People's Republic of Bangladesh Mission On Good Governance Strategy

People’s Republic of Bangladesh
Cabinet Division
People’s Republic of Bangladesh
Mission on Good Governance Strategy
Final Report
January 2014
Japan International Cooperation Agency (JICA)
IC Net Limited
BD
JR
14-003
Final Report
Abbreviations and acronyms
ACC Anti-Corruption Commission

ADB Asian Development Bank
BCSAA Bangladesh Civil Service Administration Academy
BPATC Bangladesh Public Administration Training Centre
BRDB Bangladesh Rural Development Board
CDCS Country Development Cooperation Strategy
CPS Country Partnership Strategy
DFID Department for International Development
DP Development Partner
EU European Union
GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit
GOB Government of Bangladesh
GRS Grievance Redress System
ICT Information and Communication Technology
JICA Japan International Cooperation Agency
LCG Local Consultative Group
NGO Non Governmental Organization
NIAC National Integrity Advisory Council
NIIU National Integrity Implementation Unit
NIS National Integrity Strategy
PDCA Plan-Do-Check-Action
RTI Right To Information
TOR Terms of Reference
TQM Total Quality Management
UCC Union Coordination Committee
UDO Union Development Officer
UNDP United Nations Development Programme
UNO Upazila Nirbahi Officer
USAID United States Agency for International Development
VC Village Committee
WIT Work Improvement Team
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Table of contents
1 BACKGROUND AND OUTLINE OF THE MISSION ....................................................................... 1

1.1 BACKGROUND OF THE MISSION.....................................................................................................1
1.2 OUTLINE OF THE MISSION ............................................................................................................1
1.2.1 Objectives .............................................................................................................................1
1.2.2 Terms of Reference ...............................................................................................................2
1.2.3 Timeframe ............................................................................................................................2
1.2.4 Target Area ...........................................................................................................................2
1.2.5 Counterpart Organization ...................................................................................................2
2 INSTITUTIONAL FRAMEWORK FOR THE IMPLEMENTATION OF THE NIS ................................. 3
2.1 POLICY FRAMEWORK ....................................................................................................................3
2.1.1 National Integrity Strategy .................................................................................................3
2.1.2 Other Laws and Policies Related to the NIS ....................................................................12
2.2 KEY ORGANISATIONS ..................................................................................................................14
2.2.1 Cabinet Division .................................................................................................................14
2.2.2 Regulatory Ministries and Divisions .................................................................................16
2.3 RELEVANT PROJECTS ..................................................................................................................19
2.3.1 Projects Supported by Development Partners ..................................................................19
2.3.2 Projects Supported by JICA...............................................................................................26
3 CURRENT SITUATIONS AND KEY ISSUES OF THE NIS ............................................................. 32
3.1 IMPLEMENTATION OF THE NIS....................................................................................................32
3.1.1 Establishment of Implementation Structure ....................................................................32
3.1.2 Current Activities and Issues at the Ministry and Division Level ..................................37
3.1.3 Awareness Raising Activities .............................................................................................42
3.2 KEY ISSUES OF THE NIS .............................................................................................................44
4 RECOMMENDATIONS FOR THE NIS IMPLEMENTATION.......................................................... 47
4.1 RECOMMENDATIONS RELATED TO THE NIS CONTENTS ...............................................................47
4.2 RECOMMENDATIONS RELATED TO THE NIS IMPLEMENTATION ...................................................48
4.3 OTHER RECOMMENDATIONS .......................................................................................................52
5 JICA SUPPORT FOR THE NIS ................................................................................................. 54
5.1 PROPOSAL: JICA TECHNICAL COOPERATION ..............................................................................54
5.1.1 Project Framework .............................................................................................................55
5.1.2 Necessary Inputs ................................................................................................................59
5.1.3 Synergy Effects with other JICA assistances ...................................................................60
5.2 INSTITUTIONALISATION OF NIS TO JICA’S COOPERATION ..........................................................61
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List of annexes
Annex 1 Structure of the National Integrity Advisory Council
Annex 2 Structure of the Executive Committee
Annex 3 Organisational Chart of the Cabinet Division
Annex 4 Development Partners’ Initiative Matrix
Annex 5 List of Major Governance Projects and Programs
Annex 6 Reports of the Focal Point Workshop Sessions
Annex 7 Model Work Plan for the Public Administration
Annex 8 Results of the Interview with Focal Points of Public Institutions
Annex 9 GRS Consultation Meeting
Annex 10 Minutes of Discussion Meeting in NGO Affairs Bureau on NIS
Annex 11 Report of the Seminar on the Role of Mass Media in the Implementation of the NIS
Annex 12 Report of the Seminar on the Role of Private Sector in the Implementation of the
NIS
Annex 13 Report of the Field Administration-Level Stakeholder Meeting
Annex 14 Draft Road Map for NIS Implementation
List of tables
Table 2-1 Organisations Included in the NIS and their Goals .........................................................4
Table 2-2 Organisational Structure of the Cabinet Division ......................................................... 15
Table 2-3 Thematic Areas and Specific Issues Covered by the DPs’ Initiative Matrix ................. 20
Table 2-4 Summary of the Development Partners’ Initiatives Matrix ........................................... 21
Table 3-1 Status of the Ethics Committee at State Institutions (As of 2 September 2013) ............ 34
Table 4-1 Summary of strategy for the NIS promotion at the local level ...................................... 50
Table 4-2 Operational procedures for the Ethics Committee and the Integrity Focal Point .......... 51
Table 5-1 Outline of the Proposed Project .................................................................................... 55
List of figures
Figure 2-1 National Integrity System Temple .................................................................................5
Figure 2-2 Categorisation of the NIS Goals....................................................................................7
Figure 2-3 Results of Analysis on NIS ...........................................................................................8
Figure 2-4 Implementation Structure of the NIS ............................................................................9
Figure 2-5 Image of JICA’s Cooperation towards Administrative Capacity Improvement ........... 27
Figure 2-6 Coverage Areas of NIS and JICA Assistance .............................................................. 30
Figure 4-1 The NIS Programme ................................................................................................... 48
Figure 4-2 Image of the Implementation Cycles........................................................................... 49
Figure 4-3 Overall steps for the promotion of the NIS at the local level ...................................... 49
Figure 5-1 Image of the Result of the Objective Analysis ............................................................ 55
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Abstract
1. Background
In October 2012, the Cabinet approved the National Integrity Strategy (NIS). Its vision is ‘A happy,
prosperous and socially just Bangladesh – the Golden Bengal’. The NIS identifies a wide range of
stakeholder institutions such as ministries and divisions, constitutional and statutory institutions, the
civil society, commercial and industrial organisations in the private sector, educational institutions, the
media, political parties, and families. The strategy defines challenges, goals and recommendations, and
action plans of respective institutions. JICA has decided to support for the implementation of the NIS,
since the strategy is crucial to realise good governance in Bangladesh. The Mission on Good
Governance Strategy was dispatched in May 2013 to support the implementation of the NIS, collect
basic information and data regarding the NIS, and propose a framework for JICA’s future assistance.
2. Contents of the NIS
The NIS identifies goals that each institution should pursue. These goals can be grouped into several
themes, such as ‘Transparency’, ‘Accountability’, ‘Responsive to Public Interest’, ‘Ethical Norm as a
Citizen’, “Power”, and ‘Fair Civil Servant System’. By analysing the relations among the goals of
each institution, 3 key components are identified to achieve the national integrity: 1) establishing
‘Norms’; 2) wielding ‘Power’; and 3) providing ‘Incentives’ (Figure 1).
NORM Transparency POWER INCENTIVE
Effective Anti-Corruption Fair Civil Servant System

Accountability Accountability Commission
(Horizontal) (Vertical)
Effective Attorney General Award to good practice
Ethical norm as a Responsive to

citizen public interest
Source: JICA Mission

Figure 1 Results of Analysis on NIS
A norm means a standard or pattern, especially of social behaviour, that is typical or expected. The NIS
aims to establish norms by promoting ‘Transparency’, ‘Accountability (horizontal and vertical)’,
‘Responsive to public needs’, and ‘Ethical norms of citizenship’. The norm of ‘Transparency’
contributes to establish that of ‘Accountability’, they need each other and can be mutually reinforcing,
though. ‘Vertical Accountability’ means that citizens play direct roles in holding the powerful
accountable. This norm is thus closely related to being ‘Responsive to public needs’. ‘Ethical Norm as
a Citizen’ is also a part of ‘Norms’ as a moral code.
Power
Power is exercised to investigate and punish corruption and criminal cases. Effective laws provide the
basis for the fight against corruption. The powers of enforcement against corruption are also necessary.
In the NIS, the Attorney General and the Anti-Corruption Commission are supposed to have such
power to enforce laws against corruption.
Incentive
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This refers to incentives such as fair recruitment and promotion for civil servants. Without the fair
recruitment and promotion system, civil servants will not be motivated. An award system is also
proposed in the NIS, as an incentive to promote the NIS.
It is noted that incentives could be viewed as a form of power, as provision of incentive can be
coercive: “I will not give something you want if you don’t do this”. However, incentive here means
closed to “to motivate”.
3. Current Issues and Key Issues of the NIS
The implementation structure of the NIS consists of the National Integrity Advisory Council (NIAC),
the Executive Committee, the National Integrity Implementation Unit (NIIU), and 16 stakeholder
institutions. The stakeholder institutions are divided into state institutions and non-state institutions.
The first meeting of the NIAC was held in March 2013, and several decisions were approved such as
the constitution of the Ethics Committee, review and monitoring of NIS-related activities by NGOs
and the private sector, publicity and awareness raising, and monitoring on the progress by the
Executive Committee. The first meeting of the Executive Committee was organised in September
2013. Several issues were discussed and approved, including the structure and terms of reference of
the NIIU, the allocation of budget for the NIS implementation, and the formation of sub-committees to
deal with crucial issues.
The NIIU is to be established in the Cabinet Division. The structure and its TOR were already decided
by the Executive Committee. The capacity development of the NIIU is the next challenge.
The Cabinet Division has taken initiatives to implement the NIS since its approval. As the National
Integrity Focal Point, the division issued letters to public administrative organisations to request the
formation of Ethics Committee, appointment of the Integrity Focal Point, and the implementation of
NIS-related actions. In June, September, and December 2013, the Cabinet Division, with support of
the JICA Mission, organised the Focal Point Workshops.
Although significant progress is observed, the NIS implementation is still at the beginning stages. The
Cabinet Division staff and the Focal Points of public administrative organisations are overall
highly-motivated, however, the ministry and division level activities are relatively delayed. Actions by
non-state institutions such as NGOs, businesses in the private sector, political parties, educational
institutions, the media, and families are still lagging behind. Key challenges identified by the Mission
are presented below.
(1) Issues Related to the NIS Contents
Unclear definition of the staff-level actions in each institution

The NIS presents policy-level actions of each institution, but not specific actions. Thus actions to be
undertaken by individual staff members are still unclear. The Ethics Committees also seem not to have
clear idea what they need to achieve.
No programme and roadmap for the implementation of the NIS

The NIS is a comprehensive strategy, consisting of 115 activities implemented by 16 institutions. It
clarifies activities undertaken by each institution. However, because of its comprehensiveness, the NIS
does not give a clear picture on how national integrity is going to be realized. It does not show
correlation among the activities. It would be more effective to take a programme approach to have
some activities of one institution implemented with those of others. The NIIU also needs to identify
priorities of respective actions, their sequence, and timeframes.
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(2) Issues Related to the NIS Implementation
Incomplete implementation structure

The establishment of the Ethics Committee and the appointment of the Integrity Focal Point were
completed at all public administrative organisations, however it is still a challenge to activate these
mechanisms. The TOR of the Ethics Committee has been defined, but the committee’s detailed
activities are still unclear. Some public administrative organisations have not yet held the first meeting
of the Ethics Committee.
At the higher level, the NIAC and the Executive Committee, the NIIU, and the Focal Point Workshop
are supposed to constitute an implementation cycle. However, this cycle is also still incomplete. The
Executive Committee and the Focal Point Workshop have been just launched, but the linkage among
them is not fully established for implementing the NIS.
Incomplete structure and not secured budget of the National Integrity Implementation Unit
The structure and TOR of the NIIU were approved by the Executive Committee on 3 September 2013.
However, detailed roles and responsibilities of the individual officials have not yet defined. A post of
Joint Secretary is supposed to be created to take care of NIS implementation, but it is unclear when the
post is actually approved and filled.
With respect to budget, no budget is earmarked for the NIIU, although necessary budget should be
secured for the activities by the NIIU.
Necessity to increase authority of the Ethics Committee and the Integrity Focal Point
The Ethics Committee is supposed to be proactive and have enough authority to enforce the decision.
Thus, the Ethics Committees need to be chaired by senior officials, who have enough authority to
exercise initiatives to implement the NIS in his/her institutions. In some public administrative
organisations, however, the Ethics Committees are not chaired by the Secretary or the head of
institution. Similarly the Integrity Focal Points need to be officials who have enough access to
Secretaries or those who have authorities to make decisions. Most of the Focal Points are the Deputy
Secretaries or equivalent officials, some of whom may not have enough access to the Secretaries or
head of the organisations. This might have been caused because the Secretary does not recognise the
importance of the NIS and roles of the Integrity Focal Point.
Lack of the strategy for NIS promotion at the local level

It is very important to enhance the integrity of the District and Upazila level officers. However, given
the current resources of the NIIU, it is unrealistic for them to conduct promotion activities in all
Districts and Upazilas. In this regard, the Deputy Commissioners (DCs) at the District level and
Upazila Nilbahi Officers (UNOs) at the Upazila level are expected to play the leading role in
promoting the NIS.
Nevertheless, the DCs and UNOs are unaware of the NIS itself, and have no idea about their expected
roles in promoting the NIS. Thus a strategy for the NIS promotion at the local level is necessary to
define the roles and responsibilities of stakeholders such as the NIIU, DCs and UNOs, implementation
mechanism, and actions to be taken by the stakeholders.
Insufficient linkage with relevant initiatives

The effective implementation of the Grievance Redress System (GRS), and the ensuring of the Right
To Information (RTI) are crucial to realise the integrity since they enhance the accountability and
transparency in government activities, and thus are closely related to the NIS. The linkage between the
GRS and RTI with the NIS are, however, insufficient so far.
Necessity of the development partners’ support to the NIS
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As the NIS can be regarded as the government program towards good governance, a large amount of
resources are required for achieving its goals. It is necessary to involve DPs in the NIS implementation
process for resource mobilization purpose. In fact, many existing initiatives of DPs are part of the NIS,
and many DPs are willing to provide new assistance to the NIS activities. To realize resource
mobilization, active communication between the Cabinet Division and DPs should be promoted.
4. Recommendation
(1) Recommendations Related to the NIS Contents
Encouragement of integrity-enhancing activities among government officials

To encourage the staff members of public administrative organisations to lead the NIS implementation
process, the Mission recommends that concrete actions of individual officials to enhance integrity in
their sections be clarified. Such clarification will guide all officials in enhancing integrity. Thus, it may
be more effective to let them consider concrete actions by themselves rather than to provide a detailed
guidance from the authorities such as the NIIU. This is because officials know their responsibilities
and tasks in detail, and have a better idea on how to improve them. This may also motivate them to
enhance integrity in their organisation by promoting their initiatives. To enable the government
officials to consider actions to be taken, some guidance and training may be necessary.
To this end, a bottom-up approach that has been employed by JICA Technical Cooperation Project for
‘Improving Public Services through Total Quality Management’ may be worth referring to, as such
bottom-up approach is found effective to improve organisational effectiveness, increase officials’
efficiency, and improve public service delivery. The TQM approach can be applied to several areas
stated in the NIS such as ‘Consciousness on and use of RTI Act’, ‘Prevention of food adulteration’,
‘Ensuring transparency and accountability of local representatives’, ‘Increase use and education on
ethics among students, teachers and officials’, and ‘Introduction of Complaint Management’.
Significance of the TQM approach is that such bottom-up approach is implemented with a policy
deployment from the ministry level organisation. Ministry is going to set the target of the NIS activity
at the organisation. Then, the Ethics Committee identify necessary activities to achieve the target and
deploys the responsibility to each unit and official, what each unit and official should do. If such
approach is found effective, the NIIU will be able to formulate a policy deployment system based on
lessons learned from the TQM exercise.
It should be noted that the TQM approach does not have to be applied in the way it is applied in the
JICA TQM project. The NIIU should consider how the approach should be applied to the NIS context
and modify the approach if necessary.
Promote the NIS programme

The Mission recommends that the NIS programme be developed for the following purposes: 1) give a
clear picture on how national integrity is going to be realized; 2) clarify how each action contributes to
national integrity; 3) show how each action is related to the others; and 4) have the stakeholders
understand the NIS. The last point is important to promote the NIS to the people in Bangladesh as well
as the DPs, who could be resource providers to realise the NIS.
The Mission proposes the NIS programme as shown in Figure 2. The NIS consists of 5 programmes,
namely transparency, accountability, power, incentives for civil servants, and ethical norm. The 115
NIS actions can be re-arranged under these 5 programmes.
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National Integrity is increased
Programme 1: Programme 2: Accountability Programme 3: Power Programme 4: Incentives Programme 5: Ethical norm
Transparency - Effective Anti for civil servant - Families as the main
- Transparent ministries Horizontal accountability Corruption - Effective and source of moral value
- Transparent local - Separation of powers among the Commission professional Public Service - Educational and religion-
governments public adoministration, the Judiciary, - Efficient Attorney Commission based institutions to
- Transparent private and the Parliament General promote morality
sector - Accountable ministries
- Transparent NGO - Effective C&AG
- Independent Attorney General
- Independent and neutral judiciary
- Neutral and free election
Vertical accountability
- Accountable ministries
- Accountable local governments
- Credible election
- The Parliament reflecting the
aspirations of the people
- Political parties pursuing public
interest
- Effective Ombudsman
- Free and neutral media
- Active and accountable NGO

Figure 2 The NIS programme
Revision of the NIS

Some minor changes may be needed on the NIS. For instance, the Information Commission could be
included as the NIS state institution. Institutions that are responsible for actions of the NIS are
sometimes misplaced. The NIIU can check the NIS content based on the results of monitoring.
(2) Recommendations Related to the NIS Implementation
Establishment of multi-layered implementation cycles

Two tiers of implementation cycles are to be established; a cycle among the Executive Committee, the
NIIU, and the Focal Point Workshops, and a cycle among individual officials, the Integrity Focal Point,
and the Ethics Committee. The former cycle will contribute to the effective implementation of and
monitoring on the NIS-related actions. The latter will promote actions to increase integrity within
individual institutions.
Promotion of the NIS at the Local Level

There are 4 steps to ensure steady and effective promotion of the NIS to the local levels. At first, the
dissemination of the NIS at the District level will be prioritized as most Deputy Commissioners are not
aware of the NIS at present. Then, the dissemination of the NIS at the Upazila level and the
implementation of the NIS at the District level follow.
The NIIU should elaborate a strategy for the NIS dissemination at the District level. The strategy
needs to define the roles and responsibilities of stakeholders, implementation arrangement, and
necessary actions to be undertaken by each stakeholder.
Formulation of operational procedures of the Ethics Committee

The Ethics Committee can formulate, as a supplement to the TOR, operational procedures, which
define detailed operations of the Ethics Committee, i.e. a frequency of the Ethics Committee meeting,
expected subjects of the meeting, monitoring method of implementation status of each action, and make
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clear what the committee is going to do. The NIIU may need to sensitise the senior officials of the
Executive Committee and provide a technical assistance to some Focal Points that do not have a clear
idea of operational procedures of the committee.
Enhancement of capacity of the National Integrity Implementation Unit

The capacity of the NIIU needs to be strengthened mainly from 2 aspects: strengthening the
organisational structure, and securing financial resources. In terms of organisational structure, officials
assigned to the NIIU must be mobilised for the NIIU work. The roles and responsibilities of the
individual officials should be clearly defined so that all of them can effectively work for NIS
implementation. With respect to budget, it is crucial for the NIIU to secure necessary budget in order
to perform its responsibilities.
Provision of support to the Integrity Focal Point

What the Integrity Focal Point needs, in order to implement his/her task, is leadership and guidance
from the Secretary and the head of organisation. The NIIU will be able to organise a seminar for the
Secretary or heads of organisations to sensitise them. In fact, the NIIU organised a meeting with the
Additional Secretaries of the public administrative organisations on 26 September 2013 to request for
their leadership towards the implementation of the NIS. Besides that, the NIIU needs to consider what
kind of support is required for the Integrity Focal Point.
Enhancement of linkage among the NIS and other related systems

Enforcement of the GRS and enactment of Right To Information Act are included in the NIS. It is,
therefore, necessary to ensure close collaboration among these systems. Regarding the GRS,
revitalisation of the GRS is to be achieved, as one of the NIS actions. The GRS Focal Point could be
appointed as a member of the Ethics Committee. In terms of the RTI, NIIU needs to work together
with the Information Commission to accelerate the enforcement of the RTI Act. At the public
administrative organisation level, the Ethics Committee can invite the RTI Designated Officer to the
meeting and confirm the progress of the RTI.
(3) Other Recommendations
Analysis on the governance environment in Bangladesh

In order to effectively implement the NIS and to achieve better governance, it is crucial to conduct an
in-depth analysis on the governance environment in Bangladesh. For instance, the negative impact of
excessive political intervention is pointed out in Bangladesh, while healthy check and balance among
the public administration, legislation, and judiciary is necessary. To promote good governance, proper
understanding of such intervention is essential. It is also said that, while good laws and regulations are
enacted in Bangladesh, they are not well enforced. It is thus necessary to understand what has caused
weak enforcement of laws and regulation. Otherwise, good governance will not be promoted
effectively and efficiently.
Establishing governance knowledge centre

A Governance Knowledge Centre, which will collect and collate data and information on good
governance including good practices of the NIS, can be established at the NIIU. The Centre is to
disseminate the NIS concept and related activities to citizens and boost the morale of officials of
public administrative organisations. Major outputs of the Centre will be a website, a database, and
research papers.
Provision of incentives towards the NIS implementation

The Cabinet Division and Ministry of Public Administration consider introducing new personnel
evaluation criteria, which measure one’s contribution to the achievement of NIS. Besides such
incentive on personnel evaluation, the NIIU can consider the NIS award system, which gives an award
to individuals or organisations that conduct remarkable good practices towards the national integrity.
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Ensuring regular communication with development partners

As many initiatives of DPs contribute to the realisation of the NIS, the NIIU is able to identify the
potential areas of DPs’ assistance, and work with them to implement the NIS. To promote
collaboration with DPs, it would be effective for the NIIU to communicate with DPs on a regular basis.
The existing platform such as the LCG Governance Working Group can be utilised for this purpose,
but the NIIU needs to be more proactive in disclosing its implementation plans, progress of each
action, and challenges.
5. JICA Support to the NIS
By considering the recommendations above, the JICA Mission proposes a JICA technical cooperation
project to promote national integrity and good governance. The project is designed to contribute to
transparency and accountability among the NIS programs (Figure 2).
The JICA technical cooperation aims to achieve the Project Purpose, i.e., ‘By promoting NIS, an
effective implementation framework of NIS is establish’, in 2 years after the commencement of the
project. By achieving this purpose, the Overall Goal of ‘Accountability among Ministries, Divisions,
and Organisations is increased’ is expected to be realised in 3 t o5 years after the project completion.
The framework of the project is presented below.
Narrative Summary Indicator

Overall Goal Accountability among Ministries, Divisions,  % of NIS actions that have made progress, which is
and Organisations is increased. related to accountability among Ministries, Divisions,
and Organisations
 Trust in Ministries, Divisions, and Organisations
among citizens increases1.
Project Purpose By promoting NIS, an effective  % of NIS actions that are implemented, monitored and
implementation framework of NIS is reviewed
established.  % of civil servants and citizens who are aware of the
NIS2
Output 1 Plan for NIS implementation, including the  90% of Ministries, Divisions, and Organisations
NIS work plans of Ministries, Divisions, and formulate their work plans
Organisations, is formulated and reviewed  Number of the work plans reviewed based on the
based on the monitoring results. results of monitoring activities
2 NIS-related activities are properly monitored  Number of Ministries, Divisions, and Organisations
by the Ethics Committee, the NIIU, and the where the Ethics Committee Meeting is held regularly
Executive Council. 90% of the Integrity Focal Points participate in each
focal point workshop organised by the NIIU.
The NIIU reports the progress of the NIS to the
Executive Council twice a year.
3 Public relation system of the NIS is  Number of NIS-related good practices collected
introduced.  Number of events to raise public awareness
4 Necessary measures for better governance are Proposal on policy for better governance in
identified. Bangladesh.
Proposal on policy deployment system, which is
formulated based on lessons learned from the TQM
and KAIZEN exercises.
Activity 1-1. Ministries, Divisions, and Organisations formulate work plans for NIS.
1-2. Ministries, Divisions, and Organisations revise their work plans based on the monitoring results.
1-3. The NIIU and the JICA project team develop the NIS implementation roadmap.
1-4. The NIIU revises the NIS roadmap based on the monitoring results.
1-5. The NIIU and the JICA project team apply the TQM and KAIZEN approach to some NIS actions on a trial
basis.
1-6. The NIIU proposes the revision of the training module for civil servants.
1
The data is going to be gathered when the project starts.
2
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1-7. The NIIU and the JICA project team organise training for the NIIU staff members and the Integrity Focal
Points.
2-1. The NIIU instructs Ministries, Divisions, and Organisations to hold the Ethics Committee Meeting
periodically.
2-2. The NIIU holds the Integrity Focal Point Workshop and monitors the progress of the NIS-related activities.
2-3. The NIIU reports the progress of NIS-related activities to the Executive Council.
3-1. The NIIU and the JICA project team develop and promote the NIS public relations strategy, i.e.,
identifying target groups, and developing an outreach method to the target group.
3-2. The NIIU and the JICA project team establish the Governance Knowledge Centre, gather NIS and
governance -related good practices and disseminate them to the public.
3-3. The NIIU gives an award to good practices.
3-4. The NIIU sensitises the stakeholders, such as local government institutions, NGOs, the private sector, and
the media towards realisation of the NIS.
4-1. The NIIU and the JICA project team identify research themes towards better governance.
4-2. The researchers conduct the research.
4-3. The researchers propose actions to be taken towards better governance.
4-4. The NIIU develops a policy deployment system based on the TQM and KAIZEN experiences.
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1 Background and Outline of the Mission
1.1 Background of the Mission

To improve the effectiveness of its long-term development plan, ‘Vision 2021’, and its mid-term
development plan, the ‘Sixth Five-Year Plan (2011-2015)’, the People’s Republic of Bangladesh
considers it essential to achieve good governance, and particularly essential to eradicate corruption and
achieve greater integrity. To prevent corruption, the Bangladesh government made the country a
signatory nation to the United Nations Convention against Corruption in 2007, and has been taking
preventive measures since then. However, Bangladesh ranks 144 th among 176 countries and territories
throughout the world in terms of the Corruption Perceptions Index, developed by ‘Transparency
International’. Corruption is also a risk factor for development partners since it impedes the efficiency of
public works.
In October 2012, the Cabinet approved the National Integrity Strategy (NIS), and its vision is ‘A happy,
prosperous and socially just Bangladesh – the Golden Bengal’. In the NIS, some state and non-state
institutions are identified as implementing agencies to realize the NIS concept. During the NIS
formulation process, each institution analysed issues concerning the construction of good governance
and drew up short-term, medium-term, and long-term action plans. Each institution is required to
establish an ‘Ethics Committee’, prepare and carry out a detailed implementation plan, and monitor the
state of the implementation. These institutions are also required to nominate an official to be the ‘NIS
Focal Point’ for their organisations, who will be the contact person for NIS-related matters.
The Government of Bangladesh (GOB) is supposed to establish a National Integrity Implementation

