Inception report riud giz draft final 03 03 16

Resilient and Inclusive Urban Development (RIUD) Project Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Local Government Division (LGD) in Bangladesh

Inception Report Of Md. Zahurul Islam, Consultant-Organizational Capacity Development focusing on Financial Management in ULGI‟s” Individual National Consultant assignment in the Resilient and Inclusive Urban Development (RIUD) Project (Assignment duration: from February 25, 2016 to February 20, 2017,Up to 170 working days) Contract No. 83223819, Processing No.13.9770.2-001.00

March 03, 2016

Contents

Abbreviations Preface 1.

2.

3.

4.

Short Background Objective and scope of the Assignment Specific Tasks of Consultant Specific deliverables of the Consultant

5. Approach to the Assignment (Methodology) 5.1 Organizational Development (OD) Approach focusing on financial management 5.2 Baseline Survey methodology 5.2.1 Data Collection Methods5.2.2 Questionnaires Development 5.2.3 Data Processing and analysis 5.2.4 Survey Feedback 5.2.5 Study Team Composition 5.2.6 Information and data of the questionnaires/interview proposed for Organizational capacity assessment focusing on financial management 5.2.7 Matrix of Organizational Capacity Development Need Assessment(OCDNA) 5.3 Workshop (FOM Approach) /Survey Feedback Meeting5.4 Training Approach 5.5 Training Methods and Techniques5.6 Development of Training hand books /IEC materials 6.

7.

8.

9.

Proposed Work plan Key issues to be addressed Contingency PlanRecommendation

Annex 1: TOR

Abbreviations

CC CD FGD FOM GIZ IEC KII LGD MLGRD&C PS OD RIUD OCDNA TLCC TC TOR ULGI WC

City Corporation Capacity Development Focused Group Discussion Focused Optimization 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 Organizational Capacity Development Need Assessment Town Level Coordination Committee Technical Cooperation Terms of Reference Urban Local Government Institution Ward Committee

Preface This is the Inception Report of Md. Zahurul Islam, Consultant –„‟ Organizational Capacity Development focusing on Financial Management in ULGI‟s‟‟ for the Resilient and Inclusive Urban Development (RIUD) Project. The report is submitted with a short background of term of reference, objective, scope, work approach and methodology, work plan of this assignment and key considerable issues with recommendation.

The Consultant wishes to thank those who have helped with the initiation of this assignment.

1. Short Background The Resilient and Inclusive Urban Development (RIUD) is being implemented jointly by the Deutsche Gesellschaft fĂźr 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 will support 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.

Project objective and indicators Overall objective of the RIUD: Selected partner cities, on self-initiative and with the active involvement of the poor population, implement measures to increase the adaptive capacity in slum settlements.

Indicators: The TC project has 03 (Three) indicators: Indicator 01: In each of 05 (Five) cities, based on city-wide gender-sensitive slum and vulnerability mapping, two "community-based adaptation" projects were implemented with close coordination between the city administration and slum communities.

Indicator 2: 50% of Z members of the established committees with citizen participation in the partner cities ("Town Level Coordination Committees" and "Ward Coordination Committee") confirm that their contributions were taken into consideration in the selection and design of projects for adaptation to climate change.

Indicator 3: The number of the Development Project Proposals (DPP) requested by the partner cities have increased from x to y annually.

The consultant has to design and deliver his/her deliverables to contribute to the indicator 1 and 3.

Through this Technical Cooperation (TC) project of GIZ, partner cities will be supported to strengthen their governance and urban management capacities to increase their efficiency to plan and manage the delivery of basic services to their citizens (especially the urban poor) in an efficient way and through optimal utilization of their usually limited resources. The TC support will help partner cities to increase their transparency and accountability towards the citizens focusing on the poor segment of the city dwellers. Concerning this consulting assignment, this TC is meant to address the sustainability factors of the results obtained by the partner cities in terms of good practices in financial management, to foster the horizontal and vertical exchange on these experiences and others gathered in similar projects and programs. Support will be given to evaluate and eventually integrate the lessons of these experiences into the process of national policy dialogue (s) at relevant platforms and institutes.

2. Objective and scope of the Assignment

The objectives for the selection this independent national consultant to be engaged 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 issues. Doing this, consultant will investigate and evaluate the existing financial management practices and relevant organizational processes in each of the 05 partner cities. Based on the findings, the consultant will have specific deliverables to the GIZ TC team member (s) within the following 04 work segments: Segment A: Organization and facilitation of workshops on organizational development needs and gap analysis within the concerned departments in 05 partner cities focusing on financial management aspects including capacity development needs identification following the Focused Optimization Management (FOM) approach developed by the GIZ TC team.

Segment B: Support the GIZ TC team to develop necessary capacity development support packages for each of the 05 partner cities to improve intra and inter-departmental work-flows linkages jointly with the respective stakeholders and beneficiaries within the scope of the identified needs.

Segment C: Development and delivery of necessary capacity development support packages (on-site training, on-the jobcoaching, etc.) within identified financial management topics to respective stakeholders and beneficiaries from respective cities including development of necessary presentation materials (power- points, flip-charts, posters etc.),training modules, guidelines, and hand-outs.

Segment D: Development of necessary Information, Educational and Communication (IEC) materials within the identified capacity development support areas for Urban Development Wing at LGD and partner cities based on their needs.

3. Specific Tasks of Consultant The Terms of Reference provided specified the tasks to be assigned to consultants. They included the following: Segment A:Organization and facilitation of a series of organizational development needs and gap analysis workshop focusing on financial management aspects including capacity development needs identification following the Focused Optimization Management (FOM) approach developed by the GIZ TC team A-1 Investigate and collect necessary PS/CC reports, information and/or data from 05 partner city administrations from their own files/documents.

A-2 Design, organization and facilitation/and or co-facilitation of up to 01 (one) individual two-day workshop with key stakeholders (to be jointly identified from each of the 05 (five) partner cities.

