. To work

in close liaison with the rest of the OSU operations and program teams, Balochistan Secretariat

and World Bank consultants to achieve the objectives of GPP.


Under guidance of the Coordinator OSU and in close cooperation with the GPP specialists in

OSU, the M&E Specialist is responsible for learning and professional development of

government officials and MDTF Phase II programs for to improve outcomes of the three MDTF

pillars. Specifically, the M&E Specialist will be responsible for the following duties and

responsibilities;

- Develop M&E Framework keeping in view the Results Framework (RF) of Round II

- Prepare and manage M&E training plan for Line Departments/stakeholders.

- Design and prepare reforms according to the Results Framework of Round II in association

with the Line Departments/stakeholder for effective M&E.

- Assist and guide the Line Departments in establishing sound and effective M&E

mechanisms for Round II implementation.

- Conduct trainings, awareness programs and develop guidelines required for effective

implementation of M&E framework.

- Assist and advise the Coordinator in the design of Work Plan within the structure of

Balochistan Development Needs Assessment, 10 Year Governance Program, the MDTF

Round II Results Framework and its relevant strategic objective(s) in consultation with the

stakeholders.

- To have knowledge of the existing data sources and instruments available and the type of

evidence required to assess progress towards results.

- Attain in depth knowledge of the project, and understand key parameters such as

Disbursement Linked Indicators (DLIs). Monitor and analyze key parameters using M&E

tools and recommend corrective actions.

- Design and support the strengthening/updating of the Results Framework (RF) to take into

account any evolving circumstances, if necessary, for effective project implementation.

- Prepare tools/templates according to the BDNA recommendations in collaboration with the

Line Departments/stakeholders.



- Assist and guide the Line Departments in establishing sound and effective M&E

mechanisms by supporting; i) third party validation, ii) evaluation, in collaboration with

centers of knowledge and excellence, of interventions to assess on-going implementation as

well as un-intended consequences; and iii) collection of real–time data directly consolidated

into electronic systems and made available through management dashboards.

- Conduct training programs and develop guidelines where required for effective

implementation of M&E framework. Keep liaison and coordinate activities with the

Directorate of M&E, on a regular basis to track progress. Assist in the preparation and

management of M & E training plan for Director General M&E, Balochistan.

- Interact and liaise with Donors and arrange regular Donor updates, briefings etc. in the area

of M&E.

- Ensure that the three cross cutting issues/themes i.e. peace building and crisis sensitivity;

gender and capacity building, reflected in the project design, are integrated in the M&E

Framework.



- Monitor and coordinate reporting of all activities being implemented through the GPP in the

form of monthly progress report, including report on gender-segregated beneficiaries’ data

on the outcomes of GPP interventions.

- Design and implement research methodologies to assess operational effectiveness of the

GPP interventions on a bi-annual basis and provide recommendations.

- Assist in the design and implementation of GPP attribution analysis for the Bank’s

implementation support mission’s review.

- For effective project monitoring and RF management produce monthly/quarterly progress

reports and use analytical frameworks (Project Operations Manual) to convert the data into

evidence and knowledge.

- Use innovative data collection tools (IT based, third party monitoring) to improve

governance and accountability in public sector service delivery and effect development

outcomes. Explore options to link both elements in M & E system.

- Assist in the design, implementation and monitoring of a comprehensive results-based M&E

training curriculum for government officials; conduct and coordinate courses,

demonstrations and workshops, plan further advanced training as evidenced by course

feedback for the program, through coordination with the Learning and Gender Specialist.

- Provide support to the M & E Directorates based on the needs identified by the Institutional

Needs Assessment, carried out under MDTF Round I.

- Assist in the designing, implementation and monitoring of impact evaluation for all GPP

activities.

- Updating GPP results framework in accordance with the inputs for submission in the

monthly report.

- Timely follow-ups on actions agreed with the World Bank Group Task Team.

- Interact and liaise with Donors and arranging regular Donor updates, briefing etc. in the area

of M&E.

- Coordinate activities with the Directorate of M&E established by the Balochistan

Secretariat.

- Any other duty assigned by the Coordinator.

- Supervise and monitor the project’s overall implementation.

- Other related tasks that the Coordinator may find necessary within this context.



Deliverables/Specific Outputs Expected

- Submit GPP Monthly Progress Report before the 7th of every month, for the previous

month.

- Establish and operationalization of Balochistan Centre of Monitoring and Evaluation within

12 months of signing of the contract, in collaboration with the Monitoring and Evaluation

Directorate, Gender and Learning Specialist and the Governance Specialist

- Publish and disseminate six monthly monitoring report and annual evaluation report for the

implementation:

- Governance and Policy Project; and

- Balochistan Development Needs Assessment, in collaboration with the Monitoring and

Evaluation Directorate.

- Put in place baseline for the evaluation of the Balochistan Development Needs Assessment,

in collaboration with the Monitoring and Evaluation Directorate.

- Incorporate all inputs from the OSU Specialists into monthly progress report for submission

to the Coordinators, who in turn will submit the report to the World Bank Group before 3rd

of the next month

- Ensure that all GPP results, and in particular, the impact evaluation data is collected, timely,

processed and provided to all the stakeholders who are helping the GPP results monitoring

and evaluation as well as the GSP Impact Evaluation.


Master’s degree (with preference for PhD) in Economics, Engineering, Statistics, Business

Administration, and Computer Sciences.

Solid understanding of monitoring and evaluation tools and mechanisms and its

implementation in the field as evidenced in the relevant experience.



Familiarity with government departments and systems would be accorded weightage

Written and oral fluency in Urdu and English. Fluency in Pashto shall be accorded due

weightage





environment and implementation operational & ground realities. Therefore the M&E Specialist

is expected to be flexible and adapt to requirement of process. The M&E Specialist will work in

OSU operations to perform the assigned tasks and will report to the Coordinator.

Selection Method:

A consultant will be selected in accordance with the procedures set out in the Section V

‘Selection of Individual Consultants’ World Bank’s Guidelines: Selection and Employment of

Consultants by World Bank Borrowers January 2011 (Revised July 2014)



TERMS OF REFERENCE

Management Information System (MIS) and ICT Specialist - Operational Support

Unit (OSU) Governance and Policy Project (GPP) Multi-Donor Trust Fund

(MDTF) Round II for Balochistan

Background









































implementation.

21




















Rationale for hiring the MIS and ICT Specialist

The rationale for hiring the MIS Specialist to manage & work on IT related tasks in all sectors

for GPP including OSU and line department’s implementation initiatives under MDTF Round II

portfolio and to provide IT related support & assistance to resolve IT issues in GPP & line

department as required funded by MDTF Round II for Balochistan as and when required,

including responding to their queries, providing on job IT trainings.


Under guidance of the Coordinator OSU and in close cooperation with the GPP specialists in

OSU, the MIS Specialist is responsible for defining information related requirement and

supervises development of appropriate e-governance and information systems required to

support implementation of recommendations under three program pillars. Where appropriate the

specialist will assess the fit of available applications and adapts existing software for particular

use. Specifically, the MIS Specialist will be responsible for the following duties and

responsibilities;

- Develop implementation plan for systems developed in house or out sourced, set priorities

for systems development based on the strategic objectives and IT opportunities identified by

management; and specify tentative implementation schedules. This would include a

schedule for phased acquisition of equipment’s, and application software development and

training etc.

- Assist with the preparation of bidding documents. In the area of bidding document

preparation, MIS Specialist, among other things, assist the procurement team to review and

revise the Technical Requirements Section of the Bidding Documents for clarity and for

completeness.

- Review and comment on specific issues. The MIS Specialist will review and comment on (a)

bidder qualification criteria (financial, experience, technical capacities, etc.); (b) technical

evaluation criteria and (if appropriate) a technical scoring scheme; (c) post qualification

measures; (d) requirements for software development and other matters of intellectual

property rights; and (e) conduct briefings and presentations to stakeholders and decision-

takers, as required and appropriate.

- Assist with bid evaluation. During the process of bid evaluation, the MIS Specialist will,

among other things, (a) participate in “Bid Clarification Meetings” related to Technology

Architecture between Government and Bidders as part of the first stage technical proposal

evaluations; (b) assist in the preparation of any addendum to the bidding documents; (c)



assist to conduct briefings and presentations to stakeholders and decision-takers, as required

and appropriate

- Monitor day-to-day implementation of the program activities, analyze problems that hamper

their implementation and advise the coordinator on appropriate measures to ensure timely

delivery of required outputs and achievement of measurable results related to Information

and Communication Technology.

- Strengthen capacity of government and program officials on MIS issues and their

preparation towards MIS usage at all levels through development of various training

modules and reference materials.

- Develop terms of reference and scope of work of the system assessments envisaged under

the program; to assess the quality of the undertaken assessments and to provide operational

recommendations for further systems’ integration and development including identification

of other target databases, institutional strengthening and hardware procurement investments

etc

- Ensure maximum citizen engagement in GPP interventions

- Assist in plans for procuring hardware/software and other IT equipment

- Provide other programming/data analysis support as necessary

- Deploy the infrastructure and programs for fast and effective communication

- Keep MIS equipment in his custody and will check for maintenance if required

- Ensure the availability of services for audio/video conferences for meetings/presentations

- Identify the needs and suggestions for future requirements

- Assist in the design and maintenance GPP website including disclosure of GPP-related

procurement, financial, communication and M&E material on the GPP’s website



- Develop and document comprehensive Information Systems for information and

communication technology related required to be put in place to support program

objectives in collaboration with World Bank technical teams.

To accomplish this MIS Specialist will:

- Develop and document a comprehensive understanding of the fundamental business

processes associated with the project.

- Discuss with vendors regarding business processes and needs for management information

systems.

