National University of Modern Languages

Department of Management Sciences

Lahore Campus

INTERNSHIP REPORT ON
PUNJAB RESOURCE MANAGEMENT PROGRAM

SUBMITTED BY:
MR. IRFAN ASHRAF

Master of Business Administration

August 2006 to June 2008
National University of Modern Languages
Department of Management Sciences
Lahore Campus

INTERNSHIP REPORT ON
PUNJAB RESOURCE MANAGEMENT PROGRAM

Submitted in Partial fulfillment of requirements for the Degree

of Master of Business Administrations
 This Report is dedicated to

My Dear Parents,
My beloved Colleagues,
&
My Honorable Teachers

Without Whose Guidance, this would

Not have been possible

 National University of Modern Languages
Faculty of Management Science

It is hereby certified that the report has been thoroughly and carefully read and recommended to

the Faculty of Management Sciences for acceptance of Final Internship report by Mr. Irfan

Ashraf , Roll No. 5902. Session (August 2006 – June 2008) Morning. In partial fulfillment of the

requirements for the degree of Master of Business Administration of National University of

Modern Languages Lahore.

Dated: December 10, 2010

Supervisor Name ______________________

Supervisor Signature ______________________

Panel Member Name ______________________

Panel Member Signature ______________________

Head of Department: _____________________________

 ACKNOWLEDGEMENT

Almighty Allah is the creator of this universe and mankind. He provides us with all the

necessities of life. We cannot thank Him even if we want to but on the other hand it is our duty to

be thankful to Him.

The teaching of Holy Prophet Muhammad (PBUH) were also the continuous source of

guidance for me especially his order of getting knowledge and fulfilling once duty honestly was

key motivation force for me.

First of all I thank to my Parents and Teachers for their perpetual love and support.

I thank to Mr. Azhar Mehmood, Head of Department Managements Sciences for his instructions

that enabled me to work with experienced people very efficiently throughout the period of my

training. I also pay tribute to my all teachers and specially my internship advisor Mr. Waseem

Abbass who guided me for the preparation of my internship report.

I am also highly obliged to the management of Punjab Resource Management Program;

specially Mr. Fawad Akram (Assistant Director CB & Procurement) and express my gratitude

for their precious, splendid and unraveling guidance, which not only made my mind capable

enough to absorb practical knowledge but also enabled me to explore new horizons in the field of

cement sector. I am thankful to all of the employees of organization for their cooperation during

my Training
 Letter of Transmittal
December 10, 2010

Head of Department

National University of Modern Language

Lahore.

Dear Sir,

Please accept the accompanying Internship Report on Punjab Resource Management Program

(PRMP). This report is the result of work done at the Punjab Resource Management Program

(PRMP), Procurement Department. During my work I was engaged to assist in Procurement of

Services i-e Handling Consultant’s Files, CV Evaluations and Finalizing Consultant’s Contracts

after the Approval of ADB, Taking Part in the Procurement of an International Firm for two

years 2010 to 2012, Organizing Workshops and Consultant Selection Committee Meetings,

Comparison between Expected TA Utilization and Actual Utilization, Monthly and Quarterly TA

Utilization Reports, Contract Variations, Contract Cost Estimates, Letters, Notes.

Through the course of the term, I was given the opportunity to learn the basics of the

Accounting. I feel that this knowledge will be helpful in future work and in my career.

I would like to thank my Assistant Director (CB & Procurement) as well as the co-workers who

were always willing to help.

Sincerely,

Irfan Ashraf
 Table of Contents

NOT HAVE BEEN POSSIBLE ...................................................................................................I

NATIONAL UNIVERSITY OF MODERN LANGUAGES....................................................II
FACULTY OF MANAGEMENT SCIENCE............................................................................II
HEAD OF DEPARTMENT: _____________________________............................................II
ACKNOWLEDGEMENT..........................................................................................................III
LETTER OF TRANSMITTAL.................................................................................................IV
TABLE OF CONTENTS..............................................................................................................1
EXECUTIVE SUMMARY...........................................................................................................5
CHAPTER-1 .................................................................................................................................6
PUNJAB RESOURCE MANAGEMENT PROGRAM.............................................................6
....................................................................................................................................................7

PUNJAB RESOURCE MANAGEMENT PROGRAM (PRMP).........................................................................7

1.2 OVERVIEW ..............................................................................................................................7

....................................................................................................................................................8

1.3 OBJECTIVES...............................................................................................................................9

1.4 GUIDING PRINCIPLES.................................................................................................................10

.................................................................................................................................................11

1.5 STRUCTURE............................................................................................................................11

1.6 IMPLEMENTATION.....................................................................................................................12

..................................................................................................................................................13

1.7 MANAGEMENT PROFILE.............................................................................................................13

1.8 ORGANIZATION’S ORGANOGRAM................................................................................................15

CHAPTER-2 ...............................................................................................................................16

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PRMP REFORMS.......................................................................................................................16
..................................................................................................................................................16

2.1 CIVIL SERVICE REFORMS..........................................................................................................17

2.1.1 Overview....................................................................................................................................................17
2.1.2 Objectives...................................................................................................................................................17
2.1.3 Core Areas.................................................................................................................................................18
2.1.4 Activities.....................................................................................................................................................18
2.1.5 Achievements..............................................................................................................................................19
2.1.6 Key Actions.................................................................................................................................................20
2.1.7 Way Forward.............................................................................................................................................20
2.2 PUBLIC FINANCIAL MANAGEMENT..............................................................................................21

2.2.1 Overview....................................................................................................................................................21
2.2.2 Objectives...................................................................................................................................................21
2.2.3 Core Areas.................................................................................................................................................22
2.2.3.1 Core Policy Area 1 (CPA-1) - Public Financial Management (PFM) .................................................................22
2.2.3.2 Core Policy Area 2 (CPA -2) - Contingent Liability Management .....................................................................23
2.2.4 Activities.....................................................................................................................................................23
2.2.5 Key Achievements.......................................................................................................................................25
2.2.6 Success Story..............................................................................................................................................26
2.2.7 Way Forward.............................................................................................................................................27
2.3 PRIVATE SECTOR DEVELOPMENT................................................................................................28

2.3.1 Overview....................................................................................................................................................28
2.3.2 Objectives...................................................................................................................................................29
2.3.3 Core Areas.................................................................................................................................................29
2.3.4 Activities.....................................................................................................................................................29
2.3.5 Achievements..............................................................................................................................................31
2.3.6 Reports.......................................................................................................................................................31
2.3.7 Way Forward.............................................................................................................................................32
2.4 RESULT BASED MANAGEMENT...................................................................................................33

2.4.1 Overview ...................................................................................................................................................33

2.4.2 What is Results Based Management? ......................................................................................................33

2.4.3 What will the RBM approach achieve in Punjab?.....................................................................................34

2.4.4 Strategic Objectives...................................................................................................................................34

Analytical Framework of RBM...........................................................................................................................35
............................................................................................................................................................................36
2.4.6 Key Impact Indicators (by 2020) for Punjab.............................................................................................36
............................................................................................................................................................................36
2.4.7 Development Indicators ............................................................................................................................36

2.4.8 Way Forward for Implementation..............................................................................................................37

2.5 CAPACITY DEVELOPMENT..........................................................................................................39

2.5.1 Overview....................................................................................................................................................39

2.5.2 Objectives...................................................................................................................................................39

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 2.5.3 Activities.....................................................................................................................................................40
2.5.4 Key Achievements.......................................................................................................................................41
2.5.5 Documentation...........................................................................................................................................42

2.5.6 Way Forward.............................................................................................................................................42

CHAPTER-3 ...............................................................................................................................44
PROCUREMENT WING...........................................................................................................44
3.1 PROCUREMENT OF CONSULTANT’S SERVICES................................................................................45

3.1.1 What Are Consulting Services?..................................................................................................................45

3.1.2 Why Are they Needed?...............................................................................................................................45
3.1.3 Types of Consultants..................................................................................................................................46
3.2 ADB POLICIES ON USE OF CONSULTANTS..................................................................................49

3.3 CONSULTANT SELECTION METHODS...........................................................................................50

3.3.1 Quality & Cost Based Selection (QCBS)...................................................................................................50

3.3.2 Quality Based Selection.............................................................................................................................51
3.3.3 Individual Consultants...............................................................................................................................52
3.3.4 Direct Selection..........................................................................................................................................54
3.4 ADVANTAGES OF APPROPRIATE SELECTION METHODS..................................................................54

CHAPTER-4 ...............................................................................................................................55
FINDINGS OF THE PROJECT................................................................................................55
4.1 CONCLUSION...........................................................................................................................56

4.2 RECOMMENDATIONS..................................................................................................................58

CHAPTER-5 ...............................................................................................................................59
LEARNING AS INTERNEE......................................................................................................59
..................................................................................................................................................60

5.1 LEARNING AS INTERNEE...........................................................................................................60

HIRING OF INDIVIDUAL CONSULTANTS...............................................................................................60

CHAPTER-6 ...............................................................................................................................67
IMPACT ON THE CAREER.....................................................................................................67
6.1 IMPACT ON THE CAREER............................................................................................................68

CHAPTER-7 ...............................................................................................................................72

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REFERENCES............................................................................................................................72
..................................................................................................................................................73

7.1 REFERENCES...........................................................................................................................73

CHAPTER-8 ...............................................................................................................................74
ABBREVIATIONS......................................................................................................................74
8.1 ABBREVIATIONS......................................................................................................................75

CHAPTER-9 ...............................................................................................................................77
ANNEXURES..............................................................................................................................77
ANNEX-A.................................................................................................................................78

ANNEX-B.................................................................................................................................79

ANNEX-C.................................................................................................................................80

ANNEX-E..................................................................................................................................82

ANNEX-F..................................................................................................................................83

ANNEX-G.................................................................................................................................84

ANNEX-H.................................................................................................................................85

ANNEX-I..................................................................................................................................89

ANNEX-K.................................................................................................................................91

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 Executive Summary

The internship report is executed on Punjab Resource Management Program (PRMP), Planning

& Development Department, Government of Punjab. I joined Punjab Resource Management

Program (PRMP) from 15th September 2009. Firstly I started on 3 months probationary period.

