Aid Effectiveness Unit (AEU)

ECONOMIC RELATIONS DIVISION (ERD)

_______________________________________________

Development Planning in Bangladesh

A Scoping Study

Prepared By

________________________________________________
Dr. M. Harunur Rashid

Development Planning in Bangladesh

Table of Contents
Page
Executive Summary

i-iv

1.0

Background

2.0

Bangladesh Planning Commission

3.0

Project Cycle

4.0

Standard Process Approval Process

DPP/TPP Formulation
DPP/TPP Assessment Assessment criteria
DPP/TPP Evaluation Evaluation criteria
Project Revision
Project Time Extension
Conditional Approval
5.0

Weaknesses in Planning Process

Knowledge Gap
Authority gap
Capacity gap
6.0

5
5
6
8
7
12

14
15
16

Recommendations for Improvement

Change in mind-set
Enhancement of approval authority ceiling
Institution of planning discipline
Improvement in staff skill
Strengthening planning unit
Revision of bilateral/multi-lateral MOUs/MOAs
Institutional incentives
Annexure:
(i)
(ii)
(iii)
(iv)
(v)

Flow diagram project approval process

Time-line based SOP
Planning process
Planning authority
PEC and DPEC composition

17
17
17
18
18
18
18

Executive Summary
Poverty reduction was embedded as the foremost objective of the very first Five
Year Plan (1973-78) of Bangladesh and it remained the cornerstone of development
policy in all successive plans and strategies. Although pervasive institutional weakness in
macro, meso and micro level emerged as the central cause of poor implementation of
development plans, yet the most modest of gains defy the gloomy predictions and
pessimistic apprehensions that dominated the global discourse about the countrys longterm prospects till recently. The records of accomplishments proved encouraging in many
sectors that prepared Bangladesh to accept 21st century challenges of achieving the
Millennium Development Goals (MDGs) and to reduce poverty by fifty percent within
the year of 2015 from the base year 1990 and to elevate the countrys position into a
medium-income one by the year 2021. Bangladeshs version of Poverty Reduction
Strategy Paper (PRSP) was launched in 2005 in order to accelerate the process of
development. Since the launch of the National Strategy for Accelerated Poverty
Reduction (NSAPR) in 2005, strategic agenda have been set in motion to create macro
environmental factors necessary to heave a considerable part of the population above the
poverty line.
Since the takeover by the new government in January 2009, a new route map has
been pursued to impact the development plan positively. The recent vibration in the
National Economic Council (NEC), particularly the incidence of weekly meeting of the
ECNEC shows the level of urgency for Bangladesh to undergo a stern development
programme. In the face of the global recession, the importance of effective development
management, particularly aid effectiveness, has whirl pooled to a central issue for the
government. The following report is a basic scoping study based on secondary
information available in different reports and documents.
Bangladesh Planning Commission
The Planning Commission (Commission) of Bangladesh is the central planning
agency of the country. The Commission acts as adviser to the government in matters of
development. It is responsible for translating the ideas, aspirations and political agenda of
the government into macro and micro economic policies and setting them in long,
medium and short-term plans. The Commission also translates the multiyear development
plan into public investment through Annual Development Programme (ADP). It ensures
that public programmes and policies are in conformity with its long-term strategy through
its project approval process.
Development planning is the most important phase in the governments fiscal
policy. The planning process starts with the formulation of the ADP. The Ministry of
Finance and the Ministry of Planning are jointly responsible for the formulation of the
ADP in consultation with other line ministries and divisions. The NEC approves the
ADP.

Standard Operating Process (SOP) for project approval

For a project to be approved, it has to go through a series of processes as part of
development administration in Bangladesh. The chain of processes is known as the
Standard Operating Process. This process is generally comprised of a series of steps like
project formulation, revision and time extension which are again completed through
another series of actions such as assessment, appraisal, evaluation, etc. at different levels
by different authorities. The Implementing Agency, the line Ministry and the Planning
Commission are the three main parties involved in the whole process from formulation to
approval of projects.
Weaknesses in planning process
A well functioning planning discipline should have been firmly established in the
economy by now with consolidated experience and expertise. Unfortunately, this has not
happened in this case. The planning discipline is still in the process of evolution.
Additionally, the inefficiency of the work groups has led to a lot of different types of
problems, causing weaknesses in the planning process. The complexity of project
approval process is pin-pointed, by and large, as one of the root causes of poor
development administration. The other stereotype problems are usually characterized by
gaps in knowledge, authority and capacity which ultimately end up in the lack of
accountability and improper use of resources.
Suggestions for improvements
There is no doubt that weaknesses can be worked out to turn into strengths should
the process receive the right intervention at the appropriate level. A change in the mindset of the executives and professionals is required to have the steps and authority
synchronized in the entire project processing cycle to meet the challenges of aid
effectiveness for accelerated growth to reduce poverty. For example, the capacity of the
line ministry, particularly of the planning wing, is required to be strengthened with
enhanced ministerial authority. A few suggestions are being forwarded for consideration:
i)

Drastic change in the mind-set

It is widely believed that a drastic change is needed in the mind-set with regard to
institutional roles to deliver public good in the context of the present governments
commitment for a changed tomorrow. Being in the role of deliverer of service, the line
ministries need to assume more dynamic responsibility in planning, approval and
implementation of projects rather than forwarding recommendations to the Planning
Commission. The Planning Commission, on the other hand, has to assume more of the
advisory, coordination and oversight functions by pulling line ministries into the
executive functions of project approval, renewal and extension. A new relationship
dynamics has to evolve in the planning process thereby promoting a outcome-output
based planning institution.

ii

ii)

Enhancement of the ceiling of approval authority of the planning minister and

line ministers

It is important to recognize changes in a holistic manner. In line with governments

recently introduced Medium Term Budgetary Framework (MTBF) system the line
ministries may be allowed to have enhanced project approval authority, subject to
DPEC/DSPEC recommendation (specially, for unapproved projects listed in the ADP),
based on parliamentary approval. The existing approval ceiling of Planning Minister may
also be enhanced from Tk.25 crore to Tk.100 crore, of course on the basis of PEC
recommendation.
iii)

Institution of planning discipline

The time is now ripe for the nation to hold on to a consolidated planning system rather
than experimentation. Many different types have already been tried during the last three
and half decades. It is essential to institutionalise a firm planning model for the economy
that is capable of consolidating the development results in continuity.

iv)