- Review and document the current information systems capabilities, including hardware and

software available, in-house data processing organization, resources, staff skills, status of

current application systems and assess how well they can serve the ERP’s system

requirements.

- Develop a citizen engagement strategy.

- Develop MIS based tools for citizen engagement.

- Training of OSU and other staff in citizen engagement, data collection and analysis.

- Provision of equipment material for OSU.

The consultant would determine resources required for implementation of technology

architecture including:

- Hardware, communications networks, systems software and application development,

package customization costs including external and local consulting services.

- Conversion costs, if applicable.

- Ongoing operational, including maintenance costs if applicable.

- Trainings.



Deliverables/Specific Outputs Expected - Designing ICT based solutions, using all technology options / mechanisms including GIS /

Satellite, mobile phones etc. within three months of signing of contract for:

- Geo-tagging all education and irrigation departments’ public assets including physical

and aerial images;

- Education department service delivery monitoring including citizen feedback surveys;

- Irrigation department service delivery monitoring including citizen feedback surveys;

- Citizen engagement in service delivery monitoring;

- Grievance redressal for the education and irrigation sectors involving Ombudsman, Anti-

corruption Establishment and other relevant departments; and

- Centralized public information and grievance redressal system (1122 model).

- The task would include active participation of the Education, Irrigation and other department

as well as active support to the Procurement Specialist to complete awarding of contracts;

- Pilot the designed solutions within 6 months of signing of contract;

- Disseminate results of the designed solutions within 12 months of signing of the contract;

- Roll out the designed solutions throughout the province of Balochistan within 24 months of

the signing of the contract.

- Options analysis for roll out to other sectors within 24 months of signing of the contract



Bank Group


A master’s degree in Computer Sciences / MIS / Business Administration (specialization in

IT) or with a major in a relevant discipline. MIS related qualification/certifications will be

accorded due weightage

At least 10 years’ experience in IT field, after acquiring stipulated qualification, at the

national level or with the International Organizations / Donor projects.

Very good understanding of government functioning and protocols as evidenced in the past

experience of candidate.

Should have strong communication and problem solving skills.

Excellent technical and conceptual knowledge about MIS.

Excellent grasp of public financial management principles and practices; and




Written and oral fluency in English is required. Proficiency in, Pashto and Urdu shall be

accorded due weightage



environment and implementation operational & ground realities. Therefore the MIS specialist is

expected to be flexible and adapt to requirement of process. The MIS Specialist shall report to

the Coordinator OSU, Operational Support Unit, and request for leave to be agreed in advance

by the Coordinator.







TERMS OF REFERENCE

Strategic Communication Specialist - Operational Support Unit (OSU)


for Balochistan

Background









































implementation.

22




















Rationale for hiring the Strategic Communication Specialist

To contribute to the maximization of the state-citizen trust and peace building objectives of the

BDNA. It is integral that a communication strategy be developed to support the evolution of

communication processes that sees the establishment, over time, of a compact between the State

and its citizens. That compact needs to be based on principles of transparency, vertical

accountability and trust. Communications is an integral part of the MDTF Round II operations,

citizens’ confidence in government can be best achieved when governments provide information

to citizens about public policy and Programme and when citizens have avenues through which

they can consult with government officials, raise issues of concern and which provide avenues

for peaceful dispute/grievance resolution.


Under the guidance of the Coordinator Operational Support Unit (OSU), the Communication

Specialist is expected to develop a communications strategy and support GPP implementations.

Furthermore, the Strategic Communication Specialist will review project initiatives and

interventions from promotion and communications perspective and will develop a

communication strategy in consultation with the OSU Coordinator and line departments.

Specifically; the Communication Specialist will be responsible for the following duties and

responsibilities;

- Assist and advise the Coordinator in designing Communication Work Plan and

Communication strategy for GPP.

- Design GPP Project Concept Notes (PCNs) to address Project Development Objectives in

context of overall communication needs.

- Close coordination and interaction with the Line Departments and Public sectors entities

(LD & PSEs) supported by the GPP for preparing project Concept Notes (CN).

- Identify lessons learned and best practices from communication interventions

(implemented/on-going) through projects contributing to the objectives of BDNA and, as

relevant, global experience/lessons learned.

- Assist and guide the LD & PSEs in establishing sound and effective communication and

outreach mechanisms.

- Support all GPP activities and task teams, to use all communication means and channels,

among others, including print and electronic media, internet, social media, radio etc.

- Collect results of GPP activities on monthly basis and to transform them into communication

messages and communicate to all internal and external stakeholders.



- Strengthen the Balochistan Government’s communication institutions.

- Assist the other GPP Specialists in supporting development of sector specific

communication, outreach strategies and sector specific plans.

- Enhance presence of GPP in media.

- Promote a strong working relationship with a wide range of media organizations (local and

foreign newspapers, radio, TV networks, web portals etc.) to ensure timely effective

coverage of projects event initiative.

- Preparation, implementation, monitoring, management and evaluation, of the GPP

Communication Plan. Monthly monitoring report of the GPP Communication Plan inserted

in the GPP Monthly Progress Report for submission to the World Bank Group Task Team.

- Insert communication plan in each project Concept Note (CN), supported by the GPP,

aligned to the GPP Communication Plan.



- Provide evidence of monthly use of GPP results dissemination through: newsletters; print

and electronic media; social media; GPP and the MDTF websites; radio etc., to be

incorporated in the GPP Monthly Progress Report to be submitted to the World Bank Group

Task Team.

- Mail list of GPP internal and external stakeholders with evidence of dissemination of the

GPP results to be incorporated in the GPP Monthly Progress Report to be submitted to the

World Bank Group Task Team.

- Design easy to understand information snippets summarizing outcomes of the GPP

interventions; for presentation to donors and government officials, particularly through the

monthly progress reports submitted to the World Bank Group.

- Disseminate GPP results, compiled in coordination with the M&E specialist, through

newsletter, GPP / MDTF Website, and all other communication media.

- Design and implement behaviour change communication for the GPP themes particularly

through disseminating information on tax compliance in the province and raising awareness

about public service delivery accountability mechanisms put in place by the provincial

government through the GPP.

- Disseminate findings from the analytical studies undertaken by the GPP in print, electronic

and social media.

- Timely follow-ups on actions agreed with the World Bank Group Task Team.

- Arrange field visits of media groups to successful coverage of GPP.

- Facilitate the designing, writing, printing, publishing, and disseminating the newsletter and

other related information and knowledge pertinent to the project interventions.

- Take a lead in designing knowledge products and document best practices and success

stories of project.

- Facilitate in preparing quarterly and annual progress reports.

- Prepare reports, briefs and monitor progress in the communications realm.

- Arrange meetings, internal external, and perform liaison duties with other units.

- Perform any other duties, as required.

- Any other duty assigned by the Coordinator.

Deliverables/Specific Outputs Expected - Prepare GPP Communication Plan (using all modes of communication including social

media) within one month of signing of the contract and get the World Bank review;

- Publish and disseminate six monthly monitoring report and annual evaluation report for the

implementation:

- Governance and Policy Project; and

- Balochistan Development Needs Assessment, in collaboration with the Monitoring and




- Publish and disseminate GPP annual Impact Evaluation Report

- Support Planning and Development Department to develop communication strategy and

action plan within 12 months of signing of contract


A master’s degree (preference for PhD) in Journalism/Mass Communication/

Communication.

At least 10 years’ experience, after acquiring stipulated qualification, in leading

Communications related programs, at the national level or with the International

Organizations / Donor projects.







Demonstrated computer skill (Proficiency in using computer desktop application MS

Office (Word, Excel, and Power Point).

Written and oral fluency in Urdu, English. Fluency in local languages will be accorded due

weightage



environment and implementation operational & ground realities. Therefore the communication

specialist is expected to be flexible and adapt to requirement of process. The Communication

Specialist shall report to the Coordinator OSU, Operational Support Unit, and request for leave

to be agreed in advance by the Coordinator.







TERMS OF REFERENCE

Contract Administration Specialist - Operational Support Unit (OSU) Governance

and Policy Project (GPP) Multi-Donor Trust Fund (MDTF) Round II for

Balochistan

Background









































implementation.

23




















Rationale for hiring the Contract Administration Specialist

The main objective of the Specialist is to conduct, oversee, advice and support the contract

administration processes in compliance with the terms provided in respective contract

agreements of goods and services.


The Contract Administration Specialist will support OSU in contract administration process by

establishing and maintaining an efficient financial contract management, governance and

administration system of activities under the Governance and Policy Program. The scope of

Consultant’s responsibilities would generally be the following:

- Facilitate a technical dialogue between Government of Balochistan, Consultant/s; with a

view to achieve closure on divergent interpretation of contractual clauses.

- Act as a focal person on behalf of GPP Balochistan for contract administration issues that

may accrue liabilities for the project.

- Monitor progress of contracts implementation to ensure that it abides by the stipulated

standards, procedures and planned timetable.

- Provide technical leadership for a first stage resolution in case of any dispute that GPP

Balochistan may have with Consultant/s on any certification, determination, instruction,

opinion or valuation related to the contract(s).

- Represent / support GPP Balochistan during statutory and internal audits including audits

and reviews by Donors.

- Lead coordination with all other individual consultants.

- Prepare end of proceedings report for GPP Balochistan after every claim incident. Such

report(s) shall be drafted professionally and would facilitate any audit or other reviews.

- Provide support in litigations

- Any other task as agreed with Project Coordinator.

Deliverables/Specific Outputs Expected - Oversee the verification of invoices received against goods receipts and contracted prices

prior to approving the processing of such invoices for payment within 5 days of receipt;

- Administer contract performance, including delivery, receipt, warranty, damages and

insurance within 5 days of receipt;

- Monitor the progress with supplies / consultants ensuring that all policies/procedures and

requirements are fully complied with by them as per the terms of contract with the

implementing partners and initiate compliance follow action within 2 days of notice;



- Ensure that outputs prepared by the consultants hired through GPP are reported to the M&E

Specialist and the Communications Specialist for onward dissemination to government

officials, donors and other stakeholders within 5 days of receipt.