A-3 Outcome reports from each workshop as per the prescribed format and details to be provided by GIZ. (up to 15 pages excluding annex per report) Segment B: Support the GIZ TC team to develop necessary capacity development support packages for each of the 05 partner cities jointly with the respective stakeholders and beneficiaries within the scope of the identified needs B-1 Organizes and co-facilitates de-briefing sessions and follow-up workshops with key stakeholders from each 05 partner cities separately on next course of actions based on outcomes from field investigations B-2 Support the designated GIZ senior advisers to identify appropriate tailor-made capacity development modalities for each of the 05 cities B-3 Support the GIZ TC team to develop appropriate monitoring tool to measure the progress for the implemented capacity development measures Segment C: Developing and delivery of necessary capacity development support packages (on-site training, on-the job-coaching, etc.) within identified financial management topics to respective stakeholders and beneficiaries from respective cities C-a: Organization and delivery of training as per training plan for 05 partner cities C-a1 Prepare draft session plans (including energizers), hand-outs, training materials (PowerPoint’s, posters/banners, etc.), and training budget and submit to designated GIZ supervisor for approval C-a2

Organize and facilitate/co-facilitate up to 4 trainings for each of the 05 partner cities based on outcomes from Segment A tasks, up to 02-training days per training events i.e. up to 60 training-days in total) under close consultation and approval of the supervisor.

C-a3 Hold regular meetings with RIUD Team members to provide update about the progress in partner cities in close consultation with the supervisor C-a4 Short presentation of each training sessions to designated TC team members for feedback at least 03 days before the specific training/orientation events.

C-b: Documentation and reporting C-b1 C-b2

Producing course wise training report.

Produce city-wise reports on technical aspects, out-comes and progress from on-the job training/coaching sessions (quarterly-basis) C-b3 Set out parameters for the measurement of training results and ensure proper documentation (i.e. Pre-evaluation survey and post satisfaction survey in training day, recipient feedback, photos, digitization of individual group work results, lessons learned etc C-c: Correspondence, Logistics planning and arrangement C-c1 C-c2

Perform timely, adequate follow-up to ensure maximum participation (including ensuring signature collection of the participants in the attendance sheet for every batch for every training day Coordinate with the Administrative Unit of the Rajshahi and Khulna regional office, and with respective advisers at Barisal City Corporation, Satkhira PS and Sirajganj PS to make sure that all sorts of required logistics (venue, available reading materials, catering, hotel accommodation arrangement, etc.) are in place for the training events/participants

Segment D: Development of necessary Information, Educational and Communication (IEC) materials within the identified capacity development support areas for Urban Development Wing at LGD and partner cities based on project needs.

D-a:Develop, review, update of IEC materials, internalization of knowledge D-a1 D-a2 D-a3 D-a4 D-b:

Assist GIZ TC team to design and organize the validation workshops for national level IEC materials (up to 02 national level validation workshops) including documentation and preparation of draft reports Review existing IEC materials and enrich with adequate information to use during training (up to 4 documents) If necessary update existing available IEC materials, presentations, hand-outs as necessary (up to 02 document to be updated) Undertake necessary action to develop necessary IEC materials as per agreed thematic/technical topic (up to 03 new Handbooks).

Correspondence, Logistics planning and arrangement

D-b: Perform timely, adequate follow-up to ensure maximum participation D-b1 D-b2

Perform timely, adequate follow-up to ensure maximum participation (including ensuring signature collection of the participants in the attendance sheet for every batch for every training day).

Coordinate with the Administrative Unit of the Dhaka office, and with designated Sr. Adviser (s) to make sure that all sorts of required logistics (venue, available reading materials, catering, hotel accommodation arrangement, etc.) are in place for the validation events/participants.

4. Specific Deliverable of the Consultant The Terms of Reference identified the following as deliverables of the Consultant: An inception report.

Detail report on the field investigation outcomes (city-wise) from Work segment Detailed design and implementation training plan Training modules plan of each training course Training Plan in discussion with partner cities and GIZ TC Team and execution of training plan Power Point presentation and other presentation materials of all training courses Documentation of training materials both in hard copies and soft-copies.

Draft final training report based on the structure required by the RIUD Review and enrichment of IEC materials Update of existing available IEC materials, presentations, hand-outs as necessary Develop necessary IEC materials as per agreed thematic/technical topic (up to 03 new Handbooks).

Assignment completion report.

5. Approach to the Assignment (Methodology)

In accordance with ToR, the consultant will conduct a thorough investigation regarding the overall financial management practices and find out the organizational gaps with respect to revenue and non-revenue earning vs. budget plans vs. expenditure trends. The end result of this investigation to have (i) a clear understanding on possible scopes for budget allocation/re-allocation areas which can be improved to allocate higher financial resources in under-allocated/social welfare/relevant development areas, (ii)

inter

and

intra-relationship

between

the

departments/organization concerning the financial resource mobilization

issues

including

departmental

budget

preparation procedures and budget consolidation/approval process at city level. So, the consultant is expected to contribute to the conceptual development at relevant stakeholder level on areas for organizational performance improvement

focusing

on

efficient

financial

resource

management as per the outcomes from his investigations and GIZ learning from the “Good Governance in Urban Areas� project.

Therefore, the consultant is expected assess the main organizational components of the partner cities within their institutional context, and will link them to the analysis of the various activities under work frame given in Figure1.

Institution

Organization

Individual

Individual Human Resources of Mayor, Councilors, Staffs etc.

Organizational Structure for City Council, Standing Committees, Ward Committee, TLCC/city Forums Organizational systems focusing on Financial Management Organizational Culture and Leadership for stakeholder‟s engagement Organizational priorities for setting goals

Organization is a group of individuals who come together for a common purpose or to achieve specific objectives. They adapt their tactics and organisation according to externally defined rules and regulations -the rules of the game. For example, it is a rule of the game that football team comprises a goal-keeper and ten outfield players, but the configuration, position and tactics of the outfield players are decided by the team as an organization. Individuals in a organization are here‘ players of the team. Organization is the ‘team of the game. Institution is the ‘rules of the game’

Figure 1: The organization of ULGIs in its institutional context

As Individual capacity is the main source of organizational capacity, so a mix of capacity development measures both at organizational and individual levels to 5 (five) partner cities will be carried out through this consultancy assignment. The approach of this consultancy will involve collaboration between consultant (as facilitator or catalyst) and partner cities in gathering data, discussing data, and planning under the given OD approach in figure 2.

5.1 Organizational Development (OD) Approach focusing on financial management in ULGIs The assignment will be broken down into a series of activities that will form approach and methodology in a process looking for improving the manner in which organizational systems are functioning. The approach and methodology of this consultancy will involve collaboration between consultant and partner cities in gathering data, discussing data, and planning under the following main work steps: Conducting a baseline study where the partner cities are now, and where want to be; Assessing the gap between them; Identifying the challenges or obstacles in way; Developing a plan for bridging the gap; Interventions for bridging the gap.

Start

Getting ready of OD

Data Gathering  

Documents reviews Questionnaires/Survey Observations

 Baseline study (Work segment A)

Data Analysis 

Data Feedback and Confrontation

Workshop -FOM /Survey Feedback Meeting(s) (Work segment A & B)

Interventions for bridging gaps

Delivery of OD Trainings (Work segment B ,C & D)

Figure 2: OD Approach

 



Know where cities are now, and where want to be?

