document of the world bank report no: icr00001582...

Document of The World Bank

Report No: ICR00001582

IMPLEMENTATION COMPLETION AND RESULTS REPORT (IDA-39040)

ON A

CREDIT

IN THE AMOUNT OF SDR 36.9 MILLION (US$ 61 MILLION EQUIVALENT)

TO THE

ISLAMIC REPUBLIC OF PAKISTAN

FOR A

PUBLIC SECTOR CAPACITY BUILDING PROJECT

March 29, 2011

Finance and Private Sector Development Unit Pakistan South Asia Regional Office

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CURRENCY EQUIVALENTS

(Exchange Rate Effective July 23, 2010)

Currency Unit = PAK Rupee (Rs)

PKR 1.00 = US$ 0.0117 US$ 1.00 = PKR 85.5

FISCAL YEAR July 1- June 30

ABBREVIATIONS AND ACRONYMS

AGP Auditor General of Pakistan BOI Board of Investment CCP Competition Commission of Pakistan CDWP Central Development Working Party of Planning Commission CPS Country Partnership Strategy CSA Civil Services Academy CSR Civil Services Reform CSRU Civil Services Reform Unit DA Designated Account DPCO Debt Policy Coordination Office EAD Economic Affairs Division EDP Executive Development Program EIP Entity Improvement Plan ERP Economic Reform Program FBR Federal Board of Revenue FBS Federal Bureau of Statistics FM Financial Management FMC Financial Management Coordinator FPSC Federal Public Service Commission FMR Financial Management Report GOP Government of Pakistan HRIS Human Resource Information System HRM Human Resource Management IA Implementing Agency ICR Implementation Completion Report IDA International Development Association IMF International Monetary Fund ISR Implementation Status and Results KANA Kashmir and Northern Areas LTU Large Tax Payer Unit MBA Masters of Business Administration MIS Management Information System M&E Monitoring and Evaluation

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MoC Ministry of Commerce MoF Ministry of Finance MoPMW Ministry of Petroleum-Mineral Wing MoWP Ministry of Water and Power MTU Medium Taxpayer Unit NEPRA National Electric Power Regulatory Authority NIPA National Institute of Public Administration NSCC National Steering and Coordination Committee NSPP National School of Public Policy OED Operations Evaluation Department OGRA Oil and Gas Regulatory Authority PA Participating Agency PAD Project Appraisal Document PASC Pakistan Administrative Staff College PC Project Coordinator PCP Privatisation Commission of Pakistan PCU Project Coordination Unit PDEV Professional Development Program (PDP) PDO Project Development Objective PDP Professional Development Program PIU Project Implementation Unit P&DD Planning and Development Division PPF Project Preparation Facility PPMI Pakistan Planning and Management Institute PPRA Public Procurement Regulatory Authority PRSC Provincial Public Service Commission PRSP Poverty Reduction Strategy Paper PSCBP Public Sector Capacity Building Project PSDP Public Sector Development Program PSE Public Sector Enterprise PTA Pakistan Telecommunications Authority SBP State Bank of Pakistan STARR Sales Tax Automated Refund Depository TPFU Tax Payer Facilitation Unit TARP Tax Administration Reform Project UFG Unaccounted For GAS USAID United States Agency for International Development USO Universal Service Obligation WB World Bank WTO World Trade Organization

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Vice President: Isabel Guerrero Country Director: Rachid Benmessaoud Sector Manager: Joel Hellman

Project Team Leader: Shabana Khawar ICR Team Leader: Muhammad Waheed

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COUNTRY

PAKISTAN

PUBLIC SECTOR CAPACITY BUILDING PROJECT

CONTENTS

Data Sheet A. Basic Information vi B. Key Dates vii C. Ratings Summary vii D. Sector and Theme Codes viii E. Bank Staff viii F. Results Framework Analysis viii G. Ratings of Project Performance in ISRs xii H. Restructuring xii I. Disbursement Graph xiii

1. Project Context, Development Objectives and Design ............................................... 1 2. Key Factors Affecting Implementation and Outcomes .............................................. 8 3. Assessment of Outcomes .......................................................................................... 13 4. Assessment of Risk to Development Outcome ......................................................... 16 5. Assessment of Bank and Borrower Performance ..................................................... 16 6. Lessons Learned ....................................................................................................... 18 7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners .......... 20 Annex 1. Project Costs and Financing .......................................................................... 21 Annex 2. Outputs by Component ................................................................................. 22 Annex 3. Economic and Financial Analysis ................................................................. 27 Annex 4. Bank Lending and Implementation Support/Supervision Processes ............ 28 Annex 5. Beneficiary Survey Results ........................................................................... 30 Annex 6. Stakeholder Workshop Report and Results ................................................... 31 Annex 7. Summary of Borrower's ICR and/or Comments on Draft ICR ..................... 32 Annex 8. Comments of Cofinanciers and Other Partners/Stakeholders ....................... 40 Annex 9. List of Supporting Documents ...................................................................... 41

Annex 10: Borrower’s ICR …………………………………………………………...42 Annex 11: MAP …………………..……………………………………………….. 192

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A. Basic Information

Country: Pakistan Project Name: PAKISTAN- PUBLIC SECTOR CAPACITY BUILDING PROJECT

Project ID: P083370 L/C/TF Number(s): IDA-39040 ICR Date: 26/02/2011 ICR Type: Core ICR

Lending Instrument: TAL Borrower: Government of Pakistan

Original Total Commitment: XDR 36.9 million Disbursed Amount: XDR 28.73 million

Revised Amount: XDR 28.9 million Environmental Category: C Implementing Agencies: Ministry of Finance (MoF) Ministry of Commerce (MoC) Federal Board of Revenue (FBR) Establishment Division- Professional Development Establishment Division - Civil Services Reform Unit (CSRU) National Electric Power Regulatory Authority (NEPRA) Oil and Gas Regulatory Authority (OGRA) Pakistan Telecommunications Authority (PTA) Planning and Development Division Public Procurement Regulatory Authority (PPRA) Economic Affairs Division (EAD) Ministry of Water and Power Statistics Division Federal Public Service Commission (FPSC) Privatization Commission (PC) Competition Commission of Pakistan (CCP) Board of Investment (BoI) Ministry of Industries and Production National School of Public Policy (NSPP) Ministry of Women Development Ministry of Petroleum Punjab Government Balochistan Government Kashmir and Northern Areas (KANA) Division Co financiers and Other External Partners: None

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B. Key Dates

Process Date Process Original Date Revised / Actual

Date(s)

Concept Review: 06/25/2003 Effectiveness: 08/05/2004 08/05/2004 Appraisal: 11/17/2003 Restructuring(s): Approval: 05/20/2004 Mid-term Review: 06/30/2006 11/30/2006 Closing: 11/30/2009 11/30/2009 C. Ratings Summary

C.1 Performance Rating by Implementation Completion Report (ICR)

Outcomes: Unsatisfactory Risk to Development Outcome: High Bank Performance: Unsatisfactory Borrower Performance: Moderately Unsatisfactory C.2 Detailed Ratings of Bank and Borrower Performance (by ICR)

Bank Ratings Borrower Ratings

Quality at Entry: Unsatisfactory Government: Unsatisfactory Quality of Supervision: Moderately

Unsatisfactory Implementing Agency/Agencies:

Moderately Unsatisfactory

Overall Bank

Performance: Unsatisfactory Overall Borrower

Performance: Moderately Unsatisfactory

C.3 Quality at Entry and Implementation Performance Indicators

Implementation

Performance Indicators

QAG Assessments

(if any) Rating

Potential Problem Project at any time (Yes/No):

Yes Quality at Entry (QEA):

Moderately Satisfactory

Problem Project at any time (Yes/No):

No Quality of Supervision (QSA):

Satisfactory

DO rating before Closing/Inactive status:

Moderately Unsatisfactory

Implementation Performance (IP):

Moderately Satisfactory

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D. Sector and Theme Codes

Original Actual

Sector Code (as % of total Bank financing) Central government administration 76 76 Sub-national government administration 15 15 Tertiary education 9 9

Theme Code (as % of total Bank financing) Administrative and civil service reform 29 29 Debt management and fiscal sustainability 14 14 Public expenditure, financial management and procurement 14 14

Regulation and competition policy 29 29 Tax policy and administration 14 14 E. Bank Staff

Positions At ICR At Approval

Vice President: Isabel M. Guerrero Praful C. Patel Country Director: Rachid Benmessaoud John W. Wall Sector Manager: Joel Hellman Joseph Del Mar Pernia Project Team Leader: Shabana Khawar Asya Akhlaque ICR Team Leader: Muhammad Waheed

ICR Primary Author: Muhammad Waheed and Kiran Afzal

F. Results Framework Analysis

Project Development Objectives (PDO) (from Project Appraisal Document) The overarching goal of the proposed Public Sector Capacity Building Project (PSCBP) was to improve the Government of Pakistan's (GOP’s) capacity to implement its Economic Reforms Program (ERP). Focusing on strategic areas, the project had the following three distinct capacity building objectives: (a) broad-based professional development of public sector officers; (b) capacity enhancement in key ministries/agencies; and (c) strengthening of regulatory agencies.

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Revised Project Development Objectives (as approved by original approving authority) (a) PDO Indicator(s)

Indicator Baseline Value

Original Target

Values (from

approval

documents)

Formally

Revised

Target

Values

Actual Value

Achieved at

Completion or

Target Years

Indicator 1 : Enhanced capacity of public officials occupying middle level policy positions in GOP, in the area of economic management

Value (quantitative or qualitative)

Lack of technical skills in the area of economic management

Core group of at least 450-500 (later readjusted to 550) middle-senior level officials in the government acquire technical/specialized training.

549 officers of core group completed training.

Date achieved 11/30/2009 11/30/2009 Comments (including % achievement)

Target enhanced and achieved

Indicator 2 : Improved in-house capacity to perform key economic functions. Value (quantitative or qualitative)

Lack of capacity in key economic ministries.

Entity Improvement Plans (EIP) of at least 90% participating agencies/ ministries implemented.

11 of the Implementing Agencies (IAs) fully implemented EIPs. 10 IAs managed to implement only partially.


Achieved up to about 70% as just over half of IAs representing most important key economic ministries implemented their EIPs fully, while, the remainder implemented their EIPs partially up to about 50%

Indicator 3 : Enhanced regulatory capacity in NEPRA, OGRA, and PTA to regulate and monitor performance of the utilities


Lack of capacity to regulate and monitor performance of the utilities.

Entity Improvement Plans (EIP) of National Electric Power Regulatory authority (NEPRA), Oil and Gas Regulatory

EIPs mostly implemented successfully.

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Authority (OGRA), Pakistan Telecommunications Authority (PTA , Pakistan Procurement Regulatory Authority (PPRA) implemented satisfactorily.


Partly achieved. Only some low priority consultancies/studies were not undertaken. (see para 2.2.9 and Annex-2)

(b) Intermediate Outcome Indicator(s)

Indicator Baseline Value

Original Target

Values (from

approval

documents)

Formally

Revised

Target

Values

Actual Value

Achieved at

Completion or

Target Years

Indicator 1 : Around 450-500 civil service officers (middle-senior level) receive technical/professional training in identified areas


Most civil servants lack professional competence/knowledge to perform key economic functions and formulate informed decision making.

450-500 (later readjusted to 550) officials complete professional development training (PDEV), Executive Development Program (EDP), and other short-term training).

Professional training imparted to 549 officials: 363 received

PDev ; 186 completed

EDP; 841 officials

received specialized short- term foreign training; and

519 officials received local training.


Fully achieved, in fact exceeded original target.

Indicator 2 : Key technical studies completed; advisors/staff hired; specialized training imparted; and facilities and services upgraded in key economic ministries

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Most economic ministries lack technical staff; expertise; and training to make informed decisions.

Technical studies: At least 5 critical studies completed. Staff Hiring: 7-10 advisors/technical staff hired. Facilities/ Services: National School of Public Policy (NSPP) Operational; Ministry of Commerce (MoC)-Digital Library; Federal Bureau of Revenue-Medium Taxpayer Units (FBR-MTUs) established

18 studies completed. 81 consultants/tech. staff hired. NSPP operational; MoC Digital Library functional; FBR – MTUs established


Substantially achieved as most of the capacity building measures envisaged under the EIPs were undertaken. The legal advisory cell could not be established in the MoC and some studies were not undertaken e.g., Board of Investment (BOI) Study for facilitating investment (see para 2.2.1 to 2.2.8 and Annex 2).

Indicator 3: Key technical studies completed; advisors/staff hired; specialized training imparted in NEPRA, OGRA and PTA.


Newly established regulatory agencies lack technical staff and expertise, and training to make informed decisions.

At least 40-50 staff receive specialized training;

At least 3-5 key studies completed

At least 3-5 Senior Advisors hired.

97 officials of new regulatory agencies received training;

4 studies completed; and

3 senior advisers hired.

Date achieved 11/30/2009 11/30/2009

Comments (including % achievement)

Partly achieved. The training plans were not fully implemented; however, the need was largely met through recruitment of qualified and trained staff. All the planned studies were not carried out, the critical ones were however undertaken and completed (see para 2.29 and Annex 2 )

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G. Ratings of Project Performance in Implementation Status and Results (ISRs)

No.

Date ISR

Archived DO IP

Actual

Disbursements

(USD millions)

1 08/25/2004 Satisfactory Satisfactory 3.00 2 03/31/2005 Satisfactory Satisfactory 7.72 3 09/27/2005 Satisfactory Satisfactory 11.54 4 05/03/2006 Satisfactory Satisfactory 16.95 5 12/15/2006 Satisfactory Satisfactory 19.55 6 06/15/2007 Satisfactory Satisfactory 24.63 7 12/20/2007 Satisfactory Satisfactory 29.86 8 06/27/2008 Satisfactory Satisfactory 35.05 9 12/30/2008 Satisfactory Moderately Satisfactory 37.85

10 06/29/2009 Moderately Unsatisfactory

Moderately Satisfactory 40.91

11 02/09/2010 Moderately Unsatisfactory

Moderately Satisfactory 43.97

H. Restructuring (if any)

Restructuring

Date(s)

Board

Approved

PDO Change

ISR Ratings at

Restructuring

Amount

Disbursed at

Restructuring

in USD

millions

Reason for Restructuring &

Key Changes Made DO IP

No formal restructuring was carried out. However, at mid-term Review in December 2006, there was a disbursement lag of about 32% due to slow progress made by some of the IAs. Therefore, it was decided to reduce allocation by 50% for those IAs who were unable to spend more than 25% of the initially allocated amount. This was subsequently implemented. Surrendered funds by some entities due to savings or changed priorities were also reallocated to new entities namely, Competition Commission of Pakistan (CCP), Privatization Commission of Pakistan (PCP), KANA Division, and Women Development Division.

xiii

I. Disbursement Graph

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1. Project Context, Development Objectives and Design

1.1 Context at Appraisal

With a few noteworthy exceptions, the capacity of public institutions in Pakistan and the quality of services that these provide have been in a state of decline for some time. In the early 2000s, the Government of Pakistan (GoP) recognized that if Pakistan was to accelerate and sustain growth, reduce poverty, and enable citizens and the private sector to compete in a global market, the country’s bureaucratic culture would need drastic improvement. To this effect, a civil service reform program was initiated at both the federal and provincial levels,1 However, based on analytical work and stakeholder consultations, several key issues were identified that constrained the reform process.

1.1.1 Weak Technical and Managerial Skills: Over the past couple of decades, the technical competence of civil servants has eroded, due to declining standards in pre-service and in-service training. For existing civil servants, human resource development has been inadequately resourced and access to international training opportunities limited,2 causing attrition in existing skills. Reductions in funding for public sector universities had eroded the quality of higher education institutions, resulting in deterioration in the quality of entry level civil servants.3 The burden of redressing these inadequacies during pre-service and in-service training fell to the civil service training institutes, which had also experienced declines in quality over time. Given these shortcomings, significant changes in the structure and resourcing of public service training programs was considered a necessary precondition for the successful transformation of the public service.

1.1.2 Limitations in Recruitment Process and Placement Policies: Recruitment in the civil service was overseen by the Federal/Provincial Public Service Commission (FPSC/PPSC). Although the examination process was considered rigorous and competitive, outdated examination curricula and inappropriate application criteria (for example, minimum qualification for initial recruitment required a bachelor’s degree) distorted selection outcomes. While a systematic policy for promotion existed, processes for placements and transfers commonly lacked professional and technical justifications, leading to a mismatch between skills and placement outcomes.

1.1.3 Lack of Capacity in Newly Established Regulatory Agencies: A few years before project appraisal, GoP established three new regulatory agencies: Pakistan Telecommunications

1 A Framework for Civil Service Reform in Pakistan, World Bank, 1998 2 According to estimates of the Committee on Civil Service Reforms, annual expenditures on civil service training since 1980 had been less than 0.5 percent of total compensation. The percentage of officers in Grades 17-19 who had obtained post graduate degrees varied from 2% to 8% among ministries. Many acquired this under the United States Agency for International Development (USAID) overseas training program during the 1980s. 3 Higher education expenditure as a percentage of total education expenditure declined from 17 percent in 1987-1988 to 12 percent in 2001-2002

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Authority (PTA); National Electric Power Regulatory Authority (NEPRA); and Oil and Gas Regulatory Authority (OGRA).4 These agencies faced similar problems to the civil service, although, with greater autonomy, they were able to recruit more qualified and suitable staff. At project preparation, the agencies were in their formative stage of development and needed assistance to meet international standards in establishing a regulatory framework for the respective sectors.

1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved)

1.2.1 The overarching goal of the Public Sector Capacity Building Project (PSCBP) was to improve GoP's capacity to implement its economic reform program. To facilitate this, the project focused on fulfilling the following objectives: (a) broad-based professional development of public sector officers; (b) capacity enhancement in key ministries and agencies; and (c) strengthening of regulatory agencies.

1.2.2 The project also aimed to strengthen government capacity to create a skilled, professional, merit-based and performance-oriented civil service and, in turn, facilitate an improvement in the overall quality of policy formulation, reform implementation, service delivery and human

resource management of the public sector. This was to be achieved through: (a) availing advanced and specialized training opportunities; (b) accessing international and local expertise and advisory services for capacity building; and (c) procuring goods and equipment to support capacity building of the participating agencies.

1.2.3 Key Performance Indicators: Several input, process, and output indicators were developed to track the success of project interventions over the five year implementation period. Indicators identified for the three components of the project are listed below:

1.2.3.1 Overall expected results at an aggregate project level:

(a) Approximately 250-300 civil servants, including ex-cadre (grade 17-19 or equivalent) acquire Masters Degrees in specific areas where the capacity is lacking;

(b) Approximately 200 civil servants, including ex-cadre (Grade 20-21 or equivalent) undertake specialized short-term (6 weeks) training;

(c) Completion of technical studies and implementation of capacity building programs, as per EIPs

1.2.3.2 Professional development -- Expected results:

These indicators broadly focused on the number of public officials trained, hiring of core faculty for training institutions and number of domestic training programs designed.

4 PTA, NEPRA and OGRA were established under Acts of 1996, 1997 and 2002/3.

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1.2.3.3 Capacity development of participating ministries and agencies, which included:

(a) Ministry of Finance: Debt Policy Coordination Office, Corporate Finance, and Policy Wing;

(b) Federal Board of Revenue;

(c) Ministry of Commerce;

(d) Establishment Division’s Civil Service Reform Unit;

(e) Economic Affairs Division;

(f) Planning and Development Division; and

(g) Public Procurement Regulatory Authority.

1.2.3.4 Strengthening Capacity of Regulatory Agencies:

Primarily output indicators were proposed for NEPRA, OGRA and PTA, and mainly included work on various standards, frameworks and technical standards within the respective sectors.

1.3 Revised PDO (as approved by original approving authority) and Key Indicators, and

reasons/justification

There was no revision to the PDO. Indicators similar to those applied to ministries/agencies in para 1.2.3.3 for other ministries/agencies qualifying for entry during implementation were to be developed and included in the project.

1.4 Main Beneficiaries

The immediate beneficiaries of project activities were further defined as:

(a) Middle- and senior-level federal and provincial government officials, including ex cadre officers;

(b) Federal Ministries and Provincial Departments;

(c) Public sector training institutions;

(d) Federal Public Service Commission;

(e) Civil Service Reform Unit; and

(f) Competition Commission of Pakistan.

1.5 Original Components

The three main components mentioned in para 1.21 comprised 13 sub-components that follow:

1.5.1 Component 1: Professional Development (US$23 million): This component addressed the capacity and technical skills gap in the civil service and focused on the professional

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development of federal and provincial civil services and ex-cadre officers, including district officers. Its three sub-components included:

1.5.1.1 Professional Training Program (US$17 million): Under this sub-component, the Establishment Division implemented two training programs (degree and non-degree) for middle to senior level officers: Executive Development Program (EDP) for senior (grades 20 - 21) civil servants; and Professional Development Program (PDP) for younger (grades 17 - 19) civil servants. The programs were open to all federal, provincial, district officers and ex-cadre on a competitive basis.5

1.5.1.2 National School of Public Policy (US$5 million): Strengthening and upgrading the country’s training capacity through support of training institutions (National School of Public Policy (NSPP), National Institute of Public Administration, Civil Service Academy, etc.) and partnering them with international institutions. The major emphasis was on NSPP which had recently been established to build domestic training capacity.

1.5.1.3 Federal Public Service Commission (US$1 million): Improving the civil service recruitment process by undertaking needs analysis in coordination with the Establishment Division and NSPP and strengthening the following areas: entry-level examination process; management of promotion examinations; handling of promotions; curriculum development.

1.5.2 Component 2: Strengthening Economic Policy and Management (US$21.4 million): The focus of this component was on capacity building of key federal and provincial ministries and divisions. Its seven sub-components included:

1.5.2.1 Finance Division (US$4 million): This sub-component included capacity building of various wings to enable them to effectively coordinate implementation of economic and fiscal policies and reforms. The project supported an integrated medium-term program comprising professional training of staff and short-term specialized training; short- and long-term consultant support for specialized analytical work and policy reform programs; and upgrading of infrastructure and information technology facilities.

1.5.2.2 Establishment Division - Civil Services Reform Unit (US$2 million): This sub-component aimed to strengthen the capacity of the Establishment Division to address the broader civil service reform program. The Civil Service Reform Unit (CSRU) of the Establishment Division was designed to oversee GoP’s civil service reform and support reform pillars, such as devolution; recruitment and promotion reforms; pay and pension reforms; professional development; monitoring and evaluation (M & E); and coordination.

5 Priority areas for degree programs (international and domestic) were: economics; business administration; public policy and public administration; regulation of public monopolies and public utilities; governance; devolution and decentralization; fiscal decentralization; fiscal federalism; local government administration; law and regulatory economics; international water law, financial and economic law; trade and technical law; social sector development; irrigation and natural resource management; and infrastructure planning, policy and management.

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1.5.2.3 Ministry of Commerce (US$2 million): This sub-component aimed to strengthen the capacity of the Ministry of Commerce to modernize and improve Pakistan’s trading regime and practices, deal with WTO-related negotiations and implementation and other technicalities of international trade. This included strengthening research, analysis and information management in the public and private sectors through training of officers, establishment of a Data Cell / Digital Library, creation of a Legal Advisory Cell and a Stakeholders' Awareness Program.

1.5.2.4 Federal Board of Revenue (US$6 million): This sub-component was part of the overall tax administration reform strategy of the Federal Board of Revenue (FBR), to be supported under a larger Tax Administration Reform Project that was then under preparation with Bank assistance. As Project Preparation Facility funds were already committed, and the larger program support was unlikely to be effective in the short term, immediate reform initiatives commenced under this project and bridged the financing gap. Initiatives proposed under this sub-component included: development of Human Resource Information System; capacity building and training of FBR employees; change management workshops and communication; Large / Medium Taxpayers Units; Dispute Resolution Complex; Sales Tax Automated Refund Repository; Taxpayer Education and Facilitation Centers; Customs Pilot Project; and Universal Self-Assessment Scheme.

1.5.2.5 Economic Affairs Division (US$1 million): This sub-component aimed to strengthen the capacity of the Economic Affairs Division to better coordinate with donors and manage donor funded projects effectively. The project provided for building capacity of officers via long- and short-term training; improving procedures for each wing; and improving the management information system.

1.5.2.6 Planning & Development Division (US$5.4 million): This sub-component aimed to strengthen capacity of staff in the areas of: economic planning; design; appraisal; implementation; monitoring and evaluation of public sector development programs; formulation of sectoral master plans; and integration of provincial programs with the federal development programs and projects.

1.5.2.7 Public Procurement Regulatory Authority (US$1 million): This sub-component aimed to strengthen the capacity of the Public Procurement Regulatory Authority (PPRA) to regulate public sector procurement and develop modern, transparent, and cost effective public procurement and procurement monitoring systems. This was to be achieved through capacity building based on training of the existing and future workforce of PPRA in specialized areas, after which the trainees would join the relevant posts. It was proposed that PPRA also train relevant officials of public sector organizations and the Auditor General of Pakistan (AGP) to familiarize them with revised procurement regulations and procedures.

1.5.3 Component 3: Strengthening the Regulatory Function (US$5.6 million): This component supported capacity building of the new regulatory agencies through: (a) specialized

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training of officers; (b) specialized technical consultancies for undertaking analytical studies; and (c) procurement of equipment and related materials. The three sub- components included:

1.5.3.1 National Electric Power Regulatory Authority (US$2 million): This sub-component supported skill development; technical studies; seminars; and advisory and management services for the National Electric Power Regulatory Authority (NEPRA). NEPRA proposed to form a unit to implement the regulation and oversee information dissemination and management.

1.5.3.2 Oil and Gas Regulatory Authority (US$2 million): This sub-component supported studies pertaining to key regulatory activities and relevant degree and non-degree training of staff of the Oil and Gas Regulatory Authority.

1.5.3.3 Pakistan Telecommunications Authority (US$1.6 million): This sub-component supported the professional development of younger (grade 17 - 19) in deregulation, telecommunications policy; financial and tariff analysis and telecommunications technology. The training plan included short-term training courses and visits in specialized fields for PTA officers in relevant institutions, participation in international and regional meetings and conferences, workshops, symposia, seminars and exhibitions.

1.5.4 Project Component Unallocated (US$11 million). This unallocated amount was to be disbursed to additional ministries and agencies following approval of individual proposals by the National Steering and Coordination Committee (NSCC) based on the following eligibility criteria: (a) full alignment to project objectives with the agency's overall strategic vision; (b) an Entity Improvement Plan along with indicators for monitoring progress; (c) strong agency ownership and leadership to champion the reform; (d) clearly defined proposals with timelines of activities and budgets for all the components; and (e) agencies having their first year's program ready for implementation.

1.5.4.1 Interested agencies prepared sub-project proposals in consultation with the Project Coordination Unit (PCU) and submitted these to the NSCC through their respective secretaries or agency heads. The proposals were shared with the Bank before submission to NSCC. After NSCC’s approval, the concerned Planning Commission-1 (PC-1) forms were submitted for the approval of Central Development Working Party of Planning Commission, following which PCU allocated resources from the un-allocated amount to the new participating agencies.

1.6 Revised Components

The three basic strategic components remained unchanged. However, after the mid-term review, GoP decided to include a larger number of participants in an effort to utilize the unspent funds due to slow utilization by some of the original participants. Fourteen further institutions were approved by NSCC for participation under the second component. As three of these (Railways,

7

Cabinet Division, and Ministry of Petroleum [Mineral Wing]) were unable to participate due to problems of PC-1 approval6, only eleven institutions were added as sub-components.

1.7 Other Significant Changes

1.7.1 While there were no changes in the project design and implementation arrangements, an unforeseen increase in the scale of the project occurred as the total participants rose from the original 13 to 24. The Bank agreed to these changes in response to the GoP’s request. The names and final allocation of loan funds to the 24 participants is given below:

(a) Finance Division: US$6.2 million; (b) Economic Affairs Division: US$1 million; (c) Establishment Division (PDev/EDP): US$23 million; (d) Federal Board of Revenue: US$6 million; (e) Planning and Development Division: US$5.4 million; (f) Ministry of Commerce: US$1 million; (g) Federal Public Services Commission: US$0.5 million; (h) National Electric Power Regulatory Agency: US$1 million; (i) Oil and Gas Regulatory Agency: US$1 million; (j) Pakistan Telecommunications Authority: US$1.1 million; (k) Public Procurement Regulatory Authority: US$0.5 million; (l) National School of Public Policy: US$2.5 million; (m) Civil Services Reform Unit – included under Establishment Division; (n) Privatization Commission: US$1 million; (o) Ministry of Water and Power: US$1.5 million; (p) Competition Commission of Pakistan: US$1.5 million; (q) Board of Investment: US$0.5 million; (r) Ministry of Industries and Production: US$1 million; (s), Statistics Division: US$0.2 million; (t) Women Development Division: US$0.5 million; (u) Ministry of Petroleum and Natural Resources: US$1 million; (v) Punjab Provincial Finance and Planning Departments: US$3 million; (w) Balochistan Provincial Finance and Planning Departments: US$0.4 million; and (x) Kashmir and Northern Areas Division: US$1 million.

1.7.2 Disbursement Lag: At the mid-term review in 2006, project disbursements were slow and 32 percent behind the original schedule. From 2007 onwards, political changes caused senior GoP officials to pay less attention to civil service reform and progress fell behind schedule. After June 2008, the Steering Committee did not meet and hence the issues behind slow utilization of funds were not addressed. GoP requested an extension of the project closing date by two years to enable utilization of allocated IDA funds, but due to inadequate GoP commitment and lack of timelines in the utilization plans (including delayed and uncertain PC-1 approval by the Planning Commission), the Bank decided not to extend the closing date. The unutilized balance of $14 million was cancelled as mutually agreed to be allocated to a new project for Pakistan. The project subsequently closed on November 30, 2009.

6 PC-1 is the application form for seeking GoP’s Planning Commission approval of projects.

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2. Key Factors Affecting Implementation and Outcomes

2.1 Project Preparation, Design and Quality at Entry

2.1.1 Project preparation started in 2004 based on Bank-financed analytical work on Pakistan’s civil service that documented the deterioration of the capacity of the country’s civil service over the past two decades and the resulting consequences for the government's policy-making capacity, operational efficiency, and delivery of public services. Design was also informed by an Operations Evaluation Department review of Bank assistance to civil service reform projects.7 At design, three factors were identified which adversely affected public sector performance: (a) endemic overstaffing; (b) misaligned organizational structures, poor human resources, and weakened administrative capacity; and (c) a lack of accountability of state institutions due to cumbersome rules, political interference and cultures of non-performance. The project attempted to address mainly the second area, but expected to indirectly impact the others factors through generating a critical mass of reform champions.

2.1.2 The project design was inappropriate to the nature and scale of the problems afflicting the civil service in Pakistan and the uncertainty concerning the commitment of GoP to reform in this area. A key flaw in the design was a failure to employ a robust conceptual framework to develop project inputs individually necessary and collectively sufficient to achieve outcomes associated with the project development objective. Specifically, while pre-project analytical work identified a broad series of factors as collectively responsible for undermining the capacity of the civil service, the project proposed a narrow, but thinly-spread, scope of activities focused on training and professional development. The design of the project insufficiently appreciated the low probability of such inputs affecting the desired outcomes and failed to develop a more effectual suite of inputs and/or to support complementary reforms necessary to attain project objectives. The development of a rigorous logical framework linking project inputs, outputs, and outcomes could have potentially avoided this.

2.1.3 The risk of slow implementation of civil service reform was considered at appraisal and rated as “substantial”. However, the project implicitly assumed that the high-level government commitment present at the design stage would continue and would ensure the implementation of reforms necessary for increasing civil service capacity. The design thus did not seek to develop mechanisms to support these reforms or to develop mechanisms to mitigate the risk to the attainment of the project objective in the event of a loss of government commitment. As the project proceeded, however, government commitment waned, hindering achievement of project objectives that were dependent upon the reform process. The failure to embed, within the project, the risk of a lessening in government commitment and develop activities accordingly was a key oversight in the project design.

7 Civil Service Reform, A Review of World bank Assistance, OED, World Bank, August 1999

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2.1.4 The scope of project activities was too small and too thinly-distributed to be capable of generating the desired critical mass of reform champions or to create a discernable difference in the overall capacity of the civil service. Out of a total of 5,000 civil servants and approximately 19,000 ex-cadre officials, only 500 officers were planned to receive training through the project. Given the distribution of such beneficiaries across 24 (13 at design) ministries, selection of beneficiaries without regard to occupational status or professional networks, and the lack of formal networks among training beneficiaries, the potential of such training activities to contribute to the creation of a critical mass of reform champions was minimal.

2.1.5 A serious short-coming of the project design was the development of Project Development Objective (PDOs) which focused on outputs, rather than outcomes. This not only adversely affected the development of an appropriate monitoring and evaluation framework to measure project milestones and identify project impacts, but also inhibited the development of a logical framework in which to base project activities and delivered perverse signals to stake-holders, participating agencies, and team members concerning the overall goals of the project.

2.1.6 While the project design made provision for ensuring retention of trained officers by requiring beneficiaries to sign a bond for 5 years service after return, no attendant efforts were made to address the significant risk identified at appraisal that trained officers would not be placed in areas relevant to their newly-acquired education. The failure to formulate a placement policy and program of professional support for trained officers was a significant shortcoming in the design of the project. The policy which was eventually developed by the Civil Service Reform Unit and approved by the GoP in 2006 did not provide for the optimal utilization of trained officials and thereby undermined the ability of the project to create a critical mass of professionally qualified officers to drive civil service reform.

2.2 Implementation

2.2.1 With 24 participating federal and provincial agencies, the project was very complex. The National Steering and Coordination Committee (NSCC), chaired by the Minister of Finance, was formed by GoP to ensure effective implementation of the project. The Project Coordination Unit was established within the Ministry of Finance for overall coordination and submitting quarterly monitoring reports on project progress, mid-term review, and final evaluation. The Civil Service Reform Unit (CSRU) was established within the Establishment Division for managing the broader civil service reform in addition to the sub- components financed under the project.

2.2.2 Project implementation started slowly due to delays in finalization of the Subsidiary Loan Agreements. At mid-term review in November 2006, the disbursement lag was 32 percent, amounting to a delay of 9 months, although no project restructuring or revision of the disbursement schedule was carried out. The mid-term review recommended GoP reallocate funds from slow moving entities and also reallocate funds surrendered funds due to savings or changed

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priorities. This resulted in the introduction of 14 additional entities, of which 11 eventually participated in the project.8

2.2.3 Under the professional capacity-building component, 363 middle-management government officers gained foreign post-graduate qualifications. This was in excess of the original 300-350 planned.

2.2.3.1 In the first cohort of trainees, officers initially secured university admissions in subjects of their choice without clearance from CSRU and thus sometimes undertook training of little or no relevance to their work. From the second cohort onwards, CSRU approved subjects that could be chosen based on sectoral needs.

2.2.3.2 The process of selecting candidates for training changed over time. Screening tests were dropped as being too expensive, and instead, CSRU compiled a short- list of candidates who had secured admission to a qualifying course, with the final selection made by a committee chaired by the Finance Minister. Beneficiaries were observed to be sourced mainly from the following groups: Income Tax, District Management Group, Customs and Excise, Pakistan Audit and Accounts, Provincial Civil Service and Police Service.

2.2.3.3 Nearly all (95 percent) of trained officers returned to the government after training per their agreed bond. The majority (about 70 percent) is working in their original ministries or departments, with the rest have been transferred to other departments. A third of the returnees has been promoted to the next grade in their original departments or in the departments to which they were transferred. These promotions were not based on their new qualifications, but in accordance with the routine procedural system.

2.2.4 Foreign training under the Executive Development Program (EDP) was availed by 186 senior officials, which was slightly lower than the original target of 200 officers. The training consisted of six weeks of customized courses for Pakistani officials conducted at the Harvard Kennedy School of Government. Feedback from participants indicate a disappointment at the lack of opportunity for interaction with foreigners during the course and also with the irrelevance of course material to the Pakistani context.

2.2.5 Short-term specialized training for officers was provided by the project according to needs identified by participating agencies in their Entity Improvement Plans. 841 officers received short-term foreign training; 519 officers received local training in collaboration with foreign institution, 3,196 officers received training at local institutions; and 444 support staff members received training in accordance with their job description.

2.2.6 The Federal Public Service Commission completed revamping the federal civil service entry system. Three studies were carried out under the project and 18 senior officers were trained.

8 PC-1 approval for participation of the Competition Commission of Pakistan (CCP) came one and half years after NSCC approval but did not receive support from the PCU. Thus, CCP only had about 6 months to implement which resulted in their inability to utilize their allocation of the funds except for some training.

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Based on this, syllabi were revised, the examination system was improved, and the civil service entry system was automated.

2.2.7 The sub-component focused on upgrading the civil service training institutions (Civil Service Academy, National Institutes for Public Administration, and the National School of Public Policy (NSPP) faced delays and subsequent restructuring. The proposed partnership between NSPP and a recognized foreign institution did not eventuate due to the country’s deteriorating security situation and the incipient nature of the institution. GoP instead opted to revamp the curriculum internally and focus on recruiting faculty domestically under an enhanced pay package. The allocation to the sub-component was reduced by the mid-term review from US$5 million to US$2.5 million and restricted for capacity building, with NSPP utilizing project funds mainly for upgrading technical infrastructure. NSPP has now received accreditation to award post-graduate degrees to officials successfully completing the mandatory courses for promotions in the public sector.

2.2.8 Performance of the Federal Board of Revenue sub-component was satisfactory in terms of intermediate output indicators, with all targets met in a timely manner. Sub-components focused on the Planning and Development Division and the Public Procurement Regulatory Authority also performed satisfactorily and largely met their targets. The Privatization Commission and Competition Commission of Pakistan could not execute their ambitious plans, except for some short- term training, due to extensive delay in approval of their PC-1. Achievement details and funds utilization by all the participants are shown in Annex 2.

2.2.9 The new regulatory agencies (National Electric Power Regulatory Authority [NEPRA], Oil and Gas Regulatory Authority [OGRA], and Pakistan Telecommunications Authority [PTA]) could not send significant numbers of officers for training as the Cabinet Division did not approve their nominations, a procedural issue not recognized during project preparation. Scheduled consultancies and studies were largely carried out with some changes due to altered priorities. Although three officers of NEPRA gained post graduate degrees from abroad and it successfully prepared Financial Programming, General Equilibrium and Micro Simulation models, it did not hire full-time advisers and thus its technical staff was not exposed to international experience as envisaged. The evaluation of the OGRA regulatory system based on the Bank Handbook was not carried out, while PTA successfully implemented the deregulation policy and on that basis private sector invested extensively. Based on consultants support, Cost- Based Interconnection Charges Framework was prepared and implemented. Framework for Universal Service Obligation was completed and Quality of Service Standards issued. These actions however, did not suffice for PTCL to improve the quality of its services due to obsolete infrastructure.

2.2.10 The National Steering and Coordination Committee (NSCC) served as GoP’s high-level decision-making body for the project and was intended to ensure effective implementation of the project. It met eight times during the implementation period, but less frequently after 2006. After meeting in June 2008, the NSCC did not meet until November 2009, at which time the project

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was closing. The infrequency of meetings deprived project implementation of advice and guidance. At this time, it was also observed that the GoP lost interest in the broader civil service reform. During the early stages of the project, the PCU failed to prepare regular quarterly progress reports on a timely basis, although an improvement was noted following the mid-term review.

2.2.11 Procedural issues caused delays in implementation of the project. Opening of foreign currency accounts required GoP approval from different agencies and each person receiving foreign training had to obtain such approval. Approval of PC-1 also caused extensive delays in project activities and fund utilization for most of the participating agencies.

2.2.12 Only at implementation of the project, it was realized that PDOs focused on outputs rather than outcomes, requiring an adjustment of the monitoring framework. Based on this, the Bank started discussions with GoP counterparts on a proposal for restructuring the project to align it with the Country Partnership Strategy and to reallocate funds based on utilization progress and new entrant’s needs. There was no overall progress in this regard and the project was not restructured as GoP did not show any interest in it. Nevertheless, the training program target was revised upwards and funds were reallocated based on utilization progress and the needs of new and existing entities, causing further dilution of project focus.

2.3 M&E Design, Implementation and Utilization

During the project, the Bank carried out 11 supervision missions, project implementation and results tracked in accordance with the appraisal targets, and an impact evaluation was commissioned by the Bank in 2008. The overall M&E framework for the project was very weak, however, owing to the failure of the project design to develop outcome-based PDOs and devote resources to attempting to accurately measure such outcomes. As a result, while the M&E system could track some project outputs, such as the number of people trained by the project, it had no mechanism to identify whether project activities meaningfully impacted any of the outcomes the project was ostensibly designed to achieve. It is thus very difficult to assess whether the resources allocated to the project have or will yield any improvements in the capacity of the civil service or the quality of services delivered to the population of Pakistan.

2.4 Safeguard and Fiduciary Compliance

2.4.1 None of the safeguard policies were triggered by the project. Acceptable audit reports were received, as were quarterly Financial Management Reports, albeit with some delay. With regard to procurement, ex-post reviews of selected participating agencies were carried out annually, with no significant issues identified, other than minor non-compliance related mostly to delayed submission of procurement plans and contract rosters.

2.4.2 Continuous year-round engagement with project management occurred at all implementing entities during the life of the project. This was largely due to the inclusion of many executing agencies and 9 Designated Accounts (DAs), each of which triggered financial reporting requirements. During these interactions, as well as ex-post procurement reviews, no governance

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issues came to light (as per ISRs), although FM / procurement capacity at the PCU and at some of the implementing entities was observed to be weak.

2.4.3 The Federal Board of Revenue, National Electric Power Regulatory Authority, and Pakistan Telecommunications Authority completed their activities before project closing, but failed to refund their outstanding balance and consequently suffered exchange losses of about US$5,500, US$28,000 and US$10,300 respectively. This was in spite of repeated warnings by visiting missions of the consequences.

