Compliance Review

GLOBAL CORPORATE GOVERNANCE FORUM COMPLIANCE REVIEW AUGUST 26, 2004 GCGF Compliance Review August 26, 2004 GLOBAL CORPORATE GOVERNANCE FORUM COMPLIANCE REVIEW AUGUST 26, 2004 Table of Contents 1. Executive Summary………………………………………………………………………1 2. Development Grants……………………………………………………………………...4 3. Meetings and Travel……………………………………………………………………...8 4. Firm Consultant Appointment…………………………………………………………..10 5. Individual Lump Sum STC Appointment……………………………………………….11 6. Single Source Contract for Services…………………………………………………….12 7. Competitive Contract for Goods and Service…………………………………………...13 ANNEXES Annex 1. Annex 2. Annex 3. Annex 4. Annex 5. Annex 6. Terms of Reference……………………………………………………………...14 Consultant CV…………………………………………………………………...16 Scheme of Work…………………………………………………………………18 Determining the Sample for Compliance Testing……………………………….20 Checklist for Compliance………………………………………………………..23 Development Grants • CIPE…………………………………………………………………………32 • PAFCG………………………………………………………………………33 • OECD………………………………………………………………………..34 Annex 7. Meetings and Travel • Corporate Governance of Banks…………………………………………….35 Firm Consultant Appointment • Institute of Directors, UK…………………………………………………..36 Individual Short Term Consultant Appointment • Ross Levine………………………………………………………………...37 Single Source Services Contract • PSCGT……………………………………………………………………...38 Goods and Services Competitive Contract • Upstate Litho………………………………………………………………..39 WBI Participant Admission: Selection and Invitation Procedures……………...40 WBI Sample Letter to Fully Sponsored Participant…………………………….43 WBI Sample Letter to Self Financed Participant……………………………….47 DGF Sample Grant Letter………………………………………………………50 DGF Grant Completion Report…………………………………………………53 TF Implementation Completion Memorandum…………………………………55 Trust Fund Types and Structures………………………………………………..60 Annex 8. Annex 9. Annex 10. Annex 11. Annex 12. Annex 13. Annex 14. Annex 15. Annex 16. Annex 17. Annex 18. ii 1. EXECUTIVE SUMMARY Terms of Reference 1.1 Global Corporate Governance Forum hired a consultant, Nitin Kibe, to conduct a review of its operations from FY01 through FY04 for compliance with the following objectives: • • • to assess on a sample basis whether transactions have been carried out in line with the policies and procedures applicable to World Bank executed trust funds and consistent with donor agreements; to make recommendations on appropriate remedial actions in cases where there have been lapses and to consider whether the appropriate remedial actions were taken where necessary; to make recommendations for future administration of the program to improve compliance. 1.2 The assignment was carried out from May through August 2004 under the guidance of Jaime Olazo, Manager Finance & Administration, FSEVP; Anne Simpson, Program Manager, GCGF; and Marie-Laurence Guy, Project Officer, GCGF. Detailed ToR is in Annex 1. Methodology 1.3 Per the Scheme of Work (see page 18), GCGF operations were analyzed by type of expenditure, dollar volume, activity, outputs and a representative and comprehensive non-random sample developed from the universe (see page 20). Once the points to be checked were identified (see page 23), the selected GCGF transactions and the supplied documentation were screened against them and degree of compliance determined. Compliance was checked on multiple levels, increasing in granularity from alignment with GCGF commitments to donors (the highest level) to meeting internal Bank Procurement, Trust Fund Accounting and Travel requirements, including documentation, for the most recent transactions charged to the TFs (the most elemental level). Transaction documentation, EM exchanges and processes were checked, supported by oral statements as required. From the patterns of compliance, inferences were drawn on relative wellness, causes of and the appropriate next steps to correct any deficiencies. These were in, but not limited to, areas such as systems, procedures, documentation, staff skills, training, etc. Wherever helpful and possible, information was provided on how other parts of the Bank handled similar situations. 1.4 Conclusions 1.5 Overall, GCGF is in compliance with its donor agreements and Bank policies and procedures governing TF usage: on the standard 4 point scale used by Internal Audit, it would score a 3, Largely Satisfactory with Some Room for Improvement. All the transactions reviewed showed good faith and substantive compliance: where there were deficiencies, they were principally due to an insufficient awareness of not uncomplicated Bank policy, procedure and practice The principal areas for improvement are: (a) Grant Agreements: • • • • improving on the design of the financial worksheet used; fully integrating ex post reporting requirements with the financial worksheet; ensuring financial control by tranching large grants or those where the activity has long duration; providing grantees with full Bank documentation (e.g. AMS 15.00 on consultant procurement) if they are expected to be in compliance with Bank practice. 1.6 (b) Travel: • • • clarifying travel policies and practices, a major head of expense; using standard, well drafted, comprehensive transmittal letters with participants simplifying administrative arrangements for travel and related expenses for participants. (c) Procurement: • better understanding of Bank’s procurement policies and procedures, including closer ex ante coordination with GSD Procurement Section. (d) Governance: • identifying and managing potential conflicts of interest in related party transactions with OECD, particularly in areas such as funding OECD staff to carry out program activities; managing decision making by countries like India which are simultaneously donors to and beneficiaries of GCGF programs and activities • 2 (e) Internal Administration: • • accelerating IRIS training and implementation; regularly producing and monitoring cost and accounting reports, in a format which is both relevant and useful for management decisions. 1.7 It should be noted that some of these and other recommendations are already being tested and implemented. Over time, as the changes are refined, GCGF may well earn the highest Best Practice 4 Internal Audit rating and be an exemplary Trust Funded operation. 3 2. DEVELOPMENT GRANTS SPOT CHECKS: CIPE, PAFCG, OECD 2.1 Three development grant transactions were selected for review: Center for International Private Enterprise (CIPE), Pan African Forum for Corporate Governance (PAFCG) and Organization for Economic Cooperation and Development (OECD), totaling US$558,000 in grant disbursements. The details of each grant agreement review are in Annex 6. For perspective, per SAP records, the universe of unique Grant Agreements for FY02-04 is 13 totaling $1,198,000 in grant funding. Looking across all three grant agreements, some patterns seem to emerge in terms of broad findings and resulting preliminary recommendations. Please note that some of the changes/improvements suggested are already being tested out in new grant agreements. While taking advantage of the formats used elsewhere in the Bank (standard DGF Grant Letter, DGF Grant Completion Report, Application for TF Funding, etc) the individual Grant Agreements were indeed tailored to the specific circumstances of each transaction and the varying capabilities of the grantees: e.g. high autonomy given to OECD (free to select Consultants in line with their procedures, found to be equivalent to Bank AMS 15.00, Selection and Use of Consultants for Operational Purposes), control for Pan African (grantee required to cover over-runs) and for CIPE (tranched disbursements, with final disbursement only after receipt of deliverables and statements of expenditures). The GCGF Application for Funding template also correctly tied in with most of the various selection criteria (Consistencies, Complementarities, Added Value, etc) embedded in the GCGF Charter. Exceptions where there could be room for improvement were Leverage, Cost Efficiency and Quality Assurance, on which more below. Ergo, in all three agreements there was satisfactory compliance with the first three conditions: that the Steering Committee had given prior approval to the activity or activities being funded; that the objectives were specified; and that the deliverables were specified. Funding and disbursement arrangements were satisfactory. Size of the sub-grants and of the sub-activity funded was given appropriate consideration: e.g. in OECD the regional round tables were each given a WBS product code and there was also a global OECD code for GCGF oversight of all the separate activities. Post January 04 improvements in SAP now allow improved reporting and tracking of individual grant agreement product codes and disbursements, which was a little murky for the earlier CIPE transaction as it had been processed using Form 2167 with ACT inputting its interpretation of the financial information into SAP. Drawdown from the various sources of funds available to GCGF (BBSPL from the original DGF grant; TFs 024872/051787/051788) was orderly. Given earmarks by a donor, restricting some funding to the Middle East, creating additional, core/non-core TFs was unavoidable (see page 60). However, if this need for earmarking no longer exists in the second round of funding, it may be possible to consolidate some of the TFs and so simplify the administrative structure of the TFs. 4 2.2 2.3 2.4 2.5 Where required (e.g. CIPE), final disbursement was correctly done on receipt of specific deliverables and statements of expenditure. Nevertheless, in the interest of financial control and effective monitoring, GCGF may wish to ensure that relatively large grants for activities to be carried out over a relatively long duration are tranched. Fund disbursements would need to be timed and sized to match the usage schedule. 2.6 Termination arrangements could benefit from some tightening: the current arrangements, which specify the later of a termination date in the grant agreement or the completion of activities, could allow avoidable slippage. Specifying a termination date which was the earlier of the two would put a final end to the transaction. Funding uses and restrictions were typically covered in the Financial Information (budget) section of the standard Application for Funding with six standard footnotes. While the worksheets were correctly filled out (except for the Activities column which was left blank: could not be filled out because of over fragmenting of the activity?), there are some inherent limitations in the structure of the template affecting Leverage and Cost Efficiency which may need to be addressed. Specifically, the template does not: • Require an important driver of costs, the number of participants, to be clearly listed; in practice, PAFCG did list it and that made their workings significantly more transparent; Provide a truly full cost picture, i.e. including estimates of GCGF staff and other costs to plan and oversee the activity; Allow earmarking of funds for specific line items. Instead, since all the sources of funds are lumped below the cost total, the view provided is that of general budgetary support by different donors for all expenses; Require calculation of costs per unit of output, howsoever defined (e.g. $ per participant-day or another metric, recognizing that any metric chosen will have some inherent limitations); Have a time line giving the phasing of expenditures and therefore cannot provide a basis for planning disbursements; Distinguish in the relative importance of its footnotes: some are procedural (e.g. calculations in USD), others establish rights (e.g. subject to audit) or conditions (e.g. overhead not to exceed 10% of direct costs (itself not defined) requested from GCGF) and one in particular, on Travel, covers so important an item that it may well merit embedding in the main grant agreement as a separate paragraph. 