Improvement in the level of staff skill involved in planning process

The importance of expertise and skill in planning can not denied in any model. The skill
level of the staff involved in planning at all levels needs to be revamped in order to
undertake challenges for meeting year 2021 milestones of poverty reduction and reaching
at a level of middle-income country group. Capacity development of the planning
wing/branch at the ministry and planning unit at the implementing agency/department
needs to be prioritized. Continuity in effective utilization of staff skill needs to be
ensured.
v)

Appropriate staffing of planning unit of the implementing department,

wing/branch/ in the ministry and wing/sector-division of planning commission

An effective staff set-up in each level of planning process has to be put in place and made
functional. The Planning unit in the agency/department has to have qualified staff with
adequate knowledge of project formulation, project documentation and monitoring and
implementation. An earlier decision of having a Planning Wing in the ministry with a setup of 16 staff under the leadership of a Joint Chief needs to be effectively implemented
henceforth. The staff strength of the different Wings/Sectors-Divisions in the Planning
Commission and IMED has to be increased.

vi)

Revision of existing MOAs/MOUs and updating them

iii

The foreign aid plays a very important role in the nations development administration.
The aid flow is generally governed by mother Agreements/Memorandum of
Understandings signed between different countries and development partners at different
times. It is believed that some of these MOAs/MOUs are many decades old. The
rationale, circumstances and conditions of many of them changed over time. It is now
imperative to revisit those MOAs and MOUs and have them updated in the context of
twenty first century needs.
vii)

Institutional and individual incentives

It is expected that institutions and individuals see the potentials of improvement in every
change that might stand as observable incentives.

iv

Planning Process in Bangladesh

1.0

Background

Poverty reduction remains the overarching planning objective for Bangladesh. To reduce poverty
fifty percent by 2015 from the base year 1990 and to achieve other MDGs (Millennium
development goal), is the Bangladeshi version of Poverty Reduction Strategy Paper (PRSP)
Unlocking the Potential: National Strategy for Accelerated Poverty Reduction (NSAPR) was
launched in 2005. Since then, strategic agendas for creating macroeconomic environment for
pro-poor growth and for sustaining the pace of development centered on PRSP a process is still
evolving. A recent review suggests that although the gains from the implementation of NSAPR
are modest in relation to the magnitude of the overall problem, they have underpinned attention to
the new challenges that the nation has to confront in the context of globalization as well as newer
and newer visions that arise from the present phase of domestic development (the task of
addressing the commitments of the present government for a Changed Tomorrow).
With the present elected government taking over in January 2009, a proactive route map is placed
on card for accelerated effort in development management. A cabinet minister in the Planning
Ministry is a very positive step toward this end. The revitalization of the Executive Committee of
the National Economic Council (ECNEC) with a meeting scheduled every week reflects the
urgency of the government in bringing a change in development administration. A call for
embarking on pro-poor growth oriented administration leaving the business-as-usual attitude
testifies the intention of the government in implementing development programmes in their
totality. In the face of global economic meltdown, the importance of more effective development
management, particularly aid effectiveness, has become a central issue in the government. In the
midst of the above, a scoping study of planning process and development project management is
quite pertinent.
2.0

Bangladesh Planning Commission

Bangladesh Planning Commission (PC) is the central planning agency of the Government of
Bangladesh (GOB). It consists of mainly three types of functions: advisory, executive and
coordinative. As part of advisory function, PC has the responsibility of advising the government
in matters of development goals, priorities, strategies and policy measures. More precisely, it is
responsible for translating the ideas, aspirations and political agenda of the government into
macro and micro economic policies and set them in long, medium and short-term plans. As part
of its executive function, the Planning Commission is responsible for preparing, processing and
approving development plans, programmes as well as projects. The coordination function of PC
encompasses the whole range of planning activities in order to ensure consistency of investments
with overall and sectoral objectives of plans.
The Planning Commission is essentially a body of professionals and sector specialists engaged in
the formulation of macro as well as micro economic policies of the government under the
guidance of a minister. But ultimate decision-making rests with the head of the government i.e.,
the Prime Minister who is the chairperson of the National Economic Council. The PC works in

close collaboration with different line ministries/divisions/functional departments and maintains

close liaison with development partners through Economic Relations Division (ERD).
The Planning Commission is composed of six divisions. The divisions and their functions are
presented in a tabular form as under:

Divisions

Functions

General Economic Division (GED)

Programming Division

3
4
5
6

Socio-economic Infrastructure Division

Industries and Energy Division
Physical Infrastructure Division
Agriculture, Water and Rural Institutions Division

* Determination of macro economic policies,

including evaluation of plans and policies;
* Review of macro economic situation covering
national income, international economic
relations, savings, investments, fiscal and
monetary situation, employment and so on;
* Coordination of research on macro-economic
issues; and
* Coordination of preparation of PRS and other
plans.
* Coordination and preparation of Annual
development programme (ADP);
* Authorization of development projects and
release of funds for unapproved projects;
* Economic appraisal of development projects.
* Formulation of sector plans consistent with PRS
and macro planning objectives;
* Coordination of sector development
programmes consistent with sector plans;
* Processing of development projects including
project appraisal and serving as the secretariat
of the sector project evaluation committee;
* Preparation of sector annual development
programmes in consultation with sector
ministries and agencies;
* Formulation of sector development and
planning policies.

The functions of the sectoral divisions are, more or less, similar.

The functions of the Commission are discharged through a six tier structure of officials, namely
member, division chief, joint chief, deputy chief, senior assistant chief and assistant chief. The
working units within a division are wings headed by joint chiefs, branches headed by deputy
chiefs, and desks headed by senior assistant chiefs/assistant chiefs. The responsibilities of each of
the tier of officials are: (1) Member: acts as a member of the commission, contributes to the
policy issues formulated by the commission, and holds over-all charge of all policies and
programmes relating to the sectors of the economy under his/her charge; (2) Division Chief: acts
as the executive head of the division and holds overall charge of all the wings under his/her
division; (3) Joint Chief: holds charge of a sector or sub-sector and supervises preparation of
project reports containing appraisal comments on projects for consideration and approval by
ECNEC; (4) Deputy Chief: holds charge of sub-sectors, assists division/joint chief and prepares
project reports or draft sub-sectoral plans or programs; and (5 & 6) Senior Assistant
Chief/Assistant Chief: assists division chief, joint chief and deputy chief, and prepares draft
project appraisal reports.