During this period I learnt so many things and this job gave me a greater practical knowledge

about the operations of a Public Sector Organization. In the following pages I have narrated my

experience, observations & all the working activities, which I observed during my job at Punjab

Resource Management Program (PRMP).

This report is made in different parts. In the first part of the report Brief Overview, Objectives,

Guiding Principles, Structure, Implementation, Management Profile, Organogram of the PRMP

are discussed. Afterwards in the report I discuss about Reforms and Procurement Wing of the

PRMP. In the third part of the report I covered my activities at PRMP Learning Aspects. Last

part of the report contains Recommendations and then concluded the report.

Experience of working at Punjab Resource Management Program (PRMP), was great experience

of Public Sector. It gave me a opportunity to learn more applied things and it provided me the

opportunity to apply my knowledge that I got in the university. This experience will be very

helpful for me in my future career.

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 Chapter-1
Punjab Resource Management Program

-------------------------------------------------6---------------------------------------------------
Punjab Resource Management Program (PRMP)

Punjab is truly blessed with a great untapped potential. Its land, water, weather and people if

harnessed properly can yield large gains and lift the country out of its poverty; its human

resources can lay the foundation of high value addition not only in agriculture but also in

industry and services.

1.2 Overview

The Punjab Resource Management Program (PRMP) has been initiated by the Government

of Punjab (GoPb) with the assistance of the Asian Development Bank (ADB) as a

comprehensive reform package with an aim to strengthen provincial finances, institutional

development and incentive mechanisms for public service delivery with particular emphasis on

pro-poor sectors and the creation of an enabling environment for private sector development to

make it an engine of growth for the economy.

The overarching objective of the program is to assist the Punjab Government in reducing poverty

through good governance including improved public sector resource management. Despite many

initiatives aimed at developing Pakistan’s economic and social sectors, the country’s level of

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development remains below its potential and social indicators are lagging. Incidence of poverty

today is higher than a decade ago. Punjab mirrors these national trends and is further constrained

by the fact that fiscal space available to the Government of the Punjab is limited.

Furthermore, traditionally expenditures are allocated in a way that does not adequately reflect

medium term policy priorities. Allocations are inadequate to cover the growing needs for

operation and maintenance of public services. As a result, quality of public service is generally

perceived to have deteriorated and unable to meet the needs of a growing population and

increasing environmental pressures. Research has identified a crisis of governance as a central

element in the sub-par service delivery and development spending at all levels. There is ample

evidence that improvement in public sector governance and resource management yields

considerable development gains. The investment through the PRMP will further strengthen the

reform process and help in poverty reduction.

-------------------------------------------------8---------------------------------------------------
1.3 Objectives

The PRMP works towards the achievement of the following objectives:

 Strengthening of provincial revenues;

 Rationalization of provincial expenditure;

 Improvement of effectiveness, predictability and accountability in financial management;

 Improvement in strategic programming of investments for poverty reduction;

 Restructuring, and strengthening of government, administration and human resource

management;

 Undertaking regulatory reforms for private sector development and public-private

partnership;

 Reducing direct public sector involvement in economic and/ or commercial operations;

and

 Undertaking capacity enhancement of relevant government departments, district

governments as well as public sector organizations.

The overall result of the achievement of the above objectives will be the raising of living

standards and reduction in the severity and incidence of poverty.

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1.4 Guiding Principles

Formulation and design of the PRMP Program is anchored in the following principles:

 Strong leadership and participation: The program enjoys full support at the political

level, including the Chief Minister of Punjab. Program formulation was ‘home-grown’

with broad stakeholder participation from the private sector and non-government

organizations (NGOs). The first Punjab Development Forum was held prior to program

finalization to allow wide consultation on its content.

 Output focused medium term approach with flexibility for adjustment of targets:

The program takes a medium term view beyond the short-term horizon of traditional

program loans, and by adopting the cluster modality allows for adjustment of design

parameters based on actual progress and effectiveness.

 Emphasis on strong implementation support and monitoring mechanism: A program

monitoring unit (PMU) was established and staffed early during program formulation,

and involved in the design of a comprehensive monitoring framework.

 A holistic approach and coordination and complimentarily with other governance

activities anchored in the PRSP

 ADB program financing allocated for financing of measures that create fiscal space

within a defined medium-term budget framework rather than financing incremental

sector spending that may not be sustainable.

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1.5 Structure

The structure of the program cluster and the key result areas in each component are as follows:

 COMPONENT-1: Reforming Provincial Financing through Fiscal Structuring and

Financial Management by:

 Strengthening provincial revenues;

 Rationalizing provincial expenditure;

 Improving effectiveness, predictability and accountability in financial

management.

 COMPONENT-2: Reforming Processes and Institutions for Pro-Poor Service

Delivery through:

 Improving strategic programming of investments for poverty reduction;

 Restructuring and strengthening government, administration and human resource

management.

 COMPONENT-3: Creating Opportunities for Growth and Income Generation

through Private Sector Development by:

 Undertaking regulatory reforms for private sector development and public-private

partnership; Reducing direct public sector involvement in economic and/ or

commercial operations.

-------------------------------------------------11---------------------------------------------------
1.6 Implementation

The executing agency (EA) for PRMP is the Punjab Planning and Development Department

(P&D). The implementing agencies (IAs), to be supported by the scheme, will include P&D,

Finance Department, Excise & Taxation Department, Board of Revenue, Services and General

Administration Department and the other departments of the Punjab Government as indicated in

the policy matrix. As agreed in the MOU, the EA has established a Program Management Unit

(PMU) prior to loan negotiations, funded by the Punjab Government. In addition to the PMU,

each IA will set up a core team which will coordinate with the PMU in its mandated areas. The

core team will be responsible for preparing progress reports as required, for their onward

submission to the PMU. The core team notified by each department will also be responsible for

preparing terms of reference. The core team would interact with the consultants hired by the

PMU and would certify the progress of the consultants to the PMU for the purpose of contract

payments. Consultants would be hired through the Consultant Selection Committee of the

Government.

-------------------------------------------------12---------------------------------------------------
1.7 Management Profile

Muhammad Mujtaba Piracha Ms. Mehnaz Bhaur Mr. Omar Mukhtar Khan
Program Director Additional Program Director Deputy Program Director

Raja M. Ali Saleem Ms. Sadia Tariq Ms. Nadeema Geelani

Deputy Program Director Deputy Program Director Assistant Director

Mr. Fawad Akram Mr. Muhammad Awais Mr. Khalid Bashir

Assistant Director Assistant Director Assistant Director

-------------------------------------------------13---------------------------------------------------
Syed Naeem Geelani Rana Muhammad Tariq Mr. Nauman Ellahi
Assistant Director Assistant Accounts Officer Network Administrator

Mr. Yaser Nazir Ch Mr. Ahmad Hassaan Badar Mr. Abdul Ghaffar
Office Secretary Office Secretary Office Secretary

-------------------------------------------------14---------------------------------------------------
1.8 Organization’s Organogram

-------------------------------------------------15---------------------------------------------------
 Chapter-2
PRMP REFORMS

-------------------------------------------------16---------------------------------------------------
2.1 Civil Service Reforms

2.1.1 Overview

The Government of Punjab embarked on a comprehensive program to reform province’s public

sector in 2003 with a view to reducing the incidence of poverty and improving the social and

economic conditions of the people of the Punjab. The Civil Service of Punjab is a key to

successful implementation of all the reforms. It plays a pivotal role as an agency for formulation

of policies and service delivery. Since the inception of the Punjab Resource Management

Program (PRMP) reforms in various provincial departments in Punjab have been introduced for

the provision of better civil service delivery.

2.1.2 Objectives

 Create a competent and accountable public sector;

 Enhance the productivity of the departments;

 Ensure better service delivery;

 Develop efficient and people-friendly work environment;

 Functional review and process re-engineering of departments;

-------------------------------------------------17---------------------------------------------------
2.1.3 Core Areas

 Overarching civil service policies and planning;

 An effective mechanism for reforms within the departments;

 Efficient civil service;

 Pro-Poor service delivery;

 Focused interventions in some of the key departments;

 Better recruitment policies and training of civil servants;

2.1.4 Activities

 Complete Benchmarking of Excise & Taxation (E&T) and Livestock & Dairy

Development (L&DD) Departments;

 Hiring of International Firm for MTBF, Functional Review and Business Process Re-

engineering of pilot departments (E&T, L&DD, I&P, Higher Education and Health) of

Government of the Punjab;

 Implementation of Training Strategy for the employees of Government of the Punjab;

 Updation of IT Wing of Punjab Public Service Commission (PPSC);

-------------------------------------------------18---------------------------------------------------
2.1.5 Achievements

 An upgraded Civil Service Change Management Wing established and empowered to

coordinate civil service reforms;

 40 positions identified and notified as Change Management Agents in core departments

and districts;

 HR policies initiated by a new Working Group;

 Working group for reviewing the Rules of Business established;

 Capacity building framework for civil service training developed;

 Overarching CSR Policy Statement has been developed;

 Contract Employment Policy (2004) has been reviewed;

 Excise & Taxation (E&T) and Livestock & Dairy Development (L&DD) Departments

are selected for initially Piloting of Functional Review and Business Process Re-

engineering;

 Benchmarking of Excise & Taxation (E&T) and Livestock & Dairy Development

(L&DD) Departments has been started;

 Review of Punjab Public Service Commission (PPSC) has been conducted through

international consultants;

 Two international and one domestic consultant worked on this assignment for two

major areas of PPSC i.e. Human Resource Management (HRM) and Information

Technology (IT);

 MPDD has developed the Training Strategy for Punjab Government;

-------------------------------------------------19---------------------------------------------------
2.1.6 Key Actions

 Punjab Public Service Commission (PPSC) has changed the process of reviewing the

applications as a result of a study done by PRMP;

 A Comprehensive CSR Policy has been formulated;

 An overarching Training Strategy for Punjab has been developed;

2.1.7 Way Forward

 L&DD and E&T departments to go through complete updation with the help of an

international firm hired by PRMP;

 Complete benchmarking of L&DD and E&T departments;

 Training Strategy to be adopted by all departments of Government of the Punjab

-------------------------------------------------20---------------------------------------------------
2.2 Public Financial Management

2.2.1 Overview

In order to enable improved budget execution, it is imperative to forecast trends and identify

commitments to enhance the application of cash and investments. Government of the Punjab

(GoPb) is set to introduce meaningful reforms in public sector financial management. Towards

this end, Punjab Government Efficiency Improvement Program (PGEIP) was launched under

Punjab Resource Management Program (PRMP) with the assistance of Asian Development Bank

(ADB). Public Financial Management (PFM) includes Medium Term Budgetary Framework

(MTBF), Tax Policy and Administration Reforms and better Contingent Liability Management.