2.5 Post-Completion Operation / Next Phase

2.5.1 The project closed on November 30, 2009 and disbursements completed on March 31, 2010. GoP requested a two year extension to enable the projected procurement and expenditure by some of the participating agencies under their Entity Improvement Plans to be completed. The Bank did not agree to this due to unsatisfactory future implementation plans, a lack of progress in implementing the broad civil service reforms envisaged at appraisal, and a failure to demonstrate high-level commitment and oversight. The undisbursed balance of $14 million was therefore cancelled before the closing date to ensure that the IDA allocation remained available to Pakistan for other projects. As some of the participating agencies had on-going operation and maintenance costs, GoP decided to continue funding using internal resources up to June 30, 2010.

2.5.2 Most participating agencies appreciated activities received under the project, although viewed the training as insufficient for adequate strengthening of the government agencies given their large size and expressed a desire for a follow-up project to expand the scope of previous activities.

3. Assessment of Outcomes

3.1 Relevance of Objectives, Design and Implementation

The project’s objectives were unclear throughout the project given the failure of the design or subsequent restructuring to adequately delineate outcomes expected to be associated with the proposed activities. However, the general goals of improving the capacity of Pakistan’s civil service and quality of service delivery were relevant at appraisal and became even more so, as the country’s economic and political situation deteriorated in the subsequent years. Of the three main pillars of CAS, the project supported strengthening government effectiveness.

3.2 Achievement of PDOs

3.2.1 The project succeeded in providing long- and short-term training to government officials and improving the IT infrastructure of participating agencies as stipulated in the relevant PDO. As noted above, the PDOs were restricted to output-based indicators and thus do not serve as an appropriate yardstick to assess project effectiveness. On the project’s broader goal of facilitating an “improvement in the overall quality of policy formulation, reform implementation, service delivery and human resource management of the public sector”, project impact would appear to be marginal. At appraisal, three main factors were anticipated as major contributors to the

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capacity of the project to meet this objective: (i) continued implementation of civil service reform; (ii) the creation of a critical mass of trained officers to lead the desired change; and (iii) appropriate placement of officers upon return. Each of these factors is discussed below.

3.2.2 Civil service reforms which were to complement the project did not progress as planned and were a major contributing factor to the failure to achieve the envisaged outcomes. This was partly due to political instability which necessitated increased focused on economic and security issues, but also due to a lack of high-level GoP commitment to the reforms as demonstrated by the fact that the Cabinet Committee for civil service reform never met. During the project, the role of the Civil Service Reform Unit (CSRU) in implementing reforms was transferred to National Commission for Government Reforms (NCGR), but when NCGR recommendations were not followed, the role was reverted to CSRU.

3.2.3 The project was based on the implicit assumption that providing a mix of short- and long-term training to a relatively small group of 500 officers (of a total of 24,000), improving technical infrastructure in ministries and agencies, and delivering short-term advisory services would be sufficient to create a critical mass of capacity to effect improvements in civil service capacity. These changes do not appear to have occurred. The design of the project thus appears to have been based on an insufficient analysis of the necessary and sufficient conditions for achieving the desired institutional changes.

3.2.4 The placement of trained officials did not support the development objective to the extent feasible. At appraisal, the project did not formulate a placement policy, which was instead prepared by CSRU and approved by the GoP in 2005. The approved policy directed officials trained under the Professional Development Program to return to their parent departments as a first priority and simply recognized the advisability of spending time at the National School of Public Policy. By not attempting to match acquired qualifications with job requirements, the policy did not provide for the optimal utilization of the created skills and thus undermined the project’s contribution to the capacity building of the civil service generally.

3.3 Efficiency

Not applicable

3.4 Justification of Overall Outcome Rating

Rating: Unsatisfactory

The project is rated Unsatisfactory due to the inability of the project to enhance the institutional capacity of Pakistan’s civil service. The critical failing of the project occurred in design and was based on unrealistic expectations that the extension of education and training to a small portion of staff, improvement of technical infrastructure, and provision of short-term advisory services would be sufficient to motivate broad-based civil service reform. In particular, the design of the project did not appropriately support Pakistan’s broader civil service reform, the failure of which ultimately precluded the achievement of project objectives, and did not effectively specify

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policies necessary to support the effectively utilization of inputs provided by the project, such as pertained to placement of trained officials. Implementation of the planned activities was also hindered by the large number of participating agencies and bureaucratic obstacles, eventually resulting in the cancellation of $14 million of the $61 million credit. The lack of client ownership in the project during the later stages was underscored by the fact that the National Steering and Coordination Committee did not meet after June 2008.

3.5 Overarching Themes, Other Outcomes and Impacts

(a) Poverty Impacts, Gender Aspects, and Social Development

3.5.1 Due to the lack of evidence that project succeeded in achieving its direct objective of strengthening the capacity of the civil service, no impacts on poverty outcomes are anticipated.

3.5.2 As women are under-represented in the Pakistani civil service and as selection for the professional development program were gender neutral, female officers represented only 12 percent of officials trained under the project.

(b) Institutional Change / Strengthening

3.5.3 The impact of the project in effecting institutional change and strengthening is unclear. The project succeeded in providing 363 middle-management government officers with foreign post-graduate qualifications and in providing 186 senior officials with short-term training in foreign countries. Despite these achievements, the number of officials trained by the project, both in terms of individual entities and the civil service generally, is considered too small to effect meaningful institutional change. In addition, placement policies for trained officers and a lack of mentoring, guidance, or coordination of trained officers further atomized impacts of training programs and limited the extent to which the program could succeed in strengthening institutions.

3.5.4 The project provided participating agencies with improved technical infrastructure and short-term advisory services. These activities can be considered to have a moderate short- and potentially medium term-impact on the ability of agencies to implement core competencies.

(c) Other Unintended Outcomes and Impacts (positive or negative)

3.5.5 The project enabled many officers in lower management grades to obtain post-graduate degrees from prestigious universities. Given the failure of the project to develop an appropriate placement policy, the potential exists for trained officers to be over-qualified for their current positions, under-remunerated, but unable to access high-management grades due to unsupportive system. In such cases, retention of trained officers beyond the existing 5-year bond for service may be an issue, although the development of career paths or other forms of professional counseling by the Establishment Division may ameliorate such problems.

3.6 Summary of Findings of Beneficiary Survey and/or Stakeholder Workshops

An Impact Evaluation Study included a limited survey of trained officers. The results indicate that beneficiaries were generally satisfied with the quality of the training and believe it enhanced

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their human capital, although participants in the Executive Development Program expressed disappointment at the limited opportunities for interaction with non-Pakistanis and the lack of relevance of the courses to issues facing Pakistan. Training beneficiaries were less optimistic, however, concerning the impact of training program on the capacity of the service. This was considered partly due to the relatively small number of training participants and their dispersion across multiple ministries and agencies, but also due to the failure to ensure the professional development of those returning from training. In the view of some beneficiaries, organizational cultures in parent departments were not receptive to changes suggested by returning trained officers, particularly when other staff and managers had not received similar exposure. To rectify this, beneficiaries recommended that returning officers should be given greater authority to select options for posting and to provide recommendations for the improvements in their assigned departments.

4. Assessment of Risk to Development Outcome

Rating: High

The project successfully completed the Professional and Executive Development Programs and most of the beneficiaries have returned to the public service with bonds to remain for a further 5 years. However, due to the relatively small numbers of trainees, their dispersion across a large number of agencies, and a lack of proper placement, and post-training coordination, it seems unlikely that the training will contribute significantly to achieving the development outcomes of the project.

5. Assessment of Bank and Borrower Performance

5.1 Bank Performance

(a) Bank Performance in Ensuring Quality at Entry


5.1.1 Project design was informed by analytical work undertaken on the public sector, governance, and civil service reform in Pakistan and elsewhere, and sought to incorporate lessons from an OED review of Bank assistance to civil service reforms over the previous two decades. The project design was based on inputs from, and was reviewed extensively by GoP, with an ownership commitment obtained both at the working- and highest-levels of GoP.

5.1.2 In spite of the analytical work undertaken in project preparation, the project design was not based on a rigorous logical framework linking project inputs, outputs, and outcomes and ultimately proved inappropriate to the nature and scale of the problems afflicting the civil service in Pakistan and the uncertainty of GoP commitment. The project’s focus on narrow, but broadly-spread, short-term training and professional development activities was not justified given the very low probability of such inputs affecting the desired outcomes. In addition, the project design was insufficiently linked to complementary GoP actions critical to the success of civil service

17

reform and did not specify policies for post-training placement, coordination, or professional development necessary to maximize impact of training activities funded.

(b) Quality of Supervision

Rating: Moderately Unsatisfactory

5.1.3 Supervision teams met participating agencies during missions and made efforts to resolve outstanding issues. Although not included in the original plan, an Impact Evaluation Study for the project was commissioned in 2008. The study identified that GoP commitment to civil service reform was no longer visible and was imperiling the achievement of PDOs. Recommendations were discussed with GoP, but the core issues highlighted were given inadequate attention.

5.1.4 During implementation, significant issues arose with project design and implementation of the project significant enough to place the achievement of envisaged outcomes in jeopardy. These included the failure to identify outcomes for the project development objectives, large number of participating agencies, slow progress in disbursement of project funds, and concerns as to GoP commitment to the civil service reform agenda (manifested by the infrequency, and eventual suspension, of steering committee meetings). Despite these issues, no restructuring of the project occurred and a further 14 participating agencies were allowed to be added to the project in spite of concerns about the existing size of the project. In addition, ISRs appeared to over-rate the performance of the project. Given these serious problems and the eventual outcome of the project, the team should have been more pro-active in developing solutions to rectify identified deficiencies.

(c) Justification of Rating for Overall Bank Performance


The design of the project did not appropriately specify intended outcomes and develop activities that could realistically be expected to achieve the broad goals of the project. Activities funded by the project were not planned or coordinated in a manner to maximize impact in civil service capacity and the project was not satisfactorily mindful of uncertainty surrounding the GoP’s commitment to civil service reform. At appraisal, project activities were already dispersed over a large number of participating agencies, which complicated implementation and lessened program impacts. In spite of this, the Bank agreed to an increase in the size of the project to an eventual 24 participating agencies with 9 designated accounts, creating significant challenges in tracking project activities. Despite the identification of critical failings in project design, such as the structuring of PDOs around outputs, no restructuring of the project occurred.

5.2 Borrower Performance

(a) Government Performance


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5.2.1 The high-level of GoP commitment and leadership for the project objectives at appraisal weakened as project implementation progressed, particularly from 2007 onwards. The vision and actions for implementation of civil service reforms, which were to proceed in parallel in support of the project implementation, were not followed through. The Cabinet Committee for Civil Service Reforms did not provide envisaged guidance for continuation of the reforms as it never met. Furthermore, the National Steering and Coordination Committee (NSCC) did not meet from June 2008 until the close of the project.

(b) Implementing Agency or Agencies Performance


5.2.2 The PCU under the Finance Division was set up for the project’s overall coordination, progress reporting, and financial support as participating agencies did not have designated accounts and procurement advisory support to participating agencies did not have the required expertise. The position of Project Director of the PCU remained vacant at times and the unit was not perceived as pro-active by the participating agencies. Approval of PC-1 of participating agencies, despite their Entity Improvement Plans approved for participation by NSCC, was extensively delayed, resulting in many of them not being able to utilize their allocations.

5.2.3 The Civil Service Reform Unit (CSRU) effectively implemented professional development and executive training programs and exceeded their targets. Civil service reforms have, however, been stalled due to lack of guidance and support from the Cabinet Committee. Most of the original participating agencies and the three regulators performed well and mostly achieved their targets under their Entity Improvement Plans, although did not fully utilize their allocations.

(c) Justification of Rating for Overall Borrower Performance


Project implementation was mixed. While institutional capacity-building was marginal, the project succeeded in providing education and training according to the project targets. However, the failure to develop an appropriate career development and placement policy for trained officers will potentially limit the impact of these activities. The lack of high-level commitment to civil service reforms was underscored by the failure of the Cabinet Committee to meet and the infrequency of NSCC meetings.

6. Lessons Learned

6.1 The experience with the PSCBP underscores the need for project designs to be formulated based on a robust conceptual framework linking project inputs, outputs, and outcomes. The project successfully completed a series of human capital development activities, but as intended outcomes were conditional on external actions that were not forthcoming, the project was unable to meet its overall objective. A project design developed from a rigorous identification of the necessary and sufficient conditions for increasing civil service capacity, with activities structured around each of these conditions, could have potentially avoided these pitfalls.

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6.2 A related shortcoming in the project design was to develop a set of PDOs based on outputs, rather than outcomes. This adversely impacted the design of an appropriate M&E framework to track the progress of the project in meeting intermediate objectives and identify whether project activities impacted outcomes of interest. More fundamentally, the misalignment of the PDOs delivered perverse signals to stake-holders and participating agencies concerning the goals of the project and complementary actions that were to be expected during the lifecycle of the project. A key lesson is thus to ensure that PDOs are appropriately focused on outcomes which can be reasonably expected to result from outputs delivered by the project.

6.3 The inability of the project to meet the development objective can, in large part, be attributed to the decline in GoP commitment to civil service reform and its attendant failure to undertake envisaged complementary actions. Despite the identification of this risk at appraisal, the project design did not incorporate measures to mitigate the risk to the achievement of project objectives or to improve the probability of continued GoP commitment. The general lesson is that, when projects outcomes are dependent on the continuing commitment of the government to inherently unpopular reforms, designs need to make a realistic accounting of these risks and propose components that effectively mitigate the attendant risk and/or directly support the continuation of commitment.

6.4 A further lesson provided by the project is of the importance of developing coordinated selection, placement policies, and professional development services to support intensive, targeted human capital development activities. The PSCBP devoted significant resources to short- and long-term professional development of mid-range officials, but did not mandate pre- or post-training measures to ensure the effective utilization of officials trained by the project. Accordingly, while beneficiaries believed that training activities were successful in enhancing their individual capacity, they also reported that their ability to utilize skills and experience obtained during the training was limited to inappropriate placements upon re-entry, a lack of receptiveness with their agencies to reform, and the fact that trainees were dispersed across a large number of departments and thus had no opportunity to form coalitions for change. A more developed delineation of the manner in which officers trained by the project were to be expected to serve as reform champions should have been used to develop policies and services necessary to ensure the effective utilization of project beneficiaries.

6.5 EDP provided six-week training to 186 senior government officials at the Harvard Kennedy School. Although training beneficiaries reported the quality of instruction to be high, the relevance of the course-work to the Pakistani context was considered limited. In addition, the lack of opportunities for interaction between participants and colleagues from other countries limited the quality of the general educational experience. On the basis of these reports, the utility of such programs for senior officials appears to be relatively limited and so perhaps should not be considered for funding in future.

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6.6 Project implementation was excessively complicated by the large number of participating agencies, which also served to dilute the impact of project activities. Although the number of participating agencies was considered high at appraisal, the number was further increased based on a government request and in order to compensate for a failure of the original participating agencies to disburse allocated funds. The decision to accede to this request does not appear to have been justified and a key lesson is for future projects to avoid a similar dilution of implementation and supervision resources, as well as project impacts, across an excessively large number of participating agencies.

7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners

(a) Borrower/implementing agencies

The Borrower, through the PCU, has prepared its own ICR summary, attached as Annex 7. It views the project as a much needed and successful intervention and notes that many of the participating agencies have suggested a follow-up operation. Comments on some issues raised by Borrower / Implementing Agencies follow:

Issue 1: The Bank’s initiative to slash the participating agencies original allocation by 50% for those that could not spend more than 25% of allocated amount adversely affected their performance, as they had taken approval of procedures and suddenly by this decision they had to restructure their whole program. Therefore they were unable to achieve timely procurement.

Comment: This was done due to slow progress and the need to maximize utilization of the funds available by other more active participants.

Issue 2: Umbrella projects with a very large number of executing agencies are difficult to manage and should be avoided.

Comment: Agreed. In fact, the project was not designed for such a large number of executing agencies and it only happened in an effort to utilize maximum possible funds available under the IDA Credit

Issue 3: The Bank’s procurement procedures are too cumbersome and require training of the implementing agencies.

Comment: Arrangements were made by requiring the PCU to employ a procurement specialist to help the entities not having the expertise.

(b) Co financiers

Not Applicable.

(c) Other partners and stakeholders

Not Applicable

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Annex 1. Project Costs and Financing

(a) Project Cost by Component (in US$ million equivalent)

Components Appraisal Estimate

(US$ million)

Actual/Latest

Estimate

(US$ million)

Percentage of

Appraisal

Professional development (PDEV; EDP; NSPP; FPSC) 23.00 23.38 101.7

Capacity building of key economic ministries 21.40 21.87 102

Capacity building of key regulatory agencies 5.60 1.60 28.6

Un allocated 11.00 0.00 - Total Baseline Cost 61.00 46.85 76.9 Physical Contingencies 0.00 0.00 0.00 Price Contingencies 0.00 0.00 0.00 Total Project Costs 61.00 46.85 77 Front-end fee PPF 0.00 0.00 .00 Front-end fee IBRD 0.00 0.00 .00 Total Financing Required 61.00 46.85 76.0

(b) Financing

Source of Funds Type of Co

financing

Appraisal

Estimate

(US$ million)

Actual/Latest

Estimate

(US$ million)

Percentage of

Appraisal

Borrower 6.00 3.06 51.0 International Development Association (IDA) 55.00 43.79 79.6

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Annex 2: Outputs by Component

Component/Sub component and Output

Targets Achievement

Utilization

US$

million

Component 1. Broad Based Professional Development of Public Sector Officers

1 PDP and EDP

250 -300 civil servants (Grade 17-19 or equivalent.)Acquire masters degrees

200 senior civil servants undertake executive short term training

363 acquire post graduate degrees 186 senior executives trained

21.16

2 NSPP

Establish NSPP Building up high quality faculty Improving/revising curricula Enhancing infrastructure and IT connectivity Twinning with international institutions Achieve degree awarding status

NSPP established Highly qualified Dean/adviser not

appointed, faculty capacity built up by local recruitment

Curricula revised Infrastructure improved MOU signed with China National School

of Administration for twinning Degree awarding permission received,

specific requirements being finalized.

1.76

3 FPSC

Improving recruitment process through: Improved syllabi Improved competitive examination System Automated computerized environment

18 senior officers trained 3 studies completed Syllabi improved Examination system improved Entire system automated

0.46

Component 2- Capacity Enhancement in Key Ministries/Agencies 4 Finance Division

Strengthening through: Professional training of staff (degree and non-

degree) Debt management: set up DPCO, monitor

debt situation and develop debt strategy to sustain fiscal and financial discipline

Corporate finance: monitoring and evaluation of PSEs, banks, capital markets and privatization

External wing: external debt management, BOP, trade and monitory policy

Policy wing: fiscal analysis, HRD strategy, PRSP and macro-economic model

IT facilities upgrade Short and long- term consultants for

specialized analytical work and policy reform programs

Professional training scheme Not utilized 193 officers received short term training 24 consultants hired IT system upgraded DPCO set up & linked with EAD data

bank General financial rules, civil service

regulations, treasury rules, provident fund rules, travel allowance rules up dated , compiled and made transparent.

Power cell established

4.50

5 FBR(formerly CBR): Reform initiatives: HRIS Capacity Building and Training of employees Change Management Workshops Large Taxpayers Unit (LTU), Lahore; Medium Taxpayer Units (MTUs); Dispute Resolution Complex, Karachi; STARR (Sales Tax Automated Refund

HRIS launched 411 officers receive local training 30 Change Management Workshops held

throughout the country L TU functioning in Lahore; 5 MTUs set up in Karachi, Quetta,

Peshawar, Faisalabad and Rawalpindi (now merged into Regional Tax Offices)

5.16

23


Targets Achievement

Utilization

US$

million

Repository) Taxpayer Education and Facilitation Centers; Customs Pilot Project; Universal Self-Assessment Scheme.

Dispute Resolution Complex, established in Karachi

STARR operational Help line centre established for taxpayer

education and facilitation at FBR HQ. Income tax assistance software distributed among tax payers

Customs Pilot Project operational Universal Self-Assessment Scheme

operational 6 MO C

Strengthen capacity to modernize and improve Pakistan’s trading regime and practices with consultants support where required: International trade policy formulation, trade

negotiations (FTA), Trade Promotion WTO related matters Trade Promotion (new markets and

diversification) IT and Research. Training of Officers in Human Resource

Development ; Data Cell/Digital Library Legal Advisory Cell

123 officers received short term training WTO consultant hired Legal advisory cell could not be

established Data Cell/Digital Library established IT infrastructure improved

0.58

7 Establishment Division-CSRU

Oversee GOP’s comprehensive CSR reform program, specifically: Devolution: complete devolution with

responsibilities and staff assignments moved from federal to provincial and from provincial to district levels, including restructuring and compensation issues.

Recruitment and promotion reforms: modernizing the cadre system, reforming occupational grouping to increase mobility within the public sector and strengthening merit system

Pay and pension ; reforms including monetization of benefits and transparent total compensation packages

Professional development programs under PSCBP

Monitoring and evaluation of governance and policy reforms, data bases of civil servants, HRD information system, and evaluation of reforms

Coordination: serving as Secretariat for Cabinet Committee on CSR.

Professional development program

completed successfully. Broad based CSR reform program not

implemented due to lack of priority by GOP (not financed under PSCBP)

Cabinet Committee on CSR not operational

1.36

8 PDD

Strengthening through: Economic planning formulation through

One officer obtained PhD in macro modeling

Three macro-economic models prepared

2.63

24


Targets Achievement

Utilization

US$

million

improved macro modeling Monitoring development projects PPMI through twinning arrangement HRM systems Induction of professional staff and

consultants Training Digital library PSDP Improved infrastructure-IT

Digital library set up IT infrastructure improved 64 officers received short term training Oracle HRM system installed PSDP database computerized 6 training courses organized by PPMI in

collaboration with foreign universities and 150 senior officers trained

41Research Assistants (RAs) hired to improve staff quality

3 consultants hired 9 EAD

Strengthen capacity: Coordination and monitoring of donor funded

projects Establish research and policy analysis cell Training for skill development Development of standard operating

procedures Computerized environment and MIS

62 officers trained Database of donor funded projects

prepared 5 RAs hired for policy analysis Computerized infrastructure implemented

0.74

10 PPRA Strengthen capacity: Professional development and training Prepare transparent and cost effective public

procurement system Monitor and regulate public procurement Train other government agencies

Framework for public Procurement installed

101 training programs for 3,500 public procurement officers held

2 officers received short- term training

0.34

11 MOWP

Strengthen capacity to improve performance through: Professional qualifications in regulatory

economics Foreign training Mobilize private sector resources for power

sector Corporatize and commercialize its

organizations Create regulatory framework and set tariffs

based on level playing field

One officer received post graduate degree 28 officers received short- term training Research study on Kotri Barrage Water

Escapage conducted

1.16

12 Statistics Division

Strengthen attached Departments capacity: Professional qualifications in regulatory

economics Training Consultancy services for improving energy,

mining and manufacturing, trade and financial statistics and improving analysis of statistical data

3 officers obtained post graduate degrees 2 consultants hired for research studies

0.15

13 Ministry of Industries and Production

Strengthen capacity through: Professional qualifications

56 officers received specialized foreign training on policy formulation for various sectors

0.81

25


Targets Achievement

Utilization

US$

million

Foreign training Consultancy services for policy formulation

and implementation

4 consultants recruited. They left before completing their work due to low compensation

14 BOI

Strengthen Capacity through: Professional qualifications Training in economic and investment

promotion strategies Consultancy services for facilitating investors

for over view of 11 sectors

50 officers received specialized foreign training on policy formulation

No studies carried out

0.19

15 MPNR Strengthen Capacity through: Professional qualifications Training in economic and investment

promotion strategies Consultancy services for gas supply and

demand projects

79 officers trained No studies carried out

0.88

16 Ministry of Privatization: Strengthen Capacity for privatization through: Training Establishing data base for privatized and to be

privatized PSEs Restructuring to include relevant privatization

issues. IT portal Develop a team of 30-40 specialized

professionals

16 officers trained Due to late entry other targets could not

be met

0.30

17 Women Development Division

Strengthen capacity to improve performance through: Professional qualifications in regulatory

economics Foreign training

12 officers received short term training

0.16

18 KANA Division

Strengthen capacity to improve performance through specialized training in finance, IT and planning

17 officers trained short term 25 officers trained locally

0.29

19 Government of Punjab

Strengthen Capacity through: Professional qualifications Training in economic policy

52 officers received post graduate degrees 162 officers received short- term training

2.39

20 Government of Balochistan

Strengthen Capacity through training in economic policy

456 officers received short term local training

0.13

21 CCP

Strengthening and capacity building through: Establishing infrastructure to make the law

operational Establishing IT and research capacity Fostering competition culture Access to legal, financial and economic

24 officers trained on short- term training Other plans not implemented due to delay

in PC-1 approval

0.16

26


Targets Achievement

Utilization

US$

million

professionals

Component 3- Regulatory Agencies 22 NEPRA

Strengthen capacity to regulate monopoly aspects of power sector: Professional qualifications in regulatory

economics Foreign training Develop a competitive regime for electric

power generation and supply Ensure reliability and supply of electric

power Framework for direct sale by generators to

bulk power consumers Performance and environmental standards

notified

3 officers obtained post graduate degrees 38 officers trained Financial programming, general

equilibrium model and micro Simulation models prepared

Capacity to ensure reliability and supply of electric power needs strengthening

0.51

23 OGRA

Strengthen capacity to regulate the oil and gas sector: Professional qualifications in regulatory

economics Foreign training Foster competition Encourage private investment Restructure oil and gas sector Formulation of performance standards for gas

and oil sector Framework for open access and common

carrier regime

50 officers trained for short term Unaccounted For Gas and HR cost

benchmarks put in place Legal framework strengthened Technical regulations imposed Performance and service standards

enforced

0.41

24 PTA

Strengthen capacity to regulate the telecom sector: Professional qualifications in regulatory

economics Foreign training Implement deregulation policy Foster competition and encourage private

investment Framework formulation for USO Formulation of QOS standards Framework for determination of

interconnection charges on cost-based convention

Deregulation policy successfully implemented and private sector invested extensively

Foreign training not utilized due to Cabinet Division not approving, Instead qualified staff recruited

Cost-based interconnection charges implemented

Framework for USO completed QOS standards issued

0.67

Total 46.9

27

Annex 3. Economic and Financial Analysis

This was primarily an education/training and capacity building project. It was recognized at the appraisal stage that there is no evaluation methodology for measuring economic and financial impact of such TA projects.

The project financed much needed post graduate level of education, training in relevant fields identified in PA’s EIPs, consultancy/advisory support and up grading of the information technology infrastructure. The resulting capacity building and strengthening of the government’s important ministries/institutions was expected to improve accountability, governance, regulatory functions and general business environment.

28

Annex 4. Bank Lending and Implementation Support/Supervision Processes

(a) Task Team members

Names Title Unit Responsibility/

Specialty

Lending Supervision/ICR Anjum Ahmad Sr. Energy Specialist. SASDE Muhammad Zulfiqar Ahmed Sr. Transport. Engineer AFTTR Asif Ali Sr. Procurement Specialist SARPS Martyn Gordon Ambury Consultant, Governance Advisor SASEP Rashid Aziz Sr. Energy Specialist SASDE Anwar Ali Bhatti Financial Analyst SACPK Thomas Buckley Sr. Country Officer SACPA Syed Waqar Haider Sr. Energy Specialist AFTEG Zahid Hasnain Sr. Public Sector Spec. EASPR Mudassir H. Khan Sr. Financial Sector Specialist. SASFP Isfandyar Zaman Khan Financial Sector Specialist ECSF1 Shabana Khawar Sr. Private Sector Development SASFP Kiran Afzal Research Analyst SASFP Riaz Mahmood Financial Management Analyst SARFM Eric David Manes Sr. Economist SASFP Hanid Mukhtar Sr. Economist SASEP Naveed Hassan Naqvi Sr. Education Economist. SASED Saeeda Sabah Rashid Financial Management Specialist SARFM

Furqan Ahmad Saleem Sr. Financial Management Specialist SARFM

Hasan Saqib Sr. Financial Management Specialist SARFM

(b) Staff Time and Cost

Stage of Project Cycle

Staff Time and Cost (Bank Budget Only)

No. of staff weeks US$ 000 (including travel

and consultant costs)

Lending

FY03 10 10.73 FY04 55 124.97

Total: 65 135.70 Supervision/ICR

FY04 0.91 FY05 75 123.37 FY06 51 84.19

29

FY07 34 58.16 FY08 50 162.85 FY09 42 0.00

Total: 252 429.48

30

Annex 5. Beneficiary Survey Results

No beneficiary survey has been carried out for project outcome. However, an Impact Evaluation Study was carried out in 2008 while the project was still under implementation. Its results have been summarized under para 3.6 above.

31

Annex 6. Stakeholder Workshop Report and Results

Not Applicable

32

Annex 7: Summary of Borrower’s ICR and/or Comments on Draft ICR

Summary of Borrower’s ICR on PSCBP9

The Implementation Completion Results Report (ICR) of Public Sector Capacity Building Project assesses project context, its appraisal at the designing stage, recaptures the development objectives, key indicators and achievement of stated objectives in respect of following three strategic areas of the project:

I. Broad spectrum professional skill development of public servants;

II. Strengthening management capacity of the economy, agencies of GoP and provincial governments; and

III. Enhancing capacity to undertake regulatory functions in GOP.

The report highlights beneficiaries of the project; significant changes during implementation, factors affecting the implementation process and achievement of key indicators. The ICR also discusses in detail the lessons learned throughout the life cycle of the project.

Before discussing achievement of development objectives in three strategic areas, it may be useful to summarize the context in which the project was initiated. In Pakistan the capacity and quality of public institutions was declining overtime. An improvement in efficiency of the government was needed if Pakistan is to accelerate and sustain growth, reduce poverty, encourage its private sector to realize its full potential and compete in a competitive global market as it depends on the capacity of government institutions and quality of civil service, It was in this context that capacity building project was conceived and initiated.

Focus of the project was on key Federal Ministries/Divisions, two of the provincial governments i.e. government of the Punjab and govt. of Balochistan and four (4) regulatory authorities working in areas of gas, power, telecommunication and procurement.

Achievement of development objectives in three strategic areas is summarized as follows:

I. Broad Spectrum Professional Skill Development of the Public Servants

Broad spectrum professional development was planned to be achieved through the following strategies:

Direct investment on professionals which includes the professional training programs (Executive Leadership Development Program (ELDP) and Professional Development Programme (PDP);

9 For Full Borrower’s ICR, please see Annex 10.

33

Development of the domestic public sector Pre-service and in-service training institutions i.e. Civil Services Academy (CSA), National Institutes of Public Administration (NIPAs), Pakistan Administrative Staff College (PASC) and National School of Public Policy (NSPP); and

Improvement of civil service recruitment process through strengthening Federal Public Service Commission (FPSC).

Under the project, a total of 186 officers have availed the training facility under Executive Leadership Development Programme (ELDP) at Kennedy School of Government, Harvard University, USA, against the target of 200 training. Similarly, a total of 363 officers have been trained under the Professional Development Programme (PDP) against the target of 300 trainings.

The professional development was also to be achieved through strengthening in-country training capacity. This involved upgradation of civil service training institutions (CSA, NIPAs and PASC) through improving/revising curricula, operationalization of NSPP and capacity enhancement of faculty as well as twinning with international institutions.

Curricula of all training courses have been revised/up-graded. New curricula are more relevant to service delivery and good governance for all the three levels of trainings: Mid-Career-Management Course (MCMC) for BPS-18 officers (tactical), Senior Management Course (SMC) for BPS-19 officers (formulation and implementation of public policy) and National Management Course (NMC) for BPS-20 (Policy formulation). The new curricula are incremental in essence and address the particular requirements of each level of training.

NSPP was notified on March 16, 2005 and its complete structure was approved by the Board of Governors on January 26, 2007. It is now fully functional and regularly running the Common Training Program (CTP), MCMC, SMC and NMC. The faculty at NSPP is well qualified (more than 16 members are foreign degree holders). Establishment of NSPP with degree awarding status has provided the foundation for replacing foreign based Professional Development Programme (PDP) and Executive Leadership Development Programme (ELDP) with the in-country training programs.

Under the twinning arrangements, a Memorandum of Understanding (MoU) has been signed with the China National School of Administration (CNSA) and discussions are being held with a few other foreign institutions.

The Higher Education Commission has granted Degree Awarding Status to NSPP (July 2009). This status projects NSPP from a mere training outfit to an educational and research center as well.

Another aspect of professional development was that of improving civil service recruitment process through the Federal Public Service Commission (FPSC). FPSC has conducted three major studies as below;

a. Revamping of CSS Examination System

34

b. Revamping of general Recruitment System

c. Revamping of Psychological Assessment Process

Two Members of the FPSC participated in a Training Course, organized in United Kingdom. Study tours to France, U.K., Australia, New Zealand, Malaysia, Singapore, Egypt, Turkey and South Africa were undertaken by five teams of the Commission comprising of 18 Senior Officers during 2006-2008. A total of 119 employees of the Commission availed opportunities of various training courses offered by inland training institutions.

During 2006-2009, career counseling seminars in 44 Universities and 205 colleges were conducted to create awareness among students about the Civil Service of Pakistan, CSS Examination System, General Recruitment System by providing information on procedures of recruitment through FPSC for Federal Government jobs.

II. Strengthening Management Capacity of the Economy, Agencies of GoP and

Provincial Governments

The Public Sector Capacity Building Project had focused on five major components

including civil works, trainings, consultancies /research studies, procurement of goods and

incremental, operating & administrative cost.

Achievement under this strategic area has been analyzed by reviewing the PC-I targets, and physical achievement of the approved components of all the Federal Ministries/Divisions and two of the Provincial Governments i.e. Punjab and Balochistan.

Finance Division

A total number of 193 officers of Finance Division have been trained under short term foreign trainings, 75 officers were trained in localized trainings and 60 officers got local trainings. No significant facilities were available to build the capacity of staff working in the Finance Division. It merits mentioning here that staff in BS-16 and below makes about 90% of the total workforce of the Finance Division. A total of 444 support staff members were also trained under PSCBP.

A total of 24 Consultants including 3 Consultants for Project Coordination Unit were hired for various Wings of the Finance Division. 2 technical studies on Updation and Modernization of Books of Rules and Regulations of Finance Division were also carried out.

Economic Affairs Division

A total of 62 officers of EAD have been trained of which 52 officers got short term foreign trainings, 2 officers were trained in long term local degree programmes and 8 officers were trained in short term courses online. EAD recruited 5 Research Associates (RAs) out of proposed 8 RAs, as no suitable candidates were found.

Planning and Development Division

35

64 regular officers of the P&D Division were deputed for 3-6 weeks of foreign training in fields related to their work at various reputed foreign institutions. Planning and Development Division had recruited a total of 42 Research Associates throughout the life cycle of the project. Two technical studies were carried out titled: Sensitivity Analysis, Karachi Mango Metro Train Project; and Lakpass Tunnel Project – An Appraisal.

Federal Board of Revenue

Under PSCBP the target was set to establish 5 Medium Tax Payer Units (MTUs). These MTUs have been established each at Karachi, Quetta, Peshawar, Faisalabad and Rawalpindi, which are fully functional. One Large Tax Payer Unit (LTU) in Lahore, a Dispute Resolution Complex and a MCC has been established in Karachi. One consultant, M/s NESPAK was appointed by the Federal Board of Revenue for preparation of design layout, procurement support and supervision of refurbishment activities at the model offices of FBR i.e. LTU/MTU/MCCs/DRC.

A total of 411 officers of Federal Board of Revenue were trained in local trainings and 30 workshops were conducted on change management throughout the country.

Ministry of Commerce

A total of 123 officers of Ministry of Commerce and its attached departments have availed foreign short term trainings. A total of 3 consultants were hired including a Legal consultant and 2 IT Consultancy firms for establishment of Digital Library in commerce Division. Three research studies on the establishment of Cool Chain System in Pakistan were conducted by the Commerce Division and a PC-I was prepared which is presently under submission to CDWP for approval.

Statistics Division

A total of 3 officers of Statistics Division have availed long term foreign trainings. The Division has conducted two research studies on Economic & Financial Statistics and Social Statistics & Demography by hiring two foreign consultants.

Ministry of Industries & Production

A total of 57 officers of Ministry of Industries & Production and its attached departments have benefited from the Program and got trained in relevant disciplines from reputed International universities and institutions. A total of three consultants were hired by the Ministry of Industries and Production under the PSCBP.

Investment Division

A total number of 50 officers of Investment Division have been trained in different training programmes of which 5 officers have attended short term foreign trainings, 15 officers are trained in local short term trainings, 10 officers have availed foreign language courses and 20 officers have participated in joint study groups in foreign countries.

Ministry of Petroleum and Natural Resources

36

A total number of 79 officers have availed multidisciplinary training courses of which 26 have attended short term foreign trainings, 32 officers have attended international in land (localized) trainings and 21 senior and junior officers have attended the workshops at different international venues.

Ministry of Water and Power

One officer has availed long term training and 15 officers availed short term foreign trainings. A total of 13 officers went to the study tours and 13 officers have availed local trainings. Ministry of Water and Power has conducted a Research study on Kotri Barrage Water Escapage.

Competition Commission of Pakistan

A total number of 24 officers have been trained in three short term foreign training programmes.

Ministry of Privatization

A total of 16 officers have been trained under short term foreign trainings.

Women Development Division

A total of 12 officers of Women Division have been trained under short term foreign trainings.

Kana Division

A total of 42 officers have been trained of which 17 officers are trained under short term foreign trainings and 25 officers have availed short term local trainings.

Government of the Punjab

52 officers have attended one year Master Degree programme, 166 officers trained under short term foreign trainings and 8 officers availed distance learning courses.

Government of Balochistan

A total of 456 officers of different departments are trained in short term local trainings.

III. Enhancing Capacity To Undertake Regulatory Functions In Government of

Pakistan

Four Regulatory Authorities were among the Implementing Agencies under this strategic area. Achievements of development objectives are summarized as below:

Public Procurement Regulatory Authority (PPRA)

101 training programmes have been completed successfully wherein 3127 public sector procurement officers representing more than 200 procuring agencies of Federal Government (various ministries/departments and statutory bodies) have availed training facility in new Procurement Regulatory Regime while 2 officers were trained under short term foreign trainings.

Oil and Gas Regulatory Authority (OGRA)

37

A total number of 175 officers of OGRA have been trained under the PSCBP of which 50 officers were trained in short term foreign trainings while 74 officers were trained under local trainings and 51 got online trainings. In PC-I it was planned to carry out 2 technical studies which could not be completed due to unsatisfactory performance of the consultants.

Pakistan Telecommunication Authority (PTA)

Two consultancies were undertaken to improve working of the Authority, of which one is completed and the other one is under process

a) Telecommunication Deregulation Consultancy (McCarthy consultancy completed)

b) PTA engaged the services of international consultants M/s Ovum plc (UK) for determination of cost based inter connection charges for fixed and mobile networks and to finalize the cost and regulatory accounting framework. 60% of the consultancy is completed whereas remaining work could not be done beyond Nov 30, 2009 due to law and order situation.

National Electric & Power Regulatory Authority (NEPRA)

A total of 47 officers have been trained under PSCBP through short term foreign trainings/workshops while one Consultant was recruited.

At present Ministry of Finance has prepared a PC-I for a project titled Institutional

Strengthening of Finance Division (continuation of PSCBP-Finance Division’s Component-

Phase II) with a total cost of Rs. 189.00 million to sustain the capacity built under PSCBP.

Borrower’s Comments on Draft ICR

Government of Pakistan

Finance Division

(External Finance Policy Wing)

*****

Subject: IMPLEMENTATION COMPLETION REPORT (ICR) OF THE PUBLIC

SECTOR CAPACITY BUILDING PROJECT (PSCBP) – COMMENTS

At the outset, it may be acknowledged that through the PSCBP, the World Bank and GoP collectively made a significant effort to strengthen the institutional capacity of key institutions of the GoP. This has abundantly been reflected in the Annex-7 appended with the GoP’s ICR (shared earlier with the World Bank) that Project Development Objectives (PDOs) have significantly been achieved by the 24 Executing Agencies despite some hindrances, which the project came across during its implementation. Public Sector Capacity Building Project (PSCBP) was an important intervention to build capacity of public sector organizations at the federal and provincial levels, not only to consolidate and sustain the economic gains but also to promote good governance in the country. PSCBP allowed, in the short and medium term, to impart high quality training/education to the senior and mid-level civil servants, working at the policy

38

making and policy implementation positions. Concurrently, resident capacity of public sector organizations was improved through their dedicated components by implementing Entity Improvement Plans (duly approved by the World Bank) and training of officials.