Finding gaps Identification of problems.

Plan for bridging gaps.

* Identify appropriate tailor -

made CD modalities * Develop monitoring tools to measure CD progress * Prepare training handbooks and training aids * Develop/review/update of IEC materials. .

5.2 Survey methodology In order to conduct a thorough investigation regarding the overall financial management practices and find out the organizational gaps of the 5 (five) partner cities the consultant is expected to conduct in-depth baseline assessmentâ€&#x; as survey in the partner cities within their scope of financial and organizational development aspects. The in-depth baseline assessment will mainly focus two objectives purposively, as below: Firstly, to set up of base line information of the 5 partner cities that would be helpful to GIZ TC team to monitor the progress in the city under the identified areas.

Secondly, it would help to identify the capacity gaps and training needs on financial management under the scope of organizational development aspects.

5.2.1 Data Collection Methods: Data will be collected through questionnaires, interviews, group discussions, observations and documents reviews. Personal interview approach will be used for collection of primary data through interview with the Mayor, Councilors, and head of the departments/sections as well as other officials. Secondary data will be collected through the review of statistical reports, information and other official documents of the partner cities from their own files/desks.

The consultant personally will contact with the respondents and obtain desire reports, information and/or data by explaining the objectives of this survey to them. Some data, especially those relating to human behavioral characteristics will be collected through observational approach as possible.

Questionnaires -Primary data

Interviews -Primary data

Documents reviewsSecondary data

Baseline Assessment Report

Observations -Primary data

Figure 3: Data Collection Process

In-depth personal Interviews and or group discussions/FGD which are qualitative nature will be conducted with the officials and elected representatives with a view to getting more in-depth information about financial management practices of the partners cities. During Interviews and/or group discussions, the consultant is expected to raise some questions relating to accountability and transparency affairs of the partner cities. In this case, respondents may have the option to remain anonymous.

5.2.2 Questionnaires Development Primary information will be collected using the prescribed questionnaires from the elected representatives and officials who are the target groups of this assessment. Questionnaire of the survey will be developed through a number of processes. First, a set of comprehensive questionnaires will be prepared by the consultants in order to facilitate the data collection from the fields. Second, the questionnaire will be then reviewed by the representatives of GIZ TC member, to assess it suitability and validity in line with the objectives of the study. Third, a pre-testing of the questionnaire will be done in order to ascertain the time length of interview, suitability of questions and sequential flow of it. After analysis of the pre-test result, the questionnaire will be modified and finalized for data collection from the primary sources at field levels.

5.2.3. Data Processing and analysis All the collected data will be processed and analyzed in accordance with the objectives of the study survey. Editing, re-checking, coding and tabulation will be done during processing of data. Consistency checks and keystroke errors will be detected and corrected accordingly before analysis.

5.2.4

Survey Feedback

Survey feedback will be given to individuals and groups at all levels of the partner city-organization to analyze, interpret and design corrective action steps. This will be given by use of Survey Feedback workshops/meetings. It is expected that survey feedback will be shown to be an effective change technique in OD, because a well -designed survey can help an organization to develop a valid way of how organization members can work towards its goals.

5.2.5

.

Survey Team Composition

The Team Leader, RIUD GIZ will lead the whole study team for smooth operation of the assignment. The consultant will work under the direct supervision of the Team Leader, RIUD and in close consultation with (i) Senior Advisor-Urban Governance and Management, and (ii) Senior Advisor-Organizational Development, and (iii) Designated UMIMCC Project Advisor-Community Development, Gender and Poverty (Khulna Region). The study team also consist with designated Advisors of the respective partners cities. The consultant will collect data directly from the respondents, and spot check and back check of data collection/check the responses repeatedly, and expertise inputs, as well as contribute quantitative and qualitative analysis and writing report.

5.2.6 Questionnaires Development Proposed below some of information and data, and basis on these, the questionnaires will be prepared for Organizational Capacity Need Assessment (OCDNA) with consultation of GIZ TC Team. sl

Broader capacity item

1 Organizational priority for setting goals

2 Individual Human Resources of Mayor, Councilors, staff, etc.

Sub item

Awareness level of Issues of high priority City management

Allocation of duties

Staff, City council members

3

Organizational Structure for City Council, Standing Committees, Ward Committee, TLCC/city stakeholderâ€&#x;s Forums

4

Organizational systems focusing on Financial Management

Decision-making process

Revenue mobilization and financial sustainability

Budgeting

Points to assess /investigate/ make questions for survey /for individual interview and group discussion/ and documents reviews for financial assessment Gathering information on city profile. City council members and staff know what their priorities (goals) are and are deeply committed to their organizationâ€&#x;s purpose. Does city management recognize problems in relation to what needs to be done to solve them (e.g. changing budget allocations)?

How wide is the gap in the perception of problems with citizen needs?

Does the staff understand their work performance? Every staff member has a clear work plan. Staffs have enough knowledge, skills and motivation to do their job properly.

Have govt. rules and procedures been established to assess and collect taxes, fees, tariffs, and rates for other revenue sources.

Is the number of staff checked regularly to see if it is appropriate scale? Staff and city council members have clear job descriptions and received a thorough orientation on their roles and responsibility. Have had no serious personnel problems in the past three years (e.g. firings, legal disputes, long-term unstaffed positions). Does organization deal effectively with conflicts within our organization when they arise? Have standing committees remained functional and their commitment to specific tasks be ensured?

Transparent process for decision making .Are decisionmakers integrated? Is the authority for decision-making on minor matters delegated to lower-ranking officials? Dose organization regularly and transparently communicate with its stakeholders both internally & externally? Status review of the functions of standing committee, Ward Committee and TLCC/city forum and others.

Investigates the reasons why city revenues not always properly /legally collected? Has organization a fundraising or revenue-generation strategy and everyone is clear on their role in executing it? What percentage of the municipalityâ€&#x;s total revenue comes from holding taxes? What is the rate structure of the property tax? How often is it updated? Is there an assessment system in place (general and interim)? Are there professionally-trained assessors? Is there a decent collections system in place? Is there a high level of uncollected taxes? Is there potential for revenue mobilization through these taxes?

Are tariffs/charges/ rates established on an objective and professional basis? Identify new and expand sources of nontax revenues.

Budgeting mechanisms; planning ability; level of analysis of income and expenditure flows; budget allocation to the sector wise, O& M, gender, poverty basis; Why budgeting and spending does not always match?