2.7 • • • • • 2.8 Existing restrictions on use of funds were respected. TF financing was for the clearly identified incremental costs (special expertise of consultants, travel, conference, etc) of the activity being funded. Where there was significant reprogramming of budget required between the funded activities, e.g. OECD, a reprogramming amendment to the original grant agreement was created and signed. In terms of effort, there were 5 economies of scale and expertise and outsourcing: GCGF planning and supervision costs were 7% of the grant amount to OECD. 2.9 However, the Bank may wish to review use of GCGF funds for various types of long term staff costs. Paragraphs 45-54 in the TF Handbook deal principally with the use of TFs to finance Bank staff. GCGF is in compliance with those conditions and with those in its own charter and donor agreements (e.g. coterminous appointments of GCGF staff with funding availability, transparent reporting of secretariat costs for administration and for operations, ex ante clearance by Steering Committee of Secretariat staffing and budgets, recusal from meetings where its own “fate” is being discussed, etc). While the Bank provides limited guidance on the use of TFs to finance staff costs in other organizations, some TF Handbook guidance could be extended: e.g. Para 48 prohibits Bank staff from managing and approving allocation of resources of TFs which fund his own position (GCGF addresses this as above). Similarly, a case could be made that GCGF ought not to fund long term staff in another organization where the latter might have a say in and benefit from the allocation of GCGF monies without similar restrictions and comparable transparency. This situation arises with OECD which has a say in GCGF management, through its permanent membership in the Steering Committee as a founder, and is also a beneficiary of GCGF funding of its long term staff costs for delivering program activities like Round Tables. Another possible conflict of interest arises with countries like India, which are simultaneously a donor to GCGF funding and a beneficiary of GCGF programs and activities. GCGF may wish to ensure that its work programs and priorities are not overly skewed by such relationships. Reporting requirements for qualitative outputs such as reports, lists of participants, agendas, meeting summaries, were reasonably specific and compliance was good. Custom requirements (e.g. participation by Low- and Middle-Income Countries in the OECD activity) were not fully met (e.g. OECD merely gave a list of non-member countries attending, without classifying them into Low and Middle-Income and without numbers of participants from each of them). While compliance with reporting requirements for expenditures was good, the requirements themselves were not as carefully specified. There was no requirement to report expenditures in the same format or degree of detail or classification of product as the one by which funds had been budgeted and requested, making ex post comparisons difficult or impossible. Unit costs could not be determined neither was there any requirement to do so. Causes of under- or over-runs -- principally price, volume, scope -- could not be determined. Usage of funds from different sources, if not pari passu, was also not clear. Total costs of an activity -grant disbursements plus direct spends for staff time, travel, direct consultant hires, etc -were not available. Although not perfect, GCGF may wish to review the templates used for DGF (Grant Completion Report) and TF reporting (Implementation Completion Memorandum), (see pages 53-59), and develop a standard reporting model which would also address the points identified above. 2.10 2.11 2.12 6 2.13 Except for OECD, which was allowed to follow its own procedures, judged equivalent to the Bank's, other grantees had to follow the Bank's guidelines for procurement of consultants and contractual services, AMS 15.00. However, there was no evidence that the grantees had been given copies of AMS 15.00. Neither, in the Pan African case, was there any need to, since the grant amount was relatively small, $56,000, and as only some of it could have gone for a consultant contract, the resulting final amount would probably have been below the $50,000 threshold for individual consultant hires, the first compliance barrier. Nor were grantees required to certify that they had followed the procedures: in OECD's case, it would not be possible for the Bank to determine degree of compliance unless OECD opened itself fully to a review somewhat similar to this one. The guidance provided for Travel related expenses, footnote 4 in the Financial Information (budget) worksheet was focused, clear and practical. However, there was no evidence that grantees were provided with data on Bank per diem and pre-negotiated hotel rates. Given the materiality of travel related expenses and their visibility/reputation risks, it may be worth considering whether these guidelines ought to be embedded in the body of the main grant agreement rather than relegated to a potentially obscure location. Again, there was no means of determining whether in fact the guidelines were followed, as no unit costs for travel were reported or could be determined. The right to conduct ex post audits and to information generated from them was embedded in the grant agreement. However, a similar right to conduct broader evaluation or quality assurance studies was not requested nor of course was there any question of getting the resulting information. GCGF may wish to ensure that such rights are embedded in standard grants and particularly for exceptionally large ones or in areas where GCGF wishes to test out aspects of its operations. 2.14 2.15 7 3. MEETINGS AND TRAVEL SPOT CHECK: CORPORATE GOVERNANCE OF BANKS 3.1 This 2-3 day event, co-funded and organized by GCGF, was held at Guildhall, London in May 2004. A number of speakers and participants were invited. The Meeting and Travel related aspects were reviewed for compliance. Details are in Annex 7 (see page 35). Meeting 3.2 The principal aspect was procurement related to securing hotel accommodation, about 80 room-nights worth $25,000. Although procurement guidelines for purchasing services require solicitation of bids for amounts exceeding $10,000, the single source route was chosen for this transaction for reasons which were justified (proximity to Guildhall and Bank’s London office, status commensurate with official standing of some participants, ownership by Marriott, an approved Bank vendor, etc.). The procurement transaction itself was handled by a Buyer in GSDPR. However, GCGF needs to have a record of written approval by GSDPR of the decision to single source and the reasons for it. One aspect which may merit some thought is whether GCGF ought to pay the hotel bill directly for a block booking, thus bearing the cost of no-shows, or whether participants ought to pay the bill directly (at terms negotiated by GCGF) and then claim reimbursement, thus not exposing GCGF to no-show charges. The first is administratively lighter, the second perhaps more cost effective. 3.3 Travel 3.4 Travel arrangements were more problematic. Communications with participants could have been clearer, more comprehensive and focused and better informed. Detailed comments are given in Annex 7 about GCGF’s compliance with the various requirements, to the extent applicable, specified by the Bank’s travel policies and procedures, on which more below. GCGF may wish to learn from how others in the Bank Group (e.g. WBI) deal with similar situations. Specifically, adopt with some adjustments WBI’s otherwise well developed procedures for administering participation in its events including sample letters to participants for events held overseas, details including URLs in Annexes 12-14 (see pages 40-49). On the more positive side, a detailed tracking and monitoring spreadsheet was developed and used for various aspects of participant administration. There do not seem to be immediate and obvious policy type sweeping solutions to the many issues identified around travel administration (see page 35), given the various constraints in SAP and with AMEX. Nevertheless, the present arrangements, ex ante spending by participants and ex post reimbursement by GCGF, do not seem sustainable, particularly for large events. Perhaps GCGF may wish to proceed on an incremental basis, working closely with GSD and ACT, testing out solutions for events as they occur in future, with a greater awareness of past experience, and using resources in the hubs or 8 3.5 country offices, if events are located there. Specifically, GCGF may wish to reduce its retail administrative burden and: • Send prepaid ticket advices to participants, thus exercising control over every aspect of the ticketing process – costs, fare entitlements, routing, stopovers, upgrades, etc. On the downside, given airline ticket economics, it may sometimes be cheaper to buy tickets in the participants country of origin than send them from HQ; Make block bookings and direct payments to hotels; perhaps use hotels to disburse per diem cash and fixed reimbursements for in/out expenses to participants. • 3.6 Although the Bank has specified various requirements in its AMS 3.00 Travel Policy and AMS 3.10 Operational Travel Expense Reimbursement Policy and Procedure, few are identified explicitly for participants: most are either for staff, short term consultants or job interviewees. To that extent, GCGF is free to determine its own policies and procedures within this broad framework. It may wish to use SAP per diems as a basis. While doing so, GCGF may wish to communicate some important principles to concerned parties: • While all parties make valuable contributions to the event in question, substantive contributions are self-evidently greater from invited speakers, often subject matter experts, and from the distinguished members of the PSAG, who work on a probono basis. It is therefore appropriate to offer better terms of travel to them. GCGF’s travel funding is not lavish, but it does cover all the expenses of a cost conscious business traveler, thus allowing attendance by even the most financially pressed participant. However, participants seeking a higher standard of travel are free to use their own resources to improve on GCGF’s terms. • 9 4. FIRM CONSULTANT APPOINTMENT < $250,000 SPOT CHECK: INSTITUTE OF DIRECTORS UK 4.1 The Institute of Directors, UK, was hired as a firm for a consultant contract of $30,000 and charged to Advisory Management, in the absence of any formal descriptions of SAP Commitment Items and in line with practice in some parts of the Bank. For perspective, $42,000 was charged to Advisory Management in FY03 and $121,000 for FY04. The situation has now been corrected and similar transactions are being charged to Consultant Contracts, Firm. Procurement procedures under AMS 15.00 were correctly followed and in some cases exceeded. Details are in Annex 8 (see page 36). Although the value of the contract was well below the $250,000 threshold and even below the $50,000 sub-threshold, where the requirement to advertise is waived, more than one potential supplier was invited to bid. Of the two who did finally respond, GCGF (and not a committee of three per AMS 15.00) judged that one respondent, the firm IOD, was clearly and almost self-evidently the better choice. Subsequent clearances from the Sector Manager equivalent and from Procurement were obtained. It is arguable whether the AMS 15.00 requirement to form a committee of three to evaluate the bids received was valid, since there was no requirement to invite bids in the first place and as a practical matter one bid was clearly the better one. Disbursement amounts and conditions in the final Contract were slightly different from those in earlier, informal EM exchanges with IOD, but not materially so, given the relatively small amounts involved. Overall, GCGF was in compliance with AMS 15.00 requirements. 4.2 4.3 10 5. INDIVIDUAL LUMP SUM SHORT TERM CONSULTANT APPOINTMENT SPOT CHECK: MR. ROSS LEVINE 5.1 Mr. Ross Levine was hired as a Short Term Consultant, Individual, for a lump sum contract of $10,000 estimated to take 17 working days. For perspective, GCGF spent $46,000 in FY03 and $136,000 in FY04 for such contracts. While the Bank’s policy, AMS 15.00 Selection and Use of Consultants for Operational Purposes, allows single source awards under some circumstances, it does encourage the use of a semicompetitive process (hiring manager to review 3 CVs), even for consultant appointments less than the $50,000 threshold (See Section V, Selection of Individual Consultants under Guidelines for Selection and Employment of Consultants by World Bank Borrowers and Individual Contracts, Matrix of AMS 15.00.) That said, GCGF had adequate justification (continuation of prior work done; availability; recommendation by the Forum’s research convener) to appoint Mr. Levine on a single source basis, although it did not document this for the record, per the AMS requirement. The terms of reference were clear in terms of deliverables and deadlines and conservative in terms of tranched payments against deliverables. Payments were made in line with the ToRs, after receipt of contracted products, except that the second tranche was for $2,000 vs. $4,000 per ToR – a discrepancy which was not explained in the documentation supplied but which was subsequently clarified as arising from revisions and changes in the scope of work, following close supervision. Overall, the transaction was satisfactory in terms of compliance and detailed comments are in Annex 9 (see page 37). 5.2 5.3 11 6. SINGLE SOURCE CONTRACT FOR SERVICES SPOT CHECK: PRIVATE SECTOR CORPORATE GOVERNANCE TRUST 6.1 The Private Sector Corporate Governance Trust was provided with the financial support to hire a consultant to support and help deliver the meetings for the Second Pan African Consultative Forum on Corporate Governance. The contract with PSCGT was for a total of $123,750 to be disbursed over a 15 month period. In the absence of any formal descriptions of Commitment Items issued by Resource Management and in line with practice in some other parts of the Bank, $12,400 of disbursements in FY03 and $38,600 in FY04 were charged in SAP under Advisory Management as the commitment item description. For perspective, a total of $42,000 was charged under Advisory Management in FY03 and $121,000 in FY04. The situation has now been corrected and similar transactions are being charged to Consultant Contract, Firms. Procurement procedures under AMS 15.00 were correctly followed. Details are in Annex 10. Full and detailed justification was provided for taking the single source route. As required, approvals were sought and obtained from PSADR and OPCPR. A copy of the final contract was located and placed in the file. There were no records supplied of any EM exchanges with GSDPR. Contract administration was complicated by the appointment and subsequent early termination of the first incumbent. There was no record of a successor being appointed. Disbursements per SAP seemed lower prima facie than those envisaged, possibly also because the incumbent had been hired at a lower salary. There was a reference to “rolling over” the unused funds to support the Third Pan African CFCG: although the original EM traffic and exchanges do not refer to this possible use of funds. 