However, in the ICR, some facts have not been taken into account by the Bank, which makes the ICR unable to portray the exact picture. It needs mention that the PSCBP was approved at the cost of US$ 61 million (US$ 55 million IDA lending by the World Bank and US$ 6 million contributed directly by GoP). It is contrary to the fact (as depicted in the ICR) that NSCC meetings were not convened with the frequency as was required. It needs highlighting that these meetings were held as needed. To ensure smooth and prompt functioning, certain powers were also delegated to the Finance Secretary by the NSCC since it was a high-powered forum and its meetings were not easy to convene given a less than easy availability of its members. Hence, last NSCC meeting was arranged in November 02, 2009 (and not in 2008) under the chairmanship of the then Finance Minister wherein continuation of generic as well as specialized trainings was emphasized. It is worth mentioning here that PDOs were restructured/redesigned, as advised, to restrict the canvas of the project only to six executing agencies (in the possible/indicated extension period) for optimal utilization of remaining IDA amount but its non-extension adversely affected the same. It is understood that PSCBP has significantly impacted the technical skills of civil servants at all levels of the government. Appreciating this, the NSCC during its last meeting held on November 2, 2009 decided, inter alia, that Human Resource Management is a continuous process, which eventually would ensure sustainability in nourishing technical skills of civil servants. The pre-service and in-service trainings being a continuous process, will help build a new edifice of development, management and strategic leadership culture contributing towards a changed role of the government as a facilitator and a regulator. Keeping in view the strategic significance of the capacity building programme, it was agreed that the initiatives need to be sustained. Thus in order to retain and continue the ongoing capacity building efforts, after the closure of PSCBP, a new initiative for Institutional Strengthening of Finance Division was conceived for the next three years through GoP funding. The project has been approved by the CDWP and its activities have since been initiated. The CSRU (Establishment Division) being the largest component in the Project, the main achievements under it are also discussed separately in the following paras. The training components of Establishment Division; Executive Leadership Development (ELDP) and Professional Development Programs (PDP), were highly successful. In the case of PDP, the programme surpassed its targets. CSRU not only devised a placement policy and got it approved it from the Prime Minister but also prepared a digital resume book for internal marketability of the trained officers. It has been rightly pointed out in the ICR that the officers trained under PDP were very enthusiastic and willing to play their role in promoting economic growth and good governance in the country. The placement policy could not work, inter alia, due to the prevailing civil service structure in the country. However, evidence suggests that almost 95% officers are working in the public sector and contributing their role effectively. PSCBP, therefore, helped to train a pool of civil servants, which is available to the public sector.

39

PSCBP envisaged that in the long run, National School of Public Policy (NSPP) would emerge as a centre of excellence for training and research in the public sector, therefore, the foreign training programme would be phased out. Though NSPP has made a lot of progress to revamp various training courses, hiring of faculty and improvement of facilities, etc. it has, however, to cover a long way to reach the desired level. The new management of NSPP is determined to take necessary steps to achieve this target. It may be noted that in Annex-1. Project Cost and Financing (table at Page 21 of ICR), the expenditure against IDA share of US$ 55 million, is shown as US$ 43.79 million. This reflects an unspent balance as US$ 11.21 million instead of US$ 14 million as indicated at certain other places in the ICR. Overall, the time overrun is not an uncommon phenomenon in development projects even in the most developed countries. Since the PSCBP was a unique project, an unspent amount should not have been treated as a glaring aspect of the project to be highlighted while commenting on the project performance.

In view of the above, it seems very unfair to rate the performance of the Government as unsatisfactory.

Amjad Mahmood Joint Secretary

40

Annex 8. Comments of Co financiers and Other Partners/Stakeholders

Not Applicable

41

Annex 9. List of Supporting Documents

Aide Memoires for PSCBP

Civil Service Reform, A Review of World Bank Assistance, OED, World Bank, August 1999.

Government of Pakistan request for extension of PSCBP

Impact Evaluation Study for PSCBP (2008)

Implementation Status Reports for PSCBP (02/09/2010)











Mid Term Review for PSCBP (11/30/2006)

Project Appraisal Document for PSCBP Tracer Study of Placement of Officers Receiving Post Graduate Qualification under PDEV. sub component

42

Annex 10: Government of Pakistan: ICR on Public Sector Capacity Building Project

1. Project Context, Development Objectives and Design The Public Sector Capacity Building Project was initiated under an immense need of capacity building of the civil service in general and in key Federal Ministries/Divisions of GOP and provincial departments in particular which are in the forefront in designing, implementation and monitoring economic and human resource management policy reforms and strengthening of regulatory facilities. The project was also designed to strengthen in-country training facilities and improve the recruitment process, entry level examinations, management of promotions and carrying out of need analysis.

1.1 Context at Appraisal

In Pakistan the capacity and quality of public institutions was declining over time. An improvement in efficiency of the government was needed if Pakistan is to accelerate and sustain growth, reduce poverty, encourage its private sector to realize its full potential and compete in a competitive global market, successful implementation of GOP’s reform programme, as it depends on the capacity of government institutions and quality of civil service, the capacity building project was conceived and initiated. The inadequacies of the existing system of training lie at the root of the performance of civil service therefore the government of Pakistan planned to expand investment rate in human resource development, the Public Sector Capacity Building Project was conforming this planning. The government has to improve specific aspects of governance in its civil service reform agenda. In this respect the PSCBP was mandated to provide assistance for building the capacity of key policy making and implementing Ministries and Agencies for strengthening regulation in areas of gas, power and telecommunications. Focus of project was on three strategic areas, these are depicting the overall government agenda to implement under the capacity building ambit. Achievement of strategic goals is through the concrete interventions proposed under the Entity Improvement Plan as guided by the donor agency (World Bank).

In a nutshell, focus of the project was on three strategic areas.

IV. Broad spectrum professional skill development of the public servants; V. Strengthening management capacity of the economy, agencies of GOP and provincial

governments; and VI. Enhancing capacity to undertake regulatory functions in government of Pakistan

Strategic Area I

As far as Broad Spectrum Professional Development is concerned, this was planned to be achieved through following strategies:

Direct investment on professionals which includes the professional Training Programme (degree and non degree for middle to senior level officers).

43

Development of the domestic public sector Pre-service and in-service training institutions i.e. Civil services Academy (SCA), National Institutes of Public Administration (NIPAs), Pakistan Administrative Staff College (PASC) and National School of Public Policy (NSPP).

Improvevement of civil service recruitment process through strengthening Federal Public Service Commission (FPSC)

Direct investment on professionals/ Broad spectrum professional skill development of the

public servants

Government of Pakistan had strong urge to improve the skills and change the mindset of senior civil servants to ensure that its Economic Revival Programme is successfully implemented and sustained over a longer time frame.It can be done through a multipronged approach centered on the training of civil servants and upgrading the capacity of Civil Service Training Institutes, where they are trained. The inadequacies of existing system of training lie at the root of much of the indicated problems of diminished quality and reduced impact. Human resource development in the public sector had not been given adequate resources leading to steady erosion in capacity and technical skills of civil servants. As compared to early sixties, the statistics, point to a sharp decline in the pursuit of advance degree programmes. There was also under investment in human capital. According to one estimate, government expenditure on staff training is 0.5% of the establishment cost. Keeping in view this background the component was addressing the capacity and technical skills gap in civil service and was largely focusing on professional development of federal and provincial civil service cadre and ex-cadre including officers posted in districts. These two training programmes were as under

a. Executive Leadership Development Programme (ELDP), the non degree

programme for senior officers (BPS20-21)

b. Professional Development Programme (PDP) for junior officers (BPS17-19)

Strengthening in-country training Institutes’ capacity

In addition to the provision of training facilities, as mentioned above, professional development was targeted to be achieved through strengthening in-country training capacity. The Establishment Division is responsible for providing training to civil servants at different levels, primarily through seven training institutes, Pakistan Administartive Staff College PASC, Lahore; National Institute of Public Administarion, NIPA, Lahore, Karachi, Peshawar, Quetta, Cicil Services Acadamy, CSA and secretariat Training Institute. This strategy involved up gradation of these institutes, operationalization of NSPP and capacity enhancement of faculty as well as twinning with international institutes. A civil service officer is expected to get rotated across different ministries. The pre-service and in-service training had become inappropriate for development of a new management culture and a changed role of government as a facilitator and regulator. The training institutes were not

44

addressing the inadequacies and continue to focus on routine training rather than developing new managerial and leadership skills. Improvevement of civil service recruitment process through FPSC

Professional development was to be achieved through another aspect i.e. improving the civil service recruitment process through the FPSC. The key areas of support include strengthening of entry level examination process, management of promotion examinations and curriculum development. Civil Service Reform Unit (CSRU) was established as the secretariat to the Cabinet Committee on Civil Service Reforms within Establishment Division, National School of Public Policy (NSPP) and Federal Public Service Commission (FPSC) under the umbrella of Establishment Division were targeted to achieve following objectives under the strategic Area I.

Create a critical mass of professionally trained officers from BS-17 to BS-21, in Public Sector Management, Social Sector, Public Policy& Public Finance and Regulatory Sector, who can translate policy designs to real world behaviours in a management environment and be able to work with diverse groups of experts and staff;

Improve the relevance, quality and content of training at domestic civil service training institutions;

Review FPSC’s entry level examination process; Coduct need analysis for curriculum development undertaken by FPSC; and To revise the curriculum and training methodologies of Civil Service Training

Institutions. Strategic Area II

Under the second strategic area i.e. strengthening management capacity of the economy, focus was towards the 16 key and strategic Federal Ministries, 2 provincial governments and government organizations to implement the capacity building interventions.

Strategic Area III

Under the 3rd strategic area of PSCBP-capacity strengthening of Regulatory Agencies, four regulatory authorities were the participants i.e. National Electric and Power Regulatory Authority (NEPRA), Oil and Gas Regulatory Authority (OGRA), Public Procurement Regulatory Authority (PPRA) and Pakistan Telecommunication Authority (PTA). In Pakistan with no history of infrastructure and service regulation, there was a severe dearth of trained professionals with the capability to address the complex issues of electricity, gas generation, Procurement laws and telecommunications. 1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved)

The objectives of umbrella Public Sector Capacity Building Project were as under: Enhancing the capacity (skills, knowledge, and attitude) of public sector officials to meet

the challenges of 21st century and needs of a vibrant economy to accomplish the goals as set out in Poverty Reduction Strategy Paper (PRSP);

Strengthening the capacity of in-country training institutions for improving the quality of entry level civil servants;

Strengthening capacity of the FPSC;

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Strengthening the capacity of key ministries/agencies which are in the forefront of designing, implementing and monitoring of economic reforms and human resource management;

Strengthening capacity of regulators for regulating their respective sectors effectively; and

Enhancing government capacity to facilitate broad based civil service reforms (CSR) as well as pay and pension reforms.

1.3 Revised PDO Nill. However the project activities were continued out of GoP funds even after the closure of IDA support w.e.f November 30, 2009. 1.4 Main Beneficiaries

As it have been described above that the thrust of the project was on three strategic areas linked to this the whole of government machinery comprising the civil servants of a total number of sixteen (16) key Federal Ministries/divisions in GOP, two of the provincial governments i.e. government of the Punjab and govt. of Balochistan and four (4) regulatory authorities were the primary target group of the project. Public sector pre-service and in-service training institutes are also the primary target of the PSCBP. In addition to these the related departments/organizations of above mentioned ministries were also expected to be benefitted from the interventions of PSCBP. 1.5 Original Components (as approved)

The Public Sector Capacity Building Project had focused on the following five major components in order to achieve the coherent agenda of civil service reforms. Civil Works Trainings Consultancies/Research studies Procurement of Goods Incremental, operating and administrative cost

1.6 Revised Components

Nil 1.7 Other significant changes The Public Sector Capacity Building Project had been implemented as per approved design, scope and scale. No significant changes have been made; the implementation schedule and funding allocation by and large were the same as agreed upon in the respective Entity Improvement Plans of the Executing Agencies, The revision had been made in funding allocation and implementation schedule of some of the Executing Agencies by the approval of National Steering and Coordination Committee (NSCC) in its meetings. However the main thrust of the Project remained on same areas as envisaged in the umbrella project design. 2. Key Factors Affecting Implementation and Outcomes

Keeping in view the umbrella Project activities, some common factors ensuring the effective

implementation of the project can be summarized as follows:

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Timely releases of funds;

A detailed training need assessment by all the implementing Agencies (IAs) including Key

federal ministries, Regulatory Authorities and Provincial governments (Punjab and

Balochistan) to ensure the optimum benefits to the organization; and

Placement of officers at relevant positions after having trained in different areas, so as

the maximum benefits could be derived for the institutional development and

strengthening.

2.1 Project Preparation, Design and Quality at Entry

The Public Sector Capacity Building Project being unique in nature was implemented as a novel intervention. At the time of design and initiation, the government was pursuing several initiatives to improve the effectiveness and efficiency of the civil service. These include plan to establish a National Executive Service (NES), FPSC reforms, pay and pension reforms, merit based recruitment and promotion initiatives, establishment of National School of Public Policy and National Commission of Government reforms, (NCGR). As there was no overarching civil service reform (CSR) agenda, these initiatives did offer the committment of improving the effectiveness of service delivery and strengthening of policy formulation & implementation. The project was justified on the ground as it has been elaborated earlier that there was an acute paucity of trained and equipped manpower with the modern managerial techniques and skills in GoP. Parallel to this, in-country training institutes were treading the track of old training methodologies. 2.2 Implementation

During the currency of the PSCBP, the donor agency (World Bank) had maintained a close liaison not only with the borrower (Ministry of Finance) as the key implementing and Financing agency but also encompassed all other participatory and implementing partners. Implementation Support mission visited the project regularly for resolving the emerging issues and their quick compliance and solution. The main agenda of the mission remainedon reviewing the progress of key elements of the project which includes implementation of the GOP’s overall capacity building programme, the Professional Development Programme (PDP)& Executive Development Programme (EDP), operationalization of NSPP, strengthening of civil service recruitment , future implementation strategy, implementation progress of all the participatory elements in line with the Entity Improvement Plan (EIP), financial and procurement related issues and the fiduciary compliance by the world bank thereof. The missions used to focus on the monitoring and evaluation of key performance indicators and overall programme coordination. World Bank had always stressed on an effective and time tested method for enhancing faculty capability of NSPP and its twinning with a world class university as well as the main intent under the PSCB project. The twining arrangement was intended to permit faculty exchange, development curriculum design and delivery for a world class programme in public Policy. Under this arrangement it was also planned to give immediate reputation to NSPP making it easier to recruit the foreign faculty. 2.3 Monitoring and Evaluation (M&E) Design, Implementation and

Utilization

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In order to achieve desired objectives of umbrella Public Sector Capacity Building Project, it was ensured to incorporate an in built monitoring and evaluation system in its design. A high powered National Steering & CoordinationCommittee (NSCC) was constituted for broad based ownership, to provide strategic guidance and policy directions to the project. For proper implementation/execution, coordination, monitoring and evaluation of the project a Project Coordination Unit (PCU) was established in the Finance Division.The PCU was assissted with a Procurement specialist, a Financial Management Consultant and a Public Sector Consultant along with Accounts Personnel and other support staff.

i. Accounting Convention

The financial statements of PSCBP were prepared under the historic cost convention using Cash Basis of accounting as required in the project’s Financial Management Manual which has been approved both by the World Bank and Controller General of Accounts Islamabad. The accounting policies have been applied consistently throughout the period.

ii. Reporting Framework

The Financial Statements have been prepared in accordance with Cash Basis. Financial Management Reports (FMRs) of each Participatory Agency linked with the Finance Division and each Executing Agency have also been sent to World Bank on quarterly basis.

iii. Procurement Monitoring

On procurement side it was manadatory for procuring agencies under the Development Credit Agreement to seek prior approval of the first procurement in respect of Goods and Consultancies. Accordingly.the Project Coordination Unit established under the PSCBP ensured the transparency in terms of procurement made by various EAs through strict compliance of the clauses given in DCA. 2.4 Safeguard and Fiduciary Compliance

Under the Development Credit Agreement (DCA), PCU was required to submit Financial Management Reports (FMRs) on quarterly basis and Procurement Plans (annual basis) updated on half yearly basis. There were 26 EAs having 9 Special Assignmaent Accounts. In order to furnish the said information to the World Bank, the PCU after collecting and compiling the requisite information was continuously forwarding the same to the World Bank. In this connection meetings with the EAs were held frequently. However the PC-Is of some of the EAs were pending for approval with the CDWP which affected processing of procurements and implementation. On the World Bank initiative as reported in the Aid Memoire that the EAs who could not be able to spend more than 25% of allocated amount, their allocations were slashed by 50% of the original allocation. This proposal affected the pace of the EAs performance adversely as they have taken approval of procedures and suddenly by this decision they again restructured their whole programme. These EAs could not be able to achieve sustainability in procurements and other heads of accounts.

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2.5 Post-completion Operation/Next Phase

During the discussions held with the World Bank’s Review Mission in July 2009, the Finance Division made the mission realize significance of the project and requested to extend the project till 2011to exhaust the unutilized funds of an amount of US$ 14.00 million as at that apex stage it was not favorable to close the project. However the mission was not convinced and eventually the National Steering and Coordination Committee (NSCC) of PSCBP headed by the then Minister for Finance,Revenue, Economic Affairs & Statistics in its 8th meeting held on November 02, 2009 decided to continue the PSCBP out of GoP funding. However foreign training programme and procurements were discontinued beyond November 30, 2009. The Minister of Finance also desired Secretary, Economic Affairs Division to explore the possibilities of funds from DFID or any other donor to sustain the capacity building efforts. At present Ministry of finance has prepared a PC-I for a project titled Institutional Strengthening

of Finance Division (continuation of PSCBP-Finance Division’s Component).

3. Assessment of Outcomes

3.1 Relevance of Objectives, Design and Implementation

3.2 Achievement of Project Development Objectives

Achievements of project development objectives as stated under the three strategic areas of PSCBP are summarized at Annex-A whereas the detailed description is as follows: As described earlier the focus of the project was on three strategic areas which depict the overall government agenda to implement under the capacity building ambit. Achievement of strategic goals is through concrete interventions proposed under the Entity Improvement Plan as guided by the donor agency (World Bank). The achievements of the project in three strategic areas can be analyzed as under: Strategic Area I

Broad spectrum professional skill development of the public servants

Civil Service Reform Unit was established within the Establishment Division in 2004 to administer the foreign training programme and coordinate with other sub components i.e. NSPP and FPSC. The work related to civil service reforms has remained stalled due to several reasons which include, inter alia, lack of human resource, establishment of NCGR and political commitment. CSRU has prepared a number of working papers on various aspects of civil service reforms. The papers developed by CSRU are as under:

National Executive Survey District Service Reorganization of the Establishment Division Placement Policy framework and conceptual roadmaps on CSR

Up till the completion of PSCBP, a total of 186 officers have availed the training facility under Executive Leadership Development Programme (ELDP) at Harvard Kennedy School of Government USA, against the training target of 200 which is 93% of the target. On the other hand a total of 363 officers have been trained under the Professional Development Programme (PDP) against the target of 300 trainings.

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Capacity building is not a stock, rather a flow process which requires a longer period of time to assess the performance of the trained officers and strengthen the public sector organizations. It also involves a number of internal as well as external factors which impact performance of the officers. A general assessment shows that a majority of officers trained under ELDP and PDP is highly motivated and individually performing efficiently. However the results in terms of holistic impact on the organization performance have not attained satisfactorily so far. This may be attributed to a limited number of officers trained under PDP & ELDP through their wide spread placement. CSRU has devised a placement policy for efficient utilization of the officers trained under ELDP and PDP programmmes. After having sought approval of the Prime Minister, the policy has been circulated to all the Federal Ministries/Divisions and Provincial departments for implementation.

Strengthening in-country training capacity

In addition to the provision of foreign and localized training facilities, the professional development was to be achieved through strengthening in-country training capacity. This involved upgradation of civil service training institutions (CSA, NIPAs and PASC) through improving/revising curricula, operationalization of NSPP and capacity enhancement of faculty as well as twinning with international institutions. Curricula of all training courses have been revised/up-graded. The task was completed indigenously by internal committees of experts. The new curricula are more relevant to the service delivery and good governance. Three levels of training are Mid-Carrier-Management Course (MCMC)for BPS-18 officers (tactical), Senior Management Course (SMC) for BPS-19 officers (formulation and implementation of public policy) and National Management Course (NMC ) for BPS-20 (Policy formulation). The new curricula are incremental in essence and address the particular requirements of each level of training. NSPP was notified on March 16, 2005 and its complete structure was approved by the Board of Governors on January 26, 2007. It is now fully functional and regularly running its all training programmes, i.e. Commmon Training Pregramme (CTP), MCMC, SMC and NMC. After approval of an attractive pay package and incentives from the Board of Governors, the task of recruiting high caliber faculty became much easier. The faculty at NSPP is well qualified (more than 16 members are foreign degree holders). Establishment of NSPP, with degree awarding status, has provided the foundation for replacing the foreign based Professional Development Programme (PDP) and Executive Leadership Development Programme (ELDP) with the in-house training programmes. Under the twinning arrangements a Memorandum of Understanding (MoU) has been signed with the China National School of Administration (CNSA) and discussions are being held with a few others such as Australia, New Zealand School of Government Melbourne Australia, National School of London, UK, and Ecole National D’ Administration Paris, France, etc. The Higher Education Commission has granted the Degree Awarding Status to NSPP (July 2009) and further details are being finalized such as mandatory duration of training programmes,

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facilities at libraries, credit hours, etc. Degree awarding status catapults NSPP from a mere training outfit to an educational and research center as well. Improving the civil service recruitment process through FPSC

Professional development was to be achieved through another aspect i.e. improving the civil service recruitment process through the Federal Public Service Commission (FPSC). FPSC has conducted three major studies on Revamping of Cenral Superior Services (CSS) Competitive Examination System, General Recruitment System and Psychological Assessment Process of FPSC. These studies have been completed during the implementation of the Project (2004-09). These studies are titled as under:

a) Revamping of CSS Examination System

b) Revamping of general Recruitment System

c) Revamping of Psychological Assessment Process

Two Members of the Commission participated in a Training Course, organized in United Kingdom. Study tours to France, U.K., Australia, New Zealand, Malaysia, Singapore, Egypt, Turkey and South Africa were undertaken by Five Teams of the Commission comprising 18 Senior Officers during 2006-2008. For capacity building of other officers and staff, 119 employees of the Commission availed opportunities of participation in various training courses offered by inland training institutions for up-gradation of their knowledge and skill, under PSCBP. During 2006-2009, Career Counseling Seminars for students in 44 Universities and 205 colleges were conducted to create awareness about the Civil Service of Pakistan, CSS Examination System & General Recruitment System and provided information on procedures of recruitment through FPSC for Federal Government jobs. In order to provide a conducive and safe environment to candidates as well as staff of FPSC and improve vigilance in the examinations, miscellaneous equipment have been purchased and installed in FPSC.

Strategic Area II

STRENGTHENING MANAGEMENT CAPACITY OF THE ECONOMY, AGENCIES

OF GOP AND PROVINCIAL GOVERNMENTS

Achievement under this strategic area can be analyzed by reviewing the PC-I targets, also translated in Entity Improvement Plans (EIPs) and physical achievement of the approved components of all the Federal Ministries/divisions and two of the Provincial Governments i.e. Punjab and Balochistan.

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In preceding paragraphs achievement of all the participating Federal Ministries, government agencies and provincial governments is described in detail.

1. FINANCE DIVISION

Ministry of Finance has played a crucial role in Public Sector Capacity Building Project as the Key financing, coordinating and implementing agency of umbrella PSCBP.

Objectives

The specific objectives as elaborated in approved PC-I of Finance Division are as follows: To Improve efficiency of the public finance system, enhanced access to external resources

and efficient debt management; To improve capacity to formulate better economic and fiscal policies; To improve capacity to develop Macroeconomic Framework, Medium Term Budgetary

Framework (MTBF), Public Expenditure Review, design Poverty Reduction Support Credits (PRSC), and to track and evaluate PRSP expenditures;

To put in place an effective monitoring system with regard to the financial requirements, profitability, operational performance and other matters of Public Sector Enterprises (PSEs), Banks and Financial Institutions with a view to ensuring financial discipline and efficient utilization of public resources; and

To assist the GOP to accelerate the process of Public Private Partnership (PPP) and Private Sector induction into the activities of PSEs, Banks, and Development Financial Institution (DFIs).

Achievements

The Major achievements of Finance Division’s component are as under: Trainings/Human Resource Development

There has been dearth of trained professionals in the Ministry of Finance with the capability to address the complex issues of present day economic management. More specifically, the Finance Division lacks the capacity to effectively monitor the performance of PSEs; the banking sector; public expenditure management; MTBF; debt management; pay & pension; revenue forecasting; outcomes and impact analysis of PRSP expenditures. Existing institutional arrangement to train manpower in specialized fields for one week was not fulfilling the requirement. Consequently, heavy reliance was made on hiring of consultants at exorbitant cost that does not develop institutional capacity. Therefore, keeping in consideration an urgent need to continue upgrading the skills, training was given a high priority. Under this intervention, all possible avenues were explored to impart the high quality trainings to the officers of Finance Division in all disciplines related to the activities they perform in the high ranking Universities/ Institutes of the world as well as officers of finance Division have also been trained in Local and localized trainings.

Short term Foreign Trainings

Finance Division intends capacity building of the officers working in different Wings through training in reputable institutions on modern techniques of managing finances/resources, overall financial management and policy analysis. Special focus was on strengthening capacity in the key areas of public finance, expenditure management and monetary policy. Building expertise in the key areas of external finance, external debt management, balance of payment, WTO related

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issue, management of multilateral debt, matters relating to bond issues, international capital markets, and monetary policy are also included. Short Term training comprising specialized courses in Economics and Finance with duration of 2-6 weeks is meant to implement professional development of officers for all Wings of the Division. In order to ably oversee and implement training component of the project, a Sub-Committee on Training under the Public Sector Capacity Building Project was constituted under the Chairmanship of Additional Finance Secretary (EF-P/A), comprising: (i) Joint Secretary (EF-P); (ii) Joint Secretary (Administration); (iii) Joint Secretary (Human Resource Development); (iv) Joint Secretary (Provincial Finance); (v) Joint Secretary (Budget); and (vi) Deputy Secretary (External Finance Policy-I)/PD as Member/Secretary. A total number of 193 officers of Finance Division have been trained under this head of human resource development (detail at Annex-1.1). Localized Trainings

There are certain skill gaps, which involve a group of officers working in particular section of the Division. These relate to emerging techniques of handling public sector business for which no local resources are available. Sending all such persons on foreign training would result in a substantial financial impact. To economize the task, localized trainings have been envisaged. Under this component, foreign resource persons of international repute are brought into the country to impart training to clusters in respect of newly developed knowledge areas. Under these arrangements, the following courses were conducted: i). Financial Statements and Budgeting ii) Capital Markets

iii) Challenges in Debt Management in Pakistan iv) Public Private Partnership v) RSMX Model

The officers from line Ministries, Provinces, FATA, AJK and Attached Departments /Autonomous Bodies were also given representation in these courses besides officers from the Finance Division. In each of the above course, approximately 23 – 25 officers participated whereas 75 officers of FD were trained. Local Trainings

Knowledge areas for which resources are indigenously available, local trainings were planned under the framework of the project. This covered courses relating to policy implementation and operational issues concerning Finance Division. The main objective of this component was to provide necessary skills and to build capacity by achieving economies of scale Under the local training programme a total of 120 officers were benefitted of which 60 officers were from Finance Division (detail at Annex 1.2)

Support Staff Trainings

At present, no significant facilities were available to build the capacity of staff working in the Finance Division. Lack of capacity hampers the implementation of change management necessary to improve the working environment of the Division. It merits mentioning here that staff in BS-16 and below makes about 90% of the total workforce of the Finance Division. To

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bridge the capacity gap prevalent, local training courses pertaining to technical and skill-oriented areas were arranged for these employees wherein 444 support staff members were trained (detail at Annex 1.3)

Goods Procurement

Logistics, computing and other hardware items required for efficient working of consultants, and Wings etc. have been procured (detail at Annex 1.4)

Consultancy /Research Studies

This intervention had two major components, i) Hiring of individual consultants and (ii) Consultancies for undertaking the technical studies

Individual Consultants

The project provides for bridging the skill gap wherever hampering the performance of official business, through hiring of professionals to supplement the existing skill pool available with the Finance Division. A total of 24 Consultants including 3 Consultants for Project Coordination Unit were hired for various Wings of the Finance Division. Detail is as under: Sr.No. Name of the Wing Number of Consultants hired

1 External Finance Policy Wing (PRSP & PCU)

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2 External Finance B&C Wing 1 3 Corporate Finance Wing 5 4 Internal Finance Wing 2 5 Advisor’s Office 2 6 DPCO 6 7 Investment Wing 1 Total 24

Research Studies

Similarly, there is a provision for conducting research studies in areas of critical national importance. Ever since inception of Pakistan, the Books of Rules and Regulations of the Finance Division were not updated /modernized. A primitive system was being followed which was not only laborious but involved high risk lacking transparency. Under this project, it was felt imperative to update and modernize the Books of Rules and Regulations of Finance Division to bring more transparency in the system by updating & modernizing the obsolete and outdated rules and regulations for the facility of all stakeholders. This study was split into two parts, Updation and Modernization. For the said purpose following books were selected

No. Name of the book

1 General Financial Rules, Vol. I & II 2 Fundamental Rules & Supplementary Rules 3 The Pension Compendium

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4 The Civil Service Regulations 5 Treasury Rules Vol. I & II 6 General Provident Fund Rules 7 Leave Rules 8 Scheme of National Scale of Pay & Allowances Other than Fringe

Benefits 9 Traveling Allowance/Daily Allowance Rules 10 Compilation of General Orders Relating to Allowances Other Than

Traveling Allowance

2. ECONOMIC AFFAIRS DIVISION

EAD Component was launched in April 2006 for a period of 3 years with the total budget outlay of Rs.58.00 million. Objectives

Following were the specific objectives of EAD component of the project as outlined in approved PC-I:

Creation of a Research and Policy Analysis Cell in EAD staffed by Research Analysts who will provide expert advice to the different Policy Wings and the Debt Management Wing of the Division and undertake research in the field of Aid Effectiveness, Macro Economic Management, Debt Management, Financial Risk Management and Donor specific projects / programs and priorities etc. The Cell will also oversee aid utilization and disbursements of various donor funded projects;

Capacity Building of officers of EAD through short term foreign and local long term trainings to develop a critical mass of trained officers who are better equipped to deal with the challenges posed by International Aid scenario;

Transition to a computerized environment. In this regard, a computer lab is proposed to be established in EAD;

Renovations/Office maintenance of existing EAD offices for Research and Policy Analysis Cell and the computer lab; and

Development of Standard Operating Procedures for each Wing in a manner to synchronize with the vision and with the mission statement of the Division.

Achievements

The Major achievements of Economic Affairs Division’s component as per set development objectives and targets in PC-I are elaborated as under

Trainings/ Human Resource Development

EAD is responsible for assessment of requirements, programming and negotiation for securing technical assistance to Pakistan from foreign countries and donors/organizations, external debt management including authorization of remittances for all external debt service, review and appraisal of international and regional economic trends and their impact on the national economy and development effectiveness. All these tasks required in-house expertise and skills and competencies in EAD which are at par with the international standards. A total number of 62

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officers of EAD have been trained of which 52 officers got short term foreign trainings, 2 officers are trained in long term local degree programmes and 8 officers were trained in short term online courses (detail at Annex -2). Consultancy/Research Studies

Individual Consultants

One of the prime development objective of PSCBP-EAD component was the creation of a Research and Policy Analysis Cell in EAD staffed by Research Analysts (RAs) who would provide expert advice to the different Policy Wings and the Debt Management Wing of the Division and would undertake research in the field of Aid Effectiveness, Macro Economic Management, Debt Management, Financial Risk Management and Donor specific projects / programs and priorities etc. For this purpose, EAD recruited 5 RAs out proposed 8 RAs, as no suitable candidates were found. The project team including Research Analysts (RAs) accomplished a quality report on impact evaluation of trainings under the PSCBP-EAD component the project (Annex 2.2). Portfolio-scenarios of different donors including World Bank, IFAD, IDB and OPEC Fund is also prepared. The project team has also prepared a project for creating the web-based and interactive one-page briefs of all foreign funded projects.

3. PLANNING AND DEVELOPMENT DIVISION

The Planning & Development Division’s Component under PSCBP aims at supporting capacity building of the Division with the following seven immediate objectives

Strengthening economic policy formulation and analysis through improved macro modeling and building up of research/library facilities;

Strengthening evaluation & monitoring of development projects through capacity building of Projects Wing;

Strengthening of Pakistan Planning and Management Institute (PPMI) through twinning with the reputed international training institutions to impart modern and relevant training in economic management;

Development of human resources in the Planning Commission through skill development and induction of young professionals/consultants and senior level managers;

Improving work-environment through provision of administrative facilities and introduction of human resources management systems;

Strengthening economic appraisal and evaluation of development projects through provision of infrastructure facilities; and

Strengthening capabilities of development budget preparation through development of dynamic computerized program on public sector development program.

Physical Targets and achievements:

In order to achieve the above mentioned objectives as outlined in the approved PC-I certain specific strategies have been devised against each objective. A detailed description of these strategies, the targets identified and the physical achievements are given as below Objective 1.Strengthening Economic Policy Formulation and Analysis

In order to achieve this objective following strategies were devised:

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(a) By improving macro modeling

The target was Recruitment of a Macro Modeling Expert (MME) (b) Physical Achievement

ToRs of the position were prepared. However, the then Secretary, P&DD (Mr. Javeed Sadiq Malik) decided that this position may be filled through a P&DD’s project titled, “Macro Modeling” being financed through PSDP, to avoid duplication. Effects were made twice to recruit MME, but on both occasions the selected persons didn’t join the Planning Commission. Keeping in view, the scarcity of human resource in this field, a Research Officer of the Division was deputed to pursue PhD degree in Macro Modeling in Ireland. The officer has successfully completed his training, and is now imparting this knowledge to other officers working on the Macro Modeling. These officers have developed the following three (03) Macro-Economic Models: i) Financial Programming Model ii) General Equilibrium Model iii) Micro Simulation Model (c) By building up of research / library facilities

The targets in this regard were • Procurement of books & subscription of foreign journals • Purchase of Equipment • Recruitment of a Library Specialist and a Research Associate • Digitization of Library

(d) Physical Achievement

Procurement of books & subscription of foreign journals

The P&DD library was established in January, 1954 having 18,763 books on various economic subjects. However, not a single book had been added from 1982 to 2004. A total of 1620 books have been procured under CBP from 2004 to May, 2009 on various sectors of the economy. Nineteen (19) prominent foreign journals on various titles have been subscribed for each year since 2004. Now the library has an excellent collection of books and foreign journals, and researchers of various ministries and organizations frequently visit the library.

Purchase of Equipment

Various IT items (i.e. 5 computers, 1 CD-writer, 1 high capacity scanner, 1 heavy duty photocopier, 3 ACs and 1 printer) were procured and installed in the Library. In addition two (02) water Dispensers have been installed. d

Recruitment of a Library Specialist and a Research Associate

Previously, the Library was being run only by a Librarian and a Clerk. Under the CBP, a Library Specialist was hired for two (02) years to digitize the Library. A Research Associate (Library) was also recruited for duration of the Capacity Building Project. This additional manpower has done excellent job, as evident from the digitization exercise explained below.

Digitization of Library

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All historical documents like five year plans, PSDP’s , MTDF, Manual for development projects, etc have been digitalized and are accessible through P&DD’s website (http://www. planningcommission.gov.pk). The Planning Commission’s users can access the Library on its intranet through URL http://library. The Library catalogue is accessible through Library of Congress Gateway http://www.loc.gov/z3950. A link has also been established with Higher Education Commission (HEC)’s Digital Library to access thousands of e-journals, e-books and e-articles. Thus strengthening of the Library has enhanced policy formulation and analysis in the Planning Commission. Objective 2 .Strengthening Evaluation & Monitoring of Development Projects

In order to achieve this objective following strategies were devised: (a) By strengthening capacity building of Projects Wing

The target were Short-term Assignments Provision of Computer Facilities Provision of Two Vehicles

(b) Physical Achievement

Short-term Assignments

Some studies like revision of development manual, review of civil work standards of PWD, etc were envisaged in the PC-I. However, these studies were undertaken by another project of the P&DD and they were dropped from CBP.

Provision of Computer Facilities

Various IT items (i.e. 15 computers, 15 printers, 10 digital cameras, 1 color photocopier, 1 heavy duty photocopier, 1 multimedia projector and 1 Laptop) were procured and installed in the Projects Wing.

Provision of Two Vehicles Two 2500 cc Defender Jeeps were procured and handed over to the Projects Wing for logistic support in their monitoring exercises. These Jeeps are being used for monitoring exercises in the northern Pakistan especially in the hilly areas. Objective 3.Strengthening of Pakistan Planning and Management Institute

In order to achieve this objective following strategies were devised: (a) By twining arrangements with International Institutions of repute

The targets in this regard were: Twinning with international institutions: Short term trainings (one week to ten days)

two per years, will be conducted in collaboration with reputed international training institutions, in the areas relating to project management and economic management.

http://www.loc.gov/z3950

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Case Studies: It is a compelling need at PPMI to have a good inventory of the case studies relating to the areas of training being imparted at PPMI. It is therefore targeted that 40 case studies would be prepared by engaging consultants. 20 will be in house case studies and 20 will be out housed studies by the senior officers of the Planning Commission. The case studies were targeted to be undertaken in the following four major areas:

i. Project management ii. Economic management

iii. Application of IT in the project and economic management Major emphasis of the case studies would be in the project management and administration (i.e. project planning/preparations, appraisal, implementation and monitoring & evaluation), governance and micro/macro planning.

Purchase of durable goods: The target was to strengthen the institute through provision of a bare minimum of durable goods (i.e. one digital video camera and 10 computers) as per following details:

a) Ten computers would be purchased for strengthening the Computer Lab to offer

hand on facilities to the participants of various training courses. Moreover, the Research Associates and the Consultants would also benefit from this facility.

b) A digital video camera would be used to record the lectures of the visiting faculty members and to build up a digital library of the lectures.

Research Associates: Services of two (2) Research Associates will be required for 54

months to strengthen the capacity of the institute. The target was that they will help in undertaking training need assessments (TNAs), preparing course modules, strengthening knowledge-base (i.e. reference material, guidebooks, reports, etc). One Research Associates will be deputed on assignments/tasks relating to project management, and the other one on macroeconomic management and information technology.

(b) Physical Achievement

Six (06) training courses on Project Management have been successfully organized at PPMI in collaboration with:

i) Manchester University, UK (two courses); ii) University of Bradford, UK (two courses); and

iii) Lille School of Management, France (two courses). These courses were attended by 150 senior officers of Federal, Provincial and Local Governments. ToRs of the case study were prepared and proposals were invited from various training institutions and universities. However, due to low cost, no response was received. This short-fall is being compensated through borrowing such studies from the Staff College, Lahore and NIPAs.

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Two case studies on the following titles have been finalized by the officers of P&DD and presented in various courses at PPMI by the authors: i) Sensitivity Analysis: Karachi Mango Metro Train Project; ii) The Lakpass Tunnel Project-An Appraisal. Various IT items (i.e. 10 computers, 1 network printers, 1 digital camera, 1 video camera, and 1 Laptop) were procured and installed in the Lab of PPMI. Furniture items (i.e. 30 Computer Chairs) were also procured for the computer lab. Two (02) Research Associate specialized in human recourse development were recruited and stationed in the PPMI. The strengthening of the PPMI has thus directly improved our training capabilities and indirectly project implementation. Objective 4-Development of Human Resources

Strategies

In order to achieve this objective following strategies were devised:

a By Establishment of Project Management Unit (PMU) and the targets was • Recruitment of administrative and accounts staff for PMU b By Skill Development and the target was foreign training of 118 officers of P n D division by June 2008 c By Induction of Young Professionals , the target was • Recruitment of thirty (30) young professionals d By undertaking short-term consultancy, target was • Hiring of 208 man-months consultants by June 2008 e By strengthening policy formulation and analysis

• Recruitment of four (04) Policy Advisors / Sr. Consultants Physical Achievements

A full time Project Director and ten (10) persons administrative and accounts staff were recruited to implement the project. 64 regular officers of the P&DD were deputed for 3-6 weeks foreign training in the fields of their interest at various reputed foreign institutions, like Duke University, USA, Harvard Graduate School of Education, USA, Carnegie Mellon University, USA, University of Oxford, UK, University of East Anglia, UK, London School of Economics, UK , University of Cranfield, UK, University of Oslo, Norway, Boston University, USA, Royal Institute of Public Administration (RIPA), UK, John Hopkins University, USA etc. These trainings have tendentiously enhanced professional capabilities of the officers concerned. (Details of courses and participants are at

Annex -3). Some officers are acting as resource person at PPMI.

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To bridge the manpower gap in the P&DD caused by the ban on recruitment imposed by the previous regimes, thirty (30) Research Associates (RAs) with specialized qualifications were recruited through transparent recruitment process on merit basis and stationed in the sections where there was shortage of manpower. Simultaneously, process for recruitment of regular employees was initiated with Federal Public Service Commission (FPSC). Since then forty-one (41) Research Officers (BPS-17) have joined P&DD. Four (04) RAs of CBP have also succeeded in getting regular appointment through FPSC. During last four years, more than twenty (20) RAs have left the project for joining various government jobs on higher salaries, thus contributing to the capacity building of the government. Objective 5 Improving Work- Environment in the Division

Strategies

In order to achieve this objective following strategies were devised a) By provision of administrative facilities with following targets

• Provision of Photocopying facilities • Establishing 02 Committee Rooms

b) By provision of pure and hygienic water with the target • Procurement of 01 Water Purification Plant (WPP)

c) By introduction of Human Resource Management Systems (HRMS) with the target • Procurement of HRMS

d) By provision of better transport facilities for senior officers with the target • Procurement of six (06) vehicles •

Physical Achievements

Two (02) heavy duty photocopiers were procured and installed one each in “P” Block and Chughtai Plaza. This facility has improved the working of the P&DD. Before the project, only one committee room and one auditorium was available in the P&DD. Through CBP one (01) additional Committee Room and a Conference Room, with all necessary accessories have been established. The Conference Room is equipped with state of the art video conference system. This facility has enhanced working of the P&DD. The water supplied in the Pak Secretariat, specifically in the “P” Block was not pure and hygienic. A WPP having 1000 gallon per hour capacity with six taps was procured and installed in CDA constructed room outside the “P” Block, Pak Secretariat.The filters of the Plant are regularly replaced after each two (02) months. This facility has improved the water quality. The facility is being used not only by the P&DD but also by the Finance and other divisions. and other Divisionse Finance and An Oracle Human Resource Management System (HRMS) was procured and installed in the Jawed Azfar Computer Centre (JACC), P&DD to computerize the human resource stock of the Division. Design of various modules have been completed, system analysis done, 80% data base

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completed. Training to the concerned Officers/Officials is underway. After completion, the Division will be in a position to make better human resource related decisions. Before the project, senior officers of the Planning Commission were using 1992 model vehicles for their transportation and monitoring trips. Under the CBP six (06) vehicles were procured and delivered to the senior officers. this facility has improved the working of the senior officers. Objective 6 Strengthening of Economic Appraisal and Evaluation of development projects

Strategy

In order to achieve this objective following strategies were devised: Provision of infrastructure facilities to Economic Appraisal Section

The targets set were: • Provision of computer facilities • Procurement of one (01) vehicle


Various IT items (i.e. 05 computers, 05 printers, 1 photocopier, 1 scanner, 2 ACs, 1 fax machine and 1 Laptop) were procured and installed in the Economic Appraisal Section. Improvement in infrastructure has enhanced the working capability of the section. One (01) Alto car was procured for official use of the section. This facility improved the section participation in various meetings of the ministries / Divisions in Islamabad. Objective 7 Strengthening capabilities of development budget preparation

Strategy

In order to achieve this objective following strategies were devised: By development of dynamic computerized program on Public Sector Development Program

With the following targets:

• Recruitment of IT Specialist and KPO; • Provision of computer facilities; and • Computerization of PSDP.