2.2.2 Objectives

The principal objectives of the PFM reforms are:

 To improve expenditure management to strengthen fiscal discipline,

 To improve tax policy and administration/ structure to increase provincial own source

revenue, and

 To improve financing, investment, and sustainability of pension and GP Fund liabilities.

-------------------------------------------------21---------------------------------------------------
2.2.3 Core Areas

2.2.3.1 Core Policy Area 1 (CPA-1) - Public Financial Management (PFM)

Under CPA 1, both expenditure and revenue sides have been focused as under:

a. Integration of top down strategic resource allocation and bottom up output based

budgeting (MTBF), and

b. Broadening of tax base and improving tax administration.

-------------------------------------------------22---------------------------------------------------
MTBF is built on two main components:

1. “Top down”, implies strengthening of the overall management of resources and the

alignment of the allocation of budgetary resources on the basis of government policies

and priorities; and

2. “Bottom up” which aims to strengthen the budgetary management process within the line

ministries.

2.2.3.2 Core Policy Area 2 (CPA -2) - Contingent Liability Management

A separate Punjab Pension Fund (PPF) was established through Act of Provincial Assembly in

2007. Government of the Punjab (GoPb) has capitalized the fund with Rs. 12 billion so far.

Besides, a General Provident Investment Fund Act was also enacted in September 2009 which is

being managed by the existing governance structure of PPF. The body of management of this

fund is working for:

a. Gradually funding the pension and General Provident Fund (GP Fund) liabilities and

putting in place fund management mechanisms, and

b. Improving pension and GP Fund record-keeping and administration procedures.

2.2.4 Activities

 Government of the Punjab introduced MTBF in FY09 in two departments namely Health

Department, and Irrigation & Power Department during Sub-Program 2 (SP-2). A wider

-------------------------------------------------23---------------------------------------------------
 roll out of MTBF (2010-13) is now being carried out to three more departments including

Excise & Taxation (E&T), Livestock & Dairy Development (L&DD) and Higher

Education (HE) Departments under Sub-Program 3 (SP-3).

 As new procedures require staff to be well equipped with new tools, need for more

training was felt by PRMP. Hence, a second round of three days training program was

jointly organized by PRMP and FC College which was held from 22nd to 24th February,

2010 in FC College.

 Provision of capacity building programs was not only restricted to MTBF departments

but was extended to the Excise and Taxation (E&T) Department and Board of Revenue

(BoR) as well. As taxation policy and administration reforms were undergoing changes,

staff of the E&T Department needed to be informed of the procedures. Therefore, Punjab

Government along with PRMP organized Focal Group Discussions and workshops for

around 200 AETOs and Tax Inspectors which were joined by Mr. Patrick K. Doherty, the

International Tax Expert, along with his counterpart local consultants. Different rounds of

focal group discussions and workshops were held from 11th February to 7th December,

2009 in the Committee rooms of PRMP and Board of Revenue and also in various

districts of Punjab.

-------------------------------------------------24---------------------------------------------------
2.2.5 Key Achievements

 A successful implementation of three years (2009-12) MTBF mode of budgeting as pilot

program in Health and Irrigation and Power Departments under Sub-Program 2 (SP-2) of

PGEIP has been achieved.

 As MTBF is an output orientated approach of budgeting, it called for integration of

development and current budgets. This compelled Finance Department to conduct a study

on the integration of the two budgets. Hence, the study has been completed and an action

plan has been prepared and is in the implementation phase.

 In order to allocate budget to a particular sector of an economy, adequate tax collection

and administration is necessary. As Punjab Government realized the tax potential of the

province, it decided to carry out improvements in Taxation Policy and Administration

Reforms. Hence, improvements of the three taxes under Excise and Taxation Department

have gone through reformation; a) Property tax survey has been completed and annual

rental valuation tables have been updated, b) Urban Immoveable Property Tax

exemptions have been rationalized, and c) Collection of Motor Vehicle Tax has been

implemented.

 Apart from the above, Punjab Government also reviewed the proposal of allocating a

chunk of budget for the Health Department. It has hereby approved the funding for

Health Department of approximately Rs. 400 billion.

 Apart from tax collection, a need arose for Punjab Government to set up a separate PPF

to pre-finance part of pension liability. It realized that it should have a sufficient pool for

-------------------------------------------------25---------------------------------------------------
 safeguarding the rights of retired employees. This year, Government of the Punjab

successfully received injection of Rs. 12 billion in its Pension Fund. Moreover, it has also

been able to approve the revised PPF and GPIF Acts.

2.2.6 Success Story

The MTBF mode of budgeting has been successfully demonstrated in the case of Mayo Hospital,

Lahore. Finance Department of Punjab Government has consistently allocated budgets to

different departments as per Annual Mode of Budgeting. If the allocated budget of Health

Department for one of the hospitals, namely Mayo Hospital is considered, it can be seen that the

annual percentage increase in budget has only been a meager 4.66%. However, this was not the

case under MTBF mode of budgeting. As MTBF was introduced in FY09, the draft forecast

reveals a different picture.

One of the aims of MTBF is to establish a link between outcomes, outputs and costs. Under this

mode of budgeting, Finance Department analyzed outputs of Mayo Hospital and it was realized

that the hospital’s budget is not proportional to its output. Hence, the hospital was allocated a

realistic budget of Rs.1591.06 million which is an incredible hike of 47.44%. Hence, under

MTBF mode of budgeting, a sector is able to obtain an amount that is relevant to its productivity.

-------------------------------------------------26---------------------------------------------------
 Approved Approved Draft Forecast %

2007-08 2008-09 2009-10 Increase

Pre-MTBF
1,031.05 1,079.05 4.66
Budget
Post MTBF 1,079.05 1,591.06 47.44

2.2.7 Way Forward

The Government of Punjab is committed to introducing MTBF mode of budgeting in all

departments of Punjab.

 Efforts will be undertaken to implement recommendations contained in the tax policy

reforms by directly engaging the stakeholders particularly the E&T Department.

 Government of Punjab intends to update the initial actuarial assessment and to illustrate

financing options for revising the funding strategy. It also aims to set up an autonomous

structure of PPF/ GPIF.

-------------------------------------------------27---------------------------------------------------
2.3 Private Sector Development

2.3.1 Overview

Punjab remains the economic heartland of Pakistan, accounting for about 60 percent of the

country's GDP. Expanded service coverage and improved service quality in various sectors of

the economy including power and water supply, solid waste management and sewerage

treatment, transport and logistics, and health and education are vital for boosting Punjab’s

economy. The Government of Punjab has highlighted the importance of enhancing infrastructure

services for sustaining economic and social development in its Medium Term Development

Framework. Since Punjab cannot meet all such investment requirements from the public funds,

the involvement of the private sector is considered instrumental in acting as engine for economic

growth.

The Government of Punjab is striving to create an enabling environment to unleash the potential

of the private sector and help the province achieve its goals of 7–7.5 percent GPP growth with

the creation of 1 million new jobs per year. Job and income creation are key contributing factors

to poverty reduction. Furthermore, gearing up of profitable commercial ventures and private

sector activities increase tax revenues, developing productive sectors of the economy, ensuring

pro-poor development.

-------------------------------------------------28---------------------------------------------------
2.3.2 Objectives

 Create enabling environment for private sector to participate in the Public Service

Delivery

 Mobilization of financial and other resources of private sector and sparing public funds

for public service delivery projects.

 Get benefit of the technology and other competencies of the private sector.

2.3.3 Core Areas

 Public Private Partnership

 Public Sector Organizations Reforms

 Accelerating Economic Growth and Public Service Delivery

2.3.4 Activities

Under the Private Sector Development component various initiatives have been undertaken

followed by the various reports and guidelines. Brief of the reports is as under:

 Draft Public Private Partnership Law

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 Public Private Partnership Policy: PPP Policy for Punjab has been developed and

approved by provincial cabinet. Policy describes the main activities, institutional

framework and institutional arrangements, roles & responsibilities of public and private

sector etc.

 Project Development Facility Guidelines: A separate fund has been established for the

preparation of feasibility reports for the projects to be taken under PPP mode.

 Public Private Partnership Cell: A dedicated cell has been established in Planning &

Development Department in order to look after the PPP activities in the province. Cell

will coordinate with line departments, Risk Management Unit and Steering Committee

for the execution of ppp projects.

 Risk Management Unit: Risk management unit (RMU) is being established in Finance

department who will evaluate the financial risks involved in ppp projects.

 Project Inception guidelines: The guidelines describe that how the government agency

will identify, screen and conceptualize the project.