The Commission is required to maintain close liaison with all ministries/divisions and agencies of
the government. The sector divisions of the planning commission start project processing only
after the ministries/divisions submit the relevant proposal to them. In addition to these, the
commission has to depend for planning inputs on some specialized agencies of the government.
With heavy reliance on external aid for implementation of plans, programmes and projects, the
task of negotiation and lining up of foreign aid has been assigned to ERD. Finance Division and
the Internal Resource Division are responsible for internal resource mobilization and availability.
The allocation of funds to individual projects in the ADP is guided by the progress reports on
projects prepared by Implementing, Monitoring and Evaluating Division (IMED). The data
requirement of the Commission is met by the Bangladesh Bureau of Statistics (BBS).

Development Administration
Finance Division

Internal Resources
Division: NBR

Planning
Commission

Economic Relations
Division (ERD)

Bangladesh Bureau
of Statistics (BBS)
Line Ministries/Division
Development Partners
Bangladesh Bank
Implementing Agencies

Planning Division

Sub Implementing
Agencies

3.0

Project Cycle

Development planning is considered to be the most important aspect of the Governments Fiscal
Policy. Planning for a fiscal year starts with formulation of the Annual Development Programme
(ADP). Approved projects are shown with funding arrangements in the ADP. On the other hand
unapproved projects are also shown in the ADP in its own separated section generally listed
without the funding arrangement. The ADP is sent for printing during every first week of May on
an annual basis.

Planning Process of ADP:

National Priorities
And Economic
Agenda

MDG and PRSP

ERD/LCG

Civil Society
Organisations
Development Studies
Institute e.g. BIDS,
CPD, Pop Council,
Development research
community and so on

NGOs, Interest Group,

Local Community,
Business Leaders and so
on and other
stakeholders

Planning
Commission

Mid Term (3 Year)

Rolling Plan

Annual Development
Programme (ADP)
Based on Mid Term
Budgetary Framework
(MTBF)

Group of
Development
Partners
(Aid Group)
World Bank, ADB,
JBIC and other
International
Financial
Institutions, UN
Systems, Bi-lateral
Institutions, DFID,
NORAD, DANIDA,
SIDA, CIDA, KfD,
kfw so on.

Connecting lines shows functional relationship, not administrative hierarchy

4.0

Standard Operating Process (SOP) for Project Approval

Investment Project:

Investment projects are required to be prepared and processed in

DPP format

DPP formulation

Implementing Agency/Department [submission to Ministry/Div]

Implementing
Agencies/Departments

The implementing agency/department is responsible for the

preparation of DPP/TPP and also for submitting it to the
Ministry/Division for further processing and approval as
appropriate.

DPP assessment

Ministry/Division
Planning Wing

The Planning Wing/Branch in each ministry/division is

Primarily responsible for processing any proposal received
from any implementing agency/ department.
The Planning wing/branch shall conduct an assessment of
the proposal as to its acceptability for processing and
prepare a working paper for D(S)PEC [Departmental
(Special) Project Evaluation Committee] meeting with the
Secretary in the chair. The D(S)PEC is mandated to accept
the proposal and forward it to the Planning Commission
with the approval of the Minister or refuse the proposal
and/or send it back to the agency/department with
recommendation for amendment or reconstruction. In case
of TPP, the Minister is authorized to approve projects
costing up to Tk.7.0 crore (70 Million). The Planning wing
in the ministry provides secretarial service to the D(S)PEC.
While conducting the assessment in the Planning
wing/branch the following issues are taken into
consideration.

Considerations:
a) The basic premises of the DPP/TPP in terms of National and Ministerial Strategic
Policies, PRS, etc.;
b) Project position in the Agencys priority list;
c) Justification of the project in the context of the overall national economic
condition;
d) Experience from similar projects implemented and/or under implementation;
e) Possibility of duplication with any programmes under revenue budget;
f) Institutionalisation and sustainability of the human resources of the project after
completion;
g) Possible risks from implementation of the project and means for mitigation;
h) Land acquisition plan, if needed;
5

i) Contribution of the project in achieving short-medium-long term national policies,

MDGs, and ultimately, poverty reduction of the target group, etc.;
j) Justification of component-wise cost and total costs estimate of the project;
k) Rationalization of the costs of consultancy, human resources, seminar, training
and other costs like vehicle, office, residence costs;
l) Realistic financial and economic analysis;
m) Realistic analysis of the benefits of undertaking the project and impact of not
taking it;
n) Consistency of the project with ministerial allocation/budget.

DPP/TPP Evaluation :

Planning Wing is responsible for organizing DPEC/DSPEC

meetings and onward processing within the ministry.

DPEC/DSPEC Meeting:

The Secretary (Chair) and Sponsoring/Initiating Ministry

Members are senior officials of the Planning, Development
and Budget section of the ministry; Joint/Deputy Chief of
the Ministry/Division; representative of the respective
Wing/Sector-Division; GED; Programming Division of the
Planning Commission; Finance Division; ERD; IMED;
Establishment; Ministry of Environment and Forest;
Ministry of Women and Children Affairs, NBR.
[Submission to Finance Division for approval of HR set up]
The Special HR Evaluation Committee in the FD shall
dispose off the DPP/TPP within 15 days.
No submission to the Planning Commission without clear
recommendation from the FD regarding the HR to be set
up.

The ministerial planning wing/branch is required to arrange for the submission of the
DPP to the Planning Commission (respective Wing/Sector-division) within 10 days, once
the It (DPP) is finalized with recommendations from the HR Committee of the FD.

Preliminary Appraisal :

The Concerned Wing/Sector-Division shall appraise the

DPP in details [preparation of Working Paper for PEC meeting]
[In case, the Wing/Sector-Division is not satisfied with Ministry

Planning Commission
Wing/Sector-Division

submission, it can refer the DPP to the initiating Ministry/Division

within 30 days] [The DPP cant be referred to Ministry for
amendments of any sort after the 30 day lapses. In that case, the
respective Wing/Sector-Division shall make amendments and arrange
for PEC submission]

The DPP must be resubmitted by the Ministry with 25 days

incorporating the recommendations of the Wing/SectorDivision.

The evaluation at this level must be based on the following

criteria/considerations:
Criteria for Sector evaluation in the Planning Commission
a.
b.
c.
d.
e.
f.
g.
h.
i.