An IT Programmer and a KPO was recruited and stationed in the Public Investment Programming Section to computerize the Public Sector Development Program (PSDP). Presently, position of IT Programmer is vacant due to resignation for better career prospects. These positions will be filled if the project is extended for another year. Various IT items (i.e. 05 computers, 05 printers, 1 Laptop, 1 server, 1 UPS, 1 Fax machine, 1 photocopier and 1 AC) were procured and installed in the Public Investment Programming Section, to develop a dynamic computerized program on PSDP. The required dynamic computerized program on PSDP has been completed. Database for last 18 years PSDP established. This facility has improved decision making process in the P&DD.

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4. FEDERAL BOARD OF REVENUE

Federal Board of Revenue component of PSCBP was implemented in 2004 for the period of 2 years. The planned outlay of the project was Rs 348 million whereas the actual capital cost incurred is Rs 351.113 million. FBR’s Reforms Bridge Financing”- a component of PSCBP was the collaboration of certain sub components. A brief description of these components is as follows:

1. Development of Human Resource Information System; 2. Capacity Building and Training of CBR Employees; 3. Change Management Workshops and Communication; 4. Large Taxpayer Unit at Lahore; 5. Five Medium Taxpayer Units, one each at Karachi, Quetta, Peshawar, Rawalpindi and

Faisalabad; 6. Dispute Resolution Complex at Karachi; 7. Sales Tax Automated Refund Repository (STARR); 8. Taxpayer Education and Facilitation Centers; 9. Customs Pilot Project (CARE); and 10. Universal Self Assessment Scheme

Achievements

The Major achievements of Federal Board of Revenue’s component as per set development objectives and targets in PC-I are elaborated as under Trainings/Human Resource Development

A total of 411 officers have been trained under local trainings and 30 workshops were conducted on change management throughout the country which was attended by -------number of officers. Consultants/ Research studies

One consultant, M/s NESPAK was appointed for preparation of design layout, procurement support and supervision of refurbishment activities at the model offices of FBR i.e. LTU/MTU/MCCs/DRC. The work is completed. Civil Works

Under this category achievement is elaborated as under:

Large Taxpayers Unit (LTU), Lahore

Many tax administrations around the world have realized the need and importance of handling large taxpayers through focused institutional arrangements viz. Large Taxpayers Units (LTUs). While such an arrangement provides quality served for the taxpayer at a single access point, the tax administration is able to improve the surveillance of the relatively small of taxpayers contributing a bulk of the revenue. Under this objective one Large Tax Payer Unit LTU in Lahore is established and fully functional.

Medium Taxpayer Units (MTUs)

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The existing system of collection of Income Tax is circle based. In this system all functions of collection, assessment, appeal, recovery, enforcement, survey etc are performed by the circle staff headed by taxation officer. There is a close contact between taxpayers and tax collectors. To overcome the deficiencies of the existing system it was decided to substitute the territorial jurisdiction by functional organization and Medium Taxpayers Units were targeted to be established to test the new system, A Model Medium Taxpayers Unit was already working in Lahore w.e.f. October 01, 2002. Under PSCBP target was set to establish 5 MTUs. These MTUs have been established each at Karachi, Quetta, Peshawar, and Faisalabad and in Rawalpindi and are fully functional. Dispute Resolution Complex, Karachi

A Dispute Resolution Complex, Karachi has been established. Establishment of MCC

A MCC has been established in Karachi. Raising Revenues through tax payer education and facilitation

In order to raise revenue through tax payer education and facilitation, electronic and print media campaigns have been launched wherein education material was distributed among taxpayers. A help line centre is established at FBR head Quarter. Income Tax Assistance Software for Taxpayers Education is developed and distributed amongst the Taxpayers.

5. MINISTRY OF COMMERCE

Ministry of commerce component of the project was allocated an amount of Rs.116.00 million. However in view of slow utilization of funds, the National Steering and Coordination Committee (NSCC) of Public Sector Capacity Building Project reduced the overall allocation of Ministry of Commerce component to Rs. 58.00 million. Ministry of Commerce launched its project on December, 2004 for the period of 5 years. Objectives

As per approved PC-I the objectives of Ministry of commerce component of PSCBP are stated as below:

To enhance the capacity to deal with trade issues and WTO related matters; To enhance the capacity of Government of Pakistan and the private sector to meet the

challenges of multilateral trading system.

Achievements

The Major achievements of Ministry of Commerce’s component as per set development objectives and targets in PC-I are elaborated as under:

Trainings/ Human Resource Development

To address new challenges and issues in the field of international Trade training of officers of Ministry of Commerce and its attached departments and carrying out research in the related fields. A total of 123 officers of MOC and its attached departments have availed foreign short term trainings mainly at World Trade Institute, Bern and Pakistan Mission to WTO, Geneva (detail at Annex-5).

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Consultancies/research Studies

Consultants

A Legal Consultant was hired for providing advice /input on WTO related Legal issues to the Ministry. After working for 9 months, he resigned due to personal reasons. An IT Consultancy firm, M/S Softsys was hired in January, 2007 for a period of one year for establishment of Digital Library of Ministry of Commerce. This firm provided consultancy in respect of hardware, software and, manpower requirements of Digital Library. After the expiry of agreement with M/S Softsys another IT firm M/S Buraq Integrated Solutions was hired in March, 2008 for development of software for digital library. Research Studies

Three research studies on the establishment of Cool Chain System in Pakistan were conducted and a PC-I was prepared which is presently under submission to CDWP for approval.

6. STATISTICS DIVISION

Statistics Division as one of the important Executing agency of the Public Sector Capacity Building implemented its capacity building project in 2006 for the period of three years with the total budget outlay of Rs 13.00 million.

Objectives

As Per approved PC-I of the Statistics Division the specific objectives of the project were as under:

Capacity Building of attached departments of Statistics Division namely Federal Board of Statistics (FBS), Agriculture Census Organization (ACO) and Population Census Organization (PCO) through advanced statistical training in different disciplines of technical nature;

Availing the services of experts/ consultants (local & foreign) to conduct training locally in Statistical Literacy for Millennium Development Goals (MDGs) for coordination/ Monitoring & Analysis of Social Sector Data;

Availing the services of experts/ consultants in Energy, Manufacturing and Mining Statistics and in services and construction, Trade and financial statistics sector; and

Improvement in the analysis of data generated by Statistics Division/ its attached departments mainly the FBS.

Achievements

The Major achievements of Statistics Division’s component as per set development objectives and targets in PC-I are elaborated as under Trainings/Human Resource Development

It was targeted to build capacity of attached departments of Statistics Division namely Federal Board of Statistics (FBS), Agriculture Census Organization (ACO) and Population Census Organization (PCO) through advanced statistical training in different disciplines of technical nature.A total of 3 officers have availed long term foreign trainings (detail at Annex-6).

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Consultancies/research Studies

Statistics Division has conducted two research studies by hiring two foreign consultants.

7. MINISTRY OF INDUSTRIES AND PRODUCTION

The total allocation for the Capacity Building Project of MOI&P was Rs. 58.00 million spread over a period of four years. Considering the training programs to be the core objective of the project and in order to accommodate maximum number of officers to avail the benefit of international/local training, the PC-I of MOI&P was rehashed diverting funds from other components to the Training Programs. Objectives

The specific objectives of the project conceived by the Ministry of Industries, Production and Special Initiatives as per approved PC-I were as under

The ministry aims at professional development with a strong emphasis on specialized short term courses with a focus on the ministry related roles and functions

Strengthening the capacity of the ministry through developing a portfolio of more specialized training courses and sending officers on trainings which will enhance their capacity to undertake their work more professionally

To give interim relief to the ministry by recruitment of professionals The above mentioned objectives will result into the achievement of following goals

Achievements

Trainings/Human Resource Development

57 officers of the Ministry and its attached departments have benefited from the Program and got training in the relevant disciplines from reputed International Universities and Institutions. The training courses attended by the officers largely focused on developing a policy formulation and implementation. The broad spectrum of courses includes the following areas: a. Industrial Governance b. Industrial Competitiveness and Trade

c. Investment and Industrial Development d. Agro-Industries e. Research & Development

(The courses and participants detail is at Annex-7) Consultancies/Research Studies

As per PC-I four positions of consultants namely; (i) Team Leader, (ii) Public Policy & Planning Advisor/Financial Analyst, (iii) Economist, and (iv) Director Technical were approved. Recruitments against the positions ii, iii, and iv were made, but finding the better opportunity the incumbents resigned from the services during the currency of the project. No suitable team leader was found. Further, since from the start of the project, Joint Secretary (SI) was looking after the project as Project Director, therefore, it was deemed appropriate that he may also look after the project as Team Leader.

8. BOARD OF INVESTMENT

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Board of Investment’s component of PSCBP was launched in 2007 for the period of 2 years, with total budget outlay of Rs. 29.00 million. Objectives

As per approved PC-I the objectives of the project were as under To increase the efficiency of the Investment Division and Board of Investment; To impart local, foreign and in house trainings to equip the employees with the relevant

knowledge and enhance their skills in promoting/ facilitating investment in the country; To improve the working environment by procuring modern equipment and some other

facilities; and To operate at the same frequency at which our peer countries

Achievements

A description of achievement of development objectives under the Board of Investment component of PSCBP is as under


It was envisaged that the officers will be provided the opportunity to go abroad especially to countries that have made tremendous achievements in attracting and facilitating the foreign direct investment (FDI) and to study the economic and investment strategies. The officers will be able to study the working procedure, strategies of investment promotion Agencies of developed and developing countries which have attracted the huge foreign investment during recent years. These trainings would help replicate investment models of successful economies in our country by adopting these to our socio economic milieu A total number of 50 officers have been trained in different training programmes. 5 officers have attended short term foreign trainings, 15 officers are trained in local short term trainings, 10 officers have availed foreign language courses and 20 officers of Investment Division have participated in joint study groups in foreign countries (detail at Annex-8). Consultancies/Research Studies

In PC-I the target fixed was to carry out the sectoral Studies on 11 sectors to facilitate the investors to have an overview of the potential sectors. These sectoral studies were planned to be conducted by outsourcing to renowned local consultancies. Following were the planned sectors Health Sector Petrochemical Complex/Naphtha Cracker Sports and Surgical goods Housing and construction Infrastructure Development Live Stock and Dairy farming Value added Textiles Cool Chains Green house farming, floriculture, hybrid seeds Financial Sector Tourism

As per actual no study have been carried.

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9. MINISTRY OF PETROLEUM AND NATURAL RESOURCES

Ministry of Petroleum and Natural Resources launched its activities in 2006 for the period of 3 years with total budget outlay of Rs.58.00 million. Objectives

Objectives as outlined in approved PC-I are as under: The project envisage overall professional development of Public Servants. Strengthening Economic Policy. Foreign & Local Training courses for officers of Ministry of Petroleum and Natural

Resources in some of the most reputable institutions inland and abroad in areas relating to their job and.

Achievements

Achievements of development objectives are elaborated as under Trainings/Human Resource Development

A total number of 79 officers have availed multidisciplinary training courses of which 26 have attended short term foreign trainings, 32 officers have attended international in land (localized) trainings on Transborder Gas pipeline and LNG import projects and 21 senior and junior officers have attended the workshops related to Oil and Gas sector at different international venues (detail at Annex-9) Consultancies/Research studies

The target was to undertake research study by hiring local consultancy service for The Gas Supply and Demand Projects of Ministry of Petroleum and Natural Resources. The study could not be carried out due to the procedural delays.

10. MINISTRY OF WATER AND POWER

M/o Water and Power launched its activities with the total budget outlay of Rs. 87.00 million. Objectives

As per approved PC-I the objectives also outlined in strategic plan for restructuring and privatization of Pakistan power sector, 1992 were as under

Mobilization of private sector resources for power sector, thus reducing the crowding out effect on financial resource caused by the large power sector investment;

Improvement of the financial and technical efficiency of the public sector organization through corporatization, Commercialization, good governance and by creating competitive market structure; and

Creation of regulatory framework to provide level playing field to competitors and set tariff in accordance with the demand of the future restructured market.

Achievements


Target was the provision of appropriate trainings Local and Foreign to the public sector employees on area of policy formulation and Implementation; Key elements of such trainings were to include tariff and subsidy policies Access and rural electrification policy. Training was

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to be provided to the employees of water and power, autonomous and associated institutions like PPIB, Office of Engineering Advisor (power), and Energy Wing Planning Commission, Power Companies as well as other relevant officers dealing with power in public sector. One officer has availed a long term training and 15 officers availed short term foreign Trainings. A total of 13 officers went to the study tours and 13 officers have availed Local Trainings (detail of all trainings is at Annex-10). Consultancy/Research Studies

Ministry of Water and Power has conducted a Research study on Kotri Barrage Water Escapage.

11. COMPETITION COMMISSION OF PAKISTAN

The project was part of new Competition Policy Framework that was included in 2nd Generation Reform Agenda of Pakistan. A comprehensive multi-year, multi phased capacity building programme of CCP was designed and presentedin a policy paper entitled , A new Competition Policy and Law Framework for Pakistan. The total project outlay was Rs. 87 million (US $ 1.5 million) was supposed to be started from January, 2008 but the project was administratively approved in June 2009 because of delayed procedures. Objectives

As per approved PC-I the broader goal of the project were “Institutional Strengthening and Capacity building of new Competition Commission to replace Monopoly Control Authority” with following specific objectives

Establish the legal and operational infrastructure, including rules, regulations and procedures to make the law operational and to guide the inner working of the commission

Establish adequate and appropriate information technology and electronic research capacity to carry out close to real time analysis access national and international databases and provide a portal for outreach and access to corporate sector, consumers and academia

Develop a strategy for advocacy and outreach in order to help foster a competition culture in Pakistan

Have access to legal, financial and economic professionals in order to assist the CCP in carrying out its law enforcement work

Obtain an intimate knowledge of key sectors of the Pakistan and global economy in order to provide a basis or organizing law enforcement work and to provide the analytical underpinning for public policy advocacy work

Develop a team of 30-40 professionals and build up its capacity in terms of technical, analytical, management and enforcement skills in fields of accounting, economics, law and information technology

Training of research, investigation, legal and information technology team regarding a) Economic concept of free and fair competition, monopoly power, acquisition merger,

dominant undertaking , cartel restrictive business practice and unfair trade practice b) Economic concept o product market and geographic market c) Legal concepts of competition issues d) Research and investigation techniques to unearth anti competitive practices

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e) Competition law enforcement issues f) Measures to ensure and restore competitive environment in the market g) Role of national competition authority in a larger regional and global market h) Networks and ERP to enhance IT skills in all relevant fields

Achievements

Achievements of development objectives as elaborated in approved PC-I are elaborated as under: Trainings/Human Resource Development

Target was local and foreign trainings of all the staff of CCP in the areas of Basic skills in accounting, Economics, Law and information Technology by trained and tested Resident Advisors and local Universities or external training at international universities/institutions and other competition authorities. A total number of 24 officers have been trained in three short term foreign training programmes. Consultancy

It was targeted to hire consultants for the advocacy. Operations and Corporate consultants for establishing corporate policies using ISO 9001-2000 processes. As the PSCBP component of CCP administratively started in June 2009 and the procedural lapses for hiring the consultants for outsourcing of activities was the major impediment in the achievement of this task.

12. MINISTRY OF PRIVATIZATION

Privatization Commission’s component of Institutional Strengthening and Capacity Building was implemented in July 2009 with total capital cost of Rs. 58.00 million. Objectives

Objectives outlined in approved PC-I are as under To develop skills of existing human resource of PC for more effective implementation of

privatization policy of the Government of Pakistan. To train the individuals with a view to better equip them to perform various jobs assigned

by virtue of Privatization Commission Ordinance 2000 including restructuring, deregulation and post privatization matters.

To establish data base /IS having details / record of Government Owned Entities (GOEs) already privatized and those listed for privatization.

To have online linkages and subscription to some of the professional and specialized websites for first hand information to be used while processing the cases for privatization and dealing with post privatization matter.

To uplift the organizational culture of the Commission with structural changes where necessary, for optimum use of built up capacity especially in areas like chalking out of regulatory framework, labor rehabilitation, severance schemes and allied matters like licensing and tariff rules.

To establish adequate and appropriate information technology and electronic research capacity to carry out close to real time analysis, access national and international databases and to provide a portal for outreach and access to corporate sector, consumers and academia.

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To develop a term of 30 – 40 professionals and build up its capacity in terms of technical, analytical, management and enforcement skills in the fields of accountancy, economics, law, information technology and computers

Achievement


A total of 16 officers have been trained under short term foreign trainings (detail at Annex 12). Consultancy

It was targeted to hire Strategic Planning Consultancy (SPC) to develop a programme for the evaluation of the privatization process as well as the performance of the privatized entities. Planning commission started its activities in July 2009. The consultancy services could not be hired due to lack of time for the fulfillment of procedure.

13. WOMEN DEVELOPMENT DIVISION

Ministry of women Development implemented its project with total capital cost of Rs.29.00 million. Objectives

Objectives of the project as per approved PC-I were as under To enhance the professional capability of the officials of the Ministry of Women

Development on gender issues for appropriate service delivery to women of Pakistan particularly with reference to institutional mechanism for gender mainstreaming, women’s development and empowerment by providing short, medium and long term local and international training opportunities

To enhance the capacity of MoWD’s functionaries to make them fully equipped for meeting the challenges and changes to fill in the gender gaps at all levels

Achievements

Achievements of development objectives is as under Trainings/Human Resource Development

A total of 12 officers of Women Division have been trained under short term foreign trainings (detail at Annex-13).

14. KANA DIVISION

KANA Division’s project of Institutional Strengthening and Capacity Building project with total capital cost of Rs. 58.00 million was implemented in july 2009. Objectives Objectives outlined in approved PC-I were as under

To build the capacity of employees to keep pace with changes taking place in IT field; and

To achieve capacity building of all level officers/officials of Finance, Planning & Development and other departments in Northern areas in financial administration as well as in other specialized disciplines.

Achievement

Achievement of development objectives of this component can be elaborated as under Trainings/Human Resource Development

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A total of 42 officers have been trained of which 17 officers are trained under short term foreign trainings and 25 officers are trained under short term local trainings (detail at Annex-14).

15. GOVERNMENT OF THE PUNJAB

Institutional Strengthening and Capacity Building Project for Government of Punjab as a component of Public Sector Capacity Building Project was launched in the year 2006 for the period of 3 years with total budget outlay of Rs. 116.00 million which was revised to Rs.174.00 million by the National Steering and Coordination Committee (NSCC) held on January 2008. Objectives

The project was initiated to achieve following objectives as per approved PC-I To increase knowledge and skills of officers especially in the areas relevant with their

field of work. In original PC-I 40 odfficers were proposed to be trained through one year Master degree programme from the best international universities of the World. However 28 officers were proposed to be trained through short term local and foreign trainings. In view of the encouraged response received from officers of Government of the Punjab, upon request of Government of the Punjab, Finance Division, Government of Pakistan, allocated additional funds of US$1(Rs.58 million) at the disposal f Government of the Punjab. With this additional allocation of US$1 million, the scope of the plan changed and the same was duly reflected in the Revised PC-1. According to which, 51 officers were proposed to be sent abroad on one year master degree program. Similarly, 40 officers were proposed to be sent abroad on short executive courses till completion of the project, i.e. June 30, 2009. The plan was approved by the Provincial Development Working Party (PDWP) as well as Central Development Working Party (CDWP). Achievements

Achievement of development objectives are elaborated as under


52 officers have attended one year Masters Degree programme, 166 officers trained under short term foreign trainings and 8 officers availed distant learning courses (detail at Annex- 15).

16. GOVERNMENT OF BALOCHISTAN

Government of Baluchistan-component of Public Sector Capacity Building Project was launched in July 2007 for the period of 2 years with total budget outlay of Rs. 23.200 million. Objectives

The overall project objective as outlined in approved PC-I was to develop technical and managerial capacity of P&DD, S&GAD, FD and I&P Departments of Government of Balochistan for overall strengthening of these departments and facilitate implementation of the economic reforms agenda of Government. The specific objectives were as under:

To improve the capacity of Provincial Government for Public sector development Planning;

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To improve the capacity of Bureau of Statistics Balochistan for publishing the reliable and accurate statistical reports regarding development activities in the province;

TO improve the capacity of GoB in formulation and implementation of economic and fiscal policies;

To improve the equality and effectiveness of public expenditure; To assist focused departments in acquiring and utilizing the modern tools and techniques

including IT enabled environment for the various functions; To improve the capacity of focused departments for the implementation of Civil Service

Reforms; To assist the GoB in establishing mechanisms for improving HR management; To assist focused departments in achieving the goal of establishing the good governance

in the province; and To improve the quality and effectiveness of various functions of I&P department

including surveying, modeling, water resources, development planning and implementation and power generation

Achievement

Achievement of development objectives are as under: Trainings/Human Resource Development

A total of 456 officers of different departments are trained in short term local trainings (detail at Annex-16). Strategic Area III

ENHANCING CAPACITY TO UNDERTAKE REGULATORY FUNCTIONS IN

GOVERNMENT OF PAKISTAN

Achievement under this strategic area is elaborated as under

1. PUBLIC PROCUREMENT REGULATORY AUTHORITY (PPRA)

Public Procurement Regulatory Authority (PPRA) as the Executing Agency (EA) of Public Sector Capacity Building Project (PSCBP) launched its activities in 2004 for the period of 5 years with total budget outlay of Rs. 29.00 million. Objectives

As per approved PC-I the objectives of the Public Sector Capacity Building Project were as under:

The project envisage overall professional development of Public Servants; Strengthening Economic Policy; Supporting regulatory functions of various regulatory authorities in their performance and

regulatory duties; Human Resource Development of PPRA officers and support staff; Foreign & Local Training courses for officers of PPRA in some of the most reputable

institutions inland and abroad in areas relating to their job and procurement to curb malpractices in public procurements;

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Capacity Building of the procurement professionals of various public sector procuring agencies of Federal Government Ministries / Divisions / Statutory Bodies and attach departments etc; and

To develop an appropriate regulatory framework for transparent and economical public procurement for improvement in efficiency, transparency and good governance

Achievements

A description of achievements of development objectives is as under


PPRA component of Public Sector Capacity Building Project was launched in November 2006. Since then uptill the completion of project on November 30, 2009, 101 training programmes have been completed successfully and 3127 pblic sector procurement officers representing more than 200 procuring agencies of Federal Government (various ministries/departments and statutory bodies) have availed the training facility in new Procurement Regulatory Regime.PPRA has also imparted trainings on Public Procurement Rules & Procedures on the premises of procuring agencies. Some of the procuring agencies include HEC, CCA, National Bank, TESCO, PESCO, WAPDA, COMSATS, etc and got a phenomenol reasponse. A total of 2 officers are trained under short term foreign trainings. (detail of officers trained in all trainings is at Annex 1A).

2. OIL AND GAS REGULATORY AUTHORITY (OGRA)

OGRA, one of the important Executing Agency launched its capacity building project in 2004 for the period of three years, the project get revised and the closing g date extended up to 30-06-2009. The capital cost also got revised from RS.116.00 million to Rs. 58.00million. Objective

The specific objectives as per approved PC-I were as under: Broad based professional development Strengthening economic policy and management Strengthening the regulatory functions Develop/ strengthen staff capacity of the government agencies and the regulatory

authorities Induct and retain qualified/ professional staff in key positions

Achievement

A description of achievement of development objectives is as under Trainings/Human Resource Development

A total number of 175 officers of OGRA have trained under the PSCBP of which 50 officers have been trained under short term foreign trainings, 74 officers are trained under local trainings and 51 got online trainings (detail at Annex-2A). Consultants/Research Studies

In PC-I it was planned to carry out 2 technical studies, both of the studies could not be completed due to unsatisfactory performance of the consultants.

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3. PAKISTAN TELECOMMUNICATION AUTHORITY (PTA)

Pakistan Telecommunication Authority launched its capacity building project in 2004 for a period of 4 years with the total budget outlay of Rs. 94.250 million (US $ 1.625 million) which was later on revised to Rs. 62.800 million (US $ 1.082 million). Objectives

Objectives as per approved PC-I were as under: Enhancing the skills of hired manpower through broad based professionals development; Strengthening capacity to improve functioning to interact with stakeholders in a manner;

and Improve the regulatory environment as part of the design, implementation and monitoring

of the process of reforms Achievements

PTA succeeded in the accomplishment of targets/goals set by the GoP for deregulation of Telecom sector of Pakistan by attracting investment from national and international investors. Achievements of project specific development objectives of PTA component-PSCBP are elaborated as follows:


In PTA’s component of PSCBP an amount of US$ 0.525 was fixed for the capacity building/training of the officers of PTA. This component was cancelled as the procedural lapses were involved and no officer could avail the training opportunity. Consultants/Research Studies

Liberalization and deregulation of the Telecom sector has been underway and the Govt. of Pakistan has annoumced the Telecom deregulation policies for opening all segments of the telecom market. Two consultancies were undertaken to improve the working of the Authority, of which one is completed and the other one is under process

c) Telecommunication Deregulation Consultancy (McCarthy consultancy completed) d) PTA engaged the services of internationational consultants M/s Ovum plc (UK) for

determination of cost based interconnenction charges for fixed and mobile networks and to finalise the cost and regulatory accounting framework. 60% of the consultancy is completed whereas remaining 40% could not be done byond Nov 30, 2009 due to law and order situation.

4. NATIONAL ELECTRIC & POWER REGULATORY AUTHORITY (NEPRA)

NEPRA implemented its component of capacity building project in 2004 for a period of 4 years with total budget outlay of Rs. 58.00 million. Objectives

As Per approved PC-I the specific objectives of the project were as under To equip the technical professional staff with the tools and knowledge to continue

implementation of regulatory mechanism; and To train the professionals to better supervise international consultants

Achievements

75

Achievements of development objectives is as below


NEPRA’s core staff of professionals is composed of engineers, economist, lawyers and financial analysts. It was targeted to augment the present staff with more qualification in the field of Regulatory economics through graduate programmes at international universities. A total of 47 officers have been trained under PSCBP through short term foreign trainings/workshops (detail at Annex-4A). 3.3 Efficiency

Net present value/Economic Rate of Return, Cost effectiveness cannot be estimated for the Public Sector Capacity Building project as it was not involved in producing the outputs for which financial benefit stream can be associated. Therefore the project does not have any direct financial benefits. 3.4 Justification of Overall Outcome Rating

(combining relevance, achievement of PDOs, and efficiency) Rating: 3.5 Overarching Themes, Other Outcomes and Impacts

(if any, where not previously covered or to amplify discussion above)

(a) Poverty Impacts, Gender Aspects, and Social Development

Efforts have been made to encourage the female officers to avail the Professional development progamme (PDP) & ELDP. Almost 20% scholarships were reserved for the female. However, this could not be availed due to limited number of female officers in the civil service. In addition efforts were made to encourage the officers belonging to provincial services and backward areas like AJK, Balochistan, FTA and Norteren Areas. (b) Institutional Change/Strengthening (particularly with reference to impacts on longer-term capacity and institutional development)

The capacity building and training initiatives undertaken in PSCBP has helped to create a critical mass of human resource in key federal ministries/divisions, provincial departments and in regulatory authorities. It is expected that this kind of improved human resource will help enhance the functioning of the government agencies and jack up the impact of policies which will be more realistic and result-based, further more the trained officers would introduce new management techniques in their respective organizations. This will also help in peer learning and spreadbest practices across the public sector organizations. The research studies carried out have highlighted the issues and problems hindering the institutional mechanism. It is expected that this kind of trained, technically equipped and proficient manpower will help augmenting the institutional efficiency and strengthening process which is part and parcel of civil service reforms as well.

76

PPRA is one of the important Executing Agency (EA) under PSCBP. PPRA used to conduct its trainings in a rented building previously, whereas under PSCBP a National Institute of Procurement has been established in PPRA which would continue to impart training on procurement rules to public sector officials. The NIP is well equipped with all essentials and is highly cost effective as it would save an amount of Rs. 0.2 million per month which would otherwise used in paying off rent for the hired buildings.

(c) Other Unintended Outcomes and Impacts (positive or negative) 3.6 Summary of Findings of Beneficiary Survey and/or Stakeholder Workshops

(optional for Core ICR, required for ILI, details in annexes)

4. Assessment of Risk to Development Outcome

Rating: 5. Assessment of Bank and Borrower Performance

(relating to design, implementation and outcome issues) 5.1 Bank Performance

(a) Bank Performance in Ensuring Quality at Entry (i.e., performance through lending phase) Rating: (b) Quality of Supervision (including of fiduciary and safeguards policies) Rating: The project was implemented in the most open, transparent and competitive manner, without any external interference. (c) Justification of Rating for Overall Bank Performance

Rating: 5.2 Borrower Performance

(a) Government Performance

Rating: (b) Implementing Agency or Agencies Performance

Rating: (c) Justification of Rating for Overall Borrower Performance

Rating: 6. Lessons Learned

(both project-specific as under and of wide general application) Identification of the Project

For successful completion of any project and achievement of the desired results, project identification plays an important role and contribute a lot and extra effort is always required the same so as the funds could be diverted towards the most promising avenues. At the identification stage of any project, especially capacity building projects require proper need analysis. The overall scope of the PSCBP was relevant to the governance problems in Pakistan and the target areas were rightly identified. These include: Administrative and Civil Service Reforms,

77

Regulation and Competition policy, Debt Management and Fiscal Sustainability, Tax policy and Administration, Public Expenditure, Financial Management and Procurement. The need for improvement in these areas cannot be overlooked. PSCBP was envisaging overall professional development of public servants as well as strengthening economic policy, management and regulatory functions of various Regulatory Authorities and their performance and delivering of their regulatory duties. Economic Affairs Division is of the view that sponsoring of capacity building projects from loan proceeds is not viable. Likewise, the umbrella projects are also difficult to administer and must be avoided.

Preparation of the project At the preparation stage of any project , especially capacity enhancement projects, where an umbrella entity is organizing to finance and implement the core activities and also playing a crucial role in financing and implementation of the activities of participatory agencies, and coordinating with all stakeholders. It is needed to ensure that an organization wide strategy is evolved for undertaking the planned activities; the document should incorporate a proper monitoring and evaluation (M&E) framework and appropriate staffing to reap the maximum benefits from the project and timely utilization of the fund and achievement of planned objectives. Rather it would be more appropriate at the end of donor agency to initiate individual projects instead of preparing an umbrella document which is difficult to coordinate and streamline. Preparation of the project has been top-down, rather than bottom-up. There seems no systematic analysis of the prevalent training structure. The training should be tailored to enhance the capacity of the trainees to deliver effectively in the office. For this purpose importance should have been given to having input from training institutions before finalization of the project. This procedure seems missing.

Approval of the project

The umbrella Public Sector Capacity Building Project was being implemented by 26 Executing Agencies (EAs). Each participatory entity has to get clearance of the project Proposal from the NSCC, the highest decision making body of umbrella PSCBP in Finance Division at first then each entity has to get approved the project proposal from the competent forum i.e. CDWP and at the third place each entity has to approve the Entity Improvement Plan (EIP) from the World Bank. This whole process took a long time; many of the entities could not manage to undertake the proposed activities and were not able to use its allocated funds due to the procedural lapses. These procedural hurdles are needed to be minimized for timely execution of the activities and to reap the desired benefits from the project. Most of the Implementing Agencies are of the view that approval process of PC-Is/revised cash plans was cumbersome tresultantly the activities could not be initiated in time; this delayed execution hindered the timely achievement of targets.

Financing of the project

78

Based on the experience of the project, it is felt that Capacity Building programmes should not be funded from loan proceeds whereas on disbursement side the financing remained smooth throughout the project, and the established arrangements have been good enough to ensure timely flow of funds.

Implementation of the project

There were some problems related to implementation during the early period of the project. Firstly, there was no component PC-1 for the NSPP part of the Public Sector Capacity Building Project (PSCBP). Only five to six broad areas of activity were given, which were not translated into measurable activities. For instance revision/up-gradation of curricula was an objective, but it was not clear how it will be done and what amount was to be expended on this activity. This led to bridge financing and very little spending in the early part of the project. Secondly, there remained a divergence of views between the NSPP management and donors on how to move forward. While the NSPP management emphasized on the need to first build and enhance the existing training structures, the donors were of the view that early initiatives were required on foreign training of faculty and interwining with the foreign training institutions. These differences in emphasis may have been avoided had there been consultations at the entry level of the project. The implementing Agencies have faced some issues in implementing the capacity building intervention; a few of common ones are as follows:

Delay in opening of foreign currency Accounts due to the delayed Govt. approval and delayed disbursement of loan proceeds owing to which many of the EAs had only been able to avail a very small portion of the total amount that was supposed to be disbursed within the first year of the project.

Due to the delayed and cumbersome procedures of the Government many of the officers of some of the EAs could not proceed for the professional Development Programme in time resulting into the non accomplishment of desired targets.

Various research studies envisaged in Entity Improvement Plans/PC-Is of some of the EAs could not be carried out owing to the change in priorities of federal government or the respective EA.

Political changes also effected project implementation, for instance ban on recruitment imposed by the new political government affected the procurement of consultant services.

Coordination among the Executing Agencies EAs, was weak Some of the Executing Agencies have also highlited some other issues at the implementation stage

Frequent posting of senior level management and project officials created delays in implementation

Cumbersome procurement procedures of the World Bank were another reason for delay. Officers must be trained in World Banks procurement rules.

Annoyed with uncouth behabviour of Accounts Officer of the project Coordination of umbrella projects is difficult to administer and must be avoided. Plethora

of implementing agencies also made implementation difficult.

79

7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners

(a) Borrower/implementing agencies (b) Co financiers

PSCBP was mainly fuded by the World Bank (IDA Credit 3094), US$ 55.00 miilion. The counterpart funding by the Government of Pakistan was US$ 6.00 million out of the total cost of US$ 61.00 mililion. (c) Other partners and stakeholders There were several participating agencies within the government, however there were no outside

partners/stakeholder like NGOs/private sector/civil society

Annex 1. Project Costs and Financing

(a) Project Cost by Component (in Rs. Million equivalent)

Components Approved Estimate

(Rs. millions)

Actual/Latest*

Estimate

(Rs. millions)

Percentage of

Approved Estimate

Human Resource Development (Training) 2157.350

Procurement of Goods 289.485 Consultants and Research studies 240.236 Civil Works 221.518 Incremental, Operating and administrative cost 183.132

Total cost 3091.721

(b)Financing

Source of Funds

Approved

Estimate

(USD millions)

Actual/Latest*

Estimate

(USD millions)

Percentage of

Approved

Estimate

GOP 6.00 International Development Association (IDA) 55.00

(c)Project cost of Executing Agencies (in Rs. Million equivalent)

Executing

Agency

Approved Estimate Actual Estimate* Percentag

e of Total

Approved

Estimate

Total IDA GoP Total IDA GoP

Finance Division 362.3 314.663

Ministry of Commerce 58.0 40.444

80

Water and Power Division 87.0 81.432


58.0 46.926 12.862 61.373

M/o P&NR additional 58.0

Railway Division 19.5

Economic Affairs Division 58.0

Statistics Division 13.0 12.213 0.787

Industries and Production Division

58.0 56.443

KANA Division 13.0

Cabinet Division 5.8

Board of Investment 29.85 28.59 3.26 13.213

Government of Balochistan 23.2 8.939


29.0 11.257

Privatization Division 58.0 21.86


87.0 11.031


29.0 21.78 7.22 21.225 14.417 6.809

Federal Board of Revenue 348.0 321.007 282.144 38.863


313.2 284.2 29.0 171.337 148.247 23.090

Establishment Division 1058.0 1392.0 116.0 1575.289 1482.801 92.487

Civil Service Reform Unit

81

(CSRU) National School of Public Policy (NSPP)

145.0

Federal Public Service Commission (FPSC)

29.0 29.0 00

Oil and Gas Regulatory Authority (OGRA)

58.0 25.222 25.222 -

National Electric and Power Regulatory Authority (NEPRA)

58.0 30.584 30.584 -

Pakistan Telecommunication Authority (PTA)

62.8 44.500 44.500 -

Government of the Punjab 174.0 197.612 197.612 -

Total 3,538.0 3190.0 348.0 3105.302 2854.454 250.848

*All actual/latest estimates are upto 31-03-2010

Annex 2. Outputs by Component

Components Unit Physical Output

Human Resource Development (Training)

No.

5549

i-Professional Development Programme (PDP)

-Do- 363

ii-Executive Leadership Development Programme (ELDP)

-Do- 186

iii-Short term Foreign Trainings

-Do- 841

iv-Localized Trainings

-Do- 519

v- Local Trainings

-Do- 3196

vi- Support Staff Trainings

-Do- 444

82

Procurement of Goods No. Consultants and Research studies No. Individual consultants No. 84* Research Studies No. 18** Civil Works works Incremental, Operating and administrative cost Man-month Total cost *detail at annex-a

**detail at annex-b

Annex 3. Economic and Financial Analysis

(Including assumptions in the analysis)

Annex-a

Consultants Hired under the PSCBP

No. Executing Agency Number of Consultants

I Finance Division 24

II Federal Board of Revenue 02

III P & D Division 42

IV Economic Affairs Division 02

V Industries & Production Division 03

VI Commerce Division 03

VII Water & Power Division 01

VIII OGRA 02

IX NEPRA 01

Total 84

Annex-b

83

Studies Conducted under the PSCBP

No Executing Agency Topic Quantity

I Finance Division i) Books Updation ii) Books Modernization 2

II Establishment

Division

i) Revamping of CSS Exam System ii) Revamping of General Recruitment

System iii) Revamping of Psychological Process

3

III P & D Division

Case Studies on: iii) Sensitivity Analysis, Karachi

Mango Metro Train Project iv) Lakpass Tunnel Project – An

Appraisal

2

IV Commerce Division

i) Establishment of Controlled atmosphere Cold Storage

ii) Establishment of Export/Pack Houses, production areas for fresh produce

iii) Establishment of Credit Pool for refrigerator container

iv) Establishment of Digital Lab

4

V Water & Power

Division i) Kotri Barrage Water escapades

1

VI PTA i) Telecom deregulation

ii) Cost based charges for various Interconnection Services

2

VII OGRA

i) Development of Technical and performance standards relating to LPG

ii) Development of Rules & Regulation pertaining to various Powers and functions of OGRA

2

VIII Statistics Division i) Economic and Financial Statistics ii) Social statistics and Demography 2

Total 18

Annex 4. List of Supporting Documents

Annex-A

Public Sector Capacity Building Project

The Strategic Areas, Indicators and Achievements Matrix

The strategic Areas of PSCBP Indicators Achievement

Three Strategic Areas

84

1. BROAD SPECTRUM PROFESSIONAL SKILL DEVELOPMENT

i. Direct Investment on

trainings

Output Indicators

Number of PDP Trainees

Number of ELDP Trainees

A total number of 363 officers of BPS17-19 have been trained

A total number of 186 senior officers of BPS 20-22 have been trained

ii. Strengthening of public

sector training institutions

In-service training programmes improved/revised

Grant of degree awarding

status to NSPP

Twinning of NSPP with international Institutions

Curricula of all training courses have been revised/up-graded The Higher Education Commission has granted the Degree Awarding Status to the NSPP (July 2009)

A Memorandum of Understanding (MOU) has been signed with the China National School of Administration (CNSA)

i. Improvement in civil

Service recruitment

process

Process Indicator

Number of officers gone for study tours for assessing the recruitment system

Number of countries visited

Output Indicators

Revamping of General recruitment system including Syllabus/curriculum revision

Revamping of CSS

Competitive Examination system including

18 senior officers of FPSC 9 countries

Achieved

85

Syllabus/curriculum revision

Achieved

2. STRENGTHENING MANAGEMENT CAPACITY OF THE ECONOMY, AGENCIES OF GOP

& PROVINCIAL GOVT.

Finance Division

Strengthening of Debt Wing Process Indicator

Establishment of Debt Policy and Coordination Office (DPCO)

Operationalization of DPCO

through

Number of Consultants appointed

Provision of infrastructure

Linkages established

The DPCO has been established under the Fiscal Responsibility and Debt Limitation Act (FRDL), 2005 to monitor the country’s debt situation. There are two units of DPCO to perform envisaged functions Policy and Strategy Group (PSG) & Portfolio Analysis Group (PAG).