6.2 6.3 12 7. PROCUREMENT OF GOODS AND SERVICES– PRINTING CONTRACTS SPOT CHECK: UPSTATE LITHO, INC. 7.1 Contracts totaling $121,000 were issued to Upstate Litho, Inc. for production of various GCGF outputs supporting dissemination of their work (toolkits, notes, newsletters, etc) per PO#1172685 and subsequent change orders. For perspective, total spending on Printing was $128,000 over the FY02-04 period. Bank procurement policies covering goods and services of value between $50,000 and $150,000 were followed in principle but there were lapses in procedure and protocol, details in Annex 10 (see page 38). GCGF and the graphic designer it was using informally solicited bids from both authorized vendors and Upstate, rather than have this done by Procurement. Relatively large change orders were raised but the reasoning had to be clarified and strengthened following Procurement review. While some goods were dispatched directly to Paris, others were received at the loading dock, but insufficient documentation by Upstate resulted in their being sent on to GCGF without the benefit of full processing by Procurement. Of note were initial set up problems: although Upstate Litho had been referred to by the graphic designer and was prima facie both technically best qualified for the specifications of the job and most cost-effective, it had to be registered with Procurement as a Bank Approved Vendor. This “formality” had to be completed before the order could be placed with them. On evaluation of the bids, Upstate Litho was indeed both the most technically qualified and cost effective vendor and was awarded the contract. 7.2 7.3 13 Annex-1 Page 1 of 2 TERMS OF REFERENCE APPOINTMENT OF CONSULTANT TO CONDUCT A COMPLIANCE REVIEW Summary The Global Corporate Governance Forum will appoint a Consultant to conduct a compliance review of its operations with the following objectives: • to assess on a sample basis whether transactions have been carried out in line with the policies and procedures applicable to World Bank executed trust funds and consistent with donor agreements; to make recommendations on appropriate remedial actions in cases where there have been lapses and to consider whether the appropriate remedial actions were taken where necessary; to make recommendations for future administration of the program to improve compliance. • • Background The Global Corporate Governance Forum was founded under a Memorandum of Understanding between the World Bank and OECD. DGF funding was provided for the start up phase. A multidonor trust was later established, which is managed by a Secretariat housed within the Private Sector Development Vice Presidency. A Steering Committee of Founders and Donors oversees the work program carried out by the Secretariat which has evolved over the period from an “arms-length” to “in-house” model. Deliverables The Consultant will provide: • • • a scheme of work, proposing the sample of transactions to be reviewed and process for assessing compliance; a draft report for comment addressing the three objectives set out above; a final report following review. Timetable and fees To be agreed to ensure delivery by end of the current fiscal year. 14 Annex-1 Page 2 of 2 Reporting Arrangements The Consultant will report to Anne Simpson, Program Manager for the Global Corporate Governance Forum, and liaise closely with Jaime Olazo, Manager, Finance & Administration in the PSD vice presidency, and GCGF staff. 15 Annex-2 Page 1 of 2 CONSULTANT CV Nitin A. Kibe 2007 Lorraine Avenue, McLean, VA 22101, USA Cell: (703) 609 6593; Email: nitinkibe@aol.com, nitinkibe@hotmail.com Summary At and with the World Bank Group since 1985, in a variety of work in areas such as Program Planning and Control, Resource Management, Investment Credit Review and Analysis, Syndications, Management Consulting, Program Evaluation and Organization Development. Strong skills in Bank’s Corporate and Operational procedures and systems such as SAP, BW, PeopleSoft and in broader areas such as program planning and control system design and implementation; management and statistical analyses; financial modeling and analysis; project finance; equity and loan investment operations; organizational systems and procedures development; policy development and program evaluation; group processes and facilitation. Good writing, research, analytic, statistical and presentation skills. Prior to the World Bank, worked with the state oil sector in Kuwait and with the then leading management consulting firm in South Asia as a management consultant. Major Bank Assignments Supported QAG’s Assessment of Sector Boards, through provision of data, analytics and custom research. Designed and built up composites of SB and Anchor performance, covering portfolio, quality, costs, HR and cross-SB metrics. Supported QAG’s review of ESW, AAA, NLTA and CAS studies. Supported QAG’s business planning and resource management activities, including mini-studies on areas of high costs. Conducted special study for WBI, reviewing fee based services – policy, practice, lacunae, opportunities, improvements and systems and administrative support for successful implementation. As part of Central Corporate Resource Management, developed and operated range of planning, control and ex-post program evaluation activities. Developed and centrally oversaw planning, work program, budget processes; defined products and allocated resources for four VPUs – one Regional and three Corporate -- in their entirety; developed output/outcome indicators, unit cost coefficients, formulated targets, formulated operating guidelines, reviewed VPU unit submissions and developed implications of various changes in possible input levels and program outputs. As part of a major VPU, headed resource management and program control activities. 16 Annex-2 Page 2 of 2 As part of a Credit Review and Portfolio Unit in the International Finance Corporation, reviewed and monitored loan and equity investment portfolio. Restructured finances, including rescheduling debt; prepared financial models and analyses from first principles; reviewed project/transaction documentation and various agreements to determine compliance with covenants for alternative scenarios; reviewed actual project performance and payments history; set appropriate levels of loan loss provisions on a quarterly basis; assigned appropriate levels of credit risk ratings to loan and equity components; developed supporting analyses and argumentation; managed relationships with Co-lenders, Participants, Investment Departments, Legal and Accounting in line with agreements and covenants for assigned departments; administered waivers and amendments from inception to completion; monitored compliance with contractual requirements. Other Skills High end user of Excel, Word, Power Point and Lotus Notes. In addition, skilled in SAP, BW and other Bank systems. Studied Spanish for two years. Education MBA, Finance Major In house World Bank courses in Operations, project finance, resource management, financial management and analysis. Bachelor's Degree in Chemical Engineering. 17 Annex-3 Page 1 of 2 SCHEME OF WORK Compliance will be checked on multiple levels, increasing in granularity from alignment with Bank mission and goals at GCGF inception (the highest level) to meeting internal Bank Procurement, HR and TF accounting requirements, including documentation, for the most recent transactions charged to the TF (the most elemental level). If the volume of documentation per transaction and the number of transactions are not excessive, all transactions could be checked: otherwise a representative sample (by $ volume, by beneficiary, by region, or other valid sampling criteria) will be identified and checked. Checks will be principally of the documentation and processes, supported by oral statements as required. The overall intent is to reassure the donors that the Bank has fully met its fiduciary responsibilities to them. Classical random sampling would not be appropriate as the transactions were neither homogeneous nor especially numerous. The sample will be based on, inter alia, • • • • • materiality not excessive number of transactions qualitative judgments and concerns of staff relatively clean data from FY03/04, when Bank’s transition to SAP had stabilized specific transactions identified by ACT Quality Assurance. The points to be checked will be identified from but not limited to, inter alia, • • • • • • • the Bank’s Trust Fund Handbook, covering the life cycle of the GCGF from inception to the present (implementation), including migration to IRIS founding documents (MoU, Charter, Initiating Brief, etc) reviews of exchanges with donors and record of any explicit concerns/needs expressed by them minutes of steering committee meetings and proceedings evaluation reports relevant Bank AMS, TF accounting and budget/resource management procedures discussions with service providers, counterparties and interlocutors within the Bank in (but not limited to) TFO, Accounting, Procurement and HR. Once the points to be checked are identified and agreed, all GCGF activities and associated documentation will be screened against them and degree of compliance noted. Wherever helpful and possible, some attempt will be made to provide a sense of context (cf. how other parts of the Bank do it). From the patterns of compliance, inferences will be drawn on relative wellness and 18 Annex-3 Page 2 of 2 the appropriate next steps to correct any deficiencies. These could be in, but not limited to, areas such as systems, procedures, documentation, staff skills, training, etc. 19 Annex-12 Page 1 of 3 WBI PARTICIPANT ADMISSION: SELECTION AND INVITATION PROCEDURES Selection Process Following Receipt of Applications It is suggested that the selection process takes place about a week or two after the deadline for submitting applications. For more complex or formal selections, the event administrator should prepare a binder for each member of the selection committee: the task manager and any other associates from your institution, other partner or WBI task manager for events organized jointly and who will be participating in the selection process. The selection binder should contain the following: • • Applications in alphabetical order filed by country (a tab for each country) or arranged in some other way as demanded by the event; A cover sheet for each country (or other) group of applicants extracted from the database that contains basic information about each candidate and the number of applicants per country; A tally sheet with the names of all the applicants in alphabetical order listed under each country (or other) grouping along with the selection categories—accept, reject, possible—for the use of selection committee members; A report (optional) from highlighting key points about the selection of participants: o Reminder of the targeted profile of participants and the selection criteria o Male/female ratio of the candidates o Targeted number of participants to be selected o Results of the first screening: language proficiency, age (too young or too old), and so on • A report detailing applicants who have not been cleared by their government according to the relevant country procedures. • • Participant Notification of Selection Status Upon completion of the selection procedure, all candidates are notified to inform them of their selection status: accepted, rejected, or on the waiting list (may be accepted if another participant declines to attend). You should also send a letter to the nominating agency to inform the agency on the status of its nominees (see page 20 for samples of notifications to participants and agencies). 40 Annex-12 Page 2 of 3 The notification letter to accepted candidates serves as the formal letter of invitation, which will help them obtain their visa to your country if you host the event. Participant Invitations All candidates or nominees who have been selected to participate in a learning event as well as any other invitees must receive a formal letter of invitation (see pages 43-49). Letters of invitation do not employ any particular format, but should adhere to the following: • • The invitation to participate should come at the beginning of the letter of invitation, not at the end. The title of the event, the place, and the dates should also be indicated in the first paragraph, as well as language of delivery and whether it will be interpreted and into which language(s). A summary of event objectives and expected results. A list of countries invited. A summary of participants' profiles and levels and the number of participants expected. A list of conditions of attendance: coverage of scholarship or participation at the client's cost, registration fees. The deadline by which invitees must respond. A reminder to all invitees that they must obtain clearance from their governments. A signature or signatures, generally the WBI task manager or division chief and a representative of the partner institution. • • • • • • • Registration Forms Registration and confirmation forms are sent attached to the letters of invitation. All participants should complete a registration form. Selected participants who have already completed an application form as part of their application to attend the event could receive a simpler confirmation form. The point of receiving registration forms is to keep a data of participants which can be entered into an institution database for statistical purposes. 