 Project Preparation Guidelines: How the Government Agency will manage preparation

of the PPP project by the consultants. The preparation will consist of a feasibility study,

including an initial environmental examination, environmental impact assessment (if

required), risk assessment, assessment of the need for government support, stakeholder

consultations, determination of the PPP modality and drafting of tender documents

including the PPP agreement.

-------------------------------------------------30---------------------------------------------------
  Transaction Execution Guidelines: Transaction advisory services whereby consultants

will help the government agency in transaction execution and implementation

arrangements for the ppp project.

 Workshops: Several Workshops have been held on PPP Policy, PPP Law, PSO Reforms

attended by the stakeholders.

2.3.5 Achievements

 A comprehensive PPP framework for Punjab has been developed which describes in

detail the roles and responsibilities at various levels of a project's lifecycle.

 A dedicated PPP Cell established in P&DD which will exclusively look into the

development and promotion of a robust PPP climate in Punjab.

 Various pilot PPP projects have been identified including roads, power, and water and

sanitation sectors.

2.3.6 Reports

 Draft Public Private Law for Infrastructure

 Public Private Partnership Policy

 Guidelines for the Project Development Facility

-------------------------------------------------31---------------------------------------------------
  Project Inception Guidelines

 Project Preparation Guidelines

 Transaction Execution Guidelines

 Private Sector Development Strategy

 Accelerating Economic Growth and Public Service Delivery

2.3.7 Way Forward

 Enabling Environment for Private Sector

 Implementation of PSD reforms

 Political ownership

 Departmental initiatives

 Capacity Building

-------------------------------------------------32---------------------------------------------------
2.4 Result Based Management

2.4.1 Overview

The Government of Punjab (the Government) has set income growth and improved social

services as its twin development objectives. Punjab’s Vision 2020 (2004) projects Punjab as a

reasonably well-off, educated, and healthy society by 2020, and envisages the doubling of per

capita income to $2000 in the same period. The Government wants to adopt modern public

resource management techniques to achieve this vision and is in the process of introducing a

results based management (RBM) framework linking development objectives, outcomes,

outputs, systems, and resources to guide reforms and monitor the progress of the province in

realizing its vision.

2.4.2 What is Results Based Management?

RBM is a public sector management philosophy and approach that focuses on achievement of

goals and objectives through strategic planning; systematic implementation; effective resource

usage; performance monitoring, measurement and reporting, and evaluation to improve result

delivery (Thomas, 2008). It has been successfully implemented by many countries, most notably

Malaysia and Canada. More and more developing countries have also incorporated a result focus

into their public resource management systems.

-------------------------------------------------33---------------------------------------------------
2.4.3 What will the RBM approach achieve in Punjab?

 RBM in Punjab aims to serve as an important tool to help the legislators, executives,

people of Punjab, and development agencies in monitoring and evaluating how well the

Government is performing, and how outcomes are being achieved.

 Over time, the RBM will support a development agenda that shifts emphasis from inputs

and activities to greater accountability for results.

 Increased efforts at improving the RBM can lead to improved public service delivery and

improved value for money in the public sector.

Successful introduction and implementation of Punjab's RBM depends on political will and

institutional capacity. As such RBM, is a political process with technical dimensions – not the

reverse. Therefore, RBM requires a change of the institutional cultural mindset on how the

public sector works, which further requires long term efforts over the next few years or even

decades.

2.4.4 Strategic Objectives

 Improve public sector institutions - Government does better

 Unleash the ingenuity and entrepreneurship of people - Government does less

 Improve social services – Promote human development

 Improve infrastructure provision – lay foundation for growth and development

-------------------------------------------------34---------------------------------------------------
Analytical Framework of RBM

RBM support greater efficiencies and effectiveness in the public sector. The cornerstone of the

RBM is its strong focus on performance and linkages between performance and policymaking

and resource allocation. Though there is overwhelming emphasis on outputs and outcomes, RBM

also stresses the importance of resources and systems. It requires integration between result-

based budgeting systems and personnel performance systems, between the operating and

development budgets, and between expenditure and policies. The key dimensions of RBM are

discussed below to provide context for Punjab and support learning from international

experiences.

 Strategic alignment: RBM generally requires a government to clearly articulate its long

term vision, develop medium term strategic frameworks, and annual budgets. These long

term visions, medium frameworks, and short term plans complement each other.

 Management principles: The RBM is based on two key management principles. First,

Let Managers Manage. This is based on the consideration that managers are nearest to

where outputs are produced and should be given flexibility/authority to manage for

results. The second is that Authority Must Match Accountability to ensure that the

increased authority and flexibility is geared towards delivering the desired results.

 Integrating finance, human resources, and systems: The key components of RBM are

the Results Based Budgeting System and the Results Based Personnel Performance

System. Complementary components include the Results Based Management

Information System, the Results Based Monitoring and Evaluation Framework, and the

-------------------------------------------------35---------------------------------------------------
 management information system. RBM provide the necessary framework for planning,

implementing, monitoring and reporting on organizational performance, and linking

organizational performance to personnel performance.

 Department heads as the key stakeholders: The RBM requires top management to be

actively involved in strategic performance planning, and active consultation and

consensus building with the lower accountability levels. This is in line with the top-down

and bottom-up approach to planning in the RBM system. This strategic planning process

focuses on clients and beneficiates and their needs.

2.4.6 Key Impact Indicators (by 2020) for Punjab

 Average PGDP of 7% or more per annum

 Increasing annual job creation from 1.6 million to 3.0 million

 More than doubling of average per capita income

 Halve overall poverty incidence

2.4.7 Development Indicators

Level 1: Development Impact by 2020

The development impact indicators of Punjab set out the long term targets in economic

growth, employment generation, and poverty reduction. The Government wants to

-------------------------------------------------36---------------------------------------------------
 achieve average provincial gross domestic product growth of 7% every year to enable it

to double per capita income in a decade or so. It aims to produce at least million of new

jobs each year. The current 20% poverty incidence is expected to be halved to 10% by

the end of this period.

 Level 2: Sector Outcomes and Resources by 2015

The Government of Punjab have identified 8 key sectors for focused development

results. These include education, health, WSS, transport, irrigation and power, livestock

and dairy, taxation, revenue generation, and private sector development. The outcome

indicators identified focuses on benefits to beneficiaries.

 Level 3: Efficient, Accountable, and Enabling Systems and Processes

The development results will not be attainable without the support of efficient,

accountable, and enabling systems and processes. Reforms and capacity building in the

areas of public financial management, human resource management, information

management, and monitoring and evaluation are prerequisites for a successful RBM.

2.4.8 Way Forward for Implementation

 With increasing resource constraints, governments need to be more efficient and effective

to ensure results deliver the best ‘value for money’ of public resources. The public is also

-------------------------------------------------37---------------------------------------------------
 demanding better quality and more responsive services. Political leaders in Punjab are

sensitive to people's needs and are service orientated.

 The RBM provides the legislators and executives with a comprehensive system to

manage development results. The RBM proposed for Punjab focuses on achieving

development goals through clearly identified development targets.

 While it stresses the importance in identifying and tracking development indicators, it

pays special attention to improving the efficiency of resource management. In this regard,

putting in place sound public financial management, human resource management, and

efficient business processes supported by information technology, and monitoring and

evaluation systems are critical. There are also great needs for optimizing the function of

government and enabling greater private sector participation in economic activities and

delivering infrastructure and social services.

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2.5 Capacity Development

Blessed with the full support of the highest level of Government of Punjab, PRMP aims to

develop a critical mass of highly qualified provincial officers both on the administrative and the

technical side. Such a critical mass shall definitely lead to improvement in governance, pro-poor

policy and service delivery for the people of Punjab.

2.5.1 Overview

Recognizing human capital as a key factor in achieving effective public service delivery and

national competence, it is imperative to re-energize and upgrade the skills and knowledge base of

public servants through encouraging exposure to learning opportunities for higher education and

skill enhancement. Therefore, in the context of reforms under the PRMP, efforts need to be

geared towards the delivery of a focused, flexible and widely applicable training and capacity

development policy framework, to guide capacity building and training activities of the

employees of the public sector in Punjab.

2.5.2 Objectives

 Build capacities of the civil servants to be able to perform better

 Achieve objectives of the reforms undertaken in Government of the Punjab

-------------------------------------------------39---------------------------------------------------
 Expose civil servants to best international practices in management and organizational

development

 Harness the best local and international resources for training of the provincial officers.

The overall result of the achievement of the above objectives will be the raising of living

standards and reduction in the severity and incidence of poverty.

2.5.3 Activities

 Contract with Civil Service College (Csc), Singapore

 Agreement with Lee Kuan Yew School of Public Policy (Lkyspp), National University

Of Singapore

 Partnership with Asian Institute of Technology Bangkok, Thailand

 Local Post Graduate Diplomas at Punjab University, Lahore

 One Year Master In Public Policy (Evening Classes) At Forman’s Christian College

University (Fccu), Lahore

 Distance Learning Program

 Ph.D Scholarship Program

 Training Courses

i) Asian Institute of Technology - Short Courses Program

ii) Contract Administration, Arbitration and Alternative Dispute Resolution (ADR)

iii) Hospital Management

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 iv) Irrigation System Management

v) Construction Management

vi) Monitoring & Evaluation of Infrastructure Development Project

vii) Zoo Management

viii) Advance Competencies for Trainers

2.5.4 Key Achievements

 More than 300 officers were trained locally through Civil Service College International,

Singapore 43 provincial civil servants completed one year master degree courses from

best international universities. 14 are currently pursuing their master degree courses.