Two Economists and three Junior Economists were appointed in Policy and strategy Group and two Financial Analyst were appointed in Portfolio Analysis Group Electronic hardware, soft ware and office equipment provided DPCO is linked with main Debt Data Bank EAD through DAMFAST

Strengthening of Internal Finance

Wing

Process Indicator

Number of Consultant appointed in IF wing

A Financial Sector Specialist was hired

86

Strengthening of Corporate

finance Wing

Process Indicators

Creation of Power cell

Operationalization of Power Cell

Creation of Corporate cell

Operationalization of corporate Cell

Power cell is established under PSCBP in 2006. One Senior Financial Analyst with four Financial Analysts was hired for the Power Cell. Corporate cell is established under PSCBP in 2006 Three consultants were hired in corporate cell

Strengthening of External Finance

(Budget & Credit) Wing

Process Indicator

Consultant hired

One consultant is appointed

Strengthening of External Finance

Policy Wing

Process Indicator

Strengthening of PRSP secretariat

Four consultants were appointed in PRSP secretariat two Social Sector Analysts and two Poverty Economists who contributed in preparation and finalization of PRSP Strategy Paper-II.

Strengthening of Budget,

Provincial Finance, &

Expenditure Wings

Process Indicator

Consultant appointed

One Macroeconomist was hired in Budget Wing to facilitate the Macro Economic Review Committee (MERC). One consultant was appointed in Expenditure Wing to maintain the data bank

Strengthening of Investment wing

Process Indicator


Output Indicator

Policy Paper developed

One consultant is appointed A Blue Book for investment

87

window in Pakistan is developed

Strengthening of Economic

Reform Unit (ERU)

Process Indicator

Infrastructural support

Expenditure on establishment of ERU till June, 30, 2007, borne by the PSCBP.

Human Resource Development Output Indicators

Number of Officers trained under Short term Foreign Trainings

Number of officers trained

under Localized Trainings

Number of officers trained under Local Trainings

Number of Support staff trained

193 officers 60 officers 75 officers 444 support staff including steno typist/graphers, Drivers, Qasids and Naib Qasids

Consultants/Research Studies

Output Indicators

Total Number of Consultants hired in all the wings of FD to bridge the skill gap

Number of Research Studies carried out

A total number of 24 consultants were appointed in different wings of FD as elaborated on above Two studies were carried out regarding updation and modernization of a total number of 10 Books of Rules and Regulations of the Finance Division.

Procurement of Goods

Output Indicators

Expenditure incurred on


Economic Affairs Division

Strengthening of EAD’s wings

Process Indicator

Creation of a Research and Policy Analysis Cell

Number of consultants appointed

A Research and Policy analysis (R&PA)Cell is established Two Research Analysts (RAs) were hired in R&PA

88

Output Indicator

Papers or projects developed

cell. A quality report on impact evaluation of trainings under the PSCBP-EAD component is done by the RAs. These RAs has also started work on preparing an Aid Policy for Pakistan and a project for creating the web-based and interactive one-page briefs of all foreign funded projects

Human resource Development

Output Indicators

Number of officers trained under long term local degree programme


under short term foreign trainings

Number of officers attended short term online courses

2 officers 52 officers 8 officers

Consultants/Research Studies Output Indicators

Number of consultants

hired

5 Research Analysts hired over the project period

Infrastructural Support

Output Indicators

Establishment of Computer Lab


Procurement of goods

Achieved


Strengthening Economic Policy

Formulation and Analysis

Process Indicators

Macro Modeling expert appointed

Research Officer of the Division was deputed to pursue PhD degree in Macro Modeling in Ireland, he has successfully completed and three Macroeconomic models have been prepared.

89

Provision of research library facilities

Equipment purchased

Instead of establishing a new computer Lab, the existing lab is updated with the Latest equipment .A total of 1620 books have been procured under PSCBP from 2004 to May, 2009 on various sectors of the economy. Nineteen (19) prominent foreign journals on various titles have been subscribed for each year since 2004 Various IT items (i.e. 5 computers, 1 CD-writer, 1 high capacity scanner, 1 heavy duty photocopier, 3 Acs and 1 printer) In addition two (02) water Dispensers have been installed in library

Strengthening Monitoring &

Evaluation of Development

Projects

Process Indicator


Digitization of Library Provision of infrastructure

Provision of logistic Support

One Library specialist and one Research Associate was recruited Achieved Various IT items (i.e. 15 computers, 15 printers, 10 digital cameras, 1 color photocopier, 1 heavy duty photocopier, 1 multimedia projector and 1 Laptop) were procured and installed in the Projects Wing. Two 2500 cc Defender Jeeps were procured for Projects Wing for logistic support in their monitoring exercises

Strengthening of Pakistan

Planning and Management

Institute

Process Indicator

Enhanced infrastructure

Consultants appointed

Various IT and furnishing items are procured for PPMI Two Research Associates

90

Output Indicators

Twinning of PPMI with

international institutions

Case studies carried out

specialized in HRD were appointed in PPMI. Six training courses on project management have been successfully organized at PPMI in collaboration with 3 foreign institutions. These courses were attended by 150 senior officers of the Federal, Provincial and local governments. Two case studies carried out and presented in various courses at PPMI

Improvement in Work-

Environment of the Division

Output Indicators

Establishment of committee room

Infrastructural facilities provided

Provision of Management system

Provision of logistic support

Installation of water purification plant

One Committee Room and a Conference Room, with all necessary accessories have been established Two heavy duty photocopier machines installed one each in P’ Block and Chughtai plaza. An Oracle Human Resource Management System (HRMS) is installed in the Jawed Azfar Computer Centre (JACC), P&DD to computerize the human resource stock of the Division. Six (06) vehicles provided to the senior officers. A WPP having 1000 gallon per hour capacity with six taps is installed in “P” Block, Pak Secretariat.

Development of Human Resources

Output Indicators

Number of officers trained under short term foreign

91

trainings

Number of officers trained under localized trainings


under local trainings


Output indicators


Number of studies carried out

A total number of 43 Research Associates were appointed over the life span of the project 2 case studies


Output Indicator


procurement of goods

Federal Board of Revenue

Raising Revenues through tax

payer education and facilitation

Process Indicators

Campaigns launched

Establishment of help centre

Soft ware developed

Electronic and Print media campaigns launched, education material distributed among tax payers Help line center established at FBR- HQ Income Tax Assistance Software for Taxpayers Education developed and distributed amongst the Taxpayers.

Human Resource Development

Output Indicator

Number of officers attended

local trainings

Number of workshops conducted

411officers Over 30 workshops were conducted on change

92

Development of Human Resource Information System (HRIS).

management throughout the country Developed

Consultants/ Research studies

Output Indicator


M/s NESPAK was appointed as Consultant for preparation of design layout, procurement support and supervision of refurbishment activities at the model offices of FBR i.e. LTU/MTU/MCCs/DRC. The work is completed

Civil Works

Output Indicators

Establishment of Large tax

payer units LTU

Establishment of Medium Tax Payer Unit MTUs

Establishment of Dispute Resolution Complex

Establishment of MCC

Karachi

One LTU at Lahore is established and fully functional 5 MTUs each at Karachi, Quetta, Peshawar, Faisalabad and in Rawalpindi established and fully functional DRC is established and functional Established and fully functional

Procurement of goods Output Indicators

Expenditure incurred on procurement of goods

Adherence to PPRA Rules 2004

Adherence to world Bank Procurement Rules

Ministry of Commerce

93

Human Resource Development Output Indicators



123 officers

Consultants/Research studies

Output Indicators

Number of consultants

appointed

Number of research studies carried out

One Legal consultant and three IT consultancy firms hired for providing consultancy for the establishment of digital library Three research studies on the establishment of Cool Chain System were conducted

Statistics Division


Output Indicators

Number of officers trained under Long term foreign trainings

3 officers


Output Indicator

Number of research

studies carried out

2 technical studies

Ministry of Industries and Production


Output Indicators

Number of officers trained under Long term foreign trainings

Number of officers trained under short term foreign trainings

57 officers

94

Number of officers attended the workshops


Output Indicator


3 consultants were hired but they left during currency of the project


Output Indicator


procurement of goods

Board of Investment


Output Indicators


short term foreign trainings


local trainings

Number of officers attended foreign languages courses

Number of officers attended the joint study program in foreign countries

5 officers 15 officers 10 officers 20 officers


Output Indicator

Number of research

studies carried out

Nil


Output Indicator




Output Indicators

Number of officers attended short term foreign trainings

26 officers

95

Number of officers attended localized trainings


32 officers 21 officers


Output Indicator


Ministry of Water and Power


Output Indicators

Number of officers trained under long term foreign trainings





1 officers 15 officers 13 officers 13 officers


Output Indicator

Number of research

studies carried out

One research study on Kotri Barrage Water Escapage



Output Indicators


Number of officers trained under local trainings

24 officers nil


Output Indicators

nil

96



Output Indicator


Privatization commission


Output Indicator


16 officers


Output Indicator


nil



Output Indicator


12 officers

KANA Division


Output Indicators



under short term local trainings

17 officers 25 officers


Output Indicator


97

Government of the Punjab


Output Indicators




under distant learning trainings

52 officers attended One Year Masters degree programmes 166 officers attended 2-3 week short term courses 8 officers

Government of Baluchistan


Output Indicators


local trainings

456 officers of different departments trained in short term local trainings

3. ENHANCING CAPACITY TO UNDERTAKE REGULATORY FUNCTIONS

Oil & Gas Regulatory Authority (OGRA)


Output Indicators


Number of officers

attended local trainings

Number of officers got online trainings



Output Indicators

Number of research studies

In PC-I it was planned to carry

98

carried out out 2 technical studies, both of the studies could not be completed due to unsatisfactory performance of the consultants


Output Indicators




Output Indicators

Number of officers attended short term foreign trainings

Number of officers

attended local trainings

2 officers 101 training programmes were conducted wherein 3127 officers of various ministries/departments were trained


Output Indicators


National Electric & Power Regulatory Authority (NEPRA)


Output Indicators




Number of officers attended seminars/workshops


Consultancy/research Study

Output Indicator

Number of consultants hired

One consultant in the field of Financial Modeling of Regulatory Policies

Procurement of Goods Output Indicator

99


Pakistan Telecommunication Authority PTA)


Output Indicators




Initially an amount of US$ 0.525 was fixed this component but later on this component was cancelled, resultantly no officer could avail training opportunity.

Consultancies/Research Studies Output Indicator


2 consultants

Appendix-I

REVAMPING OF CSS COMPETITIVE EXAMINATION SYSTEM

Gist of Recommendations of Consultant and Comments/Views of FPSC

Item Existing System Recommendation of the

Consultant

Comments/Views of FPSC

Eligibility Criteria i) Education

2nd class or grade “C” Bachelor Degree (14 years of education) in any faculty of Pakistani University or comparable educational qualification of a Foreign University recognized by HEC.

Four years Bachelor’s Degree or Two years Bachelors plus a Master’s Degree (16 years of education) in any faculty of Pakistani University or comparable educational qualification of a Foreign University recognized by HEC.

Supported. HEC has directed all

the universities to shift their Bachelor’s Programmes to 4 years degree which are under implementation gradually.

As per last 5 years Annual Reports of FPSC, approximately 75% candidates qualified CSS Examination having 16 years of

100


Consultant


Education.

Eligibility Criteria ii) Age

21-28 years with 2 years relaxation for certain categories of candidates as given in the C.E. Rules.

21-35 years with no age relaxation to any category.

21-30 years with 2 years relaxation to the categories already given in the C.E. Rules.

Two years enhancement in age is supported due to enhancement of required educational qualification from 14 years to 16 years.

Application Form i) Receipt

Both printed and online application forms are being received.

Applications may be received through online system only.

Online applications are submitted through Internet facility which is not equally available throughout the country.

Functioning of Online application system of FPSC is not so efficient.

The existing system be continued during transition phase to shift to Automation.

101


Consultant


Application Form ii)Documentation

Documents are obtained to verify date of birth, CNIC, qualifications, and domicile for eligibility purposes.

All candidates are allowed to take written examination provisionally.

Documents may be obtained only from selected candidates.

FPSC do not support Consultant’s recommendation because:

Documents are required to confirm the eligibility of the candidate.

Option to dispense with the documentation may delay the process of recruitment.

Past experience suggests that entries in sizeable number of applications are illegible and incomplete and staff of FPSC fill the data from the enclosed documentations.

If only written qualified candidates are asked to complete the documents still the delays will occur in conduct of Psychological Assessment and Viva Voce

102


Consultant


Scheme of Examination and syllabi i) Written

Knowledge based papers of 1200 marks.

Compulsory Papers 600/1200 marks (Weightage 50%)

Optional Papers 600/1200 marks. (Weightage 50%)

Some Optional Subjects carry 200 marks and some carry 100 marks each.

Two models are proposed by the Consultants.

Model-I Psychometric Testing Model which involves only Compulsory Subjects alongwith Psychometric Test (Annex-I)

Model-II involves a combination of Compulsory and Optional Subjects + Psychometric Test. (Annex-II)

In Model-I Psychometric Tests requires further study as proposed by the Consultant.

Model-II is practicable with some alterations and weightage in optional subjects

Committee proposes Model-III for consideration (Annex-III).

Scheme of Examination and syllabi ii) Initial Screening

No test for initial screening is yet in practice.

The Commission in its 134th meeting has decided to conduct initial screening tests if the number of applicants exceeds 10000.

Initial screening test may be introduced as per practice in other countries.

No outline and qualifying standard is proposed.

Presently around 65 % of the applicants appeared in the examination as detailed below:.

Year Appearance Percentage

2007 72.87% 2008 64.10%

2009 63.00% There is no need to

conduct initial screening test at this stage.

Qualifying Standard (%age) Compulsory Subjects

40% 40% 40%

Qualifying Standard (%age) Optional Subjects

33% Atleast 40% if not 45%

40%

Qualifying Standard (%age) Aggregate

50% 50% 50%

103


Consultant


Qualifying Standard (%age) Psychological Assessment

-- Not given 40%

Qualifying Standard (%age) Viva Voce

33.33% 33.33% 50%

Psychological Assessment

No weightage is given to Psychological Assessment

The consultant has proposed some weightage to Psychological Assessment, say 200 marks.

Agreed to the proposal by giving weightage of 100 marks.

Viva Voce Note for guidance developed over a period of time are used by Members during conduct of Viva Voce.

Viva Voce should be structured type to assess the candidates against a range of competencies required for the civil services.

They have proposed competency framework for Viva Voce (Annex-IV).

A structured and objective form of Viva Voce, based on the Competency Framework, should be adopted.

Consultant has recommended to develop structured framework for Viva Voce.

Allocation to Services

Allocation to services/ groups is based on the merit position, domicile and candidate’s preference.

Allocation to services/groups should be after the CSA Training, as in practice in UK, Singapore and France.

Candidate’s educational background may also be given due importance in allocation.

Existing system of allocation may continue to give due representation to different Provinces/ Regions.

Quota System Allocation is made in accordance with the Government Policy as under: Merit 7.5% Punjab 50.0% Sindh (U) 7.6% NWFP 11.5% Sindh(R) 11.4%

Quota proposed by the consultant is as under: Merit 7.5% Punjab, 69.10% Sindh (U) and NWFP Sindh (R) 11.4%

Quota policy is the prerogative of the Government.

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Consultant


Balochistan 6% NAFATA 4% A.J.K. 2%

Balochistan 6% NAFATA 4% A.J.K. 2%

OVERALL RECOMMENDATIONS FOR APPROVAL

i. Entry qualification to CSS Competitive Examination be enhanced from 14 years to 16 years education in any discipline (4 years bachelor’s degree or 2 years bachelors plus a Master’s degree.

ii. Maximum age limit be enhanced from 28 to 30 years due to enhanced level of qualification alongwith relaxation already available in CE Rules.

iii. Receipt & Processing of applications alongwith documents through post or and online be made more efficient through automation in the FPSC offices.

iv. Scheme of Examination, weight age of subjects and qualifying standard as proposed by FPSC be approved, effective from CE 2011 and onward.

v. A structured and objective from of viva voce be developed based on the competency framework through a Consultant.

vi. Subject to approval of the Commission, CE Rules 2011 will be amended accordingly

Annex-I

Proposed Examination System by Consultant

(Model-I) Test/Interview Marks

Language Test (English + Urdu) 75 marks each (English Test of

TOEFL standard and URDU Test of Matriculation standard) 150

General Knowledge Test (Everyday Science, Pakistan & Current Affairs, Islamiat)

300

Psychometric Test (Based on Ability and Competency Tests) 550 Psychological Test (Based on Personality Test, Group Discussion and other Tests)

200

Interview/Viva Voce 300 Total 1500

Annex-II

105

Proposed Examination System by Consultant

(Model-II) Test/Interview Marks

Language Test (English + Urdu) 75 marks each

(English Test of TOEFL standard and URDU Test of

Matriculation standard)

150

General Knowledge Test (Everyday Science, Pakistan & Current Affairs, Islamiat)

300

Optional Subjects 400 Psychometric Test 200 Psychological Test 200 Interview/Viva Voce 300 Total 1550

Annex-III

Proposed Examination System by FPSC

(Model-III)

Test/Interview Marks

Language Test-I (English Essay and Composition) 150

Language Test-II (Urdu Essay and Composition) 150 Pakistan Affairs 100 Current Affairs 100 General Science including Everyday Science 100 Islamiat or Comparative study of Religions 100 Optional Subjects (Out of Four Groups) 400 Psychological Tests and Assessment 100 Viva Voce 300 Total 1500 Optional Subjects

(Select only one subject from each group)

Sr. No. Group-I Group-II Subjects Marks Subjects Marks

1. Accounting & Auditing 200 Physics 200 2. Business Administration 200 Botany 200 3. Public Administration 200 Chemistry 200 4. Economics 200 Zoology 200 5. Computer Science 200 Geology 200 6. Indo-Pak and Islamic History 200 Political Science & International

Relations 200

106

7. Mathematics 200 Law 200 8. Statistics 200 Mass Communication 200

Sr. No.

Group-III Group-IV Subjects Marks Subjects Marks

1. International Law 100 Agriculture 100 2. Mercantile Law 100 Forestry 100 3. Muslim Law & Jurisprudence 100 English Literature 100 4. British History 100 Urdu Literature 100 5. European History 100 Arabic 100 6. History of the USA 100 Persian 100 7. Geography 100 Punjabi 100 8. Psychology 100 Pushto 100 9. Sociology 100 Sindhi 100 10. Philosophy 100 Balochi 100 Annex-IV

Competency Framework for Viva Voce

Intelligence Result Orientation

Leadership Team Work

Organizational Ability Change Management

Social Responsibility Information Technology

Interpersonal Skills Oral Communication Skills Emotional stability Motivation

Appendix-II

REVAMPING OF GENERAL RECRUITMENT SYSTEM



Consultant

Comments/Views of

FPSC

107


Consultant

Comments/Views of

FPSC

Process Mapping

From Requisition to nomination, following wings are involved: Test & Scrutiny, Final Selection, Logistics, Information

Technology Curriculum &

Research, Secrecy, Programme

Management, Human Resource.

Recruitment cycle takes 274 days for Pre-Selection and 173 days for Post pre-Selection, total 447 days or over 14 months.

Main Weaknesses

Unnecessary number of people involved,

Lack of automation, Delays caused by

external sources

Consultant’s view is based against one post

Commission processes large number of cases simultaneously.

Recruitment process depends upon number of posts and number of applicants in a case

Automation may reduce time consumption

Approvals All activities of recruitment process require approval of the Commission

Various 'approvals' consumes 64 days (15% of the total time).

Revisit stages in recruitment process to reduce time period.

Legal requirement to get approvals of the Commission.

Feasibility of delegation by Commission may be considered.

Application Form

Single page Form and its photocopy is acceptable.

Online application Form is also accepted.

In case of fax/online application, 10 working days are allowed to submit the hard copy of the Form with supporting documents

Currently, three types of application forms are in use: Detailed Form Single Page

Form Online Form

Existing online system is not efficient.

Existing system of submission of Application Form has been developed over a period of time.

Automated system will be more effective.

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Consultant

Comments/Views of

FPSC

Documentation Requirement

All documents are required to be submitted with Application Form to determine eligibility

Only finally selected candidates may be asked to submit required documents

This on average 1800 documents per year, to be examined.

It will save processing of 97% documentation and saving of time, money and manpower.

Documents are required to determine the eligibility after the written result .

Additional 15 to 30 days would be required for completion of documents through postal services.

Linkage with NADRA for Data Verification

Currently, the date of birth is verified from Matriculation Certificate.

Domicile issued by District Administration under Citizenship Act is taken as authentic.

FPSC may link to NADRA for data verification of candidates.

NADRA intimated that date of birth given in ID Card can not be considered as authentic proof.

Domicile status of the candidate differ from the place/ address given in the ID Card

Relational Database Management System (RDBMS)

IT Wing of FPSC manages the Database Management System.

An online (RDBMS) has been designed.

Newly designed software of application form will facilitate the applicants to send their applications electronically, with acknowledgement.

System will automatically determine the eligibility

Software will deny such application which does not meet the criteria.

RDBMS need to be demonstrated by the Consultant to IT Wing to authenticate its efficiency.

Complete efficient internet and intranet facilities are pre-requisite for the success of RDBMS.

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Consultant

Comments/Views of

FPSC

Instructions to the Candidates

General Instructions to Candidate are an integral part of Application Form and also given on FPSC website.

FPSC has two sets of Instructions. General

Instructions Important

Instructions Instructions to

Candidates have been revised for online submission and processing of application forms.

Instructions are based on Policies/ Laws/ Rules/ Regulations, to determine the eligibility.

A Committee of Commission is reviewing the existing and proposed instructions.

Advertisement Style

Consolidated advertisements are issued which are economical and released once a month through PID and also placed on FPSC website.

FPSC’s Ads is not appropriate, mingled up, does not catch the reader’s eye. It is too large, involves heavy expenditures for publicity.

AIDA format recommended; (attract Attention, create Interest and Desire for the next Action or Response.

Current advertisements are clear, economical and contain all information.

No complaint from any corner has ever been received

May continue.

Advertisement Coverage

Controlled by Ministry of Information (PID)

Existing 'coverage' may include Chambers of

Commerce and Industry,

all websites of M/D/D/Pro Govt. / Distt. Govt/

Professional/Trade Journals,

Rectt. Websites/job portals (rozee.pk etc,

Through email to all previous candidates.,

National/interna

Existing coverage include: Electronic Media

and Print Media, leading

Newspapers All DCO’s

offices, All FPSC’s

Information Centres,

FPSC’s Regional Offices

FPSC’s Website/ internet.

FPSC faces financial constraints

However a copy

110


Consultant

Comments/Views of

FPSC

tional libraries, (toll free)

telephonic service

may be mailed to all important websites and universities.

Advertisement Timings

On first Sunday of every month

All advertisements may appear on the First and Fifteen of each month.

FPSC’s advertisements are available to all interested candidates

The number of applications received in FPSC proves this fact.

No change is required due to financial constraints.

Enumeration of posts under purview of the Commission

Whenever, any post is referred by Ministry/ Division/ Department, the FPSC comes to know about its availability.

Total number of posts in BS-16 and above under purview of the Commission are as under:

Level/BPS

Job Titles

Post %

Entry Level (Bs: 16-17)

276 7690 81.98

Mid Career Level

223 1603 17.08

FPSC may advise the Government that a data bank of all posts (BS-16 & above) may be created simultaneously in the FPSC.

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Consultant

Comments/Views of

FPSC

(BS: 18-19) Senior Level (BS: 20-22)

28 88 0.94

Total 527 9381 100

Recruitment Rules

FPSC accords final concurrence to the Recruitment Rules, duly vetted by Establishment Division as and when referred by concerned Ministry.

Rules vary from position to position and from Ministry to Ministry.

No specific benchmark. Some mismatching

examples have been given

Recommendations to rationalize the rules to bring uniformity

There is a serious problem of coordination with the Government

Ministries/ Divisions are not responsive to FPSC advice.

Standard Recruitment Code

No Standard Recruitment Codes exist

There are several instances where the job title is misnomer and does not express its job description and has no correlation with educational qualifications and/or key responsibilities.

With this back draw, Standard Recruitment Codes are developed, which basically involve job classifications and job descriptions based on functional intake requirements.

Standard Recruitment Codes already developed by Consultant needs review by the Commission.

112


Consultant

Comments/Views of

FPSC

Functional Groups

There are no functional groups and all the cases of General Recruitment are advertised individually as and when referred to FPSC.

On the basis of similar educational and experience requirements, following 12 functional groups have been proposed for examination purposes only:-

Accounts and Finance (AFG)

Admin & Admin Support Services Group (AASG)

Agricultural Group (AG)

Educational Group (EG)

Engineering Group (ENG)

Health and Health Services (HHSG)

IT Group (ITG). Law Enforce Services

(LESG). Legal Group (LG). Res, Stat. & Planning

(RSPG). Scientific Group (SG) Technical Group (TG)

Administrative control of all the post referred to FPSC rest with the Ministries/Divisions/ Departments.

To bring all similar posts in one Functional Group is out of purview of the Commission.

It is not even possible to advertise the post of different Ministries/ Divisions/ Departments under umbrella of one functional group until Recruitment Rules of such posts are revised accordingly.

113


Consultant

Comments/Views of

FPSC

Proposed Syllabi for Functional Groups/ Tests

Currently syllabus for each case is developed by C&R Wing on case to case basis.

Thirty-seven (37) syllabi have been developed for the Twelve Functional Groups.

Single syllabi have been proposed for 8 Functional Groups.

Multiple syllbi has been proposed for 4 Functional Groups.

This has been necessitated by the nature of diversity of "disciplines" and "specialization" within a functional group

The Consultants have designed syllabi without considering pre-requisites of each post.

Syllabi designed for 12 proposed functional groups has been given only 15% weightage to the subject.

There seems no relation in the proposed syllabi for senior level posts where knowledge of Policies, Projects, Programs, Rules & Regulations, etc. of Division/Department concerned are involved to be tested.

For the posts of

Lecture/ Assistant Professor require Master’s Degree in relevant subject, but syllabi proposed for its written tests are of B.Ed / M.Ed level, whereas these degrees are not included in the required qualifications.

Common syllabi have been

114


Consultant

Comments/Views of

FPSC

proposed for posts with different intake qualification and experience, which do not seem implement-able.

No methodology for job oriented and general ability tests has been proposed in syllabi as required in the TORs.

Which post shall fall in which functional group and which part of the proposed syllabi is applicable for a particular post, will be too difficult to determine for the Commission’s Secretariat.

Therefore, existing practice of developing syllabi be continued by C & R Wing, for which it needs to be strengthened at the earliest.

115


Consultant

Comments/Views of

FPSC

Scheme of Test and Interview

Test = 100 marks Interview = 200

marks

Written Test

Language Test (English + Urdu) = 10%

General Knowledge Test=10%

Functional Group Test=15%

Skill/Competency Test=10%

Total = 45% Interview =

55% Subject based =45% Skill/Competency

Based =10%

Equal weightage to written test and interview i.e. 50% each.

Being mandatory test for all posts/levels, minimum qualifying standard be decided which is proposed as 40% marks.

On qualifying first phase, all the candidates, subject to their eligibility, be interviewed as in CSS Examination.

Selection based on merit in written plus interview marks and the domicile requirements.

Interview Guidelines

Already printed guidelines are provided to the Members

The style of FPSC’s interview is unstructured and in 15-20 minutes do not assess skills, competencies as well as knowledge.

Structured interview on a 5 point scale comprising 15 skills/competencies with a weight as under:

Subject based =45% Skill/Competency =10% Total = 55% of overall merit/ selection

Structured and Objective form of Interview be adopted

Interview questions may cover competencies, skills, abilities and knowledge required for the post.

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OVERALL RECOMMENDATIONS FOR APPROVAL i. Automation System be improved for accurate and speedy processing of all recruitment

cases. ii. Internet & Intranet facilities be improved and made efficient.

iii. Delegation of powers to the Secretariat on certain decisions be considered for speedy disposal of the recruitment cases.

iv. Instructions to the candidates are being revised by a Committee which will be submitted for approval in due course of time

v. The Establishment Division may create data on all posts (BS-16 & above) in various Ministries/Divisions/Departments, which be shared with FPSC for timely recruitment of vacant posts.

vi. The Establishment Division may direct all Ministries/Divisions Departments to review and update their Recruitment Rules for concurrence of the Commission.

vii. 12 Functional Groups proposed by the Consultant, for similar posts in various Ministries/Departments, for the examination purpose, may be approved

viii. Consultant’s proposal of 45% weightage to written tests and 55% to interview is supported as 50%, each.

ix. As written tests are mandatory for all posts/levels, therefore minimum 40% qualifying marks in written tests be decided for competition in the interview.

x. On qualifying mandatory test with minimum standard, all qualified and eligible candidates be interviewed for final selection.

xi. A structured and objective from of viva voce be developed based on the competency framework, through a Consultant.

Appendix-III

REVAMPING OF PSYCHOLOGICAL ASSESSMENT PROCESS



Consultant

Comments/Views of

FPSC

117


Consultant

Comments/Views of

FPSC

FPSC Procedure

Day One Psychological testing

which include ability and personality tests

Day two Group Activities include:

Group Discussions

Problem solving exercises

Interview with Psychologists

1st Stage Computer based

Intelligence testing to attract and screen out.

2nd Stage Administration of 16

Factors test to prepare personality profiles of candidates and their choices of 12 occupational groups.

All group based assessment activities and psychological interview

Change recommended in panel of Group discussion for Occupational Group Expert.

Only list of

test is given. Test module needs to be developed.

Parameters

for personality profile for various Occupational Groups need to be developed.

Supported

Not feasible

Comparison of relevant Assessment procedures

FPSC assessment process is among the best in the public sector.

Compared with Fauji Fertilizer Company Recruitment Process

Not relevant

Redefine the role of Psycho-logical Assessment Process (PAP)

All required qualities are assessed.

Weightage may be given to performance predictors which include intellectual ability 30%, personality 40%, knowledge 20% and experience 10%.

Emotional Maturity Assessment

Situational Judgment test (SJTs)

For assessing Integrity, conscientiousness and Trustworthiness, proposed test are The NEO-PIR Goldberg AB5C The Hogan

Personality

Some weightage may be given.

Experience may not be included as this is a examination for fresh graduates.

Already done.

Already done.

Integrity,

Conscientiousness and

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Consultant

Comments/Views of

FPSC

Inventory. The Jackson

Personality Inventory.

The Multidimensional Personality Questionnaire.

Trustworthiness are included in the existing system.

Tests proposed need pre- testing on trail basis

Desirable Traits

Personality Testing is already part of assessment.

Matching personality profile for Occupational Groups.

Score of 16 Factors should match with the profile for each Occupational Group.

Personality profiles for various occupational groups will have to be developed.

Standardized Selection Procedure

Assessment of leadership qualities.

Panel of three

Psychologists headed by Chief Psychologist to finalize Reports.

Leadership assessment To assess Group

performance, Experts from the concerned field are recommended to be part of Group Panel.

For Group activity, two experts from Occupational Groups and one Psychologist.

For psychological interview, two Psychologists and one OG Expert.

The psychological interviews be conducted on structural format with a “Group Expert” on board.

Already in practice.

Not Feasible.

Not Feasible.

Not Feasible.

Agreed for

consideration.

Weightage of PAP

No weightage in terms of marks included at the time of merit.

Psychological Assessment results be presented in numeric form with 10% weightage.

Some weightage may be given for Psychological Assessment.

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Consultant

Comments/Views of

FPSC

Institutional capacity

Limited staff and no relevant training opportunity

Strengthening and Training for Capacity Building

Training is required for effective and efficient performance

Manuals of instructions

Existing Manuals of instruction are in use.

No proposal Manuals under revision.

List of Softwares and Software developing companies

No software under use. List of locally and internationally available software that can be used in Psychological Assessment process with cost under license and vendors will be provided.

Names not provided

Software development required.

OVERALL RECOMMENDATIONS FOR APPROVAL

1. Role of Psychological Assessment be accepted and some weight age to Psychological Assessment be given in final merit/selection.

2. Trainings related to latest tools and developments in Psychological Assessment are required.

3. Some tests proposed by the Consultants will be tried out on experimental basis for their effectiveness.

4. Software for Psychological Assessment Process is required to be developed.

Appendix-IV

TRAINING FOR CAPACITY BUILDING & SKILL DEVELOPMENT OF FPSC’S

STAFF UNDER PUBLIC SECTOR CAPACITY BUILDING PROJECT

TRAINING INTERNATIONAL UNDER PSCBP

Details of Short Training Courses Organized by PAI, United Kingdom

Sr. No. Name of Officer with Designation Name of Course

1. Mr. Aziz Khan, Member FPSC “Public Service Commissions: professionalism, performance-excellence”

120

2. Rear Admiral M. Nashat Raffi, Member -do-

LOCAL TRAINING UNDER PSCBP

Details of Short Training Courses Organized by Pakistan Institute of Management,

Karachi/Lahore/Islamabad, NUML IBD, NICON IBD AND CORVIT IBD.

Sr. No Name of Officer/Official with Designation Name of Course

1. Mr. Amir Ahmad, Director Development Course for Managers

2. Mr. Qureshi Muhammad Nawaz Shah, Director Strategic Leadership Workshop 3. Mr. Muhammad Arjumand, Director -do- 4. Mr. Ramiz Ahmad, SRO/DPD How to Prepare an Effective

Project Feasibility 5. Ch. Saleem Khan, Dy. Director Transpiration Management 6. Mr. Muhammad Arshad Shafi, PS/AD Event Management Skills 7. Syed Iftikhar Hussain, Assistant -do- 8. Mr. Ali Aksar, Assistant Director -do- 9. Mr. Muhammad Iqbal Arian, AD Management Course for Junior

Executives 10. Mr. Mian Muhammad, DAD -do- 11. Mr. Muhammad Ismail, AD Advanced MS Office 12. Mr. Amjad Kamal, Assistant Advance MS-Office 13. Mr. Zia ud Din, AD Effective Communication Skills 14. Mr. Aqeel Muhammad Khan, AD -do- 15. Mr. Amin ur Rehman, AD -do- 16. Mr. Mushtaq Ahmed Awan, Dy. Director Improving Spoken English Skills 17. Mr. Mushtaq Ahmed, Dy. Director -do- 18. Mr. Muhammad Azam Qureshi, Dy. Director -do- 19. Mr. Abdul Samad, Private Secretary -do- 20. Mr. Iftikhar Ahmed Khan, Assistant -do- 21. Mr. Mumtaz Ali, Assistant Essential of Managing your Front

Desk 22. Mr. Atiq Ahmad, Assistant -do- 23. Mr. Mehar Muhammad, Assistant Incharge -do- 24. Mr. Zubair Khan, Assistant -do- 25. Mr. Abdul Razzaq, Assistant Director Maintenance Management 26. Mr. Muhammad Asghar, Assistant Director -do- 27. Mr. Saeed Ahmad, AD Planning & Conducting

Information Systems Audit 28. Mr. Muhammad Ismail, AD Computer & Internet: Threats &

Communication 29. Mr. Habib-ur-Rehman, System Analyst -do-

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30. Mr. Ch. Saleem Khan, Deputy Director Skills in Administration 31. Mr. Gulistan Ali Sabir, AD Improving Personal Effectiveness 32. Mr. Azmat Hayat Malik, Dy. Director -do- 33. Mr. Muhammad Arif Kayani, AD -do- 34. Mr. Mahmmood Alam Rana, PS Executive Secretaries Course 35. Mr. Muhammad Rafique, PS -do- 36. Mr. Muhammad Sharif, PS -do- 37. Mr. Amraiz Khan, PS -do- 38. Mr. Rasool Khan, PA to Member -do- 39. Ms. Musarrat Javid, Private Secretary -do- 40. Mr. Shamraiz Awan, PS -do- 41. Mr. Amir Ahmad, PS -do- 42. Mr. Mian Muhammad Sarwar, EC Stress Management 43. Mr. Itrat Abbas Anwar, Sr. Psychologist -do- 44. Mrs. Sarwat Habib, Director How to Improve Morale,

Motivation & Commitment 45. Mr. Tanwir Ahmad Khan, R/O/AD (T) -do- 46. Mr. Muhammad Ashraf, Dy. Director Financial and Accounting for

Non-Financial Executives 47. Mr. Muhammad Tahir Iqbal Ch., AD -do- 48. Mr. Khalid Hussain Mugheri, DAD Accounting Concepts & Practices 49. Mr. Kamran Rafat Frishori, AD -do- 50. Mr. Muhammad Aslam Ch. AD Developing Managerial

Competencies 51. Mr. Nadir Hussain Shah, AD -do- 52. Mr. Saleem Akbar, AD -do- 53. Mr. Amir Ahmad Chaudhry, DG(R) Basics of Business English 54. Mr. Azad Khan, DCO -do- 55. Mr. Saeed Ahmad, Research Officer -do- 56. Mr. Sher Zaman, Assistant Director Skills in Supervision 57. Mr. Haroon Rashid, AD “Effective Letters, Reports &

Presentations” 58. Mr. Abkar Azam Rajar, AD -do- 59. Mr. Mumtaz Hussain Shaukat, AD -do- 60. Syed Nabi Bangash, Psychologist “Conflict Management” 61. Mr. Tahir Mahmood Sheikh, AD/DDO “Problem Solving & Decision

Making Skills” 62. Mr. Mohammad Muazzam Mirza, AD -do- 63. Mr. Shujjat Hussain, AD “Team Work; Getting People to

Work Together” 64. Mr. Modood Ahmed Rehan, AD “Principles of Good

Management” 65. Mr. Sain Faqir, Dy. Director -do- 66. Mr. Iftikhar Hussain AD “How do Effective managers

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Organized Themselves” 67. Mr. Naeem Rahat, Dy. Astt. Director “Introduction to Human Resource

Management” 68. Mr. Nasir Pervaiz, RO Research Techniques for Decision

Making 69. Mr. Naseer Akhtar, RO -do- 70. Mr. Kashif Ahmad, Asstt. Incharge Effective Purchase Management 71. Mr. Sagheer, Asstt. -do- 72. Miss Shaista Perveen, Assistant Director Advanced Diploma in English

Language (Evening Programme) 73. Hafiz Ghulam Mustufa Javeed, Assistant Director -do- 74. Mr. Abrar ul Haq Shami, Deputy Chief (IT) Oracle 10g Administration 75. Mr. Habib ur Rehman, System Analyst -do- 76. Mr. Farooq Ahmad, Junior Programmer -do- 77. Mr. Azad Khan, Data Control Officer -do- 78. Mr. Asim Mehmood, Junior Programmer -do- 79. Mr. Farooq Ahmad Hassan, Website Manager -do- 80. Mr. Muhammad Asif, Computer Operator -do- 81. Mr. Muhammad Imran shahid , Asstt. D.B.A. -do- 82. Mr. Muhammad Munir, D.P.A. -do- 83. Mr. Muhammad Farooq, D.P.A. -do- 84. Mr. Muhammad Asghar, D.P.A. -do- 85. Raja Waheed Nawaz, D.P.A. -do- 86. Mr. Abrar ul Haq Shami, Deputy Chief (IT) PHP Programming 87. Mr. Habib ur Rehman, System Analyst -do- 88. Mr. Farooq Ahmad, Junior Programmer -do- 89. Mr. Azad Khan, Data Control Officer -do- 90. Mr. Asim Mehmood, Junior Programmer -do- 91. Mr. Farooq Ahmad Hassan, Website Manager -do- 92. Mr. Muhammad Asif, Computer Operator -do- 93. Mr. Muhammad Imran shahid , Asstt. D.B.A. -do- 94. Mr. Muhammad Munir, D.P.A. -do- 95. Mr. Muhammad Asghar, D.P.A. -do- 96. Raja Waheed Nawaz, D.P.A. -do- 97. Mr. Abdul Rehman, KPO -do- 98. Mr. Sajid Ullah, KPO -do- 99. Mr. Abrar ul Haq Shami, Deputy Chief (IT) REDHAT Linux Administration 100. Mr. Farooq Ahmad, Junior Programmer -do- 101. Mr. Asim Mehmood, Junior Programmer -do- 102. Mr. Farooq Ahmad Hassan, Website Manager -do- 103. Mr. Muhammad Munir, D.P.A. -do- 104. Mr. Muhammad Asghar, D.P.A. -do- 105. Raja Waheed Nawaz, D.P.A. -do- 106. Mr. Imran Shahid, Asstt. D.B.A. -do-

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107. Mr. Sajid Ullah, K.P.O. -do- 108. Mr. Abdul Rehman, KPO -do- 109. Mr. Asim Mehmood, Junior Programmer MCSE 110. Mr. Farooq Ahmad Hassan, Website Manager -do- 111. Mr. Salman Zafar, Net Work Administrator -do- 112. Mr. Ghulam Muhammad, DPA -do- 113. Mr. Muhammad Asghar, D.P.A. -do- 114. Raja Waheed Nawaz, D.P.A. -do- 115. Mr. Muhammad Asif, Computer Operator -do- 116. Mr. Naveed Ahmed, System Operator -do- 117. Mr. Muhammad Abrar, KPO -do- 118. Mr. Sajid Ullah, K.P.O. -do- 119. Mr. Abdul Rehman, KPO -do-

Appendix-V

STUDY TOURS ABROAD

UNDER PUBLIC SECTOR CAPACITY BUILDING PROJECT

Details of Study Tour Abroad

Sr.

No.