35 Annex-12 Page 2 of 3 Information to Participants on Rules and Conditions of Attendance: The Administrative Arrangements Document An administrative arrangements document (or document on logistics) informs participants about all the administrative details and conditions of attendance for the training event they have been invited to attend (see pages 43-49 for samples). It should be sent by the event administrator six to eight weeks ahead of time and include the following elements: • • • • Rules of attendance (that is, it is not acceptable for participants to arrive late for an event or leave early or to miss sessions unless justified). Country, city, and venue where the event will take place. Expected arrival and departure dates to and from the venue. Travel arrangements, indicating who is responsible for paying for international travel. For sponsored participants on travel scholarship, the document should clearly indicate the following: o Policy under which tickets are issued, including restrictions o Class of travel o Airline or agency authorized to issue a ticket in the participant's country o Travel insurance information. • • • • • Travel documents needed. Visas, especially where and how to obtain them. Accommodation arrangements at the event site, which could be a hotel or other lodging. Allowances for subsistence and travel or arrangements for fee payments for fee-based training events. Medical requirements and medical insurance information for participants: type of coverage if your institution has one for participants on scholarship or if visiting participants are covered under the national plan of your country or any other plan. They should be properly informed if there is no plan to enable them to buy one if they want to. Travel insurance information if there is one for participants traveling on a scholarship. Arrival information regarding airport transfer to the hotel or other lodging. Other miscellaneous useful information, such as weather particulars at the training event venue. Communication information, that is, location where participants will be accommodated, event location if other than the hotel, contact staff in your institution's offices and at arrival. This information should be complete and include addresses, telephone and fax numbers, and email addresses. • • • • 36 Annex-13 Page 1 of 4 SAMPLE WBI LETTER TO FULLY SPONSORED PARTICIPANT **************************** Course on Economic Growth and Poverty Reduction: Theory, Evidence, and Implications for South Asia Katmandu, Nepal, September 21 to October 1, 1999 Administrative Arrangements This document provides details on the administrative arrangements for this course. If you need further assistance or clarification, please refer to “communications” section of this document for contact persons. Venue The course will be held at the Hotel Malla: The Hotel Malla Lekhnath Marg P.O. Box 787 Katmandu, Nepal Tel: 977 1 410320, 410620 Fax: 977 1 418382 Email: malla@htlgrp.mos.com.np Attendance The course will take place from September 21-October 1, 1999. Participants pledge to observe the following terms for attending the course: * they will attend all sessions on a prompt and regular basis. Absence is permitted only for reasons of illness, and other purposes approved by the Course Director; they will be present for the entire duration of the course and will not accept any extracurricular assignments. * Travel The course sponsors will cover the costs of a round-trip economy class airline ticket by the most direct route and/or the lowest available airfare to enable you to travel from your home city to Katmandu and return. Tickets for official travel are provided at the sponsors’ expense and are subject to procedures specifically established for this purpose. 40 Annex-13 Page 2 of 4 Should you wish to travel by an indirect route, or by means of transportation other than what the sponsors authorize, you must pay the additional cost at the time you receive your ticket. We have no objection if your ticket is upgraded at other than the sponsors’ expense. Please plan to arrive in Katmandu on September 20 and depart on October 2, 1999 or in the evening of October 1. Should you encounter any problems with your airline ticket, please inform Chris Duggan by phone, fax or email (see “communications”). Travel Documents and Visa Please ensure that your travel documents required to proceed to and enter Nepal are in order as early as possible. Any expenses related to passports, visas, airport taxes, inoculations, etc. should be paid for either by you or by your institution. Should you encounter any difficulties, please refer to the “communications” section for contact persons. Inoculations We advise you to consult with the health officials in your country concerning any vaccinations you may need to travel to Nepal. Arrival in Nepal Arrangements will be made to meet you on arrival at the airport in Katmandu, provided you send information of your arrival details, including date of arrival, flight number, and arrival time. This information is also necessary to reconfirm your hotel reservation. If you have any difficulties upon arrival, please contact Mr. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or World Bank Field Office (see section “communications”). Accommodation For the duration of the course you will be staying at the Hotel Malla. The cost of your single room accommodation, which includes breakfast, lunch and dinner will be paid by the sponsors. A single room will be available to you from September 20, 1999 through and including the night of October 1, 1999 unless you advise otherwise. If you have to arrive before September 20, 1999 because of airline schedules, please inform Chris Duggan in order to adjust your reservations accordingly. However, if you wish to arrive earlier, or stay longer than the above mentioned dates for reasons not related to the course, it will be necessary for you to arrange lodging at your own expense. Please return the attached confirmation form to WBI with your date of arrival and departure and flight information so we can reconfirm your hotel reservations. 38 Annex-13 Page 2 of 4 Living Allowance In addition to your accommodation and meals as described above, you will receive a daily subsistence allowance for incidentals expenses equivalent to US$15. This allowance is intended to cover telephone calls, laundry and other miscellaneous expenses. Please note that this allowance is not meant to cover international phone calls, personal travel or purchases. This allowance will be paid to you after the opening of the course. We recommend that you make arrangements before you leave home to have adequate personal funds with you. These should be in an easily convertible currency in order to pay for any expenses you incur before the opening of the course on September 21. Travel Allowance You will receive an allowance of US$60 to help cover your round-trip travel expenses to and from Katmandu, including transport to and from airports. This allowance will be paid to you after the opening of the course Travel Insurance You are covered by the World Bank's Travel Accident Insurance Policy during official travel to and from Katmandu (based on the most direct route), and for the duration of the course. You are also covered by the World Bank's insurance policy for accompanied baggage. These policies apply only to you, and not to members of your family. Medical Insurance As a condition to your participation, you must be in good health and free from any ailment that could impair your attendance. WBI will enroll you in a commercial health insurance plan for the duration of the course. Please note that coverage is limited. In the event that you are hospitalized and charges exceed policy limits, or are excluded from coverage, WBI will arrange to settle unpaid balances which cannot be met by the individual concerned. In such a case, you or your institution will have to reimburse WBI for any such payments made on your behalf. Insurance coverage is not provided for dental care or treatment, eye examination, glasses, hearing aids, routine physical examinations, or pregnancy and complications there from. Other restrictions apply. Please note that the equivalent of the first US$50 of all eligible charges, per each illness or accident, is not covered under the terms of the policy and is therefore payable by you. 39 Annex-13 Page 2 of 4 Communications Please address your queries to: Mr. Christopher Duggan World Bank Institute Tel.: (202) 473 0605 Fax: (202) 676 9810 Email: cduggan@worldbank.org For questions on content, curriculum and materiel, you may contact the course director: Mr. Jorge Araujo World Bank Institute Tel.: (202) 473 5404 Fax: (202) 676 9810 Email: jaraujo@worldbank.org If you having any difficulties on arrival in Katmandu, please contact Ms. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or at the World Bank Field Office: Ms. Samjhana Thapa The World Bank Yak and Yeti Hotel Complex Lal Durbar Katmandu, Nepal Tel.: (977-1) 226792 or 226793 Fax: (977-1) 225112 or 228970 Email: Sthapa@worldbank.org The Hotel Malla Lekhnath Marg P.O. Box 787 Katmandu, Nepal Tel: (977-1) 410320 or 410620 Fax: (977-1) 418382 Email: malla@htlgrp.mos.com.np 40 Annex-14 Page 1 of 3 SAMPLE WBI LETTER TO SELF FINANCED PARTICIPANT **************************************** Course on Economic Growth and Poverty Reduction: Theory, Evidence, and Implications for South Asia Katmandu, Nepal, September 21 to October 1, 1999 Administrative Arrangements This document provides details on the administrative arrangements for this course. If you need further assistance or clarification, please refer to “communications” section of this document for contact persons. Venue The course will be held at the Hotel Malla: The Hotel Malla Lekhnath Marg P.O. Box 787 Katmandu, Nepal Tel: 977 1 410320, 410620 Fax: 977 1 418382 Email: malla@htlgrp.mos.com.np Attendance The course will take place from September 21-October 1, 1999. Participants pledge to observe the following terms for attending the course: * they will attend all sessions on a prompt and regular basis. Absence is permitted only for reasons of illness, and other purposes approved by the Course Director; they will be present for the entire duration of the course and will not accept any extracurricular assignments. * Travel The cost of your travel to and from Katmandu should be covered by you or your sponsoring institution. When making your travel arrangements, please plan to arrive in Katmandu on September 20 and depart on October 2, 1999, or the evening of October 1. 40 Annex-14 Page 2 of 3 Travel Documents and Visa Please ensure that your travel documents required to proceed to and enter Nepal are in order as early as possible. Any expenses related to passports, visas, airport taxes, inoculations, etc. should be paid for either by you or by your institution. Should you encounter any difficulties, please refer to the “communications” section for contact persons. Inoculations We advise you to consult with the health officials in your country concerning any vaccinations you may need to travel to Nepal. Arrival in Nepal Arrangements will be made to meet you on arrival at the airport in Katmandu, provided you send information of your arrival details, including date of arrival, flight number, and arrival time. This information is also necessary to reconfirm your hotel reservation. If you have any difficulties upon arrival, please contact Mr. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or World Bank Field Office (see section “communications”). Accommodation The cost of your accommodation in Katmandu should be covered by you or your sponsoring institution. We will reserve a room for you at the Hotel Malla for the duration of the course. We have arranged a rate of US$87 per night, including breakfast, lunch and dinner. You should plan to make payment directly to the hotel. A single room will be available to you from September 20, 1999 through and including the night of October 1, 1999 unless you advise otherwise. If you have to arrive before September 20, 1999 because of airline schedules, please inform Chris Duggan in order to adjust your reservations accordingly. Please return the attached confirmation form to WBI with your date of arrival and departure and flight information so we can reconfirm your hotel reservations. Medical Insurance As a condition to your participation, you must be in good health and free from any ailment that could impair your attendance. WBI will enroll you in a commercial health insurance plan for the duration of the course. Please note that coverage is limited. In the event that you are hospitalized and charges exceed policy limits, or are excluded from coverage, WBI will arrange to settle unpaid balances which cannot be met by the individual concerned. In such a case, you or your institution will have to reimburse WBI for any such payments made on your behalf. Insurance coverage is not provided for dental care or treatment, eye examination, glasses, hearing aids, routine physical examinations, or pregnancy and complications there from. Other restrictions apply. Please note that the equivalent of the first US$50 of all eligible charges, per each illness or accident, is not covered under the terms of the policy and is therefore payable by you. 42 Annex-14 Page 2 of 3 Communications Please address your queries to: Mr. Christopher Duggan World Bank Institute Tel.: (202) 473 0605 Fax: (202) 676 9810 Email: cduggan@worldbank.org For questions on content, curriculum and materiel, you may contact the course director: Mr. Jorge Araujo World Bank Institute Tel.: (202) 473 5404 Fax: (202) 676 9810 Email: jaraujo@worldbank.org If you having any difficulties on arrival in Katmandu, please contact Ms. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or at the World Bank Field Office: Ms. Samjhana Thapa The World Bank Katmandu, Nepal Tel.: (977-1) 226792 or 226793 Fax: (977-1) 225112 or 228970 Email: Sthapa@worldbank.org The Hotel Malla Lekhnath Marg P.O. Box 787 Katmandu, Nepal Tel: (977-1) 410320 or 410620 Fax: (977-1) 418382 Email: malla@htlgrp.mos.com.np 43 Annex-15 Page 1 of 3 SAMPLE DGF GRANT LETTER (Simple case; other formats are possible -- please consult Legal Department and the DGF Secretariat) [IBRD/IDA Letterhead] [ Date ] [Executive head of recipient, or other authorized person Address] Dear ___________, FY2005 Development Grant Facility Window 1 [Title of the Grant Program as shown in the grant proposal] DGF File: to be provided I am writing on behalf of the International Bank for Reconstruction and Development (the Bank) to indicate the Bank’s agreement to make to [full name of recipient as indicated in the grant proposal - must be a legal entity] (the Recipient) a grant in the amount of [amount in words] (US$________) (the Grant). This grant is made from the Bank's FY2005 Development Grant Facility (DGF) Window 1. Purpose of the Grant The purpose of the grant is to support [briefly describe the activities financed by the grant] for [insert name of the program] (the Program) for the period from [date of start of grant period] to [date of end of grant period—grant periods are normally one year. Extension of up to one year total can be requested at least one month prior to this date.] Use of Funds The Bank shall arrange to have the funds paid to the Recipient upon receipt of a signed copy of this Letter of Agreement. 40 Annex-15 Page 2 of 3 The Recipient shall exercise the same care in the administration of the Grant as it exercises in the administration of its own funds, having due regard to economy and efficiency and the need to uphold the highest standards of integrity in the administration of public funds. In the event that any grant funds remain unexpended by [insert date – up to four months from the end of grant period], such funds shall be returned to the Bank or used as per the prior written agreement of the Bank. Accounts and Audit (a) The Recipient shall maintain or cause to be maintained a financial management system, including records and accounts, and prepare financial statements in accordance with consistently applied accounting standards acceptable to the Bank, adequate to reflect the operations, resources and expenditures related to the Program. (b) The Recipient shall: (i) have the financial statements referred to in subparagraph (a) above for each such fiscal year (or other period agreed to by the Bank), audited, in accordance with consistently applied auditing standards, acceptable to the Bank, by independent auditors acceptable to the Bank; (ii) furnish to the Bank as soon as available, but in any case not later than three months after the end of each such year (or such other period agreed to by the Bank), (A) certified copies of the financial statements referred to in subparagraph (a) above for such year (or such other period agreed to by the Bank), as so audited, and (B) an opinion on such statements by said auditors, in scope and detail satisfactory to the Bank; and (iii) furnish to the Bank such other information concerning such records and accounts and the audit of such financial statements, and concerning said auditors, as the Bank shall have reasonably requested. Reports Not later than [insert date], or such later date as the Bank may agree, the Recipient shall submit to the Bank the results of an independent evaluation of the Program, in form and substance satisfactory to the Bank, for the [specify time period] conducted by an entity acceptable to the Bank. Not later than [ insert date – up to four months from the end of the grant period], the Recipient shall submit to the Bank a report summarizing the activities financed by the Grant and assessing the results achieved by the activities compared to their objectives. Your contact in the Bank regarding this grant will be [name of contact person] of the [name of Bank unit sponsoring the Grant]. By confirming its agreement below, the Recipient represents that it is authorized to enter into this Letter of Agreement and to withdraw the Grant for the purposes stated above. Please confirm your agreement to the foregoing on behalf of the Recipient by signing, dating and returning to us the enclosed copy of this Letter of Agreement. Upon receipt by the Bank of the copy of this Letter of Agreement countersigned by you, this Letter of Agreement will become effective as of the date of countersignature. 45 Annex-15 Page 2 of 3 Sincerely, INTERNATIONAL BANK FOR RECONSTRUCTION AND DEVELOPMENT [Vice President VPU sponsoring the grant] AGREED: [full name of the Recipient] By: [print name] Title: [print title] Date: ___________________ To be cleared with and cc: I. Mignone-Del Carril (LEGCF) and P. Hubbard, J. Lu (DGF) DGF Secretariat 46 Annex-16 Page 1 of 2 DEVELOPMENT GRANT FACILITY (DGF) GRANT COMPLETION REPORT Date of Preparation: _____________________________________________________________________________________________ 1. Title of DGF-funded program: _____________________________________________________________________________________________ 2. DGF (incl. previous SGP support) funding by FY ($000): _____________________________________________________________________________________________ 3. Bank Sponsoring Unit Task Manager: _____________________________________________________________________________________________ 4. Grant recipient: Executing Agency (if different from grant recipient): _____________________________________________________________________________________________ 5. Development objectives of grant: _____________________________________________________________________________________________ 6. Development impact - extent to which objectives were met, activities completed and problems encountered [refer to expected measurable output listed in DGF Application Form for grant in Section III (1b)]: _____________________________________________________________________________________________ 7. Contributions to achievement of Bank’s sector strategy and institution-wide objectives (including lessons learned): _____________________________________________________________________________________________ 8. Names and Dates of earlier Grant Program Reports on file: _____________________________________________________________________________________________ 9. Findings of latest Grant Program Report [i.e. by recipient, donors, or third party - include review date, period covered and relevant documents]: _____________________________________________________________________________________________ _____________________________________________________________________________________________ 40 Annex-16 Page 2 of 2 10. Report any changes in purpose of grant program and use of funds as compared to information in original DGF grant application. ______________________________________________________________________________ 11. Other donor contributions. Provide breakdown of figures by donor and year to indicate to what extent DGF contributions (including previous SGP support) have been in line with the 15% burden sharing ceiling. Name of Donor FY2002 ($) FY2003 ($) FY2004 ($) Total ______________________________________________________________________________ 12. List any major changes from original financing plan: ______________________________________________________________________________ 13. Attach grant recipient/executing agency’s latest statement of account showing the use of the grant funds and externally audited financial statements together with the opinion of the external auditors on such statements including review date, period covered, and relevant documents [as per grant Letter of Agreement governing its DGF grant]: Due date of statement of account and external audit: Received by Task Manager: Yes_____ No_____ Period cover: Results: ______________________________________________________________________________ 14. Comments [optional]: ______________________________________________________________________________ DGF Grant Completion Report.doc August 5, 2004 48 Annex-17 Page 1 of 5 IMPLEMENTATION COMPLETION MEMORANDUM TF Name: TF Number: Report Date: Program: Net Grant Amount: Donor(s): Approval Date: Closing Date: GRANT OBJECTIVES Original Statement of Grant Objectives Provide original statement of objectives from the approving grant or cleared IBTF. Changes to Grant Objectives If original objectives have been changed, explain the nature of the revisions and the justification for them. Achievement of Grant Objectives Discuss and rate the extent to which the activity achieved its relevant objectives. 40 Annex-17 Page 2 of 5 OUTPUT Achievement of deliverables 1. Discuss and rate the actual output or deliverables completed, compared to the expected output, for each component of the grant. 2. Discuss and rate as to how well the grant output met the quality standards of the recipient and the beneficiary. For activities where the output is a report or a dissemination event such as a workshop, conference, training, or study tour, discuss and rate the following aspects: 3. Quality 4. Presentation 5. Dissemination 6. Overall Success Discuss and rate the overall success of the output or dissemination event Attach Report or applicable document 50 Annex-17 Page 2 of 5 OUTCOME 1. Achievement of developmental results Discuss and rate the actual developmental results, compared to the expected outcomes, for each component of the grant. 2. Relevance Rate how well this activity was consistent the development priorities of the country, the Bank’s country assistance strategy (CAS) and the Bank’s sector strategy. 3. Efficacy Rate how well the activity achieved its stated grant objectives. 4. Efficiency Rate the results of this activity relative to its associated costs, implementation times and economic and financial returns. IMPACT 1. Capacity Building Impact Rate how well this activity contributes to capacity building. 2. Sustainability Rate how likely the results will be sustained. 3. Follow-up Activities and/or Investment Provide a description of any follow-up activities or investments resulting from the original activity. Check, if applicable: Investment: _____ Recipient/Other Investment; _____ Grant Project/Program; _____ Bank Project; _____ IFC Financial Project/Activity 51 Annex-17 Page 2 of 5 Other Results: _____ Transferability of Know-How, Knowledge Base/Key Concepts; _____ Replicability, Modeling, Best Practices; _____ New Sectors or Products; _____ New Forms of Cooperation with Other Development Institutions/NGOs PERFORMANCE 1. Bank Discuss and rate how well the Bank carried out specific responsibilities assumed by the Bank for this trust funded activity. 2. Recipient Discuss and rate how well the Recipient fulfilled the different tasks that were expected as part of the trust funded activity. LESSONS LEARNED/RECOMMENDATIONS Discuss the most significant positive and negative lessons learned from the success or failure of the grant activity and make recommendations for different stakeholders. Recommendations for the Bank Recommendations for the Recipient (Client) Recommendations for the Donor(s) Recommendations for the Development Community 52 Annex-17 Page 2 of 5 PROCESSING Prepared by: Task Team Leader: Date Submitted: Comment : Manager : Date Approved: Comment: wb55152 L:\ICM\ICMTemplate27July03.doc August 1, 2003 1:50 PM 53 Annex-18 Page 1 of 2 TRUST FUND TYPES AND STRUCTURES Normal Fund, Main Fund, Sub Fund, and Child Fund refer to how an individual trust fund is maintained and accounted for by ACTTF in the official trust funds ledger. The Normal Fund is a stand alone fund. All transactions are posted to and reflected in the fund's ledger. Once activated, status is ACTV. The Main Fund is the highest level in a hierarchy which includes Main, Sub and Child Funds. It is commonly referred to as parent trust fund. A Main fund is non-disbursing and the active status is ACTN. No budget expenses can be posted directly to the Main, only administrative/audit fees and investment income (if applicable); however, contributions and total allocations/reflows (to/from lower level funds) are consolidated into the Main fund. -- Transfers from a higher level down to a lower level in the hierarchy are known as allocations. -- Transfers from a lower level back up to a higher level in the hierarchy are known as reflows. For reporting purposes, the hierarchy is transparent to the donor. Sub Fund is the middle level in the hierarchy. This is a pass-through, non-disbursing fund (active status is always ACTN). Only allocations and reflows to and from other levels (Main and Child) are permitted in a Sub fund. Note: A Main fund may have Child fund(s) directly below it in the hierarchy, without an intermediary Sub(s). Investment income for a Sub is posted to the Main fund and does not remain in the Sub. Child Fund is the lowest level in the hierarchy. This is the disbursing fund for budget transactions, status ACTV, and budget expenses are posted only at this level. The Child fund receives allocations down from Main or Sub funds, and makes reflows or unused funds back to Main or Sub fund. Investment income for a Child fund is posted to the Main fund and does not remain in the Child. The structure of a trust fund is dependent on the various requirements of the trust fund project. When a trust fund project is for a specific purpose, and has a specific administrative arrangement, then ACT create a Normal Stand Alone Trust Fund which receives and disburses donor funds through a single Trust Fund in SAP. Whereas if the trust fund project has several sub activities/ sub projects, each of which has different administrative arrangements, then ACT require a trust fund hierarchy. Some examples are shown below. 