Inter and intra-sectoral coordination;

Consideration of the overall sectoral allocation;
Apprisal of the project outcome within national priority list;
Examination of the capacity of the implementing agency;
Appraisal of the impact on revenue budget after completion of the project;
Obligation of the sector for the on-going projects, including the proposed one;
Examination of the justification of project period;
Consideration of necessary fund mobilization after approval;
Consideration of vehicle and equipment procurement in the context of entitys
current situation;
j. Consideration of FD recommendation in respect of HR set up;
k. Careful examination of the completion report in case of continuing phase-project
l. Consideration of price and physical contingency

Projects not found suitable/appropriate for consideration by Wing/Sector-Division can

not be processed and placed before the PEC meeting. In that case, the respective
Wing/Sector-Division shall inform the initiating ministry on its decision with the
approval of the concerned members within 30 days.
PEC Meeting

PEC Decision

7 days notice is mandatory

PEC meeting decisions must be issued within 10 days as
Minutes
PEC decision on the project appraisal must be noted in the
Working Paper as Planning Commission comments and
recommendation).
Project accepted by PEC: Respective Wing/sector-Division
shall prepare the Summary for project approval within 10 days
after the issue of PEC meeting minutes and request the approval
of the Planning Minister/Advisor/State Minister for projects
costing Tk. 25 crore (250 M). In case of projects with cost
exceeding Tk. 25 crore (250 M) 35 copies of DPP and working
paper shall be prepared and submitted for the consideration of
ECNEC. The DPP shall be placed at the ECNEC with clear
comments and recommendation from the PC. A total of 40 pages
is the maximum limit of any final DPP.
Project recasting required by PEC: The respective ministry
/division shall recast and resubmit the DPP as RDPP within 25
days from the issue of PEC minutes. In cases where project cost
recasting is required, IMED may be requested to do so within 15
days. If the initiating Ministry fails to recast and resubmit the

RDPP within 40 days after either receiving minutes or cost

rationalization report from IMED, the Project approval process
shall stand cancelled automatically.

Survey/Feasibility Studies:

Funds from development budget; Project cost up to Tk. 2 crore

can be approved by the Minister/Advisor/State Minister on the
recommendation of the DPEC within 30 days. Project cost
exceeding Tk. 2 crore shall be approved by the
Minister/Advisor/State Minister for Planning on the
recommendation of the PEC based on the acceptance by the
respective Wing/Sector-Division within 45 days.

Foreign Aided Project:

When foreign aid assistance is necessary, the Line Ministry is

responsible for developing and submitting a Preliminary
Development Project Proforma/Proposal (PDPP) to the
respective Wing/Sector-Division of Planning Commission with
another copy forwarded to the ERD for approval on principle.
The Wing/Sector-Division shall finalize its opinion within 20
days with the approval of the Minister/Advisor/State Minister of
Planning and PC shall issue instructions directed to initiating
the ministry/division for further required action.

Economic Relations Division (ERD) would then negotiate foreign assistance with
Development Partner(s) specifically for approved PDPPs. Then the Line
Ministry/Division prepares DPP/TPP on the basis of ERDs nods, reflecting the
availability of funding assurance from DP(s). ERD shall keep abreast LM, IP, and the
respective Wing/Sector-Division of the PC regarding different stages of negotiation with
DPs. The LM/Division/IP shall finalize the DPP on the basis of all relevant information.
The FD, PC, IMED, ERD and other relevant ministries/divisions/agencies might be
involved in the preparation of DPP through the formation of committee.
All relevant elements of the DPP/TPP evaluation shall be incorporated in the document.
Project revision
Projects can be revised for 2 times. In special cases PC can undertake project revision
processes with the approval of the Minister/Advisor/State Minister for Planning. Postfacto approval is not allowed.
1st revision
The Minister/Advisor/State Minister can approve a revised DPP under the title RDPP on
the basis of the recommendation of the DPEC subject to the fulfillment of following
conditions:
a) remain unchanged objectives, financing mode, sources of finance,
etc.

b) change of 10% in the project cost after inclusion and/or seizure of any
elements
Maximum period of 1 year can be extended by the Minister/Advisor/State Minister
provided s/he didnt approve any other previous extensions.
The project revision is required to be approved by the original approving authority if the
objectives, sources and modes of financing changes including changes in vehicles and
HR.
In case of availability of JDC fund for any approved project, no revision shall be
required. The ministry shall reflect the new fund in the RDPP with the approval of the
Minister/Advisor/State Minister and keep the PC and IMED informed.
2nd revision
In case of changes exceeding more than 20% of the total project cost (including 1st
revised cost), including changes in objectives, implementation of more than 1 year,
sources and mode of financing, HR, etc. the ministry/division shall prepare the 2nd RDPP
and submit it to the respective Wing/Sector-Division. The respective Wing/SectorDivision shall submit the RDPP within the stipulated time for the approval of the
Minister/Advisor/State Minister. In some cases recommendations from the PEC might
become solicited.
The total process of revision shall be completed within 45 days from the date of receiving
the RDPP from the initiating ministry/division.
If the PC does not see the merit of the revision, it will inform the ministry about the
refusal within 30 days with the approval of the Minister/Advisor/State Minister.
Time extension
Minister/Advisor/State Minister is entitled to approve the revision for extension of time
for a maximum period of 1 year time (before 2nd revision) on the recommendations
provided by IMED, there can be no change in objectives, HR, consultancy services and
total cost.
In case extensions take more than 1 year time or are extended for the 2nd time, the
ministry/division shall submit the proposal to the PC (Wing/Sector) and IMED
simultaneously. The member of the respective division entitled to approve such extensions
based only on recommendations from the IMED and the ministry should be notified of the
decision taken within 30 days time. In case a 3rd extension is required, the
Minister/Advisor/State Minister can approve such extension in the same manner. In case
of projects with foreign assistance, acceptance from ERD is necessary.