Name of Officer with Designation Purpose of Visit

1. Lt. General Shahid Hamid (Retd), Chairman Assessment of Recruitment System of Australia & New Zealand

2. Saiyed Mohib Asad, Member. -do- 3. Mr. Sadiq Ali Anjum, Director -do- 4. Mr. Abdul Matin Afridi, Director -do- 5. Lt. Gen. Syed Abdul Ahad Najmi (Retd),

Member Assessment of Recruitment System of United Kingdom & France

6. Mr. Muhammad Aziz Khan, Member. -do- 7. Mr. Mohammad Hanif, Secretary -do- 8. Mr. Pervaiz Akhtar, Director -do- 9. Rear Admiral Muhammad Nashat Raffi

(Retd), Member Assessment of Recruitment System of Malaysia & Singapore

10. Mr. Sarwar Hasan Khan, Director General -do- 11. Miss Rehana Shujaat, Senior psychologist. -do- 12. Mian Muhammad Sarwar, EC -do- 13. Mrs. Fazila Aliani, Member Assessment of Recruitment System of

Turkey & Egypt 14. Mr. Bashir Ahmad Chauhan, Secretary -do- 15. Miss Fatima Zehra, Chief Psychologist -do- 16. Lt Gen Shahid Hamid (R), Chairman Assessment of Recruitment System of

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South Africa 17. Mr. Shaukat Umer, Member -do- 18. Mr. Abdul Matin Afridi, Director -do-

Annex

LIST OF EAD’S OFFICERS FOR TRAINING UNDER PUBLIC SECTOR CAPACITY

DEVELOPMENT PROGRAM

S. No.

NAME/WING COURSE

DURATION/INSTITUTION

COURSE TITLE

1 Mr. Saif Ullah Butt, Section Officer (Admin)

27-11-2006 to 15.12.2006 at Crown Agents International Management Centre, Worthing, UK

Human Resource Management Intensive

2 Mr. Tassaduq Hussain Assistant Chief(FS/PTAP) [EC Wing]

19th March 5th April, 2007 by RIPA International, London, UK

Change Management

3 Mr Zuhfran Qasim, A.C (ECO)

May 21- June 8, 2007 by RIPA International, London, UK

Effective Communication Techniques

4 Mrs Shazia Amjad, Section Officer (IDA-II)

June 9- June 29, 2007, Harvard Graduate School of Education

Improving Quality in Education Systems

5 Syed Sibte Abbas Zaidi Section Officer (Eur-I) [PC Wing]

11-22 June, 2007 at Crown Agents Training Institute, London UK

Financial Management and Strategic Planning

6 Mr Muhammad Afzal Deputy Secretary (Admin)

9-27 July 2007, at RIPA International UK

Planning and Developing Human Resource Capabilities

7. Mr Samir Ali Sheikh, Section Officer (UN-II), (UN/China Wing)

July 2-August 10, 2007 at London School of Economics, UK

Development Economics and The Political Economy of Public Policy

8. Mr. Waqar Uddin Siddiqui Section Officer (Eur-III) [PC Wing]

9-27 July 2007 at RIPA International UK Planning and Developing Human Resource Capabilities

9. Mr. Zafar Iqbal 25th June to 6th July, 2007 at Crown New challenges in Debt

125

Malik Deputy Chief (R&S Wing)

Agents Training Institute, Worthing UK Management

10. Malik Muhammad Afaq Assistant Chief (R&S Wing)

First session 2-20 July, 2007 & Second session 23rd July to 10th August, 2007 in London School of Economics and Political Science, London UK

Accounting and Finance

11. Mr. Muhammad Ali Accounts Officer (R&S Wing)

9-20 July, 2007 at Crown Agents Training Institute at Worthing, UK

Debt Restructuring Techniques

12. Mr Asim Mahmood System Administrator (DM Wing-Computer Centre)

9 July- 17 September, 2007 at London College of Computing, UK

Microsoft Certified Systems Engineer

13 Mr Kamran Farooq Ansari Section Officer (ME)

2 July-10 August 2007 at LSE, UK Introductory Economics and Development in the International Political Economy

14 Mr. Mohammad Ahmed Section Officer (SEA)

26 June-20 July 2007 at LSE, UK Judgment and Decision Making for Management

15 Mrs Shaheen Viqar A.C (ADB-III)

9-27 July 2007 at RIPA International, UK

Planning and Developing Human Resource Capabilities.

16 Mr Naseer Ahmed, Section Officer (ACS)

9-27 July 2007 at RIPA International UK Planning and Developing Human Resource Capabilities

17 Syed Naseer Ali Assistant Programmer (Computer Centre)

February 2007 to January 2009 Virtual University, Islamabad

MCS

18 Mr. Amir Tariq Zaman, Joint Secretary (UN/China)

6-17 August, 2007 at Institute for Public-Private Partnership, Washington DC, USA

Public Private Partnership strategies, Methods and Project Structure Techniques

19 Mr. Muhammad Shamim Deputy Chief (R&S Wing)

September 4 to October 26, 2007 at University of Connecticut, USA

1. Strategic Management for Development 2. Project appraisal and monitoring

126

20 Mr Ghulam Muhammad Mahar Assistant Chief (ADB-III)

3-14 September,2007 at RIPA International London

Financial Management of Development Project

21 Mr. S.M. Hasan Akhtar, Section Officer (UN-IV)

17-29 September,2007 at University of Bologna, Italy

Monitoring and Evaluating Poverty Reduction & Social Inclusion Program

22 Mr. Sabz Amin, Director Accounts (Budget)

Al-Khair University, Rawalpindi Campus MBA (Finance) Evening Program

23 Mrs Baseerat Memraiz Section Officer (Eur-II)

October 02- November 02, 2007 at Washington, USA

Human Resource Management

24 Mr. Sultan Khan DS (EC-II)

12 to 23 Nov 2007 at RIPA International London, UK.

Project & Programme Management

25 Mr. Sajjad Haider Yaldram, Section Officer (UN-III)

12 November- 7 December, 2007 at RIPA International, London, U.K.

Project and Programme Management, the Complete Project Management Cycle

26 Mr. Shahid Ahmed Vakil, Section Officer (ADB-I)

5 to 16 Nov 2007 at Technology Institution for Public Private Partnerships Washington DC.

Independent Project Monitoring & Evaluation

27 Samreen Zahara, Section Officer (IDB)

26 Nov to 07 Dec, 2007 at RIPA International, London, U.K.

Monitoring & Evaluation

28 Mr. Abdul Rauf Gandpaur, Deputy Secretary (PC)

28 July-15 August, 2008 at London School of Economics, UK

Strategic Management and Incentives in Modern Organizations

29 Mr. Muhammad Anwer, Section Officer (China)

6 to 25 July 2008 at Harvard University (USA)

Public Financial Management

30 Mr. Tariq Mahmood, Section Officer (WB-I)

7 July-1 August, 2008 at SETYM International, Montreal, Quebec, Canada

Project Implementation: Planning, Scheduling and Control

31 Shahzada Taimur Khusrow, Deputy Secretary

6-25 July, 2008at Harvard University USA

Public Financial Management

127

(EC/CF&AO) 32 Mr. Muhammad

Khalid Khan, Deputy Secretary (EC-I)

7-25 July, 2008 at London School of Economics, UK

Development Economics

33 Mr. Mazhar Iqbal, SO(ODA)

8-19 September, 2008 at GTC, London, U.K

Modernizing Human Resource Management

34 S. Raees Haider Zaidi, Director of Accounts (P)

29 September to 10 October, 2008 at GTC, London, UK

Effective Budgeting and Operational Cost Control

35 Mr. Abdul Latif, Assistant Chief (Budget)



36 Mr. Najaf Khan, Assistant Chief (Disbursement)



37 Mr Asif Hussain Shah Section Officer (A&P)

29 September -10 October, 2008 at GTC, London, U.K

Finance for Project Managers

38 Mr. Zafar Iqbal, Section Officer (JBIC)

20-31 Oct., 2008 at GTC, London, UK Project Management; Planning & Implementation

39 Mr. Muhammad Ayaz Khan, Section Officer (IDB)

20-31 Oct., 2008 at GTC, London, U.K Project Management: Planning & Implementation

40 Mrs. Yasmeen Sadiq, Section Officer (P&C)

20-31 Oct., 2008 at GTC, London, U.K Project Management: Planning & Implementation

41 Mr. Muhammad Khalil Bhatti, Accounts Officer

13-31 October, 2008 at GTC, London, U.K

Modern Internal Audit Procedures

42 Mr. Azhar Iqbal Hashmi, Section Officer (Admin)

3-21 November, 2008 at RIPA, London, UK

Practical Communication Tools and Techniques

43 Mr. Muhammad Aslam, Accounts Officer (DMS-I)

17-28 November, 2008 at GTC, London, U.K

Enhanced Financial Planning for Executive Managers

44 Mr. Sabz Ali Khan,

03-28 Nov., 2008 at RIPA, London, U.K.

Project and Programme Management: The Complete

128

Annex-9A

LIST OF OFFICERS OF PLANNING AND DEVELOPMENT DIVISION ATTENDED

FOREIGN TRAININGS

Sr.

No.

Name of Officer/ Designation /

Section

Course Titled Institute/Country

FY 2004-05

01 Mr. Shahnawaz Hussain Chief, PIA Section

Project appraisal and Risk Management (PARM)

Duke University, USA

02 Mr. Salah-ud-Din Qureshi, chief, Economic Appraisal Section

03 Dr. Muhammad Ashraf Moten, Chief, S&T Section

Improving Quality in Education System

Harvard Graduate school of Education USA

04 Mr. Abdul Hamid, Deputy Chief, NFDC

Transition of Sustainable Agriculture

International Agriculture Centre (IAC),

Section Officer (General)

Project Management Cycle

45 Dr. Imran Ullah Khan, Section Officer (WB-II)

03-28 Nov., 2008 at RIPA, London, U.K.

Project and Programme Management: The Complete Project Management Cycle

46 Syed Iftikhar Hussain Naqvi, Section Officer (IDB)

17-28 Aug, 2009 at RIPA, London, UK Public Financial Management

47 Mr. Mohammad Tahir, Section Officer (SEA)

24 Aug-04 Sept 2009 at GTC, London, UK

Leading a Project Team

48 Raja Mohammad Yousaf, Section Officer (China)

24 Aug-04 Sept 2009 at GTC, London, UK

Leading a Project Team

49 Mr. Zafar Hassan Raza, Joint Secretary (ADB/Japan)

5-16 October, 2009 at GTC, London, UK Driving Performance through Enhanced Strategic and Financial Planning

50 Mr. Sohail Rehan, Joint Secretary (EC)

5-10 October, 2009 at GTC, London, UK Making Effective Policy

51 Mirza Khalid Mahmood, Section Officer (FC)

23rd November-4th December, 2009 at RIPA, London UK

Monitoring and Evaluation

52 Mrs. Anjum Assad Amin, Deputy Secretary (EC-II)

30 Nov – 11 Dec., 2009 at RIPA, London, UK

Enhancing Financial Performance

129

Wageningen, The Netherlands

05 Mr. Atta Muhammad Rana, Joint Secretary (Admn)

Project Management Curriculum.

Carnegie Mellon University, USA

06 Mr Jaweed Akhtar, Director General (JACC)

07 Mr. Mueen-ud-Din Dar, Chief, Industries & Commerce Section

Management Development Program

Graduate School of Business Admn, University of Virginia, USA

08 Mr. Farkhand Iqbal, Chief, Energy Wing

Renewable Energy System-DIY Potential

Centre of Alternative Technology, UK

09 Mr. Muhammad Almas Khan Khattak, Assistant Chief, Education Section

Improving Quality in Education System

Harvard Graduate School of Education, USA

10 Mr. Muhammad Ihtesham Khan, Additional Secretary (Projects)

The Oxford Program on Negotiation

University of Oxford, UK

11 Mr. Ghulam Akbar Malik, Director (Coord) project wing

Monitoring and Evaluation for Development Activities

University of East Anglia, UK

12 Mr. Khurshid Ali Chauhan, director (SS) Project Wing

13 Mr. Rafiq Ahmad Hakro,Deputy Director, Project Wing

14 Syed Waheed Rizvi, Deputy Director, Project Wing

130

FY 2005-06

15 Syed Tanwir Hussain Bukhari, Deputy Chief, T&C Section

Infrastructure in a Market Economy: Public-Private Partnership in a Changing World

John F. Kennedy School of Government, Harvard university, USA

16 Mr. Iftikhar Ahmad, Assistant Chief, Macroeconomics Section

EC312: Advance Econometrics

London School Economics, UK

17 Dr. Pervaiz Tahir, Chief Economist, Planning Commission

Senior Managers in Government

John F. Kennedy School of Government, Harvard university, USA

18 Mr. Raiz Hussain, Deputy Chief, Public Investment Programming Section

Financial Skills for Executives

The Crown Agents International Management Training Centre, UK

19 Mr. Gul Badshah, Deputy Chief , Public Investment Programming Section

Financial Skills for Executives

The Crown Agents International Management Training Centre, UK

20 Dr. Ghulam Mustafa, Assistant chief, A&F Section

Andrology/Embryo Transfer Technology

Institute of Reproductive Medicine, Munster, Germany

21 Ms. Nigar Anjum Assistant Chief , Poverty Alleviation Section

Strategies for the Extension of Social Protection

International Training Centre (ILO), Turin, Italy

22 Mr. Farrukh Hayat, Assistant Chief, Economic Appraisal Section

Management of Projects University of Canfield, Bedfordshire, UK

23 Syed Abdul Haq Shah, Assistant Chief, Economic Appraisal Section

24 Mr. Mujahid Khan, Deputy Director, Projects Wing

25 Mr. Muhammad Aleem Khan, Deputy Director, Projects wing

26 Mr. Saleem Pervaz Siddiqui, Joint Secretary/Director General, Projects Wing

Project Appraisal and Risk Management Program (PARM)

Duke Centre of International Development, Duke University, USA

27 Mr. Muhammad Saleem Khan Khattak, Deputy Chief, Economic Appraisal Section

28 Mr. Atiq-ur-Rehman, Program Officer, PPMI

29 Mr. Waheed Zaman, Research Associate, Mass Media Section

Media Studies The International Summer School, University of Oslo, Norway

30 Mr. M. Jalil Minhas, Member, Social Sector

Policy Planning and Analysis for improving Quality in Education System

Harvard Graduate School of Education (HGSE), Cambridge, Massachusetts, USA

131

31 Mr. Muhammad Ayub, Chief, Nutrition/Gender Development Section

Mainstreaming Gender Equality: Concepts and instruments

International Training Centre (ILO), Turin, Italy

32 Dr. Ghulam Asghar Abbasi, Deputy Chief, Health Section

Foundations in International Health and Community Based Development

Boston University School of Public Health, Boston, Massachusetts, USA

33 Engr. Aamir Hasan, Deputy Secretary, Admn Wing

Organizational Culture and Management: Towards Effective Organizations

Maastricht School of Management, Maastricht, The Netherlands

FY 2006-07

34 Mr. Rab Nawaz Abbasi, Assistant Chief, International Trade & Finance (IT &F) Section

International Economics and Industrial Organization & Competition Policy

London School of Economics, London, UK

35 Mr. Abdul Qayyum, Deputy Chief (Incharge), Physical Planning and Housing Section

Monitoring and Evaluating for Development Activities

University of East Anglia, Norwich, UK

36 Mr. Muhammad Younis Salik, Deputy Chief, Industries & Commerce Section

Financial Institutions for Private Enterprises Development (FIPED)

John F. Kennedy School of Government, Harvard University, USA

37 Mr. Asif Bajwa, Additional Secretary

Study Visit Duke University, USA & Bradford University, UK

38 Mr. Fazal Hakim Mian, Assistant Chief, Health Section

Professional Training Program in E-Health Care

Centre for Online Health (COH), faculty of Health Services, University of Queensland, Australia

39 Dr. Nisar Ahmad, Director General (PPMI)

Study Visit Lille Graduate School of Management, France & Institute of Social Study (ISS), the Hague, The Netherlands

40 Mr. Atta Muhammad Raja, Sr. Joint Secretary

Change Management Royal Institute of Public Administration (RIPA), London, UK

41 Mr. Muhammad Shahid, Joint Secretary/DG, Projects Wing

Design and Implementation of Monitoring and Evaluation Systems

Setym International, Kula Lumpur, Malaysia

42 Mr. Arshad Maqsood Malik, Chief (Fuel), Energy Wing

International petroleum Business Program

International Human Resources Development Corporation (IHRDC), Boston, USA

43 Mr. Muhammad Farooq, Assistant Chief, Economic Appraisal Section

Project Appraisal and Risk Management

Duke Center for International Development

132

(PARM) (DCID), Duke University, NC, USA

44 Mr. Shahid Naeem, Assistant Chief, Poverty Alleviation Section

Complete Project Management Cycle

UK

45 Dr. Sualeha Akhtar Sohag, Deputy Secretary (Admn)

Management of Change for Organizational Transition (CM),

Maastricht School of Management, Maastricht, The Netherlands

46 Mr. Aman Ullah Kha, Chief, Population and Social Planning

Reproductive Health and Development and Statistical Reasoning in PHC (Part I&II)

John Hopkins University, USA

47 Mr. Talib Hussain Talib, Deputy Chief, Education Section

Policy Planning and Analysis for Improving Quality in Education Systems


48 Mrs. Sajida Nasir Malik, Deputy Chief, Governance Section

Development Planning and Management

IMA International Brighton, UK

49 Ms. Rabab Fatima, Assistant chief, E&R Section

50 Dr. Fazli Hakim Khattak, Deputy Chief, Health

Health District Management II Priority Setting and Resource Allocation

Swiss Tropical Institute (STI) Basel, Switzerland

FY 2007-08

51 Mr. Tanveer Hussain, Section Officer (Coord), P&D Division

Executive Secretaries and Director’s Personal Assistant

London Corporate Training Ltd (LCS), London, UK

52 Mr. Muhammad Asif Sheikh, Joint Chief Economist (OP), P&D Divisions, Islamabad

Budgeting and Financial Management in the Public Sector

Duke Centre for International Development (DCID), Durham, NC, USA

53 Mr. Mohammad Sarwar Zahid, Director (SS), Projects Wing

Project Appraisal and Risk Management

Duke University, Durham, USA

54 Mr. Abdul Rehman, Deputy Chief, S&T Section

Policy Planning and Analysis for Improving Quality in Education Systems


55 Dr. Abdul Waheed Rana, Assistant Chief, Mass Media, Culture & Agri & Food Section

Management and Financial Model of Cultural and Media Institutions,

University of East Anglia Norwich, UK

56 Dr. Aamer Irshad, Deputy Chief, Agri. &Food Section

Project and Program Management/The Complete Project Management Cycle

Royal Institute of Public Administration (RIPA) London Uk 57 Dr. Imtiaz Ahmad, Deputy Chief

Incharge, Economic Appraisal

133

Section 58 Mr. Mazahar Haneef Kha, Director

(OS) Projects Wing 59 Mr. Javed Sikander, Deputy Chief,

Governance Section 60 Mr. Tariq Faheem Sheikh, Director

Studies, (PPMI) Training and Development Strategies and Practices

Royal Institute of Public Administration (RIPA), London UK

FY 2008-09

61 Mr. Riaz Ahmed, Deputy Chief, PIA Section

Monitoring and Evaluation: Design and Implementation

held in Kuala Lumpur, Malaysia organized by SETYM International Inc, Canada

62 Mr. Shahzad Ahmed Baloch, Deputy Director (Evaluation), Projects Wing

63 Mr. Ayaz Ali Sakhani, Assistant Chief, PIP Section

64 Mr. Asif Khan, Assistant Chief, Agri. &Food Section

65 Mr. Khalid Mohammad, Deputy Chief, (Fuel), Energy

International Petroleum Business Program

International Human Resource Development Corporation (IHRDC), Boston, USA

66 Mr. Naseer Ahmad Gillani, chief, Water Resources Section

The Complete Project Management Cycle

Royal Institute of Public Administration (RIPA), London UK 67 Mr. Abdul Aziz Qureshi, D.G. (E),

Projects Wing FY 2009-10

134

Annex….

List of officers of FBR Trained under Public Sector Capacity Building Project-

Contract with M/s IBA Karachi

S.No. Name of Officer Designation

Batch No.01

1. Mr. Zafar Iqbal Member Appellate Tribunal 2. Mr. Shaheen Iqbal Member Appellate Tribunal (Income Tax) 3. Mr. Abrar Ahmed Regional Commissioner 4. Mr. Fazal Qadir Mahmood Director of Customs Valuations 5. Mr. Khalid Mahmood Collector of model Sales Tax 6. Mr. Javed Kazi Director of inspection and Internal Audit 7. Mr. Azhar Majeed Khalid Collector of Customs 8. Mr. Humayun Khan

Sikandri Director of Intelligence & Investigation (Customs)

9. Mr. Munir Ahmed Qureshi Collector Customs 10. Mrs. Riffat A. Hassan

Abidi Collector of Customs

11. Mr. Nisar Muhammad Khan

Collector of Customs

12. Mr. Anwar-ul-Haq Director of Inspection & Internal Audit (Customs 13. Mr. Noor Muhammad Commissioner of Large Taxpayer Unit 14. Mr. Irfan Nadeem Saeed Commissioner of Income Tax 15. Mr. Zareen Saleem Ansari Commissioner of Income Tax (Appeals-II), Karachi 16. Mr. Muhammad Ishaque Commissioner Income Tax(Zone-A), Karachi 17. Mr. Bashir Ahmed Malik Commissioner of Large Taxpayers Unit, Karachi 18. Mr. Humayun Aqil Commissioner Income Tax (Zone-B), Karachi 19. Mr. Iqbal Ahmed Jumani Commissioner of Income Tax large Taxpayers Unit,

Karachi 20. Mr. Abdul Ghani Channa Commissioner of Income Tax, LTU, Karachi 21. Mrs. Yasmin Saud Commissioner of Income Tax, MTU, Karachi 22. Mr. Muhammad Anwar

Goraaya Commissioner of Income Tax, MTU, Karachi

23. Mr. Azizuddin Ahmad Director of Inspection and Internal Audit (Customs) 24. Mr. Shaukat Ali Collector of Customs, Sales Tax (Adj-I), Karachi 25. Syed Jalaluddin Shah Additional Collector of Customs Valuations, Karachi 26. Mr. Khalid Mahmood Project Collector ST-BPR Stream Project, Karachi 27. Shaikh Makhdoom Ahmed

Farooqi Additional Director of Inspection * Internal Audit (Customs)

28. Ms. Rubina Wasti Additional Collector of LTU, Karachi 29. Shahzada Tahir Zaman Director of input/ouput Coefficient Organization, Karachi

135

30. Mr. Pervez ismail Memon Collector of Customs, Sales Tax & Federal Excise, Hyderabad

31. Mr. Fateh Muhammad Shaikh

Additional Director of Training & Research (Customs, FE & ST), Karachi

32. Mr. Ghulam Akbar Joyo Additional Commissioner of Income Tax, Southern Region, Karachi

33. Mr. imtiaz Ahmad Barakzai

Additional Commissioner of Income Tax (Special Zone) Karachi

34. Ms. Farzana Jabeen Departmental Representative, Income Tax (CR) Karachi. 35. Mr. Muhammad Shaheen

Aziz Niazi Additional Director of Inspection & Audit (Income Tax) Karachi

36. Mr. Bakhat Zaman Additional Director of Inspection & Audit (Income Tax) Karachi

37. Mr. Haseeb-ul-Haq Additional Commissioner of income Tax (Special Zone) 38. Mr. Mushtaq Ahmad Setho Additional Commissioner of Income Tax, Hyderabad 39. Mr. Nadeem Ahmed

Farooqi Additional Commissioner of Income Tax (Special Zone) Karachi

40. Mr. Abdus Salam Addi tional Director, Training & Research (Income Taxs), Karachi

Batch No.02

41. Mr. Abdul Waheed Khan Member Appellate Tribunal (Customs), Karachi 42. Mr. Hafiz Muhammad

Anis Member Appellate Tribunal (Income Tax) Karachi

43. S. A. Minam Jafri Member Appellate Tribunal (Income Tax) Karachi 44. Mr. Agha Kaffil Barik Member Appellate Tribunal (Income Tax) Karachi 45. Mr. Javed Iqbal Mirza Collector of Customs, FE & ST, Karachi 46. Mr. Rashid Ahmed Collector of Customs, ST&FE, Hyderabad 47. Mr. Ghulam Ahmad Collector of Model Sales Tax House, Karachi 48. Mrs. Zarina N. Zaidi Commissioner of Income Tax (Appeals-III), Karachi 49. Mr. Amjad Jamshed Commissioner of Income Tax (Company Zone-E),

Karachi 50. Mr. Shahid Nasim Commissioner of Income Tax (Company Zone-III),

Karachi 51. Malik Abdus Samad Commissioner of Income Tax (Company Zone-I), Karachi 52. Mr. Qamaruddin Commissioner of Income Tax, Sukkur 53. Mr. Shaukat Ali Soomro Commissioner of Income Tax (Appeals), Hyderabad 54. Syed Humayun Zaidi Commissioner of income Tax (Appeals-I), Karachi 55. Mr. Muhammad Iqbal

Khan Commissioner of Income Tax (Zone-C), Karachi

56. Mr. Manzoor Hussain Qureshi

Commissioner of Income Tax (Special Zone), Karachi

57. Mr. Sarfaraz Ahmad Warraich

Additional Collector of Customs (Appraisement), Karachi

58. Mr. Abdul Aziz Memon Commissioner of Income Tax, Hyderabad 59. Mr. Behan Ali Sher Additional Collector of Model Sales Tax, Karachi

136

60. Dr. Zulfiqar Ahmad Malik

Additional Collector Collectorate of Customs (Exports), Karachi

61. Syed Shahanshah Additional Collector, Model Sales Tax House, Karachi 62. Mr. Zahid Hussain

Bhayo Additional Collector, Model Sales Tax House, Karachi

63. S. Tanveer Ahmad Additional Collector Model Sales Tax House, Karachi 64. Ms. Surriya Ahmed Butt Additional Director, Directorate of Customs Valuation,

Karachi 65. Mr. Manzoor Hussain

Memon Departmental Representative, Collectorate of Customs (Appraisement), Karachi

66. Mr. Abdul Rashid Sheikh Additional Collector, LTU, Karachi 67. Mr. Abdul Nasir Butt Additional Collector, Collectorate of Customs

(Preventive), Karachi 68. Mr. Muhammad

Siddique Additional Collector LTU, Karachi

69. Mr. Muhammad Tahir Additional Collector (Appraisement), Karachi 70. Mr. Pervez Esbhani Additional Collector (Export), Karachi 71. Syed Barket Ali Bukhari Additional Director, DOT, (Customs), Karachi 72. Mr. Mahfooz-ur-Rehman Additional Commissioner, LTU, Karachi 73. Mr. Shahid Hussain Jatoi Additional Commissioner of Income Tax (Special Zone),

Karachi 74. Syed Muhammad Tariq

Huda Secretary ST-BPOR Stream Project, Karachi

75. Mr. Wasif Ali Memon Additional Collector, (Preventive), Karachi 76. Mr. Muhjammad Iqbal

Muneeb Additional Collector, (CARE), Karachi

77. Mr. Zaki Ahmed Additional Commissioner, (Company Zone-I), Karachi 78. Mr. Abdul Hameed Sangi Additional Commissioner, Commissionerate of Income

Tax, Hyderabad. 79. Mr. Rafique Ahmad

Soomro Additional Director, Directorate of Inspection & Audit (Income Tax), Hyderabad

80. Mr. Rehmatullah Khan Wazir

Additional Commissioner of LTU, Karachi

Batch No3

81. Mr. Islahuddin Siddiqui Additional Collector, Model Sales Tax House, Karachi 82. Syed hassan Raza Jafri DR, Collectorate of Customs (Preventive) Karachi 83. Mr. Samiullah Khan Additional Dirctor, Directorate of I & Audit (Customs,

FE&ST), Karachi 84. Mr. Hassan Sardar Deputy Collector (Preventive), Karachi 85. Mr. Javed Iqbal Butt Deputy Collector (Preventive), Karachi 86. Mr. Abdul Rasheed Assistant Director, Dirctorate of I & I Audit (Customs,

FE&ST), Karachi 87. Mr. Baleeghur Rehman Assistant Director, Dirctorate of I & I Audit (Customs,

FE&ST), Karachi 88. S. A. Sajjad Rizvi Deputy Collector of Model Sales Tax House, Karachi

137

89. Mr. Rais Ahmed Assistant Director, Directorate of I & I Audit (Customs, FE&ST), Karachi

90. Mr. Zahid Ahmed Soomro

Assistant Director, Direct orate of Custom Valuations & Post Clearance Audit, Karachi.

91. Mr. Tasleem Akhtar Assistant Collector of Model Sales Tax house, Karachi 92. Mr. Rasheed Jameel Assistant Director, Directorate of I & I Audit (Customs,

FE&ST), Karachi 93. S. Hassan Askari Assistant Director, Directorate of I & I Audit (Customs,

FE&ST), Karachi 94. S. Tajdar Hussain Assistant Director, Directorate of I & I Audit (Customs,

FE&ST), Karachi 95. Mr. Kaleemullah Assistant Collector, Collectorate of Customs (Preventive),

Karachi 96. Mr. Abdul Hanif Khan Assistant Director, Directorate of I & I Audit (Customs,

FE&ST), Karachi 97. Mr. Minhajuddin Assistant Director, Directorate of Training & Research

(Customs, FE&ST), Karachi 98. S. M. Ilyas Assistant Director, Directorate of Training & Research

(Customs, FE&ST), Karachi 99. Mr. Muhammad Abbas Assistant Collector, Collectorate of Customs (Preventive),

Karachi 100. Mr. A. Saeed Khan

Kashani Assistant Collector of Model Sales Tax House, Karachi

101. Mr. Riaz Ali Shah Assistant Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

102. Mirza Nasir Ali Assistant Commissioner of MTU, Karachi 103. Mr. Tasawwar Iqbal Assistant Commissioner, Commissionerate of Income Tax

(Special Zone), Karachi 104. Mr. Iqbal Ahmad Shaikh Assistant Commissioner, Commissionerate of Income

Tax, Hyderabad 105. Mr. Rehmatullah Khan

Durani Assistant Commissioner of MTU, Karachi

106. Sardar Temur Khan Durrani

Assistant Commissioner, MTU, Karachi

107. Mr. Ashok Kumar Chalchalani

Assistant Commissioner, Commissionerate of Income Tax, Hyderabad

108. Mr. Sanaullah Nawazani Assistant Commissioner of MTU, Karachi 109. Mr. Muhammad Akbar

Mahar Assistant Commissioner of MTU, Karachi

110. Mr. Basit Saleem Shah Assistant Commissioner of (Zone-E), Karachi 111. Mrs. Maryam Habib Assistant Commissioner of MTU , Karachi 112. Syed Salahuddin Gillani Assistant Commissioner, (Special Zone), Karachi

Batch No.4

113. Mr. Muhammad Umar Farooq

Additional Director, Directorate of Inspection & Audit (Income Tax), Karachi

138

114. Mr. Misri Khan Ladhani Additional Commissioner of Income tax Companies Zone-III, Karachi

115. Ms. Sshah Bano Additional Dirctor, Directorate of Training & Research (Custom, FE&ST), Karachi

116. Aghah Shahid Majeed Khan

Additional Collector, Collector, Collectorate of Customs (Muhammad Bin Qasim), Karachi

117. Mr. Ashir Azeem Gil Additional Collector, Model Collectorate House, Karachi

118. Mr. Muhammad Iqbal Bhawania

Additional Collector, (Appraisement), Karachi

119. Mr. Muhammad Nabi Sether

Additional Commissioner, Commissionerate of Income Tax, Sukkur, Karachi

120. Mr. Chaman Lal Oad Additional Commissioner, MTU, Karachi 121. Mr. Mushtaq Hussain Qazi Additional Commissioner, Commissionerate of income

Tax Companies Zone-IV, Karachi 122. Dr. Muhammad Zubair

yousafani Additional Collector of Customs, FE&ST, Hyderabad

123. Mr. Abdul Qadir Memon Deputy Director of Customs Valuation & Post Clearance Audit, Karachi

124. Mr. Gul Rehman Additional Director, DOT, Karachi 125. Mr. Junaid Ahmed Memon Assistant Collector of Model Sales Tax House, Karachi 126. Syed Nusrat Nasir Assistant Collector of Model Sales Tax, Karachi 127. Mr. Zafar Akhtar Departmental Representative of Model Sales Tax

House, Karachi 128. Mr. Imtiaz Ahmad Dev. Additional Collector of Model Sales Tax House,

Karachi 129. Dr. Saiffuddin Junejo Deputy Director, Directorate of I &I (Cus. FE&ST),

Karachi 130. Syed Muhammad Soaib Deputy Collector, Collectorate of Customs (Export),

Karachi 131. Mr. Asif Saeed Khan

Lughmani Deputy Collector of Model Customs (CARE), Karachi

132. Ms. Lubna Jaffar Ali Deputy Collector of Model Customs Collectorate (CARE), Karachi

133. Mr. Abdul Majid Yousfani Second Secretary ST-BPR Stream Project, Karachi 134. Syed Akhlaq Hussain Deputy Commission of Income Tax (Zone-C), Karachi 135. Mr. Anwar Hussain Deputy Commissioner of Income tax (Company Zone-

V), Karachi 136. Mr. Sajidullah Siddiqui Deputy Commissioner of LTU, Karachi 137. Dr. Shafqat Hussain Kehar Deputy Commissioner of Income Tax (Company Zone-

I), Karachi 138. Dr. Nauman Ikram Deputy Commissioner of Income Tax (Company Zone-

IV), Karachi. 139 Dr. Shamsul Hadi Deputy Commissioner 140 Mr. Azhar Hussain Deputy Director of I&I (Cus.FE&ST), Karachi

139

Merchant 141 Mr. Muhammad Masood

Sabir Assistant Collector of Customs (Export), Karachi

142 Mr. Abid Hussain Hakro Assistant Collector of Customs (Port Qasim), Karachi 143 Ms. Sayeeda Anjum

Mushtaq Assistant Collector of Customs (Export), Karachi

144 Eng. Riyaz Ahmed Memong

Assistant Collector of Customs Hyderabad

145 Khawaja Asad Ali Assistant Commissioner of Income Tax, (Zone-B) Karachi

146 Mr. Maula Bux Pirzada Assistant Commissioner of Income Tax, (Zone-D) Karachi

147 Mr. M. Asghar Khan Niazi Assistant Commissioner of Income Tax, ( Comp. Zone-I) Karachi

148 Mr. Imtiaz Ahmed Assistant Commissioner of Income Tax, (Zone-A) Karachi

149 Mr. Naz Hassan Tahirani Assistant Commissioner of Income Tax, Hyderabad 150 Mr. Obaidullah Malik Assistant Director of Data Processing Centre (IT),

Karachi 151 Nr. Badar-ud-Din Samo Assistant Director I&A (IT), Karachi 152 S. Tahir Raza Zaidi Additional Collector, Model Sales Tax, Karachi 153 Ms. Lubna Farrukh Miraz Additional Commissioner ((IT) Zone-V, Karachi 154 Mr. Manzoor Hussain

Panwar Additional Commissioner of I.T, MTU, Karachi

155 Mr. Banda Ali Memon Additional Commissioner of IT, Zone-E, Karachi 156 Mr. Faheemul Haq Khan Additional Commissioner of I.T, RTO, Karachi 157 Mr. Ghulam Shabbir

Memon Deptt. Representative, RCIT, Corporate Region, Karachi

158 Mr. Shahdid Fawad Additional Commissioner of IT (Zone-V), Karachi 159 Mr. Usman Bajwa Deputy Collector, Model Sales Tax House, Karachi 160 Mr. Ejaz Ahmed Deputy Collector Model Sales Tax House, Karachi 161 Mr. Ashad Jawwad Deputy Collector of Custom (CARE), Karachi 162 Mr. Zahid Ali Baig Deputy Collector of Model Sales Tax House, Karachi 163 Mr. Khalid Hussain Jamali Deputy Collector of Customs Karachi 164 Dr. Muhammad Nadeem

Memon Deputy Collector

165 Mr. Feroze Alam Junego Deputy Director DOT (Cus.FE&ST), Karrachi 166 Mr. Ihsan Ali Shah Deputy Collector, Model Sales Tax House, Karachi 167 Mr. Irfan Javed Deputy Collector of Customs (Appraisement), Karachi 168 Mr. M. Irfan Sarfraz Deputy Collector of Customs (CARE), Karachi 169 Mr. Shahid Iqbal Baloch Deputy Commissioner of IT, LTU, Karachi 170 Dr. Aftab Imam Deputy Commissioner of Income Tax Company Zone-

III, Karachi 171 Mr. Shahbudding Usto Deputy Collector, Model Sales Tax House, Karachi 172 Dr. Ayaz Ellahi Gajani Deputy Director, DOT, (IT, Karachi)

140

173 Dr. Tauqeer Ahmad Memon

Deputy Director, RTO, Karachi

174 Mr. Yousaf Hyder Shaikh Deputy Collector 175 Mr. Hyder Ali Dharejo Deputy Collector, LTU, Karachi 176 Mr. Badruddin Ahmed

Qureshi Deputy Collector, LTU, Karachi

177 Mr. Tauqeer Irtiza Deputy Commissioner of Income Tax (Company Zon-I), Karachi

178 Mr. Basit Maqsood Abbasi Deputy Director, Directorate of Customs Valuation & Post Clearance Audit, Karachi

179 Mr. Samiul-ul-Haq Deputy Collector, Model Customs Collectorate (CARE), Karachi

180 Syed Imran Sajjad Bukhari Assistant Collector, Model Customs Collectorate (CARE), Karachi

181 Mr. Ghulam Sarwar Shah Assistant Collector, Collectorate of Customs (Appraisement), Karachi

182 Mr. Muhammad Ahsan Khan

Assistant Collector, Collectorate of Customs (Exports), Karachi

183 Mr. Faisal Bashir Memon Assistant Director, Directorate of I & I (Cus. FE&ST), Karachi

184 Mr. Mr. Azood-ul-Mehdi Assistant Collector, Collectorate of Customs (Port Qasim), Karachi

185 S.M. Ali Zaman Gardezi Assistant Collector, LTU, Karachi 186 Mr. Kamran Elahi Assistant Collector, LTU, Karachi 187 Mr. Ijaz Ahmed Khattak Assistant Commissioner, MTU, Karachi 188 Mr. Khalid Hassan Khan Assistant Commissioner, MTU, Karachi 189 Mr. Abdul Hafeez

Nizamani Assistant Commissioner, IT, Hyderabad

190 Ms. Taneela Zafar Assistant Commissioner, RCIT, Southern Region, Karachi

191 Ms. Lubna Khan Deputy Collector, LTU, Karachi 192 Mr. Gul Rehman Additional Director, Directorate of I&I (Cus.FE&ST),

Karachi 193 Ms. Nausheen Javed

Amjad Additional Commissioner, LTU, Karachi

194 Hafiz Muhammad Ali Kndhar

Additional Commissioner, RCIT, Corporate Region, Karachi

195 Ms. Rukhsana Saeed Additional Commissioner of IT (Zone-A), Karachi 196 Mr. Basharat Ahmad

Qureshi Additional Commissioner of IT (Zone-A), Karachi

197 Mr. Ali Hasnain Additional Commissioner of IT, LTU, Karachi 198

Mr. Muhammad Hanif Shaikh

Additional Commissioner of IT (Company Zone-I), Karachi

199 Mr. Sultan Wazir Khan Additional Commissioner of IT, Sukkur 200 Mr. Ali Akbar Depar Additional Commissioner, IT, Special Zone, Karachi

141

201 Syed Naeem Akhtar Deputy Collector, Model Sales Tax House, Karachi 202 Mr. Sanaullah Akhtar Deputy Collector of Customs (Appraisement), Karachi 203 Ms. Saira Agha Deputy Collector of Customs (Exports), Karachi 204 Mr. Jamshed Ali Talpur Deputy Collector of Customs(Exports), Karachi 205 Mr. Fayyaz Rasool Deputy Collector, Collectrate of Custom (Exports),

Karachi 206 Dr. Abdul Rehman Rind Deputy Collector of Customs FE&ST Karachi 207 Mr. Khalil Ibrahim

Yousfani Deputy Director of Customs Valuation & Post Clearance Audit, Karachi

208 Mr. Shafqat Ali Khan Niazi

Deputy Collector Model Customs Collectorate (CARE), Karachi

209 Mr. Shafiq Ahmed Latki Deputy Collector, LTU, Karachi 210 Mr. Asif Abbas Deputy Collector of Customs (Appraisement), Karachi 211 Dr. Tahir Qureshi Deputy Director, Directorate of Training & Research

(Cus.FE&ST), Karachi 212 Mr. Rashid Habib Khan Deputy Collector of Customs Sale Tax & Federal

Excise, (Appeals), Hyderabad 213 Syed Aslam Ali Deputy Commissioner, LTU, Karachi 214 Ms. Syeda Naureen Zohra Taxation Officer, Commissionerate of Income Tax

(Company Zone-II), Karachi 215 Mr. Abdul Wahid Deputy Collector, Model Sales Tax House, Karachi 216 Mr. Afaque Ahmed

Qureshi Deputy Commissioner, Commissionerate of Income Tax (Company Zone-IV), Karachi

217 Mr. Muneeb Arsalan Deputy Collector, Model Sales Tax House, Karachi 218 Mr. Jahangir Ahmad Deputy Collector, Model Sales Tax House, Karachi 219 Mr. Tsneem Yousaf Deputy Commissioner, Commissionerate of Income Tax

(Zone-B), Karachi 220 Mr. Javeed Mohiuddin Deputy Commissioner of Income Tax (Zone-B),

Karachi 221 Dr. Shahab Imam Assistant Collector of Customs (Appraisement), Karachi 222 Ms. Shalra Khan Assistant Collector, Model Sales Tax House, Karachi 223 Mr. Yasin Murtaza Assistant Collector of Customs (Preventative), Karachi 224 Ms. Nawabzadi Aliya

Dilawar Khanji Assistant Collector, Collectorate of Customs (Preventive), Karachi

225 Dr. Wasi Anwar Second Secretary, ST-BPR Stream Project, Karachi 226 Mr. Aamer Nawaz Hamid Assistant Collector, Model Sales Tax House, Karachi 227 Mr. Muhammad Haris