Unit (NIIU) within the Cabinet Division to operate as the secretariat of the NIS and guide, supervise,
and monitor each institution’s implementation of its plans. A ‘National Integrity Advisory Council’,
under the leadership of the Prime Minister, reviews the integrity of performance and progress,
monitors the institutions, and issues directives. An ‘Executive Committee of the Council’, chaired by
the Minister of Finance, supports the Advisory Council in its activities.
Japan International Cooperation Agency (JICA) has been supporting the Bangladesh government’s
initiative for good governance. JICA considers the realization of NIS to be crucial to achieving good
governance in the country and is therefore keen to provide necessary assistance to the Bangladesh
government.
Based on this situation, the ‘Mission on Good Governance Strategy’ was dispatched in May 2013 to
compile information and data on each relevant institution’s policy and strategy, institutional
arrangement, and activities geared towards the establishment of national integrity, and analyse the
current situation and issues to propose an improvement plan. The Mission is also directed to compile
information on JICA’s assistance in the field of governance and confirm its contribution to the
implementation of NIS. By following the results of the analyses, the Mission is expected to propose an
outline for JICA’s support of the realisation of the NIS.
1.2 Outline of the Mission

1.2.1 Objectives
The major objectives of the Mission are listed below:
 To compile information and data on each relevant institution’s policy/strategy, institutional

arrangement, and activities geared towards the establishment of national integrity and good
governance;
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 To compile information on assistance from development partners, including JICA, for the
implementation of the NIS;
 To analyse the current situation and issues and propose an improvement plan; and
 To propose an outline of JICA’s support for the implementation of the NIS.
1.2.2 Terms of Reference
The terms of reference for the Mission are listed below:
 Collect and analyse existing materials on Bangladesh’s NIS, as well as other nations’ strategies
that are similar to the NIS and the consideration of study policies;
 Support for the NIIU to hold information-sharing workshops and seminars about the NIS
among relevant agencies;
 Conduct a study about the NIS implementation system and analysis of issues concerning the
system;
 Conduct a study about the state of each relevant institution’s implementation of the NIS and
analysis of issues concerning the state of implementation;
 Conduct a study on each development partner’s contribution to the implementation of the NIS
and analysis of the issues concerning support for the implementation;
 Consider an overall improvement plan for the implementation of the NIS;
 Conduct a study on the current status of JICA’s assistance in the field of good governance;
 Propose JICA’s assistance plan for the implementation of the NIS;
 Develop the inception report, the draft final report, and the final report; and
 Provide logistic services to the Cabinet Secretary’s visit to Japan.
1.2.3 Timeframe
The Mission began in May 2013 and ended in October 2013. The contract was revised in October and
the contract period was extended to January 2014 to follow-up the NIS related activities in December
and provide logistics services to the Cabinet Secretary’s visit to Japan.
1.2.4 Target Area
Although the target area of the Mission is the whole of Bangladesh, the activities will be carried out
mainly in Dhaka.
1.2.5 Counterpart Organization
The Mission carries out its activities together with the Administrative Reforms and Implementation
Wing of the Cabinet Division.
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2 Institutional Framework for the Implementation of the NIS
2.1 Policy Framework

2.1.1 National Integrity Strategy
(1) Overview of the NIS
(a) Development Process of the NIS3
The National Integrity Strategy (NIS) was first drafted and submitted to the Cabinet Division in 2009
by the Institute of Governance Studies of the BRAC University, which was selected through open
competition in 2007 to draft the NIS. The drafting work had been supported by the Asian Development
Bank (ADB) as part of a technical assistance program, ‘Supporting Good Governance Initiatives’. The
approval of the NIS and the review of its implementation were identified as critical policy actions of
the ‘Good Governance Program’, financed by ADB.
In the drafting process, a total of 61 consultation meetings had been held in 2008 at both the national
and local level. The national level consultation included the media, academia and researchers,
politicians, lawyers, and government officials. State institutions such as the Public Service
Commission, Election Commission, Supreme Court, Anti-Corruption Commission, Parliament
Secretary, and Comptroller and Auditor General were also consulted. The local level consultation
meetings had been organised in selected Divisions, Districts, Upazilas and Unions.
The draft of the NIS was approved by the Steering Committee of the Good Governance Program in
2010, and was then posted on the website of the Cabinet Division to collect public opinions. The draft
had been modified incorporating several suggestions and recommendations from certain stakeholders,
including the Secretaries’ Committee.
The NIS was first presented to the Cabinet in June 2011, but the Cabinet advised further consultations
with key stakeholders, parliamentarians in particular. The consultation meeting was organised in
January 2012 with the participation of a wide range of stakeholders, including members of the
Parliament, senior government officials, and representatives from the media, advocacy groups,
businesses, civil societies, and other professionals. After the consultation meeting, the final draft was
published on the website of the Cabinet Division. At the same time, the draft was revised based on
opinions from key stakeholders and written comments from various ministries and divisions.
In May 2012, the Cabinet established the Committee which was to be headed by the Minister of
Finance. The draft was again revised per the recommendations from the Committee. Then the NIS was
finally approved by the Cabinet on 18 October 2012.
(b) Outline of the NIS
The NIS document consists of 4 chapters: 1) Background; 2) State Institutions and Organisations; 3)
Non-State Institutions and Organisations; and 4) Implementation Mechanisms and Conclusion. The
first chapter is the introductory portion, including the concept of integrity, legal background of and
rationale for the NIS, the national system for promoting the integrity, and the vision and mission.
Chapter 2 and 3 are considered core chapters of the NIS as they present recommendations for the key
3
This section is basically based on the interviews with officers of the Cabinet Division and documents provided by the
Cabinet Division.
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Final Report
institutions and their action plans. Chapter 4 describes the implementation, review, and monitoring
mechanisms of the NIS, including the National Integrity Advisory Council (NIAC) and Ethics
Committees and Focal Points.
The key concepts of the NIS are described below.
The concept of integrity

The NIS states that ‘integrity generally means behavioural excellence influenced by ethics, morality
and honesty. It also implies adherence to time-tested norms, values, customs and principles of a society.
At the individual level, it means being duty-bound and honest’. The same concept can be applied to
the organisations since they consist of individual people aiming to achieve their overall goals.
Vision and Mission

The vision and mission of the NIS is presented as follows:
Vision: A happy, prosperous, and socially just Bangladesh—the ‘Golden Bengal’

Mission: Establishment of good and effective governance in state institutions and society
(c) Organisations Included in the NIS
The NIS covers a wide range of institutions and organisations, since its ultimate goal is the promotion
of integrity among individuals as well as society. It covers not only public institutions but also civil
society, commercial and industrial businesses in the private sector, educational institutions, the media,
political parties, and even families. The challenges, goals and recommendations, and action plans of
respective institutions and organisations are identified. Table 2-1 shows the institutions and
organisations and their goals as identified in the NIS.
Table 2-1 Organisations Included in the NIS and their Goals

Organisation Goals stated in the NIS
1. State institutions
1) Executive Organ and  Establishment of a transparent executive organ responsive to the
Public Administration demands and needs of people.
2) The Parliament  Consolidation of the parliamentary democratic system by
reflecting the aspirations of the people through enactment of laws
and oversight functions.
3) The Judiciary  Establishment of the Judiciary as a neutral, independent, and
effective organ of the State.
4) The Election Commission  Uphold the Election Commission as an effective and credible
institution for conducting fee, fair, neutral and credible elections.
5) The Attorney-General  Development of the office of the Attorney-General as an
independent and efficient institution for upholding the
Constitution, the judicial system and public interest.
6) Public Service  Development of Public Service Commission as an effective,
Commission modern and professional organisation capable of selecting suitable
persons for appointment to the services of the Republic and
advising the President on any matter connected with its functions.
7) The Comptroller and  Establishment of the Office of the Comptroller and Auditor
Auditor General General as an effective institution ensuring financial accountability
of all government organisations.
8) The Ombudsman  Establishment of an effective office of Ombudsman.
9) Anti-Corruption  Emergence of the Anti-Corruption Commission as an effective
Commission organisation for prevention of corruption.
10) Local Government  Establishment of transparent, accountable, self-reliant and
responsive Local Governments.
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Final Report
Organisation Goals stated in the NIS

2. Non-State Institutions and Organisations
1) Political Parties  Establishment of political parties as democratic organisations by
pursuing public interest and reflecting public aspirations.
2) Industrial and Commercial  Establishment of the private industrial and commercial enterprises
Organisations in the Private as a transparent sector committed to people’s socio-economic
Sector development.
3) NGOs and Civil Society  Establishment of an active and accountable civil society
committed to the development of people.
4) Family  Re-establishment of families as the main source of moral values.
5) Educational Institutions  Establishment of educational and religion-based institutions as a
sustainable way for promotion of morality.
6) The Media  Establishment of a free, accountable and neutral media as a voice
of the citizens.
Source: GOB (2012)
(2) Analysis of NIS
(a) Significance of the NIS
The NIS is a comprehensive strategy, consisting of 115 activities implemented by 16 institutions,

intended to promote national integrity. The concept is similar to that of the ‘National Integrity System
Temple’ developed by Transparency International (See Figure 2-1). The difference between the NIS in
Bangladesh and the prototype developed by Transparency International is that families are regarded as
an important instrument for achieving national integrity. In the NIS, the re-establishment of families is
highlighted as the main source of moral value. Individual people are expected to be duty-bound and
honest by re-establishing families.
Source: Pope (2000)
Figure 2-1 National Integrity System Temple
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Final Report
National integrity in Bangladesh means not only anti-corruption, but also self-purification and
integrity in all activities of the state. 4 The Mission understands that the NIS aims to sensitise people
and mobilize society towards national integrity, which is going to be achieved only when all the
people in Bangladesh take necessary action. It has been assumed difficult to achieve political integrity
in Bangladesh. However, even such integrity can be improved, if citizens raise their voices through
political activities as well as elections and apply pressure on politicians. The Mission considers the
NIS as a bunch of policies but also a de facto social movement, with the slogan of ‘Integrity for all, by
all’.
(b) Contents of the NIS
The strategy is to show goals that each institution should pursue; for example, the executive organ and
public administration is supposed to achieve its goal ‘Establishment of a transparent executive organ
responsive to the demands and needs of people’ (See Table 2-1). These goals can be grouped into
several themes, such as ‘Transparency’, ‘Accountability’, ‘Responsive to Public Interest’, ‘Ethical
Norm as a Citizen’, “Power”, and ‘Fair Civil Servant System’ (See Table 2-2).
4
Cabinet Secretary’s statement at the Views Exchange Meeting, The Role of Mass Media in the Implementation of NIS,
September 5, 2013.
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Final Report
Transparency Horizontal Accountability
Transparent ministries Accountable Independent Attorney

ministries General
Transparent Local
Gocernments Effective Comptroller The Parilament, aspirations of the
&Account General people through enactment of laws
Tansparent private and oversight functions
sector Independent and neutral
Accountable Local Governments
judiciary
Fair Civil Servant of the State
System
Vertical Accountability
Effective PSC
Credible election Neutral , Accountable, and Free
Professional PSC media
Fair election
Modern PSC Accountable NGOs
Neutral and free election
Selecting suitable
persons for Active NGOs
Effective Ombudsman
the public services
Responsive to Public Interest Ethical Norm as a Citizen
Ministries, responsive to the demands and needs of people Families as the main source of moral
values
The Parilament, Democratic system by reflecting the
Educational and religion-based
institutions to promote morality
Political parties reflecting public aspirations
Political parties pursuing public interest

Power
Responsive Local Governments
Effective Anti-Corruption
NGOs committed to the development of people Commission
Media as a voice of the citizens Efficient Attorney General

Note: PSC = Public Service Commission
Figure 2-2 Categorisation of the NIS Goals
These themes are linked to one another. By analysing the relations among the themes, one can deduced
that the NIS is going to be achieved by establishing ‘Norms’, wielding ‘Power’, and providing
‘Incentives’ (Figure 2-3). ‘Norms’ consist of the groups of the NIS themes, ‘Transparency’,
‘Horizontal Accountability’, ‘Vertical Accountability’, ‘Responsive to Public Needs’, and ‘Ethic Norm
as a Citizen’. Group of ‘Power’ consists of ‘Effective Anti-Corruption Commission’ and ‘Efficient
Attorney General’. The other group is provision of incentive. ‘Fair Civil Servant System’ is
fundamental incentive among civil servants. If their activities are duly appreciated, they would be
encouraged to take an honest action. In addition, a type of award is necessary as a special incentive to
promote integrity. This is not listed as a goal in the NIS, but one of the NIS actions. Section 4.2 of the
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Final Report
NIS also proposes that people are to be honoured for making significant contributions towards
prevention of corruption and promotion of integrity while working within Government, business and
civil society sectors.
Norms
A norm means a standard or pattern, especially of social behaviour, that is typical or expected.5 The
NIS aims to establish norms by promoting ‘Transparency’, ‘Accountability (horizontal and vertical)’,
‘Responsive to public needs’, and ‘Ethical norms of citizenship’. The norm of ‘Transparency’
contributes to establish that of ‘Accountability’, they need each other and can be mutually reinforcing,
though. 6 ‘Vertical Accountability’ means that citizens play direct roles in holding the powerful
accountable.7 This norm is thus closely related to being ‘Responsive to public needs’. ‘Ethical Norm
as a Citizen’ is also a part of ‘Norms’ as a moral code.
Power
Power is exercised to investigate and punish corruption and criminal cases. Effective laws provide the
basis for the fight against corruption. The powers of enforcement against corruption are also necessary.
In the NIS, the Attorney General and the Anti-Corruption Commission are supposed to have such
power to enforce laws against corruption.
Incentive
This refers to incentives such as fair recruitment and promotion for civil servants. Without the fair
recruitment and promotion system, civil servants will not be motivated. An award system is also
proposed in the NIS, as an incentive to promote the NIS
It is noted that incentives could be viewed as a form of power, as provision of incentive can be
coercive: “I will not give something you want if you don’t do this”. However, incentive here means
closed to “to motivate”.
NORM Transparency POWER INCENTIVE
Effective Anti-Corruption Fair Civil Servant System

Accountability Accountability Commission
(Horizontal) (Vertical)
Effective Attorney General Award to good practice
Ethical norm as a Responsive to

citizen public interest
Figure 2-3 Results of Analysis on NIS
The NIS presents policy-level actions, but not the specific actions to be taken by the public sector and
local institutions. For instance, the NIS lists 12 actions to be taken by executive organ and public
administration. They are policy-level actions to be taken by specific public institutions, except
‘Introduction of participatory appraisal system’, ‘Regular submission of income and asset statements
5
Oxford Dictionary
6
Website of Transparency International
7
Website of Transparency International
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Final Report
to specified authorities’, and ‘Introduction of Complaint Management’.
The NIS actions are categorised as short-term, mid-term, and long-term ones. A short-term action is to
be realized in a year, while mid-term and long-term ones are in 3 years and 5 years, respectively. A
short-term action is not a priority one, but one that is relatively easy to take. A few actions are already
being implemented. For instance, ‘Enforcement of Right to Information Act’ has been implemented
since 2009.
(3) Implementation Mechanism of the NIS
The implementation structure of the NIS, stipulated in Section 4.1 of the NIS, is presented in Figure
2-4.
National Integrity Advisory Council [Legend]
(NIAC) ACC: Anti-Corruption Commission
C & AG: Comptroller and Auditor-General
MOE: Ministry of Education
Executive Committee MOPME: Ministry of Primary and Mass Education
MOSW: Ministry of Social Welfare
MOWCA: Ministry of Women and Children Affairs
NGO AB: NGO Affairs Bureau
National Integrity Implementation Unit PSC: Public Service Commission
(NIIU)
State Institution Non-State Institution
Focal Point Workshop

NGO AB,
Ministry of
MOSW,
Commerce MOWCA
Executive Organ and Public Administration,
and Statutory and Constitutional Bodies
Parliament Judiciary
Ministries & Divisions C & AG Political Private
NGOs
Parties Sector
Ethics Committee Ethics Committee
& Focal Point & Focal Point Local
Attorney-
Government
General
Institutions MOE,
Election Commission Ombudsman Ministry of
MOPME Information
& Focal Point & Focal Point
Educational
Family Media
PSC ACC Institutions
& Focal Point & Focal Point
Figure 2-4 Implementation Structure of the NIS
The National Integrity Advisory Council (NIAC), the Executive Committee, and the National Integrity
Implementation Unit (NIIU) are responsible for the overall coordination and monitoring of the NIS.
The NIS identifies 16 stakeholder institutions, which are categorized into state institutions and
non-state institutions. State institutions are broadly divided into 2 groups: 1) the executive organ and
public administration, and statutory and constitutional bodies; and 2) the other institutions including
the Parliament, the Judiciary, the Attorney-General, and local government institutions. For the former
group, the Ethics Committee is formed and the Integrity Focal Point is appointed at each institution.
With respect to the latter, the NIS neither obliges them to form the Ethics Committee nor appoints the
Integrity Focal Point, mainly because they are more independent from the executive organs. Non-state
institutions are not required to institutionalise the Ethics Committee and the Integrity Focal Point.
During the Mission, the Focal Point Workshop was organised three times, i.e., in June, September, and
December 2013. The workshop is expected to serve as an important implementation mechanism that
ensures the linkage among the Executive Committee, the NIIU, and the Ethics Committee.
(a) National Integrity Advisory Council
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Final Report
The NIS stated that a NIAC would be constituted for the implementation of the NIS (Section 4.1). The
constitutions of the NIAC were gazetted on 5 December 2012, and its first meeting was held on 28
March 2013.
According to the gazette of 5 December 2012, the NIAC provides guidance for the implementation of
the NIS and reviews the progress of the NIS. The scope of work of the NIAC is stipulated as follows:
1) Implement, coordinate and supervise the implementation of the NIS

2) Review the practices of the NIS throughout society, and provide necessary guidance
accordingly
3) Approve the work plan for the implementation of the NIS at the national level
4) Recommend revisions to the NIS if necessary
5) Perform the responsibility entrusted by the government
6) Hold at least two meetings a year
The members of the NIAC cover a wide range of stakeholders in society. More specifically, the
members include the Prime Minister as chairperson, cabinet members, parliament members,
representatives of constitutional and statutory bodies, senior government officials, and representatives
of NGOs, the media, and the private sector. The list of NIAC members gazetted on 5 December 2012
is enclosed as Annex 1. The total number of members is approximately 50.
(b) Executive Committee
The constitution of the Executive Committee is stated in Section 4.1 of the NIS. The formation of the
committee was gazetted on 5 December 2012, and its first meeting was held on 3 September 2013.
The Executive Committee will assist the NIAC in performing its duties. The scope of work of the
committee is stipulated in the gazette of 5 December 2012, as follows:
1) Implement, coordinate and supervise the implementation of the NIS

2) Review the practices of the NIS throughout society, and provide necessary guidance
accordingly
3) Approve the work plan for the implementation of the NIS at the national level
4) Recommend revisions to the NIS if necessary
5) Perform the responsibility entrusted by the government
The Executive Committee is headed by the Minister of Finance. The other members of the Executive
Committee include the Minister of Law and Justice, and senior officials from relevant ministries and
constitutional bodies. The list of the members is attached as Annex 2.
(c) National Integrity Implementation Unit
Section 4.2 of the NIS states that the National Integrity Implementation Unit (NIIU) is to be
established and serve as a focal point for coordinating stakeholders, facilitating the implementation of
the NIS, and monitoring and evaluating the implementation status of the NIS. This unit works under
the supervision of the Cabinet Secretary.
Section 4.2 of the NIS identifies the following tasks as the NIIU’s functions.
1) Monitor the progress of the action plans stipulated in the NIS.

2) Collect progress reports from relevant ministries, divisions, organisations, and institutions, and
review and collate all reports.
3) Report the progress to the NIAC for its review and consideration.
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Final Report
4) Communicate all of the NIAC’s decisions and guidance to the ministries and divisions.
5) Engage competent organisations to conduct monitoring and review of integrity issues.
6) Collect NIS-related information.
7) Develop systems and processes for the implementation of the NIS.
8) Help relevant organisations and institutions develop their capacity.
Based on the above functions, the terms of reference (TOR) of the NIIU was discussed and approved
by the first meeting of the Executive Committee. The approved TOR is presented below.
1) Inter-ministerial coordination and monitoring regarding the implementation of the NIS

2) Capacity development activities for the implementation of the NIS
3) Implementation of the GRS, and monitoring of public service delivery
4) Research on the NIS implementation at different ministries and divisions, quality of public
service delivery and administrative reforms, and assist researchers in these areas.
5) Presentation of proposals, recommendations and advice on the NIS at the meetings of the
NIAC and the Executive Committee
6) Performing the responsibilities given by the NIAC and the Executive Committee
The structure of the NIIU was also approved at the first meeting of the Executive Committee.
According to the decisions of the Executive Committee, the unit will be comprised of the sections
under the Administrative Reforms and Implementation Wing and the Central Receive and Complaint
Section under the Administration and Rules Wing. A post of Joint Secretary and a few more posts are
expected to be newly assigned to the unit. After the approval of the Executive Committee, the structure
and TOR of the NIIU are to be gazetted, and the gazetting process is now underway.
The current organisational and budgetary arrangement of the NIIU is described in Section 2.2.1 (2)
and (3).
(d) Ethics Committee and Focal Point
All concerned ministries, divisions, and constitutional and statutory bodies are required to establish an
Ethics Committee. The Cabinet Division issued a letter on 4 April 2013, requesting that all ministries,
divisions, and public institutions establish an Ethics Committee.
The Committee is in principle headed by the Secretary, or top official in each institution, and should be
composed of senior officials. However, the composition of the Committee can vary from institution to
institution, and individual institutions will make this decision on the basis of their own unique
characteristics.
The letter issued by the Cabinet Division suggests the scope of work for the Ethics Committee by
pointing to the TOR of the Ethics Committee of the Cabinet Division. However, it should be noted that
the TOR must be adjusted according to the characteristics of respective institutions. The suggested
TOR in the letter is described as follows:
 Identify success cases and problems in establishing integrity in the institution and its
subordinate offices;
 Formulate a time-bound action plan to resolve the identified problems;
 Select personnel to be responsible for the implementation of the action plan;
 Implement and monitor the action plan for the establishment of integrity in the institution; and
 Submit progress reports on the implementation of the action plan to the NIIU.
One of the members of the committee is nominated to be the Integrity Focal Point for each institution.
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Final Report
The Integrity Focal Point is expected to work as a member-secretary of the Ethics Committee. This
individual also coordinates NIS-related activities within their institutions, and liaisons with the NIIU.
(e) Monitoring and Review System
The NIIU is expected to play a key role in monitoring the implementation status of NIS-related
activities on the part of concerned institutions. According to Section 4.2 of the NIS, ministries,
divisions, and relevant organisations will submit their progress reports to the NIIU, and the NIIU will
collate these and monitor the overall progress. The collated reports are also to be presented to the
NIAC for its review and consideration. The NIIU will then follow up on the decisions, directives and
advice of the NIAC.
In the context of NGOs and the businesses of the private sector, the NGO Affairs Bureau and the
Ministry of Commerce, respectively, are responsible for the monitoring of their activities. According
to Section 4.2 of the NIS, these organisations are required to issue necessary guidelines for setting up
the ‘integrity focal points’ in the NGOs and business establishments.
2.1.2 Other Laws and Policies Related to the NIS
(1) National Development Plan
Currently, the Outline Perspective Plan of Bangladesh 2010-2021, and the Sixth Five Year Plan
FY2011-FY2015, constitute the national development plans of Bangladesh.
Outline Perspective Plan of Bangladesh 2010-2021

The Outline Perspective Plan is the long-term plan published in 2010, presenting the Government of
Bangladesh (GOB)’s development vision, mission, goals, and objectives to be achieved by 2021. The
plan has declared that ‘ensuring effective governance’ is one of the development priorities for the
country. The plan identifies key issues to be addressed to achieve good governance among all
stakeholders in society. In the context of corruption prevention, the following actions are especially
emphasized: 1) establishment of transparency and accountability; 2) formation of a transparent
procurement process; 3) promotion of ethics and values; 4) establishment of an effective Ombudsman;
and 5) improvement to the system of law and order. The Outline Perspective Plan is, therefore,
considered to provide policy rationale for the NIS.
Sixth Five Year Plan FY2011-FY2015

The Sixth Five Year Plan FY2011-FY2015 came into operation in July 2010. The main objective of
the Sixth Five Year Plan is to reduce and ultimately eradicate poverty so that a ‘Sonar Bangla’ is
ensured. It identifies 2 specific paths to achieve this objective: 1) accelerating economic growth and
creating productive employment opportunities; and 2) ensuring distributive justice. The plan also
provides a comprehensive set of strategies to achieve its objective. The strategies cover 6 areas, one of
which is addressing the challenges of good governance. 8 To this end, good governance and corruption
prevention are emphasized in the Sixth Five Year Plan FY 2011-FY2015.
(2) Major Laws and Policies Stated in the NIS
The NIS identifies crucial laws and policies that could bring efficiency to public administration,
8
The Sixth Five Year Plan FY2011-FY2015 covers the following strategic areas: 1) growth and employment; 2) human
resource development; 3) poverty, inclusion and social protection; 4) managing regional disparities for shared growth and
sustained poverty reduction; 5) environment, climate change and disaster management for sustainable development; and 6)
addressing the challenge of good governance, administrative capacity, and monitoring and evaluation.
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Final Report
prevent corruption, and promote integrity. The recent actions undertaken by the GOB related to such
laws and regulations are presented in the NIS as follows:
 Enactment of Public Finance and Budget Management Act 2009;

 Enactment of Public Procurement Act 2006;
 Enactment of Prevention of Money Laundering Act 2012;
 Amendment of Securities and Exchange Commission (Public Issue) Rules 2006;
 Enactment of Anti-Terrorism Act 2009;
 Formulation and operationalisation of Education Policy;
 Formulation and operationalisation of Health Policy;
 Approval of Industrial Policy;
 Enactment of Protection of Consumer Rights Act 2009;
 Enactment of Bangladesh Environment Protection (Amendment) Act 2011;
 Enactment and formulation of National Information and Communication Technology (ICT) Act
2009 and ICT Policy 2009;
 Introduction of e-procurement and e-monitoring in government procurement;
 Promulgation of National Child Labour Elimination Policy 2010;
 Enactment of Right to Information Act 2009;
 Enactment of Domestic Violence (Prevention and Protection) Act 2010;
 Enactment of Pornography Control Act 2012;
 Enactment of Whistle Blowers’ (Protection) Act 2012;
 Enactment of Human Trafficking (Prevention and Control) Act 2012;
 Enactment of Competition Act 2012;
 Enactment of Law and Order Disruption Offence (Speedy Trial) (Amendment) Act 2010; and
 Fifteenth Amendment of the Constitution (2011).
In addition, the enactment, formulation, or implementation of laws and policies are identified as key
actions in the action plans of each institution. Below is a list of such actions.
 Enactment of Civil Service Act

 Proper enforcement of Whistle Blowers’ (Protection) Act
 Establishment of separate agency for investigation of criminal cases
 Enforcement of Adulteration Act
 Preparation of Conduct Rules for the members of the Parliament
 Formulation of act/rules/guidelines for appointment of Judges in the Supreme Court
 Formulation of rules/guidelines for making the Supreme Judicial Council operational
 Formulation of clear definition of ‘contempt of court’
 Promulgation of act/rules/guidelines for the appointment of Commissioners of the Election
Commission and their entitlements
 Promulgation of Attorney Services Act
 Formulation of policy for appointment of Chairperson and members of the Public Service
Commission, and making appointments on the basis of the policy
 Undertaking of legislative measures to make the Office of the Comptroller and Auditor-General
financially, administratively, and technically more autonomous
 Framing of rules and procedures for the Office of the Ombudsman
 Capacity development of the Anti-Corruption Commission by reforming the legal structure and
providing full independence with respect to investigation and prosecution
 Ensuring neutrality and enhancing accountability of the Anti-Corruption Commission
 Clarification of role and jurisdictions of the members of the Parliament and government
officials in the local governments (especially Upazila Parishad)
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Final Report
 Introduction of ‘Local Government Service’