Technical Assistance
The initiating ministry shall complete the approval process of TA projects costing below
Tk.7 crore in total (GoB + foreign assistance)
DSPEC shall evaluate the proposal after considering the following:
a. assurance of foreign assistance;
b. relevance and justification of proposed consultancy service;
c. justification/standard of TOR of the services in achieving the
objectives;
d. competency of the counterpart personnel and their number;
e. inadequacy of the technical know-how of the IP;
f. Modus operandi of the technology/knowledge transfer to the
counterpart personnel;
g. Consistency in different elements of the TPP
The Minister/Advisor/State Minister shall approve the TPP on the recommendation of the
DSPEC. The whole process shall be completed within 30 days.
TA projects costing over Tk. 7 crore: Approval process shall be completed in the
Planning Commission. The respective Wing/Sector-Division shall conduct a preevaluation of the proposal on the basis of the above mentioned criteria and process the
TPP for SPEC meeting with appropriate recommendations or comments. The
Minister/Advisor/State Minster for Planning shall approve the TPP on the basis of
recommendation of the SPEC within 45 days (from the date of submission by the
initiating ministry).
Approval of TA projects on Principle: in case of a situation that demands approval on
principle pending DSPEC and/or SPEC meetings for signing agreement with DP, the
initiating ministry and/or the respective Wing/Sector-Division can secure Expected
Approval from the competent authority.. But, the conditions remain that the TPP shall be
finalized through due ( DSPEC and SPEC) process within 60 days of such expected
approval.
TA Project revision
A particular project can be only be revised for 2 times. In special cases PC can
undertake project revision process with the approval of the Minister/Advisor/State
Minister for Planning. Post-facto approval is not allowed.
1st revision
The Minister/Advisor/State Minister can approve a revised TPP under the title RTPP on
the basis of the recommendation of the DSPEC subject to the fulfillment of following
conditions:

10

a) Objectives, financing mode, sources of finance, etc. remain

unchanged; and
b) 25% change in the project cost after inclusion and/or seizure of any
elements.
Maximum period of 1 year can be extended by the Minister/Advisor/State Minister
provided s/he didnt approve any previous extension.
2nd revision
In case of changes of more than 25% of the total project cost (including 1st revised cost),
including changes in objectives, in project period by more than one year, in sources and
mode of financing, in human resources, etc. the ministry/division shall prepare the 2nd
RTPP and submit it to the respective Wing/Sector-Division in the Planning Commission.
The respective Wing/Sector-Division shall submit the RTPP within the stipulated time for
the approval of the Minister/Advisor/State Minister. In some cases recommendation from
the SPEC may be solicited.
The total process of revision shall be completed in the Planning Commission within 45
days from the date of receiving the RTPP from the initiating ministry/division.
In every case, ERD comments shall be taken before processing any RTPP for revision.
TA Project Time extension
Respective Minister/Advisor/State Minister of the sponsoring ministry/division shall
approve the revision for extension of time for a maximum of 1 year (before 2nd revision)
subject to favouable comments from ERD provided, there is no change in objectives, HR,
consultancy services and total cost.
In case of extension for more than 1 year or for the 2nd time, the ministry/division shall
submit the proposal to the Planning Commission (Wing/Sector-Division) and ERD
simultaneously. The member of the respective division can approve such extension on the
basis of the recommendation of the ERD and the decision shall be informed to the
ministry within 20 days from the date of receiving comments from ERD. In case of
extension for the 3rd time, the Planning Minister/Advisor/State Minister can approve such
extension in the same manner. In case of projects with foreign assistance, acceptance
from ERD shall be required.

11

Regional technical assistance project

No need of TPP for any regional project if there is no financial involvement from GoB.
The DP can sign a Regional Cooperation project in its own format with ERD. ERD shall
circulate the agreement among the concerned ministry and Planning Commission.
TA project under private sector
Project assistance to the private sector through ERD shall be processed in the same
manner as is done for public sector TA projects in order to facilitate the accounting of
the flow of annual foreign aid/assistance.
Approval letter
Respective Wing/Sector-Division shall issue Approval Letter within 3 days from the date
of approval by the Minister/Advisor/State Minister. For ECNEC approved projects, NEC,
ECNEC and Coordination cell shall issue the Approval Letter after the issue of minutes
from the ECNEC meeting.
Respective ministries shall issue administrative order within 3 days from the date of
receiving approval from Planning Commission (Sector/Wing-Division/ NEC, ECNEC
and Coordination cell). The respective ministry Planning cell shall issue Administrative
Order within 3 days from the date of approval of the project/revised project by the
Minister/Advisor/State Minister.
Under no circumstance, administrative order can be issued by the ministry without
receiving approval letter from the respective Sector/Wing-Division and/or NEC, ECNEC
and Coordination cell of the Planning Commission.
Conditional approval by Planning Minister/Advisor/State Minister
In case of projects approved with conditions for amendments the respective ministry shall
submit the amended DPP/TPP to NEC, ECNEC and Coordination cell of the Planning
Division through respective Wing/Sector-Division within 14 days.
In cases for projects approved by the Minister/Advisor/State Minister for Planning, the
respective Wing/Sector-Division shall issue the Approval Letter within 3 days from
receiving the revised/recast project document.
Conditional approval by ECNEC
In case of projects approved with conditions for amendments the NEC, ECNEC and
Coordination cell of the Planning Division shall ensure that the amendments are
addressed in accordance with conditions within 10 days from receiving the documents
from respective Wing/Sector-Division and issue Approval Letter within 3 days.

12

Reporting to ECNEC
Investment projects approved by the Minister/Adviser/State Minister for Planning shall
be reported to the ECNEC for information. The respective Wing/Sector-Division shall
prepare a summary of approved projects within a month after such approval and submit it
to the NEC, ECNEC and Coordination wing. The revised projects approved by the
Planning Minister/Adviser/State Minister do not require such reporting to ECNEC.
General issues
i)
ii)
iii)

iv)

v)
vi)
vii)

viii)
ix)
5.0

Justification of the projects and feasibility

Project approval process shall start only after having a complete picture of
project design and project cost
Project document shall be signed ( in specified area) by person(s) preparing
the document, head of implementing agency, secretary of the
ministry/division. The whole document shall be signed by an authorized
officer in every page.
Special amendment can be done by the Minister/Advisor/State Minister with
the recommendation of the DPEC/DSPEC, in cases where changes in project
cost occur due to (a) increase in cost of materials recognized by IMED; (b)
foreign exchange differential; (c) situation caused by natural disaster; etc. This
revision shall not be considered as 1st or 2nd revision.
TOR for consultancy cant be changed. In special circumstances, such
changes can be done by the respective Minister/Advisor/State Minister.
Adjustment between foreign currency and local currency can be done by the
Member of the respective Division of the PC;
The Project Summary/Report for the ECNEC meeting must be signed by the
Secretary of the initiating ministry with the approval of the
Minister/Advisor/State Minister. The report of any committee to be submitted
with the Summary shall accompany another summary under the signature of
the respective Secretary, again with the approval of the Minister/Advisor/state
Minister.
A procurement Plan shall be submitted with DPP/TPP covering the entire
duration of the project
The provision for salary and allowances of the full project director can be
made in the DPP/TPP