Is annual budget monitored regularly and reported on to city council? Statistics of last five years budget information; Trends of municipal budgets; What percentage of total municipal expenditure is for

Expenditure

Income

Internal control

Accounting and transparency

Reporting and Accountability

Auditing

5

Organizational Culture and Leadership for stakeholder‟s engagement

Culture, Leadership and managerial behavior

capital expenditures?. Provision and status of forums for citizens to voice their concerns about and priorities for how the budget will be spent; Link non-financial data to the budget formulation process. What percentage of the municipality‟s annual budget comes from its own sources? What percentage of the municipality‟s annual budget is discretionary spending (i.e. not mandated by laws, regulations or circulars)?

Expenditure and its break-down by types and nature; Is the money received and spent on the activities are most important to fulfill the organization‟s top priority areas. Statistics of last five years actual expenditure information by items. How do collection costs compare to collected revenue?

Income and its structure by types and nature; Statistics of last five years actual income information.; Ratios calculation of tax revenues to total revenues, non-tax revenues to tax revenues; recovery efficiency of holding tax; cost recovery rates of water tariff ,etc. For all the taxes that the municipality is legally authorized to levy and collect, how do actual collections compare to total demands? To what extent are user fees being collected from customers? Is there a high level of uncollected fees and charges?

Does existing financial management practices include internal controls to ensure that more than one person is involved in financial checking? Is there evidence of corruption or irregularities in property tax administration?

Books of account are updated; Assess records and procedures that are used to record, classify and report information on the financial status are properly done. Maintain accounting records on a consistent year to year basis. Have their standards for municipal accounting been established?

Are these accounts and reports regularly made available to city council; Does report involve the continuous monitoring of key financial indicators and monthly comparison with budget targets? Any deviations from the targets are analyzed in detail and appropriate countermeasures are taken in the event such deviations have a negative impact. Have standards for municipal financial reporting been established, Is prepared annual income-expenditure statement and disclosed for public oversight?

Performance of internal audit on a regular basis at least once a year with due procedures. Are the municipality‟s accounts and financial reports externally audited on a regular basis?

Has organization strong leaders with a clear vision for the organization, who inspire the staff? Is working relation among and between staffs and city council-members are positive, productive and respecting of the distinction between the two roles? Have good working relations with the people outside the organization?. Does organization encourage professional development among the staff? Does organization recognize the contributions of all staff with appropriate appreciation?

System in place for resolving staff conflicts and disputes. Does organization provide a safe and healthy work environment? Is gender balance and representation exist?

Table 1: Information and data of the questionnaires/interview for OCDNA

5.2.7

Matrix of Organizational Capacity Development Need Assessment (OCDNA) (On basis of the information from table 1)

Dimension of capacity

Existing capacity

Need capacity

Capacity Gap

Interventions for bridging gap

Level I: Organizational priority for setting goals

Level II: Individual Human Resources of Mayor, Councilors, Staffs, etc.

Level III: Organizational Structure of Council, Standing Committee, Word Committee, WLCC)

Level IV: Organizational systems focusing on Financial Management

Level V:Organizational Culture and Leadership for stakeholder‟s engagement

Table 2: Matrix of Organizational Capacity Development Need Assessment (OCDNA)

Scores to be assigned to each capacity area include: 0=Non-existent 1=Neutral, no improvement made 2=Needs improvement 3=some progress made, only little improvement required 4=No need for immediate improvement 5=Excellent achievement, capacity fully achieved Using above benchmarking approach, with 20-25 capacity indicators, according to broader „capacity groups‟ an assessment /matrix will be carried out in 5 partner cities. On the basis of the results of the analysis, recommendations will be prepared for specific capacity improvement measures. By repeating the exercise a certain time later, specific capacity improvements can be tested.

5.3 Workshop on „Organizational Development Needs and Gap Analysis‟/ Survey Feedback Meeting(s) A two-day workshop with key stakeholder to be held at each partner city as a comprehensive interventions of capacity development where total organization will be involved, like “getting the whole system in the room” appearing in greater organizational Development (OD) practice, following the Focused Optimization Management (FOM) approach developed by the GIZ TC Team. It will also be an important and wide forum of survey feedback.

In the workshop, First the partner cities will identify and recognize the problems they think should be the priority issues for management purpose and second will find the solutions to the problems, analyses the underlying root causes and third, they will develop action plans to correct the problems, and set a schedule for remedial work.

A follow up workshop/meeting (de-briefing session) at each partner city level will be arranged 34 months later to the report progress and to review the actions completed resulting from the workshop.

5.4 Training Approach As the quality of an organization‟s human resources is key to success, and therefore consultant will give much more emphasize on trainings to individuals of the partner cities. Training approach of this consultancy is on the belief that all the participants who will participate in the training have ideas to contribute. The consultant will just stimulate their ideas and discussions in the training within a structured outline. Various interactive training aids, materials, energizers and games will be used in the training to be made the trainings more interactive, lively and participatory as well as friendly. Throughout the session, participants will be responsible for their own learning while the facilitators at the training will just facilitate links between theories, practices and drawn out collective experience from the participants.

5.5 Training Methods and Techniques For training to be effective and meaningful, it is essential to match the training approach with the participants, so most of the training sessions to be planned with interactive methods such as case study/ hands on exercise based group discussion, brainstorming, problem solving, question-answer etc. to facilitate the process on adult learning principles (mainly learning by doing) for greater participation (through innovative activity sessions, like games, energizers).

The training design will include the following work of arts. Following participatory training methods and techniques will be used in facilitating the session that includes.

Question-Answer

5.6 Development of Training hand books /IEC materials

Throughout this work, the consultant will take an active consultation approach, seeking full interaction, communication and cooperation with GIZ TC Team, in various aspects of this task.

ToR has placed a strong emphasis on training. So, consultant has set some of guiding principles in developing training handbook and IEC materials and others, as for quality control:

Basis on the acts, relevant rules and regulations, and govt. policies; Texts of the training hand outs should be in a summarized way and/or in more plain language.

Description of the contents of training as to be customized as gap-specified learning.

Inclusion of different good practices keeping conceptual explanation at a minimum; Concise and readable hand outs for municipal elected representative and officials using plain language and with help of charts, table, boxes etc.