 Enforcement of Competition Act
 Enforcement of Consumer Rights Act
 Enforcement of Right to Information Act
The implementation of these law-related actions is challenging. For instance, the draft Civil Service
Act has been proposed to the Parliament since 2010, but the draft act has not been approved as of
September 2013. Even after the enactment of laws, their enforcement is sometimes problematic.
Government officials, academia, and development partners uniformly pointed out that the enforcement
of laws and regulations is insufficient in Bangladesh. The NIS also recognises the issue of insufficient
enforcement, and stated in Section 2.1.1 (d) that the enactment of new laws and rules and their strict
enforcement are critically important to establish good governance.
2.2 Key Organisations

The Cabinet Division is authorised to supervise public administrative organisations 9 towards the
realisation of the NIS. Some public administrative organisations that supervise state and non-state
institutions are also an important actor for the implementation of NIS. The following section discusses
the functions and organisational structure of the Cabinet Division, the ministries that oversee NGO
affairs, the media, the private sector, and educational institutions, and the division responsible for the
local governments.
2.2.1 Cabinet Division
(1) Overview
Functions of the Cabinet Division

The Cabinet Division performs a wide and comprehensive range of tasks in the public administration
of Bangladesh. It functions as the secretariat of the Cabinet, and is also in charge of the field
administration at the levels of Divisions, Districts, and Upazilas. The major functions of the Cabinet
Division, assigned to the division by the Rule of Business 1996, in particular those related to the NIS,
are summarised below.
 Secretarial work for the Cabinet and its Committees;

 Review of the implementation status of the decisions of the Cabinet and Committees;
 Rules and allocation of businesses among ministries and/or divisions;
 Matters relating to the Anti-Corruption Commission;
 General administration of Divisions, Districts and Upazilas;
 Monitoring of criminal justice;
 Nominations for international and national awards;
 National Implementation Committee for Administrative Reforms/ Reorganisation;
 Liaison with international organisations and matters relating to treaties and agreements with
other countries and world bodies relating to subjects allotted to this division; and
 Inter-Ministerial coordination.
The Cabinet Division has unique functions unlike those of the other ministries and divisions. In
particular, the division has the mandate of inter-ministerial coordination, which enables it to call a
meeting of all ministries and divisions. The division is also unique because it is headed by the Prime
9
In this report, the public administrative organizations include the Ministries and the Divisions, the Comptroller and Auditor
General, the Election Commission, the Ombudsman, the Public Service Commission, and the Anti-Corruption Commission.
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Final Report
Minister.
In the context of the NIS, the Cabinet Division is the core institution within the implementation system
of the NIS. The NIIU is established within this division.
Organisational structure
The Prime Minister heads the Cabinet Division, and the Cabinet Secretary is the administrative head
of this division. The division is comprised of 5 wings: 1) the Cabinet and Report Wing; 2)
Administration and Rules Wing; 3) District and Field Administration Wing; 4) Committee and
Economic Wing; and 5) Administration Reforms and Implementation Wing. Under these wings,
branches headed by the Joint Secretaries or Deputy Secretaries are attached. Sections headed by
Senior Assistant Secretaries are under the branches. The organisational structure of the division is
shown in Table 2-2. The current organisational chart of the division is attached as Annex 3.
Table 2-2 Organisational Structure of the Cabinet Division

Wing Branch Section
Additional Secretary/ Joint Joint Secretary/ Deputy 1. Cabinet Meeting
Secretary (Cabinet and Secretary (Cabinet) 2. Cabinet Decisions Implementation Monitoring
Report) (Supernumerary)
3. Cabinet Decisions Implementation Coordination
(Supernumerary)
Deputy Secretary (Report) 1. Report
2. Record (Supernumerary)
Joint Secretary Joint Secretary/ Deputy 1. Rules (Supernumerary)
(Administration and Rules) Secretary (Rules and Service) 2. Government Formation and Protocol (Supernumerary)
3. Ministers’ Services
Deputy Secretary 1. Establishment
(Administration) 2. Common Service
3. General
4. Confidential and Toshakhana
5. Central Receive and Complaint
6. Administration and Discipline
Deputy Secretary (Planning and 1. Planning and Budget
Budget) 2. Accounts
Joint Secretary (District and Deputy Secretary (District & 1. Field Administration Establishment (Supernumerary)
Field Administration) Field Administration) 2. Field Administration Coordination
3. Field Administration Contact
4.Field Administration Discipline
Joint Secretary/ Deputy 1. District Magistracy Policy
Secretary (District Magistracy) 2. District Magistracy Monitoring (Supernumerary)
Joint Secretary (Committee Deputy Secretary (Committee 1. Committee Affairs
and Economic) and Economics) 2. Procurement and Economics
Additional Secretary /Joint Deputy Secretary 1. Administrative Reform (Supernumerary)
Secretary (Administrative (Administrative Reform and 2. Implementation and Monitoring
Reform and Implementation ) Implementation) 3. Project Assistance Cell
4. NICAR (Supernumerary)
Deputy Secretary 1. Administrative Development
(Administrative Development)
Deputy Secretary (ICT) 1. ICT
Additional Secretary Deputy Secretary (Law) 1. Law Cell
Source: Website of the Cabinet Division, retrieved on 30 July 2013
(2) National Integrity Implementation Unit
The National Integrity Implementation Unit (NIIU) is established within the Cabinet Division. As
described in Section 2.1.1 (3) (c), the NIIU is comprised of the sections under the Administrative
Reforms and Implementation Wing and the Central Receive and Complaint Section. A Joint Secretary
and a few Deputy Secretaries or Senior Assistant Secretaries are expected to be newly assigned to the
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Final Report
unit, although it is still unclear when they will be assigned.
(3) Budget
The total amount of budget FY 2013-2014 of the Cabinet Division is BDT 320 million. However, no
budget is specifically earmarked for the implementation of the NIS. When funds are required for the
implementation of the NIS, such as meetings will be usually funded from the revenue budget
earmarked for capacity development-related supply and services such as training, seminar and
conference. The amount of such budget in FY 2013-2014 is BDT 5.1 million, but its expenditure has
been already pre-determined. Thus the amount that can be actually used for the NIS implementation is
very limited.
2.2.2 Regulatory Ministries and Divisions
To realise the national integrity, NGOs, the media, industrial and commercial organizations in the
private sector, and educational institutions are expected to play an equally important role as much as
public administrative organisations. Such non-state organisations have frequent and direct interaction
with the people, so their level of integrity affects the people directly. Local government bodies also
need to increase their integrity, as they are responsible for delivering public services to the people.
The public administrative organizations, which supervise NGOs, the media, the private sector,
educational institutions, and local governments, are supposed to disseminate the NIS concept to
organisations under their supervision and monitor the NIS-related activities of the organisations. Such
public administrative organizations include the NGO Affairs Bureau, the Ministry of Social Welfare,
the Ministry of Women and Children Affairs, the Ministry of Information, the Ministry of Commerce,
the Ministry of Education, the Ministry of Primary and Mass Education, and the Local Government
Division.
(1) Ministry in Charge of NGO affairs
In the NIS, the NGO Affairs Bureau is mandated to supervise the NGOs’ NIS related activities. The
Ministry of Social Welfare and Ministry of Women and Children Affairs are also supposed to
supervise the NIS related activities of NGOs, although their names are not mentioned in the NIS.
(a) NGO Affairs Bureau
The NGO Affairs Bureau, under the Prime Minister’s Office, supervises NGOs that receive foreign
donations. Those NGOs receiving foreign funds are required to register with the NGO Affairs
Bureau.10 As of 4 July 2013, 2,243 NGOs are registered. 11
According to the NIS, the NGO Affairs Bureau is responsible for expanding the extent of cooperation
between the government and the NGOs to implement the NIS. In the first National Integrity Advisor
Council meeting, held on 28 March 2013, the decision was made that the Bureau takes responsibility
to develop a guideline to facilitate NGOs’ NIS activities. 12 In the NIS, the following are identified as
key challenges of NGOs.
 Management of NGO activities within the relevant legal frames

 Ensuring a non-partisan role of the civil society
10
President’s Secretariat Public Division (1978). Article 3.
11
NGO Affairs Bureau (2013a).
12
Minutes of the First Meeting of the National Integrity Advisory Council (unofficial translation, 2013).
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Final Report
 Enhancing accountability of NGOs

 Establishment of an effective system for monitoring the activities of NGOs, including their
income, expenditure, programmes, action plans, and ensuring their public disclosure
 Curtailment of bureaucratic intricacies with regard to NGO programmes and facilitating their
activities
(b) Ministry of Social Welfare
The key mandate of the Ministry of Social Welfare is to support people with disabilities through
education and training. 13 The ministry also provides social welfare to children and women, such as
allowance to widows.
The ministry supervises NGOs that work in areas relating to the mandate of the ministry, such as
poverty reduction and empowerment of disadvantaged people 14 and that do not receive funding from
foreign donors. The NIAC requests the ministry to review and monitor the activities and integrity of
those NGOs.15
(c) Ministry of Women and Children Affairs
The Ministry of Women and Children Affairs is responsible for the welfare of women and children,
such as the promotion of the legal and social rights of women and children and the protection of these
people from violence. 16 The ministry is also responsible for raising awareness on such issues.
The ministry supervises NGOs that work in the area of women and children affairs and that do not
receive funding from foreign donors. Similar to the Ministry of Social Welfare, this ministry reviews
and monitors the activities and integrity of the NGOs supervised by the ministry.17
(2) Ministry in Charge of the Media
The Ministry of Information oversees media activities through the enforcement of media-related
regulations. 18 The ministry is also responsible for public relations on government policies and
activities.
In the NIS, the Ministry of Information is expected to help the media establish itself as a free,
accountable and unbiased one that reflects the voice of the people. The ministry is also responsible for
preparing a NIS implementation guideline for the media, including a standard editorial policy and a
code of conduct for journalists. In addition, the ministry is to enforce the Right To Information Act.
The media is one of the important actors in enhancing the transparency and accountability of the
government. Meanwhile, there are several concerns on the media itself, such as publication of biased
and false information because of the lack of neutrality and professionalism. The NIS has identified the
following challenges regarding the media.
 Accessing information using the Right To Information Act of 2009

 Making the Press Council pro-active in redressing the misuse of press freedom
13
Cabinet Division (2012)
14
Interview with the Ministry of Social Welfare on 8 July 2013.
15
Minutes of the First Meeting of the National Integrity Advisory Council (unofficial translation, 2013)
16
17
Minutes of the First Meeting of the National Integrity Advisory Council (unofficial translation, 2013)
18
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Final Report
 Promotion of the media free from personal bias and narrow business and partisan interests
 Formulation of a Code of Conduct for journalists and compliance with it
 Ensuring safety and security of journalists
(3) Ministry in Charge of the Private Sector
The Ministry of Commerce supervises commercial activities in the private sector through the
enforcement of rules and regulations. 19 The ministry also supervises business organizations, such as
Chambers of Commerce and Price Advising Boards.
From the viewpoint of implementing the NIS, the ministry must ensure compliance in business
activities, such as the enforcement of the Competition Act to address business collusions. It is also the
responsibility of the ministry to ensure the protection of workers and consumers. To facilitate the
implementation of the NIS, the ministry is required to prepare a NIS guideline for the private sector.
Despite the significance of the commercial private sector in providing services and welfare to people,
there are concerns about its activities. The following challenges have been identified by the NIS with
regard to the private sector.
 Addressing the loan-default problem

 Promotion of corporate governance
 Awarding of performance-based fair salary and wages to employees
 Proper enforcement of the laws on consumer rights and bankruptcy
 Prevention of collusive practices in business by enforcing the Competition Act
 Promotion of a culture of self-control by Chambers and Associations
(4) Ministry in Charge of Educational Institutions
The Ministry of Education is responsible for secondary and higher education as well as Madrasah
education, while the Ministry of Primary and Mass Education is responsible for both primary
education and mass education, including mass literacy programmes and non-formal education.20 Both
ministries are responsible to formulate educational policy, including development of curricula.
The NIS requests both ministries to support the establishment of educational and religion-based
institutions as a sustainable way for promotion of morality. One of the main roles of these ministries is
to introduce a curriculum teaching moral and ethical values in the respective schools. The Ministry of
Education introduced a curriculum on moral education in the secondary schools in January 2013.21
To achieve a society embodying the NIS, the education of young generations in moral and ethical
values is of tremendous importance. It is the role of educational institutions to provide programmes
that teach these moral and ethical values to students. The NIS identifies key challenges in educational
institutions as follows.
 Effective social supervision of the institutions

 Playing a more pro-active role by the educational and religious faith-based institutions
 Provision of adequate materials and resources with supportive educational pedagogy
19
20
21
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Final Report
(5) Local Government Division
The Local Government Division, under the Ministry of Local Government, Rural Development, and
Co-operatives, administrates local governments, in terms of financing, regulation and inspection of
these local authorities. From the viewpoint of the NIS, the Division is expected to take initiative for
achieving transparent, accountable, self-reliant, and responsive local governments.
The NIS expects local governments to promote effective coordination among the development
interventions of the Government and the NGOs and local initiatives, which can make an immense
contribution to the economic and social development of the country. On the other hand, the activities
of local governments are highly dependent on the allocation by the central government, such as
finance for projects and the capacity of officials in the local governments is considered insufficient to
carry out their responsibilities. 22 In the NIS, the following challenges are identified with regard to the
local governments.
 Upgrading the standards of services provided at the local level

 Improvement of the accountability system of public representatives and employees of the local
governments
 Capacity development of employees of the local governments
 Increasing allocation of resources in consideration of socio-economic and geographical realities
 Identification of the focal point of rural local governments
 Decentralisation of roles and responsibilities
 Strengthening of local governments by increasing allocation of funds and expanding their
tax-base
2.3 Relevant Projects

2.3.1 Projects Supported by Development Partners
Development Partners (DPs) have supported the GOB’s efforts to realise good governance for many
years. This section summarises the recent initiatives of respective DPs’ initiatives.
(1) Governance Working Group of the Local Consultative Group
The Local Consultative Group (LCG) is established as a platform for dialogue on development issues
between the GOB and DPs, and to coordinate their initiatives. There are 18 working groups to
facilitate in-depth dialogue and collaboration on specific sectors or thematic areas. In relation to the
governance sector, the Governance Working Group was set up, and is currently co-chaired by the
Additional Secretary of the Cabinet Division, and the First Counsellor, Development Cooperation, of
the European Union (EU).
During the contract period of the Mission, the LCG Governance Working Group met twice. In the first
meeting, held on 16 June, the Cabinet Division presented the implementation strategy of the NIS. The
presentation included actions undertaken to date, challenges in implementing the NIS, and activities to
be undertaken in the future. DPs in general showed strong and favourable interests in the
implementation strategy, particularly the roadmap of the NIS implementation. The second meeting
was held on 12 December to present the progress of the task teams established under the Governance
Working Group was presented. The Cabinet Division did not attend the meeting.
22
The GOB (2012) p37
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The NIS matters will be discussed in the future Governance Working Group Meetings by key DPs and
GOB stakeholders in the governance sector, as the NIS is a comprehensive governance strategy that
involves many stakeholders. It is critical for JICA’s next assistance for the NIS implementation to
exchange views and share information among the members of the Working Group.
(2) Overview of the Initiatives of Development Partners
Many DPs assist the GOB to realise good governance. In the context of the NIS, among others, the
ADB, United Nations Development Programme (UNDP), World Bank, European Union (EU), Canada,
Department for International Development (DFID) of the United Kingdom, Deutsche Gesellschaft für
Internationale Zusammenarbeit (GIZ), and United States Agency for International Development
(USAID) are considered as key actors. All of these DPs, in their strategies of development assistance
to Bangladesh, put priority on the governance sector. Assistance strategies and initiatives of these DPs
are outlined below. To have an overview of these DPs’ initiatives, the Mission developed a matrix on
the DPs’ initiatives in the area of governance.
The thematic areas of the matrix were selected based on the Mission’s observations on the DPs’ recent
and ongoing initiatives, analysis on the NIS contents, and documents such as JICA (2004). The
selected thematic areas are as follows: 1) administrative reform and function improvement; 2) public
financial management; 3) legal institutions; 4) anti-corruption; 5) democratic institutions; 6)
parliament and political institutions, and 7) local governance. Specific issues to be covered by these
thematic areas are presented in Table 2-3.
Table 2-3 Thematic Areas and Specific Issues Covered by the DPs’ Initiative Matrix
Thematic area Specific issues
Administrative reform and  Public administration reform and civil service reform
function improvement  Improvement of administrative functions
 Capacity development of public administration
 Right to information
 E-government, and ICT
Public financial management  Fiscal management
 Public expenditure management
 Audit system improvement
 Tax collection and management
Legal institutions  Development of legal institutions
 Judicial reform
 Access to Justice
Anti-corruption  Prevention of corruption
 Criminal justice and police
Parliament and Political  Strengthening of parliamentary system
institutions  Capacity development of political parties
Democratic institutions  Fair election
 People’s participation
 Civil society support
 Human rights
Local governance  Decentralisation
 Local governance system improvement
 Capacity development of local government institutions
The summary of the matrix is presented in Table 2-4. The full matrix is enclosed as Annex 4.
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Table 2-4 Summary of the Development Partners’ Initiatives Matrix

Administrative
Public Parliament/
reform & Legal Anti- Democratic Local
financial Political
function institutions corruption institutions Governance
management institutions
improvement
ADB ✓ ✓ ✓ ✓ ✓
UNDP ✓ ✓ ✓ ✓ ✓
WB ✓ ✓ ✓ ✓ ✓ ✓ ✓
EU ✓ ✓ ✓ ✓
Canada ✓ ✓ ✓ ✓
DFID ✓ ✓ ✓ ✓ ✓ ✓
GIZ ✓ ✓ ✓
JICA ✓ ✓ ✓
USAID ✓ ✓ ✓ ✓
Note 1: ‘✓’ indicates that DP supports one or more initiatives in the thematic area.
Note 2: The table lists mostly initiatives that are ongoing. However, it also includes some initiatives in pipeline and those
completed in 2012.
As observed in Table 2-4, DPs’ initiatives as a whole cover all the thematic areas of governance. Thus
DPs as a whole provide well-balanced assistance to the governance sector of Bangladesh.
Although Table 2-4 does not show the number of initiatives and their actual investment amount, it is
observed that DPs focus on administrative reform and function improvement, public financial
management, legal institutions, and local governance. On the other hand, the numbers of DPs’
initiatives related to parliamentary affairs and anti-corruption measures are relatively small.
With respect to focused areas, DPs have their own strategic areas. However, in general, the World
Bank, DFID, UNDP, EU and USAID cover wider areas, while Canada, GIZ, and JICA focus on
specific ones.
The summary of the key projects and programs in the context of the NIS are attached as Annex 5.
(3) Initiatives by Individual Development Partners
As stated, the ADB, UNDP, World Bank, EU, Canada, DFID, GIZ, and USAID are considered as key
actors in the governance sector in Bangladesh. This section outlines assistance strategies and major
initiatives of these DPs.
(a) Asian Development Bank (ADB)
Assistance strategy
The Country Partnership Strategy (CPS) 2011–2015 provides the development assistance strategy for
five years in Bangladesh. The CPS 2011–2015 defines ‘Good governance and capacity development’
as one of the key strategic areas to address in 2011–2015. It states that the ADB will keep providing
support to strengthen the anticorruption institutional system; facilitate e-governance services;
strengthen public financial management; develop capacity for planning, policy-making and
procurement; deepen and accelerate policy and institutional reforms to improve the environment for
foreign direct investment; separate regulation functions, and policy-making and implementation. It
will also enhance the capacity of the government agencies to prepare and manage projects. Thus,
support to good governance is one of the prioritized areas of the ADB’s operation.
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The ADB has addressed a wide range of governance issues mainly through the Good Governance
Program. However, after the completion of the program, the ADB will shift its focus on e-governance,
including grievance redress system and land digitisation, according to the Public Management
Specialist of the ADB Bangladesh Office.
Specific programs and projects

The recent and ongoing programs and projects in the governance sector supported by the ADB are
listed below. Overviews of these programs and projects are enclosed as Annex 5.
 Good Governance Program

 Strengthening Governance Management Project
 Improving Public Administration and Services Delivery through e-Solutions
 Strengthening Public Financial Management through Improved Fixed Asset Management
 Second Urban Governance and Infrastructure Improvement Project (UGIIP-2)
Among the projects and programs listed above, the Good Governance Program is considered a key
initiative in the context of the NIS. Under the program, the formulation and implementation of the NIS
is identified as one of the policy actions that the GOB is required to implement.
(b) United Nations Development Programme (UNDP)
Assistance strategy
The development foci of UNDP in Bangladesh, according to the website of the UNDP, can be
identified as follows: 1) democratic governance and human rights; 2) sustainable environmental and
energy management; 3) economic growth and poverty alleviation; 4) reduction of social and economic
vulnerability; 5) gender equality and the advancement of women. Under the area of democratic
governance, a wide range of issues including the following have been addressed: electoral reform;
access to justice; human rights and human security; public administration; anti-corruption; and capacity
development of democratic institutions. UNDP also provides assistance on local governance such as
service delivery improvement. Meanwhile, it does not implement projects and programs in the area of
public financial management.

The recent and ongoing programs and projects in the governance sector supported by UNDP are listed
below. Overviews of these programs and projects are enclosed as Annex 5.
 Civil Service Change Management Programme

 Police Reform Programme Phase 2
 Access to Information- Phase 2 (A2I)
 Promoting Access to Justice and Human Rights in Bangladesh (A2J)
 Activating Village Courts Project in Bangladesh
 Judicial Strengthening (JUST)
 Justice Sector Facility
 Construction of Server Stations for Electoral Database (CSSED)
 Strengthening Election Management in Bangladesh
 Bangladesh National Human Rights Commission Capacity Development
 Improving Democracy through Parliamentary Development
 Local Governance Support Project - Learning and Innovation Component (LGSP-LIC)
 Union Parishad Governance Project (UPGP)
 Upazila Governance Project (UZGP)
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(c) World Bank
Assistance Strategy
The Country Assistance Strategy 2011–2014 identifies 4 strategic objectives of the World Bank’s
assistance: accelerated growth, sustainable growth, inclusive growth, and stronger governance. To
strengthen governance, the World Bank selectively focuses on the areas where sufficient political
commitment to achieve concrete results is ensured. The focused areas include public administration
and finance management, and local governance improvement.
The overall strategic objective on stronger governance is ‘Enhance Accountability and Promote
Inclusion’. Under this strategic objective, 4 outcomes are identified: 1) increased effectiveness and
efficiency of public resource use; 2) enhanced transparency and accessibility of public services
through information technology; 3) increased effectiveness of public service delivery at the local level;
and 4) expanded participation in local development and women’s economic empowerment.

The recent and ongoing programs and projects in the governance sector supported by the World Bank
are listed below. Overviews of these programs and projects are enclosed as Annex 5.
 Enabling Open Government Programme (EOGP)

 Strengthening Public Expenditure Management Program (SPEMP)
 Public Procurement Reform Project Phase 2 (PPRP-2)
 Joint Technical Assistance Program in Bangladesh (JOTAP)
 Building Capacity for Compliance with Anti-Corruption Standards using Anti-Money
Laundering Tools
 Identification System for Enhancing Access to Services Project (IDEA)
 Local Government Support Project (LGSP)
 Municipal Governance Services Project (MGSP)
(d) European Union (EU)
Assistance strategy
The Bangladesh - European Community Country Strategy Paper for the period 2007–2013 identifies 3
focal areas of the EU’s assistance to Bangladesh: 1) human and social development; 2) good
governance and human rights; and 3) economic and trade development. In addition, food security and
environment/disaster preparedness are identified as priority strategic areas.
In the context of governance and human rights, the EU overall aims to contribute to poverty reduction,
strengthening of democratic values, and reinforcement of a more equitable society. To achieve these, 2
specific objectives are stated: 1) increase the effectiveness of public institutions, and 2) improve
security and access to justice for the poor. Specific approaches mentioned in the Strategy include
public administration and sector management including support for public financial management
reform and for improved service delivery; the reform of the judiciary; the police and the prison
service; the creation of governance institutions such as Human Rights Commission and Ombudsman;
and continued support for the decentralisation process to enhance more effective local governance.
Regarding the next strategic areas from 2014, the programme manager of the Governance and Human
Rights Section at the EU Bangladesh Office has stated in an interview that the EU will keep focusing
on the current specific objectives, i.e., improvement of public institutions and access to justice for the
poor.
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The recent and ongoing programs and projects in the governance sector supported by the EU are listed
 Access to Land: Strengthening Access to Land and Property Rights to all Citizens of
Bangladesh
 Activating Village Courts in Bangladesh
 Strengthening Election Management in Bangladesh (SEMB)
 Transparency for Human Rights in Bangladesh (THR)
 Local Governance Support Project-learning and innovation component (LGSP-LIC)
 Local Governance and Decentralization Programme for Union Parishads and Upazila Parishads
(e) Canada
Assistance strategy
Canada selected Bangladesh as a country of focus in 2009, as part of Canada’s new aid effectiveness
agenda. Two main objectives of Canada’s development assistance in Bangladesh are as follows: 1)
children and youth; and 2) economic growth. Apart from these two strategic foci, Canada identifies 3
crosscutting themes which will be integrated in all of its programs and policies: 1) increasing
environmental sustainability; 2) advancing equality between women and men; and 3) helping to
strengthen governance institutions and practices.
In the governance sector, Canada has recently provided assistance in the field of public financial
management, legal reform, and democracy promotion. According to the Deputy Director,
Development (Planning) of the Canada High Commission in Bangladesh, Canada will focus more on
public financial management in the near future.

The recent and ongoing programs and projects in the governance sector supported by Canada are listed
 Strengthening Comptrollership and Oversight of Public Expenditure

 Legal Reform
 Parliamentary and Media Support
(f) UK Department for International Development (DFID)
Assistance strategy
The Operational Plan 2011–2015 of the DFID in Bangladesh, updated in June 2013, identifies the
following 5 strategic priorities.
 Strengthen the capability and resilience of Bangladesh. Support inclusive political settlements
and democratic process by enhancing elected representatives’ capacity, supporting elections,
and strengthening the capacity of the society to have government officials more accountable.
Strengthen core functions of the GOB such as public financial management, civil service
administration, and the justice sector.
 Foster an improved economic climate to enhance public service delivery and public safety, and
to increase employment and wealth creation opportunities.
 Provide significantly more support for basic social services, in particular to improve maternal
health and primary education attainment.
 Strengthen people’s ability and opportunity to earn, to improve their quality of life, to
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Final Report
participate in decision making, and to increase their resilience to natural disaster and climate
change.
 Expand programmes to strengthen the enabling environment for the private sector and
economic growth, and support Bangladesh’s competitiveness as a destination for international
investment. At the household level, increase access to credit and to markets. Strengthen the
labour market through skills development.
As indicated above, supporting the governance sector is one of the priority areas of the DFID in
Bangladesh. Its focus lies in capacity enhancement of political representatives and government
officials, strengthening of public financial management, support to election, and strengthening of the
justice sector.