Weaknesses in planning process

The standard operating process for development planning and approval/management of

the development programmes/projects is well adopted in public administrations.
Development is probably, the most widely used term in todays resource management
with universal appeal. Attaining development therefore, has become a prime objective for
all ministries, divisions, departments and agencies, who keep the public administration in
Bangladesh under the spot light. The provision for ensuring professional services in
development management is well demonstrated in the creation of a separate cadre
(Economic Cadre) for this sector. The creation of Planning Wing/Branch in the

13

ministry/division and staffing it by professionals from Planning Commission (Economic

Cadre) reaffirms the governments willingness to strengthen development administration.
The decision also demonstrates the governments commitment in accelerating the process
of change to promote the quality of human life involving major changes in social
structure, popular attitudes and national institutions as well as enhancement of economic
growth, reduction of inequality and the eradication of absolute poverty.
With such a professional set up in development administration, the projected outcomes
are not quite encouraging since many successive governmental runs. Reporting of low
utilization of development funds and poor implementation of development
programmes/projects is a common phenomenon in almost all fiscal reports. A very quick
look into the programme/project planning process reveals the following points as
impediments.
Knowledge gap
The current system of programme/project processing is characterized by knowledge gaps
of diverse dimensions.
a. Lack of institutionalization of planning discipline: Macroeconomic planning
process couldnt be rooted into a solid discipline although Bangladesh Planning
Commission received highest attention since birth of the nation. Many different
forms of planning have been experimented during the last 37 years. Perspective
plan, five-year plan, two-year plan, rolling plan (three-year), PRS, etc. all has
been tried. The economy couldnt yet consolidate the lessons learned from all
these experiments. It is still in the process of looking for the best options waiting
in the unknown horizon.
b. Lack of trust in institution and its people: In the absence of a well rooted
discipline in development planning, there is total lack of trust in different
institutions involved in the process. A trust worthy system, respected by staff
involved, couldnt be instituted at any level, starting from implementing
department/agency to Planning Commission via sponsoring ministry/division. The
sponsoring ministry is not confident about the capacity of its subordinate
department/agency as to formulation of quality project proposal and its effective
implementation. The same is the level of confidence of Planning Commission in
the capacity of sponsoring ministry/division. On the contrary, an equally low level
of trust of implementing agencies/departments and ministries/divisions in the
leadership of the Planning Commission is a common phenomenon. So, the
planning environment is characterized by responsibility shifting from one
shoulder to the other for non-performance.
c. Poorly drafted DPP/TPP: The departments/agencies within the ministry/division
fall short of necessary expertise to formulate DPP/TPP that transpires the outputs
and outcomes in the context of national strategy for accelerated poverty reduction.
With the exception of very few documents, most DPPs/TPPs fail to articulate the
proposed programme/project contribution in achieving national strategy and/or

14

sector strategy in the form of structured/verifiable outputs and also to establish

linkage between strategies at different levels.
d. Inadequacy of reliable information/statistics at ministry/department level: The fact
of the matters remains undeniable that most programme/project formulation is
characterized by inadequacy of appropriate information. The system of interdepartmental/inter-ministerial sharing of experience, disseminating best practices
across the ministries/departments and preserving best practice documentation in
compendium form is not in common use. Programme/Project formulation is
dependent either on consultants expertise or on existing stock of knowledge
(cutting and pasting). Moreover, in-house availability of sector-wise reliable data
in the ministry/division/department level for impact analysis and outcome
determination is still out of vision. Most of proposals are formulated on the basis
of, quite overtly questioned, BBS data and/or Bangladesh Bank data.
e. Too much reliance on process sequence: The existing programme/project
approval system is characterized by a sequence of several steps at different levels.
There is very limited flexibility for operational independence based on outputs
and outcomes.
f. Inadequate application or non-application of Logical Framework (log frame):
The application of log frame in the preparation of DPPs/TPPs and in the
evaluation of those documents at different levels is quite scanty and far from
being satisfactory. Subjective and objective based approach is still being largely
used in project formulation, assessment and evaluation. As a result, the benefits of
structured illustrations of input-output relationship couldnt be capitalized in the
project document. So, it moves back and forth in between desks at different levels
for clarification and justification.
g. Lack of E-processing of DPP/TPP: Taking advantage of E-processing has yet to
be visualized in the entire programme/project assessment, evaluation and approval
process.
h. Inexperience project staff: The implementing agency/department generally
depends on inexperienced staff to pilot and/or lead the project, from formulation
through implementation. The project leader is selected by the ministry, mostly on
the basis of relationship rather than expertise and experience. A planning unit
with experienced professional staff at the department/agency level is an exception
rather than a routine.
Authority gap
i. Lack of Ministerial authority for DPP approval: The initiating ministry does not
have any authority to approve DPP project. In case of TA project, the
Minister/Adviser/State Minister of the sponsoring ministry can approve TPP
costing up to Tk.7.0 crore (US$1.029M) on the basis of DSPEC recommendation.
In case of approval of suvey/feasibility study proposal the ministerial ceiling is

15

Tk.2.0 crore (US$294 K) only. The ministerial authority for project revision is
also restricted to first revision with several other conditions. This ceiling is not
sufficient in present day context.
j. Low ceiling of Planning ministry authority for project approval: The
Minister/Adviser/State Minister for Planning has the authority to approve
progarmme/projects costing up to Tk.25.0 crore on the basis of PEC/SPEC
recommendation. This low ceiling is not supportive of proactive Planning
Ministry role.
k. Duplication of authority: Almost the same group of institutions is involved in
DPP/TPP evaluation at different levels which again slow down the process. Both
DPEC and PEC is represented by almost the same group of institutions.
Capacity gap
l. Lack of appropriate human resources at the agency, ministry and PC level: The
institution of Planning Wing in the ministry was intended for decentralization of
planning function and accelerating the programme/project development/approval
process. The current state of staffing does not support effective implementation of
the concept. Although, the planning wing set-up at ministry level comprised of 16
staff headed by a Joint Chief and assisted by Deputy Chief/Assistant Chiefs, all
representing economic cadre, one could hardly find a complete planning wing in
any ministry across the government. Most of the planning wing(s) are
understaffed as well as poorly staffed with inadequate skill and expertise. Almost
similar opinion goes true with staffing of IMED and Planning Commission.
Although the size of the ADP has multiplied over the decades, there has not been
any change in the staffing pattern of IMED and Planning Commission. Almost the
same number of people (managing Tk.2,500 crore ADP) are managing the age old
functions of monitoring, evaluation and planning for an ADP of Tk.25,600 crore.
m. Inadequate time frame: The time frame suggested in the Planning Commission
guideline (May 2008) is not adequate. Moreover, irregular convening of meeting
of different committees relating to planning at agency/ministry/planning
commission level slow down the process.
n. Inconsistency in policy support and personal interest: Too much diversity in
government and donor procedures/implementation policies negatively impact the
staff capacity at different levels. Frequent changes in policy/priority with changes
in political government also affect the system. All of these slow down the process.
Moreover, personal interest behind the DPP/TPP processing sometimes seriously
matters in the system. The use of varied planning models at different time created
scope for influence in the system to serve many different types of personal
interests.
o. Frequent staff rotation: Quite frequent staff rotation in the government system
sometimes create dent in the retention and effective use of capacity in continuity.