 211 officers received training in short training courses from Asian Institute of

technology, Thailand

 6 officers are pursuing one year master degree course in Forman’s Christian University

College, Lahore

 Officers are pursuing post graduate diploma in Human Resource Management from

University of the Punjab

 1 officer is doing master in Human Resource Management from University of the Punjab

 10 officers completed on-line distance learning courses

-------------------------------------------------41---------------------------------------------------
2.5.5 Documentation

 Final Report of Civil Service College, Singapore about Capacity Building & Training

Initiative (CBTI) with Government of the Punjab

 Training Need Assessment (TNA) Report of Government of the Punjab

 Evaluation and De-briefing session Report on Punjab Capacity Building Program-I

 Evaluation and De-briefing session Report on Punjab Capacity Building Program-II

 Evaluation Reports prepared by PRMP on Training Courses conducted at Asian Institute

of Technology, Thailand

 Evaluation Reports prepared by AIT on Training Course at Asian Institute of

Technology, Thailand

2.5.6 Way Forward

 PRMP looks forward to enhancing capacities by focusing on various issues with regards

to human resource management, priorities to be made in the light of various issues and a

short medium-term action plan for the capacity building initiative.

 PRMP is presently facing a resource crunch to fund various capacity building initiatives.

After the drying up of World Bank funding for Master degree programs, though Punjab

Government has agreed to provide for a limited number of scholarships but PRMP finds

the funding of Punjab Capacity Building Program to be resource constrained in the longer

-------------------------------------------------42---------------------------------------------------
 run. Similarly, ADB is funding the short duration foreign courses for the officer of the

Government of Punjab.

 The issue of post training placement of officers after their training is a matter of serious

concern for PRMP. It is widely accepted principle that the maximum benefit of training is

in the first few years and it wanes with time if not utilized soon after the training.

However presently there is no firm placement policy for the officers returning from the

training and though some may get a posting appropriate with new skills acquired, others

are simple posted randomly.

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 Chapter-3
PROCUREMENT WING

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3.1 Procurement of Consultant’s Services

3.1.1 What Are Consulting Services?

 The Asian Development Bank (ADB) defines consultants as individuals or entities able to

provide special expertise in one or more technical fields. These services may be of an

advisory, supervisory, or implementation nature and are provided by skilled experts with

specialized knowledge and experience.

 The services rendered by consultants are normally for a finite period of time and a well-

defined scope of work described by clear terms of reference (TOR) and is generally of an

intellectual nature.

 Such services are provided from a range of sources. Traditionally, consulting services

have been offered by such entities as engineering firms, financial advisors, accountancy

firms, law firms, and management consultants. In recent years, the field has expanded to

include firms with almost all kinds of expertise and orientation, from information

technology through agricultural services to environmental technology.

3.1.2 Why Are they Needed?

The main need for consulting services occurs when an organization or government does not have
the required expertise of its own. This may occur for various reasons:

-------------------------------------------------45---------------------------------------------------
  The expertise may be needed only for a limited and clearly defined period.

 It may be highly specialized and not readily available within a particular organization or

entity.

 It may be expensive and thus feasible only when outside resources are available to pay

for it.

 It may not be available in a particular country.

 It may be required to support and develop the capacity of an agency and its personnel to

ensure that a project is implemented to high standards and that the results of the project

investment are sustainable.

3.1.3 Types of Consultants

1) Consulting Firms

• The main source of consultants and the primary recipient of consulting services

funding are consulting firms of diverse specializations that provide teams of

consultants to either the borrowers of ADB funds or ADB itself. These firms

provide project preparation services, project implementation supervision services,

training, advisory services, and policy guidance.

2) Individual Consultants

-------------------------------------------------46---------------------------------------------------
 • Individual consultants are recruited for similar activities as consulting firms when

a full team is not considered necessary.

• They may be independent experts not permanently associated with any particular

firm, or they may be employees of a firm recruited on an individual basis.

3) Staff Consultants

• Staff consultants are also normally individual consultants but are funded directly

from ADB’s administrative budget. (In rare cases, teams of consultants from a

firm may be engaged as staff consultants for in-house studies such as

improvement of the information technology system or a personnel policy review.)

At present an individual may be recruited for only 12 months out of any 24-month

period without special dispensation.

4) International and National Agencies and Institutions

• International and national agencies or institutions (including universities) may

also from time to time be recruited to provide consulting services or “consulting-

like” services. These services may be provided by individuals (as discussed

above) or by teams.

5) Nongovernment Organizations

• NGOs are increasingly becoming involved in the provision of consulting services

for bilateral donors, multilateral agencies, and other development agencies. They

are normally involved in the project implementation phase of the project cycle,

-------------------------------------------------47---------------------------------------------------
 where their strengths involving field-level experience and grassroots connections

with beneficiaries and stakeholders can be best utilized.

-------------------------------------------------48---------------------------------------------------
 6) Resource Persons

• Resource persons are persons of particularly high caliber or specific levels of

experience, often distinguished in their field, who are hired to provide input and

guidance during conferences, seminars, workshops, or policy sessions. They are

generally recruited using TA grant funds or the ADB administrative budget, and

the recruiting entity is usually ADB.

7) Other Types of Consultants

• Another class of consultants comprises agents or professionals recruited to

provide standard professional services to the borrowers’ EAs during project

implementation. Whereas many consultants provide a service that requires

initiative, innovation, and imagination, this group performs routine activities that

are nonetheless important and of a professional caliber.

3.2 ADB Policies on Use of Consultants

ADB’s policies on the use of consultants are spelled out in the Guidelines and Project

Administration Instructions (PAI). Six basic principles apply:

 Consulting services should be of high quality.

 Engagements should be economical and efficient.

 All qualified consultants should have the opportunity to compete for assignments.

 ADB aims to develop and use consultants from its DMCs.

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  The selection process should be transparent and should not involve a conflict of interest.

 Good governance and ethical behavior are especially important.

3.3 Consultant Selection Methods

QCBS QBS

Individual Direct
Consultant Selection

3.3.1 Quality & Cost Based Selection (QCBS)

 The Terms of Reference must be detailed and specific

 Scope of the consultant’s work is clearly defined and it is possible to outline all the

requirements affecting the cost of services

 TOR is not time critical

 180 days process using STP

-------------------------------------------------50---------------------------------------------------
  No Cost limits

 80% to technical evaluation

 20% to financial evaluation

 45 Days allowed for submission of Technical / Financial Proposal (STP)

 4 Submissions to ADB

 Best for less complex assignments (infrastructure projects)

 Comprehensive TORs

 EA responsible for M&E

 Rate of remuneration is non-negotiable

3.3.2 Quality Based Selection

 Assignment is complex and highly specialized and writing detailed terms of reference is

not possible

 The proposed proposal is a high impact project

 TOR can be carried out in substantially different ways and the technical proposal are not

directly comparable

 140 days process

 No Cost limits

 100% to technical strength (with a budget)

 45 Days allowed for submission of Technical Proposal (STP)

-------------------------------------------------51---------------------------------------------------
  submissions to ADB

 Used when assignments are complex & difficult to specify all aspects of the TOR

 Innovation desired - alternate methodologies are available

 Every item of cost is negotiable

3.3.3 Individual Consultants

 The engagement of an individual consultant will not incur additional administrative load

on the part of the proposing EA in excess of alternative modalities

 The TOR is well defined and complete in respect of Level of Effort, Duration and

Deliverables

 The TOR envisages significant role for EA in implementation particularly regarding

interaction with implementing partners

 TOR is time critical.

 The TOR costs less than or equal to $100,000 (Rs 6 million).

 36 days process

 Can be used for projects costing less than Rs. 6.0 Million / $ 100,000

 100% to technical evaluation

 submissions to ADB

 Clear & comprehensive TORs in terms of level of effort, duration & deliverables

 Logistic support by EA directly or through a project coordinator

-------------------------------------------------52---------------------------------------------------
-------------------------------------------------53---------------------------------------------------
3.3.4 Direct Selection

 The market lacks depth in the proposed Terms of Reference (TOR) requirements and one

service provider is clearly qualified to implement the TOR

 TOR is time critical.

 The TOR is well defined and complete in respect of Level of Effort, Duration and

Deliverables

 The TOR requires innovative activities.

 The TOR envisages a significant role for EA in implementation, particularly regarding

interaction with implementing partners

 The TOR costs less than or equal to $100,000 (Rs 6 million).

3.4 Advantages of Appropriate Selection Methods

 Avoids un-necessary delays

 Ensures efficient procurements

 Saves cost

 Helps timely achievement of objectives

 Resources can be managed effectively

-------------------------------------------------54---------------------------------------------------
 Chapter-4
FINDINGS OF THE PROJECT

-------------------------------------------------55---------------------------------------------------
4.1 Conclusion

The Punjab Resource Management Program (PRMP) has been initiated by the Government

of Punjab (GoPb) with the assistance of the Asian Development Bank (ADB) as a

comprehensive reform package with an aim to strengthen provincial finances, institutional

development and incentive mechanisms for public service delivery with particular emphasis on

pro-poor sectors and the creation of an enabling environment for private sector development to

make it an engine of growth for the economy.

The project is based on the activities of Procurement of Consultant’s Services. According to this

research it is observed that the Procurement Wing of Punjab Resource Management Program

(PRMP) is working very well under the Asian Development Bank (ADB).

Punjab Resource Management Program (PRMP), being executing agency / technical assistance

provided by Asian Development Bank (ADB), has to follow the guidelines of the bank and

further has to seek prior approval of any procurement under the loan. All this process time

consuming and further more in addition to the guidelines and approval of the ADB, it also

requires consensus of Chairman Planning and Development Board which makes the whole

process lengthy and cumbersome.

Procurement of services of consultant is very large in number which includes national as well as

international consultants and these consultants have to deliver in coordination with the concerned

departments. Some time departments added new features in the scope of work or due to certain

-------------------------------------------------56---------------------------------------------------
reasons at the departmental level, reports are not completed with in the give time frame, hence

enhancement of the contract is it self becomes cumbersome procedure.