The recent and ongoing programs and projects in the governance sector supported by the DFID are
 Public Service Capacity Building Programme- Management At The Top (MATT-2)

 Tax Administration - Compliance and Taxpayer Services (TACTS)
 Safety and Justice
 Access to Justice through Paralegal and Restorative Justice Services in Bangladesh
 Justice Sector Facility
 Joint Technical Assistance Programme for Bangladesh
 Paribartan- Driving Change Project
 Rights and Governance Challenge Fund
 Strengthening Political Participation in Bangladesh
The current focus areas of the DFID are access to justice and anti-corruption. Initiatives for
administrative function improvement like MATT-2 are not planned for the moment.
(g) Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)
Assistance strategy
Three (3) priorities are identified until the end of 2013 in the operation of GIZ in Bangladesh: 1)
energy efficiency and renewable energies; 2) rule of law, justice and local good governance; and 3)
health. According to the GIZ website, as of 2014, the focus will shift to 1) energy efficiency and
renewable energies; 2) rule of law/justice; and 3) adaptation to climate change in urban areas. With
respect to the governance sector, rule of law and justice will be more prioritised, whilst local
governance will be less prioritised.

The recent and ongoing programs and projects in the governance sector supported by GIZ are listed
 Justice Reform and Corruption Prevention

 Access to Justice through Paralegal and Restorative Justice Services
 Good governance in urban areas
GIZ is currently conducting the Rule of Law Program, under which the Justice Reform and Corruption
Prevention Project is ongoing. As part of the project, GIZ is interested in helping the Anti-Corruption
Commission (ACC) perform its actions stipulated in the NIS. Such actions include ‘undertaking
initiatives for raising awareness among government organisations, businesses, civil society and media
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Final Report
on corruption’, ‘implementation of training programmes and other activities for capacity development
of Commission and its personnel’, and others.
(h) United States Agency for International Development (USAID)
Assistance strategy
The Country Development Cooperation Strategy (CDCS) for Bangladesh 2011–2016 identifies 4
development objectives: 1) citizen confidence in governance institutions increased; 2) food security
improved; 3) health status improved; and 4) responsiveness to climate change improved.
To increase citizen confidence in key governance institutions, the CDCS presents the following four
intermediate results and their concerned sub-intermediate results.
1) Strengthened political processes: improved legislative deliberation process in national

decision making, improved electoral processes, and more responsive political parties.
2) Greater accountability and transparency in public institutions: strengthened capacity of
public institutions, and enabling legal environment for greater oversight of government
functions.
3) Improved access to justice: improved delivery of legal aid in the justice sector, and increased
self-governance of the judiciary to better serve the public.
4) More responsive elected local government: expanded role and authority of elected local
government, and increased ability of elected local government to effectively deliver services.

The recent and ongoing programs and projects in the governance sector supported by USAID are
 Access to Information- Phase 2

 Community-Based Policing
 Workers’ Rights Protected and International Labour Standards
 Protecting Human Rights
 Promoting Democratic Institutions and Practices
 Democratic Participation and Reform in Bangladesh
 Strengthening Democratic Local Governance
USAID has been assisting a wide range of areas in the governance sector, particularly anti-corruption,
judicial services, election, parliament affairs, and local governance. It also puts considerable emphasis
on civil society and human rights. On the other hand, initiatives to improve administrative functions
are relatively less prioritised so far.
2.3.2 Projects Supported by JICA
(1) JICA’s Assistance Strategy
Japan’s Country Assistance Program for Bangladesh, formulated by the Japanese Ministry of Foreign
Affairs in 2012, lists the following priorities for Japan’s Official Development Assistance to
Bangladesh: 1) increase the pace of economic development to ensure Bangladesh becomes a
middle-income country that benefits all people; and 2) address social vulnerability. Enhancing the
capacity of public administration is regarded as a key component for overcoming social vulnerability.
In line with the Country Assistance Program, JICA has introduced a new cooperation program, titled
the ‘Administrative Capacity Improvement Program’. Its goal is to improve the nation’s public service
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in terms of quality and quantity at both the central and local levels. Under this program, technical
cooperation projects, loan projects, the dispatch of Japanese experts and volunteers, and development
studies have been conducted to achieve such goal. Figure 2-5 shows the image of JICA’s assistance
towards administrative capacity improvement.
Improve the nation's public service in terms of quality

and quantity, and at both the centralised and local levels.
Cabinet Division Ministries ,

Deaprtments
Improving development budget
NIS Suppport management
Divisions, Districts City Cooperation

Improving urban governance
and infrastrcturedevelopment
Upazila Paurshava
Increasing accountability through TQM Strengthening public
administration capacity
Trust building through the
Link Model
Union
Figure 2-5 Image of JICA’s Cooperation towards Administrative Capacity Improvement
(2) Major JICA Assistance in the Field of Governance
Some of JICA’s assistance projects in the field of governance are listed below.
JICA Technical Cooperation ‘Participatory Rural Development Project (Phase II)’

Project Period June 2005 to May 2010
Target Area Kalihati Upazila in Tangail District
2 unions in Titash Upazila, Comilla District
2 unions in Meherpur Sadar Upazila, Meherpur District
Implementing Bangladesh Rural Development Board (BRDB), under Rural Development &
Agency Cooperatives Division, Ministry of Local Government Rural Development &
Co-operatives
Project Purpose Link Model* functions in the project area and the extending system of the Link Model is
established.
* A framework to incorporate the needs of rural population in the process of development
by linking villages and local government institutions concerning rural development.
Output (1) Union Development Officers (UDOs) and Organizers, responsible for overall
coordination at Union Coordination Committee (UCC), are institutionalized in
BRDB.
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(2) UCC functions as a platform to facilitate overall coordination among Upazila, Union,
and Villages.
(3) Village Committee (VC) functions as an organization to ensure villagers’
participation in rural development process in order to contribute to the improvement
of the villagers’ quality of life.
(4) The operational system of the Link Model is established in BRDB.
(5) The system of human resource development, aiming at the UDOs, Organizers, VC
members, staffs or concerned rural development department / agencies,
representatives of local government bodies and NGO staffs, is established and
enhanced.
Source: JICA website
Note: Project activities are maintained by JICA overseas volunteers after the project period.
JICA Overseas Cooperation Volunteers

Project Period Continuous
Target Area Dhaka, Tangail District, Meherpur District, Jessore District, Dinajpur District, Comilla
District, Kishorgonji District, and Rangpur District (as of July 2013)
Implementing BRDB and the Local Government Division
Agency
Purpose To activate the Union Development Coordination Committee and promote the Link Model
Source: JICA Bangladesh Office
JICA Technical Cooperation ‘Project for Improving Public Services through Total Quality
Management’
Project Period February 2012 to January 2017
Target Area 7 Upazilas
Implementing Bangladesh Public Administration Training Centre
Agency
Project Purpose The mechanism of sustainably promoting Work Improvement Teams and Work
Improvement Projects at the Upazila level based on Total Quality Management (TQM)
training is established.
Output (1) Mechanism for sustainable improvement and extension of TQM training by
Bangladesh Public Administration Training Centre and partner institutes is developed.
(2) Mechanism for supporting Work Improvement Projects at the Upazila level is
developed.
(3) Bangladesh Public Administration Training Centre’s capacity for analysing
accumulating case information on Work Improvement Projects is enhanced.
(4) Frameworks for contributing to policy making and institutionalization for promoting
TQM training and Work Improvement Project are established.
Source: JICA
JICA Technical Cooperation ‘Project for Developing Inclusive City Government for City
Corporations’
Project Period October 2012 to December 2013
Target Area Comilla City Corporation, Narayanganj City Corporation, Rangpur City Corporation,
expected City Corporation area of Gazipur, and Chittagong
Implementing Local Government Division, Ministry of Local Government, Rural Development, &
Agency Cooperatives
Project Purpose A framework for the improvement of urban governance and infrastructure development in
order to achieve the concept of ‘Inclusive City Government’ is established.
Output (1) Infrastructure development plan for the 4 target City Corporations.
(2) Fiscal and administrative reform program for the targeted 4 City Corporations.
(3) Institutional structure reform program to realize the functions necessary for ‘Inclusive
City Government’ for the targeted 4 City Corporations.
(4) Accumulation of planning practices in the targeted 4 City Corporations.
Source: JICA
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Dispatch of Expert ‘Advisor for Local Governance’

Project Period November 2012 to October 2014
Target Area Whole area of Bangladesh
Implementing Local Government Division, Ministry of Local Government, Rural Development, &
Agency Cooperatives
Project Purpose Public administration capacity at the centralized and local levels is strengthened and local
autonomy system that suits the condition of Bangladesh is established by improving the
system of participatory planning and enhancing the capacity of local administration.
Source: JICA
JICA Loan Project ‘Northern Bangladesh Integrated Development Project’

Project Period June 2013 to May 2019
Target Area Rangpur Division, Northern area of Dhaka Division
Implementing Local Government Division, Ministry of Local Government, Rural Development &
Agency Cooperatives
Project Purpose Extend access to rural and urban infrastructures and services, and improve urban
governance in the northern region of Bangladesh
Output There are 2 major components: Component 1 (rural infrastructure development); and
Component 2 (urban infrastructure and governance improvement). These primary
components are supported by Component 3 (project implementation support) and
Component 4 (project administration support). In addition, technical assistance for local
governance improvement is provided.
Source: Preparatory Survey on the Northern Region Rural Development and Local Governance Improvement Project, JICA
and IC Net Ltd (2012)
(Planned) JICA Paurshava Technical Cooperation Project

Project Period From 2013 to 2017
Target Area
Implementing Local Government Division, Ministry of Local Government, Rural Development &
Agency Cooperatives
Project Purpose The system is established to strengthen public administration capacity of Paurshava
Output (1) Strategy for strengthening public administration capacity of Paurshava is developed
by the Local Government Division and implementation system is established.
(2) Training tools and platform are developed to strengthen practical capacity among the
Paurshava officials.
(3) Capacity of public administration is enhanced in the pilot Paurshava.
Source: JICA
(Planned) JICA Technical Cooperation ‘Project for Improvement of Public Investment Management ‘
Project Period From 2014 to 2016
Target Area Whole area of the country
Implementing Planning Commission
Agency
Project Purpose Public investment projects are well-managed under the improved annual development
programme framework.
Output (1) The process for the formulation and approval of public investment projects is
streamlined.
(2) The annual development programme is modified so that strategic features are
incorporated.
(3) The result-based monitoring and evaluation of projects in the annual development
programme are strengthened.
Source: Fact Finding Study on Public Investment Management in Bangladesh, JICA and IC Net Ltd (2012)
The significance of JICA assistance in the governance sector can be summarized in the following y
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points:
 Being close to people by focusing on the Upazilas, Unions, City Corporations, and Paurashavas.
This is similar to the idea of being ‘Responsive to people’s demands’ in NIS as mentioned in
Chapter 2-1-1(2).
 Promoting interaction among civil servants, citizens, and representatives of NGOs and the
private sector. Such interaction is important for increasing vertical accountability, which is one
of the components of the NIS.
 Enhancing the capacity of civil servants, especially in planning, implementation and
monitoring, and evaluation. This is necessary to secure horizontal accountability, which is also
a component of the NIS.
(3) JICA Assistance and the NIS
The matrix below shows the linkages between JICA assistance and the NIS. The content of JICA
assistance has been supporting the establishment of ‘Norms’, specifically those of ‘Transparency’,
‘Accountability (horizontal and vertical)’, and being ‘Responsive to people’s demands’ at the Upazila,
Union, City Corporation, and Paurashava levels. In contrast, the NIS mainly addresses interventions to
be taken by all state and non-state institutions at the central level. It can be concluded that the JICA
assistance mainly promotes integrity at the local level and thus complements the NIS.
Ministry/Division District Upazila Union City Cooperation Paurshava
JICA Link Model

Transparency JICA Paurshava
JICA Northern
Development
JICA PIM JICA TQM Project JICA City
Accountability (Horizontal) Cooperation
NORM Accountability (Vertical)
Responsive to public interest
Ethical norm as a citizen
POWER
Fair performance evaluation

INCENTIVE and promotion
Award system
Figure 2-6 Coverage Areas of NIS and JICA Assistance
The NIS identifies mainly policy-level activities and does not describe much activity to be taken by
staff members of the public sector and local institutions. Some staff members from these institutions
may feel that they do not know what to do, although they think the concept of the NIS is important.
The NIIU needs to instruct the staff members of public administrative organisations as to ‘what kind
of activities they can conduct to promote integrity at their environment’. Such a bottom-up approach is
to be taken to promote the NIS effectively.
Box 1 shows ideas from a bottom-up approach taken by a JICA technical cooperation project. The
implication of the project is that staff members of public administrative organisations are eager to
improve their work if it is allowed. They can be proactive, instead of waiting for instructions from
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their superiors. Such approach is also adopted by the successor project, ‘JICA for Improving Public
Services through Total Quality Management’, as the approach was found effective. Experience of the
JICA technical cooperation project has some implications on the implementation of the NIS: how to
motivate and move staff members of public administrative organisations towards the realisation of the
NIS. The staff members would start considering how their work can be improved, if they were given
an opportunity.
Box 1: JICA technical cooperation project ‘Project for Enhancing the Capacity of Public Service
Training in Bangladesh’ (2007–2010)
Motivation behind the project

The motivation behind the project is a question ‘Why does good public policy result in the poor delivery
of public service?’ To change such a situation, the project adopted a TQM approach.
What is TQM?
TQM is an approach widely used in Japan and the U.S., aiming to continuously improve the quality of
products and processes. Quality of products and processes is the responsibility of everyone involved
with the creation or consumption of the products or services, so it requires the involvement of
management, workforce, suppliers, and customers, to meet or exceed customer expectations.
Significance of TQM
TQM is a bottom-up approach because the starting point for improving the quality of service delivery is
listening to the voice of the client.
Implication of TQM to the public sector

A TQM approach can raise the bar for organisational effectiveness, increase officer efficiency, and
improve public service delivery to clients.
Activities
The project has been practiced by following the PDCA (Plan-Do-Check-Action) cycle – that is plan, do,
check, and action, to attain objectives. The plan phase is the planning activities, the do phase is the
implementation of the plan, the check phase is monitoring the results of implementation, and action
phase is making organisational adjustments.
The project has created work improvement teams (WIT) within government agencies to ensure effective
and efficient methods of involving employees. The WIT normally consists of 3 -12 civil servants from
the same or related work unit. Results of their work are reported to the higher administrative level.
To mobilize the members of the WIT, the project has adopted the ‘Kaizen’ method, a Japanese word
meaning continuous improvement, to improve the quality of public service delivery. ‘Kaizen’ consists
of several steps: 1) Visualisation of work; 2) Theme selection; 3) Confirm desired situation; grasp
current situation; 4) Analyse gaps and set target; 5) Analyse root causes; 6) Propose strategies, 7)
implement strategies, 8) Confirm effects; 9) Standardisation; and 10) Review.
Reference: Bangladesh Public Administration Training Centre and JICA Project for Enhancing the Capacity of Public
Service Training in Bangladesh (2009)
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3 Current Situations and Key Issues of the NIS
3.1 Implementation of the NIS

The implementation of the NIS began in October 2012. Many actions are ongoing for the
dissemination and implementation of the NIS. The implementation status of the NIS varies
significantly depending on the institution because the concept of the NIS is relatively new to all the
stakeholders. The public administrative organisations are currently taking initiatives to implement the
NIS, whilst non-state institutions are considered to be lagging behind.
The Cabinet Secretary suggested, in the first series of the Focal Point Workshops, that the public
administrative organisations shall play a leading role in implementing the NIS. He also pointed out
that the initiatives by the public administrative organisations will help create a favourable environment
in which the judiciary, political parties, the private sector, NGOs, and all the other stakeholders will
proactively take part in the NIS. In other words, if the public administrative organisations executive
organisations actively implement the NIS, the remaining parties will follow them. This is the basic
approach of the Cabinet Division to the NIS, and the JICA Mission’s assistance is in line with the
approach.
3.1.1 Establishment of Implementation Structure
The implementation structure of the NIS consists of the National Integrity Advisory Council (NIAC),
the Executive Committee, the National Integrity Implementation Unit (NIIU), and the Ethics
Committees at each stakeholder institution. The Focal Point Workshop is also considered an important
mechanism. The current status of these implementation mechanisms is described below.
(1) National Integrity Advisory Council (NIAC)
The first meeting of the NIAC was held on 28 March 2013. The following decisions were made in the
meeting.
 Each ministry and division shall form the Ethics Committee, and determine its terms of
reference (TOR). The committee shall be headed by the head or second highest official of each
institution.
 It is necessary to review and monitor the activities by NGOs and the industrial and commercial
private sector. The NGO Affairs Bureau and concerned ministries will prepare guidelines for
integrity-related activities conducted by the civil society and NGOs. The Ministry of
Commerce will prepare guidelines for the industrial and commercial private sector.
 The Attorney Services Act will be introduced based on the review of the current Bangladesh
Law Officers Order 1972. The Ombudsman Act 1980 will also be reviewed and amended
where necessary to appoint the Ombudsman. Laws, rules, or policy for the appointment of
judges of the Supreme Court shall be also established. The Legislative and Parliamentary
Affairs Division and the Law and Justice Division shall take necessary actions on these matters.
 The NIS shall be widely publicised by holding stakeholder meetings at the central, District, and
Upazila levels. Discussion meetings on integrity shall be organised in educational institutions,
and the Ministry of Education will issue a necessary guidance. The Ministry of Information will
request the media to promote the NIS.
 The Executive Committee of the NIAC will be established and coordinate the implementation
of the above decisions.
To monitor the progress of the above decisions, and keep the momentum for the NIS implementation,
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it is crucial to hold NIAC meetings on a regular basis. Section 4.1 of the NIS states that the NIAC will
be held at least twice a year. Thus the second meeting is expected to be organised in September or
October 2013. However, there is no plan to call the second meeting of the NIAC so far.
(2) Executive Committee
The first meeting of the Executive Committee was held on 3 September 2013, although the formation
of the Executive Committee was officially announced on 5 December 2012. In the first meeting,
progress of the decisions by the NIAC was reviewed and discussed, and the following issues were
decided or confirmed.
 Constitution of the Ethics Committee and the definition of the TOR were completed.
 Dissemination activities of the concept of integrity were implemented.
 The Legislative and Parliamentary Affairs Division and the Law and Justice Division will take
necessary actions for the preparation or proposal regarding the introduction of the Attorney
Service, the examination of the Ombudsman Act 1980, and preparation of laws, rules or policy
for the appointment of judges of the Supreme Court.
 The NIIU will be established in the Administrative Reforms and Implementation Wing of the
Cabinet Division. A post of Joint Secretary and other necessary posts will be created in the
Wing for the implementation of the NIS and Grievance Redress System (GRS). TOR of the
Unit was approved as follows.
- Inter-Ministerial coordination and monitoring regarding the implementation of the NIS
- Capacity development activities for the implementation of the NIS
- Implementation of the GRS, and monitoring of the public service delivery
- Research on the NIS implementation at different ministries and divisions, quality of
public service delivery and administrative reforms, and assistance to researchers in
these areas
- Presentation of proposals, recommendations and advice on the NIS at the meetings of
the NIAC and the Executive Committee
- Performing the responsibilities given by the NIAC and the Executive Committee
 The Ministry of Public Administration will take necessary actions for formulating the Civil
Service Act and the career development plan, and updating the Government Servants (Conduct)
Rules 1979 and the Discipline and Appeal Rules 1985.
 The necessary budget for the implementation of the NIS will be allocated to ministries and
divisions.
 Financial and technical assistance from development partners for the NIS implementation will
be accepted, and the Cabinet Division will identify the assistance areas, and take necessary
actions.
 Sub-committees which handle the issues of land management, the Right To Information Act
and information disclosure, and food adulteration prevention will be constituted. The Cabinet
Division will issue an order for forming these sub-committees.
 The Secretary of the Ministry of Commerce and the Director General of the NGO Affairs
Bureau will be co-opted in the Executive Committee.
The Executive Committee is to be held quarterly. It is, therefore, necessary to hold the second meeting
of the Executive Committee in December 2013.
(3) National Integrity Implementation Unit (NIIU)
As described in Section 2.1.1 (3) (c), the NIIU is comprised of the sections under the Administrative
Reforms and Implementation Wing and the Central Receive and Complaint Section under the
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Administration and Rules Wing. As the NIIU consists of the existing sections, tasks for the NIIU are
additional to their existing tasks. Thus no official can work fulltime for the NIIU. Such situation may
have a risk of officials’ insufficient commitment to the NIIU work. It is therefore necessary to define
roles and responsibilities of officials within the NIIU. However, detailed roles and responsibilities of
individual officials of the NIIU have not been clearly defined as of the end of December 2013.
In addition, the involvement of all the members of the NIIU is important in implementing the NIS.
Before the approval of the Executive Committee, an Additional Secretary and a Deputy Secretary had
virtually worked as the NIIU. No other officials have been actively involved in the work of the NIIU
so far. Thus, it is crucial to make the other officials aware that they are the members of the NIIU and to
assign clear and detailed tasks under the NIIU so that they can be effectively involved in the NIIU
work.
With respect to the budget, no budget is earmarked for the NIIU or the NIS implementation. Since the
activities assigned to the NIIU require financial resources, a sufficient amount of the budget should be
secured to make the unit’s activity sustainable.
(4) Ethics Committee
The NIS requires all ministries, divisions and constitutional bodies to form an Ethics Committee
within their organisations, and the Cabinet Division issued a letter reminding them of the requirement
to form the committee. All public administrative organisations have formed their Ethics Committees as
of 2 September 2013. However, at least 28 of them have not held the meeting of the Ethics Committee
(Table 3-1).
Table 3-1 Status of the Ethics Committee at State Institutions (As of 2 September 2013)
Status Completed Not yet completed No Answer
Formation of the Ethics Committee 58 (100%) 0 (5%) 0 (0%)
Holding the first meeting of the Ethics Committee 13 (22%) 28 (42%) 17 (29%)
Appointment of the Integrity Focal Point 58 (100%) 0 (3%) 0 (0%)
Note: The total number of the investigated state institutions is 58.
In most the public administrative organisations, the Ethics Committee has been established by the
order of the Secretary of each organisation. The encouragement of such senior officials is considered
as a key factor to establish the committee. In December 2013, The Mission confirmed 25 public
administrative organisations have held the meeting.
To disseminate and institutionalise the NIS throughout the public administration, it is considered
effective to have the Ethics Committees in each subordinate departments and institutions. The NIS,
however, does not explicitly refer to the establishment of the Ethics Committee at the subordinate
departments and institutions. The Cabinet Division has left this issue to the discretion of each public
administrative organisation. In fact, in the first series of the Focal Point Workshop in June 2013, the
Cabinet Secretary stated that each public administrative organisation would decide whether to request
its subordinate offices to form an Ethics Committee. During the survey conducted by the Mission,
some Focal Points also pointed out the importance of the Ethics Committee at the subordinate office
level, and expressed that the request from the Cabinet Division would help them instruct their
subordinate offices to establish the Ethics Committees.
The NIS does not mention the Ethics Committee at the Division, District, and Upazila level. Nor does
it explicitly refer to the formation of the Ethics Committee or a similar body at the Parliament, the
Judiciary, the Attorney-General, and local government institutions, and non-state institutions and
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organisations. The policy of the Cabinet Division on the formation of the Ethics Committees in these
organisations has not been fixed yet.
Interviews with the Integrity Focal Points of the relevant the public administrative organisations
revealed that the terms of reference (TOR) of the Ethics Committee is almost the same as the one
suggested by the Cabinet Division in its letter issued on 4 April 2013. This implies that the public
administrative organisations are still not clearly aware of what to do for implementing the NIS. The
dissemination of the concept of integrity and clear definition of the public administrative
organisations-level activities are thus critical.
(5) Integrity Focal Point
One of the members of the Ethics Committee will be appointed as the Integrity Focal Point of the
institution. All public administrative organisations have already appointed their Focal Points (Table
3-1).
In terms of the rank of the officials, Deputy Secretaries or officials of the equivalent rank are usually
nominated as Focal Point, though in some public administrative organisations, higher officials such as
Additional or Joint Secretaries were appointed as Focal Point. It should be noted that the level of
Deputy Secretaries may not have enough authorities to lead the NIS-related activities in their
organisations.
(6) Focal Point Workshop
The Mission assisted the Cabinet Division in organising the Focal Point Workshops. The workshop is
expected to serve as an important implementation mechanism which ensures the linkage among the
Executive Committee, NIIU and the Ethics Committees of each institution. The result of the Focal
Point Workshop will be reported to the Executive Committee for its review and consideration. The
guidance and advice from the Executive Committee will be shared in the subsequent series of the
Focal Point Workshops. It is recommended that such implementation cycle between the Focal Point
Workshop and the Executive Committee be institutionalised to ensure effective implementation of the
NIS.
The Focal Point Workshop is also expected to serve as the platform for the Integrity Focal Points to
share their views and experiences, and learn good practices from one another. This is expected to
encourage the Integrity Focal Points to take a leading role in implementing the NIS in their institutions.
It is true that most of the participants were highly motivated to implement the NIS by the workshop. It
is therefore recommended to hold the Focal Point Workshop on a regular basis as an important
implementation mechanism.
A total of 3 series of the Focal Point Workshops were held during the Mission, i.e., June, September,
and December 2013. The summaries of these workshops are presented below.
First series of the Focal Point Workshop

All the Integrity Focal Points of the public administrative organisations participated in the first series
of the Focal Point Workshop entitled ‘Responsibility of the Ethics Committees and Focal Points in
Establishing Integrity’. It aimed to: 1) promote the NIS among the ministries and divisions; 2) clarify
the detailed NIS activities at the ministry and division levels; and 3) discuss actions to be undertaken
by the individual ministries and divisions and the contents of the work plan of each institution. The
reports of the workshop sessions are enclosed as Annex 6.
During the first series of the workshop, the Cabinet Secretary emphasised the importance of the
promotion of the concept of integrity. Although the word ‘integrity’ is new to Bangladesh society,
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public administration should play a leading role in implementing the NIS so that the concept of
integrity can proliferate throughout the society.
One of the key outputs of the first workshop sessions is the model work plan for individual public
administrative organisation. It was developed by the Cabinet Division with assistance by the JICA
Mission based on the discussions during the workshop sessions. The Cabinet Division issued a letter to
all public administrative organisations on 2 July 2013, requesting them to formulate their own work
plans based on the model plan. The model work plan is attached as Annex 7.
Second series of the Focal Point Workshop

All the Integrity Focal Points of the public administrative organisations participated in the second
series of the Focal Point Workshop, entitled ‘Formulation of the Work Plan for the Implementation of
the NIS and its Monitoring’. It aimed to: 1) confirm the progress of the NIS activities, such as the
formulation of work plans, at ministries and divisions; 2) understand the result of the Executive
Committee meeting; 3) discuss challenges and countermeasures to them; and 4) discuss activities to be
undertaken by ministries and divisions and expected support from the NIIU. The reports of the
workshop sessions are in Annex 6.
In the workshop, the Additional Secretary of the Cabinet Division stated that people’s perception on
the bureaucracy was generally negative, and emphasised the need to change such perception by
improving the performance of bureaucracy as well as focusing on proactive and people-oriented
activities.
During the group discussion sessions, the Integrity Focal Points identified concrete actions to be taken
at each ministry and division. The need for the institutionalisation of the NIS in each organisation was
highlighted, and specific actions at the public administrative organisation level were identified. Key
recommendations from the participants include the following: 1) formation of the Ethics Committee at
subordinate departments and organisations; 2) appointment of the Secretary or head of organisations as
the chair of the Ethics Committee; 3) inclusion of the NIS-related issues in the agenda of the Monthly
Coordination Meeting of every ministry and division; 4) necessity of capacity development at each
ministry and division; 5) coordination with NIS-related initiatives such as the grievance redress system
(GRS); 6) fair performance evaluation of each official; 7) importance of e-governance initiatives; and
8) securing necessary budget for the NIS implementation.
Third series of the Focal Point Workshop