The training contents and topics may be modified depending on previous training experience

6

Proposed Work Plan

Basis on working days of this Assignment fixed in the TOR up to 170 days in between February 25, 2016 to February 20, 2017, the work plan for the consultancy is given below: Wor k seg men t

Stage

Get orientation and start

Brief Mayor and ensure Council‟s commitment and consensus Select local focal person at city level and assess the „readiness‟ of partner cities for OD Process Ensure linkage and involvement of the all stakeholders in the OD process

„Baseline Study‟ on organizational development aspects focusing on financial management

Prepare questionnaire, checklist, templates ,personal interview /group discussion guideline to collect information Visits to 5 partner cities to collect information/data & necessary reports.

Carry base line study/survey/interview at city levels Design and plan for a two-day Workshop on capacity development and gap analysis‟ at 5 partner cities.

Conduct workshops with partner cities, validate findings, discus results of gap analysis and facilitate to develop options for closing the gaps Organize and co-facilitate de-briefing session and follow up workshop at 5 partner cites Identify appropriate tailor -made capacity development modalities.

Develop monitoring tools to measure capacity improvement progress.

Prepare training handbooks, training aids and other materials Hold meeting with the GIZ TC Team to provide update

Workshop on capacity development and gap analysis‟

C

D

Timeframe/No. of Months 1

A

B

Key Steps

Develop Capacity Development support packages

Delivery of Capacity development support packages within financial management topics.

Development of Information, Education and Communication (IEC) Materials

Delivery of trainings and on-the-job coaching and its documentation & reporting Develop/review/update of IEC materials

Make validation of IEC material by FGD at field levels.

Attend at‟ National Validation Workshop‟ and facilitate the presentations Table 3: Proposed work plan

2

3

4

5

6

7

8

9

10

11

12

7. Key issues to be addressed Key components of municipal financial management Planning – short term and medium term Budgeting (revenue, development and capital)

Key problem areas in financial management Lack of accountability

Accounting Internal and External Audit

Understanding budget development as a policy setting process

Systems of information feedback and reporting

Adoption of more informative budget documents (responsive to citizen) No integrated system of budgeting, accounting and financial reporting

Financial forecasting A process for local government to produce projections of future years revenues and expenditures based upon a set of specific policy and economic assumptions.

Steps to improve financial management systems: Involve key stakeholders; Enhance revenue mobilization; More optimal resource allocation; Improve technical efficiency in managing and utilizing

resources; Performance indicators for financial management; Reports should present revenue / expenditure information as well as deviations from the budgeted expenditures; Enhance transparency and accountability.

8. Contingency Plan Because of the limit working days (up to 170) available to provide expert input an effort should always be made in support of the planned activities with a provision of contingency plan is set as, -

re-schedule the training with circumstances;

-

keep consultantâ€&#x;s travel days on weekend;

-

re-arrange consultantâ€&#x;s daily work plan;

-

take best alternatives in case of uncertainty.

9. Recommendation The mayors should be well briefed about this organizational development process, as his well understanding at the beginning will set a strong foundation for the rest of the process.

Annex 1: Terms of Reference for “Consultant-Organizational Capacity Development focusing on Financial Management in ULGI‟s” Individual National Consultant assignment in the Resilient and Inclusive Urban Development (RIUD) Project (Assignment duration: Tentatively from February 25, 2016 to February 20, 2017, Up to 170 working days) This Terms of Reference (TOR) identify the objectives and conditions for the selection of an independent national consultant to be engaged 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) being implemented jointly by the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) and Local Government Division (LGD) focusing on the financial management issues. (It includes on-the-job coaching, training design and conduction, communication with participants and logistics coordination with GIZ admin team) as per the agreed work plan of the respective partner cities and stakeholders at national level and the GIZ TC team.

1. About GIZ and LGD: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) is an international cooperation enterprise owned by the Government of the Federal Republic of Germany for sustainable development with worldwide operations. On behalf of the German Ministry of Economic Cooperation and Development (BMZ), GIZ Bangladesh provides Technical Cooperation (TC). As a federal enterprise, we support the German Government in achieving its objectives in the field of international cooperation for sustainable development. GIZ offers tailor-made and effective services to achieve sustainable results. To ensure the participation of all stakeholders, GIZ applies a holistic approach based on the values and principles of ethics, transparency and accountability. This is how GIZ facilitates change and empowers people to take ownership of their own sustainable development processes. In doing this, GIZ is always guided by the concept of sustainable development, and takes account of political, economic, social and ecological factors. GIZ support its partners at local, regional, national and international level in designing strategies and meeting their national policy goals.

Local Government Division (LGD) is implementing various development and service-oriented activities for poverty alleviation and improving living quality of the urban and rural population. The activities of the LGD are extended up to the grass- root level of the country. The Union Parishad, Upazila Parishad, Zila Parishad, Municipalities and City Corporations are the Local Government Institutions under this division. In addition, the Local Government Engineering Department (LGED), Department of Public Health Engineering (DPHE), Dhaka WASA, Chittagong WASA, Khulna WASA and NILG are the different Department /Directorate/Institutions of this Division. Through these Departments /Institutions, LGD is working to mobilize local resources, establish good governance at the local level, providing civic/utility services to the citizen of municipalities and city corporations, rural and urban infrastructures development (constructions of feeder road, box culvert, bridges, growth centre for expansion of market facilities) supplying of safe drinking water, solid waste

disposal and sanitation all over the country. LGD is also responsible for planning and implementation of development projects in the local level, conducting survey/ research regarding local government and arranging training programme for enhancing knowledge and efficiency of the elected representatives.

2. Situation analysis Bangladesh is one of the fastest rates of urbanization in the world and also rapidly growing urban poverty. Climate change impacts make profound impacts on poor peoples(specially vulnerable women and adolescents) due to their exposure and high sensativity to the climate change impacts.

Since, cities in Bangladesh are not prepared about how to tackle the climate change issue in to their local development plan (including how to deal with the issue of constant financial resource limitations), if no prior intervention is taken for necessary capacity development at city and community level, city administrations will not be able to cope with growing demands to serve the citizens living in the formal areas even, let alone the hope to provide minimum service to the people living in infromal settlements.

The poor and marginalized urban population is the worst sufferers due to climate change impacts.

They mostly live in un-planned settlements/areas and without adequate or no basic service provisions. Such settlements/areas are often located in the high-risk locations of the city (s) such as river banks, road side, government khas land, lake shores or in swamps and floodplains, and are most exposed to the negative impacts of climate change. Due to inadequate access to basic services, lack of infrastructure, poor building structure, lack of own capital and social safety nets as well as lack of participation in decision-making in development process, they are unable to prepare and cope with the negative effects of climate change.