- Review, revise, and clear purchase orders and contracts prior to forwarding them for

approval by the Coordinator / appropriate official / forum within 2 days of receipt;

- Supervise the maintenance of relevant internal databases and files, monitor contractual

agreements, direct provisioning contracts and inform users affected of contractual rights and

obligations within 2 days of notice.


MBA, Master’s Degree in Economics/Finance /Accounting/ ACCA / CA/Engineering

(sixteen years of education). Contract management and project management related

qualification/certifications will be accorded due weightage

At least 10 years of experience; after acquiring stipulated qualification, with demonstrative

effectiveness, in providing technical support on contract administration issues on projects of

comparable scale and complexity will be required.

Experience on donor funded projects would be accorded more weightage.



The individual should have extensive knowledge of national / provincial rules and

regulation.


Should be fluent in the language for communication defined in the Contract and shall have

expertise in the interpretation of contractual documents.

Familiarity with MS Office applications such as Word, Excel, power point and Outlook

Good English verbal & written communication skills, knowledge of local language and

familiarity with project area is essential


The Contract Administration Specialist shall report to the Coordinator OSU. It is recognized that

activities may undergo frequent changes in view of the dynamic environment and

implementation operational realities. The Contract Administration Specialist is therefore

expected to be flexible and adapt to the requirements. Request for leave to be agreed in advance

by the Coordinator.

Selection Method:

An individual will be selected in accordance with process stipulated in Section V of “Selection

and Employment of Consultants under IBRD Loans and IDA Credits & Grants by World Bank

Borrowers (January 2011) (Revised July 2014).



TERMS OF REFERENCE

Governance Specialist- Governance Reform Support Unit (GRSU)


for Balochistan

Background









































implementation.

24




















The implementation arrangements will also include annual third party verification of the DLIs

by an audit firm, which will be contracted under terms of reference approved by the Bank.

Rationale for hiring the Governance Specialist

The Governance Specialist is required to support the P&DD and will lead the Governance

Reforms Support Unit (GRSU), liaise and coordinate governance reforms in the province,

develop a long term governance program, maintain and update results framework, monitor

compliance requirements, improve operational efficiency of the GPP, coordinate Steering

Committee member meetings, monitor process establishing, maintain record and analyze the

monthly reports.

Scope of Work and Activities To Be Undertaken:

Under the guidance of the Secretary P&DD, Government of Balochistan, the Governance

Specialist will develop and implement GPP long term governance action plan (2016-2025),

promote learning events, analyze program effectiveness, and provide recommendations to the

GPP team and district line department Government of Balochistan. Specifically, the Governance

Specialist will be responsible for the following duties and responsibilities;

- To lead GRSU and serve as the focal point for all governance and public sector related

activities to develop the Balochistan Long Term Governance Action Plan (2016-2025), and

oversee that the private sector and the civil society specialists liaise and coordinate the

development and implementation of the private sector and civil society related reforms of the

Action Plan (2016-2025).

- Attend Project Steering Committee/Advisory Committee meeting on Governance & Policy

Reform Program.

- Carry out program needs assessment of relevant line departments and public sector entities

in light of Governance & Policy Program priority areas and facilitate the designing of

Governance specific projects and sub projects based on the program priorities.

- Assist and guide the institutional development process of the Governance Reform priority

areas and facilitate the execution of priority Governance specific projects & sub projects.

- Assist and advise the Secretary Planning P&DD in the design of Work Plan within the

structure of Governance & Reform Project, Balochistan Development Needs Assessment,

Strategic Development Goals, Balochistan Comprehensive Development Strategy and other



Government of Balochistan’s development framework (s) and its relevant strategic

objective(s) in consultation with the stakeholders.

- Participate in the Policy Reform dialogue as subject specialist at Government and World

Bank forums. Conduct trainings, awareness programs and develop guidelines where

required, with particular emphasis on Governance & Policy Reform Project theme.

- Link and lead the established institutions at international level for exposure, training and

replication.

- Governance & Policy Reform Program are conceptualized and designed through mutual

collaboration between the units, line departments and donors.

- Provide input to communication specialist for devising communication strategy, knowledge

products and dissemination of results.

- Coordinate with other donor funded projects and interventions in the area of Governance.

- Ensure that three cross cutting issues i.e. peace building and crisis sensitivity; gender and

capacity building are integrated in the process.

- Interacts and liaisons with development partners and arrange regular Governance specific

updates, briefing, etc.

- Prepare reports, briefs and monitoring progress of Governance interventions.

- Any other duty assigned by the Secretary Planning & Additional Chief Secretary

(Development) P&DD (Planning & Development Department) Government of Balochistan.

Deliverables/Specific Outputs Expected - Develop the Balochistan Long Term Governance Action Plan, within six months, of signing

the contract, and support the Line Departments & Public Sector Entities (LD & PSEs) in its

implementation. The Action Plan is expected to particularly focus on the Governance

Reform as envisaged the Balochistan Development Needs Assessment, Strategic

Development Goals, Balochistan Comprehensive Development Strategy and other

Government of Balochistan’s development framework (s), and the Governance and Policy

Project.

- Put in place baseline for the evaluation of the Balochistan Long Term Governance Action

Plan (2016-2025), in collaboration with the Monitoring and Evaluation Directorate.

- Establish and operationalize the Balochistan Centre of Monitoring and Evaluation within 12

months of signing of the contract, in collaboration with the Monitoring and Evaluation

Directorate of the Planning and Development Department.

- Establish and operationalize the Balochistan Institute for Public Policy and Practice within

12 months of the signing of the contract, in collaboration with the Establishment Department

and SNGAD as well as the Monitoring and Evaluation Directorate of the Planning and

Development Department

- Publish and disseminate six monthly monitoring report for the implementation of the

Balochistan Long Term Governance Action Plan (2016-2025), in collaboration with the

Monitoring and Evaluation Directorate.

- Publish and disseminate annual evaluation report for the implementation of the Balochistan

Long Term Governance Action Plan (2016-2025), in collaboration with the Monitoring and


- Increased number of orientation sessions / meetings with the Line Departments & Public

Sector Entities (LD & PSEs) to facilitate liaises and coordinates the implementation of the

Balochistan Long Term Governance Action Plan (2016-2025).

- Increased number of orientation sessions / meetings with Development Partners and arrange

regular updates, briefings.


Master’s degree in Governance / Public Administration / Public Policy /Social Sciences or a

related discipline from any accredited university.



Minimum 10 years’ experience, after acquiring stipulated qualification, in a field of public

sector and governance related activities, at the national level or with the International

Organizations / Donor projects.

Minimum grade 21 in the case of retired government servants and grade 19 in the case of

serving government servants.






Prior work experience in crisis affected areas would be given due weightage.



Written and oral fluency in Urdu, English and local languages.



environment and implementation operational & ground realities. Therefore the Governance

Specialist is expected to be flexible and adapt to requirement of process. The Governance

Specialist shall report to the Secretary (Planning), Planning & Development Department

(P&DD) Government of Balochistan. The Governance Specialist shall report to the Secretary

Planning, P&DD Government of Balochistan for all matters.







TERMS OF REFERENCE

Gender & Learning Specialist - Operational Support Unit (OSU)


for Balochistan

Background









































implementation.

25




















Rationale for hiring the Gender & Learning Specialist

The rationale for hiring the Gender & Learning Specialist is to ensure mainstreaming of gender

and the implementation of learning and knowledge transfer activities that support improvement

of program outcomes and performance through a consultative process. Furthermore, the Gender

& Learning Specialist will help plan, design and deliver a variety of training programs, gender &

learning activities to meet stakeholders and client needs, including module development,

program and materials design and consistent application of policies and standard. Specifically,

the Gender & Learning Specialist will be responsible for the following duties;


Under the guidance of the Coordinator OSU, the Gender & Learning Specialist is expected to

provide technical backstopping guidelines, capacity building, monitoring and reporting for

mainstreaming gender in the three thematic areas of MDTF Round II that is (i) GPP (ii) Job

creation & (iii) Economic livelihood and service delivery. Specifically; the Gender & Learning

Specialist will be responsible for the following duties and responsibilities;

- Strengthen and operationalize the strategic direction for gender mainstreaming efforts in

developing project concept notes and overseeing implementation of the approved

projects/sub projects.

- Contribute significantly in achieving the gender priorities set out in sectors of GPP and line

departments’ particularly social welfare & women empowerment department of Government

of Balochistan.

- Develop professional and effective working relationship with the line department’s vis-à-vis

Government of Balochistan commitments on gender equality and other agencies working in

the gender arena.

- Provide advice and technical expertise on the inclusion of gender perspective and analysis,

where appropriate, in all decisions, policies and programmes.

- Provide technical advice and expertise to sectors on how to include a gender perspective into

programmes, projects and activities, including reporting.

- Assist the specialists to put in place systems for collecting and disseminating timely,

accurate, detailed, reliable and up-to-date information on gender specific activities pertaining

to the MDTF Round II programs.

- Oversee the use of gender related tools, guidelines, resources in the three streams of the

MDTF Round II programs.



- Develop and implement of GPP learning & development programs and coordinate, promote

learning events, analyze program effectiveness, and provide recommendations to the GPP

team and line department government of Balochistan.

- Maintain, update and provide support for the learning management and capacity building

development.

- Conduct a comprehensive training needs assessment in consultation with OSU and the

respective line departments to assess their training needs.

- Develop and implement annual training plan in consultation with OSU and the respective

line departments, provide expert advice on training modules, training materials, training

calendar etc.