The third series of the Focal Point Workshops were held in December 2013 to: 1) strengthen the
commitment of the Focal Points on the NIS; 2) review the progress achieved by different public
administration ministries, divisions, and organisations on the formulation and implementation of work
plans on the NIS; 3) determine the next course of action by the NIIU; and 4) collect information to
present before the National Integrity Advisory Committee and the Executive Committee meetings. The
reports on the workshop sessions are in Annex 6.
In the workshops, the Cabinet Division reported the following indications of progress in the
NIS-related activities at public administration organisations: formulation of sub-committees under
Ethic Committees; identification of obstacles to implement the NIS; creation of new branches or
sections to expedite work; implementation of internal audit; making of a database for keeping
work-related information of the officers; taking performance into consideration while selecting
officers for foreign tours; and introduction of a help desk for better public service.
The NIIU raised the issue of the work plan. The NIIU proposed a model work plan in the first series of
the Focal Point Workshops and all Ethics Committees were to formulate their own work plans based
on the model plan. In fact, some organisations have already submitted their work plans to the NIIU.
However, most of the plans were copied from the model work plan sent by the NIIU. It shows lack of
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awareness of and commitment to the NIS among the Focal Points.
The NIS provides for specific actions to be undertaken by some organisations. However, none of the
organisations had shown in their work plans when and how they would carry out those actions. Thus
these organisations must revise their respective work plans incorporating these specific
responsibilities.
The following challenges were also raised: (a) lack of experience in implementing a similar strategy;
(b) lack of awareness in the policy makers and officers on the NIS; (c) lack of commitment to a change
and reform of existing practices and culture; (d) negative attitude toward the NIS; (e) dependence on
foreign aid and political leadership; and (f) lack of foresight of the officers.
During the group discussion sessions, the Integrity Focal Points talked about the importance of having
regular meetings within their organisations to sensitise their colleagues and with other Focal Points for
mutual monitoring and knowledge sharing.
3.1.2 Current Activities and Issues at the Ministry and Division Level
The public administrative organisations shall play a leading role in implementing the NIS. To assess
the progress of the NIS-related activities in the public administrative organisations, the JICA Mission
has conducted a survey with the 18 public administrative organisations on progress of the NIS-related
activities and discussed issues with relevant stakeholders. For the detailed results of the surveys, refer
to Annex 8.
(1) Current Activities
(a) Activities by the public administrative organisations
The survey revealed some NIS-related initiatives among the public administrative organisations. As of
the date of interviews, all of the 17 public administrative organisations 23 had formulated the Ethics
Committee and 10 of them had spontaneously instructed the subordinate institutions to establish a Sub
Ethics Committee. In addition, the JICA Mission identified the following good initiatives during the
survey.
 The Ethics Committee of the Ministry of Home Affairs has requested all the officials of the
ministry to submit the NIS-related best practices.
 The Ministry of Home Affairs operates a functioning grievance handling system. The grievance
handling section receives approximately 40 to 60 complaints per month. This section deals with
a wide variety of complaints, including complaints about results of investigation, land dispute,
and corruption allegation against officials. In general, if it is an allegation against a corrupt
official, the complaint section disposes of the grievance within two to three months.
 The Ministry of Information, the Ministry of Women and Children Affairs, and the Ministry of
Health and Family Welfare proactively conduct an information disclosure by referring to the
Right To Information Act. They show the necessary procedures of information disclosure on
their respective websites.
 The Anti-Corruption Commission (ACC) organized a seminar with political parties to
disseminate the NIS concept in April 2013.
 The NGO Affairs Bureau organized a dissemination meeting with NGOs in April 2013. For
details, refer to the Section 3.1.3 (3) below.
23
In the NIS, the Information Commission has not been requested to form Ethics Committee and take related actions.
Therefore, Information Commission is not included.
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 The Local Government Division (LGD) organized a NIS-related awareness raising meeting
with the officials in the subordinate institutions in July 2013. In the meeting, the results of the
first Focal Point workshop were shared with the participants.
 The Ministry of Information, together with the Cabinet Division and the JICA Mission,
organized the NIS dissemination meeting for the media in September 2013. For details, refer to
the Section 3.1.3 (4) below.
 The Ministry of Commerce, together with the Cabinet Division and the JICA Mission,
organized the NIS dissemination meeting with the private sector in September 2013. For details,
refer to the Section 3.1.3 (5) below.
(b) Activities related to the grievance redress system
The NIIU hold the meeting, titled ‘Consultation Meeting on Formulation of National Guidelines for
Service Delivery and Grievance Redress System’ on 18 December 2013 for senior officers of
ministries and divisions. The GRS is considered as one of the most important NIS actions. However,
the GRS has not been effective as expected for the last few years. Thus, the NIIU decided to draft
guidelines for the GRS implementation to activate the GRS. The objective of the meeting was to seek
the participants’ comments and opinions on the draft guidelines, which was prepared by the Cabinet
Division. The draft guidelines will be improved based on the results of the meeting. Then, the
improved guidelines will be shared with the participants again for further consultation. The report of
the meeting is in Annex 9.
(2) Challenges to Implement NIS
During the interview with NIS Focal Points, the Mission identified following challenges and issues for
the NIS implementations.
(a) Poorly Defined TOR of the Ethics Committee
Findings
At the time of the interview by the JICA Mission, 16 public administrative organisations had
formulated the TOR of the Ethics Committee. Among the 16, 15 had simply copied the sample TOR
provided by the Cabinet Division.24 Such TOR would not help the Ethics Committee take concrete
actions to realise the NIS because it does not reflect the practices in each organization as well as the its
own NIS goals.
Issues
The members might have copied the TOR provided by the Cabinet Division, because they do not
clearly know about the objective of the Ethics Committee.
Expected countermeasures
The Ethics Committee needs to reconsider its TOR to meet its environment. Firstly, the Ethics
Committee is required to confirm the NIS goal of organisation, to make clear what the Committee
needs to do for the NIS. Then, one option would be to revise current copied TOR. The other option
would be to develop operational procedures of Ethics Committee, as a supplement to the TOR. The
operational procedures define detailed operations of the committee, e.g., frequency of Ethics Committee
meetings, expected subjects of meetings, and monitoring method of implementation status of each
action.
24
In the letter issued on 4 April 2013, the Cabinet Division requested each Ethics Committee to modify the context of the
sample TOR, based on the circumstances.
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During the interviews, several Focal Points requested the NIIU provide a support on formulating such
operational procedures. It is recommended that the NIIU consider providing technical assistance to the
Integrity Focal Points that do not have a clear idea of operational procedures of the Ethics Committee.
(b) Unclear Role of Each Official
Findings
In the ministries, the Secretary gives the instruction to implement the NIS. However, even Integrity
Focal Points, who are to take the lead in implementing the NIS, sometimes do not clearly grasp what
actions they need to take to implement the NIS.
Issues
Only a few Integrity Focal Points understand exactly what they need to do to implement the NIS,
although most of them agree with the importance of the NIS.
Expected countermeasures
The Ethics Committee of each organisation is requested to allocate the detailed NIS activities to each
official in the chain of command. However, considering that the Ethics Committee itself facing
difficulties in clarifying their responsibility, it might be too early for the Ethics Committee to clarify
activities to be taken by each official. As one of the countermeasures, the NIIU can consider providing
technical assistance to the Ethics Committees how to allocate the NIS activities to each official.
(c) Designation of Chairperson of the Ethics Committee
Findings
On a letter dated 4 April 2013, the Cabinet Division requested the public administrative organisations
to assign the Secretary to chair the Ethics Committee. In most cases, the Chairperson of the Ethics
Committee is the head of an organisation, such as the Secretary. In some organisations, however, the
Ethics Committee is chaired by the Additional Secretary25.
Issues
This might have been caused because some Secretaries do not recognise the importance of the NIS. If
the Ethics Committee is not chaired by the head of a public administrative organisation, it might be
difficult to enforce the decision made by the Ethics Committee in the respective organisation.
Expected countermeasure
The NIIU can ask the heads of organisations to take the lead in implementing the NIS.
(d) Designation of the Integrity Focal Point
Findings
The Integrity Focal Point is expected to coordinate the NIS activities at each organisation. Out of the
17 public administrative organisations, 14 assigned the Deputy Secretary or equivalent as the Integrity
Focal Point.26
Issues
Considering the importance of Integrity Focal Point, the Deputy Secretary or equivalent would not be
able to exercise enough initiatives to implement the NIS in his/her organizations. The Integrity Focal
25
In the Local Government Division and the Comptroller and Auditor-General
26
In the Ministry of Health and Family Welfare, and the Local Government Division, a Joint Secretary is the Integrity Focal
Point. An Additional Secretary takes the role of Integrity Focal Point in the Ministry of Commerce.
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Point of the Comptroller and Auditor General Office pointed out that, as current Focal Points are not
the senior officials in most cases, it is difficult for them to influence policy-level decisions at their
respective organisations.
One of the key factors, that, which helps the NIS Focal Point to take initiatives, would be an access to
the Secretary, including both informal and formal channels. It is recommended that the NIIU monitor
whether NIS Focal Points are not facing any difficulties in taking the initiatives. If necessary, the NIIU
can provide a support to these Integrity Focal Points, so that they will be able to approach the
Secretaries and undertake their initiatives to implement the NIS. The NIIU can also organise an event
to sensitise high ranking officials such as the Secretary, as the NIIU did in September 2013. For details,
refer to the Section 3.1.3 (2) below.
(e) Implementation of the Grievance Redress System
Findings
Implementing the Grievance Redress System (GRS) is one of the NIS actions. According to the
Cabinet Division (2011), all the ministries had implemented the GRS since 2008. The Grievance Focal
Points are to be assigned at all public administration organisations. However, interviews by the JICA
Mission revealed that most of the Integrity Focal Points did not know much about the status of GRS
implementation. The Integrity Focal Point of the Public Service Commission pointed out that she had
not yet been able to establish a working relationship with the Grievance Focal Point because of the
lack of response from the Grievance Focal Point.
The interviews revealed that some ministries have introduced a grievance handling system other than
the GRS. The Ministry of Home Affairs has established a complaint handling section, where receives
approximately 40 to 60 complaints a month.
Issues
The GRS may not be functioning. The Integrity Focal Point of the Ministry of Social Affairs explained
that no one carry out substantial GRS implementation. 27 Each public administrative organisation is
supposed to write a monthly report on handling of grievances and submit it to the Cabinet Division.
However, such system is not working now.
Furthermore, some Integrity Focal Points may find it difficult to relate the GRS to the NIS, although
the practice of the GRS is to be relocated in the NIS implementation framework. This issue is caused
by two different instructions from the Cabinet Division: one is on the establishment of the GRS in
2007, and the other is on the establishment of an Ethics Committee and the appointment of an Integrity
Focal Point in 2013. The latter instruction does not provide clear guidance about how to incorporate
the existing GRS into the NIS implementation framework, though the GRS is regarded to be crucial
factor in the NIS.
The NIIU can revitalise the GRS as one of the NIS actions. To do that, the NIIU is to integrate the
grievance handling unit into the NIS implementation structure and the Grievance Focal Point could be
appointed as a member of the Ethics Committee. The NIIU can also provide a training opportunity to
the Integrity Focal Points to learn about the GRS, as they are key elements of the NIS. As the first step,
the NIIU decided to formulate a guideline for national service delivery and the GRS and held a
consulting meeting on 18 December 2013. For details, refer to the Section 3.1.2 (1) above.
27
Interview with the Ministry of Social Affairs on 8 July 2013.
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The NIIU also needs to consider incorporating the ministries’ own grievance handling system in the
GRS to avoid duplication and conflict among them.
(f) Right To Information
Findings
Enforcement of the Right To Information (RTI) Act is one of the NIS actions, and is indispensable to
increase transparency among the government institutions. Despite the significance of the RTI Act, the
NIS does not mention the role of the Information Commission, which is charge of the RTI Act.
The coordination between the RTI designated official, who is responsible to ensure the implementation
of the RTI Act in each public administrative organisation, and the Ethics Committee and the Integrity
Focal Point, is not sufficient. Roles of the RTI designated official at each public administrative
organization are not clarified.
The NIIU is recommended to work with the Information Commission to accelerate the enforcement of
the RTI Act. Regular meetings between the NIIU and the Commissioner may be an effective medium
to promote cooperation between them. At the public administrative organisation level, the Ethics
Committee can invite the RTI designated official to the NIS meeting and confirm the progress of the
RTI.
The NIIU can also provide a training opportunity to the Integrity Focal Points to learn about the RTI,
as the RTI is one of key elements of the NIS.
(g) Introduce Personal Evaluation Criteria of Integrity
Findings and Issues

The Integrity Focal Points pointed out that the lack of incentive and motivation among officials are a
key challenge in implementing the NIS. No public administrative organisation has introduced
personnel evaluation criteria related to the integrity of officials. Furthermore, many officials do not
believe in the existing personnel evaluation system. They feel that they are not evaluated objectively.
The Cabinet Division and Ministry of Public Administration can discuss a possibility of introducing
new personnel evaluation criteria that measure one’s contribution to the achievement of the NIS. Such
criteria must be objective and personnel evaluation must be conducted in a transparent and objective
manner based on the criteria.
(h) Provision for Budget
Findings
No public administrative organisation had allocated a specific budget for implementing the NIS. Most
of the Integrity Focal Points explained that they needed to request the budget for the NIS after they
clarify the NIS-related activities. During the interview, several Focal Points stated that they would like
the Cabinet Division to provide financial assistance for the NIS activities. In addition, on 3 September
2013, the Executive Committee also discussed about the necessity to allocate budget for the NIS
activities.
Issues
It is not clear how necessary budget for the NIS actions will be secured. Either each public
administrative organisation is to request the budget to the Ministry of Finance, or the NIIU is to secure
the entire NIS budget and allocate portions to public administrative organisations.
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The NIIU needs to request public administrative organizations to estimate the amount of the necessary
budget to conduct the NIS actions. Then, the NIIU is required to coordinate with the Ministry of
Finance to secure enough budget.
3.1.3 Awareness Raising Activities
In addition to the activities for the establishment of the implementation system and the ministry- and
division level activities, awareness raising activities for various stakeholders have also been conducted.
Such activities will contribute to wider recognition of the concept of integrity. This section presents
the awareness raising activities for NGOs, the media, the private sector, and field administration.
(1) Staff Members of Cabinet Division
The Cabinet Division is to play a pivotal role in the implementation of the NIS. However, a majority
of the staff members of the division have no clear idea on the NIS. To acquaint them with the concept
of integrity as well as the aims and objectives and various provisions of the NIS, an orientation
meeting was held on 8 October 2013.
In the meeting, the NIIU presented the objective, contents, and institutional arrangements of the NIS.
Then, the participants expressed ideas on the implementation of the NIS. The following are some of
the views expressed in the meeting.
 The division can select a few specific areas of activities regarding the implementation of the NIS
and start working on them immediately. The division may become a role model for other
ministries and divisions with respect to the implementation of the NIS.
 Weak capacity of the public administration organisations should be highlighted. Many of their
legitimate demands are not met because of lengthy and inefficient government systems, rules,
and procedures. Many posts are also vacant.
 The division has some good practices. They may be disseminated in the public administrative
organisations and society as a whole to inspire government officials and the public to improve
themselves.
 The mindset of the division’s staff members must be changed first. Mere provision of different
types of capacity building training will not achieve anything unless the staff members are
self-motivated.
(2) Senor Officials of the Public Administrative Organisations
The Views Exchange Meeting with Senior Members of Ethics Committees/Senior Members of
Ministries/Divisions on the Implementation of the National Integrity Strategy was held on 26
September 2013. It aimed to raise awareness among senior officials, such as the Secretary, the
Additional Secretary, and the Joint Secretary, towards the implementation of the NIS. As mentioned
above, most of the Integrity Focal Points are the Deputy Secretary or equivalent, and they are unable
to influence policy-level decisions in their organisations because of their rank. The NIIU organised
this meeting to make it easier for the Integrity Focal Points to gain help from their superiors.
In the meeting, the Cabinet Division presented the background, concept and contents of the NIS. Then,
the participants expressed their ideas what is important to realise the NIS. The representative of the
Finance Division stated that necessary budget needed for implementation of NIS-related activities
could be allocated by the Finance Division.
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(3) NGO
The NGO Affairs Bureau, which supervises large NGOs, held a NIS meeting with NGOs on 30 April
2013. The main objective of the meeting was to disseminate the NIS. The number of participants was
approximately 300.28 The discussion covered the following topics. For further details, refer to Annex
10.
 Necessity to provide a clear definition of integrity;

 Enhancing the accountability of NGOs;
 Improving transparency in the recruitment process of NGOs; and
 NGO Affairs Bureau to prepare a guideline for NGOs to support the NIS implementation.
The NGO Affairs Bureau is supposed to prepare a guideline that shows the NIS activities to be taken
by NGOs. When the draft guideline is ready, the Bureau is expected to organize the second meeting to
present it and have the participants discuss it.
(4) Media
The first meeting with the media was held on 5 September 2013 by the Ministry of Information with
the Cabinet Division and JICA Mission. The main objectives of the meeting were to disseminate the
NIS and exchange views on the implementation of the NIS among the participants.
Approximately 40 senior journalists took part in the meeting. They revealed concerns among the
media on the NIS. The concerns covered integrity in the government as well as the media. The
discussion covered the following topics. For details of the meeting, refer to Annex 11.
 Role of the media in promoting transparency and accountability of the government;

 Role of the media in ensuring service delivery by the government;
 Lack of neutrality in the media, such as the issues of highly politicized media; and
 Necessity to establish integrity in the media, including preparation of a NIS guideline for the
media.
Despite high concerns about the NIS, it seemed few participants have a concrete idea on how to realize
the NIS in practice. Therefore, it would be necessary for the Ministry of Information and the Cabinet
Division to take initiative to encourage the media to get involved in the NIS. Firstly, it is urgent for the
Ministry of Information to draft the code of conduct for the media. Then, another meeting needs to be
organised with the media to discuss the draft code.
(5) Private Sectors
On 8 September 2013, the first meeting with the private sector was held by the Ministry of Commerce
with the Cabinet Division and the JICA Mission. The main objectives of the meeting were to
disseminate the NIS and have the participants exchange views on the implementation of the NIS.
Approximately 30 participants discussed the need of fair competition among business people.
Furthermore, they discussed the need to extend the concept of the NIS to consumers as well as to
workers. After the tragedy of Rana Plaza in April 2013, the participants’ concerns on the compliance
of laws and regulations were high. The discussion covered the following topics. For further details of
the meeting, refer to Annex 12.
28
Interview with the NGO Affairs Bureau on 4 July 2013.
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 Need for commitment by the private sector to implement the NIS, as the private sector has not
been actively involved in the NIS so far;
 Importance of improving compliance with the relevant laws and regulations; and
 Necessity to provide a clear guideline on how to implement the NIS.
As several participants pointed out, it is necessary to provide a detailed guideline for the private
sectors to facilitate the implementation of the NIS. The Ministry of Commerce is still drafting the
guideline. The ministry needs to draft the guideline urgently, and hold another meeting with the private
sector to discuss the draft.
(6) Field Administration-Level Stakeholder Meeting
The Cabinet Division has not requested the field administrations to establish the Ethics Committee or
assign the Integrity Focal Point, although the field administrations can promote the NIS to the
department officials who provide public service to the people. In fact, the Cabinet Division issued a
letter requesting all Divisional Commissioners and Deputy Commissioners to hold stakeholder
meetings for disseminating the NIS. However, no dissemination activities have been organised by the
field administrations as of September 2013. This may be due to the lack of financial and human
resources.
To set a precedent for NIS promotion at the field administrations, the Cabinet Division and the
Mission held a stakeholder meeting on 7 July 2013 in Tangail District on a trial basis. The main
objective of the meeting was to disseminate the NIS. Nearly 100 people took part in the meeting,
including the Deputy Commissioner, district-level officials of departments, representatives from
Upazilas such as Upazila Chairman and Upazila Nirbahi Officer, local politicians, NGOs, the media,
and the private sector. Below is a summary of the discussion. For further details, see the report on the
meeting enclosed as
Annex 133.
 The lack of transparency and accountability in local government activities must be addressed.
Because of the lack of coordination between the members of the Parliament and the Chairman
of Upazila Parishad, development projects are not properly monitored.
 The inefficient government personnel system should be changed. It is indispensable to establish
a system that rewards officials with experience, capability, competence, a record of good work,
as well as compliance with the NIS.
 The initiative by leaders of organizations is crucial to implement the NIS. However, the leaders
themselves often violate rules, regulations and laws. Therefore, it is crucial to change their
attitude and have them comply with the NIS, as their attitude has negatively affected the entire
society and caused it to overlook the widespread violations.
 There were different views on the initiative of the government to implement the NIS. Some
participants emphasized the importance of integrity at the individual and family levels rather
than the leader level.
Almost none of the participants had been aware of the NIS. However, a remarkable achievement of the
meeting was that the participants with different backgrounds shared their views openly. An open
session like this with a wide variety of participants seems effective for disseminating the concept of
the NIS.
3.2 Key Issues of the NIS

The Mission identified challenges to the implementation of the NIS-related activities as follows: issues
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related to the NIS contents and those related to the NIS implementation system. It should be noted that
the Mission focused on challenges of the public administrative organisations, as public administration
leads the implementation of the NIS.
(1) Issues Related to the NIS contents
Unclear definition of the staff-level actions in each institution

As discussed in 2. 1. 1 (2), the NIS presents policy-level actions of each institution, but not specific
actions. Thus actions to be undertaken by individual staff members are still unclear. This may impede
the spread of the concept of the NIS throughout Bangladesh, as national integrity is going to be
achieved only when all public administration staff members take necessary actions.
No programme and roadmap for the implementation of the NIS

The NIS is a comprehensive strategy, consisting of 115 activities implemented by 16 institutions. It
clarifies activities undertaken by each institution. However, because of its comprehensiveness, the NIS
does not give a clear picture on how national integrity is going to be realized. It does not show
correlation among the activities. It would be more effective to take a programme approach to have
some activities of one institution implemented with those of others.
The NIS actions are categorised as short-term, mid-term, and long-term ones. Short-term action is to
be realized in a year, while mid-term and long-term ones are in 2 to 3 years and 5 years, respectively.
Short-term action means one that is easier to implement, and does not mean a priority one. Roadmap
that identifies order among the activities is not developed. The GOB is requested to identify priorities
of respective actions, their sequence, and timeframes. Necessary human and financial resources to
implement the NIS activities should also be identified.
(2) Issues Related to the NIS Implementation
Incomplete implementation structure

The Ethics Committee and the Integrity Focal Point of each public administrative organisation are
expected to serve as important driving forces in implementing the NIS at the organisation. Although
the establishment of the Ethics Committee and the appointment of the Integrity Focal Point were
completed at all public administrative organisations, it is still a challenge to activate these mechanisms.
The TOR of the Ethics Committee has been defined, but the committee’s detailed activities are still
unclear. Some public administrative organisations have not yet held the first meeting of the Ethics
Committee.
At the higher level, the NIAC and the Executive Committee, the NIIU, and the Focal Point Workshop
are to constitute an implementation cycle: results of the Focal Point Workshop are submitted to the
NIAC and the Executive Committee by the NIIU. However, this cycle is still incomplete. The
Executive Committee Meeting was held only once, although the Focal Point Workshop has been held
quarterly.
Incomplete structure and not secured budget of the National Integrity Implementation Unit
Although the unit is established in the Administrative Reforms and Implementation Wing, detailed
roles and responsibilities of the individual officials have not yet defined. A post of Joint Secretary is
supposed to be created to take care of NIS implementation, but it is unclear when the post is actually
approved and filled.
With respect to budget, no budget is earmarked for the NIIU. Necessary budget needs to be secured for
the activities by the NIIU.
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Necessity to increase authority of the Ethics Committee and the Integrity Focal Point
As discussed in 3.1.2. (2), the Ethics Committee is to have enough authority to enforce the decision.
Given the importance of the Integrity Focal Point, an official with higher rank than the Joint Secretary,
is to be appointed as the Integrity Focal Point to exercise enough initiatives to implement the NIS in
his or her institution. However, in some cases, the Ethics Committees are sometimes not chaired by the
Secretary or the head of the institution, and most of the Focal Points are Deputy Secretaries or officials
of equivalent rank. This might have occurred because the importance of the NIS was not well
recognised in organisations.
Lack of the strategy for NIS promotion at the local level

It is very important to enhance the integrity of the District and Upazila level officers because they
work at the frontline to provide public services to local people, and their daily practices will directly
affect those of local people directly. It is therefore critical to promote the NIS at the local level, such as
the District and Upazila level.
However, there are 64 Districts and 486 Upazilas in Bangladesh. Thus, given the current resources of
the NIIU, it is unrealistic for it to conduct promotion activities in all Districts and Upazilas. In this
regard, the Deputy Commissioners (DCs) at the District level and Upazila Nirbahi Officers (UNOs) at
the Upazila level are expected to play the leading role in promoting the NIS. The DCs are to be
responsible for the coordination among field level officers of different departments and the supervision
of the local government institutions at the District level. Similarly, the UNOs are to be responsible for
the coordination among different department officers at the Upazila level.
Nevertheless, the DCs and UNOs are unaware of the NIS itself, and have no idea about their expected
roles in promoting the NIS. Thus a strategy for the NIS promotion at the local level is necessary to
define the roles and responsibilities of stakeholders such as the NIIU, DCs and UNOs, implementation
mechanism, and actions to be taken by the stakeholders.
Insufficient linkage with relevant initiatives

The effective implementation of the Grievance Redress System (GRS), and the ensuring of the Right
To Information (RTI) are crucial to realise integrity because they enhance the accountability and
transparency in government activities, and thus are closely related to the NIS. However, the linkage
between the GRS and RTI with the NIS are insufficient. Some Focal Points are not aware of the GRS
and the RTI, as discussed in 3.1.2. (2). The issues of the GRS are that the system is not working. Focal
points are appointed separately for the GRS and the NIS, and they do not communicate with one
another. RTI is implemented by the Information Commission and the RTI Designated Officer is
appointed by the Commissioner, while the NIS is led by the Cabinet Division. Thus barriers among
those organisations exist. The NIS Focal Point and the RTI Designated Officer are expected to
communicate periodically.
Necessity of the development partners’ support to the NIS

As the NIS can be regarded as the government program towards good governance, a large amount of
resources are required for achieving its goals. It is necessary to involve DPs in the NIS implementation
process for resource mobilization purpose. In fact, many existing initiatives of DPs are part of the NIS,
and some DPs are willing to provide new assistance to the NIS activities. To realize resource
mobilization, active communication between the Cabinet Division and DPs is expected. The
interviews with DPs revealed that most DPs do not have a clear image of their assistance, i.e., what
part of the NIS they will be able to support.
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4 Recommendations for the NIS implementation

To overcome the issues and challenges identified in Chapter 3 and ensure the smooth implementation
of the NIS, the Mission proposes the following recommendations.
4.1 Recommendations Related to the NIS contents

(1) Encouragement of Integrity-enhancing Activities among Government Officials
To encourage the staff members of public administrative organisations to lead the NIS implementation
process, the Mission recommends that concrete actions of individual officials to enhance integrity in
their sections be clarified. Such clarification will guide all officials in enhancing integrity. Thus, it may
be more effective to let them consider concrete actions by themselves. This is because officials know
their responsibilities and tasks in detail, and have a better idea on how to improve them. This may also
motivate them to enhance integrity in their organisation by promoting their initiatives. To enable the
government officials to consider actions to be taken, some guidance and training may be necessary.
In parallel with such bottom-up approach, the Ethics Committee of each organisation confirms the NIS
goal of organisation and deploys the responsibility to each unit and official, what each official should
to do to achieve the goal of organisation.
To this end, a bottom-up approach that has been employed by JICA Technical Cooperation Project for
‘Improving Public Services through Total Quality Management’ may be worth referring to, as such
bottom-up approach is found effective to improve organisational effectiveness, increase officials’
efficiency, and improve public service delivery. The TQM approach can be applied to several areas
stated in the NIS such as ‘Consciousness on and use of RTI Act’, ‘Prevention of food adulteration’,
and ‘Introduction of Complaint Management’. For instance, to prevent food adulteration of mangos
effectively, the TQM process can be introduced as follows.
1) Examine related policies and regulations.