Some of the contents of the Asian Development Bank (ADB) procurement guidelines do not

clearly indicate the matter and the advice / clarification of ADB becomes necessary which is also

a barrier in swift procurement process.

-------------------------------------------------57---------------------------------------------------
4.2 Recommendations

 Efficient and effective coordination & communication can remove the delayed in

procurements.

 Further more in order to make efficient procurement under the Asian Development Bank

(ADB) procurement guidelines, there is a need to hold couple of training sessions on

procurement for the executing agency to make the whole process understand and to

clarify any clauses of the ADB procurement guidelines. Some of the contents of the ADB

Procurement Guidelines do not clearly indicate the matter and the advice / clarification of

ADB becomes necessary.

 We can cut down the lengthy procurement process to minimize the hierarchy level during

decision making. All this process time consuming and further more in addition to the

guidelines and approval of the ADB, it also requires consensus of Chairman Planning and

Development Board which makes the whole process lengthy and cumbersome.

 We must assure before hiring an international consultant or signing of a contract that he

is available and provide the reports in time.

 We must have defined Terms of Reference before hiring any consultant at departmental

level. Some time Some time departments added new features in the scope of work or due

to certain reasons at the departmental level, reports are not completed with in the give

time frame, hence enhancement of the contract is it self becomes cumbersome procedure.

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 Chapter-5
LEARNING AS INTERNEE

-------------------------------------------------59---------------------------------------------------
 5.1 Learning as Internee

I joined Punjab Resource Management Program (PRMP) on September 15, 2009. I spent my

time in the Procurement Wing of the Project. Following are the duties and tasks

accomplishments that I have performed during my training period:

Hiring of Individual Consultants

o My first task is to involve in the process of procurement individual consultants

and assist my Assistant Director.

 Advertising

 Understand the evaluation criteria

 Evaluating the CV’s of consultant

 Short listing of consulting

 Submission to ADB

 Approval from ADB

 Signing of Contract

 Prepare Consultant File

 Engaged Consultant Status

o This is also my duty to update the status of engaged consultant’s status at the end
of every month.

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 Variation sheets of Consultant

o Is there any change regarding cost of the contract and time line, there is a need to

prepare the variation sheet of the consultant and approved from ADB. (Annex A)

 Comparison between Actual and expected TA Utilization

o This is also my duty to prepare an excel sheet based on expected TA utilization

monthly and compare with the actual utilization monthly for a year.

 Update TA Utilization Report

o There is a need to update the TA utilization report which is also forward to

Chairman P&D Board and ADB (Annex B)

 Monthly

 Quarterly

 Organizing Workshops

o If any training sessions or workshops are required by the department then I

participate in organizing and arranging workshop in the city or other districts of

the Punjab.

-------------------------------------------------61---------------------------------------------------
-------------------------------------------------62---------------------------------------------------
 Consultant Selection Committee (CSC)

o This is the committee which is based on some Departmental Head and PRMP’s

Project Director, Deputy Directors, Assistant Director. Before approval of the

ADB, this committee also approved the selection of any consultant. I attend these

meetings and arrange them.

 Working paper

 Attendance Sheet

 Taking Minutes

 Letters

o This is also my duty to issue any letter to the departments regarding any issue

with the help of Assistant Director (Procurement).

 Notes

o This is also my duty to issue any Note to the Chairman, Secretaries, and Chief

Secretaries regarding any issue with the help of Assistant Director (Procurement).

-------------------------------------------------63---------------------------------------------------
 Internal Auditing

o I also assist our internal auditor during the audit session.

 Payment Vouchers

 Approval

 Authorized signatures

 Hiring of an International Firm

o This is my biggest opportunity and experience to involve in the whole process of

hiring of an International Firm. It gives me lot of courage and exposure towards

my profession. I personally involved in every step and procedure.

 Procurement Process

o QCBS is a method of selecting consulting firms based on both the quality of their

technical proposal and the costs shown in their financial proposal. This section

briefly outlines the steps in the selection process and the submission requirements.

1. Advertisement

• Annex C

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 2. Submission 1 – Invitation Documents and shortlist

• The EA submits to ADB the following CSC approved documents

o Copy of the signed minutes of the CSC short listing

meeting

o Long list; (Annex D)

o Short listing criteria (Annex E)

o Narrative evaluation criteria (Annex F)

o Consulting services budget including details of provisional

sum and contingency

o Shortlist;

o The draft RFP with TOR, data sheet, summary evaluation

sheet, personnel evaluation sheet, and a draft contract; and

o Updated CRAM. (Annex G)

3. Submission 2 – Evaluation of technical Proposals

• The EA submits to ADB the following CSC approved documents

o Copy of the signed minutes of the CSC evaluation meeting;

o Narrative evaluation criteria

o Summary evaluation sheet

o Personnel evaluation sheets; (Annex H)

-------------------------------------------------65---------------------------------------------------
 o Narrative comments on evaluation highlighting the

strengths and weaknesses of each proposal; and

o Updated CRAM.

4. Submission 3 – Financial Evaluation and Ranking of proposals by EA

• The EA submits to ADB the following CSC approved documents:

o Copy of the signed minutes of the CSC evaluation and

ranking meeting

o Record of attendance at public opening

o Record of proposed total prices

o Completed financial evaluation sheets (Annex I)

o Overall ranking

o Updated CRAM; and

o A request seeking ADB’s approval for commencing

o Contract negotiations with the first ranked firm.

5. Submission 4 – Draft Negotiation

• The EA submits to ADB a copy of the draft negotiated contract

and updated CRAM

6. Submission 5 – Signed Contract

• The EA submits a copy of the signed contract and updated CRAM

to ADB for its record.

7. Mobilization

• The firm is mobilized now.

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 Chapter-6
IMPACT ON THE CAREER

-------------------------------------------------67---------------------------------------------------
6.1 Impact on the Career

 Learning something in itself is an accomplishment. The purpose of my internship was to

learn something and I can say that the purpose is accomplished to its fullest. I have

learned so many things about:

o How to perform a work

o How to be a good colleague

o How to avoid conflicts and disputes

o How to cooperate with others

o How to coordinate and arrange workshops, meetings, trainings

 Another accomplishment was that I met the deadlines. Whatever the assignment was

given to me it was ready right on time and even some times before the time. Meeting a

deadline is in itself was a big achievement as every single time I was appreciated for this.

 It was happened for the first time in the Punjab Resource Management Program (PRMP)

that an International Firm is going to be hired with a heavy budget. There was a lot of

pressure on every one. And even in the pressure I was able to perform well. Though I

have mentioned it in my weekly reports as well that I was being overburdened but took

this pressure positively and completed all the assignments the best possible way I could.

My accomplishment here was to learn how well under pressure.

-------------------------------------------------68---------------------------------------------------
 Hosting, arranging and coordinating seminars, workshops, meetings, and events.

PRMP arranges some workshops in collaboration with its departments and on its own.

The workshops are for different purposes like for an example “Computer Training” was

given to the employees so that they can use the latest software or some new methods and

techniques going to be implemented in the departments.

 How to write the minutes of the meeting. I got to learn that how the minutes are made.

It was taught to us some courses of the MBA but I got a clear understanding of how the

work is done practically. That was basically a theoretical learning and I saw how it

happens practically.

 Team spirit. No body in organization can work alone. For some of the tasks had to work

with Mr. Hassaan Badar and Mr. Abdul Ghafar and I was impressed by the extent to

which they used to help each other, their team spirit made me to do the same with them

and asking for assistance.

 Documentations and correspondence. I have learned how to draft letter, agreements,

working papers, and minutes of the meetings. I have learned how to coordinate,

collaborate, and communicate with different Government, Semi – Government, Non –

Government, and Donor organizations.

-------------------------------------------------69---------------------------------------------------
 Internship experience gave me the idea of what type of work environment will suit me

the most. And if the works environment will not be of my choice then how I will adjust in

the organization through adoption.

 In my career if I will have to deal with any of theses colleagues or managers I will be

able to do it and work well with them.

 I can say that I have built some professional skills now and a small network of contacts. It

will help me in my career in a way that after completing my internship it can help me

when I will begin to search good job.

 My mentors here at PRMP gave me a very good learning which was to adopt a broad

perspective of each and every thing. In my career I will never stick to one viewpoint

rather I will adopt a broader perspective and I will be able to listen every one’s viewpoint

with patience. In short I will be able to look all the things going on in the organization

with a eagle eye.

 By adopting a broader perspective to look at every thing I will also be able to avoid

conflicts in my future organization. Taking a step back to avoid a conflict at your work

takes you three steps toward success.

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 Diversity is unavoidable now a days when its comes to the organizations. I can

comfortably work with the people belonging to different religions, areas or nations in my

future organization.

 One thing I always remember and do is that I will maintain a proper record of each and

every thing and I will keep the things organized. This is because of the reason that I had

to face a lot of trouble in finding and locating the things.

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 Chapter-7
REFERENCES

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7.1 References

 Web Search

o www.punjab-prmp.gov.pk

 Office Staff

o Assistant Director (Procurement), Mr.Fawad Akram

o Assistant Director (PSD), Mr.Naeem Geelani

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 Chapter-8
ABBREVIATIONS

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8.1 Abbreviations

ADB Asian Development Bank

ADF Asian Development Fund

BTP Biodata technical proposal

COSO Central operations services office

CPA Core policy areas

CQS Consultant’s qualifications selection

CRAM Consultant recruitment activity monitoring

CSC Consultant selection committee

CV Curriculum vitae

DG District government

DMC Developing member country

EA Executing agency

EOI Expression of interest

ETP Evaluated total price

FBS Fixed budget selection

FD Finance department

FTP Full technical proposal

FY Fiscal year

HR Human resource

HRM Human resource management

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 ICS Individual consultant selection

IT Information technology

LCS Least cost selection

MPDD Management and professional development department

MTBF Medium term budget framework

MTDF Medium term development framework

MTEF Medium term expenditure framework

NGO Non government organization

P&DD Planning & development department

PPP Public private partnership

PPSC Punjab public service commission

PSD Private sector development

QBS Quality based selection

QCBS Quality and cost based selection

RFP Request for proposal

SPU Strategy policy unit

SSS Single source selection

STP Simplified technical proposal

TA Technical assistance

TOR Terms of reference

UN United Nations

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 Chapter-9
ANNEXURES

-------------------------------------------------77---------------------------------------------------
 ANNEX-A

National University of Modern Languages, Islamabad

Faculty of Management Sciences

Evaluation Performa

Name of the Employee __________________

This Internship started on _______________ and ended on __________________
Please give brief summary of internship
Evaluation of personnel / professional qualities of the intern observed during the
internship.
Select evaluation level for each area by marking “ X ” under that level that represents the
internee performance.