16

Institutional memory is an essential element in development planning and lack of

institutional and individual commitment in holding that memory by frequent
dislodging of experienced staff causes serious cavity in the system.
6.0

Suggestions for improvement

A standard operating process for development planning and financing is in place in

Bangladesh. The process is inhibited by different types of inadequacy and gap. This
process can be transformed into result oriented one should these inadequacies and gap
can be effectively remedied. A few suggestions are being forwarded for consideration.
viii)

Drastic change in the mind-set

It is widely believed that a drastic change is needed in the mind-set with regard to
institutional roles to deliver public good in the context of the present
governments commitment for a changed tomorrow. Being in the role of deliverer
of service, the line ministries need to assume more dynamic responsibility in
planning, approval and implementation of projects rather than forwarding
recommendations to the Planning Commission. The Planning Commission, on the
other hand, has to assume more of the advisory, coordination and oversight
functions by pulling line ministries into the executive functions of project
approval, renewal and extension. A new relationship dynamics has to evolve in
the planning process thereby promoting a outcome-output based planning
institution.
ix)

Enhancement of the ceiling of approval authority of the planning minister and

line ministers
It is important to recognize changes in a holistic manner. In line with
governments recently introduced Medium Term Budgetary Framework (MTBF)
system the line ministries may be allowed to have enhanced project approval
authority, subject to DPEC/DSPEC recommendation (specially, for unapproved
projects listed in the ADP), based on parliamentary approval. The existing
approval ceiling of Planning Minister may also be enhanced from Tk.25 crore to
Tk.100 crore, of course on the basis of PEC recommendation.

x)

Institution of planning discipline

The time is now ripe for the nation to hold on to a consolidated planning system
rather than experimentation. Many different types have already been tried during
the last three and half decades. It is essential to institutionalise a firm planning
model for the economy that is capable of consolidating the development results in
continuity.

17

xi)

Improvement in the level of staff skill involved in planning process

The importance of expertise and skill in planning can not denied in any model.
The skill level of the staff involved in planning at all levels needs to be revamped
in order to undertake challenges for meeting year 2021 milestones of poverty
reduction and reaching at a level of middle-income country group. Capacity
development of the planning wing/branch at the ministry and planning unit at the
implementing agency/department needs to be prioritized. Continuity in effective
utilization of staff skill needs to be ensured.

xii)

Appropriate staffing of planning unit of the implementing department,

wing/branch/ in the ministry and wing/sector-division of planning commission
An effective staff set-up in each level of planning process has to be put in place
and made functional. The Planning unit in the agency/department has to have
qualified staff with adequate knowledge of project formulation, project
documentation and monitoring and implementation. An earlier decision of having
a Planning Wing in the ministry with a set-up of 16 staff under the leadership of a
Joint Chief needs to be effectively implemented henceforth. The staff strength of
the different Wings/Sectors-Divisions in the Planning Commission and IMED has
to be increased.

xiii)

Revision of existing MOAs/MOUs and updating them

The foreign aid plays a very important role in the nations development
administration. The aid flow is generally governed by mother
Agreements/Memorandum of Understandings signed between different countries
and development partners at different times. It is believed that some of these
MOAs/MOUs are many decades old. The rationale, circumstances and conditions
of many of them changed over time. It is now imperative to revisit those MOAs
and MOUs and have them updated in the context of twenty first century needs.
xiv)

Institutional and individual incentives

It is expected that institutions and individuals see the potentials of improvement in

every change that might stand as observable incentives.

18

Annex - 1
Project Approval process

Investment Project:
Planning
Cell

DPP

Approval for post &

manpower structure

DPEC
CC
15-days

Finance Division

Ministry/Division
DPP/
recast
DPP

(for appraisal & approval)

20 copies

Sector-Div
30 days
Wing/ Sector
(up to 25 Cr)

Notes
PEC
DPP
DPEC
TPP
SPEC
DSPEC

: Project Evaluation Committee (Planning Commission)

: Development Project Proforma/Proposal
: Departmental Project Evaluation Committee (Ministry/Division)
: Technical Assistance Project proforma/Proposal
: Special Project Evaluation Committee for TPP (Planning Commission)
: Departmental Special Project Evaluation Committee for TPP (Ministry/Division)

19

PEC

ECNEC
(25 Cr+)

IMED

Implementing
Agency/
Department

Planning Commission

10 days

Annex - 2

Institution

Development Project (Standard Operating Process with time line)

Investment project
Provision
Comment
Tasks
of Days

Agency/Departmen
t

DPP preparation

NM

Sponsoring Ministry

Planning Cell

Conducts assessment of DPP/TPP and organize

DPEC/DSPEC meeting with Secretary in the chair
Prepares D(S)PEC meeting minutes and takes
necessary follow-up actions
Sends to Finance Division for approval of post &
salary structure
Sends letter to Agency for DPP/TPP amendment/
revision, if recommended by FD and/or D(S)PEC
Sends DPP (20 copies) to concerned Wing/Sector
-Div of Planning Commission (PC)
Get the DPP/TPP revised/amended as required by Wing/
Sector-Division and/or IMED and send revised DPP to PC

NM

Sponsoring
Ministry/Div.