2) Identify business flow.
3) Identify stakeholders.
4) Develop hypothesis, e.g. the inspectors do not work effectively.
5) Ministry in charge sets the target to be achieved.
6) Stakeholders do KAIZEN to contribute to the achievement of the target.
7) Evaluation
Significance of the TQM approach is that such bottom-up approach is implemented with a policy
deployment from the ministry level organisation. Ministry is going to set the target of the NIS activity
at the organisation. Then, the Ethics Committee identify necessary activities to achieve the target and
deploys the responsibility to each unit and official, what each unit and official should do. If such
approach is found effective, the NIIU will be able to formulate a policy deployment system based on
lessons learned from the TQM exercise.
It should be noted that the TQM approach does not have to be applied in the way it is applied in the
JICA TQM project. The NIIU should consider how the approach should be applied to the NIS context
and modify the approach if necessary.
(2) Promotion of the NIS Programme
The Mission recommends that the NIS programme be developed for the following purposes: 1) give a
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clear picture on how national integrity is going to be realized; 2) clarify how each action contributes to
national integrity; 3) show how each action is related to the others; and 4) have the stakeholders
understand the NIS. The last point is important to promote the NIS to the people in Bangladesh as well
as the DPs, who could be resource providers to realise the NIS.
The Mission proposes the NIS programme as shown in Figure 4-1, based on the analysis on the NIS
goals (please see Figure 2-2). The NIS consists of 5 programmes, namely transparency, accountability,
power, incentives for civil servants, and ethical norm. The 115 NIS actions can be re-arranged under
these 5 programmes. Then it may be possible to identify priorities of actions, their sequence, and
timeframes.
National Integrity is increased
Programme 1: Programme 2: Accountability Programme 3: Power Programme 4: Incentives Programme 5: Ethical norm
Transparency - Effective Anti for civil servant - Families as the main
- Transparent ministries Horizontal accountability Corruption - Effective and source of moral value
- Transparent local - Separation of powers among the Commission professional Public Service - Educational and religion-
governments public adoministration, the Judiciary, - Efficient Attorney Commission based institutions to
- Transparent private and the Parliament General promote morality
sector - Accountable ministries
- Transparent NGO - Effective C&AG
- Independent Attorney General
- Independent and neutral judiciary
- Neutral and free election
Vertical accountability
- Accountable ministries
- Accountable local governments
- Credible election
- The Parliament reflecting the
- Political parties pursuing public
interest
- Effective Ombudsman
- Free and neutral media
- Active and accountable NGO
Figure 4-1 The NIS Programme
The Mission also proposes the roadmap, which shows priorities of respective actions, their sequence,
and timeframes (Annex 14). The roadmap was formulated based on the concept of the NIS
programme. All NIS actions were sorted out into "Transparency", "Accountability", "Power",
"Incentive", and "Ethics" programmes and set out in chronological order as follows: "actions to start in
2014", "actions to start between 2015 and 2016", and "actions to start after 2017".
The NIS roadmap described above is a preliminary one. It will be revised once all public
administrative organisations formulate their work plans.
(3) Revision of the NIS
Some minor changes may be needed on the NIS. For instance, the Information Commission could be
included as the NIS state institution. Institutions that are responsible for actions of the NIS are
sometimes misplaced. The NIIU can check the NIS content based on the results of monitoring.
4.2 Recommendations Related to the NIS Implementation
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(1) Establishment of Multi-layered Implementation Cycles
Two tiers of implementation cycles are to be established; a cycle among the Executive Committee, the
National Integrity Implementation Unit (NIIU), and the Focal Point Workshops, and a cycle among
individual officials, the Integrity Focal Point, and the Ethics Committee. The former cycle will
contribute to the effective implementation of and monitoring on the NIS-related actions. The latter will
promote actions to increase integrity within individual institutions.
National Integrity
Advisory Council
Executive
Committee
NIIU
NIS
Ethics Committee Focal point activities
Figure 4-2 Image of the Implementation Cycles
To establish the former cycle, the NIIU organises the Focal Point Workshop quarterly to monitor
progress, discuss issues, and propose countermeasures. The result of the workshop is reported to the
Executive Committee, which in turn gives instructions. The instructions are going to be delivered to
the relevant institutions by the NIIU through the Integrity Focal Point. Regarding the latter one, groups
of government officials report the achievement of their NIS-related work to the Integrity Focal Point.
The Integrity Focal Point compiles the achievement and reports it to the Ethics Committee. The Ethics
Committee evaluates the report and takes necessary action based on lessons learned from the NIS
activities. Such series of the activities can be reported to the NIIU by the Integrity Focal Point at the
Focal Point Workshop.
(2) Promotion of the NIS at the Local Level

Figure 4-3 shows steps to ensure steady and effective promotion of the NIS to the local levels.
Step 1: Dissemination at Step 2: Implementation at the

the District level District level
(by DC) (by District-level departments)
Step 3: Dissemination at the Step 4: Implementation at the

Upazila level Upazila level
(by UNO) (by Upazila-level departments)
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Final Report
Figure 4-3 Overall steps for the promotion of the NIS at the local level
At first, the dissemination of the NIS at the District level will be prioritized as most DCs are not aware
of the NIS at present. The Step 2 and Step 3 will be effectively undertaken based on the experience
and lessons of the Step 1. It is therefore recommended that the NIIU focus on the dissemination at the
District level for the moment.
The NIIU should elaborate a strategy for the NIS dissemination at the District level. The strategy
needs to define the roles and responsibilities of stakeholders, implementation arrangement, and
necessary actions to be undertaken by each stakeholder. Table 4-1 is a summary of such strategy that
the NIIU and the Cabinet Division have agreed upon.
Table 4-1 Summary of strategy for the NIS promotion at the local level
Item Summary
Roles and NIIU
Responsibilities  Develop dissemination materials and distribute them to DCs.
 Organise dissemination meetings, and make a presentation on a pilot basis.
 Develop training modules for the District-level focal points, and conduct training
sessions for them.
 Facilitate DCs to organise dissemination meeting.
Deputy Commissioner
 Appoint an officer in charge of the NIS (District-level focal point) in the Deputy
Commissioner’s office.
 Ensure the District-level focal point’s participation in the training sessions to be
organised by the NIIU.
 Organise dissemination meetings and make a presentation on a regular basis.
 Implement other promotion activities at the District level where necessary.
Mechanism for  DC will appoint a District-level integrity focal point.
the NIS  The District-level focal point is, under the supervision of the DC, responsible for the
promotion NIS-promotion activities at the District level.
 The focal point will receive necessary training from the NIIU.
Necessary NIIU
Actions 1) Development of dissemination materials and distribution of them to all Districts
2) Organisation of dissemination meetings on a pilot basis
3) Development of a training module on the NIS for the District-level focal points, and
implementation of the training
4) Facilitating DCs to organise dissemination meetings
5) Securing necessary budget
Deputy Commissioner
1) Appointment of the District-level integrity focal point
2) Organization of the dissemination meeting
3) Promotion of the NIS at the District level, such means as awareness raising on a regular
basis
4) Coordination among stakeholders
(3) Formulation of Operational Procedures of the Ethics Committee
The Ethics Committee can formulate, as a supplement to the TOR, operational procedures, which
define detailed operations of the Ethics Committee, i.e. a frequency of the Ethics Committee meeting,
expected subjects of the meeting, monitoring method of implementation status of each action, and make
clear what the committee is going to do. The NIIU may need to sensitise the senior officials of the
Executive Committee and provide a technical assistance to some Focal Points that do not have a clear
idea of operational procedures of the committee.
50
Final Report
The Mission proposes operational procedures for the Ethics Committee and the Integrity Focal Point
as follows (Table 4-2). These operational procedures were formulated by referring to the TOR for the
Ethics Committee, which was defined by the Cabinet Division on 4 April 2013. The operational
procedures do not define detailed activities. Thus, each Ethics Committee and the Integrity Focal Point
are supposed to formulate detailed operational procedures based on the nature of their work.
Table 4-2 Operational procedures for the Ethics Committee and the Integrity Focal Point
TORs for the Ethics Operational procedure Operational procedure
Committee29 for the Ethics Committee for the Integrity Focal Point
1. Identification of successes  The Ethics Committee assigns  The Integrity Focal Point conducts a
achieved and problems the Integrity Focal Point to survey in his or her institution
encountered in establishing identify successful cases and quarterly, find good practices, while
integrity in the concerned problems. clarifying problems.
sector  The Integrity Focal Point analyses
causes of each problem.
 The Integrity Focal Point proposes
countermeasures for the identified
problems
2. Formulation of time- bound  The Ethics Committee checks  The Integrity Focal Point formulates
Action Plan to resolve the contents of the action plans time-bound action plan to implement
identified problems proposed by the Integrity Focal those countermeasures.
Point.  The Integrity Focal Point proposes
 The Ethics Committee approves the action plan to the Ethics
the action plans. Committee.
3. Selection of personnel to be  The Ethics Committee assigns  The Integrity Focal Point identifies
responsible for personnel responsible for personnel responsible for each
implementation of the Action implementation of each action. action in the action plan.
Plan
4. Implementation and  The Chair calls for a meeting  The Integrity Focal Point monitors
monitoring of the Action quarterly. the progress of implementation of
Plan undertaken for  The Ethics Committee reviews the action plan quarterly.
establishment of integrity in the monitoring report.  The Integrity Focal Point compiles
the concerned sector  The Ethics Committee identifies results of the monitoring and
necessary actions to be taken. develops a monitoring report.
 The Ethics Committee approves  The Integrity Focal Point proposes
the monitoring report and the revision of the action plan, if
revised action plan. necessary.
 The Integrity Focal Point submits
the monitoring report and the revised
action plan to the Ethics Committee.
5. Sending progress report on  The Integrity Focal Point
establishing integrity in the disseminates the decisions made by
concerned the Ethics Committee in the
Ministry/Division/ institution.
Organization to the National  The Integrity Focal Point submits
Integrity implementation the monitoring report and results of
Unit (NIIU) of the Cabinet the Ethics Committee meeting to the
Division. NIIU.
(4) Enhancement of Capacity of the National Integrity Implementation Unit
29
Defined by Cabinet Division, April 4, 2013
51
Final Report
The capacity of the NIIU must be strengthened mainly from 2 aspects: strengthening the
organisational structure, and securing financial resources. In terms of organisational structure, officials
assigned to the NIIU must be mobilised for the NIIU work. The roles and responsibilities of the
individual officials should be clearly defined so that all of them can effectively work for NIS
implementation. With respect to budget, it is crucial for the NIIU to secure necessary budget to
perform its responsibilities.
(5) Provision of Support to the Integrity Focal Point
In implementing his or her tasks, the Integrity Focal Point needs leadership and guidance from his or
her superiors, especially the Secretary or the head of organisation. The NIIU must organise a seminar
for the Secretary or heads of organisations to sensitise them. In fact, the NIIU held a meeting with the
senior officers of the public administrative organisations on 26 September 2013 to request their
leadership towards the implementation of the NIS. Such event should be held on a regular basis.
(6) Enhancement of Linkage among the NIS and Other Related Systems
Enforcement of the Grievance Redress System and enactment of Right To Information Act are two of
the highest priority activities for the NIS. It is, therefore, necessary to ensure close collaboration
among these systems. Regarding the GRS, The GRS Focal Point could be appointed as a member of
the Ethics Committee.
NIIU needs to work together with the Information Commission to accelerate the enforcement of the
RTI Act. Periodic meeting between the NIIU and the Commissioner could be effective medium to
promote cooperation between them. At the public administrative organisation level, the Ethics
Committee can invite the RTI Designated Officer to the NIS meeting and confirm the progress of the
RTI.
4.3 Other Recommendations

(1) Analysis on the Governance Environment in Bangladesh
To effectively implement the NIS and to achieve better governance, it is crucial to conduct an in-depth
analysis on the governance environment in Bangladesh. For instance, the negative impact of excessive
political intervention is pointed out in Bangladesh, while healthy check and balance among the public
administration, legislation, and judiciary is expected. To promote good governance, proper
understanding of reasons for such intervention is necessary. It is also said that, while good laws and
regulations are enacted in Bangladesh, they are not well enforced. It is thus necessary to understand
what has caused weak enforcement of laws and regulation. Otherwise, good governance will not be
promoted effectively and efficiently.
Comparative analysis with other countries is also effective. Successful practices of other countries are
a good reference for measuring what good governance is.
(2) Establishing Governance Knowledge Centre
A Governance Knowledge Centre, which will collect and collate data and information on good
governance including good practices of the NIS, can be established at the NIIU. The Centre is to
disseminate the NIS concept and related activities to citizens and boost the morale of officials of
public administrative organisations by collecting good practices of the NIS.
An important thing when the Centre collects good practices of the NIS is that the Centre should
52
Final Report
analyse why good practices have happened. Success is often caused by special leaders. The Centre can
analyse motivations of such leaders, their approach to their colleagues, and how they have acquired
necessary skills and knowhow. The Centre needs to gather and analyse ‘Good stories’, not just good
practices.
(3) Provision of Incentives towards the NIS Implementation
The Cabinet Division and Ministry of Public Administration are advised to consider introducing new
personnel evaluation criteria, which measure one’s integrity. Besides such incentive on personnel
evaluation, the NIIU should consider the NIS award system, which gives an award to individuals or
organisations that conduct remarkable good practices towards the national integrity.
(4) Ensuring Regular Communication with Development Partners
As many initiatives of DPs contribute to the realisation of the NIS, the NIIU is expected to identify the
potential areas of DPs’ assistance, and work with them to implement the NIS. To promote
collaboration with DPs, it would be effective for the NIIU to communicate with DPs proactively.
Such communication will enable the NIIU to identify which part of the NIS can be assisted by which
DPs, and will help DPs understand the progress and challenges of the NIS. The existing platform such
as the LCG Governance Working Group can be utilised for this purpose, but the NIIU can also invite
some DPs to the NIS-related seminars and workshops to disclose progress of the NIS and challenges.
53
Final Report
5 JICA support for the NIS
5.1 Proposal: JICA Technical Cooperation

By considering the recommendations above, the JICA Mission proposes a JICA technical cooperation
project towards the promotion of national integrity and good governance. The project is designed to
contribute especially to transparency and accountability among the NIS programs (See Figure 4-1). In
fact, the Global Integrity Index 2008 30 , formulated by a non-profit organisation called ‘Global
Integrity’, showed that government accountability in Bangladesh was the weakest, compared to other
categories such as ‘Civil Society, Public Information and Media’, ‘Elections’, ‘Administration and
Civil Service’, ‘Oversight and Regulation’, and ‘Anti-Corruption and Rule of Law’. Among the
indexes related to ‘Government Accountability’, the index for public administration’s accountability
scores the lowest.
In theory, accountability means ensuring that officials in public, private and voluntary sector
organisations are answerable for their actions and that there is redress when duties and commitments
are not met31.
Accountability of the Bangladesh Government means that the Government shows how the decisions
are made and has responsible for its decisions. The Bangladesh Government is to establish oversight
process inside the government system. The Government explains its decisions to the legislatures, and
the decisions are sometimes overruled. The Judiciary also checks whether or not a Government
decision is constitutional.
Besides such separation of powers among public administration, judiciary, and legislature,
accountability includes citizens’ roles in holding the powerful to account. Elections are the formal
institutional channel to ensure such accountability. There are also informal processes through which
citizens organize themselves into associations that are capable of lobbying governments, demanding
explanations and threatening less formal sanctions like negative publicity 32.
The result of the objective analysis, which aimed to identify the ways to achieve accountability, shows
that the following components are necessary: 1) Planning of the NIS is strengthened’; 2)
Implementation structure is established and the NIS-related activities are conducted; 3) Necessary
budget is secured; 4) Monitoring is adequately conducted; 5) Necessary action is taken based on the
monitoring result; and 6) Progress of the NIS implementation is disseminated. These components are
categorised as ‘Plan’, ‘Implementation’, ‘Check and Action’, and ‘Promotion’. It means that the
project purpose is going to be achieved by establishing the Plan-Do-Check-Action cycle and
promoting the NIS achievement. The Figure 5-1 below shows the image of the result of the objective
analysis.
30
http://report.globalintegrity.org/Bangladesh/2008/
31
Transparency International’s website
32
Transparency International’s website
54
Final Report
Objective Analysis
National integrity is increased.
END
Accountability among the government institutions is increased. Ethical norm Power Fair civil serives
MEANS
Effective implementation system of NIS is established. Necessary The policy

policyies for deployment
Planning Implementation Check & Action Promotion better
governance
system is
applied .
are clarified.
Planning of the NIS Implementation structure is Necessary Monitoring Necessary Progress of the
is strengthened. established and the NIS- budget is is action is taken NIS
related activities are secured. adequately based on the implementation
conducted. conducted. monitoring is disseminated.
result. Issues of NIIU develops
governance in policy
Bangladesh deployment
are identified. system.
NIS -related Priority The road Financial KAIZEN The planned The Focal Ethics The Each NIIU Executive The institutions Executive NIIU NIIU gather
action is among map is plan is activities are NIS activities Point committee Cabinet institution approache Committee introduces Committee develops good
defined. the NIS developed. formulated. conducted at are conducted Workshop is activated. Division secures s DPs. monitors the necessary modifies the the NIS practices.
actions is targeted at each is held secures necessary progress of NIS countermeasur NIS when database.
clarified. institutions. institution. periodicall necessary budget. implementation. es . necessary. Research is Lessons learned
conducted in from TQM and
the field of KAIZEN are
governance in analysed.
Bangladesh.
Work plan Participants The NIS is Work plans The Focal Top NIIU monitors Executive NIIU proposes NIIU develops
at each make the programmed. at Points are management the progress Committee necessary PR strategy. Policy
institution work institutions proactive. of the of each meeting is countermeasures
is
developed.
implementat are
developed.
institution is institution. held every 3 to the institutions
Research
Deployment
ion plan . sensitised. months.
theme is
decided.
Necessary Their Their Their NIIU NIIU gathers a NIIU identify

training is ownership skills are motivation sensitises top progress report issues by
provided. is high. increased. is high. management. from each
institution and
analysing the
monitoring
Research
compile. result .
Target areas Sensitisation Necessary NIIU Their works NIIU organises Focal Point
and staffs are activities are training is provides are Focal Point submits a
identified for conducted. provided. necessary recognised Workshop progress report
TQM and guidance. by the Ethics every 3 months. to the NIIU.
KAIZEN. Committees.
Figure 5-1 Image of the Result of the Objective Analysis

(Source: JICA Mission)
In addition, to increase the possibility of achieving the Overall Goal, i.e., ‘Accountability among
Ministries, Divisions, and Organisations’, the following 2 components are added to the project
framework: ‘Necessary policies for better governance are clarified by conducting research on
governance environment in Bangladesh’; and ‘NIIU develops policy deployment system and the
policy deployment system is applied’, as shown in the right side of Figure 5-1. These 2 components
are grouped as ‘Necessary measures for better governance are proposed’, and they aim to identify an
effective approach to realise better governance within the project period. Such approach is going to be
practiced through the implementation of the NIS after the project period.
5.1.1 Project Framework
The JICA technical cooperation aims to achieve the Project Purpose, i.e., ‘By promoting NIS, an
effective implementation framework of NIS is established’, in 2 years after the commencement of the
project. By achieving this purpose, the Overall Goal of ‘Accountability among Ministries, Divisions,
and Organisations is increased’ is expected to be realised in 3 t o5 years after the project completion.
The Cabinet Division has proposed ‘Good Governance among Ministries, Divisions, and
Organisations is promoted’ as the Overall Goal. The JICA NIS Mission thinks it is realistic to aim for
accountability, not good governance in the time line given for the upcoming project, as accountability
is one of the components for good governance.
Table 5-1 Outline of the Proposed Project

Narrative Summary Indicator
Overall Goal Accountability among Ministries, Divisions,  % of NIS actions that have made progress, which is
and Organisations is increased. related to accountability among Ministries, Divisions,
and Organisations
 Trust in Ministries, Divisions, and Organisations
among citizens increases33.
33
55
Final Report
Project Purpose By promoting NIS, an effective

 % of NIS actions that are implemented, monitored and
implementation framework of NIS is reviewed
established.  % of civil servants and citizens who are aware of the
NIS34
Output 1 Plan for NIS implementation, including the  90% of Ministries, Divisions, and Organisations
NIS work plans of Ministries, Divisions, and formulate their work plans
Organisations, is formulated and reviewed  Number of the work plans reviewed based on the
based on the monitoring results. results of monitoring activities
2 NIS-related activities are properly monitored  Number of Ministries, Divisions, and Organisations
by the Ethics Committee, the NIIU, and the where the Ethics Committee Meeting is held regularly
Executive Council. 90% of the Integrity Focal Points participate in each
focal point workshop organised by the NIIU.
The NIIU reports the progress of the NIS to the
Executive Council twice a year.
3 Public relation system of the NIS is  Number of NIS-related good practices collected
introduced.  Number of events to raise public awareness
4 Necessary measures for better governance are Proposal on policy for better governance in
identified. Bangladesh.
Proposal on policy deployment system, which is
formulated based on lessons learned from the TQM
and KAIZEN exercises.
Activity 1-1. The NIIU encourages Ministries, Divisions, and Organisations to formulate work plans for NIS.
1-2. The NIIU encourages Ministries, Divisions, and Organisations to revise their work plans based on the
monitoring results.
1-3. The NIIU and the JICA project team develop the NIS implementation roadmap.
1-4. The NIIU revises the NIS roadmap based on the monitoring results.
1-5. The NIIU and the JICA project team apply the TQM and KAIZEN approach to some NIS actions on a trial
basis.
1-6. The NIIU proposes the revision of the training module for civil servants.
1-7. The NIIU and the JICA project team organise training for the NIIU staff members and the Integrity Focal
Points.
2-1. The NIIU instructs Ministries, Divisions, and Organisations to hold the Ethics Committee Meeting
periodically.
2-2. The NIIU holds the Integrity Focal Point Workshop and monitors the progress of the NIS-related activities.
2-3. The NIIU reports the progress of NIS-related activities to the Executive Council.
3-1. The NIIU and the JICA project team develop and promote the NIS public relations strategy, i.e.,
identifying target groups, and developing an outreach method to the target group.
3-2. The NIIU and the JICA project team establish the Governance Knowledge Centre, gather NIS and
governance -related good practices and disseminate them to the public.
3-3. The NIIU gives awards to good practices.
3-4. The NIIU sensitises the stakeholders, such as local government institutions, NGOs, the private sector, and
the media towards realisation of the NIS.
4-1. The NIIU and the JICA project team identify research themes towards better governance.
4-2. The researchers conduct the research.
4-3. The researchers propose actions to be taken towards better governance.
4-4. The NIIU develops a policy deployment system based on the TQM and KAIZEN experiences.
Activity 1-1: Ministries, Divisions, and Organisations formulate work plans for NIS
Some Ethics Committees have already formulated the work plans and submitted them to the NIIU.
However, such work plans must be updated with support from the NIIU and their quality is inadequate.
The NIIU also needs to approach the Ministries, Divisions, and Organisations, and request them to
submit their work plans.
Activity 1-2: Ministries, Divisions, and Organisations revise their work plans based on the
monitoring results
Based on the monitoring results, Ministries, Divisions, and Organisations are to revise their work plans
where necessary.
34
56
Final Report
Activity 1-3: The NIIU and the JICA project team develop the NIS implementation roadmap
The NIIU and the JICA project team formulate the NIS implementation roadmap based on the work
plans formulated by the Ministries, Divisions, and Organisations, referring to the roadmap drafted by
the Mission. The NIIU and the JICA project discuss with the concerned stakeholders before its
finalisation.
Activity 1-4: The NIIU revises the NIS roadmap based on the monitoring results
The NIS roadmap must be modified when the work plans of the Ministries, Divisions, and
Organisations are revised.
Activity 1-5: The NIIU and the JICA project team apply the TQM and KAIZEN approach to
some NIS actions on a trial basis
Firstly, The NIIU and the JICA project team confirm effectiveness of the TQM and KAIZEN approach.
Then, the NIIU and the JICA project team study how the TQM approach can be applied to the NIS
context and select areas on a pilot basis. The areas proposed include the following:
 Increase of accountability among the public administrative institutions;

 Awareness on and use of the Right to Information Act;
 Strengthening the GRS;
 Prevention of food adulteration;
 Increase interactions between the parents and the teachers in educational institutions;
 Increase participation of students in social activities;
 Promotion of ethics among students;
 Protection of consumers’ rights; and
 Increase accountability of local government representatives.
The NIIU and the JICA project team design the TQM exercise and develop its contents. The contents
include module, syllabus, and textbooks, together with a training institute. The training itself is to be
provided by a training institute.
The participants in the TQM training formulate a work improvement plan at their institutions after the
training course and implement it.
Activity 1-6: The NIIU proposes the revision of the training module for civil servants.
The NIIU has a consultation meeting with all the training institutions for civil servants including the
BAPTC and the BCSAA and proposes the inclusion of the NIS concept in the training contents for
civil servants, which are used at the training institutions. The NIIU also requests the training
institutions to update the contents based on the progress of the NIS-related activities.
Activity 1-7: The NIIU and the JICA project team organise training for the NIIU staff members
and the Integrity Focal Points.
Besides the TQM training, a series of training sessions are provided. The Mission proposes the
following topics:
 Accountability: necessary measures to increase accountability in the public administrative

organisations; and
 Competency for the Integrity Focal Point: necessary knowledge and skills to perform required
operational procedures, as shown in Table 4-2.
Training in Japan and in a third country may be an effective input. A proposal for training in Japan and
in a third country is shown in 5.2.
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Final Report
Before the provision of training, the NIIU and the JICA project team must assess the capacity of
officials of the NIIU and the NIS-related public administrative organisations, and elaborate a capacity
development plan for them that include training in Bangladesh, seminars, training overseas, and
exchange of views with relevant institutions of other countries.
The Cabinet Division has a plan to develop a group of officers who will help implementation of the
NIS and bring reforms in the governance system, or selects a group of potential and enthusiastic
officers for this purpose. Training for such group of officers is to be considered.
Activity 2-1: The NIIU instructs Ministries, Divisions, and Organisations to hold the Ethics
Committee Meeting periodically.
The NIIU proposes the draft operational procedures of the Ethic Committee and the Integrity Focal
Point and gets approval in the Focal Point Workshops. The Ethics Committee Meeting is to be held
quarterly, as shown in Table 4-2.
Activity 2-2: The NIIU holds the Integrity Focal Point Workshop and monitors the progress of
the NIS-related activities.
The NIIU organises the workshop every three months with the Integrity Focal Points. Its objective is
to check the progress of the NIS activities at each institution, identify challenges, and discuss
countermeasures to them.
NIIU provides a support to Ministries, Divisions and Organisations towards the implementation of the
NIS actions, such as technical assistance in formulating policies, arranging a consultation meeting,
seminar, and workshop.
Activity 2-3: The NIIU reports the progress of NIS-related activities to the Executive Council.
The NIIU compiles the result of the workshops, develops and places a progress report, and submits it
to the National Integrity Advisory Council and its Executive Committee.
Activity 3-1: The NIIU and the JICA project team develop and promote the NIS public relations
strategy, i.e., identifying target groups, and outreach method to the target group.
The NIIU and the JICA project team identify the target groups, channel, and timing of public relations
activities. Regarding the deployment of the NIS to local institutions, NIIU and the JICA project team
elaborate a strategy for the NIS dissemination at the District and Upazila level. Then, Districts and Upazila
implement the strategy with the assistance from the NIIU.
Activity 3-2: The NIIU and the JICA project team establish the Governance Knowledge Centre,
gather NIS and governance-related good practices, and disseminate them to the public.
The Governance Knowledge Centre is established in the NIIU to promote the NIS and god governance
initiatives. Major activities of the Centre are to gather good practices, disseminate the achievement of
the NIS and good governance practices, develop a website, and publish research papers.
The NIIU and the JICA project team look for good practices of governance and integrity and analyse
key factors behind their successes. Lessons learned from such good practices are to be shared among
the stakeholders.
Activity 3-3: The NIIU gives awards to good practices.