City administrations in Bangladesh are not adequately prepared to address the emerging challenges of climate change adaptation challenges, gender sensitivity and improving the adaptive capacity of the urban poor due to lack of capacities for planning and implementation, staff shortage and scarcity of financial resources. Through this TC project, partner cities will be supported to strengthen their governance and urban management capacities to increase their efficiency to plan and manage the delivery of basic services to their citizens (especially the urban poor) in an efficient way and through optimal utilization of their usually limited resources. The TC support will help partner cities to increase their transparency and accountability towards the citizens focusing on the poor segment of the city dwellers.

The project will support the Local Government Division (LGD) of the Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C), the five partner cities Barisal City Corporation, Satkhira Paurashava, Khulna City Corporation, Sirajganj Paurashava, and Rajshahi City Corporation 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.

Concerning this consulting assignment, this TC is meant to address the sustainability factors of the results obtained by the partner cities in terms of good practices in financial management, to foster the horizontal and vertical exchange on these experiences and others gathered in similar projects and programs. Support will be given to evaluate and eventually integrate the lessons of these experiences into the process of national policy dialogue (s) at relevant platforms and institutes.

The TC works with a multi-level and multi-stakeholder approach. The project focuses on developing the capacities of relevant urban local and national entities to draw up and implement urban development planning in an improved and coordinated manner, ensuring that basic municipal services meet the needs of the whole urban population, including poor and other vulnerable groups.

To improve institutional capacities of partner cities in financial management to better serve the needs of the urban poor and expected organizational capacity development to be resilient against the possible climate change impacts at community level, RIUD project intend to organize (within the scope of financial and organizational development aspects): -

A series of organizational development needs and gap analysis workshop focusing on financial management aspects including capacity development needs identification following the Focused Optimization Management (FOM) approach developed by the GIZ TC team

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Develop capacity development support packages for each of the 05 partner cities jointly with the respective stakeholders and beneficiaries within the scope of the identified needs

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Developing and delivery of necessary capacity development support packages (on-site training, on-the job-coaching, etc.) within identified financial management topics to respective stakeholders and beneficiaries from respective cities.

-

Development of necessary Information, Educational and Communication (IEC) materials within the identified capacity development support areas for Urban Development Wing at LGD and partner cities based on needs or demands.

The consultant is responsible to ensure his/her deliverables accordingly.

3. Project objective and indicators (i) Overall objective of the RIUD: Selected partner cities, on self-initiative and with the active involvement of the poor population, implement measures to increase the adaptive capacity in slum settlements.

1.2 Indicators:1 The TC project has 03 (Three) indicators: Indicator 01: In each of 05 (Five) cities, based on city-wide gender-sensitive slum and vulnerability mapping, two "community-based adaptation" projects were implemented with close coordination between the city administration and slum communities.

Indicator 2: 50% of Z members of the established committees with citizen participation in the partner cities ("Town Level Coordination Committees" and "Ward Coordination Committee") confirm that their contributions were taken into consideration in the selection and design of projects for adaptation to climate change.

Indicator 3: The number of the Development Project Proposals (DPP) requested by the partner cities have increased from x to y annually.

1

Baseline and target value for each indicator to be defined through an in-depth baseline survey within 1st year of the TC project

The consultant has to design and deliver his/her deliverables to contribute to the indicator 1 and 3.

4. The Purpose and scope of the of the assignment: The Consultant will investigate and evaluate the existing financial management practices and relevant organizational processes in each of the 05 partner cities. Based on the findings, the consultant will have specific deliverables to the GIZ TC team member (s) within the following 04 work segments: Segment A: Organization and facilitation of workshops on organizational development needs and gap analysis within the concerned departments in 05 partner cities focusing on financial management aspects including capacity development needs identification following the Focused Optimization Management (FOM) approach developed by the GIZ TC team.

Segment B: Support the GIZ TC team to develop necessary capacity development support packages for each of the 05 partner cities to improve intra and inter-departmental work-flows linkages jointly with the respective stakeholders and beneficiaries within the scope of the identified needs.

Segment C: Development and delivery of necessary capacity development support packages (onsite training, on-the job-coaching, etc.) within identified financial management topics to respective stakeholders and beneficiaries from respective cities including development of necessary presentation materials (Power Points, flip-charts, posters etc.) , training modules, guidelines, and hand-outs.

Segment D: Development of necessary Information, Educational and Communication (IEC) materials within the identified capacity development support areas for Urban Development Wing at LGD and partner cities based on their needs.

The Consultant is expected to organize his/her own logistics (including travel arrangements, hotel arrangements, local transports etc.)2 to deliver the deliverables and coordinate all relevant logistic issues i.e. training room organization, communication with participants, organizing training materials, follow-up of catering and stationeries with GIZ admin staff etc.)3.

5. Specific Instruction for the consulting assignment: The TC follows a highly tailor-made approach to meet specific needs and demand of each or the 05 partner cities. Therefore, the following specific criteria need to be fulfilled while design, develop and delivering designated assignments: i. ii.

iii.

2 3

Allow stakeholders/participants to reflect upon their own practice and feel more confident in what they prefer to do/implement.

Provide feedback based on the capacity development intervention outcomes for further improvement in terms of contents and methodologies focusing on further needs from specific target groups.

Ensure adequete information is fed-in into the coaching/training sessions in the context of organizational development and municipal finance in the light of the specific needs and requests from the partner cities.

To be reimbursed by GIZ to the consultant against actual invoice and as per GIZ standards.

GIZ will provide all necessary photocopies, stationeries, facilitation materials to the consultants based on the list prepared by the consultant and approved by the GIZ designated supervisor.

iv. v.

vi.

vii. viii. ix.

x.

Full-fill the training delivery/on-the-job/coaching targets as per RIUD Team Implementation plan within the set time schedule.

Facilitate training/orientation courses/on-the job coaching sessions according to the training plan (regional and national level) with proper coordination with the designated RIUD team members Document participant views, evaluations and incorporate in training reports (training series/coaching period wise) after the trainings/coaching session (s). If training sessions/coaching sessions are more than one in one thematic area or one department in same topics, then a combined report covering the accumulated outcomes from such session (s) is possible.

Set out monitoring and evaluation parameters for the measurement of training/coaching results Ensure optimum presence by the participants through smooth communication among the 05 partner cities Make available all sorts of logistics for smooth event management under the guidance of the supervisor and in coordination with the administrative staffs in Rajshahi and Khulna regional office. In case of Satkhira PS, Sirajganj PS and Barisal CC, coordination to be done with the designated Advisers for the respective cities in this regard.

Take part in RIUD team discussion and planning meetings, whenever requested, and provide expert feedback in improving capacity development support package delivery including quality aspects and update of execution plan (s) based on project requirements.

