Outline of the Project

Project Name

Strengthening Paurashava Governance Project (SPGP)

Date R/D Signed

2013/10/10

Project Site

The entire Bangladesh, especially seven pilot Paurashavas (Atgoria, Bakerganj, Changar Char, Kanaighat, Pakundia, Shailkupa, and Ulipur).

Term of Cooperation

February 15, 2014 to October 14, 2018

Implementing Organization

• Local Government Division (LGD), Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C)
• Local Government Engineering Department (LGED), Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C)
• National Institute of Local Government (NILG), Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C)

Background

Population growth rate of urban areas in the People's Republic of Bangladesh (hereinafter referred to as "Bangladesh") has been 2.5% (national average is 1.4%), and it is reported that half of the population will live in the urban areas by 2015. With such rapid urbanization, problems such as declined living conditions, construction of unplanned settlements and traffic networks, and inadequate public services (health and education etc.) grew increasingly apparent. As a result, it is reported that the number of the poor in the urban areas will increase by 1 million people in 2015 to compare with the year of 2008 although the poverty rate in the whole country has been declining.

With the situation above, in the Sixth Five Year Plan (SFYP) (FY2011/12 - FY2015/16), GOB identifies regional disparities as a major concern. In response, the SFYP set a strategic goal to reduce the regional disparities by further developing infrastructure, promoting industrialization, improving agricultural productivity, strengthening local governance by area-based regional development planning system, and thereby vitalizing regional economies.

Pourashavas (municipality) located in rural areas have great potential to grow as nuclei of integrated rural and urban development. Indeed, the SFYP stipulates that Local Government Institutions (LGIs), including pourashavas, are "a key instrument to fulfill the Government's goal of bringing services to the doorsteps of the people," and are expected to play "an important role in delivering programs and building public awareness which in turn meet national objectives as well, such as poverty reduction, disaster management, delivery of social protection services, and support for local economic development." However, because of the historical centralized administrative framework of Bangladesh, many of Pourashavas have limited capacity of administration, manpower and source of revenue. Moreover, many of staff of Pourashavas have inadequate capacity and consciousness as local authorities, and they lack capacity of providing services based on mid-long term strategies or appropriate development plans. Such situation of Pourashavas is considered as the bottleneck of achieving poverty reduction and reducing the regional disparity which GOB aims to achieve.

The Overall Goal

Measures of Pourashava capacity development are taken nation-wide based on mid-long term strategy.

Project Purpose

Pourashava capacity development framework is established

Output

1. A mid-long term strategy for Pourashava capacity development is developed and institutional arrangements for its implementation are made.
2. Tools and training courses for Pourashava capacity development are in place.
3. Administrative capacity of the pilot Pourashava is improved.

Project Activities

1-1.	Analyze prescribed and actual roles/responsibilities of Pourashavas, an institutional/policy environment surrounding Pourashavas and challenges facing them.
1-2.	Identify core functions of Pourashavas and priority capacity development needs.
1-3.	Develop a training implementation setup in consultation with stakeholders.
1-4.	Review the past and ongoing efforts to develop Pourashavas' capacity in performing core functions identified through Activity 1-2.
1-5.	Form a working group consisting of stakeholders for the preparation of a mid-long term strategy for Pourashava capacity development.
1-6.	Develop the draft strategy based on discussions in the working group and in light of feedback from Activity 1-4 as well as capacity development activities in pilot Pourashavas (Activities 3-3 to 3-5).
1-7.	Prepare an implementation plan of the mid-long term strategy.
1-8.	Analyze an institutional/policy environment for Pourashava capacity development and provide necessary support for policy implementation/institutional development to strengthen Pourashavas.
1-9.	Provide necessary support to carry out activities based on the implementation plan.
2-1.	Review existing manuals and guidelines and the past training programs with regard to core functions of Pourashavas.
2-2.	Develop/revise manuals and guidelines required to perform core functions.
2-3.	Develop/revise training modules using the manuals and the guidelines developed in Activity 2-1.
2-4.	Develop/revise training curriculum and materials.
2-5.	Identify the providers of the training courses developed/revised through Activities 2-2 & 2-3 and conduct TOT.
2-6.	Monitor capacity development support activities in pilot Pourashavas (Activity 3-3 & 3-4) and revise training modules/curriculum/materials based on monitoring results.
3-1.	Select pilot Pourashavas for capacity development support.
3-2.	Conduct a baseline survey on citizens' satisfaction level with Pourashava services and Pourashava service coverage.
3-3.	Conduct training using training modules, curricula and materials developed through Activity 2-3 & 2-4.
3-4.	Provide support for pilot Pourashavas to carry out administrative activities with regard to core functions.
3-5.	Analyze the results of pilot activities and experience of other Pourashavas, and identify good practices that can be useful for other Pourashavas.
3-6.	Reflect good practices identified in Activity 3-5 to materials developed in Activity 2-3, and share the practices with all of Pourashavas in Bangaldesh.

Inputs
[Japanese side]

- Experts

1. Chief Advisor/Local Administration Development Strategy
2. Development Planning
3. Public Financial Management
4. Training Development
5. Other (if necessary)

- Local Consultant (if necessary)

- Training in Japan/Third Country

- Equipment

- Project Implementation Cost
surveys, training curricula/material development, TOT, training in pilot sites, seminars/workshops, etc."

Inputs
[Bangladesh side]

- Project personnel concerned

1. Project Director (LGD)
2. Project Manager (LGD)
3. Counterpart (CP) personnel (LDG)
4. Personnel from organizations concerned (NILG, LGED, etc.)

- Project Operational Cost
Office space and facilities, basic office supplies, administrative cost (utilities, telephone, etc.), counterpart personnel salary, other necessary recurrent cost)

- Project Implementation Cost

1. Travel and daily allowances for project-related personnel of GOB, etc.