The 2008 survey revealed mixed progress in Bangladesh.  Although there is commitment on both sides, some of the 2010 targets will be difficult to reach.  Country systems need to improve significantly, to allow greater alignment.  There has been some progress in improving monitoring and performance assessment, but not mechanism for mutual accountability has yet been established.

The focus of the LCG is to review progress on development issues, including poverty reduction strategies, achievement of MDGs and to prepare for and follow-up on Bangladesh Development Forums (BDF).

The PRS-HAP Cell in the Economic Relations Division of the Ministry of Finance has the lead role on aid effectiveness issues, including the development of the Joint Cooperation Strategy.  Its website contains a number of publications and reports on aid effectiveness.

 

 

This case study, produced by the Procurement Capacity Development Centre (PCDC) in collaboration with the Embassy of Denmark in Dhaka, describes the challenges of assessing capacity with a view to aligning with national procurement systems.

This case study, produced by the Procurement Capacity Development Centre (PCDC) in collaboration with the Embassy of Denmark in Dhaka, describes the challenges of assessing capacity with a view to aligning with national procurement systems.

In August 2008, the Government of Bangladesh (GoB) and fifteen development partners signed a Statement of Intent to Develop a Joint Cooperation Strategy (JCS) in support of the national poverty strategy. This statement outlines some partnership principles and a road map towards the development of the JCS. The Joint Cooperation Strategy will build on the Bangladesh Harmonisation Action Plan signed by the Government and its development partners in 2005.

This report is based on case studies of procurement reforms in the Philippines and PFM reforms in Bangladesh. The case studies illustrate the importance of long-term, incremental reforms, in which process elements rather than technical sophistication are the main determinants of success. They point to a number of key success factors, including reform processes that are owned and driven by country stakeholders, painstaking consensus building and political management to build and sustain country ownership, a long-term vision for reform supported by considerable short-term tactical flexibility, leadership by the partner country over the form of TA, and TA providers with political and diplomatic, as well as technical, skills.