40 Annex-18 Page 2 of 2 When the trust fund project involves sub projects to be carried out in different countries and if the task team wishes to identify the costs incurred against each of these sub projects, then we create a parent-child hierarchy in which donor funds would be received in the parent fund and disbursements would be done at each child fund level. Where certain activities under a trust fund may be executed by the recipient and others by the Bank; i.e., split-execution, we require a parent-child hierarchy, in which we will have a common parent fund in which donor funds would be received, under which we will have separate child funds for projects executed by recipient and the Bank. When donors provide funds for broad thematic framework designed to support activities falling under various categories, we create a parent-sub-child hierarchy. In this hierarchy, donor funds are received in the parent fund, non-disbursing sub funds are created under the parent fund for each category of activity to identify transactions related to each category. Under these Sub Funds, separate Child Trust Funds are created for each activity falling under the Sub Fund category. The above is not an exhaustive list. To summarize, different Trust Fund hierarchies are created to handle the various administrative requirements of each Trust Fund project. For reporting purposes, the hierarchy is transparent to the donor. 55 Annex-3 Page 1 of 3 GCGF Compliance Sample Determination Attribute Unit FY02 Universe FY03 FY04 YTD (6/14) 378 32% 5 4 432 36% 12 7 Total Development Grants $'000 % of Total No (with SoF) Unique 388 32% 4 2 1,198 100% 21 13 Products No. % of Total 13 10% 57 44% 59 46% 129 100% Event Type /1 Advisory Panels Dissemination No. No. No. 17 1 31 4 5 11 59 5 5 Raise Awareness No. 9 10 9 28 Sponsor Research No. 1 2 3 TA & Capacity Building No. 5 10 2 17 Blank No. 1 1 Annex-3 Page 2 of 3 Attribute Admn Expenses o/w:/2 Development Grants Travel Airfare Press Conf/Meetings Training External Lump Sum Consultant Advisory Management Short Term Consultnt Contract Printing Consultants Contract Other Publish Costs Travel Subsistence Client Training Svcs Travel Other Agency Temporaries General Supplies Honorarium & Royalty Corp Charge Card Food Services-UserCB Overtime Ext Participant Cost Cour/Freight - UsrCB Representation Photocopier Services Office Equip Purch Telephone Miscellaneous Srvc Translation/Proof Postage Other Expenses Staff Retreats Other Equip Purch Other Equip Rent Office Security Local Transport Cost Bank Charges Unit $'000 % of Total $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 FY02 1,206 18% 388 117 35 8 33 0 16 5 23 6 0 5 17 6 4 3 11 0 5 6 1 1 0 1 0 Universe FY03 FY04 YTD (6/14) 2,396 2,933 37% 45% 378 330 26 182 46 42 26 6 9 53 31 15 18 11 2 12 3 7 1 (0) 2 3 0 1 1 0 0 432 367 125 136 121 86 121 107 103 38 30 13 7 7 0 0 8 2 8 3 8 2 2 3 1 1 0 0 0 Total 6,535 100% 1,198 814 186 182 182 172 145 128 123 118 114 60 35 25 24 19 18 15 12 11 9 9 8 8 6 3 3 1 1 1 1 1 0 0 0 Annex-3 Page 3 of 3 Attribute Admn Expns Transactions o/w:/2 Travel Airfare Travel Subsistence Travel Other Telephone Lump Sum Consultant Press Conf/Meetings Advisory Management Short Term Consultnt Development Grants Other Publish Costs Contract Printing Representation General Supplies Client Training Svcs Consultants Contract Office Equip Purch Overtime Staff Retreats Local Transport Cost Food Services-UserCB Corp Charge Card Other Expenses Cour/Freight - UsrCB Honorarium & Royalty Miscellaneous Srvc Agency Temporaries Training External Bank Charges Ext Participant Cost Office Security Other Equip Purch Other Equip Rent Photocopier Services Postage Translation/Proof Unit No. % of Total No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. No. FY02 313 15% 63 44 43 7 6 6 4 2 1 7 8 1 7 1 1 4 2 3 1 1 2 2 1 1 1 1 1 1 1 1 Universe FY03 FY04 YTD (6/14) 882 860 43% 42% 158 143 132 58 44 13 12 8 5 4 5 6 3 6 1 7 7 1 1 2 1 1 3 1 1 1 1 139 107 101 54 42 12 10 16 12 13 10 2 3 7 10 Total 2,055 100% 360 294 276 119 86 31 28 24 21 19 16 15 14 13 11 8 8 8 7 5 4 4 3 3 3 2 2 1 1 1 1 1 1 1 1 2 3 Notes: 1. FY04 YTD figures are as of November 2003 2. Partial listing, excludes staff sal/bnfts/overheads and those charged to GCGF as cost center. DEVELOPMENT GRANTS 1. Three development grant transactions were selected for review: Center for International Private Enterprise (CIPE), Pan African Forum for Corporate Governance and OECD, totalling $558,000 in grant disbursements. The details of each grant agreement review are in the workbook Grant Compliance below. For perspective, per SAP records, the universe of unique Grant Agreements for FY02-04 is 13 (see second workbook, Outflows, Universe worksheet), totalling $1,198,000 in grant funding. Grant Compliance.x Outflows.xls 2. Looking across all three grant agreements, some patterns seem to emerge in terms of broad findings and resulting preliminary recommendations. Please note that some of the changes/improvements suggested are already being tested out in new grant agreements. 3. While taking advantage of the formats used elsewhere in the Bank (standard DGF Grant Letter, Application for TF Funding, etc) the individual Grant Agreements were indeed tailored to the specific circumstances of each transaction and the varying capabilities of the grantees: e.g. high autonomy given to OECD (free to select Consultants in line with their procedures, found to be equivalent to Bank AMS 15), control for Pan African (grantee required to cover over-runs) and for CIPE (tranched disbursements, with final disbursement only after receipt of deliverables and statements of expenditures). 4. The GCGF Application for Funding template also correctly tied in with most of the various selection criteria (Consistency, Complementarity, Added Value, etc) embedded in the GCGF Charter. Exceptions where there could be room for improvement were Leverage, Cost Efficiency and Quality Assurance, on which more below. 5. Ergo, in all three agreements there was satisfactory compliance with the first three conditions: that the Steering Committee had given prior approval to the activity (ies) being funded; that the objectives were specified; and that the deliverables were specified. 6. Funding and disbursement arrangements were satisfactory. Size of the sub-grants and of the sub-activity funded was given appropriate consideration: e.g. in OECD the regional round tables were each given a WBS product code and there was also a global OECD code for GCGF oversight of all the separate activities. Post January 04 improvements in SAP now allow improved reporting and tracking of individual grant agreement product codes and disbursements, which was a little murky for the earlier CIPE transaction, requiring manual reconciliations. Drawdown from the various sources of funds available to GCGF (BBSPL from the original DGF grant; TFs 024872/051787/051788) was orderly. Given earmarks by a donor, restricting some funding to the Middle East, creating additional, core/non-core TFs was unavoidable. However, if this need for earmarking no longer exists in the second round of funding, it may be possible to consolidate some of the TFs and so simplify the administrative structure of the TFs. Where required (e.g. CIPE), final disbursement was correctly done on receipt of specific deliverables and statements of expenditure. 7. Termination arrangements could benefit from some tightening: the current arrangements, which specify the later of a termination date in the grant agreement or the completion of activities, could allow avoidable slippage. Specifying a termination date which was the earlier of the two would put a final end to the transaction. 8. Funding uses and restrictions were typically covered in the Financial Information (budget) section of the standard Application for Funding with six standard footnotes. While the worksheets were correctly filled out (except for the Activities column which was left blank: could not be filled out because of over fragmenting of the activity?), there are some inherent limitations in the structure of the template affecting Leverage and Cost Efficiency which may need to be addressed. Specifically, the template does not: • • • require an important driver of costs, the number of participants, to be clearly listed; in practice, PAFCG did list it and that made their workings significantly more transparent; provide a truly full cost picture, i.e. including estimates of GCGF staff and other costs to plan and oversee the activity; allow earmarking of funds for specific line items. Instead, since all the sources of funds are lumped below the cost total, the view provided is that of general budgetary support by different donors for all expenses; require calculation of costs per unit of output, howsoever defined (e.g. $ per participantday or another metric, recognising that any metric chosen will have some inherent limitations); have a time line giving the phasing of expenditures and therefore cannot provide a basis for planning disbursements; distinguish in the relative importance of its footnotes: some are procedural (e.g. calculations in USD), others establish rights (e.g. subject to audit) or conditions (e.g. overhead not to exceed 10% of direct costs (itself not defined) requested from GCGF) and one in particular, on Travel, covers so important an item that it may well merit embedding in the main grant agreement as a separate paragraph. • • • 9. Existing restrictions on use of funds were respected. TF financing was for the clearly identified incremental costs (special expertise of consultants, travel, conference, etc etc) supporting the activity being funded. Where there was significant reprogramming of budget required between the funded activities, e.g. OECD, a reprogramming amendment to the original grant agreement was created and signed. In terms of effort, there were economies of scale and expertise and outsourcing: GCGF planning and supervision costs were 7% of the grant amount to OECD. 10. However, the Bank may wish to review use of GCGF funds for various types of staff costs. Paras 45-54 in the TF Handbook deal principally with the use of TFs to finance Bank staff. GCGF is in compliance with those conditions and with those in its own charter and donor agreements (e.g. coterminous appointments, transparent reporting of secretariat costs for own work and for supporting operations, ex ante clearance by Steering Committee of Secretariat staffing, etc). 11. While the Bank provides limited guidance on the use of TFs to finance staff costs in other organizations, some TF Handbook guidance could be extended: e.g. para 48 prohibits Bank staff from managing and approving allocation of resources of TFs which fund his position (GCGF addresses this by getting explicit SC clearances as above). Similarly, a case could be made that GCGF resources ought not to be used to fund staff in another organization where the latter might have a say in the allocation of GCGF monies, without similar SC clearances or without full recusal of itself from all discussions, not being present during that section of the meeting. This would help to address the inherent conflict of interest and ensure true arms length dealings in essentially related party transactions. This situation arises with OECD which has a say in GCGF management, through its permanent membership in the Steering Committee as a founder, and is also a beneficiary of GCGF funding of its regular staff costs for delivering round tables. It may also arise with a country, such as India, which is both a donor and a beneficiary/recipient. 12. Reporting requirements for qualitative outputs such as reports, lists of participants, agendas, meeting summaries, were reasonably specific and compliance was good. Custom requirements (e.g. participation by Low- and Middle-Income Countries in the OECD activity) were not fully met (e.g. OECD merely gave a list of non-member countries attending, without classifying them into Low and Middle-Income and without numbers of participants from each of them). While compliance with reporting requirements for expenditures was good, the requirements themselves were not as carefully specified. There was no requirement to report expenditures in the same format or degree of detail or classification of product as the one by which funds had been budgeted and requested, making ex post comparisons difficult or impossible. Unit costs could not be determined neither was there any requirement to do so. Causes of under- or over-runs -principally price, volume, scope -- could not be determined. Usage of funds from different sources, if not pari passu, was also not clear. Total costs of an activity -- grant disbursements plus direct spends for staff time, travel, direct consultant hires, etc -- were not available. Although not perfect, GCGF may wish to review the templates used for DGF (Grant Completion Report) and TF reporting (Implementation Completion Memorandum) and develop a standard reporting model which would also address the points identified above. 13. Except for OECD, which was allowed to follow its own procedures, judged equivalent to the Bank's, other grantees had to follow the Bank's guidelnes for procurement of consultants and contractual services, AMS 15. However, there was no evidence that the grantees had been given copies of AMS 15. Neither, in the Pan African case, was there any need to, since the grant amount was relatively small, $56,000, and as only some of it could have gone for a consultant contract, the resulting final amount would probably have been below the $50,000 threshold for individual consultant hires, the first compliance barrier. Nor were grantees required to certify that they had followed the procedures: in OECD's case, it would not be possible for the Bank to determine degree of compliance unless OECD opened itself fully to a review somewhat similar to this one. 14. The guidance provided for Travel related expenses, footnote 4 in the Financial Information (budget) worksheet was focused, clear and practical. However, there was no evidence that grantees were provided with data on Bank per diem and pre-negotiated hotel rates. Given the materiality of travel related expenses and their visibility/reputational risks, it may be worth considering whether these guidelines ought to be embedded in the body of the main grant agreement rather than relegated to a potentially obscure location. Again, there was no means of determining whether in fact the guidelines were followed, as no unit costs for travel were reported or could be determined. 