- Design Strategy and Structure that involves knowledge and skills in the analysis of

environment, size of the intervention and use of technology.

- Develop innovative learning products & courses related as per requirement by applying

instructional design and learning principles and strategies. The products & courses have suit

variety of learning media such as self-directed & instructor-led like face-to-face, web portal,

blended (offline / online), & e-learning).

- Develop and updates training methodologies, material, and course content, tools and

products (i.e. manuals, online tutorials, user guides, presentations, etc.), based on lesson

learnt.

- Locate and identify potential resource persons and maintain close liaison with these

identified resource persons.

- Implement evaluation processes and creates assessment activities and tools to identify areas

of strength and weakness, and ensure training and professional development approaches are

effective and achieve desired results.

- Develop and manage the learning budgets, and identifies and makes recommendations on

strategies for ongoing learning and transfer of knowledge in consideration of succession,

trainee development, and operational needs.

- Advance linkages with national and international public sector and private sector

institutions/university/academia to develop centers of excellence, internship and training

programs.

- Act as focal person on training and capacity building and liaise with World Bank regarding

various capacity building and training activities to be under taken under the Program.

- Locate and identify potential resource persons and maintain close liaison with these

identified resource persons.

- Organize, monitor and evaluate implementation of annual training plan developed under the

program while assessing the effectiveness of trainings.

- Carrying-out capacity gap analysis of the line departments keeping in view the Governance

Sector Strategic Objectives.

- Arrange training, consultative, disseminative and validation workshops/seminars under the

program and to compile reports thereof.

- Provide need-based assistance to OSU Coordinator of achieve milestones related to gender.

- Close coordination and interaction with the line departments and public sectors entities

supported by the GPP for inclusion of gender-related interventions and ensuring to

incorporate these in each project Concept Note (CN) supported by the GPP at the designing

stage.

- Support the M&E Specialist and the Communications specialist with reporting gender-

segregated beneficiaries on the outcomes of GPP interventions.

- Provide technical advice and expertise to sectors on how to include a gender perspective into

programs, projects and activities, including reporting.

- Assist the GPP specialists to put in place systems for collecting and disseminating timely,

accurate, detailed, reliable and up-to-date information on gender specific activities pertaining

to the MDTF Round II programs.



- Review GPP Concept Notes (CN) keeping in view quality assurance, relevant to GPP’s

PDO, sustainability and results-based management

Deliverables/Specific Outputs Expected - Conduct a comprehensive training needs assessment in consultation with OSU and the

respective line departments to assess their training needs. Phase I that will be focused on the

Finance Department, Planning and Development Department, Irrigation Department and

Education Department will be expected to be delivered within six months of the signing of

contract;

- Develop and implement annual training plan in consultation with OSU and the respective

line departments. Provide expert advice on training modules, training materials, training

calendar etc. Phase I that will be focused on the Finance Department, Planning and

Development Department, Irrigation Department and Education Department will be

expected to be delivered within six months of the signing of contract;

- Deliver the targeted trainings of the GPP Results Framework in certification of financial

management, procurement, internal audit, monitoring and evaluation, project management

and leadership development, preferably three months prior to the target dates. In this regard

to get approve a Plan for the realization of the targets within 3 months of signing of contract;

- Tangible support and teamwork with the Governance Specialist of the GRSU and the M & E

Specialist of the OSU to operationalize the Balochistan Centre for Monitoring and

Evaluation and the Balochistan Institute of Public Policy and Practice;

- Deliver the impact evaluation and monitoring and evaluation related data / questionnaires

for the trainings and skills development are filled by each targeted trainee, collect the data,

record, and submit to the M & E Specialist of the project, within 7 days of the training /

event;

- Ensure that gender is well represented and preferably up to 50% in all trainings, as well as

all other activities of the GPP;

- Demonstrate proactively in the use of gender related tools, guidelines, resources in the three

streams of the MDTF Round II programs;



Bank Group.


A Master’s Degree in social sciences / gender studies / sociology / economics / public

policy, or a related or with a major in a relevant discipline.

At least 10 years’ experience, after acquiring stipulated qualification, in leading experience

in a gender & capacity building based activities, at the national level or with the

International Organizations / Donor projects.

Experience of public sector and donor funded projects is highly desirable

Proven ability to work in a collaborative, team environment




Excellent technical and conceptual knowledge about gender & learning activities.

Ability to work with government officials and other technical / donor agencies.







Written and oral fluency in Urdu, English. Fluency in local languages will be accorded due

weightage



environment and implementation operational & ground realities. Therefore the Gender &

Learning Specialist is expected to be flexible and adapt to requirement of process. The Gender

& Learning Specialist shall report to the Coordinator OSU, Operational Support Unit, and

request for leave to be agreed in advance by the Coordinator.







TERMS OF REFERENCE

Citizen Engagement and Public Private Partnership (PPP) Specialist- Governance

Reform Support Unit (GRSU)


for Balochistan

Background








































26







implementation.

Implementation support for the GPP will be provided by two units: a Governance Reforms

Support Unit (GRSU) and an Operations Support Unit (OSU). GRSU will be responsible

for the coordination of policy reforms with technical support provided by donor projects; and

OSU will be responsible for project implementation support for all GPP activities, as follows:











Rationale for hiring the Citizen Engagement and Public Private Partnership (PPP)

The GPP Balochistan project will support the improved environment for PPPs and private sector

growth, including policy formulation and regulatory mechanisms and engagement of citizens in

monitoring service delivery to improve education and irrigation sectors. The Citizen

Engagement and Public Private Partnership (PPP) is required to ensure effective support to the

implementation of these and similar activities.

Scope of Work and Activities to be undertaken:

Under the guidance of the Secretary, P&DD, Government of Balochistan, through the

Governance Specialist who will also perform as the Citizen Engagement and Public Private

Partnership (PPP) Specialist will work closely with implementations partners and internal team

to monitor, manage and ensure continuous improvement of service delivery and best practice.

Specifically, the Service Delivery Specialist will be responsible for the following duties and

responsibilities;

Citizen Engagement

Conduct a diagnostic review of the current citizen engagement in consultations, monitoring,

management and oversight of public service delivery related rules & regulations in Balochistan,

to start with for the Education and Irrigation sectors, including:

- Review legal and regulatory framework for citizen-engagement and recommend

improvements for a conducive and enabling environment for citizen-engagement, including

policy formulation and regulatory mechanisms to support and provide incentives to activities

and projects that can be made attractive to citizen-engagement through:

- Identify support mechanisms that can be adopted by Government of Balochistan to

encourage citizen-engagement;

- Conduct with relevant local and national partners and stakeholders, a rapid analysis of

the main citizen-engagement issues and concerns on the ground;

- Identify gaps in the current programs and activities; assess the quality and effectiveness

of the existing initiatives and using this information to develop, in cooperation with

partners, strategies to address the gaps on need basis;

- Develop governance structure for the implementation of the citizen-engagement reforms;



- Initiate capacity needs assessment based on existing capacities and gaps within Planning

and Development Department (P&DD) for effective citizen-engagement to improve

public services delivery;

- Develop a roadmap including mandate, staffing, and coordination with other units, work

process, and key products/solutions to be delivered by the citizen-engagement;

- Provide analysis of the necessary regulatory preconditions to the successful of citizen-

engagement functions;

- Prepare the documents necessary to guide the implementation of the citizen-engagement

function - draft law, procedures and operating manuals;

- Liaise with education and irrigation departments for citizen-engagement initiatives ;

- Establish contact and consultation with civil society and citizen organization to explore

opportunities of collaboration for public service delivery monitoring ;

- Develop a plan focusing on cooperative arrangements including initial trainings and

support to citizens and civil society organization for the citizen engagement in public

sector service delivery; &

- Organize and conduct workshops and focus group discussion with the key stakeholders

to develop citizen-engagement strategy for the priority sector – education and irrigation

to start with.

- Formulate Strategy with timelines and responsibility specific recommendations regarding the

institutional framework and of the rules and procedures in citizen engagement.

- Provide inputs and materials to the M & E and Communication Specialists for devising

communication strategy, knowledge products and dissemination of results

- Preparing reports, briefs and monitoring progress



Bank Group.

Public Private Partnership (PPP)

Conduct a diagnostic review of the current private sector rules & regulations in Balochistan as

well as citizen engagement in consultations, monitoring, management and oversight of public

service delivery, to start with for the education and irrigation sectors, including;

- Review legal and regulatory framework for PPPs and recommend improvements for a

conducive and enabling environment for PPPs and private sector growth, including policy

formulation and regulatory mechanisms to support and provide incentives to activities and

projects that can be made attractive to Private Sector actors;.

