Assignment completion report ind consultant zahir 28 03 17

An Individual National Consultancy assignment 3/28/2017 completion Report: Organizational Capacity Development focusing on Financial Management in ULGI’s for Resilient and Inclusive Urban Development (RIUD) Project, GIZ, Bangladesh

March 28, 2017

by: Md. Zahurul Islam, Consultant, RIUD Project, GIZ

Table of contents

I II III

Introduction A short overview of consultancy purpose Consultancy assignments delivered as per ToR 1. An inception report, included study outlines 2. Reports on the field investigation outcomes (city-wise) 3. Design and implementation of trainings 4. New IEC materials/Training handbooks

Page 2 3 4

5. Training final report 6. Review and update of existing IEC materials/Training handbook IV

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Conclusion Abbreviations

16 17

I.

Introduction This is the Assignment Completion Report of Individual Consultant Md. Zahurul Islam, for the Resilient and Inclusive Urban Development (RIUD) Project. The report

is submitted

based on the specific deliverable of the consultancy assignments completed as per ToR. Assignment duration of this consultancy was from 25th February, 2016 to 31st March, 2017 under contract no. 83223819 & processing no. 13.9770.2-001.00 of GIZ.

The consultant wishes to thank those who have helped with the completion of this assignment.

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II.

A short overview of consultancy purpose

The Resilient and Inclusive Urban Development (RIUD) Project is being implemented jointly by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Local Government Division (LGD) in 5 (five) partner cities Rajshahi City Corporation, Khulna City Corporation, Barisal City Corporation, Sirajganj Paurashava and Satkhira Paurashava in Bangladesh. The project supports the Local Government Division (LGD) of the Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C), the five partner cities as well as local organizations of the civil society within the project support areas who are working within the project cities to plan and implement measures for increasing the adaptive capacities of the urban poor population. The overall objective1 of RIUD: ‘’Five partner cities, on self-initiative and with the active involvement of the poor population, implement measures to increase the climate adaptive capacity in slum settlements’’ A short overview of consultancy purpose is given below through a diagram:

The engagement of this independent national consultant was for consultancy supports for the smooth implementation of capacity development needs assessment and capacity development support package delivery to 05 (Five) partner cities of Resilient and Inclusive Urban Development (RIUD) focusing on the financial management in organizational development aspects. The base-station for the consultancy was in Dhaka. The Consultant was to field work for the project in the 05 designated cities as and when required.

1

Source : ToR of the Consultant

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III.

Consultancy assignments delivered as per ToR

1. An inception report, included study outlines and designs were prepared and delivered. Please see details in the report submitted to TC Team as reference. Below is given contents of the inception report for a short review:

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2. Reports on the field investigation outcomes (city-wise) A detailed report after each field study was prepared and delivered. The consultant study works involved 20 (twenty) focus group discussions (FGDs), 17 (seventeen) key informant interviews (KII), 12 (twelve) stakeholder mapping sessions in participation of total 186 persons (public representatives and official of partner cities). A presentation is given below:

Field investigation outcome 1: Report on Capacity Development Needs Assessment focusing on Financial Management of Stakhira Paurashava. Please see details in the report submitted to TC Team, as reference.

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Field investigation outcome 2: Report on Capacity Development Needs Assessment focusing on Financial Management of Barisal City Corporation. Please see details in the report submitted to TC Team, as reference.

Field investigation outcome 3: Report on Capacity Development Needs Assessment focusing on Financial Management of Khulna City Corporation. Please see details in the report submitted to TC Team, as reference.

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Field investigation outcome 4: Report on Capacity Development Needs Assessment focusing on Financial Management of Rajshahi City Corporation. Please see details in the report submitted to TC Team, as reference.

Field investigation outcome 5: Report on Capacity Development Needs Assessment focusing on Financial Management of Sirajgonj Paurashava. Please see details in the report submitted to TC Team, as reference.

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3. Detailed design and implementation of training Detailed design and implementation of training was followed following 4 steps: 3.1 Training needs assessment Need of this training was identified through previously conducted field study (CDNA) at each five partner city As the study was given focus on identification of capacity development needs of individual and organizational levels so at the individual level, capacity development assessment focused on the needs of changing attitude and behaviors, mostly knowledge and development skills through training. Capacity development needs at the organizational level focused on the needs of overall performance and functioning capacities, such as development priorities, tools, process, systems, and communications to facilitate the organizational change.