The NIIU designs the award system such as category of award, selection criteria. Then, the NIIU
selects good practices of the NIS and gives an award to good practices.
Activity 3-4: The NIIU sensitises the stakeholders, such as local government institutions, NGOs,
the private sector, and the media towards realisation of the NIS.
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Final Report
The NIIU and the JICA project team continue to disseminate the NIS concept and have people
understand the importance of national integrity. Regarding promotion of the NIS local government
institutions, a promotion strategy is to be formulated first, as shown in 4-2 (2). Educational institutions
including teachers, academia, civil society, and consumers may be included in the target group of
sensitisation.
The NIIU organises meetings to raise awareness among senior officials, such as the Secretary, the
Additional Secretary, and the Joint Secretary, towards the implementation of the NIS. Such awareness
among senior officials will enable the Integrity Focal Points to gain support from their superiors. In
addition, sensitisation meetings may be necessary for members of the Ethics Committees.
Activity 4-1: The NIIU and the JICA project team identify research themes towards better
governance.
Activity 4-2: The researchers conduct the research.
Activity 4-3: The researchers propose an action to be taken towards better governance.
Major thematic issues to be analysed may include the following: 1) analysis on the status of the
enforcement of the NIS-related laws and regulations in Bangladesh; 2) analysis on why those laws and
regulations are not properly enforced; and 3) proposal on how to strengthen enforcement of those laws
and regulations. In addition, comparative analysis on the governance systems of other countries is to be
considered. Research themes are going to be decided during a project inception period.
Activity 4-4: The NIIU develops a policy deployment system based on the TQM experiences.
Lessons learned from the TQM and KAIZEN are analysed and a prototype of policy deployment
system is proposed. Application of the policy deployment system towards good governance is
considered.
5.1.2 Necessary Inputs
Dispatch of Japanese experts

Experts on the following areas are expected: 1) governance; 2) TQM and training; 3) public relations
including development of the website; and 4) Researcher in governance. In addition, a chief advisor
and a coordinator are necessary for smooth implementation of the project.
Training in Japan and a third country

As part of ‘2-1. The NIIU and the JICA project team organise training for the NIIU staff members and
the Integrity Focal Points’, training opportunities are going to be provided domestically and abroad. A
proposal for training in Japan and a third country is below. During the training in Japan, the
participants are going to learn how the systems in Japan work to promote transparency and
accountability. Regarding the training in a third country, training courses in India’s State of Bihar and
Malaysia are considered. Bihar State is famous for its integrity actions and has achieved economic
growth by combating corruption. Such experiences could be a good reference for Bangladesh.
Malaysia developed the National Integrity Plan in 2004 and established the Institute of Integrity
Malaysia to promote the plan. Activities of the Institute could be also a good reference for the NIIU.
The contents of the training are as follows.
Subject Content Method

System in Japan for 1）Division of powers in Japan  Lecture by academics
checks and balances 2）Prevention measures against  Exchange of views with
 Institutional measures, i.e., public service Japanese civil servants
system, National Personnel Authority.
 Practices, i.e., how to prevent interference
from politicians
Checks and balances 1） Self-check by civil servants, i.e., policy  Lecture by academics and
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Final Report
in public evaluation, administration audit Japanese civil servants

administration in 2） Check by legislative body, i.e., audit  Exchange of views with
Japan committee in the parliament, administration Japanese civil servants
investigation rights  Exchange of views with
3） Check by the judiciary, i.e., judicial review civil society
4） Check by citizens, i.e., administrative  Visits to local governments
litigation, ombudsman, complaint
management
5） Freedom of Information Act, and its
enforcement
6） Examples of administrative innovation at
local governments
Public 1） Public administration and the private sector  Lectures by civil servants
administration, the  Regulations and deregulation by the public and representatives of
private sector, and administration, consumer protection business groups and the
the media  System of the fair trade commission in Japan media
 Roles of business groups as a pressure group  Exchange of views
2） Cooperate governance in Japan: promoting
accountability
3） Public administration and the media
 License system
 Freedom of press
4） Accountability in the media
 Broadcast ethics
Anti-corruption  Measures against corruption in Japan, political  Lecture by academics
measures in Japan ethics and ethics in public administration  Exchange of views with
 Usage of ICT to promote transparency civil society
Election  The election system and mandates of the  Lecture by academics
management election commission  Site visit
 Behaviour of a politician during the election
campaign
 Site visit: election campaign and voting
The Cabinet Division has proposed ‘formulation of public policy’, ‘civil service ethics’, and
‘administrative leadership development’ be included in training in Japan. The Cabinet Division has
also expressed its desire that around 150 officers are dispatched to Japan and the third countries. Both
the Cabinet Division and JICA need to discuss the scope and volume of training in Japan and the third
countries.
5.1.3 Synergy Effects with other JICA assistances
The proposed JICA project is going to contribute to the JICA’s ‘Administrative Capacity Improvement
Program’, if the project is coordinated with other JICA’s technical assistances, namely the Link Model
and ‘Project for Improving Public Services through Total Quality Management’. For details of these
technical assistances, refer to 2.3.2 (2).
JICA aims to improve the nation’s public service in terms of quality and quantity, and at both the
centralized and local levels under its ‘Administrative Capacity Improvement Program’. To improve
public service, the public administrative institutions must be accountable for the citizens as a service
provider.
How each project contributes to accountability in Bangladesh?

Major component of the NIS is accountability. By implementing some actions listed in the NIS,
accountable ministries and local government institutions will be realised. The NIS also needs to be
implemented in an accountable manner.
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Final Report
The Link Model is a framework to incorporate the needs of rural population in the process of
development by linking villages and local government institutions concerning rural development.
Local government institutions are expected to be accountable for local people through cooperation.
The TQM project aims to improve public service at Upazila level by establishing
Plan-Do-Check-Action (PDCA) cycle. Staff members at the Upazila level (Work Improvement Teams)
formulate Work Improvement Plan and do KAIZEN. Their accountability as a public service provider
is expected to increase through the PDCA Cycle.
Expected synergy effects among the NIS, the TQM project, and the Link Model
These JICA assistances would be able to achieve their expected outcome and outputs efficiently, if
they are implemented in a coordinated way.
The NIS presents policy-level actions of each institution, but not specific actions. Thus actions to be
undertaken by individual staff members are still unclear. If the TQM approach is found as an effective
way to realise the NIS, the NIIU would recommend the public administrative organisations, including
local government institutions, to adopt the TQM approach to promote integrity at their organisations.
Individual staff members would improve their activities though the TQM exercises.
If the Link Model is recognised as a model that is aligned to the concept of the NIS, the NIIU would
promote the Link Model as a prototype of dialogue method between local government institutions and
local people through the NIS implementation framework. Then, local government institutions in the
whole Bangladesh would exercise the Link Model. One of the NIS actions: ‘Citizens’ activism
demanding transparency and accountability of the LGs, their representatives and officials’ would be
achieved by adopting the Link Model.
One of the expected outputs of JICA TQM project is to establish frameworks for contributing to policy
making and institutionalization for promoting TQM training and Work Improvement Project. To
institutionalise the TQM approach as a form of a government policy, the NIS could be an effective
framework. If the TQM approach is adopted by the NIS as an effective tool to increase accountability
among the public administrative organisations, including local government institutions, the NIIU
would be able to promote the TQM approach to all the public administrative institutions through the
NIS implementation framework.
Such synergy effects are realised, if these 3 projects are managed in a coordinated way:
 The NIIU studies the TQM approach and the Link Model whether or not they are effective tools
to realise the NIS concept;
 The NIIU promotes the TQM approach and the Link Model to the public administrative
organisations though the NIS implementation framework;
 The NIIU monitors the progress of the TQM-related and the Link Model-related activities; and
 JICA coordinates the NIS project, the TQM project, and the Link Model as one governance
programme.
5.2 Institutionalisation of NIS to JICA’s Cooperation

JICA is expected to promote good governance and integrity using every opportunity. In fact, JICA has
been providing assistance to strengthen governance of its counterpart organisations and improve
public service in various sectors. Any JICA cooperation is expected to realize the concept of the NIS
through its operation. A few ideas on such cooperation are shown below.
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Final Report
Incorporating the concept of national integrity in the project formulation process

All JICA assistance is expected to give a positive impact on anti-corruption. When JICA conducts an
ex-ante evaluation for its assistance, impact on anti-corruption is to be considered, as well as that on
the environment and gender.
Incorporating the concept of national integrity in the counterpart training contents

Most JICA technical cooperation projects provide training to the counterpart personnel. This is a good
opportunity for counterpart personnel to understand the NIS concept. A NIS-related component can be
included in the training programme. For instance, the training participants discuss how to prevent
corruption in their day-to-day work.
Activating Right To Information Act

The Enforcement of Right To Information Act is one of the NIS actions, although the Act has been
implemented since 2009. It means that the Act has not been as effective as expected. The JICA project
can include the promotion of the Act as one of the project activities at its counterpart organisations.
For instance, a JICA yen loan project can actively disseminate the project information, as it does for
the people of Japan.
Promoting the GRS at the counterpart organisation

A JICA project can promote complaint management at the counterpart institution by enforcing the
Grievance Redress System (GRS). For instance, a JICA project may aim to establish complaint
management at the counterpart institution, and not just introduce the GRS. The project can teach the
counterpart institution to improve its work by utilising complaints received, and can request the
counterpart institution to comply with the Right to Information Act. Such measures can be included in
a loan agreement.
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JICA Mission on Good Governance Strategy
Interim Report
References
Asian Development Bank (ADB). (2007). Report and Recommendation of the President to the Board
of Directors: Proposed Program Loan and Technical Assistance Grant: People’s Republic
of Bangladesh: Good Governance Program. ADB: Author.
Asian Development Bank (ADB). (2011). Country Partnership Strategy: Bangladesh, 2011–2015.
ADB.
Bangladesh Public Administration Training Centre and JICA Project for Enhancing the Capacity of
Public Service Training in Bangladesh (2009). Delivering Quality Public Services: A
Bottom-Up TQM Approach in Bangladesh (Project Briefing Paper No. 3). Dhaka: Authors.
Cabinet Division (2011). Report on Grievance Redress System in Line Ministries, available at:
http://www.cabinet.gov.bd/file_upload/news_events/bn_419.pdf [Accessed on July 31,
2013]
Cabinet Division (2012). Allocation of Business among the Different Ministries and Divisions
(Schedule I of the Rules of Business, 1996) (Revised up to July 2012), available at:
http://www.cabinet.gov.bd/file_upload/CD_LEGISLATIVE_INFO_en_2_176.pdf [Accessed
on July 31, 2013]
Cabinet Division (2013). Minutes of the First Meeting of the National Integrity Advisory Council.
Dhaka: Author
Department for International Development (DfID). (2013). Operational Plan 2011-2015 (Updated
2013). DfID.
European Commission (EC). (n.d.) Bangladesh -European Community Country Strategy Paper for the
period 2007-2013. EU.
Government of the People’s Republic of Bangladesh (GOB). (2009). Right to Information Act, 2009.
Dhaka: Author.
Government of the People’s Republic of Bangladesh (GOB). (2010). Outline Perspective Plan of
Bangladesh 2010-2021: Making Vision 2021 a reality. Dhaka: Author.
Government of the People’s Republic of Bangladesh (GOB). (2011). Sixth Five Year Plan
FY2011-FY2015 (Part 1, 2 and 3). Dhaka: Author.
Government of the People’s Republic of Bangladesh (GOB). (2012). The National Integrity Strategy
of Bangladesh: Commitment for Golden Bengal. Dhaka: Author.
Institute of Governance Studies (IGS). (2012). The State of Governance in Bangladesh 2010-11:
Policy, Influence, Ownership. Dhaka: Dana Printers limited.
Japan International Cooperation Agency (JICA). (2004). Governance Assistance of JICA:
Development of Democratic Institutions, Improvement of administrative functions, and
Development of legal Institutions. (in Japanese). Tokyo: Author.
NGO Affairs Bureau (2013a). List of NGOs as on 04 July, 2013. available at:
http://www.ngoab.gov.bd/Files/NGO_LIST.pdf [Accessed on July 31, 2013]
NGO Affairs Bureau (2013b). Minutes of Discussion Meeting in NGO Affairs Bureau on NIS. Dhaka:
Author.
Pope, Jeremy. (2000). Transparency International Source Book 2000: Confronting Corruption: The
Elements of a National Integrity System. Malaysia; Transparency International.
President’s Secretariat Public Division (1978). Foreign Donations (Voluntary Activities) Regulation
Ordinance, 1978, available at: http://www.ngoab.gov.bd/Files/The_FDR_Rules_1978.pdf
References-1
Interim Report
[Accessed on: July 31, 2013]

United States Agency for International Development (USAID). (2011). Bangladesh Country
Development Cooperation Strategy FY2011-2016. USAID.
World Bank. (2008). Program Document on a Proposed Grant in the Amount US$95 Million to the
People’s Republic of Bangladesh for Strengthening Public Expenditure Management
Program (SPEMP). The World Bank; Author.
World Bank. (2010). Country Assistance Strategy for the People’s Republic of Bangladesh for the
Period Fy11-14. Dhaka: The World Bank.
References-2
ANNEXES
Final Report
Annex 1 Structure of the National Integrity Advisory Council
Structure of the National Integrity Advisory Council
1. Prime Minister Chairperson
Minister/ Advisor:
2. Minister of Finance Member
3. Minister of Law, Justice and Parliamentary Affairs Member
4. Minster of Local Government, Rural Development and Cooperatives Member
5. Minister of Home Affairs Member
6. Minister of Information Member
7. Minister of Primary and Mass Education Member
8. Minister of Education Member
9. Advisor to Prime Minister on Public Administration Affairs Member
10. Advisor to Prime Minister on International Affairs Member
Parliament Members:
11. Mr. Abdul Matin Khushru, Comilla-5 Member
12. Mr. Md. Akram Hossain Chowdhury, Nowga-3 Member
13. MR. Asaduzzaman Khan, Dhaka-11 Member
Heads of Constitutional and Statutory Institutions:
14. Chief Election Commission Member
15. Chairman, Anti-Corruption Commission Member
16. Chairman, Human Right Commission Member
17. Chairman, Press Council Member
18. Chairman, Public Service Commission Member
19. Chief Information Commissioner Member
20. Attorney General Member
21. Comptroller and Auditor General Member
Educationist, Civil Society and NGOs:
22. Chairman, University Grants Commission Member
23. Vice Chancellor, Dhaka University Member
24. Prof. Saidur Rahman Khan, Former Vice Chancellor, Rajshahi University Member
25. Ms. Arma Datta, Executive Director, Prip Trust Member
Media:
26. Mr. Iqbal Sohban Chowdhury, President, BFUJ Member
27. Mr. Mohiuddin Ahmed, Columnist and Former Ambassador Member
Private Sector:
28. President, FBCCi Member
29. President, MCCI Member
30. President, BGMEA Member
Government Officers:
31. Cabinet Secretary Member
32. Principal Secretary to Prime Minister Member
33. Governor, Bangladesh Bank Member
34. Senior Secretary, Ministry of Public Administration Member
35. Senior Secretary, Ministry of Health Member
36. Senior Secretary, Economic Relations Division Member
37. Senior Secretary, Ministry of Home Affairs Member
38. Inspector General of Police Member
39. Secretary, Ministry of Land Member
40. Secretary, Local Government Division Member
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Final Report
41. Secretary, Ministry of Information Member

42. Secretary, Ministry of Education Member
43. Chairman, NBR Member
44. Secretary, Finance Division Member
45. Rector, BPATC Member
46. Secretary, Legislative and Parliament Affairs Division Member
47. Secretary, Parliament Secretariat Member
48. Secretary, Ministry of Primary and Mass Education Member
49. Secretary, Ministry of Law and Justice Member
Source: Bangladesh Gazette, issued on 5 December 2012
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Final Report
Annex 2 Structure of the Executive Committee
Structure of the Executive Committee of the National Integrity Advisory Council
1. Minister of Finance Chairperson

2. Minister of Law and Justice Member
3. Advisor to Prime Minister on International Affairs Member
4. Chairman, Anti-Corruption Commission Member
5. Cabinet Secretary Member
6. Principal Secretary to Prime Minister Member
7. Comptroller and Auditor General Member
8. Senior Secretary, Ministry of Public Administration Member
9. Senior Secretary, Economic Relations Division Member
10. Senior Secretary, Ministry of Home Affairs Member
11. Secretary, Ministry of Information Member
12. Secretary, Ministry of Education Member
13. Secretary, Legislative and Parliament Affairs Division Member
14. Secretary, Parliament Secretariat Member
15. Ms. Arma Datta, Executive Director, Prip Trust Member
16. Mr. Iqbal Sobhan Chowdhury, President, BFUJ Member
17. President, FBCCi Member
Source: Bangladesh Gazette, issued on 5 December 2012
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Final Report
Annex 3 Organisational Chart of the Cabinet Division
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Final Report
Annex 4 Development Partners’ Initiative Matrix
Development partners’ initiative matrix in the governance sector is presented from the next page.
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Matrix of Development Partners’ Initiative in the Governance Sector
Administrative reform & Public financial Democratic
Legal institutions Anti- corruption Parliament Local governance
function improvement management institutions
ADB  GGP  SPFMIFAM  GGP  GGP  UGIIP-2
 SGMP  UGIIP-3*
 IPASDE  CRDP
UNDP  CSCMP  A2J  CSSED  IDPD  LGSP-LIC
 PRP-2  AVCB  SEMB  UPGP
 A2I  JUST  BNHRC  UZGP
 JSF
WB  EOGP*  SPEMP  SPEMP  JOTAP  IDEA  SPEMP  LGSP
 PPRP-2  BCCACSALT*  MGSP*
EU  ATL  SPEMP  AVCB  SEMB  LGSP-LIC
 THR  LGDP
 UPGP
 UZGP
Canada  SCOPE  LR  PMS  PMS
 SPEMP
DFID  PSCBP  SPEMP  S&J  JOTAP  RGCF  SPPB
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 TACTS  AJPRJS  PDCP  PRODIP  PRODIP

 JSF
GIZ  JRCP  JRCP  GGUA
 AJPRJS
JICA  MGGS  PIM*  ICGP
 IPS-TQM  NOBIDEP
 PGSP*
USAID  A2I  WRPILS  DPR  SDLG
 CBP  PHR  PRODIP
 PRODIP
[NOTE]
1. Projects and programs with ‘*’ are those in the pipeline.
2. Hyphens and numbers following the titles of projects and programs indicate the phases of projects and programs. For instance, ‘UGIIP-2’ indicates UGIIP phase 2.
3. Legend of acronyms and abbreviations are indicated in the next page.
[Legend] A2I: Access to Information- Phase 2, A2J: Promoting Access to Justice and Human Rights in Bangladesh, ADB: Asian Development Bank, AJPRJS: Access
to Justice through Paralegal and Restorative Justice Services, ATL: Access to Land, AVCB: Activating Village Courts in Bangladesh, BCCACSALT: Building
Capacity for Compliance with Anti-Corruption Standards using Anti-Money Laundering Tools, BNHRC: Bangladesh National Human Rights Commission, CBP:
Community-Based Policing, CRDP: City Region Development Project, CSCMP: Civil Service Change Management Programme, CSSED: Construction of Server
Stations for Electoral Database, DFID: Department for International Development, DPR: Democratic Participation and Reform in Bangladesh, EOGP: Enabling
Open Government Program, EU: European Commission, GGP: Good Governance Program, GGUA: Good Governance in Urban Areas, GIZ: Deutsche Gesellschaft
für Internationale Zusammenarbeit, ICGP: Project for Developing Inclusive City Government for City Corporation, IDEA: Identification System for Enhancing
Access to Services Project, IDPD: Improving Democracy through Parliamentary Development, IPASDE: Improving Public Administration and Services Delivery
through e-Solutions, IPS-TQM: Project for Improving Public Services through Total Quality Management, JICA: Japan International Cooperation Agency, JOTAP:
Joint Technical Assistance Programme for Bangladesh, JRCP: Justice Reform and Corruption Prevention, JSF: Justice Sector Facility, JUST: Judicial Strengthening,
LGDP: Local Governance and Decentralization Programme for Union Parishads and Upazila Parishads, LGSP: Local Government Support Project, LGSP-LIC:
Local Governance Support Project- Learning and Innovation Component, LR: Legal Reform, MGGS: Mission on Good Governance Strategy, MGSP: Municipal
Governance and Services Project, NOBIDEP: Northern Bangladesh Integrated Development Project, PDCP: Paribartan– Driving Change Project, PFMIP: Public
Financial Management Improvement Programme, PGGG: Promoting Good Governance towards the Grassroots, PGSP: Pourashava Governance Support Project,
PHR: Protecting Human Rights, PIM: Project for Improvement of Public Investment Management, PMS: Parliamentary and Media Support, PPRP: Public
Procurement Reform Project, PRDP: Participatory Rural Development Project, PRODIP: Promoting Democratic Institutions and Practices, PRP-2: Police Reform
Programme-2, PSCBP: Public Service Capacity Building Programme, RGCF: Rights and Governance Challenge Fund, SCOPE: Strengthening Comptrollership and
Oversight of Public Expenditure, SDLG: Strengthening Democratic Local Governance, SEMB: Strengthening Election Management in Bangladesh, SGMP:
Strengthening Governance Management Project, S&J: Safety and Justice Programme, SPEMP: Strengthening Public Expenditure Management Program,
SPFMIFAM: Strengthening Public Financial Management through Improved Fixed Asset Management, SPPB: Strengthening Political Participation in Bangladesh,
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TACTS: Tax Administration- Compliance and Taxpayer Services, THR: Transparency for Human Rights in Bangladesh, UGIIP: Urban Governance and Infrastructure
Improvement Project, UNDP: United Nations Development Programme, UPGP: Union Parishad Governance Project, USAID: United States Agency for
International Development, UZGP: Upazila Governance Project, WB: World Bank, WRPILS: Workers’ Rights Protected and International Labor Standards
Final Report
Annex 5 List of Major Governance Projects and Programs
The list of major projects and programs supported by development partners (DP) in the governance
sector, which are closely related to the implementation of the NIS, is developed under the Mission. It
covers projects and programs which are ongoing, are in the pipeline, and have been completed in 2012.
The list is presented from the next page.
The list mainly includes the projects and programs listed in the “Matrix of Development Partners’
Initiative in the Governance Sector”, but some other projects and programs were also included to
cover as many relevant projects and programs as possible. In addition, some projects and programs
which are in the pipeline whose information is not available are not included.
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List of Major Projects and Programs Supported by Development Partners
Implementing Relation to the NIS/
Thematic Area Title Objective/ Component/ Output DP Duration
agency Remarks
Administrative Good To achieve improved governance and lower incidence of Cabinet ADB Jan 2008  Formulation of the
reform and Governance corruption in the public sector by implementing the Division; - Jun 2013 NIS is included as one
function Program following. Registrar’s of the key policy
improvement 1) Create the Anti-Corruption Commission Office of actions of the
2) Strengthen law enforcement agencies Supreme programme.
3) Establish regular courts in the hill districts Court  The programme
4) Separate the judiciary from the executive, and various covers a wide range of
justice reforms policy actions which
5) Develop a national integrity strategy will contribute to
6) Pass the Public Procurement Act in 2006 good governance.
7) Continue corporatization and commercialization of sector
entities
Strengthening To enhance transparency and accountability of public Directorate ADB Oct 2010  Introduction of ICT is
Governance service delivery in tax and land record administration of Land - Dec 2014 one of the actions of
Management through achieving 3 outputs: Records and the NIS, and is
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Project 1) Online filing of tax returns; Surveys; expected to improve

2) Digitized land records management system in NBR the integrity and
selected districts; and efficiency of the
3) Improved access to tax and land information. public administration.
Improving To improve public administrations and public service Cabinet ADB Dec 2012  Introduction of ICT is
Public deliveries by the introduction of e-Services for selected Division; - Mar 2015 one of the actions of
Administration government agencies and target districts, with focus on: MPT; the NIS, and is
and Services 1) a feasibility study for e-services extension through last MICT; expected to improve
Delivery mile connectivity for a selected district; Ministry of the integrity and
through 2) piloted e-services in selected unions and public Land efficiency of the
e-Solutions institutions; public administration.
(TA) 3) Development of a plan to redesign grievance redress
system; and
4) Development of a comprehensive master plan for a
digital land management system.
agency Remarks
Civil Service To contribute to the further development of the Bangladesh MOPA UNDP Aug 2008  The CSCMP enhances
Change Civil Service (BCS) into a modern, effective, responsive, - Jun 2014 the capacity of the
Management accountable and transparent public service provider. BCS. This will
Programme Specific activities are the following: contribute to the
(CSCMP) 1) Encourage the exploitation of emerging strategic “establishment of a
opportunities with potential high-leverage; transparent executive
2) Introduce modern change management techniques to organ responsive to
effectively implement reforms and changes; the demands and
3) Assist in the implementation of a modern Human needs of people”, the
Resource Management system; goal of the NIS.
4) Provide support in the development of a forward looking
national human resource development structure and
environment;
5) Facilitate the productive collaboration between civil
service and citizens, especially at the field administration
level; and
6) Promote the review and revision of antiquated business
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processes, rules and procedures and organisational

structures.
Police Reform Improve human security in Bangladesh and support the Bangladesh UNDP Oct 2009  The programme will
Programme transition from a colonial style police force to democratic Police; DFID - Sep 2014 contribute to the proper
Phase 2 policing by strengthening the Bangladesh Police’s ability to Ministry of enforcement of various
contribute to a safer and more secure environment based on Home laws and regulations
respect for the rule of law, human rights and equitable Affairs mentioned in the NIS.
access to justice.
Access to To increase transparency, improve governance, and reduce Prime UNDP Apr 2012  The project will
Information – the time, difficulty and cost of obtaining government Minister’s USAID - Mar 2016 enhance the
Phase 2 services for under-served communities of Bangladesh Office accountability and
through increasing access to government e-solution transparency of the
services. government.
Enabling Open To support improved transparency and responsiveness in Information WB Jun 2013  The project will
Government public sector management and enhanced financial resource Commission; - Jun 2018 enhance the
Program mobilisation to help ensure the delivery of quality services MPME; accountability and
(EOGP)* to people. In particular, it aims to make revenue MHFW transparency of the
management, delivery of selected high value public government.
services and information disclosure more open, efficient,
and accountable to common citizens.
agency Remarks
Access to Land- To strengthen access to land and property rights for all Ministry of EU Dec 2009  The project will
Strengthening citizens of Bangladesh. More specifically, to ensure best Land - Dec 2015 contribute to the
Access to Land possible use of land resources and delivery of land related modernisation of land
and Property services to the people through modernization and bringing management system,
Rights to all efficiencies in the whole land administration system, one of the action plans
Citizens of including land records management in a systematic and of the NIS.
Bangladesh sustainable manner, making it conclusive, accessible and
beneficial for all citizens of Bangladesh, especially the
poor.
Public Service To create a critical mass of competent and reform-minded MOPA DFID Feb 2006  The programme will
Capacity civil servants who develop and deliver government policy. - Aug 2013 contribute to the
Building The expected results are: “establishment of a
Programme – 1) Human resource policies, systems and procedures transparent executive
Managing at the developed to enable more appropriate deployment of organ responsive to
Top (MATT-2) well-motivated staff in the civil service the demands and
2) A large cohort of more effective and citizen-focused needs of people”, the
managers is trained goal of the NIS.
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3) Sustainable capacity for training effective senior public

sector managers
4) Expectations raised that the BCS can be more effective
and deliver government policy.
Mission on To support the implementation of the NIS, and formulate a Cabinet JICA May 2013  The mission directly
Good plan of future JICA’s assistance. Division - Oct 2013 supports the
Governance implementation of the
Strategy NIS.
Project for To establish the mechanism of sustainably promoting Work BPATC JICA Feb 2012  The project will
Improving Improvement Teams and Work Improvement Projects at the - Jan 2017 improve the public
Public Services Upazila level based on Total Quality Management (TQM) service delivery at
through Total training. Upazila level. This
Quality will contribute to the
Management “establishment of a
transparent executive
organ responsive to
the demands and
needs of people”.
agency Remarks
Community- To provide technical support that: 1) improves relations Asia USAID Dec 2010  The project will
Based Policing between citizens and law enforcement to strengthen public Foundation - Dec 2013 contribute to the
security; and 2) enhances citizen participation and capacity proper enforcement of
to hold police accountable to community policing various laws and
practices. Main components are: regulations mentioned
1) Develop a community policing approach in in the NIS at the
collaboration with the Bangladesh police; community level.
2) Build capacity within the government, civil society and
community members to constructively engage with the
police;
3) Promote partnerships between the public, government
and police; and
4) Develop a policy dialogue and reform at the national
level.
Public Strengthening Improved fixed asset management which includes aiming Ministry of ADB Jun 2010  The project will
financial Public Financial to integrate asset management system with public financial Finance - Jun 2012 contribute to the
management Management management systems by conducting 1) assessment of fixed improved
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Through asset management systems; 2) development of accountability and