- Identify support mechanisms that can be adopted by Government of Balochistan to

encourage viable PPP models and private sector engagement;

- Conduct with relevant local and national partners and stakeholders, a rapid analysis of the

main private issues and concerns on the ground;

- Identify gaps in the current programs and activities; assess the quality and effectiveness of

the existing initiatives and using this information to develop, in cooperation with partners,

strategies to address the gaps on need basis;

- Develop governance structure for the implementation of the private sector reforms;

- Initiate capacity needs assessment based on existing capacities and gaps within Planning and

Development Department (P&DD) and Finance Department (FD) for the PPP Cell to

effectively engage with the private sector in developing innovations and participating in

service delivery to increase efficiency, quality, and access to public services;

- Develop a roadmap including mandate, staffing, and coordination with other units, work

process, and key products/solutions to be delivered by the PPP Cell within P&DD and FD to

ensure that the needs of Government are met when it comes to a PPP program that delivers

projects that are sustainable and financed and delivered by the private sector;



- Provide analysis of the necessary regulatory preconditions to the successful running of the

PPP Cell within P&DD and FD and continued fulfillment of its functions;

- Prepare the documents necessary to guide the implementation of the PPP Cell, including

draft law, procedures and operating manuals;

- Liaise with relevant Line Departments and Public Sector Entities (LDs and PSEs) engaged in

the implementation of PPP transactions and meet the expectations;

- Establish contact and consultation with all Public Private Partnership related stakeholders;

- Develop a plan focusing on cooperative arrangements including initial trainings and support

P&DD and FD relevant staff and other LD & PSEs as may be required on PPP preparation,

procurement and management;

- Organize and conduct workshops and focus group discussion with the key stakeholders to

develop PPP strategy for the priority sector – education and irrigation to start with;

- Support establishment of PPP Nodes in selected LDs initially (education and irrigation

department) with the aim to have PPP Nodes in all LDs where the potential to engage private

sector for service delivery is significant;

- Develop PPP Strategy for P & DD and FD and selected Nodal Departments;

- Coordinate and liaise with PPP Cell, LDs and PSEs to develop a priority list of potential

projects under PPPs;

- Propose and facilitate execution of a pilot PPP transaction as a tool for “hands-on” training

for the PPP Unit, PPP Node in education and irrigation Departments;

- Work closely with PPP Cell and Nodal Departments within LD & PSEs to ensure that PPP

projects are prepared for competitive market bidding in such a way that all financial and risk

components are adequately identified, quantified and allocated in a manner consistent with

prescribed methodologies. This includes facilitation in preparation of initial project

investment proposals for projects that could be suitable for PPP; assisting the LD with

bidding processes, negotiation and award of the PPP contract; and assistance with contract

management;

- Advise P&DDD and FD on the most efficient relationship between PPP Cell and PPP Nodes

at LDs;

- Develop standard methodologies for PPP project preparation, competitive bidding,

negotiation and contract management of PPP contracts and to ensure these are applied.

These would include methodologies related to: Project inception including screening for

PPPs, PPP Feasibility Studies, PPP Bidding Documents, Standard PPP Contract Provisions,

negotiation guidelines, and PPP Contract Management;

- Work with the PPP Cell for engaging private sector enterprises deliver outcome based

conferences/seminars to launch and establish the public-private interaction;

- Facilitate information dissemination and dialogue with potential investors and financiers.

- Formulate Strategy with timelines and responsibility specific recommendations regarding the

institutional framework and of the rules and procedures in private sector regulations with the

objective to facilitate public private partnership as well as citizen engagement;

- Provide technical support for collection and analysis data on need basis and Coordinate

assistance and liaise with various government line departments and public sector entities to

facilitate as well as promote the public private partnership and citizen engagement reform

initiatives;

- Providing support and facilitating for trainings, orientations and briefings on private sector

regulations as well as citizen engagement on need basis;

- Advise and assist in the development of training orientation materials and the adaptation of

existing training resources as needed;

- Interacting and liaising with Development Partners and arrange regular updates, briefing

etc.;

- Provide inputs and materials to the M & E and Communication Specialist for devising

communication strategy, knowledge products and dissemination of results;




by 20th of each month for monthly progress report; and

- Other related duties to be performed as per the requirements.

Deliverables/Specific Outputs Expected - Draft proposal for establishing the Balochistan Board of Investment and for developing a

policy framework for Public-Private Partnerships (PPPs) within three months of the signing

of contract;

- Citizen-engagement strategy approved by the P & DD, Education and Irrigation

Departments, for the education and irrigation departments within 6 months of signing the

contract. The Strategy is expected to deepen the citizen-centric initiatives that were started

with the Governance Support Project’s support, and among others include: (i) citizen pre-

budget consultations; (ii) Performance Management Cell; (iii) youth and interns; (iv)

Balochistan Ombudsman; (v) Anti-corruption Establishment; (vi) Public Accounts

Committee; and (vii) Local government institutions. The objective is to engage in raising

awareness and helping citizens, especially women, to access grievance redress mechanisms.

To achieve this objective design and pilot centralized grievance redress mechanism (like

1122) within 12 months of signing of contract. Such deepening would also include citizen

feedback on service delivery through the use of ICT tools for transparency, accountability,

and citizen facilitation, including e-procurement;

- Public Private Partnership Strategy approved by the P & DD and FD for the education and

irrigation departments within 6 months of signing the contract;

- Embedded ideas of citizen engagement into the operationalization of the Balochistan Centre

of Monitoring and Evaluation within 3 months of signing of contract, in collaboration with

the GPP Governance, M & E and Learning and Gender Specialists;

- Publish and disseminate six monthly citizen-engagement reports;

- Publish and disseminate annual impact evaluation citizen-engagement report;

- Deliver citizen engagement in monitoring of education services (in six more districts in

addition to the 5 covered by GSP), and irrigation service (in at least six districts) within 12

months of signing the contract.

- Embedded ideas of citizen engagement into all GPP ICT based solutions, within 3 months of

signing of contract, in collaboration with the MIS and ICT as well as the Governance

Specialist of the GPP.


Professional Accountant (CA/ACCA/ACMA) or Master Degree in Finance /Accounting

Business Administration.

He /She must have excellent analytical and interpersonal skills along with strong

organizational ability in service delivery activities; must be able to obtain, analyze and

evaluate a variety of information; organize, interpret and present it in meaningful oral or

written form for varied audiences and provide solid analysis leading to sound decision-

making.

At least 10 years’ experience in a field of Service Delivery activities, at the national level or

with the International Organizations / Donor projects.

Private sector or private sector development experience will be given additional weightage.

Public Private Partnership programs and project experience will be given additional

weightage.

Citizen-engagement programs and project experience will be given additional weightage.

Gender equity and equality will be ensured with at least 10% weightage.


Excellent technical and conceptual knowledge about social work.

Ability to work with government officials and other technical / donor agencies.






Written and oral fluency in English and Urdu. Fluency in Pashto will be accorded due

weightage



environment and implementation operational & ground realities. Therefore the Citizen

Engagement and Public Private Partnership (PPP) is expected to be flexible and adapt to

requirement of process. The Citizen Engagement and Public Private Partnership (PPP) shall

report to the Secretary, P&DD Government of Balochistan through the Governance Specialist

who will also perform as the Team Leader for the GRSU







TERMS OF REFERENCE

Internal Auditor

Governance and Policy Project (GPP) Multi-Donor Trust Fund (MDTF) Round II for

Balochistan

BACKGROUND

































GPP IMPLEMENTATION ARRANGEMENTS






27

The Balochistan PSC comprises the Additional Chief Secretary (Development), Secretary Finance Department,

Secretary S&GAD, Secretary Education Department, Secretary Irrigation Department, Secretary (Planning) P&D

Department, DG- M&E P&D Department, Chief Foreign Aid, Provincial Coordinator GPP and Co-Opted Member.





implementation.





b) Governance Reform Support Unit (GRSU): This Unit will be housed in the Department

of Planning and Development (P&DD). The unit will coordinate and monitor governance

reforms supported by the GPP and other donor projects to ensure timely project support for

the governance reforms identified in Balochistan. The GRSU will comprise two advisors

that will report to the Secretary P&DD; and

c) Operations Support Unit (OSU): This Unit will be led by a Coordinator who will report

to the Chief Foreign Aid, P&DD. As under the GSP, the Government of Balochistan will

continue to house the OSU (part of the previously ISU) in the P&DD. The OSU will

manage cross-cutting support to all GPP activities: financial management; procurement;

internal audit (firm); M&E; strategic communications; ICT; gender; and learning activities.

The project activities cover multiple government departments including Finance Department,

Planning & Development Department, Education Department, Irrigation Department,

Balochistan Revenue Authority and Balochistan Procurement Regulatory Authority.

RATIONALE FOR HIRING INTERNAL AUDITOR

“The Internal Audit is an independent, objective assurance and consulting activity designed to

add value and improve an organization’s operations. Internal Audit helps an organization

accomplish its objectives by bringing a systematic and disciplined approach to evaluate and

improve the effectiveness of risk management, control, and governance processes”.28

The "independence" of Internal Auditor means that its activities are conducted in a manner free

from conditions that threaten its ability to carry out its responsibilities is an unbiased manner.

The purpose of hiring the Internal Auditor is to help the projects accomplish their objectives by

bringing a systematic and disciplined approach to evaluate and improve the effectiveness of risk

management, control, and governance processes. The management perceives that Internal

Auditor shall:

Provide assurance that financial and operational risks are understood and appropriately

managed;

Promote the establishment of best practices;

Identify opportunities for pragmatic efficiency and effectiveness improvements, primarily in

internal controls and risk analysis;

Advise on matters regarding internal controls and risk management;

Evaluate risk management procedures and internal controls;

Provide comprehensive process assurance services.