Excellent Good Average Poor Does not apply

Ability to adapt to variety of task
Decision making, judgment,
setting priorities
Persistence to complete tasks
Reliability and dependability
Enthusiasm for the experience
Attention to accuracy and detail
Willingness to ask for and
guidance
Ability to coop in stressful
situation
Ability to organize, classify, and
deliver information effectively
Ability to plan with and work
cooperatively with others
Professionalism; demonstrated
interest in issues, policies and
organization related to the field

Additional Comments:
Signature and Stamp of concerned officer and date of evaluation: ___________________

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 ANNEX-B

GOVERNMENT OF THE PUNJAB

PLANNING & DEVELOPMENT DEPARTMENT
PUNJAB RESOURCE MANAGEMENT PROGRAM
PROGRAM MANAGEMENT UNIT

TO WHOM IT MAY CONCERN

Mr. Irfan Ashraf S/o Ch. Muhammad Ashraf Athar is

working as Research Associates (procurement) since 15th

September, 2009 to date with the undersigned Punjab Resource

Management Program (PRMP). He has done excellent job in

achieving the targets set for Procurement Wing, Punjab Resource

management Program, Planning & Development Department,

Government of the Punjab. He is an industrious worker and knows

his work very well.

2. I appreciate his professional as well as personal skills and

his active participation in the assignments entrusted to him. I wish

him best of luck for his future assignments.

(FAWAD AKRAM)
Assistant Director (Proc.)

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 ANNEX-C

TA N o . R eques t N o. :
C o n tra ct N o . D a te :
R E Q U E S T F O R M F OR C O N T R AC T V AR IAT IO N
CO NT RACT CO S T ES T IM ATES
(E xp re s s e d inU S $ )
(C urrency)

Exis tin g C o n tr act De ta ils o f V a r iatio n s Re q u e s t Re vis e d C o n tr act

(Inc lus iv e of V aria tions ) (Inc lus iv e o f V ariation s )
Category A. S e rvice s in F ie ld/Hom eN o . o f A gre ed Total Equiv a lent No.of A greed /Propos e d Total Equiv alent Re f No. of A greed Total Equiv alent
Code (F o reign&L o cal) P ers o n-M o nthsMo nth Rate A mount (US$) P ers o n-M o nths Mon th Rate A mount (US$ ) No . P ers o n-M o nthsMonth Rate A mount (US$)
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15)

Tota l Cos t of P r opos e d Cha nge s

Contingenc y
C. S e rvice s co m ple tio n Da te s ed/rev is e d)
( propo

C o n su lta n t
(Crow n A gen ts )

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 ANNEX-D

Month US$ Major heads of account:

December 2008 US$
January 2009
Consultancies
February 2009
March 2009 Workshops
April 2009 Training
May 2009
Total
June 2009
July 2009
August 2009
September 2009
October 2009
November 2009
December 2009
January 2010
Total

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 ANNEX-E

CONSULTING OPPORTUNITY
Government of the Punjab, Pakistan, with the assistance of Asian Development Bank has
initiated ‘Punjab Resource Management Program (PRMP) for improving governance and public service
delivery. The Program is structured in sequential Sub-programs with specific output and outcome targets
for each sub-Program. Major reform areas under PRMP include;

- Public Financial Management

- Contingent Liability Management
- Institutional Development
- Private Sector Development
- Result Based Management

Under this program Government of the Punjab wishes to undertake the following activities in selected
administrative departments;
(I) CONDUCTING AND IMPLEMENTING FUNCTIONAL REVIEW, BUSINESS PROCESS RE-
ENGINEERING, AND HUMAN RESOURCE MANAGEMENT REFORMS IN TWO DEPARTMENTS &
(II) DEVELOPING MEDIUM TERM BUDGETARY FRAMEWORKS IN SELECTED DEPARTMENTS OF
GOVERNMENT OF THE PUNJAB UNDER PUNJAB”

Program Management unit of the Punjab Resource Management Program seeks expressions of interest
from experienced International firms/ entities with strong domestic-------------- for the above mentioned
assignment on prescribed format. Detailed ToRs and EOI format for these assignments can be obtained
from PRMP website located at http://www.punjab-prmp.gov.pk/ or from Consultant Selection
Recruitment Notices published on ADB website at http//csrn.adb.org

All interested entities are requested to send their profile at the following address within 15 days of
the publication of this advertisement. The firms having their offices in Pakistan will be given preference.

MUHAMMAD MUJTABA PIRACHA

Program Director
Punjab Resource Management Program
184-A, Upper Mall Scheme, Scotch Corner, Lahore
(Pakistan).
Ph: 042- 9200508/5756416/5755415/5755941
Fax: 042- 9204194
Email. info@punjab-prmp.gov.pk

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 ANNEX-F

CONSULTANCY FIRMS

Sr. # Firm Full Name of firm Nationality

IBM Pakistan IBM Pakistan Pakistan
1.
2. OPM Oxford Policy Management UK

ANZDEC ANZDEC Limited New Zealand

3.
Crown Agents Crown Agents for Oversea Governments and UK
4. Administrations Limited

Ernst & Young ford Ernst & Young ford Rhodes Sidat Hyder Pakistan
5.
Rhodes Sidat Hyder

6. Adam Smith Adam Smith International UK

ATOS Consulting ATOS Consulting UK

7.
8. GHK Consulting Ltd., GHK Consulting Ltd., (Khatib Alam) UK

9. Max Well Stamp Max Well Stamp PLC Uk

10. SMEC International Pty Snowy Mountains Engineering Australia

Ltd., Corporation
11. BMB Mott MacDonald BMB Mott MacDonald Nettherland

12. FINCON FINCON services Inc. Canada

13. AHLN Avais Hyder Liaqat Nauman (AHLN) Pakistan

14. SAMES South Asia Management & Engineering Services Bangladesh

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 ANNEX-G

CRITERIA
Maximum
Criteria
Marks
1- Eligibility as ADB member country Qualifying criteria

2- Existence as a legal entity (legal incorporation or Qualifying criteria

establishment and registration in an ADB member
country)
3- Not blacklisted by ADB/WB or any other Qualifying criteria
agency/authority
4- An operational history of al least 5 years, with 5-7 years 5
experience in implementing project activities. 10 8-10 years 7
One for each extra year (maximum 10-marks)
5- Country and regional experience. Experience of working in subcontinent 7.5
15 Experience of working in Pakistan 10
Experience of working in Punjab 15
Experience in similar projects (project similar in 1- 2 CompletedProjects . 10
approach, methodology, execution, size, complexity 3 to 4 Completed Projects 15
such as governance, civil services reforms, institutional 5 and More Completed Projects 20
development, budget reforms etc) based on the number 20
of relevant projects implemented. (PFM Rel

6- Experience in similar projects (project similar in 1- 2 CompletedProjects . 10

approach, methodology, execution, size, complexity 3 to 4 Completed Projects 15
such as governance, civil services reforms, institutional 5 and More Completed Projects 20
development, budget reforms etc) based on the number 20
of relevant projects implemented. (CSR Rel

7- experience with similar project authorities. International Organizations like donors : 3

Donors and Governments: 5
10 ADB and Govt. of Pakistan: 7
ADB and Govt. of Pu
8- sufficiency of office personnel, Permanent employees 50 5
10 Permanent employees 51 to 60 7
Permanent employees 61 and more 10
9- Work volume in monetary value. 2 Projects of worth US$ 2 million & more 10
15 3-4 Projects of worth US$ 2 million & more 15

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 ANNEX-H

NARRATIVE EVALUATION CRITERIA

1. This document explains the narrative evaluation criteria to evaluate the technical and
financial proposals under QCBS selection method using Full Technical Proposal Format.

2. Evaluation criteria have been designed keeping in view instructions/guidelines issued by

the ADB. Broadly 100 marks (out of total of 1000) would be awarded to firm’s past experience,
200 marks to Approach & Methodology of the firm and 700 marks to the Personnel, indicated by
a firm for that particular assignment.

3. A two step procedure would be utilized. At first qualitative scaling along with assigned
percentages will be employed to determine the qualitative category of the particular proposal
based on its indicated Past Experience, Approach and Methodology and Personnel. The
qualitative scaling will be as under:-

Excellent 100%
Very Good 90%
Above Average 80%
Average 70%
Below Average 50%
Non-complying 0%

4. In the second stage, qualitative ranking would be converted into a numerical score out of
the total maximum based on the percentage assigned to that particular category. For example, if a
firm submitting a proposal is judged to have a very good responsiveness to Work Plan will be
given a percentage rating of 90%. In that case, numerical score determined will be 90% (rating)
X 50 (the maximum score assigned for sub-component Work Plan under Approach &
Methodology) = 45.

A) Relevant Past Experience (100)

a) Similar Projects (50)

5. This component will take into account firm’s past experience of undertaking similar
projects (project similar in approach, methodology, execution, size, complexity such as
governance, civil services reforms, institutional development, budget reforms etc) Based on the
number of relevant projects implemented by that firm evaluation will be carried out as per
following distribution.