6. Assignment Area: The base-station for the consultancy is in Dhaka.4 The Consultant will work for the project in the following 05 designated cities (starting within 1st week from the date of signing the contract) based on agreed work plan: Name of the Paurashava5 Rajshahi City Corporation Sirajganj Paurashava Khulna City Corporation Satkhira Paurashava Barisal City Corporation

Sl. No. 1 2 3 4 5

Region Rajshahi Khulna

Within the cities, the following departments/sections which are directly relevant to revenue earning and expenditure have to be consulted (but not limited to) by the consulted,(the list to be completed by the consultant based on project needed): City corporation level Account Division -Accounts Section -Cash section

Paurashava level General Division -Accounts section

4

This will be treated as primary duty station. No hotel accommodation bill or travel allowance will be provided. The consultant is expected to accompany the GIZ experts while attending key meetings/events etc., thus, relevant local travel costs will not be provided. Only events/meetings where GIZ staff is not accompanying the consultant, only those travel costs will be reimbursed against actual invoice as per GIZ rules and regulations.

5

The consultant is expected to make frequent and repeated field visit to all 05 partner cities. Relevant travel costs will be covered from GIZ. The consultant is expected to include a consolidated daily travel costs (i.e. hotel accommodation, daily travel allowance, and local transport)

Revenue Division -Tax Collection Section -Tax fixation section -Market Section -license Section -Commerce Sub Section Works Division -Water Supply Section Engineering Division Town Planning Division Health Division -Slaughtering house -Certificate (B & D)

-Assessment section -Tax collection section -Market Section -License section Engineering Division -Town planning section -Water section Health Division -Slaughtering house -Certificate

7. Methodologies The consultant will conduct a thorough investigation regarding the overall financial management practices and find out the organizational gaps with respect to revenue and non-revenue earning vs. budget plans vs. expenditure trends. The end result of this investigation to have (i) a clear understanding on possible scopes for budget allocation/re-allocation areas which can be improved to allocate higher financial resources in under-allocated/social welfare/relevant development areas, (ii) inter and intra-relationship between the departments/organization concerning the financial resource mobilization issues including departmental budget preparation procedures and budget consolidation/approval process at city level. The consultant is expected to contribute to the conceptual development at relevant stakeholder level on areas for organizational performance improvement focusing on efficient financial resource management as per the outcomes from his/her investigations and GIZ learning from the “Good Governance in Urban Areas� project.

The consultant will directly support the designated GIZ senior advisors/advisors and act as lead trainer/coach to deliver the coaching support and/or facilitate the training/coaching sessions as per orientation which to be provided by his/her supervisor and by the designated GIZ advisor time to time. The training courses/coaching will be facilitated only in the project areas (including at national level, i.e. LGD and or its line agencies) with the selected participants and groups as articulated in the plan. State-of-the art participatory tools and techniques/methods to be used during facilitation/moderation/coaching during training course/coaching support including usage of audiovisual contents (if required). Tailor made methods to be set according to diversified groups in terms of role and responsibilities, age-sex and education back ground. Quality facilitation standard needs to be maintained by the consultant through seamless interaction with every participant in order to ensure maximum internalization of the knowledge and minimize understanding gap between the participants and the consultant. Easy language (in Bangla) to be delivered during facilitation and English words should also be avoided to the maximum extent to ensure complete understanding of the participants regarding technical contents. Training/coaching support to be delivered on the basis of the latest module/guides developed and provided/and or newly developed modules/guides prepared by the consultant or, as per guidance of GIZ designated TC Team member (s).

The IEC materials will have to be prepared from the outcomes from initial Focused Group Discussion (FGD) sessions with invited stakeholders at regional and national level, based on which, the first draft for field testing to be prepared (along with necessary presentation materials). For national level IEC materials, the list will be prepared jointly with LGD and feedbacks from field test sessions shall be duly incorporated in the final draft version of the documents to submit to the national review committee in LGD. In the third and final stage, the consultant will incorporate all

relevant feedbacks and contributions from the “National Validation Workshop (s)”6 and submit the final version to GIZ Team Leader.

It is expected that, the consultant will ensure authentic information flow among key stakeholders to create common understanding and seeks necessary guidance and feedback from the GIZ designated experts in case of uncertainty and issues of strategic importance.

The consultant is expected to organize all his logistics arrangements (i.e. travel modalities, hotel accommodation, local travel, etc.) by his own responsibility and GIZ will reimburse as per the provision laid in the contracts as per GIZ rules and regulations. It is expected that the consultant will arrange his own laptop and internet connection, while GIZ will provide access to internet as guest, access to photocopy, printing and scanning facilities, and temporary work-station (if available) in Dhaka office, regional offices in Rajshahi and Khulna and offices in Satkhira PS, Sirajganj PS and Barisal City corporation.

8. Specific Tasks of the Individual Consultant: The Consultant will be based in RIUD Office in Dhaka with frequent field visits to the 05 partner cities based on agreed work plan between the consultant and GIZ. Within the specific work segments, the consultants will perform the following tasks Work segment Segment A: Organization and facilitation of workshops on organizational development needs and gap analysis within the concerned departments in 05 partner cities focusing on financial management aspects including capacity development needs identification following the Focused Optimization Management (FOM) approach developed by the GIZ TC team.

Segment B: Support the GIZ TC team to develop necessary capacity development support packages for each of the 05 partner cities to improve intra and inter-departmental work-flows linkages jointly with the respective stakeholders and beneficiaries within the scope of the identified needs.

Segment C: Development and delivery of necessary capacity development support packages (onsite training, on-the job-coaching, etc.) within identified financial management topics to respective stakeholders and beneficiaries from respective cities including development of necessary presentation materials (PowerPoints, 6

  

Tasks Investigate and collect necessary PS/CC reports, information and/or data from 05 partner city administrations from their own files/documents Design, organization and facilitation/and or co-facilitation of up to 01 (one) individual two-day workshop with key stakeholders (to be jointly identified from each of the 05 (five) partner cities.

Outcome reports from each workshop as per the prescribed format and details to be provided by GIZ. (up to 15 pages excluding annex per report)



Organizes and co-facilitates de-briefing sessions and follow-up workshops with key stakeholders from each 05 partner cities separately on next course of actions based on outcomes from field investigations  Support the designated GIZ senior advisers to identify appropriate tailor-made capacity development modalities for each of the 05 cities  Support the GIZ TC team to develop appropriate monitoring tool to measure the progress for the implemented capacity development measures. a. Organization and delivery of training as per training plan for 05 partner cities  Prepare draft session plans (including energizers), handouts, training materials (PowerPoint‟s, posters/banners, etc.), and training budget and submit to designated GIZ supervisor for approval.