28

Definition of Internal Audit by Institute of Internal Auditors



SCOPE OF WORK AND ACTIVITIES TO BE UNDERTAKEN

The Internal Auditor shall provide the internal audit services to be carried out biannually as per

approved internal audit plan. The scope of work of Internal Auditor is to determine whether the

project’s risk management, controls, and compliance processes, as designed and represented by

management, are adequate and functioning. The control frameworks are developed in

compliance with GoP Rules and Regulations, World Bank Guidelines as well as international

standards such as Committee of Sponsoring Organizations model- COSO-ERM and ISACA’s

(Information Systems and Control Association) COBIT (Control Objectives for Information and

related Technology). The Internal Auditor should also review that whether projects’ control

framework ensures that:

Risks are appropriately identified and managed;

Significant financial, managerial, and operating information is accurate, reliable and timely;

Employees’ actions and transactions are in compliance with internal policies, standards,

procedures, and external applicable laws and regulations;

Resources are acquired economically, used efficiently, and adequately protected;

Programs, plans, and objectives are achieved;

Quality and continuous improvement are fostered in the project’s control process;

Significant legislative and regulatory issues impacting the project are recognized and

addressed appropriately;

The Internal Auditor will carry out its responsibilities by:

Developing an Annual Internal Audit Plan for the GPP covering all Designated Accounts,

project activities and beneficiary entities using an appropriate risk-based methodology,

including any risks or control concerns identified by management, the external auditors, or

the Steering Committee. Agreeing the plan with all stakeholders and submitting to Steering

Committee as well as Coordinator OSU Balochistan for review and approval;

Executing the Annual Internal Audit plan, as approved and or as revised, from time to time;

Performing advisory services, beyond assurance services, to assist management in meeting

project’s objectives, where required;

Reporting suspected fraud, investigation of significant suspected fraudulent activities within

the project, if any, and notify Coordinator OSU Balochistan and Steering Committee of its

results;

Communicating results of internal audits and recommendations for improvement to

respective officials. Obtaining written management responses as to corrective action planned

or taken within a specified time from the issuance of the audit reports. Evaluate and monitor

the disposition of the proposed actions and their expected effectiveness. Instances of residual

risk that may be unacceptable will be discussed with management and, if unresolved,

reported to Steering Committee;

Conducting biannual internal audits of GPP at OSU, Finance Department and P&D

Department;

Preparing biannual internal audit reports identifying control weaknesses and submitting

report to Coordinator OSU Balochistan and Steering Committee;

Issuing audit reports to Coordinator OSU Balochistan as well as Principal Accounting

Officer of the Designated Accounts maintaining authorities and the Steering Committee;

Employing professional audit staff with sufficient knowledge, skills, experience, and

professional certifications to carry out audit of the project;

Communicating opportunities for improving control functioning and effective utilization of

project resources to Coordinator OSU Balochistan, line departments and the Steering

Committee.



The control assurance activities performed by Internal Auditor will include:

Reviewing the reliability and integrity of financial and operating information and how it is

identified, measured, classified and reported;

Reviewing the systems established to ensure compliance with laws and regulations;

Reviewing systems established to safeguard assets, when appropriate, verifying existence of

assets;

Verify targets achievements set forth in GPP Project Appraisal Document (PAD) and link

the same with Performance Based Incentive as per approved guidelines proposed in GPP

Operations Manual for the designated/ notified officials of the government line departments

associated with implementation of respective Project activities and comment ;

Appraising the economical and efficient use of resources;

Evaluating the adequacy and effectiveness of project’s processes for controlling activities

and managing risks;

Testing key financial reporting controls in identified financial systems and processes;

Identifying significant risks to the ability of the project to meet its objectives,

communicating them to management and ensuring that management has taken appropriate

action to guard against those risks;

Performing early entry engagements to assist management in incorporating an adequate

control structure in new systems and processes;

Reviewing the reports of the external auditors, monitoring compliance against

recommendations of auditors and reporting the status to the Steering Committee.

Review Project activities and processes where Internal Auditor should particularly focus to

include:

Control Environment

Control environment risk factors incorporate management's attitude, awareness, and

actions concerning an organization's control environment. It is important that the

Internal Auditor obtain sufficient knowledge of the control environment to determine

whether the collective effect of these factors establishes, enhances, or mitigates the

effectiveness of the specific control techniques. In making this determination, the

Internal Auditor should consider management's philosophy and operating style,

management's monitoring of performance and compliance with laws and regulations.


The Internal Auditor shall perform a review of the financial and internal control structure

and report if they are in accordance with international standards to determine the

adequacy of the existing controls related to the management of all funds received by

entity. The Internal Auditor shall obtain sufficient understanding of entity's financial

management system and provide evaluation of the management control environment, the

accounting system and the control procedures in order to determine the adequacy of the

system to control and account for funds transferred to it by the Bank.

Procurement and Contract Management

The Internal Auditor shall review project’s procurement and contract management

processes with an objective to provide assurance that they are effectively designed in

accordance with the Bank’s procurement guidelines and are operating efficiently. This

will involve review of the project’s contracting and procurement policies and procedures

for procurement planning, avoidance of improper business practices and conflicts of

interest, competitive procurement, ordering procedures, invoice examination policies and

procedures to ensure payments are made only for goods and services received. The

Internal Auditor shall carry out a detailed review of contract administration functions



such as inspection and acceptance, agreement modifications, disputes, proper accounting

and termination etc.

Monitoring and Evaluation (M&E)

The Internal Auditor shall review the M&E system to ensure that it is designed and

operating effectively as described in the Project Appraisal Document (PAD). This will

include review of the institutional arrangements for M&E, methods used for data

collection, quality of data collected, quality and timeliness of M&E reports and

management action on the M&E reports.

Internal Auditor will also liaise with External Auditors including provision of internal audit

reports, discussion on project risks and compliance with recommendations.

DELIVERABLES/SPECIFIC OUTPUTS EXPECTED

The Internal Auditor is expected to provide the following deliverables as per defined frequencies

and reporting lines:

1. Provide Annual Internal Audit Plan to Coordinator GPP OSU Balochistan within one month

of contract effectiveness and then regularly on 1st July of every year;

2. Provide tentative schedule to Coordinator GPP OSU Balochistan of field work and carrying

out bi-annual internal audit exercise by 15th

July of every year, the field work should not

exceed a period of 10-15 working days. The internal audit should be initiated at a maximum

by 1st February and 1

st August every year for the project activities carried out during two

preceding six months periods respectively;

3. Submit Draft Internal Audit Report to Coordinator GPP OSU Balochistan within 15 days of

completion of field work for review and management comments whereby, the Project shall

respond to audit observations within a period of 15 days of its receipt;

4. Finalization of Internal Audit Report and its submission to Coordinator GPP OSU

Balochistan within 10 days of receipt of management replies. The Coordinator GPP OSU

Balochistan shall disseminate Final Internal Audit Report to all members of Steering

Committee with a request for holding Steering Committee meeting within 15days of receipt

of final internal report;

5. Internal Auditor shall present the Internal Audit Report to the Steering Committee for its

review, endorsement, approval and recommendations to GPP;

6. Internal Auditor shall also follow-up of status of previous observations and compliance over

recommendations through a mid period follow up report after interacting with GPP

management.

The Internal Auditor shall provide an electronic copy and three (3) hardcopies of the each

deliverable to the respective recipient.

PROFILE /QUALIFICATIONS

The Internal Auditor shall be a firm of Chartered Accountants having:

Satisfactory rating under the Quality Control Review program managed by Institute of

Chartered Accountants of Pakistan;

Its name appears in Category “A” of State Bank of Pakistan’s Panel of Auditors;

Considerable experience of conducting internal audits, assurance services, review of internal

control systems, processes, pre-award assessments and control evaluations;

Experience of working on donor funded projects;

Having at least 10 partners and 200 professional staffs;



The profiles of field teams shall be shared in advance with GPP Coordinator for review and

quality purposes.

INSTITUTIONAL ARRANGEMENTS AND REPORTING

For administrative and contractual matters, Internal Auditor shall liaise with Coordinator GPP

Balochistan whereas Financial Management Specialist GPP Operational Support Unit shall act

as focal person from GPP for the overall internal audit activity. Necessary reporting

arrangements for internal auditor are summarized below:

Coordinator GPP Balochistan

Contractual matters including payment for internal audit services;

Discussion on indicative levels of risk, areas where management needs support and time

allocations to prepare internal audit plan for GPP as well as for the overall portfolio;

Preparation and submission of Annual Internal Audit plan including field visits and physical

verification of assets for GPP;

Submission of semi-annual internal audit report consolidated for all GPP Designated

Accounts;

Agreeing on dates for semi-annual internal audit of GPP;

Discussion on draft internal audit observation and submission of draft internal audit report

for management comments and finalization of report;

Reporting on follow-up of previous internal audit recommendations for GPP.

Independent report on verification of results achieved linked to performance based incentive.

Steering Committee

Submission and approval of Annual Internal Audit Plan;

Submission of semi-annual internal audit report consolidated for all GPP Designated

Accounts;

Presenting internal audit reports to Steering Committee and follow-up on its directives;

Reporting on follow-up of internal audit recommendations for each Designated Account;

Reporting on follow-up of external audit recommendations.

SPECIAL TERMS AND CONDITIONS/SPECIFIC CRITERIA

The Internal Auditor will have full, free and unrestricted access to the projects’ records, physical

properties, personnel and other entities relevant to an area under review. The Internal Auditor

will have no responsibility for or authority over any of the activities or operations subject to its

review.

The Internal Auditor shall not perform any operational duties, develop and install systems and

procedures, initiate or approve accounting transactions, prepare records, or engage in any other

activity which it would normally review and appraise and which could reasonably be construed

to compromise in appearance or fact, the independence and/or objectivity of the Internal

Auditor.

The Internal Auditor shall carry out its responsibilities in accordance with professional standards

including those issued by Institute of Internal Auditors and International Federation of

Accountants and shall follow the Code of Ethics issued by the Institute of Internal Auditors.

The Internal Auditor carrying out the assignment is expected to maintain the highest standards

of:



Integrity: The integrity of the Internal Auditor establishes trust and thus provides the basis for

reliance on its judgment.

Objectivity: The Internal Auditor exhibits the highest level of professional objectivity in

gathering, evaluating and communicating information about the activity or process being

examined. Makes a balanced assessment of all the relevant circumstances and is not unduly

influenced by its own interests or by others in forming judgments.

Confidentiality: The Internal Auditor respects the value and the ownership of information

received and do not disclose information without appropriate authority unless there is a legal or

professional obligation to do so.

Competency: The Internal Auditor applies the knowledge, skills and experience needed in the

performance of the assignment.

Quality Assurance

The Internal Auditor shall develop and maintain a quality assurance and improvement program

that covers all aspects of Internal Audit activity related to the project. This should enable the

evaluation of the conformance of Internal Auditor activities with the Institute of Internal

Auditors International Professional Practices Framework (IPPF) and Code of Ethics.