Up to three Completed Projects 20

Up to six Completed Projects 30
Five for each extra project (maximum 50-marks)

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 b) Experience of working in similar geographic area (50)

6. Under this component, firm’s experience of working in similar geographic and

administrative conditions will be reviewed. The evaluation will be carried out as per following
criteria.
Experience of working in DMC countries Average
Experience of working in Countries with similar systems (South Asia, Anglophone Africa)
Above
Average
Experience of working in Pakistan Excellent

B) Approach and Methodology (200)

7. The Approach and Methodology component will have the following sub components:-

(a) Understanding and Objectives (40)

The extent to which the consultant’s technical approach responds to the objectives indicated in
the TOR. Does the proposal respond to all the TOR objectives or does not address some
requirements? Site visits by consultants may assist in understanding the TOR objectives and
would be used in evaluating the output under this heading.

(b) Quality of methodology (40)

Is the consultant’s proposed approach complete, covering all the TORs requirements and logical?
Is the methodology specifically tailored to the assignment? Does the proposal clearly explain
how the consultant will deal with the critical characteristics of the assignment? Is the proposed
methodology flexible enough, so it can be easily modified if necessary during the assignment?

(c) Innovativeness (or comments on the TOR) (20)

Does the consultant propose, in detail, ways to improve the implementation of the assignment?
Are the suggestion practical and could they be easily incorporated into the assignment without
substantially changing the TOR requirements? Are the consultant’s approach, methodologies and
knowledge state of the art?

(d) Work Plan (40)

The work plan is a bar chart showing the timing of the major activities described in the
methodology and of the major milestones (i.e meetings and reports). Does the work plan
adequately describe all the important activities? Is the timing of the activities appropriate and is
the sequence logical, so that the outputs can be delivered when required? Are the
interrelationships between the various activities appropriate and consistent with the proposed
methodology?

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 (e) Staffing Schedule (including organization chart) (30)

Is the format of the staffing schedule in accordance with the ADB standard, showing the inputs
of all the nominated international and domestic experts on a weekly and monthly basis? Are the
timing and duration of the expert’s inputs appropriate for facilitating the implementation of the
proposed methodology and the activities shown on the work plan? Is the proposed number of
trips to the field by the experts appropriate or excessive, in terms of providing continuity of
services? Is the balance between the inputs in the field and in the home office appropriate? Does
the organization chart clearly show the lines of responsibility and the links between the parties
involved?

Counterpart Personnel and Facilities (20)

Is the requirement of counterpart support, in line with the proposed methodology and work plan?
Evaluation will be based on reasonableness and practicability of the requisite support.

Proposal Presentation (10)

If all information requested in the RFP is provided in a clear and easily understandable form and
the proposal is assembled in a professional manner.

C) Personnel: (700)

8. Only those CVs will be evaluated which conform to the conditions specified in the terms and
conditions of ADB Guidelines. Out of the total 700 marks, 100 marks are allocated to the Team
Leader given his increased responsibilities for providing over all leadership, managing and
supervising team, and ensuring delivery of the required outputs. The rest of the 600 marks are
allocated to the entire remaining team of experts as per attached table.

9. Initially each expert will be given marks out of a total of 100 distributed into three factors as
given below:
Factor Marks
a General qualification 15
b Experience related to project 70
c Over sees/ Country Experience 15

10. Weightage: After marks, out of 100, have been awarded to each nominated expert these will
be scaled up or down based upon a weightage scheme.

11. The individual expert’s CVs will be evaluated, on the basis of five factors according to the
following criteria:-

a. General Qualification: The relevance of the expert’s academic and professional qualification
for which the expert has been nominated. The percentages used would be

i. Bachelor Degree 80%

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ii. Master Degree 90%
iii. Doctorate 100%

b. Project Related Experience: Work experience on projects which are similar in nature and in
terms of complexity to the current assignment. The contribution of the expert whether minor or
major will also be considered. Factors such as assignments with public sector, previous work
experience with government organizations will also be taken into account.

c. Country or Regional Experience: If an expert has the experience of working in Pakistan, he

will get full marks, similarly 90% marks will be allocated for experience of working in the
region and experience of working in common wealth countries will get 80% of total marks.

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 ANNEX-I

Consultant Recruitment Activity Monitoring (CRAM)

A. LoanNo., NameandTitle PGEIP 2386

B. ContractBudget(US$) Package Naumber
C. SelectionMethod QCBS Financing:
D. TypeofTechnical Proposal Full
E. ExecutingAgency(EA) Planningand DevelopmentDepartment, Governemntof the Punjab
F. EAContactPerson MohammadMujtabaPiracha, ProgramDirector, PRMP
G. LoanSupervisingUnit(LSU)/Dept.
H. ADBProjectOfficer Initials: ProjectAssistant:
I. ADBCOSOOfficer Initials: Lastedited by:
J. Actual DateofEACSCShort-Listing(SL)Meeting 21-11-2009

Norm Planned Actual Deviation

Responsible
Activity Work Cal. Cum. Achieved Cum. Cum. ExplanationandAction
Staff Dates Days Days
Days Days Days Date Days Days
1 2 3 4 5 6 7 8 9 10 11 12

1 EA submittingto ADB LSU 23-11-09 23-11-09

2 COSOreceiptofSL
3 COSOapproval of SL
4 ADBsendingapproval of SL to EA 12 05-12-09 14-12-09 21
5 EA issuingRFP 5 10-12-09 17-12-09 3
6 Proposal Submission 46 25-01-10 25-02-10 70
7 EA CSC-EVmeeting 16 10-02-10 02-03-10 5
8 EA submittingtechnical evaluationreportto ADB 5 15-02-10 22-03-10 20
9 COSOreceiptofevaluationreport
10 COSOapproval of evaluationreport
11 ADBsendingapproval of technical evaluationto EA 14 01-03-10 08-04-10 17
12 EA issuinginvitationforpublic opening
13 Public Opening 9 10-03-10 14-04-10 6
14 EA CSCmeeting 10 20-03-10
15 EA signing of overall rankingminutes andsubmittingto ADB 2 22-03-10 29-04-10 15
16 COSOreceiptofoverall ranking
17 COSOapproval of overall ranking
18 ADBsendingapproval of overall rankingto EA 14 05-04-10 24-05-10 26
19 EA issuinginvitationforcontractnegotiations
20 Commencementof negotiations 16 21-04-10 29-07-10 65
21 Completionof negotiations
22 EA submittingnegotiated contractto ADB 14 05-05-10 30-07-10 1
23 ADBapproval ofthe negotiated contract 10 15-05-10 27-08-10 27
24 EA signing of the contract 11 26-05-10 27-08-10 0
25 Consultant's mobilization 01-06-10 13-09-10 17
Total number of calendardays 184 293

Notes:
a. Activity Norms [column3] arebasedonworkingdays withtheexceptionofactivities 6and19whicharebasedoncalendardays.
b. Thebasedateforplanningandmonitoringis thedateofCSC-SLmeeting.
c. Planneddates, days andcumulativedays (columns 5and6, respectively) arederivedfromtheNorms andarecomputedas calendardays.

-------------------------------------------------89---------------------------------------------------
 ASIAN DEVELOPMENT BANK CONFIDENTIAL
PERSONNEL EVALUATION SHEET

ANNEX-J
Name of Firm:
A B C
General Project-Related Overseas/Country TOTAL
POSITION/AREA OF Qualifications Experience Experience SCORE
EXPERTISE 15% 70% 15% (A+B+C)
International Consultants NAME Rating Score Rating Score Rating Score

a. Team Leader Ship 0 0 0 0

Institutional Development and Change Management
b. Specialist 0 0 0 0
c. Public Finance Management Specialist 0 0 0 0
d. Civil Service Reform Specialist 0 0 0 0
e. BPR Specialist 0 0 0 0
f. Human Resource Specialist 0 0 0 0
A B C
General Project-Related Experience w/ TOTAL
Qualifications Experience Intl. Org. SCORE
15% 70% 15% (A+B+C)
National Consultants NAME Rating Score Rating Score Rating Score
a. Economic Advisor 0 0 0 0
b. Financial Analyst/Coordinator 1 0 0 0 0
Financial Analyst/Coordinator 2 0 0 0 0
Financial Analyst/Coordinator 3 0 0 0 0
Financial Analyst/Coordinator 4 0 0 0 0
Financial Analyst/Coordinator 5 0 0 0 0
Financial Analyst/Coordinator 6 0 0 0 0
Financial Analyst/Coordinator 7 0 0 0 0
Financial Analyst/Coordinator 8 0 0 0 0
Financial Analyst/Coordinator 9 0 0 0 0
Financial Analyst/Coordinator 10 0 0 0 0
Financial Analyst/Coordinator 11 0 0 0 0
Financial Analyst/Coordinator 12 0 0 0 0
Financial Analyst/Coordinator 13 0 0 0 0
Financial Analyst/Coordinator 14 0 0 0 0

-------------------------------------------------90---------------------------------------------------
 ANNEX-K

ASIAN DEVELOPMENT BANK

SUMMARY EVALUATION SHEET OF FINANCIAL PROPOSALS

Loan No. PGEIP 2386 PAK

Price at Opening of Financial Proposals (US$) Adjustments 1 Adjusted Provincial Evaluated
Exchange US& Total Price Sum 2 and Total
Name of Firm Currency 4 Amount
Rate 5 Equivalent (US$) (US$) Contigencies Price 3
1 2 3 4 = 2x3 5 6 = 4+5 7 8 = 6-7

ANZDEC

- SEMIOTICS

- SIPU

- PFM

CROWN AGENTS

- PFM

- ECORYS

GHK Consulting Ltd.,

- PFM

- PWC

- AFF

SMEC International Pty Ltd.,

- BRISBANE CE

- ABACUS

- ASIM ANJUM

- EGC

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