Ansari Assistant Collector, Collectorate of Customs (Preventive), Karachi

228 Syed Muhammad Ali Jafferi

Assistant Commissioner, Commissionrate of Income Tax, (Zone-A) Karachi

229 Mr. Shahid Hussain Assistant Commissioner of Income Tax, (Zone-E) Karachi

230 Mr. Sikandar Ali Shaikh Assistant Commissioner of Income Tax, (Zone-A) Karachi

231 Mr. Asad Ullah Larik Assistant Commissioner LTU, Karachi

142

232 Dr. Sajid Hussain Arain Assistant Commissioner MTU, Karachi 233 Agha Hadayat ullah Additional Commissioner, Commissionerate of Income

Tax, (Comp. Zone-V) Karachi 234 Mr. Muhammad Ali Sand Additional Commissioner, Commissionerate of Income

Tax, (Comp. Zone-B) Karachi 235 Dr. Fazal M. Abrejo Additional Commissioner, Commissionerate of Income

Tax, (Comp. Zone-iv) Karachi 236 Ms. Seema Jabeen Additional Commissioner, Commissionerate of Income

Tax, (Comp. Zone-C) Karachi 237 Mr. Muhammad Muzaffar

Khan Additional Commissioner, LTU, Karachi

238 Mr. Gohar Ali Additional Commissioner, Commissionerate of Income Tax, Southern Region, Karachi

239 Mr. Nazir Ahmed Shoro Additional Commissioner, Commissionerate of Income Tax, (Comp. Zone-A) Karachi

240 Dr. Manzoor Ahmed Memon

Additional Commissioner, Commissionerate of Income Tax, (Comp. Zone-iii) Karachi

241 Mr. Muhammad Amir Thahim

Deputy Collector, Collectorate of Custom (Port Qasim), Karachi

242 Mr. Sajjad Haider Jhin Jhin Deputy Collector, Collectorate of Custom (Port Qasim), Karachi

243 Mr. Muhammad Saleem Memon

Deputy Collector, Model Sales Tax House, Karachi

244 Mr. Muhammad Ashfaq Deputy Collector, Collectorate of Custom (Port Qasim), Karachi

245 Mr. Shoukat Ali Deputy Commissioner, Commissionerate of Income Tax, Hyderabad

246 Mr. Manzoor Ahmed jokhio

Deputy Commissioner, Commissionerate of Income Tax, (Comp. Zone-A) Karachi

247 Mr. Muhammad Nabeel Rana

Deputy Commissioner, Commissionerate of Income Tax, (Comp. Zone-B) Karachi

248 Mr. Asim Ansar Siddiqui Deputy Commissioner MTU, Karachi 249 Mr. Muhammad Ejaz Khan Deputy Commissioner, Commissionerate of Income

Tax, (Special Zone) Karachi 250 Mr. Ghulam Murtaza

Khuhro Deputy Commissioner, LTU, Karachi

251 Mr. Jamil Ahmed Baloch Deputy Collector, Collectorate of Custom (Export), Karachi

252 Mr. Saeed Ahmed Pathan Deputy Collector, Collectorate of Custom (Export), Karachi

253 Mr. Shahid Mehmood Shiekh

Deputy Collector, Model Tax House, Karachi

254 Mr. Najeeb Ahmed Memon

Deputy Commissioner, LTU, Karachi

255 Mr. Muzaffar Ali Soomro Deputy Commissioner, Commissionerate of Income Tax, (Comp. Zone-A) Karachi

143

256 Mr. Asem Iftikhar Deputy Commissioner, LTU, Karachi 257 Mr. M. Yasir Khan Ghouri Deputy Commissioner, Commissionerate of Income

Tax, (Special Zone) Karachi 258 Qazi Afzal Deputy Commissioner, Directorate of Inspection &

Audit, IT, Karachi 259 Ms. Shazia Memon Deputy Commissioner, Commissionerate of Income

Tax, (Zone-E) Karachi 260 Ms. Shazia Abid Second Secretary, HR, Field Formations, Karachi 261 Tipu Saeed Khan Deputy Commissioner, Commissinerate of Income Tax

(Company Zone-III), Karachi 262 Mr. M. Azhar Ansari Deputy Commissioner, Regional Tax Office, Sukkur 263 Mr. M. Faisal Khan Assistant Controller, Collectorate of Customs

(Appraisement), Karachi 264 Mr. Abdul Hayee Sheikh Assistant Controller, Collectorate of Customs ( Port

Qasim), Karachi 265 Mr. Salamat Ali Assistant Controller, Collectorate of Customs

(Appraisement), Karachi 266 Dr. Omar Mukhtar Khan Assistant Director, Directorate of Customs Valuations &

Post Clearance Audit, Karachi 267 Mr. Omar Shafique Assistant Collector, Model Sales Tax 268 Mr. Haroon Waqar Malik Assistant Collector, Model Sales Tax House, Karachi 269 Mr. Muhammad Shoaib

Qazi Assistant Collector, Collectorate of Customs (Preventive), Karachi

270 Ms. Farah Farooq Assistant Collector of Customs Collectorate (CARE), Karachi

271 Mr. Naveed Dost Chandio Assistant Director, Directorate of Customs Valuations & Post Clearance Audit, Karachi

272 Ms. Mona Iffat Baloch Assistant Collector, Collectorate of Customs, Sales Tax and Federal Excise Hyderabad

273 Mr. Javed Sarwar Sheikh Assistant Controller, Collectorate of Customs (Appraisement), Karachi

274 Mr. Nawsherwan Khan Assistant Commissioner of Income Tax, (Zone-A) Karachi

275 Mr. Fazal-e-Subhan Assistant Commissioner MTU, Karachi 276 Eng. Riyaz A. Memon Assistant Collector of Customs (ST&FE), Hyderabad 277 Dr. Farrukh Ansari Additional Commissioner, LTU, Karachi 278 Mr. Rajauddin Additional Commissioner, Commissioinerate of Income

Tax (Zone-E), Karachi 279 Mr. Shoaib Ahmad Sethi Additional Commissioner, Regional Commissionerate

of 280. Ms. Seema Jabeen Income Tax, Corporate Region, Karachi

Additional Commissioner, Commissionerate of Income Tax (Zone-C), Karachi

281. Syed Ayaz Mahmood Additional Commissioner, Regional Commissionerate of Income Tax, Southern Region,

144

Karachi

282. Ms. Attiya Ashraf Additional Commissioner, Commissionerate of Income Tax (Zone-C), Karachi

283. Syed Maroof Gilani Additional Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

284. Rai Talat Maqbool Ahmad Additional Commissioner, Commissionerate of Income Tax (Zone-E), Karachi

285. Mr. Saif Ullah Khan Additional Director, Directorate of Training & Research (Income Tax), Karachi.

286. Mr. Asim Ahmad Additional Commissioner, Large Taxpayers Unit (LTU). Karachi

287. Dr. Faiz Illahi Memon Additional Commissioner, Medium Taxpayers Unit (MTU). Karachi

288. Mr. Amir Ali Khan Talpur Additional Commissioner, Commissionerate of Income Tax Hyderabad

289. Dr. Abul Sattar Abbasi Additional Commissioner, Medium Taxpayers Unit (MTU). Karachi

290. Dr. Muhammad Ali Khan Additional Commissioner, Large Taxpayers Unit (LTU). Karachi

291. Ms. Lubna Ayab Asif Additional Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

292. Mr. Muhammad Mustafa Kamal

Additional Director, Medium Taxpayers Unit (MTU). Karachi

293. Mr. Zulfiqar Ali Syed Deputy Commissioner, Commissionerate of Income Tax (Company Zone-V), Karachi

294. Mr. Rashid HUssain Jamali Deputy Commissioner, Commissionerate of Income Tax (Company Zone-V), Karachi

295. Mr. Zulfiqar Ali Memon Deputy Commissioner, Commissionerate of Income Tax ( Zone-E), Karachi

296. Mr. Dost Muhammad Nazamani

Deputy Director, Data Processing Unit (Income Tax), Hyderabad

297. Mr. Hussain Barohi Deputy Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

298. Mr. Fawad Khan Yousafzai

Additional Commissioner, Large Taxpayers Unit (LTU). Karachi

299. Mr. S.M. Moosa Additional Commissioner, Regional Commissionerate of Income Tax, Southern Region, Karachi

300. Mr. Shakeel Ahmad Kasana

Deputy Commissioner, Commissionerate of Income Tax (Company Zone-V), Karachi

301. Dr. Muhammad Aslam Mari

Deputy Commissioner, Commissionerate of Income Tax (Company Zone-III), Karachi

302. Mr. Abdul Hafeez Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

303. Mr. Zia Agro Deputy Commissioner, Medium Taxpayers Unit

145

(MTU). Karachi 304. Pir Khalid Hasain Qureshi Deputy Commissioner, Commissionerate of Income Tax

Hyderabad 305. Mr. Girdhari Mal

Maghawar Deputy Commissioner, Medium Taxpayers Unit (MTU). Karachi

306. Mr. Hamat Iqbal Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

307. Ms. Erfa Iqbal Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

308. Rao Muhammad Adil Khan

Deputy Commissioner, Large Taxpayers Unit (LTU). Karachi

309. Mr. Zulfiqar Ahmad Deputy Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

310. Mr. Javed Mushir Deputy Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

311. Mr. Mumtaz Ali Sheikh Deputy Commissioner, Commissionerate of Income Tax (Zone-C), Karachi

312. Mr. Rizwan Ullah Khan Deputy Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

313. Mr. Aftab Hssan Rizvi Deputy Commissioner, Large Taxpayers Unit (LTU). Karachi

314. Mirza Saleem Perviaz Deputy Commissioner, Commissionerate of Income Tax (Company Zone-I), Karachi

315. Mr. Muhammad Akram Mian

Deputy Commissioner, Commissionerate of Income Tax (Company Zone-III), Karachi

316. Mr. Saghir Abbas Bhojani Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

317. Mr. Mehtab Ali Bangash Deputy Commissioner, Commissionerate of Income Tax (Company Zone-III), Karachi

318. Mr. Muhammad Hanif Sheikh

Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

319. Mr. Sajjad Akbar Khan Deputy Director, Directorate of Inspect ion & Audit (Income Tax), Karachi

320. Mr. Tahir Tanveer Deputy Commissioner, Medium Taxpayers Unit (MTU). Karachi

321. Mr. Bashir Ahmed Kalwar Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

Batch No. 9 322. Mr. Sajjad Ahmad Malik Additional Commissioner, Commissionerate of Income

Tax (Company Zone-I), Karachi 323. Mr. Haseeb-ul-Haq Additional Commissioner, Commissionerate of Income

Tax (Special Zone), Karachi 324. Mr. Perveez Esbhani Additional Collector, Collectorate of Custom (Exports),

Karachi 325. Mr. Faheem-ul-Haq Additional Commissioner, Commissionerate of Income

Tax (HQs), Corporate Region, Karachi

146

326. Mr. Muhammd Naseer Janjua

Deputy Commissioner, Commissionerate of Income Tax (Company Zone-IV), Karachi

327. Ms. Hina Akram Deputy Commissioner, Commissionerate of Income Tax (Company Zone-IV), Karachi

328. Mr. Maqsood Jahangir Deputy Commissioner, Large Taxpayers Unit (LTU). Karachi

329. Dr. Tariq Ghani Deputy Commissioner, Large Taxpayers Unit (LTU). Karachi

330. Mr. Abdul Hameed Abro Deputy Commissioner, Commissionerate of Income Tax Hyderabad

331. Mr. Mazoor Bux Laghari Deputy Commissioner, Medium Taxpayers Unit (MTU). Karachi

332. Mr. Shoukat Ahmed Memon

Deputy Commissioner, Commissionerate of Income Tax Hyderabad

333. Mr. Vakil Ahmad Abbasi Deputy Commissioner, Commissionerate of Income Tax (Zone-B) Karachi

334. Syed Shakeel Ahmad Deputy Commissioner, Commissionerate of Income Tax (Company Zone-III), Karachi

335. Mr. Muhammad Abbas Deputy Commissioner, Commissionerate of Income Tax (Company Zone-III), Karachi

336. Mr. Hafeeq-ur-Rehman Khan

Deputy Commissioner, Commissionerate of Income Tax (Company Zone-IV), Karachi

337. Mr. G.R. Mansoori Deputy Commissioner, Regional Tax Office, Karachi 338. Mr. Muhammad Saleem Deputy Commissioner, Large Taxpayers Unit (LTU).

Karachi 339. Mr. Ayaz Hussain Mughal Deputy Commissioner, Commissionerate of Income Tax

(Zone--I) Karachi 340. Syeda Adeela Bohkari Deputy Commissioner, Medium Taxpayers Unit

(MTU). Karachi 341. Mr. Riaz Hussain Lilla Assistant Director of Inspection & Audit (Income Tax),

Karachi 342. Mr. Yousuf Ali Khan

Magsi Assistant Collector, Collectorate of Customs (Appraisement), Karachi

343. Mr. Mr Rizwan Mahmood Assistant Collector, Collectorate of Customs (Appraisement), Karachi

344. Mr. Yasser Wahab Kalwar Assistant Collector, Collectorate of Customs (Preventive), Karachi

345. Mr. Kamran Ali Raza Assistant Collector, Collectorate of Customs (Preventive), Karachi

346. Mr. Hasan Zaheer Nomani Assistant Director, Directorate of Inspection & Aduit (Income Tax), Karachi

347. Mr. Azhar Erum Memon

Assistant Commissioner, Commissionerate of Income Tax (Zone-E) Karachi

348. Mr. Nawab Uddin Khan Assistant Commissioner, Commissionerate of Income Tax (Zone-A) Karachi

349. Mr. Naib Ali Phtan Assistant Director, National Accountability Bureau,

147

Karachi 350. Mr. Usman Ghani SIddiqu Assistant Commissioner, Medium Taxpayers Unit

(MTU). Karachi 351. Mr. Abdul Shakoor Abro Assistant Commissioner, Commissionerate of Income

Tax (Zone-A) Karachi 352. Mr. Najeeb Ullah Dr. Assistant Commissioner, Commissionerate of Income

Tax (Zone-B) Karachi 353. Mr. Abdul Hammed

Shaikh Assistant Commissioner, Medium Taxpayers Unit (MTU). Karachi

354. Mr. Hakim Ali Soomro Assistant Commissioner, Commissionerate of Income Tax Sukkur

355. Mr. Wahid Bakhsh Sheikh Assistant Collector, Model Sales Tax House, Karachi 356. Mr. Amjad Hussain

Memon Assistant Commissioner, Commissionerate of Income Tax Hyderabad

357. Mr. Pervez Ahmad Sher Assistant Commissioner, Commissionerate of Income Tax Sukkur

358. Ms. Saniya Farukh Assistant Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

359. Mr. Ajaz Hussain Assistant Commissioner, Commissionerate of Income Tax (Zone-E), Karachi

360. Mr. Muhammad Aslam Assistant Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

361. Mr. Makhno Khan Mahar Assistant Commissioner, Commissionerate of Income Tax Sukkur

362. Mr. Abid Aziz Memon Assistant Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

363. Mr. Wali Muhammad Shakih

Assistant Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

364. Mr. Rehmatullah Assistant Collector, (Port Muhammad Bin Qasim), Karachi

365. Ms. Ambreen Shah Deputy Commissioner, Medium Taxpayers Unit (MTU). Karachi

Batch No. 10 366. Mr. Asim Ahmad Additional Commissioner, Large Taxpayers Unit

(LTU). Karachi 367. Mr. Muhammad Anwar

Thahim Deputy Collector, Collectorate of Customs (Port Muhammad Bing Qasim), Karachi

368. Mr. Ghulam Nabi Sethar Additional Commissioner, of Income Tax, Southern Region Karachi

369. Mr. B.A. Memon Additional Commissioner, of Income Tax, (Enforcement Division-II), Zone-E, Karachi

370. Mr. Muhammad Hanif Sheikh

Deputy Commissioner, Commissionerate of Income Tax (Special Zone), Karachi

371. Mr. Jameel Ahmed Baloch Deputy Collector, Collectorate of Customs (Exports), Karachi

372. Mr. Abdul Wahid Deputy Collector, Model Sales Tax House, Karachi

148

373. Mr. Muneeb Arsalan Deputy Collector, Model Sales Tax House, Karachi 374. Mr. Aftab H. Rizvi Taxation Officer-VI Audit Division, LTU, Karachi 375. Mr. Rafiq-ur-Rehman

Memon Deputy Commissioner, of Income Tax 9Enforcement-IV), Karachi

376. Mr. Afaq Ahmed Qureshi Special Assistant to the Commissioner of Income Tax Company Zone-IV, Karachi

377. Ms. Shalra Khan Assistant Collector, Collectorate of Sales Tax & Federal Excise, Sales Tax House, Karachi

378. Mr. Abdul Rehman Khiliji Assistant Commissioner, Commissionerate of Income Tax (Zone-A), Karachi

379. Mr. Asad Ali Khan Luni Assistant Commissioner, Commissionerate of Income Tax (Zone-E), Karachi

380. Mr. Rizwan Qazi Assistant Commissioner, Commissionerate of Income Tax (Zone-B), Karachi

381. S. Mohsin Ali Shah Assistant Collector, Collectorate of Sales Tax, Sales Tax House, Karachi

382. Ms. Aliya Khanji Assistant Collector, Collectorate of Customs, Jinnah International Airport, Karachi

383. Ms. Maryam Habib Assistant Commissioner, Medium Taxpayers Unit (MTU). Karachi

384. Mr. Salamat ALi Assistant Collector, Collectorate of Customs (Appraisement), Karachi

385. Mr. Ashok Kumar Chanalani

Taxation Officer Audit-IV Hyderabad

386. Mr. Abdul Haye Sheikh Assistant Collector, of Customs (Port Muhammad Bin Qasim), Karachi

387. Mr. Yasin Murtaza Assistant Collector, of Customs (Preventive), Karachi 388. Saeed Ahmed Pathan Deputy Collector, Collectorate of Customs, Quetta 389. Mr. Faisal Rauf Memon Deputy Commissioner of Income Tax, Special Zone,

Karachi 390. Syed Shakeel Ahmed Deputy Commissioner of Income Tax, Company Zone-

III, Karachi 391. Mr. Bahart A. Qureshi Additional Commissioner of Income Tax, Audit

Division, Companies-I, Karachi 392. Dr. Abdul Rehman Rind Deputy Collector, Office of the Deputy Collector,

Customs Dry Port/Bond Hyderabad 393. Mr. Tariq Shamsher Junejo Deputy Commissioner of Income Tax, Regional Tax

Office, Karachi 394. Mr. Sultan Wazir Khan Additional Commissioner, of Income Tax, Southern

Region Karachi 395. Mr. Azhar Ansari Deputy Commissioner of Income Tax, Regional Tax

Office, Karachi 396. Mr. Zafar Rqfique

Siddique Deputy Commissioenr /Taxation Officer, LTU, Karachi

397. Mr. Sahibzada Abul Mateen

Deputy Commissioner/Taxation Officer, Company Zone-V, Karachi

149

398. Ms. Shaista Abbas Additional Commissioner, of Income Tax, Companies Zone-V, Karachi

399. Mr. Muhammad Ali Deputy Commissioner, Medium Taxpayers Unit (MTU). Karachi

400. Dr. Abdul Latif Main Assistant Commissioner of Income Tax, MTU, Karachi 401. Ms. Adeela Bukhari Assistant Commissioner of Income Tax, MTU, Karachi 402. Ms. Uzma Munir Assistant Commissioner of Income Tax, MTU, Karachi 403. Mr. Amjad Mateen Assistant Commissioner of Income Tax, Hyderabad

Zone 405. Dr. Tariq Masood Additional Commissioner, Income Tax LTU. Karachi 406. Mr. Barkat Ali Bukhari Director, Directorate of Training & Research, customs

& Excise, Karachi 407. Mr. Vishnoo Raja Qavi Additional Commissioner Audit Division, Companies

Zone-III, Karachi 408. Mr. Mustaq Qavi Additional Commissioner Enforcement Division,

Companies Zone-III, Karachi 409. Mr. Abdul Khaliq Sheikh Assistant Commissioner of Income Tax Companies

Zone-I, Karachi 410. Mr. Ahmed Ameer Khan Cost Accountant, Large Taxpayers Unit, (LTU),

Karachi. 411. Mr. Hanif Sheikh Additional Commissioner of Income Tax Corporate

Region, Karachi.

Annex

LIST OF OFFICERS OF MINISTRY OF COMMERCE-ATTENDED THE SHORT

TERM FOREIGH TRAINING COURSES UNDER PSCBP

(Updated on 26-01-2010)

S.No. Name & Designation of the

Trainee

Field / Title of the Training Availed Dates of the

training

(I) Training courses at the World Trade Institute (WTI), Berne, Switzerland (Duration: 4 days

each)

1. Mr. Samiullah (Deputy Chief-Imports)

Non-discrimination in International Economic Law

January 9-12, 2006

2. Mr. Irfan Khan (Research Officer-FT-II)

-do- January 9-12, 2006

3. Mr. Omar Hameed (SO-Export)

Tariffs, Quotas, Voluntary Export Restraints

January 16-19, 2006

150

4. Mr. Ovais Abbasi

(Research Officer-Imports) -do- January 16-19, 2006

5. Mr. Muhammad Shahbaz. (Deputy Chief-ITO)

Trade Policy Formation January 23-26, 2006

6. Mr. Irfan Ahmed Khan. (Assistant Chief-Imports)

-do- January 23-26, 2006

7. Mr. Nasim Qureshi. (Additional Secretary)

Trade Remedies, Antidumping, Safeguards

Jan. 30-Feb. 2, 2006

8. Mr. Mansoor Ahmed Bajwa. (Deputy Secretary-FT-II)

Competition: Basic Concepts February 6-9, 2006

9. Ms. Seema Shafique. (SO-FT-III wing)

-do- February 6-9, 2006

10. Ms. Saira Ahmed. (Director CM Office)

Public Procurement May 15-18, 2006

11. Mr. Malik Muhammad Afzal. (SO-Import wing)

Public Procurement May 15-18, 2006

12. Mr. Shaukat Ali Khan. (Deputy Secretary-FT-III)

Trade and Investment May 22-25, 2006

13. Ms. Khalida Bashir. (SO-import wing)

-do- May 22-25, 2006

14. Mr. Majid Qureshi. (Deputy Secretary-Import)

Trade and Development December 18-21, 2006

15. Mr. Naeem Azid. (SO-Imports)

Non discrimination in International Economic Law

January 8-11, 2007

16. Mr. Khalid Pervez. (Assistant Chief-Export)

-do- January 8-11, 2007

17. Mr. Naeem Anwar. (Deputy Secretary-FT-I)

Tariff and Non-Tariff Barriers January 15-18, 2007

18. Mr. Muhammad Liaquat Ch. (SO-Admn)

-do- January 15-18, 2007

19. Mr. Asif Khan. (SO-Admn)

Competition Policy February 12-15, 2007

20. Mr. Rao Atif Raza. (Research Associate, FTIP, Islamabad)

Competition Policy February 12-15, 2007

151

21. Mr. Tariq Zubair. (SO-Insurance)

Trade Remedies February 19-23, 2007

22. Mr. Muhammad Farooque. (Assistant Director, TDAP)

Health, TBT, SPS & PPMS Feb. 26-March 1, 2007

23. Mr. Muhammad Akram Qureshi. (Assistant Chief-ITO)

Dispute Settlement March 5-9, 2007

24. Ms. Raheela Tajwar. (SO-Admn-III)

-do- March 5-9, 2007

25. Mr. Manzoor Ahmed Kyani. (Deputy Secretary-WTO)

-do- March 5-9, 2007

26. Mr. Taj Muhammad Khan. (SO-Admn)

Trade and Finance March 26-29, 2007

27. Qazi Zaheer Ahmed, Deputy Secretary (Admn).

“Political Economy of International Trade”

16-18 Nov, 2009

28. Mr. Muhammad Tariq, Assistant Chief (Statistics)

-do- -do-

29. Syed Tauqeer Hussain Shah, Section Officer (Admn-I)

-do- -do-

30. Mr. Altaf Hussain, Research Officer (ITO)

-do- -do-

31. Mr. Azher Iqbal, Director (TDAP)

-do- -do-

32. Mr. Farrukh Mukhtar, Assistant Director, NTC.

-do- -do-

33. Syed Wajid Ali Shah, Section Officer (Export-III)

-do- -do-

34. Mr. Azher Ali Choudhry, Joint Secretary (Export)

“Political Economy of International Trade” & “Economics of Competition”

16-18 Nov, 09 & 23-25 Nov, 2009

35. Mr. Masood ul Hasan Qureshi, Economic Consultant (ITO)

“Political Economy of International Trade” & “Economics of Competition”

16-18 Nov, 09 & 23-25 Nov, 2009

36. Mr. Khalid Mehmood, Section Officer (Admn-V)

“Economics of Competition”

23-25 November, 2009

37. Mr. Ghulam Rasool Anjum, Section Officer (Admn-IV)

-do- -do-

38. Mr. Jamil Akhtar Khan, Section Officer (Americas)

-do- -do-

152

39. Mr. Qazi Imran-ud-Din, Section Officer, (Africa & ME)

-do- -do-

40. Mr. Muhammad Aasim Nawaz Tiwana, Deputy Director, TDAP

-do- -do-

(II) Attachments / Practical Training with Pakistan Mission to WTO, Geneva (Duration: 14

days each)

41. Mr. Arshad Lodhi.

(Assistant Chief-WTO) Rules/DSU/ASCM February 12-24,

2006

42. Mr. Muhammad Salahuddin. (SO-WTO)

Agriculture/SPS/TBT Feb. 27-March 10, 2006

43. 28.

Mr. Arslan (SO-WTO)

Services Cluster April 22 - May 6, 2007

44. 29.

Mrs. Yasmin Masood (Joint Secretary-WTO)

NAMA, DSB, TPR May 13-27, 2007

45. 30.

Mr. Muhammad Arifullah (Research Associate-FTIP)

Agriculture, DSB, SPS, TPR May 20 – June 3, 2007

46. 31.

Mr. Zahid Hussain Abbasi (Research Associate-FTIP)

NAMA, DSB, TPR June 17 – July 1, 2007

47. 32.

Mr. Omer Moin Chaudhary (Director-NTC)

Rules, Cluster April 22 – May 6, 2007

48. 33.

Mr. Muhammad Arshad (Asst. Director-NTC)

-do- April 22 – May 6, 2007

49. 34.

Mr. Muhammad Ikram Arif (Member-NTC)

-do- Oct. 21 – Nov. 4, 2007

50. 35.

Mr. Ghulam Sarwar Brohi (DG-TDAP)

Agriculture, TPR July 8 – 22, 2007

51. 36Mr. Shahid Latif Khan (Director-TDAP)

NAMA, TPR July 8 – 22, 2007

153

.

52. 37.

Mr. Khalid Hidayat Khan (Director-TDAP)

-do- July 8 – 22, 2007

53. 38.

Mr. Tajmmul Hussain (Deputy Director-TDAP)

NAMA, Agriculture Sep. 23 – Oct. 7, 2007

54. 39.

Mr. Muhammad Naseer (Deputy Director-TDAP)

-do- Sep. 23 – Oct. 7, 2007

55. 40.

Mr. Athar Hussain Khokar (Asst. Director-TDAP)

-do- Nov. 11 – 25, 2007

56. 41.

Mr. Sajjad Nazar Butt (Asst. Director-TDAP)

-do- Nov. 11 – 25, 2007

iii) Participation in other training courses

57. 5

6.

Mrs. Zeb Bilal, Faculty Member, Pakistan School of Fashion Design (PSFD), Lahore.

International Symposium / Workshop on Natural dyes, held in India

Nov. 6-12, 2006

58. 57.

Mrs. Pakeeza Khan, Faculty Member, Pakistan School of Fashion Design (PSFD), Lahore.

-do- -do-

59. Mr. Qazafi Rind, Section Officer MBA Degree at Korean Development Institute, Seoul, Korea

Jan-December, 2009

60. Mr. Attuallah, Section Officer Export Development and Diversification, held at the World Bank Institute, Washington D.C

18-22nd May, 2009

61. Mr. Adnan Younis Lodhi, Section Officer

Asia-Pacific Regional Public International Trade Law Course (PITCL) held at Sydney, Australia

9-27 November, 2009

62. Dr. Safdar A. Sohail, Director General (PITAD)

Leading & Strategic change, held at RIPA, London

3-14th August, 2009

63. Mr. Abdul Haleem Khan, Assistant Director, PITAD

Recruitment, Selection and Retention of Staff , held at RIPA, London

16-27th November, 2009

64. Mr. Zahid Junaid, Assistant Director, PITAD

-do- -do-

65. Mrs. Roubina Taufiq Shah, Director (Training), FTIP/PITAD

Customized training at Malaysian External Trade Development Corporation, Kualalumpur Malaysia

4-14th May, 2009

154

66. Mr.Muhammad Adnan Khan, Assistant Director- Probationer, FTIP/PITAD

-do- -do-

67. Mr. Muhammad Awais Butt, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

68. Mr. Jabbar Tooqir, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

69. Mr. Rizwan-ul-Haq, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

70. Mr. Mohammad Ali Bandial, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

71. Ms. Adeela Younas, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

72. Mr. Muhammad Suleman Khan, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

73. Ms. Hina Hul, Assistant Director-Probationer, FTIP/PITAD

- do - -do-

Annex

List of officers of Ministry of Industries and Production trained in Short term Foreign

Trainings

Sr.

No. Name of Officer Course Attended

Brief Description

of Course Duration

Institute/University/

Organization

Ministry of Industries and Production

1 Mr. Zafar Iqbal, JS(A&F) MOIP&SI

Training and Development Strategies and Practices

Nov 12th to Dec. 7th, 2007

Royal Institute of Public Administration, UK

2 Syed Tahir Shahbaz, JS(SI) MOIP&SI

Managing Strategic Change

03 to 16 Dec, 2007

Crown Agents, UK

3 Ahsan Akhtar Malik, JS(CS), MOI&P

Senior Executives Fellow Programme

Feb 25 to March 21, 2008

John F. Kennedy School of Government Executives, USA

155

4 Dr Iram Khan, DS(SI), MOIP&SI

Managing public service reform: a participatory approach

May 15 - Jun 2, 2006

ILO International Training Center, Turin, Italy

5 Dr. Iftikhar Babar, DS(SI) MOIP&SI

Project Planning & Management

13 to 24 Nov, 2006

Aus H/S Australian Habitat Studies, Thailand, Malaysia & Singapore

6 Mirza M.Sana-ul-Haque, DS(CS) MOIP&SI

Governance Democratization and Public Policy (GOV)

18 Apr - 25 June, 2007

Institute of Social Studies, Netherlands

7 Mushtaq Ahmed, DS(P/B) MOIP&SI


02 - 14 Apr, 2007

Aus Hs Australia/Thailand, Australia & New Zealand

8 Waqar Ahmed, Deputy Secretary

Asia Pacific Advance Management Program

The course was aimed at Managing business strategy, operation, accounting and finance, leadership and team work.

Nov 12th to 23rd, 2007

NUS Business School, Singapore

9 Dr. Iftikhar Babar, DS(SI) MOIP&SI

Equipment Procurement Management

The course pertained to all the process and documentation involved in purchase and transportation of equipment.

Oct 15th to Nov 02, 2007

International Labour Organization, Italy

10 Ms. Raana Umar DS (P&I-C) MOIP&SI


30th July - 24th Aug, 2007


11 Dr. Iram Khan, DS MOIP&SI

7th Global Forum on “Re-inventing Government: Building Trust in Government”

26th to 29th June, 2007

Vienna Austria

12 Muhammad Shahid, DS, MOIP&SI

WTI Summer Programme

Training in International Trade Regulation under Capacity Building Project at World

16th July to 17th August, 2007

World Trade Institute Berne, Switzerland

156

13 Mushtaq Ahmed, Deputy Chief(F) MOIP&SI

Regulation 19 - 23 Mar, 2007

LSE, UK

14 Mrs. Qurat-ul-Ain, SO(NPO) MOIP&SI

Regulation 19 - 23 Mar, 2007

LSE, UK

15

Nasim Akhtar Bhatti, SO(Adm-I) MOI&SI

Human Resource Management Intensive

Current practices of human resource management development. It focused upon procedural evaluation of employees. Programmatic approach towards team building.

04 - 22 June, 2007

Crown Agents, UK

16 Saleem Khalid, Assistant Chief MOIP&SI

International Program for Development Evaluation Training

11th June to 6th July, 2007

Carlton University, Canada

17 Sarfraz Ahmed Assistant Chief (F), MOIP&SI

Project and Management Training Program

Program identification and design including logical framework analysis, the principles of effective project management, project planning, project appraisal, risk management, project design and critical path analysis, team building and human resource management.

09th to 20th July, 2007


157

18 Ali Umar Rajoka PRO To Minister, MOIP&SI

Strategic Public Relations Management

The course was specially designed for RP practitioners. The main contents of the course were: Strategic Management, Internal communication, Media Relations, Research and Crisis Management

13th to 24th August, 2007

London Corporate Training Ltd, UK

19

Mazhar-ud-Din SO(G), MOIP&SI

Managing Development And Training

The course was designed for Managers and other functionaries, responsible for the implementation of HRD programs. It dealt with the issues of Capacity Building and Institutional Strengthening. The role of training in the formulation of an effective HR policy was also looked into from different angles.

17th to 28th Sep, 2007

Crown Agents, UK

20 Khalid Javid, SO MOIP&SI

Leadership & Teambuilding

Oct 29th to Nov 9, 2007


158

21 Marvi Qadir Dhakkan, SO(APO)

Planning & Developing Human Resources

the course was on approaches and benefits of succession planning in an organization, the importance of managing performance, recruitment and retention issues, development of job evaluation principles and concepts, workforce issues relating to HR strategy, interviewing and negotiating skills

Oct 22nd to Nov 9th , 2007


22 Mushtaq A. Tanvir

Legislative Drafting Sep 24 to Oct 19th, 2007 Royal Institute of

Public Administration, UK

23 Muzaffar Khan, S.O, MOIP&SI

Project & Program Management: The Complete Project Management Cycle

Feedback not received

12th Nov. to 07th Dec, 2007


24 Irfan Khan Jadoon, SO(org), MOIP&SI

Human Resource Management and Development

24th Sep to 7th Dec, 2007

John F. Kennedy, Harvard School

25 Manzar Hussain Faryad Shah, SO(USC) MOIP&SI

Change Management strategic approaches to change, developing a case for change , creating development plans, leadership thou times of change, analyzing the organization, change tools and techniques, strategic human

Oct, 8th - 26th , 2007


159

resource functions and systems.

26 Ismail Iqbal, S.O(INV-II), MOIP&SI

Planning & Developing Human Resource Capabilities

approaches and benefits of succession planning, the importance of managing performance, creating development plans, developing the plan for change, collecting base line data recruitment and retention issues, development of job evaluation principles and concepts, environmental scanning and scenario planning, assignments techniques, evaluating a job and applying assignment techniques.

Oct, 22nd to Nov 9, 2007


27 Javed Iqbal, Assistant Chief, MOIP&SI


12th Nov. to 07th Dec, 2007


28 Syed Wajid Ali Shah, SO(PACO), MOIP&SI

Financial Management Practices

Nov, 19th to 14th Dec, 2007


160

29 Mohammad Waseem, SO(Budget) MOIP&SI




30 Khana Jan, SO(Personnel) MOIP&SI


enhancing financial performance , financial management strategy and process, centralization and decentralization issues in Financial management , managing financial resources and action planning, the budget process and medium term expenditure frame work, current challenged in public debt management, financial control, regularity and propriety.



31 Yasir Farooq Baloch, NA, MOIP&SI

CCNP(Cisco Certified Network Professional)

Feedback not received

Nov. 24th 2007 to end of Feb, 2008

Westminster College of Computing

32 Malik Amman, SO(Steel) MOIP&SI


The training course was designed to enhance participant’s skill in providing effective strategies and practical tool and techniques for management and development of both public and private sector programs and



161

projects.

33 Riaz Ahmed Sahito, Cost Accountant, MOIP&SI

Enhancing Financial Performance

Preparation of budget, budget allocation cash inflow statement, balance sheet, profit and lose account and revenue generation.

Nov 19th to 30th, 2007


34 Nazar Abbas, S.O(P&I-III) MOIP&Si

Project & Program Management Course

project and program management complete cycle included scope of project, project approved, how to conduct feasibility study, risk management and also how to forecast requirements, source funds and manage finance.



35 Hashim Hussain F.A, MOIP&SI

Project & Program Management Course

the complete project management cycle course



162

36 Mohammad Shabbir, SO(Tech), MOIP&SI


the course was on Training and development strategies and practices. The main focus was on assessment of training needs, training need analysis and training strategies.



37 Rohela Osman, SO(CS) MOIP&SI


program designed to enhance participants skills in providing effective strategies and practical tools and techniques for the management and development of both public and private sector programs and projects



38 Dr. Ehtasham Anwar

Public Sector Management & Governance

Dec, 3 - 14, 2007

Institute of Public Private Partnership, Washington, DC

39 Mr.Muhammad Niaz Butt (JS) MOIP

Public Sector Management & Governance

Dec 08-19 2009

Public Private Partnership, Washington, DC

40 Ms Humera Azam Khan (DS) ES MOIP

Privatization in Public Private Partnership

27-04 to 08-05-09

Global Training Consulting (GTC) UK

40 Mr. Pervaiz Haleem (SO) MOIP

Human Resources Management

25-05 to 05-06-09


41 Jamil Afaqi GM, SMEDA

SME Export Consortia

June 26 - 30, 2006

UNIDO & ILO-TC at ILO Turin, Italy

42 Syed Iqbal Anwar Kidwai, G.M SMEDA

Leadership in Development Managing Political & Economic Change

11th to 22nd June, 2007


163

43 Jamil Afaqi, GM, SMEDA

Innovation in Governance

28th October to 2nd November, 2007


44 Sultan Mehmood Tiwana, G.M SMEDA

Financial Institution for Private Enterprise Development(FIPED)

19th to 31st August, 2007


45 Sajjad Moghal DGM, SMEDA

Senior Manager in Government

June 29th to Aug 17th , 2007


46 Nadia Jahengir Seth, Manager, SMEDA

The Practice of Trade Policy: Economics, Negotiations and Rules

16th to 28th Sep, 2007


47 Sheharyar Tahir, Manager SMEDA

The Practice of Trade Policy: Economics, Negotiations and Rules

It was great learning experience in international trade, especially in WTO related area.

Sep, 16 - 28, 2007


48 Irfan Latif, A.M SMEDA

Internal Audit A program to provide with the essential knowledge and a sound understanding of key elements representing internal audit, and develop audit management, skills for effective management of internal controls.

Oct, 8 - 19, 2007


49 Mr. Iftikhar Hussain (GM) SMEDA

16-9 to 28-9-07


50 Abdul Bari Khan, C.E.O PIDC, Karachi

Making Corporate Boards more Effective

Harvard Businees School, USA

164

Pakistan Industrial Development Corporation - PIDC

51 Asad Rafi Chandna GM(A&P) PIDC, Karachi

Fundamentals of Management

Columbia Business School, New York, USA

52 Riaz Ahmed Memon, PD PPHCI, Sindh

Service Delivery Performance Measurement & Benchmarking

Ensuring efficient services through careful budgeting and driving down costs in only part of the salutation to improve value for money to obtain both value and quality from the resources available, alternative approaches must be applied. This program will examine some of the key and transferable techniques.


President Primary Health Care Initiative - PPHCI

53 Dr. Tahir Qureshi Principal Officer / PD, PPHCI, Karachi

Project and Programme Management


54 Syed Abrar Hussain, PD, PPHCI, Gilgit


Aus Hs Australia/Thailand, Malaysia & Philippines

165

Engineering Development Board - EDB

55 Abdul Khaliq, G.M EDB

Public Sector Reforms

The course focused on effectiveness, transparency of governmental operations, performance management, public sector reforms and financial and accounting systems.

$4,815 Australian Habitat Studies

Clean Drinking Water for All - CDWA

56 Fida Muhammad, National Project Manager, CDWA.

Public Sector Reform: A participatory approach

The course focused on how to reform public services, bring efficiency, customer, satisfaction, removal of lapses and economy.