Through consultations with the TC Team, following 2 on-site training packages were identified for capacity development support of 5 partner cities: Training Package Name

FM1

FM2

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Training title

Training on City Corporation Financial Management for Inclusive and Climate Resilient Urban Development Training on Paurashava Financial Management for Inclusive and Climate Resilient Urban Development Subtotal Training on Addressing Challenges of City Corporation in Internally Generative Revenue Mobilization and its way to overcome Training on Addressing Challenges of Paurashava in Internally Generative Revenue Mobilization and its way to overcome Subtotal Total

Nos. of Training 3 2 5 3 2 5 10

3.2 Training design and structure The training was designed mainly on the basis of adult learning principles with focus on the four ideas; as under:

1. Selection of hands-on training topics had the applicability demands in the work places; 2. Interactive participation through group works , group discussions, whole-audience discussion , open dialogue ,and asking answers to questions randomly; 3. Use work-based real problems , challenges and practical examples in the discussion through a number of case studies so that participants can motivate themselves to participate in the training closely; 4. Combination and blending of different interactive methods, including exercise, discussion brain-storming, case studies, quiz, story , game , role play, meditation and attractive multimedia presentations to retain the participants always active.

Trainings under FM 1 package was structured with following sessions and contents Session 1: Inauguration Session 2: City with adaptation to climate change Session 3: Assessment of financial capacity of city Session 4: Identify the present and future investment need of the city Session 5: Scope of financing for investment Session 6: Planning and preparation of budget Session 7: Expenditure and budget control Session 8: Statement of accounts and audit Session 9: Closing

Trainings under FM 2 package was structured with following sessions and contents Session 1: Inauguration Session 2: Decentralization and revenue autonomy Session 3: Problems and prospects of internal revenue mobilization Session 4: Risk management plan for revenue mobilization: theoretical discussion Session 5: Preparation of risk management plan for revenue mobilization: practical exercise Session 6: Implementation and monitoring of risk management plan for revenue mobilization Session 7: Internal communication for revenue mobilization Session 8: Tax payers’ perception and behavior Session 9 : Closing

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3.3 Delivery of trainings Delivery of trainings consisted of two phases: preparatory phase and delivery phase.

Preparatory phase which included preparation of Package FM1 and FM2 training handbooks, training materials with power point presentations, program schedule, case studies and other training aids; and training logistics

Delivery phase which implemented Package FM1 and FM2 trainings at each partner city level in duration of two days per training held at the city level.

Participants were the Mayor, Councilors and key officials of 3 City Corporations and 2 Paurashavas.

3.3.1 Training preparatory phase Training materials prepared in this phase are documented2 as below: For trainings under FM1 package Handbook ( 45 pages) Training schedule/module plan Training participants list (proposed) Training calendar Training evaluation form Case for group study/works Exercise for peer/group works List of training logistics Attendance sheet form Power point presentations ( 9 files)

2

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For trainings under FM2 package Handbook ( 38 pages) Training schedule/ module plan Training participants list (proposed) Training calendar Training evaluation form Case for group study/works List of training logistics Attendance sheet form Power point presentations (9 files)

As documentation, soft copies in a DVD are attached to this report.

3.3.2 Training delivery phase Delivery phase was carried out total 10 (ten) trainings in duration of two days per training held at the city level. Participants were the Mayor, Councilors and key officials of 3 City Corporations and 2 Paurashavas. Total number of participants was 227 in which male 212 and female 25. Number of participants attended3 in the trainings is given details as below:

Sl

City Corporation /Paurashava

1 2 3 4 5

Package FM 1 Satkhira Ps Rajshahi CC Sirajgonj Ps Khulna CC Barisal CC

6 7 8 9 10

Package FM 2 Sirajgonj Ps Rajshahi CC Satkhira Ps Khulna CC Barisal CC

Training held on

Number of participants Male

Female

17-18 January ,2017 25-26 Januray,2017 29-30 January,2017 01-02 February,2017 22-23 February ,2017 Sub-total

18 24 20 20 19 101

04 03 03 01 04 15

22 27 23 21 23 116

17-18 February,2017 26-27 February,2017 14-15 March,2017 19-20 March,2017 22-23 March,2017 Sub-total Total

22 25 22 24 18 111 212

03 02 02 01 02 10 25

25 27 24 25 20 121 227

3.4. Training evaluation The methodology used was the post-evaluation questionnaire with 9 (nine) closed questions with rating scale from one to five (not answered, not at all, moderate, good, and very good) and 2 (two) open questions for suggestions and comments to measure the effectiveness of training. At the end of the training, the participants were requested to fill out the training evaluation form, with comments for possible improvement.

3

Original attendance sheets are preserved /documented at GIZ city level offices concern.

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Total

3.4.1 A consolidate outcome of the trainings under FM1 package based on the total evaluation forms4 of five trainings is below: A consolidate evaluation report (%) Questionnaire

Not answered

Not at all

How the training was important for you?

5%

48%

Very Good 47%

How was your participation in the training?

8%

57%

35%

25%

55%

19%

7%

57%

36%

16%

50%

34%

40%

60%

How training met your expectation?

How much the trainer showed his efficiency?

How training methods and materials were used?

Moderate

How you pleased with trainer's behavior?

Good

How the quality of food for you?

1%

8%

35%

56%

How you satisfied with overall training management?