Job Description

Finance Officer

Job Summary:

The Finance Officer, on behalf of GPP OSU, shall be responsible for the financial matters and

accounts related record keeping and operations of the project and directly reportable to Financial

Management Specialist. Key responsibilities of Finance Officer shall include, but not limited to,

the following:

Key Responsibilities:

The Finance Officer will be entrusted with the following responsibilities:

Work under the overall supervision of Financial Management Specialist for maintaining,

managing and updating Project financial records;

Keep Designated Account of GPP in line with the Project Financial Management Manual;

Assisting in preparation of Project annual budget, in consultation with line departments/

implementing partners, under the overall guidance of Financial Management Specialist;

Prepare monthly budget analysis/ consumption reports for FMS;

Assist in preparation of periodic financial reports on formats agreed with World Bank and

submit to FMS for review;

Perform periodic/monthly reconciliation of Project Designated Accounts (Revolving Fund

Accounts and Local Currency Assignment Accounts) in conformity to procedures set forth for

the same with National Bank of Pakistan and submit to FMS for review;

Perform periodic/monthly reconciliation of Project Designated Accounts (Revolving Fund

Accounts and Local Currency Assignment Accounts) in conformity to procedures set forth for

the same with Accountant General (AG) Office;

Ensure that all payments are properly recorded relevant account codes in a timely manner in

books of accounts and reconciled with underlying records;

Ensure that all payments are properly backed by ample relevant documents and all records are

properly placed in good auditable manner; including updating accounting record payment

vouchers, ledgers and cash books;

Assist Financial Management Specialist during internal and external audits and World Bank

review Missions and liaison with auditors/Missions for smooth conduct of their activities;

Assist in preparation of Monthly Financial Summary, Quarterly Interim Financial Reports

(IFRs) and annual financial statements of the Project;

Provide necessary feedback to line departments/ implementing partners in maintaining books

of accounts, records, reconciliations and other financial management matters as per Project

Financial Management Manual and relevant World Bank rules;

Review all payment vouchers and underlying supporting documents before payment is made

to ensure that payment is justified, within approved budget and is accordance with approved

policies and procedures and complete in all material respects;

Ensure that all accounting system of the project is adequately implemented and used to ensure

compliance with approved accounting policies/procedures.

Assist FMS in analyzing, planning, designing, implementing and monitoring a system to

augment internal controls in line with best practices in the process of payment and expenditure

management.

Maintaining an updated record of project inventories and supplies including track log of all

items procured, issued/ transferred, utilized and through an effective internal control

mechanism for safeguarding Project equipments and assets;



Any other task assigned by Financial Management Specialist.

Working Arrangements:

Since the project activities may undergo frequent changes in view of the dynamic environment of

the project and realities on ground, therefore, the Finance Officer is expected to be flexible enough

to adapt to such challenging situations.

Qualifications and Experience

Master Degree in Finance, Accounting and Commerce from a recognized university with 7 years

relevant experience in financial management is required. Working in development sector and prior

experience of public sector preferably with donor funded projects and government protocols shall

be given due weightage.

Abilities and Skills:

Sound understanding and knowledge of financial rules and procedures and experience in their

application.

Highest standards of personal integrity with proven ability to work in a collaborative, team

environment.

Written and oral fluency in Pashto, Urdu and English.

Excellent IT and report writing skills and command over MS Excel.

Balochistan local/domicile applicants meeting essential requirements will be given preference.



Job Description

Procurement Officer

Job Summary:

The main objective of the position of the Procurement Officer is to conduct, oversee, advice and

support the procurement processes in compliance with the Government of Balochistan procurement

laws and regulations and the World Bank procurement guidelines as per Operational Manual of the

Project. The Procurement Officer will be to assist the Procurement Specialist in achieving specific

objectives by establishing and maintaining an efficient Procurement management, governance and

contract implementation and administration system.


The Procurement Officer will be entrusted with the following responsibilities:

Prepare and update the procurement work plan under guidance of the Procurement Specialist.

Develop procurement plan, strategy and manuals in accordance with World Bank procurement

guidelines.

Liaise with the sub projects on project procurement and maintain the outlined guidelines

governing the procurement process for the project under the guidance of the Procurement

Specialist.

Maintain coordination of project activities and will be responsible for achievement of all

procurement related targets.

Assist the Procurement Specialist in proposing measures to overcome critical delays (if any)

to project completion and on compliance with agreed procedures.

The essential duties and responsibilities will be carried out in the context of providing support

to the project on a full time basis and ensure efficient procurement and vendor management

processes.

Render support on project start-up procurement issues as necessary and advice and assist the

preparation of procurement packages as appropriate.

Prepare and review technical specifications from the procurement stand point of view, refine

Terms of Reference (TOR) and prepare Request for Proposals (RFP). Bidding documents,

contracts and evaluation reports for the project using standard World Bank documents and

where appropriate the standard documents approved by Govt. that are acceptable to the Bank.

Prepare and execute purchase orders and purchase requisitions.

Execute all the above responsibilities in compliance with procurement laws, regulations and

procedures of the World Bank and Government of Pakistan.

Prepare and maintain proper record of all procurement activities and minutes of meeting and

contract negotiations.

Qualifications and Experience:

MBA/ Master degree in Social Sciences, from HEC recognized university or professional

qualification, diploma in Supply Chain Management, Logistics or Public Procurement will be

given due weightage.

2-3 years experience, preference will be given to candidates having working experience in

Donor Funded Projects.



Job Description

Admin Officer

Job Summary:

Admin Officer is responsible for day to day operations ensuring organizational effectiveness by

providing assistance to the project operations, administration, HR, attendance/timesheet, leave

record and other logistical functions. He will also contribute to the development, improvement and

implementation of process, policies and procedures of the project. This position will directly report

to Coordinator through FMS.


The Admin Officer will be entrusted with the following responsibilities:

Improve the operational systems, processes and policies in support of organizations mission

specifically, support better management reporting, information flow and management,

business process and organizational planning.

Manage and increase the effectiveness and efficiency of Support Services (HR, logistics and

assets management), through improvements to each function.

Coordination and communication between project management and line departments.

Management of project assets and recording in supervision of FMS.

Timesheet/ attendance keeping and leave record management.

Maintaining updated dispatch files and keeping adequate and systematic track of all

correspondences for easy reference.

Supervise and coach office support staff on regular basis for maintaining formal office

decorum.

Keep track of vehicle management including log books, fuel and oil histories and holding

surprise vehicle checks where required.

To maintain and record keeping of documents related to project activities in accordance with

World Bank requirement as well as Government of Balochistan.

Qualifications and Experience:

MBA with 7 years of relevant similar work experience preferably with World Bank and or donor

funded project. Excellent Knowledge of using MS Office Suit with Good Communication and

Interpersonal Skills



Annex 2

SUMMARY OF TERMS OF REFERENCE

For individuals to be hired

Proposed structure

Title of the Project

Title of the Position

(Domestic/International)

Number of positions and person months input required

Purpose and Objective of the Assignment:


Key Deliverables/Outputs:

Qualifications and Experience required:

Reporting Channel:

Payment Details (whether output based or time based contracts)



Annex 3

TEMPLATE

MONTHLY / QUARTERLY PROGRESS REPORT

GOVERNANCE & POLICY PROJECT

FOR THE MONTHLY / QUARTER ENDED ----------------------------------

SUBMITTED BY:

GPP, OSU, ------------------------------



INTRODUCTION

This section will very briefly describe the key particulars of the project and any variation therein.

For instance if the Grant agreement is revised with enhancement in fiscal outlay then that will be

separately reflected in this section rather than simply changing the total fiscal envelope of the

project. Similarly if there is a variation in the end dates that will be reflected separately as well.

Table 1: Key Particulars of Project Operations

Particulars of Project Operations

Project Effectiveness Date Date of Variation, if any

Project End Date Date of Variation, if any

Fiscal Outlay USD

Last Steering Committee Meeting Date

Date of Last Audit by AG Office

Date of Last DAC Meeting

I. STAFFING POSITION DURING THE QUARTER ENDED 31 DECEMBER 2016

Table 2: Staff Strength and Status

Designation Tick the status as

applicable

Position

Occupied

Position

Vacant

Coordinator Operational Support Unit (OSU)

Financial Management Specialist

Procurement Management Specialist

M&E Specialist

Governance Specialist

Strategic Communication Specialist

Gender & Learning Specialist

Citizen Engagement & PPP Specialist

Contract Administration Specialist

MIS/ ICT Specialist

II. ACTIVITIES FOR THE QUARTER ENDED 31 DECEMBER 2016

1. Project Planning: This section will summarily describe the activities undertaken during the

quarter towards development of projects, which could range from consultations with the

government, workshops, TNAs etc. In addition, Table 1 will provide the performance of

project screening process and the status of project approvals.

Table 3: Projects Status during the Quarter

Project Concept Notes

presented to the

Proposal Scrutiny

Team during the

quarter

Project Concept

Note presented

to R&DC during

the quarter

Projects

Approved by

R&DC during

the Quarter

Total Projects

approved from

Day 1 till the

end of this

quarter.

Remarks

(By title, not numbers)



2. Project Implementation:

This section will describe the activities after the project approval by R&DC starting from

procurement/contract negotiations to project implementation. Examples of activities are:

The procurement and contract related status i.e. the stage of procurement whether in evaluation or

negotiation; Number of orientation workshops held; Number of Training workshops conducted,

Number of individuals sent for training and the number completed the training; Studies initiated and

conducted; and seminars held etc. The M&E specialist may provide an update of activities in

relation to the outputs stipulated in the RBM (concept note) and the results framework (GPP, PAD).