ILO International Training Center, Turin, Italy

Annex

LIST OF OFFICERS OF BOARD OF INVESTMENT (BOI)-ATTENDED THE SHORT

TERM FOREIGH TRAINING COURSES UNDER PSCBP

S.No Name and

Designation of

Officer

Course Title Name of Institution Duration

1 Mr. Arif Elahi,

Director General,

BOI Karachi

Project and

Programme

Management

RIPA London, UK June 30-July

11, 2008

2 Ms. Raana Ahsan,

Director BOI,

Islamabad

Corporate

Governance

Strategies

Institute of Public

Private Partnership,

Washington, USA

July 07-18,

2008

3 Mr. Muhammad

Ayube, Director

Project

Management

Queen’s University

Canada

July 21-Aug 01,

2008

166

LIST OF OFFICERS OF BOARD OF INVESTMENT -ATTENDED THE JOINT STUDY

PROGRAMMES IN FOREIGH COUNTRIESUNDER PSCBP

S.No Name and Designation

of Officer

Joint Study Country Duration

1 Mr. Falak Sher Kalas,

Director General BOI

Islamabad

World Association of

Investment Promotion

Agencies (WAIPA), Study

Tour

Stockholm,

Sweden

Sep 28-Oct 05,

2008

2 Mr. Amir Sultan

Director, BOI,

Islamabad

World Association of

Investment Promotion

Agencies (WAIPA), Study

Tour

Stockholm,

Sweden

Sep 28-Oct 05,

2008

3 Mr. Tariq Iqbal Puri

Secretary

Thailand and

Malaysia

Nov 10-18,

2009

4 Major (R) Iqbal Ahmad

EDG

Thailand and

Malaysia

Nov 10-18,

2009

5

Mr. Muhammad Adnan

Project Coordinator

Thailand and

Malaysia

Nov 10-18,

2009

Annex

LIST OF OFFICERS OF MP&NR -ATTENDED THE SHORT TERM FOREIGH

TRAINING COURSES

S.No. Name of Officer Name of

Institute

Course Title Training

Dates

1 Mr. Bismillah Rai, Dir, Law & Coord, DG (PC)

CWC School of Energy, UK

World Legal Systems & Contracts of Oil & Gas

27th Nov – 1st Dec, 2006

2 Qazi Muhammad Umair, AD, DG (PC)

MDT International UK

Petroleum Project Economics & Risk Management updated for 2007

Dec 10-14, 2007

3 Mr. Muhammad Azam, Dir (R), DG (Oil)

World Wide Solutions, USA

Project Management and Leadership

Oct 8-26, 2007

4 Mr. Shabbir Ahmed DS, MPNR


Project Management and Leadership

Oct 8-26, 2007

5 Mr. Muhammad Saeed Anwar, Dir: (Accounts)


Exploration & Production Accounting

Dec 10-14, 2007

6 Mr. Dilnawaz Khan, Dy: Dir: (DG (PC)



Dec 10-14, 2007

7 Mr. Abid Naseem Accounts Officer

MDT International


Dec 10-14, 2007

167

DG (Gas) UK 8 Mr. Imran Ahmed

Asstt: Dr: (NG-II) DG(Gas)


Developing and Negotiating Production Sharing Contracts

Nov 21-23, 2007

9 Mr. Kashif Ali Asstt:Dir, DG (Oil)


Developing and Negotiating Production Sharing Contracts

Nov 21-23, 2007

10 Mr. Azhar Farooq AD (R-I) DG(Oil)


Petroleum Resource and their Marketing

11 Mr. Faisal Nadeem Janjua, AD(R-II), DG(Oil)


Management of Petroleum Projects

Nov 26- Dec 21, 2007

12 Mr. M. Afzal Chaudhary, SO(TA)MPNR

IHRDC, USA International Petroleum Management Certificate

Sep10 – Oct 5, 2007

13 Dr. Shoukat Hayat Durrani, Add. Secretary

Oxford Management Institute, UK

10 days Mini MBA Dec 3-14, 2007

14 Mr. Tariq Mahmood SO(Admn), MPNR

Oxford Management Institute, UK

10 days Mini MBA Dec 3-14, 2007

15 Mr. Moosa Raza Effendi JS (Admn), MPNR


10 days Oil & Gas Mini MBA

April 7-18, 2007

16 Mr. Zulifqar Ali Nasir, SO(F&A)



April 7-18, 2007

17 Raja M. Akhtar Iqbal, SO(D-IV), MPNR



April 7-18, 2007

18 Mr. Shahid Mahmood, DD(Admn)



April 7-18, 2007

19 Mr. Abdul Jabbar Memon, DD(R) DG (Oil)

Institute of Petroleum Development Austin, Ts, USA

International Petroleum Management Program

April 6-25, 2008

20 Mr. Jam Umair Ahmed DD(Legal), DG(Gas)

Institute of Petroleum Development Austin, Ts, USA

International Petroleum Management Program

April 6-25, 2008

21 Mr. Mansoor Muzaffar Ali Dir(Tech), DG(Gas)

IHRDC, Boston, USA

International Gas Business Management

May 12-23, 2008

22 Mr. Qamar Ali Khan, PS to Secretary



April 7-18, 2007

23 Mr. Shahid Yousaf, DD (DG(Gas)

IHRDC, Boston, USA

International Gas Business Management

Sep 8 – Oct 3, 2008

168

24 Mian Nasrim Javed DD (Coord) DG(PC)

IHRDC, Boston, USA

Foundation of Law, Accounting and Project Economics for the Oil & Gs Industry

June 9-27, 2008

25 Mr. Sabir Sultan DG(SP/Admn)


Negotiating Skills for the Oil and Gas Industry

June 30 – July 7, 2008

26 Mr. Shafiq ur Rehman Deputy Secretary (Pers), MPNR


Petroleum Project Economics & Risk Management

May 12-16, 2008

169

LIST OF OFFICERS OF MP&NR -ATTENDED THE INTERNATIONAL

WORKSHOPS/SEMINARS Sr.

#

Name of Officers Title of

Seminar/Workshop

Date Country

1. Mr. Mahmood Salim Mahmood, Secretary

Trading Oil on International Markets

27 April to 1st May,09

Cambridge, UK

2. Mr. Mohammad Ejaz Chaudhry, Addl: Secretary

The Future of Alternate Fuels

4-8 April,09 Utah, USA

3. Mr. Irshad Ahmed Kaleemi Workshop on Petroleum Sector Multidisciplinary Skills

14-18 April,2009

Paris, France

4. Mr. Arif Ibrahim Economics and Trading of the Oil Supply Chain

20-24 April,2009

Cambridge, UK

5. Mr. Sabir Hussain Energy Efficiency Global 2009

27-29 April,2009

Paris, France

6. Mr. Saeed Ullah Shah Energy Efficiency Global 2009

27-29 April,2009

Paris, France

7. Mr. Nadir Mumtaz Economics and Trading of the Oil supply Chain

20-24 April, 2009

Cambridge, UK

8. Syed Tauqir Hussain Host Government and oil Companies

25-29 May, 2009

Dundee, UK

9. Mr. Shafiq Ur Rehman Energy Efficiency Global 2009

27-29 April, 2009

Paris, France

10. Mr. M. Afzaal Chaudhry Workshop on Petroleum Sector Multidisciplinary Skills

14-18 April, 2009

Paris, France

11. Mr. Muhammad Rashid Energy Efficiency Global 2009

27-29 April, 2009

Paris, France

12. Mr. Inamullah Legal Issues in Oil and Gas 20-21 April, 2009

London, United Kingdom

13. Mr. Mohammad Qazi Salim Energy Fuel Policy and Supply Summit

5-7 April, Washington, USA

14. Mr. Nadeem Iqbal International Fiscal Systems: Analysis and Design

11-15 May, 2009

Dundy, UK

15. Mr. Qamer Ali Khan International Systems: Analysis and Design

11-15 May, 2009

Dundy, UK

16. Dr. Shahab Alam, Director Managing Strategic Petroleum Exploration & Production

27-30 April, 09

Calgary, Canada

17. Mr. Sher Khan, Director Petroleum Economic & Risk Management

18-22nd May, 09

Aberdeen, UK

18. Mr. Muahmmad Azam, Petroleum Project 18-22nd Aberdeen

170

Director Economic & Risk Management

May, 09 , UK

19. Mr. Abdul Hayeed, Director Petroleum Project Economic & Risk Management

18-22nd May, 09

Aberdeen, UK

20. Mr. Shahid Yousaf, Deputy Director

Host Government and Oil Companies

25-29 May, 09

Dundee, UK

21. Mr. Naseer Shahid, PS to Addl: Secretary

Managing Multiple Tasks, Priorities & Deadlines

17-21 May, 09

Dubai.

Annex

LIST OF OFFICERS TRAINED UNDER PSCBP

MINISTRY OF WATER AND POWER

Sr. # Name & Designation Course

Long Term Training

1 Mr. Muhammad Anwar Wattoo, Assistant Manager

MS Power System Engg.

Short Term Training

1 Mr. Ilyas Ahmad, Deputy Manager

New ERA in Oil, Gas & Power Value Creation

2 Mr. Allah Yar Khan, Assistant Manager

-Do-

3 Mr. Fazli Rabbi, Dy. Manager

-Do-

4 Mr. Nowshad Khan, RO Implementation

-Do-

5 Ch. Akhtar Ali, Dy. Director

-Do-

6 Mr. Tanvir-ur-Rehman, Dy. Director

-Do-

7 Mr. Tansar Maqsood Aujla, Circle Manager

-Do-

8 Mr. Muhammad Yousaf Awan, P.D (GSC)

-Do-

9 Mr. Khalid Mahmood, Director

-Do-

10 Mr. Akhlaq Butt, Dy. Manager

Utility Regulation & Strategy

11 Mr. Mubashir Ahmad, Dy. Manager

-Do-

171

12 Syed Ali Irtaza Naqvi, Deputy Chief

-Do-

13 Mian Muhammad Anwar, Assistant Manager

-Do-

14 Shahzada Muhammad Akbar, Dy. Director

-Do-

15 Mr. Ijaz Ahmad Babar, Finance Director

-Do-

Study Tour

16 Mr. Muhammad Saleem Arif, GM Planning

Electricity Markets for the 21st Century

17 Mr. Muhammad Zia-ur-Rehman, Director WPPO

-Do-

18 N.A. Zuberi, Director PPIB

-Do-

19 Shah Jehan Mirza, Director PPIB

-Do-

20 Mr. Munawar Hussain Bhatti, Deputy Manager, WPPO/NTDC

“Utility Regulation and Strategy”

21 Mr. Muhammad Iqbal Ghori, Director (PM),PEPCO


22 Mr. Adil Hameed, Project Manager, PPIB


23 Mr. Khalid Nazir, Sr.Engg,Dy. Manager,IESCO


24 Mr. Pervez Afzal. Dy. Manager,, HESCO


25 Mr. Zafar Mahmood Chisiti, Dy. Manager M.I(Dist) P&D. LESCO


26 Mr. Zarar Aslam, Additional Secretary (A&C)


27 Mr. Prince Abbas Khan Member (PIC)


28 Mr. M.A. Behzad General Manager(Finance) WAPDA


Localized Course

1 Mr. Sikandar Ali Hakro, Asst. Resident Engineer (M). PEPCO/ JPGCL

Clear Energy

2 Mr. Pervaiz Ahmed Memon, Asst. Mechanical Engg. PEPCO/NPGC

Clear Energy

3 Mr. Muhammad Kaleem. Clear Energy

172

XEN Talagang, IESCO 4 Mr. Rahmatullah Baloch.

XEN, T&G(GSC), QESCO Clear Energy

5 Mr. Shafat Ali, Dy Mgr (O&M), QESCO

Clear Energy

6 Mr. Shaid Pervaiz, Asst. Director (Planning), GEPCO

Clear Energy

7 Mr. Ghulam Qasim Shahani, Dy. Manager (P&I), HESCO

Clear Energy

8 Mr.Syed Jawad Mansoor, Dy. Dir. Technical, MEPCO

Clear Energy

9 Mr. Ali Akram Gujjar, Asst. Manager, MEPCO

Clear Energy

10 Mr. QaziMuhammad Tahir, Dy Mgr (M&T), PESCO

Clear Energy

11 Mr. Muhammad Latif, Dy, Manager, LESCO

Clear Energy

12 Mr. Muhammad Anwar, Dy. Manager, (Opr), FESCO

Clear Energy

13 Mr. Muhammad Akhtar Khan Dy. Manager, PEPCO/TPS Guddu

Clear Energy

Annex

SHORT TERM FOREIGN TRAINING ATTENDED BY THE OFFICERS OF

PRIVATIZATION COMMISSION UNDER PUBLIC SECTOPR CAPACITY BUILDING

PROJECT

S.No Name and Designation Training Course Name of

Institution

Duration

1 Mr. Shahzad Iqbal Director General

Project Cycle Management

Cown Agents Training Centre, Worthing, UK

Nov 09-13 2009

2 Mr. Ashiq Hussain Director General

A Stretegic Approach to Public Sector Moderanization

GTC Training Consulting, London, UK

Nov 16-27, 2009

3 Mr. Akhlaq Malik Director General

Commercialising Utilities: Strategies to improve Operational and Financial Performance

The Institute of Public Private Partnership

Nov 09-20, 2009

4 Ch. Muhammad Amin Driving GTC Training Oct 05-16,

173

Director Performance through Enhanced Strrategic and Financial Planning

Consulting, London, UK

2009

5 Dr. Asmat Nawaz Director Public Sector Reform and Capacity Building

GTC Training Consulting, New York, USA

Oct 12-23, 209

6 Mr. Khalil Ahmad Chaudry Deputy Director

ILM Certificate in Essential Management Skills,

Kuala Lumpur, Malysia

Oct 14-23, 2009

7 Malik Muhammad Taj Private Secretary

Public Relations Theory and Practice


Oct 12-23, 209

8 Mr. Muhammad Tauqeer Private Secretary



Oct 12-23, 209

9 Mr. Fazl-e-Elahi Private Secretary



Oct 12-23, 209

10 Mr. Muhammad Sultan Private Secretary

Effective Management Skills


Oct 26, Nov 06, 2009

11 Barrister Assad Skianderkhel Legal Consultant

19th Summer School for International Financial Law

St Catherine’s College, Oxford UK.

Aug 17-28, 2009

12 Agha Waqar Javed Consultant

Advanced Corporate Finance

London Business School, London UK

Nov 09-13 2009

13 Mr. Skindar Zulqarnain Consultant

Advanced Corporate Finance


Nov 09-13 2009

14 Mr. Malik Muhammad Afzal Consultant

Monitoring & Managing Programmes and Projects


Nov 16-20 2009

15 Mr. Muhammad Asghar Advanced Corporate Finance


Nov 09-13 2009

Annex

174

SHORT TERM FOREIGN TRAINING ATTENDED BY THE OFFICERS OF

MINISTRY OF WOMEN DEVELOPMENT UNDER PUBLIC SECTOPR CAPACITY

BUILDING PROJECT

S.

No

Name and Designation

of the officer

Course Title Name of

Institution

Duration

1 Mr. Abdul Majid, Senior Joint Secretary

Developing Good Governance and Building Capacity

GTC London, UK

Sept 07-18, 2009

2 Dr. Muhammad Ali, Director General

Public Sector Reforms: Building Capacity and Performance

RIPA London, UK

Sep 21-Oct 02, 2009

3 Mr. Muhammad Taimur Khan Director

Leading a Project Team GTC London, UK

Aug 24-Sep 04, 2009

4 Mr. Muhammad Umer Aziz Director

Cyber Crime GTC London, UK

Aug 17-28, 2009

5 Ms. Azra Jamali, Deputy Secretary

Crisis Management GTC London, UK

Aug 17-28, 2009

6 Mr. Shahzad Ahmad Khan, Deputy Director

Policy Analysis and Policy Implementation

GTC London, UK

Nov 02-13, 2009

7 Ms. Nishat Bashir Senior Programme Officer

Public Sector Reforms: Building Capacity and Performance

GTC London, UK

Sep 21-Oct 02, 2009

8 Mr. Farooq Ahmad Deputy Director

Developing Good Governance and Building Capacity

GTC London, UK

Sept 07-18, 2009

9 Ms. Asfia Sultana Human Resource Management and Career Development

GTC London, UK

Oct 12-23, 2009

10 Mr. Muhammad Abbas Publication Officer


GTC London, UK

Oct 12-23, 2009

11 Syed. Wajid Ali, Section Officer

Crisis Management GTC London, UK

Aug 17-28, 2009

12 Mr. Imtiaz Ahmad Section Officer

Management Skills for Senior Managers

GTC London, UK

Sep 21-Oct 02, 2009

Annex

SHORT TERM FOREIGN TRAINING ATTENDED BY THE OFFICERS OF KANA

UNDER PUBLIC SECTOPR CAPACITY BUILDING PROJECT

S.

No

Name of officer Designation Course title Name of

institution

Duration

1 Mr. Ejaz Asad Secretary, Enhanced Performance & GTC, Nov 23-

175

Rasul Education, Gilgit-Biltistan

strategic management London, UK Dec 04 2009

2 Capt(R) Muhammad Usman

Secretary Home, Gilgit-Baltistan

Enhanced Performance & strategic management

GTC, London, UK

Nov 23-Dec 04 2009

3 Mr. Asad Zamin Deputy Commissioner Gilgit


GTC, London, UK

Nov 23-Dec 04 2009

4 Mr. Sibtain Ahmad

Deputy Secretary home


GTC, London, UK

Nov 23-Dec 04 2009

5 Mr. Sajjad Haider Deputy Secretay, Services


GTC, London, UK

Nov 23-Dec 04 2009

6 Mr. Shafa Ali Director Education


GTC, London, UK

Nov 23-Dec 04 2009

7 Mr. Shah Jehan Deputy Director, Industries


GTC, London, UK

Nov 23-Dec 04 2009

8 Mr. Suhail Ahmad Khan

Civil Judge, Gilgit


GTC, London, UK

Nov 23-Dec 04 2009

9 Syed. Mutahir Shah

Secretary Finance

Leading Public Finance &Administration

GTC, London, UK

Nov 23-Dec 04 2009

10 Mr. Iqbal Shah Deputy Accountant General


GTC, London, UK

Nov 23-Dec 04 2009

11 Mr. Muhammad Nazir Khan

Assistan Chief P&D


GTC, London, UK

Nov 23-Dec 04 2009

12 Syed. Akhtar Hussain

Deputy Secretary Law


GTC, London, UK

Nov 23-Dec 04 2009

13 Mr. Farid Ahmad Deputy Secretary Finance


GTC, London, UK

Nov 23-Dec 04 2009

14 Mr. Muhammad Ayoube

Deputy Secretary GAD


GTC, London, UK

Nov 23-Dec 04 2009

15 Mr. Liaqat Ali Deputy Director Tourism


GTC, London, UK

Nov 23-Dec 04 2009

16 Mr. Sher Jehan Director Water Leading Public Finance GTC, Nov 23-

176

SHORT TERM LOCAL TRAINING COURSE UNDER PUBLIC SECTOR CAPACITY

BUILDING PROJECY KA&GB(GILGIT-BILTISTAN) COMPONENT

Management Agriculture

&Administration London, UK Dec 04 2009

17 Mr. Tanweer ul Hassan Nazir

DSP Leading Public Finance &Administration

GTC, London, UK

Nov 23-Dec 04 2009

S.

No

Name of officer Designation Course title Name of

institution

Duration

1 Mr. Nusrutullah Dy. Director Education

Project Management and Financial Management

LUMS, Lahore

Non 02-14, 2009

2 Syed Nabi Shah DIS -do- do do 3 Ghulam-us-

Sayedain AD Edu -do- do do

4 Dr. Ijlal Hussain VAS Livestock

-do- do do

5 M. Abdullah Jan System Analyst Finance

-do- do do

6 Mr. Ghayor Amad AEE PWD -do- do do 7 Mr. M. Musa

Khan Prog. Analust Edu

-do- do do

8 Mr. Iqbal Hussain Agri. Officer -do- do do 9 Mr. Yaqob Ali

Khan SDFO Forest -do- do do

10 Mr. Rehman Shah ACIMP. Chilas

-do- do do

11 MR. Ehsan Ali SO Home -do- do do 12 Mr. Abdul Hadi AEE PHE -do- do do 13 Mr. Mansoor

Alam SO Tourism -do- do do

14 Mr. Abbas Ali Khan

SO Services -do- do do

15 Mr. Najeeb Alam SO Minerals/Inds

-do- do do

16 Mr. Tajdar Hussain

AEE PWD -do- do do

17 Mr. Sadiq Hussain AEE PWD -do- do do 18 Mr. Masood

Azam RO P&D -do- do do

19 Mr. Addeb Hussain

PM LG&RD -do- do Do

20 Mr. Ashiq Programmer -do- do Do

177

List of officers of Govt. of Punjab Component(2007-08)

Sr.

No.

Name/Designation/D

epartment

Cadre/ BPS Degree / University

1. Ahmad Afnan PMS/17 MSc in Human Resource for International Development.University of Manchester, UK.

2. Farrukh Naveed PMS/17 MSc in Management and Implementation of Development Projects, University of Manchester, UK

3. Jahangie Anwar PMS/18 M.A in Employment Studies & Human Resource Management, London Metropolitan University, UK

4. Muhammad Akhtar PMS/18 MSc in Programme & Project Management Warwick University, UK

5. Muhammad Shafiq Ahmad

PMS/18 MSc in Programme & Project Management Warwick University, UK

6. Muhammad Suhail Shahzad

PMS/18 MSc in Organizational Change & Development, University of Manchester, UK

7. Muhammad Shabbir Ahmad Khan

PMS/17 MA in Developemnt Studies, University of Manchester, UK

8. Naveed Shahzad Mirza

PMS/17 MSc in Human Resource for International Development.University of Manchester, UK.

9. Ms. Sadaf Zafar PMS/17 MSc in Public Service Policy & Management. Kings College London, UK

10. Syeda Malika PMS/17 M.A in Envuironment & Development, Kings College London

11. Ghulam Abbas P&D Deptt/17

MSc in Economics Policy $ Developing & Transitional Economies, University of Bradford

12. Ms. Zahida Azhar PMS/17

M.A in Governance and Development, Institute of Development Studies, University of Sussex

13. Muhammad Farooq Rasheed

PMS/17 MPA Programme at Warwick University, UK.

Hussain Finance 21 Mr. Nasir Ali SO Finance -do- do do 22 Mr. Ashaq

Hussain TO GBLA -do- do do

23 MR. Zahid Ali AO Finance do do do 24 Mr. Sartag AO Finance do do do 25 Mr. Farid Ahmad DS Finance do do do

178

Sr.

No.

Name/Designation/D

epartment


14. Muhammad Sajjad Baber

Zakat & Usher Deptt/18

MSc in Poverty Reduction & Development Management, University of Birmingham, UK

15. Muhammad Aslam I&P Deptt/17 Msc in Taught Programme in River Environmental Management, University of Birmingham, UK


Sr.

No. Name/Designation/Department


1. Mr. Abdul Razzaq, Principal Officer, PRSP, Lahore

PMS/17 MSc in Programme & Project Management, University of Warwick, UK

2. Mr. Arif Mian Butt, District Officer (Coord.), Kasur


3. Mr. Azmat Amin, Deputy Secretary Chief Minister’s Secretariat, Lahore

PMS/17 DS(OPS)

MSc in Public Services Policy and Management, Kings College London

4. Mr. Ghulam Saghir Shahid, Deputy Secretary (Judicial), Home Department

PMS/18 Masters of Arts in Development Studies, Institute of Social Studies (ISS), Netherlands

5. Mr. Imran Akram Chohan, Assistant Director, (Ops) Head Quarters, PMU, Lahore

PMS/17 MSc in Public Policy, University of Bristol, UK

6. Mr. Khurram Shehzad, OSD, S&GAD

PMS/17 MSc in Health, Population and Society, London School of Economics, UK

7. Mirza Naseer Inyat Deputy Secretary, (Admin-1), Agriculture Department.

PMS/18 MSc in Human Resource Management, University of Manchester, UK

8. Mr. Muhammad Asif Iqbal Malik, Deputy District Officer (Rev), Sillanwali

PMS/17 MSc in Public Services Policy and Management, Kings College London

9. Mr. Muhammad Majid Iqbal, Assistant Director, PSD, Punjab Resource Management Program


10. Mr. Muhammad Shahid PMS/17 Masters of Arts in Development

179

Sr.



DDO (Revenue) Malikwal Studies, Institute of Social Studies (ISS), Netherlands

11. Mr. Muhammad Tanvir Majid, Deputy Director Estate Management LDA, Lahore

PMS/17 MSc in International Development Human Resource Management, University of Manchester, UK

12. Mr. Shahinshah Faisal Azim, Deputy Secretary, Food Department, Lahore

PMS/17 DS(OPS)

MSc in Development Economics and Policy, University of Manchester, UK

13. Mr. Tahir Raza, Deputy Secretary, (Admin) CM Secretariat, Lahore

PMS/18 MA in Development Studies, Institute of Social Studies (ISS), Netherlands.

14. Mr. Tariq Mahmood, EDO (Finance & Planning), District Complex, Chakwal


15. Mr. Kashif Shamim, SDO, Paca Dalla

I&P Deptt./17

MSc in International Construction Management & Engineering, University of Leeds, UK

16. Mr. Muhammad Asif Aslam, Assistant Exe. Engineer/SDO, Bhakkar Development Sub Division, Mianwali

I&P Deptt./17

MSc in Taught Program in Water Resources Technology and Management, University of Birmingham, UK

17. Mr. Naveed Ahmad, Asst. Director, PMO, P&R, Lahore

I&P Deptt./17

MSc in International construction Management & Engineering, University of Leeds, UK

18. Mr. Zeeshan Ali Hashmi, SDO, IV, Development Div-II, Lahore

I&P Deptt./17

MSc in Water Resource Tech. & Management, University of Birmingham, UK

19. Ch. Ahmed Nadeem, Deputy Director (Research and Investigation, EPA, Lahore

EPA/18 MSc in Environmental Engineering & Project Management, University of Leeds, UK

20. Mr. Shahid Ishaq Khan, District Officer (Forests), Lahore

Forest Deptt./17

MSc in Environmental Monitoring Modeling & Reconstruction – GEOGRAPHY, University of Manchester, UK

21. Dr. Asif Rafiq, Section Officer, L&DD Department, Lahore.

L&DD/ 17 MSc in Management of Training & Development, University of Edinburgh, UK

22. Mr. Muhammad Afzal District Zakat Officer,

Zakat & Usher

MSc in Poverty Reduction & Development Management, University

180

Sr.



Mandi Bahauddin Service/ 17 of Birmingham, UK


Sr.

No.

Name/Designation/D

epartment


1. Faisal Fareed PMS/17 MSc in Development Management, London School of Economics

2. Kashif Manzoor PMS/17 MSc in Human Resource Management (International Development ), University of Manchester, UK

3. Khalid Mahmood PMS/19 M.A in Social Development, University of Sussex,UK

4. Muhamad Naeem PMS/17 M.A in Social Development, University of Sussex,UK

5. Rashid Irshad Hussain

PMS/17 Msc in Taught Programme in River Environmental Management, University of Birmingham, UK

6. Waheed Arjumand Zia

PMS/17 MSc in Human Resource Management (International Development ), University of Manchester, UK

7. Zubair Waheed PMS/18 MSc in Human Resource Management (International Development ), University of Manchester, UK

8. Ali Haider Kahloon Zakat & Usher Service/17

M.A in Social Development, University of Sussex,UK

9. Niaz Ahmad Zakat & Usher Service /17

MSc in Poverty Reduction & Development Management, University of Birmingham, UK

10. Ghulam Safdar Shah Treasury & Acctts/17

M.A in Management &Training Development, University of Edinburgh, UK

11. Rizwan Akram Sherwani

E&T Service/17

MSc in Public Service Policy & Management, Kings College, London

List of Officers Govt. Of Punjab Trained in Short Term Foreign Courses At Asian Institute

of Technology

181

S. No Course Title Duration Number of

Participants

1 Contract Aministartion, Arbitration and Alternative Dispute Resolution

4th-5th May 2009 18

2 Hospital Management for Tertiary Health Care

11th-22nd May 2009 12

3 Irrigation System Management 1st-12th June 2009 15 4 Construction Management 16th August 4th Sep 2009 23 5 Contract Aministartion, Arbitration

and Alternative Dispute Resolution 7th-18th September 2009 13

6 Minitoring & Evaluation of Infrastructure Development Project

5th-16th October 2009 20

7 Hospital Management for Tertiary Health Care

12th-23rd October 2009 20

8 Zoo Management 2nd-13th November 2009 20 9 Hospital Management for Tertiary

Health Care 9th-20th November, 2009 19

10 Advance Competencies for Trainers 9th-27th November 2009 6 Total 166

List of Officers Govt. Of Punjab at Lee Kaun Yew School of Public Policy, Singapore

S. No Name of Officer Descipline

1 Mr. Zulfoqar Ali Kharal Master in Public Administration 2008-09 2 Mr. Muhammad Zubair Master in Public Administration 2008-09 3 Mr. Zahid Manzoor Master in Public Administration 2008-09 4 Ms. Umtal QAdoos Master in Public Administration 2008-09

Annex

List of officers of Government of Balochistan trained under PSCBP

182

S# Activity No of

Participants

Duration

(Days)

Department Station

Planning & Development Department

1. Training on “Basic IT Skills” and Orientation on E-Governance related polices /strategies and action plans.

30 10 P&DD Quetta

2. Training on Project & Management and Orientation on “Public Sector Planning Cycle” (with hands on training on use of MS-Project/Primavera)

10 8 P&DD Karachi

3. Training on Research Techniques & Tolls” (with hands on training on the use of SPSS)

30 10 P&DD Islamabad

4. Training of “Enterprise Resource Planning (ERP) using SAP”

2 45 P&DD Seminar Karachi

5. Training on database design and administration using Oracle 9)

6 8 P&DD Lahore

6. Advanced Training on Statistical Analysis, tools & Techniques (with hands on training on SPSS)

10 8 P&DD PIMS Karachi

7. Secretariat Service, Office Management & Communication Skills

60 8 S&GAD Islamabad

8. Training on “Basic IT Skills” on E-Governance related polices/strategies and action plans

40 10 S&GAD Quetta

9. Training on “Project Planning & Management and orientation on “public sector planning cycle” with hands on training on use of MS-Project/Primavera)

20 7 S&GAD LUMS & Lahore

10. Presentation Skills (with hands on training on use

10 7 S&GAD Karachi ISB

183

of MS-Power Point) 11. Presentation Skills (with

hands on training on use of MS-Power Point)

40 6 S&GAD NIPA / Quetta

Sub Total (S&GD) 170 I&P

12. Training on “Basic IT Skills”

18 10 &P Quetta

13. Training on Project & Management and orientation o public sector planning cycle “ (with hands on training on use of MS. Project / Primavera)

10 8 I&P WRPD & M Directorate

14. Training on Engineering Design using Auto CAD

18 10 I&P Quetta

15. Training use of GIS 10 10 I&P WRPD & M Directorate

16. Training on Digital Land Surveying (with hands on Practice on use of Total Station)


17. Training on Quantity Survey for Dam & other Irrigation Structures.

10 6 I&P Lahore

18. Training on Design of small dams USBR Method)

10 6 I&P Lahore

19. Training on Design of Weir


20. Training on discharge Measurement (both folds &non folds seasons) Techniques

8 6 I&P Lahore

21. Training on Disaster Preparedness and Risk Reduction Planning


22. Training on Ground Water related themes water well designing recording of data during bore hole drilling interpretation techniques for GEO physical interpretation; monitoring


184

techniques of hydrometer & ground water regimes Balochistan;

23. Training on “Skills Development in hydraulics design and measurement”


24. Surface Water, date collection analysis and processing


25. Effective repair of machinery and devising criteria & analysis scheme to procure drilling rigs & earth machinery


26. Orientation on water chemistry


Total 186 27. Lone Term Course on

“Public Sector Financial Management & Control & Audit

2 3 Months I&P Quetta

28. Enterprise Resource Planning (ERP) using SAP

2 45 days Karachi

Total 12 Grand Total 456 Annex

LOCAL TRAININGS ORGANIZED BY PPRA UNDER PUBLIC SECTOR CAPACITY

BUILDING PROJECT

Sr. # Date Venue Participants

1. 6 – 7 November, 2006 NIBAF, Islamabad 35 2. 13 – 14 November, 2006 NIBAF, Islamabad 37 3. 27 – 28 November, 2006 PEC, Islamabad 38 4. 4 – 5 December, 2006 NIBAF, Islamabad 39 5. 11 – 12 December, 2006 NIBAF, Islamabad 42 6. 27 – 28 December, 2006 NIBAF, Islamabad 37 7. 8 – 9 January, 2007 NIBAF, Islamabad 40 8. 23 – 24 January, 2007 PEC, Islamabad 38 9. 5 – 6 February, 2007 NIBAF, Islamabad 36 10. 12 – 13 February, 2007 PEC, Islamabad 39 11. 19 – 20 February, 2007 NIBAF, Islamabad 36

185

12. 5 – 6 March, 2007 PEC, Islamabad 35 13. 28 – 29 March, 2007 NIBAF, Islamabad 33 14. 9 – 10 April, 2007 PEC, Islamabad 37 15. 16th April, 2007 NBP Staff College, Karachi 27 16. 24 – 25 April, 2007 NIBAF, Islamabad 42 17. 14 – 15 May, 2008 NIBAF, Islamabad 35 18. 21 – 22 May, 2007 NIBAF, Islamabad 30 19. 12 – 13 June, 2007 Pak Steel Mills, Karachi 38 20. 8 – 9 June, 2007 STI, Islamabad 38 21. 18 – 19 June, 2007 PEC, Islamabad 35 22. 23 – 24 June, 2007 STI, Islamabad 40 23. 2 – 3 July, 2007 NIBAF, Islamabad 37 24. 16 – 17 July, 2007 PEC, Islamabad 35 25. 6 – 7 August, 2007 STI, Islamabad 41 26. 8 – 9 August, 2007 NBP Staff College,

Islamabad 39

27. 15 – 16 August, 2007 PEC, Islamabad 35 28. 24 – 25 August, 2007 NBP Staff College, Lahore 36 29. 5 – 6 September, 2007 STI, Islamabad 35 30. 11 – 12 September, 2007 HEC, Islamabad 32 31. 17 – 18 September, 2007 NBP Staff College, Karachi 40 32. 20 – 22 September, 2007 STI, Islamabad 53 33. 1 – 2 October, 2007 NIBAF, Islamabad 40 34. 7 – 8 November, 2007 PPRA Training Centre,

Islamabad 28

35. 14 – 16 November, 2007 TAMA Peshawar 30 36. 21-22 November, 2007 PPRA Training Centre,

Islamabad 27

37. 3 – 4 December, 2007 HEC, Peshawar 38 38. 10 – 11 December, 2007 PPRA Training Centre,

Islamabad 28

39. 26 – 27 December, 2007 PPRA Training Centre, Islamabad

28

40. 14 – 15 January, 2008 PPRA Training Centre, Islamabad

27

41. 21 – 22 January 2008 PPRA Training Centre, Islamabad

26

42. 06 – 07 February, 2008 PPRA Training Centre, Islamabad

28

43. 11th – 12th February, 2008 PPRA Training Centre, Islamabad

24


25

45. 3rd – 4th March, 2008 PPRA Training Centre, Islamabad

24

186

46. 7th March, 2008 CAA, HQ, Karachi 59 47. 10th – 11th March, 2008 PPRA Training Centre,

Islamabad 29

48. 17th – 18th March, 2008 PPRA Training Centre, Islamabad

27

49. 31st March – 1st April, 2008

PPRA Training Centre, Islamabad

26

50. 14th – 16th April, 2008 PPRA Training Centre, Islamabad

26


26

52. 12th – 14th May, 2008 PPRA Training Centre, Islamabad

27


27

54. 9th – 11 June, 2008 PPRA Training Centre, Islamabad

28

55. 20th June, 2008 CAA, Allama Iqbal International Airport, Lahore 60

56. 23rd June, 2008 DG Special Education, Islamabad

35

57. 7th – 9th July, 2008 PPRA Training Centre, Islamabad

28

58. 14th July, 2008 DGDP Army, Rawalpindi 40 59. 21st – 23rd July, 2008 PPRA Training Centre,

Islamabad 26

60. 28th July, 2008 DG Special Education, Islamabad

37

61. 29th July, 2008 Audit & Accounts Training Institute, Islamabad

26

62. 4th – 6th August, 2008 PPRA Training Centre, Islamabad

25

63. 25th – 27th August, 2008 PPRA Training Centre, Islamabad

27

64. 8th – 10th September, 2008 PPRA Training Centre, Islamabad

30

65. 15th – 17th September, 2008

PPRA Training Centre, Islamabad

26

66. 13th – 15th October, 2008 PPRA Training Centre, Islamabad

27

67. 20th – 22nd October, 2008 PPRA Training Centre, Islamabad

25

68. 1st November, 2008 NBP Staff College, Lahore 45 69. 3rd – 5th November, 2008 PPRA Training Centre,

Islamabad 26

70. 17th – 19th November, PPRA Training Centre, 28

187

2008 Islamabad 71. 21st November, 2008 NBP, HO, Karachi 46 72. 1st – 3rd December, 2008 PPRA Training Centre,

Islamabad 26


22


27


25


28

77. 3rd February, 2009

COMSATS Institute of Information Technology, Islamabad

43

78. 2nd – 4th February, 2009 PPRA Training Centre, Islamabad

26


28

80. 2nd – 4th March, 2009 PPRA Training Centre, Islamabad

25

81. 30th March – 1st April, 09 PPRA Training Centre, Islamabad

29


21

83. 20th – 22nd April, 2009 PPRA Training Centre, Islamabad

18


15

85. 11th May, 2009 Civil Services Academy, DMG Campus, Lahore 56


27


16

88. 9th June, 2009

Audit & Accounts Training Institute, Zero Point, Islamabad

18

89. 13th July, 2009 Pakistan Railways HQ, Lahore

65

90. 27th – 28th July, 2009 National Institute of Procurement, Islamabad

15

91. 3rd – 4th August. 2009 National Institute of Procurement, Islamabad

12

92. 28th – 29th September, 2009

National Institute of Procurement (NIP), 14

188

Islamabad 93.

5th – 6th October, 2009 National Institute of Procurement (NIP), Islamabad

14

94. 12th – 13th October, 2009

National Institute of Procurement (NIP), Islamabad

15

95. 15th October, 2009 Pakistan Navy, Rawalpindi 30 96.

19th – 20th October, 2009 National Institute of Procurement (NIP), Islamabad

15

97. 26th – 27th October, 2009


22

98. 3rd to 4th November, 2009


13

99. 10th – 11th November, 2009


18

100. 17th – 18th November, 2009


22

101. 23rd November, 2009 PPMI, Islamabad 27 Total Participants 3127

FOREIGN TRAININGS

S

r.

Name &

Designation BPS

Name of Training

Course and Venue

Period

(2 weeks)

Where

posted

after the

Training?

Present Status

/ Returned or

not? Degree

Submitted

not?

1. Mr. Khalid Mahmood Lodhi, Director / Project Coordinator

19 Crown Agents Certificate in Procurement for Senior Executives. Crown Agents UK

09-06-2008 to 20-06-2008

Same place Returned / Certificate awarded

189

2. Syed Sajid Hussain Shah, Deputy Director (PPRA)

18 Monitoring & Evaluation of Procurement Performance. Crown Agents UK

04-08-2008 to 15-08-2008

Same place Returned / Certificate awarded

Annex

SHORT TERM FOREIGN TRAININGs/WORSHOPS ATTENDED BY THE OFFICERS

NEPRA UNDER PUBLIC SECTOPR CAPACITY BUILDING PROJECT

S.No Name of officer Designation Course /training title Duration

Saeed uz Zafar Chairman 46 Annual Regulatory Studies Program Camp MARUC, USA

15 days

Study Tour on General Regulatory Issues 13 days Nasiruddin

Ahmed Member World Forum on Energy Regulation III,

(NARUC) 12 days

17th International Training Program on Utility Regulation and Strategy, USA

12 days

Abdul Rahim Khan

Member Regulatory Impact Analysis at Washington, USA

13 days

Zafar Ali Khan Member Euromony Training Workshop on Project Finance, UK

5 days

22nd International Training Program on Utility Regulation and Strategy, USA

12 days

Hydro vision 7 days Munir A Sheikh DG 6th Core Training Programmed on

Infrastructure Regulation and Reform, Pak

10 days

Finance for Non Financial Manager at LUMS

4 days

Hussain Zaigham DG 17th International Training Program on Utility Regulation and Strategy, USA

12 days

6th Core Training Programmed on Infrastructure Regulation and Reform, Pak

10 days

Study Tour on General Regulatory Issues 13 days Amir Zia Director 17th International Training Program on

Utility Regulation and Strategy, USA 12 days


10 days

Hussain A Babur Director MA Economics with Advance Certificate in Law & Regulation, University of Buffalo, USA

18 months

Insaf Ahmad Director 18th International Training Program on 12 days

190

Utility Regulation and Strategy, USA 6th Core Training Programmed on

Infrastructure Regulation and Reform, Pak

10 days


10 days

Study Tour on General Regulatory Issues 13 days M. Sajjad

Qureshi Director Management Development Programmed

on Addressing Key Challenges of Network Utilities Reform & Regulation

5 days

Mahjoob A. Mirza

Director Regulation and strategy at Public Utility Research Centre, USA

12 days

Study Tour on General Regulatory Issues 13 days Majeed Malik Director 20th International Training Program on


Naseeb Zaman Director 20th International Training Program on Utility Regulation and Strategy, USA

12 days

7th Core Training Programmed on Infrastructure Regulation and Reform, India

Regulatory Impact Analysis at Washington, USA

13 days

Anwar Malik Director Study Tour on General Regulation issues 13 days Mamal Sarwar Economist 17th International Training Program on


Master’s degree program in applied Economics, Illinois State University, USA

14 months

Ameena Sohail Legal Advisor 6th Core Training Programmed on Infrastructure Regulation and Reform, Pak

10 days

LLM Degree Program 1 year Management Development Programmed

on Addressing Key Challenges of Network Utilities Reform & Regulation, UK

5 days

Imtiaz Hussain Dy. Director Study Tour on General Regulation issues 13 days Kamran Riaz Dy. Director Regulation and Strategy at Public utility

Research Center, USA 12 days

6th Core Training Programmed on Infrastructure Regulation and Reform, Sri Lanka

10 days

Naweed ullah Sheikh

Dy. Director 19th International Training Program on Utility Regulation and Strategy, USA

12 days

Safeer Hussain Dy. Director 8th Core Training Programmed on 10 days

191

Shah Infrastructure Regulation and Reform, Sri Lanka

Muhammad Yousaf

Asstt. Director

8th Core Training Programmed on Infrastructure Regulation and Reform, Sri Lanka

10 days

M. Qamar uz Zaman

Dy. Director Finance Management Course at LUMS 4 days

Dr. Joseph Guest Speaker


10 days

Prof. Rohan Samarajiva

Guest Speaker


10 days

Charles E Rainey Guest Speaker

Guest Speaker in the seminar on Development of Competitive Power Markets

2 days

Ashley C Brown Guest Speaker


2 days

Economist Consultancy

Guest Speaker


2 days

Ashok K basu Guest Speaker


2 days

Y. Rangamathan Guest Speaker


2 days

Fuad Rasul Organizer in the seminar on Development of Competitive Power Markets

2 days

192

Annex 11: MAP