4%

12%

46%

38%

How the duration of training was enough sufficient?

2%

23%

51%

22%

2%

3.4.2 A consolidate outcome of the trainings under FM2 package based on total evaluation form5 of five trainings is below: A consolidate evaluation report (%) Questionnaire

Not answered

How the training was important for you?

How was your participation in the training?

How training met your expectation?

1% 1%

How much the trainer showed his efficiency?

How training methods and materials were used?

1%

Not at all

Moderate

2% 3% 17% 7% 11%

How you pleased with trainer's behavior?

How the quality of food for you?

3%

How you satisfied with overall training management?

How the duration of training was enough sufficient?

4 5

1%

16% 11% 24%

All FM1 training evaluation forms (filled up) are documented GIZ city level offices concern All FM2 training evaluation forms (filled up) are documented GIZ city level offices concern

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Good

27% 36% 49% 41% 49% 24% 38% 47% 45%

Very Good

71% 60% 33% 52% 39% 76% 43% 42% 30%

4. Developed new IEC materials/Training handbooks as per agreed thematic/technical topic: Following 4 (four) IEC materials as training handbooks were prepared and delivered. Please see the handbooks submitted to TC team, as reference.

Handbook no. 1: Training on City Corporation Financial Management for inclusive and climate resilient Urban Development

Handbook no. 2: Training on City Corporation Financial Management inclusive and climate resilient Urban Development

1. Assignment completion report Handbook no. 3: Training on Addressing Challenges of City Corporation in internally generated revenue 13 | P a g e mobilization

Handbook no. 4: Training on Addressing Challenges of Paurashava in internally generated revenue mobilization

5. Training final report

Two (2) consolidate training reports (one for package FM1, and another for package FM2) as below titled were prepared and delivered. Please see details in the reports submitted to TC team, as reference.

A consolidate report: Training on City Corporation Financial Management for Inclusive and Climate Resilient Urban Development,

A consolidate report: Training on Addressing Challenges of City Corporation in internally generative revenue mobilization and its way to overcome,

&

&

Training on Paurashava Financial Management for Inclusive and Climate resilient Urban Development.

Training on Addressing Challenges of Paurashava in Internally generative revenue mobilization and its way to overcome.

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6. Review and update of existing IEC materials The important feature of existing two IEC materials was inclusion many of acts and rules on theoretical reference. Since now, as the acts and rules relating to the materials were not adopted new or replaced, except one (i.e. title of PS Act) , so the scope of revision works was a very little ground. However, the following major changes were made in the existing IEC materials/training handbooks.     

Title of IEC material 1 changed as ‘’Training handbook on ‘’Application of Paurashava acts and rules regarding tax and non-tax revenue incomes’’ in place of ‘’Training on Tax and non-tax revenue incomes of Paurashava’’ Title of IEC Material 2 changed as ‘’ Skill development training on Paurashava budget preparation, implementation and monitoring’’ in place of’’ training on Budget preparation and implementation of Paurashava’’ Changes of cover page writing and design; Changes of inner page design; Very few revisions required in the contents (for word correction and restyling).

T

IEC Material/Training Handbook (revised 1): Application of Paurashava acts and rules regarding tax and non-tax revenue income

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IEC Material/Training Handbook (revised 2): Skill development training on Paurashava budget preparation, implementation and monitoring

IV.

Conclusion The consultancy assignment was mainly three parts: capacity needs assessment of the partner cities, identification of appropriate capacity development support packages for the cities, and delivery of trainings under the identified packages. In organizational development aspects on financial management of the partner cities, the city wise study outcome reports identified various findings relating to key capacity constraints of the 5 cities at individual and organization levels. To overcome the capacity constraints of the partner cities on its cluster6 basis, trainings under two support packages were identified and delivered to each partner city.

The RIUD Project has several indicators in line with the objective of the training under two support packages delivered. Individuals and organization engage proactively and constructively with one another is essential for achieving the project indicators. It is important to conduct a post-training monitoring7 of the performance of individual and organization on how they behave after the training events. This will help determine how learning from the trainings have been applied to the city workplaces, how far the training has achieved its objective, and what kind of other capacity development link-supports are required to make the training workplace usage. .

6

Capacity constraints are clustered into different thematic areas. City financial management has different thematic components. The support package A & B are captured only two components of financial management.

7 A post-training performance monitoring format is given in Annex III to the training final reports as example.

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Abbreviations CC CD FGD FM GIZ IEC KII LGD MLGRD&C PS OD RIUD CDNA ToR ULGI

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City Corporation Capacity Development Focused Group Discussion Financial Management Deutsche GesellschaftfĂźrInternationale Zusammenarbeit Information, Educational and Communication Key Informants Interviews Local Government Division Ministry of Local Government, Rural Development and Cooperatives Paurashava Organizational Development Resilient and Inclusive Urban Development Capacity Development Needs Assessment Terms of Reference Urban Local Government Institution