NM
NM
NM
NM
25 days

Planning Commission
Complete project appraisal process (may go for
project site visit, if required)
NM
Prepare working paper for PEC/SPEC, with
appropriate opinion and organise PEC meeting;

Wing/SectorDivision

Prepare and Issue PEC/SPEC meeting minutes

10 days

Get approval of the Planning Minister/Adviser/

Sate Minister for projects up to Tk. 25 cr.
(250 M)/US$3.676 M on the basis of PEC/SPEC
recommendation
Send DPP/TPP (35 copies) to NEC, ECNEC &
Coordination Cell for approval of project costing
Tk.25Cr.+

10 days from
issuing of
minutes of
PEC

Notify the concerned Ministry within 30 days, if the project

cannot be placed in PEC meeting due to non-fulfillment of
requirement

NM
30 days

Provide secretarial services to PEC

Get IMED appraisal and comment for
justification of cost as per decision of PEC/SPEC
Note: NM: Not Mentioned

20

15 days

Chair:
Member of
concerned
Division

PC recommendation

DPP for placing

in ECNEC must
be within 40
pages

Annex - 3
Planning Process
Function
Project initiation
Technical scrutiny
Project appraisal and
approval

Project Funding
Project
Implementation
National Policymaking

Responsible Agencies
Implementing department/local-level organizations, executing agencies,
Sponsoring ministries/divisions, public sector corporations
Planning cell of the line ministries/divisions
Departmental Project Evaluation Committees or Special Committees in
the line ministries/divisions(DPEC/DSPEC); Project Evaluation
Committees (PEC/SPEC) in the Planning Commission; Executive
Committee of the national Economic Council (ECNEC)
National Economic Council (NEC) through approval of ADP
Line ministries/divisions (through their line departments/agencies)
National Economic Council

21

Annex - 4
Planning Authority

Category

Investment Size

Processing
Authority

i) TA Project

Up to Tk.7 Cr.
(US$1.29 M)
Up to Tk. 2 Cr.
(US$294,000)

Planning Cell
in the
Ministry

ii) Survey/
Feasibility Study
B

i) TA Project
Beyond Tk. 7 Cr.
Beyond Tk. 2 Cr.
ii) Survey/
Feasibility Study
iii) Investment
Up to Tk.25 Cr.
Project
All projects

Respective
Wing/SectorDivision in
the Planning
Commission

Beyond Tk.25 Cr. Planning Cell,

Ministry/Div.;
Wing/SectorDivision in
the PC

22

Level of Approving
Authority

Minister, Line
Ministry/Division
(On the basis of
recommendation
from DSPEC)

Planning Minister
(On the basis of
sectoral evaluation
and recommendation
from PEC/SPEC)

Executive
Committee of the
National Economic
Council (ECNEC)

Timeframe

30 work days
(From the date
of receiving
the proposal)

* 30 work
days for the
Ministry
* 45 work
days for PC

Annex 5

The composition and Terms of Reference (TOR) of PEC/SPEC and DPEC/DSPEC

Project Evaluation Committee/Special Project Evaluation Committee

Composition
01 Member, Concerned Division, the Planning Commission
Chair
02 Division Chief, Concerned Division, the Planning Commission
Member
03 Representative, Programming Division, the Planning Commission
Member
04 Representative, General Economic Division, the Planning Commission
Member
05 Representative, the Sponsoring Ministry
Member
06 Representative, Finance Division
Member
07 Representative, Economic Relations Division
Member
08 Representative, Ministry of Establishment
Member
09 Representative, Concerned Sector, IMED
Member
10 Representative, Ministry of Environment and Forest
Member
11 Representative, Ministry of Women and Children Affairs
Member
12 Head, Concerned executing Agency
Member
Notes
a
Representative of the Ministry/Division shall not be below the rank and status of Joint Secretary/Joint Chief
b
Concerned Wing/Sector-Division of the Planning Commission shall extend secretarial services to the PEC

Terms of Reference (TOR)

i
ii
iii
iv
v

Appraise the acceptability of development project proposals (DPP)/study/feasibility proposal in the context of
short, medium and long-term policies, plans and programmes of the government
Examine financial, economic, environmental and technical viability of DPP/RDPP/TPP/Study Proposal
Examine the main features of revision and acceptability of RDPP/RTPP
Suggest necessary amendment/modification/moderation, etc. where necessary
Formulate recommendation(s0 for consideration of the approval authority (Minister for Planning/ECNEC)

Departmental Project Evaluation Committee/Departmental Special Project Evaluation Committee

Composition
01 Secretary, Concerned Ministry/Division
Chair
02 Joint Chief/Deputy Chief, Concerned Ministry/Division
Member
03 Representative, Programming Division, the Planning Commission
Member
04 Representative, General Economic Division, the Planning Commission
Member
05 Representative, Concerned Wing/Sector-division, the Planning Commission
Member
06 Representative, Finance Division
Member
07 Representative, Economic Relations Division
Member
08 Representative, Ministry of Establishment
Member
09 Representative, Concerned Sector, IMED
Member
10 Representative, Ministry of Environment and Forest
Member
11 Representative, Ministry of Women and Children Affairs
Member
12 Head, Concerned executing Agency
Member
Notes
a
Representative of the Ministry/Division shall not be below the rank and status of Deputy Secretary/deputy Chief
b
Planning Wing/Cell/Branch of the sponsoring Ministry/Division shall extend secretarial services to the DPEC

Terms of Reference (TOR)

i
ii
Iii
iv

Appraise the acceptability of development project proposals (DPP)/study/feasibility proposal in the context of
short, medium and long-term policies, plans and programmes of the government
Examine the main features of revision and acceptability of RDPP/RTPP
Suggest necessary amendment/modification/moderation, etc. where necessary
Formulate recommendation(s0 for consideration of the approval authority (Minister for Planning/ECNEC)

23

Annex -6
Persons Consulted
Name

Designation

Institution

Dr. Idris Ali Dewan

Mr. Zahid Hossain
Mr. Md. Jabiullah
Mr. Monirul Hoque
Ms. Dilruba Begum
Mr. Zahid Hossain
Mr. Farid Aziz

Member
Director General
Director General
Joint Chief
Joint Chief, Planning
Joint Chief
Deputy Chief, Planning

Mr. Osman Ghani

Talukder
Mr. Momahed Toure

Deputy Chief, Planning

Bangladesh Planning Commission

IMED
IMED
Economic Relations Division
Ministry of Telephone & Telegraph
NEC and ECNEC
Ministry of Housing and Public
Works
Ministry of Women and Children
Affairs
The World Bank

Operations Advisor

24