2.1 Procurement Management and contract administration

This section will provide the details of procurement operations and contract administration for

individuals/firms hired under GPP. Table 4 will provide the status of contracts for the quarter as

well as the cumulative picture as well

Table 4: Status of Procurement and Contract Administration for the quarter ended

Total

Projects

Approved

by R&DC

During

this

quarter

Total

Projects

Approved

by R&DC

from day 1

till the end

of this

quarter

Total

Contracts

Awarded

during

this

quarter

Total

Contracts

Awarded

from day 1

till the end

of this

quarter

Total

Contracts

completed

during this

quarter

Total

Contracts

completed

from Day1

till the end

of this

quarter

Contracts

under

execution

Rem

ark

s

Nu

mb

er

Am

ount

Num

ber

Am

ount

Num

ber

Am

ount

Num

ber

Am

ount

Num

ber

Am

ount

Num

ber

Am

ount

Num

ber

Am

ount

2.2 Fund Management status for the Quarter ended …

This section will provide the details of withdrawal applications submitted and approved. Table 4

will include information from the first withdrawal application till the corresponding period for the

quarter the report is prepared. Cumulative data/information is suggested in the template to provide

the status of amount disbursed and withheld in a consolidated manner.

Table 5: Status of Withdrawal Applications from Day 1 till the end of this quarter

Date of Submission to

the Bank

Amount

requested

Date of

Approval/disbursement

by the Bank

Amount

Approved/

Released

Amount

Withheld

1st Withdrawal

Application

The Fund Management section will provide analysis of GPP’s performance in terms of cash

utilization and the efficiency in procurement and project management operations.



Table 6: Fund Management Status during the Quarter ended…

MDTF Grant

Disbursed by

the Bank during

this quarter

Cumulative

MDTF Grant

disbursed from

day 1 till the

end of this

quarter

Total Fund

Contracted (Total

Amount of contracts

signed) during the

quarter

Total

Expenditure

during the

quarter

Cumulative

Expenditure

from day 1 till

the end of this

quarter

In addition to table 6 the following information (Table 7) shall be included in the M&E report with

bi annual periodicity:

Table 7: Status of Fund Management

Status of Fund Management

Fiscal

Year

Rs in Million %

All

oca

tion a

s per

PC

I

for

the

Yea

r --

Budget

All

oca

ted f

or

the

Yea

r --

-

MD

TF

Gra

nt

Dis

burs

ed b

y t

he

Ban

k

duri

ng t

he

Yea

r

Cum

ula

tive

MD

TF

Gra

nt

dis

burs

ed

Tota

l F

unds

Com

mit

ted (

Cost

of

Pro

ject

s ap

pro

ved

by

R&

DC

) T

ota

l F

und C

ontr

acte

d

(Tota

l A

mount

of

contr

acts

sig

ned

)

Tota

l E

xpen

dit

ure

duri

ng t

he

yea

r

Cum

ula

tive

Expen

dit

ure

cu

mula

tive

exp t

o

cum

ula

tive

dis

bu

rsem

ent(

Vii

i/iv

×

100)

Cum

ula

tive

Exp t

o

Funds

com

mit

ted

Vii

i/v ×

100

Cum

ula

tive

Exp t

o

funds

contr

acte

d

Vii

i/vi

× 1

00

I II III IV V VI VII VIII IX X XI

2016-

17

% % %

2017-

18

% % %

2018-

19

% % %

2019-

20

% % %

Total

The M&E specialist shall obtain assistance from the Financial Management Specialist in collection

of data and analysis

III. RISKS MITIGATING ACTIONS

This section will elaborate the issues encountered in project implementation and the measures

adopted to tackle these challenges, In addition this section will raise red flags on any issues that the

project may face in future and will impact the project implementation status

Table 8: Challenges and remedial measures

Challenges Encountered Measures Taken Remarks



IV. Status of Key Performance Indicators of GPP

Table 9: Status of GPP Performance indicators

RESULTS REPORTING TEMPLATE

GPP Results Reporting Template

The Project Development Objective (PDO) is; “To strengthen the capacity for Sales Tax on

Services collection, and improve accountability in public financial management and public

service delivery in Education and Irrigation sectors”.

S.

No. Indicator Name Unit of Measure Baseline

Target

Values

Component 1: Increasing capacity for Sales Tax collection

1

2

Component 2: Strengthening accountability in public financial management

1

2

Component 3: Improving public investment and accountability in public services (Education

and Irrigation)

1

2

3

4

5

6

Prepared by: Name, Designation and Date Approved by: Name, Designation and

Date



Annex 4

Project Steering Committee Governance & Policy Project Balochistan



Annex 5

Review & Decisions Committee under Component 1 & 2 Notified by Finance Department



Annex 6

Review & Decisions Committee under Component 3 Notified by P&D Department



Annex 7

TRAVEL FORMS

Date: TAF No: T P -

Other Deptt:

Form No.GPP-20

Travel Authorizatin Form (Form No.GPP-20) Expense Claim Form (Form No.GPP-21)

Original receipts of all entitled expenses occurred during the official trip except local taxi charges

Expense Report duly signed by the Project Employee. (Form No.GPP-21)

If the employee has travelled in his own car prior approval in written of the Project Coordinator/ Director

Operation Support Unit- Governance & Policy Project (GPP)

TRAVEL AUTHORIZATION FORM

Date: Date: Date:

ON COMPLETION OF TRIP/ MISSION DOCUMENTS TO BE ATTACHED FOR CLAIM

Approved Tour/ Mission Report (Form No.GPP-22) Used air ticket along with boarding cards

Accomondation and Transportation Request

Accomondation / Hotel Booking is responsibility of OSU-GPP

Transportation is responsibility of OSU-GPP

Justification of Private Vehicle/ Rental Automobile: _______________________________________________________________

Certification and Approval

Initiated by: Recommended by: Approved by:

No. of days: __________________________________________

Ordinary/ Special Rates/ Day: __________________________

Estimated DA (Rupees): _______________________________

Official Vehicle - Project's convenience

Private Vehicle - Employee's/ Traveler convenience

Rental Automobile (designated agency only)

Estimated Daily/ Travel Allowance Desired Method of Tranportation

Arrival Model of Travel

Location Date

Grade:

Department: Duty Station: Tick Appropriate Box:

Project Employee

Responsible staff during absence (if any):

_________________________________________________________________________

Purpose of Travel:

__________________________________________________________________________

Date

Departure

Traveler's Name: Designation:

Travel Itinerary

Location

GPP Own

GPP Own



Date: TAF No: T P -

Other Deptt:

Date

Kilo

Meters Rate/ Km Misc. Exp Total

Date:

Form No.GPP-21

No. of days: __________________________________________

Ordinary/ Special Rates/ Day: __________________________

Estimated DA (Rupees): _______________________________

Note: Unjustified bills will not be entertained

Purpose Toll Charges

Parking

Fee

Tick Appropriate Box:

Project Employee

Date: Date:

Tour Program Attached

Toll, Parking Fee Receipts Attached

Tour/ Mission Report Attached

Certification and Approval

Initiated by: Recommended by: Approved by:

Estimated Daily/ Travel Allowance Desired Method of Tranportation

Operation Support Unit- Governance & Policy Project (GPP)

EXPENSE REPORT

Traveler's Name: Designation: Grade:

Department: Duty Station:



Form No. GPP-22

Operation Support Unit- GPP

TOUR/ TRIP MISSION REPORT

Name of Project Employee: Designation & Grade: ____________________

Department:_______________________________________________________________

Travel/Departure date from headquarter:_________________________________________

Departure Time from headquarter:______________________________________________

Arrival date at destination:_____________________________________________________

Arrival time at destination_____________________________________________________

Purpose:

Organization Visited / People Contacted:

Day& date wise descriptive in bullets:

Learning:

Observations/Findings:

Recommendations:

Other Comments:

Signature: ______________________

Designation: _____________________

Date: ________________________________



Date Time Date Time No. of days Rate Amount Name of Hotel Amount

1 2 3 4 5 8 9 10 11 12 13 14 15 16 17 18

Total - -

-

Advance -

G. Total - -

-

Approved By: -______________________

Form No. GPP-23

Certified that the applicant has actually performed the journey(s) & that the above claim is correct

Signature of Applicant

TRAVELLING ALLOWANCE BILL Operation Support Unit- Governance & Policy Project (GPP)

Grand Total Rs (Rupees)

Verified by

Total of Each line Remarks

TA Bill in r/o Departure Arrival

Destination Purpose of Journey

Mode of Journey Air/Rail, Vehicle (Private / Official)

Actual Mileage Charges / Fare Paid, Of any

Daily Allowance Halt Charges

Actual Expenses If any



Form No. GPP-24

Operation Support Unit- GPP

UNDERTAKING FOR NO CLAIM

TO WHOME IT MAY CONCERN

To

Coordinator,

Governance & Policy Project

Quetta.

Subject: No Claim Report towards Visit Expenses under Governance & Policy Project

(GPP)

Continuation to subject matter cited above with particular reference to visit arranged under

approved activities of Governance & Policy Project (GPP) Balochistan, it is duly certified that no

claims in lieu of Daily Allowance, Travelling Allowance and any other expenses towards the

following travel has been claimed, submitted and or received from any other august Government

Department/ Office. All claims and necessary details are hereby submitted with this

acknowledgement letter for your perusal and further necessary action.

Thanks and Regards

Name: _________________________ Signature: _______________________

Destination: ________________________ Department: ________________________

Component: ____________________________________________________________________

Travel Dates: From, _______________________ To, _______________________________

Purpose of Travel:

_______________________________________________________________________________

________________________________________________________________________________

OPERATIONS MANUAL Section:


Annex 8

Grievance Redressal Committee for Governance & Policy Project Balochistan