15. The right to conduct ex post audits and to information from them was embedded in the grant agreement. However, a similar right to conduct broader evaluation or quality assurance studies was not requested nor of course was there any question of getting the resulting information. This may be an important omission for grants which are exceptionally large or in areas where GCGF wishes to test out aspects of its operations. MEETINGS AND TRAVEL: CORPORATE GOVERNANCE OF BANKS 1.1 This 2-3 day event, wholly funded and executed by GCGF, was held at Guildhall, London in May 2004. A number of speakers and participants were invited. The Meeting and Travel related aspects were reviewed for compliance. Details are in the workbook “Other Transactions”, worksheet “Meeting & Travel Compliance”. Meeting 1.2 The principal aspect was procurement related to securing hotel accommodation, about 80 room-nights worth $25,000. Although procurement guidelines for purchasing services require solicitation of bids for amounts exceeding $10,000, the single source route was chosen for this transaction for reasons which were justified (proximity to Guildhall and Bank’s London office, status commensurate with official standing of some participants, ownership by Marriott, an approved Bank vendor, etc.). The procurement transaction itself was handled by a Buyer in GSDPR. However, GCGF needs to have a record of written approval by GSDPR of the decision to single source and the reasons for it. Travel 1.3 Travel arrangements were more problematic. Communications with participants could have been more clear, comprehensive, focused and well informed. Detailed comments are given in the workbook about GCGF’s somewhat limited compliance with the various requirements specified by the Bank in its AMS 3.00 Travel Policy and AMS 3.10 Operational Travel Expense Reimbursement Policy and Procedure. GCGF may wish to learn from how others in the Bank Group (e.g. WBI) deal with similar situations. Specifically, adopt with some adjustments WBI’s otherwise well developed procedures for administering participation in its events including sample letters to participants for events held overseas, details including URLs below. On the more positive side, a detailed tracking and monitoring spreadsheet was developed and used for various aspects of participant administration. http://wbln0018.worldbank.org/wbi/taclientmanual.nsf/bf1079d81f17e5f785256a0f0078a 9da/613f80eb8a6d32d885256a100002d92c?OpenDocument Category:Learning Event Administration Manual for Partners Subject:6. Participant Admission: Selection and Invitation Procedures Last Updated: 03/14/2001 6. Participant Admission: Selection and Invitation Procedures 6.1 Selection Process Following Receipt of Applications It is suggested that the selection process takes place about a week or two after the deadline for submitting applications. For more complex or formal selections, the event administrator should prepare a binder for each member of the selection committee: the task manager and any other associates from your institution, other partner or WBI task manager for events organized jointly and who will be participating in the selection process. The selection binder should contain the following: • Applications in alphabetical order filed by country (a tab for each country) or arranged in some other way as demanded by the event • A cover sheet for each country (or other) group of applicants extracted from the database that contains basic information about each candidate and the number of applicants per country • A tally sheet with the names of all the applicants in alphabetical order listed under each country (or other) grouping along with the selection categories— accept, reject, possible—for the use of selection committee members • A report (optional) from highlighting key points about the selection of participants: − Reminder of the targeted profile of participants and the selection criteria − Male/female ratio of the candidates − Targeted number of participants to be selected − Results of the first screening: language proficiency, age (too young or too old), and so on • A report detailing applicants who have not been cleared by their government according to the relevant country procedures. 6.2 Participant Notification of Selection Status Upon completion of the selection procedure, all candidates are notified to inform them of their selection status: accepted, rejected, or on the waiting list (may be accepted if another participant declines to attend). You should also send a letter to the nominating agency to inform the agency on the status of its nominees (see annex 4.b for samples of notifications to participants and agencies). The notification letter to accepted candidates serves as the formal letter of invitation, which will help them obtain their visa to your country if you host the event. 6.3 Participant Invitations All candidates or nominees who have been selected to participate in a learning event as well as any other invitees must receive a formal letter of invitation (see samples annex 4). Letters of invitation do not employ any particular format, but should adhere to the following: • The invitation to participate should come at the beginning of the letter of invitation, not at the end. • The title of the event, the place, and the dates should also be indicated in the first paragraph, as well as language of delivery and whether it will be interpreted and into which language(s). • A summary of event objectives and expected results. • A list of countries invited. • A summary of participants' profiles and levels and the number of participants expected. • A list of conditions of attendance: coverage of scholarship or participation at the client's cost, registration fees. • The deadline by which invitees must respond. • A reminder to all invitees that they must obtain clearance from their governments. • A signature or signatures, generally the WBI task manager or division chief and a representative of the partner institution. 6.4 Registration Forms Registration and confirmation forms are sent attached to the letters of invitation. All participants should complete a registration form (see annex 5 for samples of registration forms). Selected participants who have already completed an application form as part of their application to attend the event could receive a simpler confirmation form (annex 5). The point of receiving registration forms is to keep a data of participants which can be entered into an institution database for statistical purposes. 6.5 Information to Participants on Rules and Conditions of Attendance: The Administrative Arrangements Document An administrative arrangements document (or document on logistics) informs participants about all the administrative details and conditions of attendance for the training event they have been invited to attend (see annex 6 for samples and a template). It should be sent by the event administrator six to eight weeks ahead of time and include the following elements: • Rules of attendance (that is, it is not acceptable for participants to arrive late for an event or leave early or to miss sessions unless justified). • Country, city, and venue where the event will take place. • Expected arrival and departure dates to and from the venue. • Travel arrangements, indicating who is responsible for paying for international travel. For sponsored participants on travel scholarship, the document should clearly indicate the following: − Policy under which tickets are issued, including restrictions − Class of travel − Airline or agency authorized to issue a ticket in the participant's country − Travel insurance information. • Travel documents needed. • Visas, especially where and how to obtain them. • Accommodation arrangements at the event site, which could be a hotel or other lodging. • Allowances for subsistence and travel or arrangements for fee payments for fee-based training events. • Medical requirements and medical insurance information for participants: type of coverage if your institution has one for participants on scholarship or if visiting participants are covered under the national plan of your country or any other plan. They should be properly informed if there is no plan to enable them to buy one if they want to. • Travel insurance information if there is one for participants traveling on a scholarship. • Arrival information regarding airport transfer to the hotel or other lodging. • Other miscellaneous useful information, such as weather particulars at the training event venue. • Communication information, that is, location where participants will be accommodated, event location if other than the hotel, contact staff in your institution's offices and at arrival. This information should be complete and include addresses, telephone and fax numbers, and email addresses. [Previous Main Document] 6. Participant Admission: Selection and Invitation Procedures (Annie Seys) [Next Main Document] http://wbln0018.worldbank.org/wbi/taclientmanual.nsf/bf1079d81f17e5f785256a0f0 078a9da/2d1073862d334ddd85256a11007fed25?OpenDocument SAMPLE LETTER TO FULLY SPONSORED PARTICIPANT **************************** Course on Economic Growth and Poverty Reduction: Theory, Evidence, and Implications for South Asia Katmandu, Nepal, September 21 to October 1, 1999 Administrative Arrangements This document provides details on the administrative arrangements for this course. If you need further assistance or clarification, please refer to “communications” section of this document for contact persons. Venue The course will be held at the Hotel Malla: The Hotel Malla Lekhnath Marg P.O. Box 787 Kathmandu, Nepal Tel: 977 1 410320, 410620 Fax: 977 1 418382 Email: malla@htlgrp.mos.com.np Attendance The course will take place from September 21-October 1, 1999. Participants pledge to observe the following terms for attending the course: * they will attend all sessions on a prompt and regular basis. Absence is permitted only for reasons of illness, and other purposes approved by the Course Director; * Travel they will be present for the entire duration of the course and will not accept any extracurricular assignments. The course sponsors will cover the costs of a round-trip economy class airline ticket by the most direct route and/or the lowest available airfare to enable you to travel from your home city to Katmandu and return. Tickets for official travel are provided at the sponsors’ expense and are subject to procedures specifically established for this purpose. Should you wish to travel by an indirect route, or by means of transportation other than what the sponsors authorize, you must pay the additional cost at the time you receive your ticket. We have no objection if your ticket is upgraded at other than the sponsors’ expense. Please plan to arrive in Katmandu on September 20 and depart on October 2, 1999 or in the evening of October 1. Should you encounter any problems with your airline ticket, please inform Chris Duggan by phone, fax or email (see “communications”). Travel Documents and Visa Please ensure that your travel documents required to proceed to and enter Nepal are in order as early as possible. Any expenses related to passports, visas, airport taxes, inoculations, etc. should be paid for either by you or by your institution. Should you encounter any difficulties, please refer to the “communications” section for contact persons. Inoculations We advise you to consult with the health officials in your country concerning any vaccinations you may need to travel to Nepal. Arrival in Nepal Arrangements will be made to meet you on arrival at the airport in Katmandu, provided you send information of your arrival details, including date of arrival, flight number, and arrival time. This information is also necessary to reconfirm your hotel reservation. If you have any difficulties upon arrival, please contact Mr. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or World Bank Field Office (see section “communications”). Accommodation For the duration of the course you will be staying at the Hotel Malla. The cost of your single room accommodation, which includes breakfast, lunch and dinner will be paid by the sponsors. A single room will be available to you from September 20, 1999 through and including the night of October 1, 1999 unless you advise otherwise. If you have to arrive before September 20, 1999 because of airline schedules, please inform Chris Duggan in order to adjust your reservations accordingly. However, if you wish to arrive earlier, or stay longer than the above mentioned dates for reasons not related to the course, it will be necessary for you to arrange lodging at your own expense. Please return the attached confirmation form to WBI with your date of arrival and departure and flight information so we can reconfirm your hotel reservations. Living Allowance In addition to your accommodation and meals as described above, you will receive a daily subsistence allowance for incidentals expenses equivalent to US$15. This allowance is intended to cover telephone calls, laundry and other miscellaneous expenses. Please note that this allowance is not meant to cover international phone calls, personal travel or purchases. This allowance will be paid to you after the opening of the course. We recommend that you make arrangements before you leave home to have adequate personal funds with you. These should be in an easily convertible currency in order to pay for any expenses you incur before the opening of the course on September 21. Travel Allowance You will receive an allowance of US$60 to help cover your round-trip travel expenses to and from Katmandu, including transport to and from airports. This allowance will be paid to you after the opening of the course Travel Insurance You are covered by the World Bank's Travel Accident Insurance Policy during official travel to and from Katmandu (based on the most direct route), and for the duration of the course. You are also covered by the World Bank's insurance policy for accompanied baggage. These policies apply only to you, and not to members of your family. Medical Insurance As a condition to your participation, you must be in good health and free from any ailment that could impair your attendance. WBI will enroll you in a commercial health insurance plan for the duration of the course. Please note that coverage is limited. In the event that you are hospitalized and charges exceed policy limits, or are excluded from coverage, WBI will arrange to settle unpaid balances which cannot be met by the individual concerned. In such a case, you or your institution will have to reimburse WBI for any such payments made on your behalf. Insurance coverage is not provided for dental care or treatment, eye examination, glasses, hearing aids, routine physical examinations, or pregnancy and complications therefrom. Other restrictions apply. Please note that the equivalent of the first US$50 of all eligible charges, per each illness or accident, is not covered under the terms of the policy and is therefore payable by you. Communications Please address your queries to: Mr. Christopher Duggan World Bank Institute Tel.: (202) 473 0605 Fax: (202) 676 9810 Email: cduggan@worldbank.org For questions on content, curriculum and materiel, you may contact the course director: Mr. Jorge Araujo World Bank Institute Tel.: (202) 473 5404 Fax: (202) 676 9810 Email: jaraujo@worldbank.org If you having any difficulties on arrival in Katmandu, please contact Ms. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or at the World Bank Field Office: Ms. Samjhana Thapa The World Bank Yak and Yeti Hotel Complex Lal Durbar Kathmandu, Nepal Tel.: (977-1) 226792 or 226793 Fax: (977-1) 225112 or 228970 Email: Sthapa@worldbank.org The Hotel Malla Lekhnath Marg P.O. Box 787 Kathmandu, Nepal Tel: (977-1) 410320 or 410620 Fax: (977-1) 418382 Email: malla@htlgrp.mos.com.np SAMPLE LETTER TO SELF FINANCED PARTICIPANT **************************************** Course on Economic Growth and Poverty Reduction: Theory, Evidence, and Implications for South Asia Katmandu, Nepal, September 21 to October 1, 1999 Administrative Arrangements This document provides details on the administrative arrangements for this course. If you need further assistance or clarification, please refer to “communications” section of this document for contact persons. Venue The course will be held at the Hotel Malla: The Hotel Malla Lekhnath Marg P.O. Box 787 Kathmandu, Nepal Tel: 977 1 410320, 410620 Fax: 977 1 418382 Email: malla@htlgrp.mos.com.np Attendance The course will take place from September 21-October 1, 1999. Participants pledge to observe the following terms for attending the course: * they will attend all sessions on a prompt and regular basis. Absence is permitted only for reasons of illness, and other purposes approved by the Course Director; * Travel they will be present for the entire duration of the course and will not accept any extracurricular assignments. The cost of your travel to and from Katmandu should be covered by you or your sponsoring institution. When making your travel arrangements, please plan to arrive in Katmandu on September 20 and depart on October 2, 1999, or the evening of October 1. Travel Documents and Visa Please ensure that your travel documents required to proceed to and enter Nepal are in order as early as possible. Any expenses related to passports, visas, airport taxes, inoculations, etc. should be paid for either by you or by your institution. Should you encounter any difficulties, please refer to the “communications” section for contact persons. Inoculations We advise you to consult with the health officials in your country concerning any vaccinations you may need to travel to Nepal. Arrival in Nepal Arrangements will be made to meet you on arrival at the airport in Katmandu, provided you send information of your arrival details, including date of arrival, flight number, and arrival time. This information is also necessary to reconfirm your hotel reservation. If you have any difficulties upon arrival, please contact Mr. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or World Bank Field Office (see section “communications”). Accommodation The cost of your accommodation in Katmandu should be covered by you or your sponsoring institution. We will reserve a room for you at the Hotel Malla for the duration of the course. We have arranged a rate of US$87 per night, including breakfast, lunch and dinner. You should plan to make payment directly to the hotel. A single room will be available to you from September 20, 1999 through and including the night of October 1, 1999 unless you advise otherwise. If you have to arrive before September 20, 1999 because of airline schedules, please inform Chris Duggan in order to adjust your reservations accordingly. Please return the attached confirmation form to WBI with your date of arrival and departure and flight information so we can reconfirm your hotel reservations. Medical Insurance As a condition to your participation, you must be in good health and free from any ailment that could impair your attendance. WBI will enroll you in a commercial health insurance plan for the duration of the course. Please note that coverage is limited. In the event that you are hospitalized and charges exceed policy limits, or are excluded from coverage, WBI will arrange to settle unpaid balances which cannot be met by the individual concerned. In such a case, you or your institution will have to reimburse WBI for any such payments made on your behalf. Insurance coverage is not provided for dental care or treatment, eye examination, glasses, hearing aids, routine physical examinations, or pregnancy and complications therefrom. Other restrictions apply. Please note that the equivalent of the first US$50 of all eligible charges, per each illness or accident, is not covered under the terms of the policy and is therefore payable by you. Communications Please address your queries to: Mr. Christopher Duggan World Bank Institute Tel.: (202) 473 0605 Fax: (202) 676 9810 Email: cduggan@worldbank.org For questions on content, curriculum and materiel, you may contact the course director: Mr. Jorge Araujo World Bank Institute Tel.: (202) 473 5404 Fax: (202) 676 9810 Email: jaraujo@worldbank.org If you having any difficulties on arrival in Katmandu, please contact Ms. Jorge Araujo or Ms. Samjhana Thapa at the Hotel Malla or at the World Bank Field Office: Ms. Samjhana Thapa The World Bank Kathmandu, Nepal Tel.: (977-1) 226792 or 226793 Fax: (977-1) 225112 or 228970 Email: Sthapa@worldbank.org The Hotel Malla Lekhnath Marg P.O. Box 787 Kathmandu, Nepal Tel: (977-1) 410320 or 410620 Fax: (977-1) 418382 Email: malla@htlgrp.mos.com.np 1. FIRM CONSULTANT APPOINTMENT < $250K 1.1 The Institute of Directors, UK, was hired as a firm for a consultant contract of $30k. In the absence of any formal descriptions of Commitment Items issued by Resource Management, this was charged in SAP under Advisory Management as the commitment item description. For perspective, $42k was charged to Advisory Management in FY03 and $121k for FY04. The situation has been corrected now and similar transactions are being charged to XXXX (O/S: ALTHEA TO PLEASE CONFIRM). 1.2 Procurement procedures under AMS 15.00 were correctly followed and in some cases exceeded. Details are in the workbook “Other Transactions”, worksheet “Firm Consultant Appointment”. Although the value of the contract was well below the $250k threshold and even below the $50k sub-threshold, more than one potential supplier was invited to bid. Of the two who did finally respond, GCGF (and not a committee of 3 per AMS) judged that one, the firm of IOD, was clearly and almost self-evidently the better choice. Subsequent clearances from the Sector Manager equivalent and from Procurement were obtained. 1.3 Disbursement amounts and conditions in the final Contract were slightly different from those mentioned to IOD in earlier, informal EM exchanges, but not materially so, given the relatively small amounts involved. Overall, GCGF was in compliance with AMS requirements, although it could perhaps have shown awareness that it was varying somewhat from the AMS requirement to form an evaluation committee. 1. INDIVIDUAL LUMP SUM SHORT TERM CONSULTANT APPOINTMENT 1.1 Mr. Ross Levine was hired as a Short Term Consultant, Individual, for a lump sum contract of $10,000 estimated to take 17 working days. For perspective, GCGF spent $46,000 in FY03 and $136,000 in FY04 for such contracts. While the Bank’s policy, AMS 15.00 Selection and Use of Consultants for Operational Purposes, allows single source awards under some circumstances, it does encourage the use of a semicompetitive process (review 3 CVs), even for consultant appointments less than the $50,000 threshold. See Section V, Selection of Individual Consultants under Guidelines for Selection and Employment of Consultants by World Bank Borrowers and Individual Contracts, Matrix of AMS 15.00. 1.2 That said, GCGF had adequate justification (principally continuation of prior work done) to appoint Mr. Levine on a single source basis, although it did not document this for the record, per the AMS requirement. The terms of reference were clear in terms of deliverables and deadlines and conservative in terms of tranched payments against deliverables. Payments were made in line with the ToRs, after receipt of contracted products, except that the second tranche was for $2,000 vs. $4,000 per ToR – a discrepancy which was not explained in the documentation supplied. 1.3 Overall, the transaction was satisfactory in terms of compliance and detailed comments are in the workbook “Other Transactions”, worksheet “Indvl STC Appt”. SINGLE SOURCE CONTRACT FOR SERVICES: PRIVATE SECTOR CORPORATE GOVERNANCE TRUST 1.1 The Private Sector Corporate Governance Trust, was provided with the financial support to hire a consultant to support and help deliver the meetings for the Second Pan African Consultative Forum on Corporate Governance. The contract with PSCGT was for a total of $123,750 to be disbursed over a 15 month period. In the absence of any formal descriptions of Commitment Items issued by Resource Management, $12.4k of disbursements in FY03 and $38.6k in FY04 were charged in SAP under Advisory Management as the commitment item description. For perspective, a total of $42k was charged to Advisory Management in FY03 and $121k in FY04. The situation has been corrected now and similar transactions are being charged to XXXX (O/S: ALTHEA TO PLEASE CONFIRM). 1.2 Procurement procedures under AMS 15.00 were correctly followed. Details are in the workbook “Other Transactions”, worksheet “Single Source Services”. Full and detailed justification was provided for taking the single source route. As required, approvals were sought and obtained from PSADR and OPCPR. There were no records supplied of EM exchanges with GSDPR nor of the final contract issued. 1.3 Contract administration was complicated by the appointment and subsequent early termination of the incumbent. There was no record of a successor being appointed. Disbursements per SAP seemed lower prima facie than those envisaged, possibly also because the incumbent had been hired at a lower salary. There was a reference to “rolling over” the unused funds to support the Third Pan African CFCG: although the original EM traffic and exchanges do not refer to this possibility at all. REVIEW OF COMPLIANCE FOR PROCUREMENT OF GOODS AND SERVICES: PRINTING CONTRACTS: UPSTATE LITHO, INC. 1.1 Contracts totaling $121k were issued to Upstate Litho, Inc. for production of various GCGF outputs supporting dissemination of their work (toolkits, notes, newsletters, etc) per PO#1172685 and subsequent change orders. For perspective, total spending on Printing was $128k over the FY02-04 period. 1.2 Bank procurement policies covering goods and services of value between $50k and $150k were followed in principle but there were lapses in procedure and protocol, details in the workbook, Goods & Services worksheet. GCGF and its designer informally solicited bids from both Authorised Vendors and Upstate, rather than have this done by Procurement. Relatively large change orders were raised but the reasoning had to be clarified and strengthened following Procurement review. Goods were received at the loading dock, but insufficient documentation by Upstate resulted in their being sent on to GCGF without the benefit of full processing by Procurement. 1.3 Of note were initial set up problems: although Upstate Litho had been referred to by the designer and was prima facie both technically best qualified for the specifications of the job and most cost-effective, it had to be registered with Procurement as a Bank Approved Vendor. This “formality” had to be completed before the order could be placed with them. On evaluation of the bids, Upstate Litho was the most cost effective vendor and was awarded the contract.