Organize and facilitate/co-facilitate up to 4 trainings for each of the 05 partner cities based on outcomes from Segment A tasks, up to 02-training days per training events i.e. up to 60

The national validation workshop will be designed and organized by GIZ together with the LGD. The consultant will act as the resource person to present all necessary presentations and clarify queries from participants.

flip-charts, posters etc.) , training modules, guidelines, and hand-outs.

training-days in total) under close consultation and approval of the supervisor.



Carrying out training events as per the plan within the set time plan. Design and facilitate training courses with the direct supervision of Expert, Municipal Financial Planning and Management and take necessary approval.



Hold regular meetings with RIUD Team members to provide update about the progress in partner cities in close consultation with the supervisor Short presentation of each training sessions to designated TC team members for feedback at least 03 days before the specific training/orientation events.



b. Documentation and reporting  Producing course wise training report.  

Produce city-wise reports on technical aspects, out-comes and progress from on-the job training/coaching sessions (quarterly-basis) Set out parameters for the measurement of training results and ensure proper documentation (i.e. Pre-evaluation survey and post satisfaction survey in training day, recipient feedback, photos, digitization of individual group work results, lessons learned etc.)

c. Correspondence, Logistics planning and arrangement 

Perform timely, adequate follow-up to ensure maximum participation (including ensuring signature collection of the participants in the attendance sheet for every batch for every training day).



Segment D: Development of necessary Information, Educational and Communication (IEC) materials within the identified capacity development support areas for Urban Development Wing at LGD and partner cities based on project needs.

Coordinate with the Administrative Unit of the Rajshahi and Khulna regional office, and with respective advisers at Barisal City Corporation, Satkhira PS and Sirajganj PS to make sure that all sorts of required logistics (venue, available reading materials, catering, hotel accommodation arrangement, etc.) are in place for the training events/participants. a. Develop, review, update of IEC materials, internalization of knowledge  Assist GIZ TC team to design and organize the validation workshops for national level IEC materials (up to 02 national level validation workshops) including documentation and preparation of draft reports.  Review existing IEC materials and enrich with adequate information to use during training (up to 4 documents)  If necessary update existing available IEC materials, presentations, hand-outs as necessary (up to 02 document to be updated)  Undertake necessary action to develop necessary IEC materials as per agreed thematic/technical topic (up to 03 new Handbooks).

b. Correspondence, Logistics planning and arrangement 

Perform timely, adequate follow-up to ensure maximum participation (including ensuring signature collection of the participants in the attendance sheet for every batch for every training day).



Coordinate with the Administrative Unit of the Dhaka office, and with designated Sr. Adviser (s) to make sure that all sorts of required logistics (venue, available reading materials, catering, hotel accommodation arrangement, etc.) are in place for the validation events/participants.

9. Expected deliverables The following are the key deliverables from the consultant on training courses; An inception report consisting on understanding of the deliverables (section 9), specific tasks (section 8), methodologies (Section 7) and implementation strategy including contingency plan on undesirable impact due to unavoidable circumstances.

Detail report (with snaps of all chart/posters) on the field investigation outcomes (city-wise) from Work segment A within first 15 weeks from signing the contract Detailed design and implementation training plan agreed with the RIUD project management team within 8-weeks from signing the contract.

Training modules plan of each training course within 12 weeks from signing the contracts Training Plan in discussion with partner cities and GIZ TC Team within first 12 weeks of the assignment and execution of training plan within the assignment period as per agreed time plan.

Power Point presentation and other presentation materials of all training courses (at least 1 week prior the planned training course) Documentation of training materials (Session-wise) both in hard copies and soft-copies (in a DVD).

Draft final training report based on the structure required by the RIUD (structure to be agreed between GIZ and consultant within 30 days from the date of signing the contract).

Review and enrichment of IEC materials (up to 04 materials) Update of existing available IEC materials, presentations, hand-outs as necessary (up to 02 document to be updated) Develop necessary IEC materials as per agreed thematic/technical topic (up to 03 new Handbooks).

Assignment completion report (structure to be agreed between GIZ and consultant within 45 days from the date of signing the contract).

10. Estimated Time frame of the Assignment The assignment is expected to be conducted in between February 25, 2016 to February 20, 20177 .

Submission of the final draft report (including integration of feedback and comments from GIZ) is no later than February 20, 2017.

The consultant will be expected to plan his assignment as per following time distribution: (up to 170 working days) Course Title Segment A 7

Total (in %, up to ) 40%

The training events are distributed among the months between April, 2016 to January 31, 2017. A detail training plan to be prepared by the consultant (s) in close consultation and guidance by the supervisor and with input from designated RIUD experts.

Segment B Segment C

60%

Segment D Total

100%

11. Support available from GIZ GIZ will facilitate and coordinate the overall training delivery process with the LGD, city corporations and Pourashavas. GIZ will also provide input, review the methodologies and required power points/presentation materials. GIZ will pay the professional fee (per day basis), 01 (One) return air flight ticket (Home district in Bangladesh/nearby airport-Dhaka-Home district in Bangladesh/nearby airport) at the beginning and end of contract. During assignment period, the consultant will be reimbursed the costs for his official travels to the designated 05 cities of the projects (i.e. airways/train/bus/waterways) against actual invoice. Such travel plans and mode of transport shall have to be approved in written by the supervisor in advance. Separate lump-sum payments for accommodation, other costs and local travel (within designated 05 cities) while field visits and travels will be paid, which (the daily lump-sum amount during field visits) to be proposed by the consultant.

Training materials/facilitation materials will be provided by GIZ including printing facilities. A work station will be provided to the consultant during the tenure of the assignment in designated cities (if available).

12. Supervision and management The consultant will work under the direct supervision of the Team Leader RIUD and in close consultation with (i) Senior Adviser-Urban Governance and Management, and (ii) Senior AdviserOrganizational Development, and (iii) Designated UMIMCC project Adviser-Community Development, Gender and Poverty (Khulna Region). The consultant will be expected to work closely with, and interact a lot with RIUD GIZ staffs and the ULGI officials of the 05 designated project cities.

13. Reporting and Timeline The consultant shall report to GIZ during the duration of the assignment on a regular basis. The consultant will prepare a final report in English. The first draft report is due to GIZ no later than February 10, 2017 for review and feedback from GIZ, and the final report along with payment request documents shall be submitted by February 20, 2017.