Improved Fixed recommendations; and 3) production of knowledge transparency of the
Asset product. government.
Management
Strengthening To strengthen core institutions of budgeting, financial Finance WB Oct 2009  The programme will
Public management, and accountability to improve the efficiency Division; line DFID - Jun 2014 contribute to: 1)
Expenditure and transparency with use of public resources, and ministries; EU improved
Management stimulate general awareness and attention to better public C&AG DANIDA accountability in the
Program financial management. Focus areas are 1) budget Office; Canada executive organs; 2)
(SPEMP) preparation and execution; 2) external audit; 3) legislative Parliamentary Nether- strengthening of audit
oversight of PFM; 4) planning; and 5) public outreach. Standing lands system; and 3)
Committees effective oversight by
on Public the Parliament. These
Accounts, are the main
Estimates & component of the
Undertaking; NIS.
Planning
Commission
agency Remarks
Public To improve performance of the public procurement system IMED of the WB Jul 2007  The project will
Procurement progressively in Bangladesh, focusing on the key sectoral Ministry of - Dec 2016 contribute to the
Reform Project ministries and targeting their implementing agencies. The Planning improved
Phase 2 objective would be achieved by strengthening the on-going accountability and
reform process and moving it further on with the following transparency of the
outputs: government.
1) enhanced capacity in creating a sustained program of
developing skilled procurement professionals;
2) strengthened management and monitoring of
procurement in target agencies and the Central
Procurement Technical Unit (CPTU);
3) introduction of e-government procurement in those
agencies on a pilot basis; and
4) enhanced monitoring with a program supporting
behavioural change communication and social
accountability.
Strengthening To increase the capacity of the Comptroller and Auditor C&AG Canada Mar 2008  The project will
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Comptrollership General’s Office in Bangladesh to effectively fulfil its Office - Jun 2014 contribute to the
and Oversight of constitutional mandate to conduct independent audits and strengthening of the
Public evaluations of public sector operations and provide reliable audit system, and
Expenditure and objective information to Parliament on the eventually to
government’s financial management, compliance, and accountability and
performance practices transparency.
Tax To increase efficiency, widen the tax base and promote NBR DFID Feb 2010  The project will
Administration transparency and trust in the revenue administration - Oct 2016 contribute to the
- Compliance system, feeding into increased public revenue collection. improved
and Taxpayer accountability and
Services transparency of the
government.
Project for To make public investment projects well-managed under Planning JICA 2013-2016  The project will
Improvement of the improved annual development programme framework. Commission contribute to the
Public improved
Investment accountability and
Management transparency of the
(proposed) government.
agency Remarks
Legal Good Refer to the section of “Administrative reform and function - - - -
institutions Governance improvement”.
Program
Promoting To strengthen legal reform processes, make the legislative LPAD of the UNDP Jul 2007  The project will
Access to drafting process more inclusive, and build capacity to MOLJPA - Jun 2012 ensure the access to
Justice and produce high-quality legislation in a planned manner. the judicial services,
Human Rights which will contribute
in Bangladesh to the solution of the
(A2J) several challenges
identified in the NIS.
Activating Improve access to justice for disadvantaged and LGD UNDP Jan 2009  The project will
Village Courts marginalised, especially the rural poor and women, and EU - Dec 2013 contribute to the
Project in enhances human rights systems and processes in “strengthening and
Bangladesh Bangladesh; Empower citizens to resolve their disputes at expansion of
the local level in an expeditious, transparent and affordable alternative dispute
manner; and Strengthen local government institutions to be resolution system”,
responsive to local needs and offer legal services through one of the actions of
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well-functioning village courts. the NIS.

Judicial Strengthen capacity of the Judiciary to administer the court Supreme UNDP Jan 2012  The project will
Strengthening system and reduce the case backlogs, with focus on four Court; - Dec 2014 contribute to the
Project (JUST) outputs: MOLJPA “establishment of the
1) Improved case management in the Supreme Court; Judiciary as a neural,
2) Improved strategic planning and administrative capacity independent, and
of the Supreme Court; effective organ of the
3) Three district courts deliver improved services for court State”, the goal of the
users; and Judiciary stipulated in
4) Strengthened training capacity on case-management. the NIS.
agency Remarks
Justice Sector Develop a more holistic approach to budgeting and MOLJPA UNDP Jul 2012  The project will
Facility (JSF) planning for the justice sector through: DFID - Jun 2015 contribute to the
1) work in two pilot districts to establish case management “establishment of the
committees to improve the communication, coordination Judiciary as a neural,
and cooperation (3Cs); independent, and
2) interventions at the central level to develop strategic effective organ of the
plans and to strengthen the capacities of key justice State”, the goal of the
sector agencies to plan and budget, as well as to monitor Judiciary stipulated in
and evaluate their work; and the NIS.
3) advocacy at the national level based on lessons learned
at the district and central level interventions to create a
better understanding and appreciation of the benefits of
improved 3Cs leading to the establishment of a
mechanism for sector coordination.
Strengthening Refer to the section of “Public financial management”. - - - -
Public
Expenditure
A-15
Management
Program
Legal Reform To contribute to the development of a rules-based, - Canada Jul 2001  The project will
effective, transparent, and predictable legal framework in - Sep 2012 contribute to the
Bangladesh, and to promote access to justice, particularly “establishment of the
for the poor. The project is comprised of two parts: Judiciary as a neural,
1) Strengthening the capacity of the Ministry of Law, independent, and
Justice and Parliamentary Affairs effective organ of the
2) Increasing access to justice for the poor, particularly State”, the goal of the
women, children, and other vulnerable groups Judiciary stipulated in
the NIS.
agency Remarks
Safety and To increase safety and improve access to justice for poor Ministry of DFID Jan 2008  The programme will
Justice people in Bangladesh. The programme has three Home - Mar 2018 contribute to the
Programme components: Affairs; “establishment of the
1) Police Reform Programme II (PRPII) to transform the Bangladesh Judiciary as a neural,
BP from a police force to a police service, implemented Police independent, and
by the Ministry of Home Affairs and Bangladesh Police effective organ of the
(BP), and technical and logistical support is provided by State”, the goal of the
UNDP, who manage the pooled donor funding. Judiciary stipulated in
2) A Community Legal Services Project (CLS Project) to the NIS.
increase access to community legal services at the local
level through alternative dispute resolution, legal aid and
legal education/awareness raising.
3) Justice Sector Strategic Fund (JSSF), managed by
UNDP to support the GOB to strengthen sector wide
dialogue, planning and coordination among the key
justice institutions for developing a strategic vision for
justice sector reform.
A-16
Access to Improve access to justice in 35 of total 64 districts by Ministry of DFID Jan 2013  The project will
Justice through reducing the number of cases sent via the criminal judicial Home GIZ - Dec 2018 ensure the access to
Paralegal and system through realising the following outputs: Affairs the judicial services,
Restorative 1) 35 new districts with Paralegal and Community Legal which will contribute
Justice Services Services; to the solution of the
2) Restorative Justice mechanisms in 10 districts to reduce several challenges
inflow of cases into the Justice System; identified in the NIS.
3) Ongoing prevention measures enhanced in 10 districts a)
at the community level through media; b) in prison
through vocational training; c) support to referral
services; and
4) More people, particularly women, under-trial prisoners
and ex-offenders better able to access laws and services.
Justice Reform 1) Reduction of case backlogs, and amendment of legacy MOLJPA; GIZ Jan 2013  The project will
and Corruption laws ACC - Nov 2018 contribute to the
Prevention 2) Strategic planning in Anti-Corruption Commission realisation of the
3) Community Corruption prevention through District and goals of the Judiciary
Upazila Corruption Prevention Committees and Integrity and the ACC
Units in schools stipulated in the NIS.
agency Remarks
Anti-corruption Good Refer to the section of “Administrative reform and function - - - -
Governance improvement”.
Program
Joint Technical The trust fund is designed to deliver and enhanced level of Bank-execut DFID Sep 2007  The programme will
Assistance analytical work and policy dialogue in economic and ed research WB - Jun 2013 contribute to the
Program governance reform and development in Bangladesh. The program realisation of the
(JOTAP) program purpose is to provide an evidence base for more goals of the ACC
effective country programs and policies in Bangladesh, and stipulated in the NIS.
to engage the government of Bangladesh and Bangladeshi
stakeholders in open policy debate.
Building Planned activities: ACC WB 2013  The programme will
Capacity for 1) The National Anti-Money Laundering (AML)/ (TBD) strengthen the
Compliance Combating the Financing of Terrorism (CFT) anti-corruption system
with Collaboration and Coordination Course (NACCC) to in Bangladesh, and
Anti-Corruption improve domestic coordination on financial intelligence contribute to the
Standards using to officials from the ACC, FIU, CID, AGO and members realisation of the
Anti-Money of NCC. goals of the ACC
A-17
Laundering 2) Training of trainers on using AML tools to tackle stipulated in the NIS.
Tools proceeds of corruption to ACC, FIU Analysts and
investigators.
3) Communication strategy/ strategic plan on taking
punitive action against money laundering offences with
a component addressing capacity building and training
needs on AML.
4) Assistance to the anti-corruption investigators,
subordinate judiciary and the Attorney General’s Office
on mutual legal assistance, anti-money laundering, asset
recovery and the initiation and management of litigation
in foreign jurisdictions.
Paribartan – To achieve appositive changes in policies and practices TIB Sweden Apr 2009  The project aims at
Driving Change conducive to accountable and transparent governance in DFID - Mar 2014 strengthening the
Project Bangladesh. The specific objectives include strengthening SDC National Integrity
the National Integrity System, reducing costs of corruption Denmark System.
and improving citizens’ access to entitlements through a
strengthened and sustained social movement against
corruption.
agency Remarks
Justice Reform Refer to the section of “Legal institutions”. - - - -
and Corruption
Prevention
Democratic Construction of To create a complete biometric voter list for the 2008 EC; LGED; UNDP Nov 2008  The project will
institutions Server Stations national elections; Establishment of rooms to hold the Public DFID - Dec 2013 contribute to the “free,
for the Electoral servers in Upazilas, local districts buildings, and at the Works Nether- fair, neutral and
Database regional level, and construction of dedicated buildings Department. land credible elections”, the
(CSSED) where needed. goal of the Election
Commission.
Strengthening To build the capacity of the Election Commission, its EC UNDP Apr 2011  The project will
Election secretariat and local offices, to fulfil their mandate of EU - Mar 2016 contribute to the “free,
Management in conducting fair, credible and transparent elections and to DFID fair, neutral and
Bangladesh become a permanent, professional, credible and USAID credible elections”, the
independent institution of governance. goal of the Election
Commission.
Bangladesh To build the institutional strength of the National Human NHRC UNDP May 2010  The project will
National Rights Commission (NHRC), and establish it as an - Apr 2015 enhance the integrity
A-18
Human Rights effective, efficient and credible organization capable of system since the
Commission fulfilling its mandate, focusing on achieving the 4 key ensuring the human
outcomes: rights is the basis for
1) Institutional development of the NHRC; the concept of
2) Human rights monitoring and investigation; integrity.
3) Human rights awareness and education; and
4) Human rights research and policy development.
Identification To establish a secure, accurate and reliable national ID EC WB May 2011  The project will
System for system that serves as the basis for more efficient and - Jun 2016 contribute to the “free,
Enhancing transparent service delivery. fair, neutral and
Access to credible elections”, the
Services goal of the Election
(IDEA) Project Commission.
Promoting To promote good governance of local government Palli EU Mar 2010  The project will
Good institutions and enhance access of disadvantaged people to Sampad - Feb 2012 enhance the integrity
Governance local government services by 1) raising awareness; 2) Samannaya at the grassroots level,
towards the strengthening people’s ownership; and 3) building Kendra and eventually at the
Grassroots capacities of local government etc. Associations local government
institutions.
agency Remarks
Transparency To enhance the culture of human rights at the grassroots Relief EU Dec 2009  The project will
for Human and government levels in Bangladesh and to strengthen the International - Jun 2012 enhance the integrity
Rights in capacity of the media and civil society as active advocates -UK system since the
Bangladesh for human rights. ensuring the human
rights is the basis for
the concept of
integrity.
Parliamentary To promote democratic governance based on an effective - Canada Aug 2006  The project will
and Media Parliament, professional media, and effective citizenship. WB - Mar 2013 strengthen the
Support The specific purpose is to strengthen institutions and institutional capacity
processes that contribute to the free flow of information of the Parliament and
and allow direct and indirect interaction between citizens, the media, both of
elected representatives, and government functionaries. which are key
stakeholders of the
NIS.
Rights and To implement the Rights and Governance Challenge Fund Manusher DFID Jul 2008  The project will
Governance to improve accountability and strengthen demand for better Jonno - Jul 2013 enhance the integrity
A-19
Challenge Fund services, livelihoods and rights. This will be achieved by Foundation system since the
civil society 1) empowering citizens to demand their rights (MJF) ensuring the human
and entitlements; 2) building networks among citizens, rights is the basis for
policymakers and service providers to strengthen the cycle the concept of
of accountability; and 3) informing processes of integrity.
accountability and advocacy through evidence based
research.
Promoting To strengthen democratic governance by strengthening Parliament; USAID Apr 2010  The project will
Democratic parliament as an effective, open and credible body of Asia DFID - Apr 2015 contribute to the
Institutions and democratic governance while also supporting the role of Foundation effective
Practices civil society in political governance. Two specific parliamentary
objectives are: 1) improving the effectiveness and democratic system
transparency of the Parliament; and 2) facilitating increased reflecting people’s
participation of civil society in public policy making and aspirations, and
constructive oversight of governmental performance. enhance the roles of
the civil society.
agency Remarks
Workers’ Rights To support for vibrant, independent and democratic labour - USAID Feb 2011  The project will
Protected and unions and NGOs that promote labour rights, labour - Jan 2016 enhance the integrity
International justice, and ensures rule of law in the labour sector and system since the
Labor access to justice for workers. ensuring the human
Standards rights is the basis for
the concept of
integrity.
Protecting To reduce the high prevalence of domestic violence (DV) Plan USAID Mar 2011  The project will
Human Rights in Bangladesh and other related human rights (HR) International; - Mar 2016 enhance the integrity
violations. More specifically, to: 1) increase adoption and Bangladesh system since the
enforcement of key DV and HR legislation and policies National ensuring the human
through enhancing advocacy; 2) improve mutual Woman rights is the basis for
understanding and effectiveness of relationship between Lawyers’ the concept of
key actors; 3) increase access to and willingness of Association; integrity.
survivors to seek justice; 4) expand immediate and longer International
term support to survivors of DV; and 5) increase awareness Center for
of DV and related HR issues at the national and local Research on
A-20
levels. Women
Parliament/ Improving To strengthen the Parliament to improve its legislative Parliament UNDP Jul 2013  The project will
Political Democracy capacity, oversight functions, and democratic practices Nether- - Jan 2014 contribute to
institutions through through institutional and operational reforms; focusing on land strengthening the key
Parliamentary the following outputs: functions of the
Development 1) Parliament is supported by an independent, capable and Parliament, which is
service oriented secretariat; the important
2) Parliamentary committees are able to effectively stakeholder of the
scrutinize executive actions, review public policy and NIS.
the expenditure of public funds and take parliament to
the people;
3) The Speaker and Members of Parliament have the
necessary support and resources to effectively undertake
their respective roles and responsibilities; and
4) Parliament is able to effectively engage with the people
of Bangladesh.
agency Remarks
Strengthening Refer to the section of “Public financial management”. - - - -
Public
Expenditure
Management
Program
Parliamentary Refer to the section of “Democratic institutions”. - - - -
and Media
Support
Strengthening To contribute to a political system that is more capable, EC; DFID Jan 2010  The project will
Political accountable and responsive, especially to the needs of the Parliament; USAID - Mar 2015 contribute to
Participation in poor and marginalised, by strengthening the skills and NGOs UNDP strengthening the
Bangladesh systems of the Election Commission, supporting the work political institutions at
of Parliament Committees to become more open and the local level. The
effective, influencing political parties to be more project involves key
responsive to citizens; and strengthening the checks and stakeholders of the
balances on the political process, through civil society NIS. i.e., EC, the
advocacy for more responsive political institutions. Parliament, and
A-21
political parties.
Promoting Refer to the section of “Democratic institutions”. - - - -
Democratic
Institutions and
Practices
Democratic To support significant democratic political parties in - UDAID Apr 2011  The project will
Participation Bangladesh to be more inclusive, informed, and responsive DFID - Apr 2016 contribute to the
and Reform in to citizen interests and aspirations through: 1) opening “establishment of
Bangladesh seven regional Youth Leadership Centres and Woman’s political parties as
Centres; 2) creating intra-party internship programs; 3) democratic
sponsor local level projects to prepare women to contest for organisations by
party nominations and elected offices; 4) organising pursuing public
opinion surveys and focus groups; 5) enhancing the interest and reflecting
capacity of political parties to design and conduct research public aspirations”,
at the local level and to aggregate findings at the national the goal of the
level; and 6) responding to requests from individual political parties.
political parties for technical trainings.
agency Remarks
Local Second Urban To improve urban governance and infrastructure in selected LGED ADB Jan 2010  The project contributes
governance Governance Municipalities (Pourashavas) by linking infrastructure - Dec 2014 to the “establishment
and development and governance improvement activities. Urban of transparent,
Infrastructure governance improvement action programme will be accountable,
Improvement implemented in 6 key areas: self-reliant and
Project 1) Citizen awareness and participation; responsive local
2) Urban planning; governments”, the goal
3) Women’s participation; of local government
4) Integration of the urban poor; institutions.
5) Financial accountability and sustainability; and
6) Administrative transparency.
City Region Increased growth potential and environmental LGED ADB Nov 2010  The project contributes
Development sustainability of 2 city regions, Dhaka and Khulna by (Approved) to the “establishment
Project supporting the development of key urban infrastructures, of transparent,
and the improvement of regional and urban planning, and accountable,
the strengthening of municipal management and capacity. self-reliant and
responsive local
A-22
governments”, the goal

of local government
institutions.
Local To strengthen Union Parishads to become accountable and MLGRDC WB Nov 2011  The project contributes
Governance responsive, supported by an efficient and transparent EU - Nov 2016 to the “establishment
Support Project intergovernmental fiscal system. Key project development of transparent,
(LGSP) indicators are: accountable,
1) Share of beneficiaries, disaggregated by gender, self-reliant and
agreeing that UPs are meeting local priorities; responsive local
2) Increase in the average performance score of UPs governments”, the goal
nationally; and of local government
3) Number of basic block grant tranches released by LGD institutions.
on a predictable and timely basis.
agency Remarks
Local To support the Government of Bangladesh in meeting the LGD EU Aug 2011  The project contributes
Governance and Millennium Development Goals and other local - Jun 2017 to the “establishment
Decentralization development challenges through effective, inclusive, of transparent,
Programme for participatory and democratic local government. The accountable,
Union Parishads specific objectives are to support Union Parishads and self-reliant and
and Upazila Upazila Parishads in piloting ways of applying their responsive local
Parishads mandate to deliver local development and to increase governments”, the goal
citizen involvement. of local government
institutions.
Union Parishad To support the government in meeting the Millennium LGD EU Dec 2011  The project contributes
Governance Development Goals through effective, inclusive, DANIDA - Nov 2016 to the “establishment
Project participatory and democratic local governance, focusing on UNCDF of transparent,
enhancement of the accountability of local administration, UNDP accountable,
and transition the current service-delivery towards a self-reliant and
pro-poor approach, and strengthening the Union Parishad’s responsive local
institutions and policies. governments”, the goal
of local government
A-23
institutions.
Upazila To enable the government institutions, at the Upazila level, LGD EU Jul 2011  The project contributes
Governance to effectively carry out their mandates, including the SDC - Jul 2016 to the “establishment
Project delivery of public services, in a more accountable, UNCDF of transparent,
transparent and inclusive manner. UNDP accountable,
self-reliant and
responsive local
of local government
institutions.
Municipal To improve municipal governance and basic urban services LGED WB Dec 2013  The project contributes
Governance in selected urban areas. This will be achieved through an - to the “establishment
and Services integrated approach including improving planning, of transparent,
Project resource management, accountability and social accountable,
(Proposed) inclusiveness. self-reliant and
responsive local
of local government
institutions.
agency Remarks
Good To enable urban populations to gain effective public LGD; LGED GIZ 2012  The project contributes
Governance in services by enhancing the capacity of Pourashavas to meet - 2014 to the “establishment
Urban Areas certain governance criteria, such as the political inclusion of transparent,
of women and the poor, financial accountability and accountable,
participatory planning. self-reliant and
responsive local
of local government
institutions.
Project for To establish a framework for the improvement of urban LGED JICA Oct 2012  The project contributes
Developing governance and infrastructure development in order to - Dec 2013 to the “establishment
Inclusive City achieve the concept of ‘Inclusive City Government’ of transparent,
Government for through achieving the following outputs: accountable,
City 1) Infrastructure development plan for the 4 target City self-reliant and
Corporation Corporations; responsive local
(ICGP) 2) Fiscal and administrative reform program for the governments”, the goal
targeted 4 City Corporations; of local government
A-24
3) Institutional structure reform program to realize the institutions.

functions necessary for ‘Inclusive City Government’ for
the targeted 4 City Corporations; and
4) Accumulation of planning practices in the targeted 4
City Corporations.
Northern To extend access to rural and urban infrastructures and LGED JICA Jun 2013  The project contributes
Bangladesh services, and improve urban governance in the northern - May 2019 to the “establishment
Integrated region of Bangladesh by improving urban infrastructure of transparent,
Development and implementing the Urban Governance Improvement accountable,
Project Program. self-reliant and
(NOBIDEP) responsive local
of local government
institutions.
agency Remarks
Pourashava To established the system to strengthen public LGD JICA 2013  The project contributes
Governance administration capacity of Pourashava. - 2017 to the “establishment
Support Project of transparent,
(proposed) accountable,
self-reliant and
responsive local
of local government
institutions.
Strengthening To improve transparent and participatory public BUPF; USAID Dec 2010  The project contributes
Democratic administration at the sub-national level and to enhance MAB - Mar 2014 to the “establishment
Local legal and policy reform at the national level in order to of transparent,
Governance promote and expand decentralization. Major components accountable,
are: 1) roles and authorities of local governments; 2) self-reliant and
advocacy and capacity building of local government responsive local
associations; 3) transparent and effective service delivery governments”, the goal
by local governments; and 4) citizen participation in of local government
A-25
local-decision making. institutions.
[Legend] ADB: Asian Development Bank, ACC: Anti-Corruption Commission, BPATC: Bangladesh Public Administration Training Centre, BUPF: Bangladesh
Union Parishad Forum, C&AG Office: Office of the Comptroller and Auditor General, DFID: Department for International Development, EC: Election
Commission, EU: European Commission, GIZ: Deutsche Gesellschaft für Internationale Zusammenarbeit, IMED: Implementation Monitoring and Evaluation
Division, JICA: Japan International Cooperation Agency, LGED: Local Government Engineering Department, LGD: Local Government Division, LPAD:
Legislative and Parliamentary Affairs Division, MAB: Municipal Association of Bangladesh, MHFW: Ministry of Health and Family Welfare, MICT: Ministry of
Information and Communication Technology, MLGRDC: Ministry of Local Government, Rural Development and Cooperatives, MOLJPA: Ministry of Law, Justice
and Parliamentary Affairs, MOPA: Ministry of Public Administration, MPME: Ministry of Primary and Mass Education, MPT: Ministry of Post and
Telecommunication, NBR: National Board of Revenue, NHRC: National Human Rights Commission, SDC: Swiss Development Corporation, TIB: Transparency
International Bangladesh, UNDP: United Nations Development Programme, USAID: United States Agency for International Development, WB: World Bank
Draft Final Report
Annex 6 Reports of the Focal Point Workshop Sessions
Annex 6-1 Report of the First Series of the Focal Point Workshop (1st session)
Report of
the Workshop on the Role of the Ethics Committee and
Focal Points in Implementation of NIS
Date: 9 June 2013

Venue: Conference Room of the Cabinet Division
1. The first workshop on the Role of the Ethics Committee and Focal Points in Implementation of the
National Integrity Strategy (NIS) was jointly organized by the Cabinet Division, Government of
the People’s Republic of Bangladesh, and Japan International Cooperation Agency (JICA), on 9
June 2013 at the Conference Room of the Cabinet Division. Mr. M Musharraf Hossain Bhuiyan,
Cabinet Secretary, inaugurated the Workshop as the Chief Guest and Mr. Md. Nazrul Islam,
Additional Secretary, Cabinet Division, presided over the Workshop. The list of participants is
attached as Appendix 6-1-1.
2. After the inauguration of the Workshop, Mr. Md. Nazrul Islam briefly outlined the background and
objectives of formulation of National Integrity Strategy. He mentioned that this Strategy had been
formulated to prevent corruption and promote integrity in all organizations of the state, business
and civil society organizations, and in the society. He expressed thanks and gratitude to JICA for
the cooperation and assistance in implementing the NIS.
3. Mr. Hiroyuki TOMITA, Senior Representative of JICA made a short speech where he appreciated
the presence and continuation of democratic government system in Bangladesh in spite of many
constraints. He said that good governance and integrity in all actions by state or non-state actors were
the pre-requisites for establishment of a true democratic welfare state. He opined that the executive
organs of the state should come first to work for promoting integrity in all sectors of life. In order to
achieve this objective, effective implementation of the National Integrity Strategy is essential.
4. Dr. Abu Shahin M. Ashaduzzaman, Deputy Secretary, Cabinet Division, made a power point
presentation on the ‘Role of Ethics Committees and Focal Points in Implementation of NIS’. He
presented a brief overview of the National Integrity Strategy, and its salient features as well as the
importance of formulation of the NIS. He briefly discussed that the NIS had identified 10 State-led
and 6 non-state institutions where the challenges of the institutions had been identified and
recommendations had been prescribed for overcoming those challenges. Short, medium and long
term action plans had also been figured out for implementing the recommendations. While
discussing the implementation strategies of the NIS, he informed that a ‘National Integrity Advisory
Council (NIAC)’ headed by the Hon’ble Prime Minister and an Executive Committee headed by the
Finance Minister had been constituted to provide guidance for and monitor implementation of the
NIS. The National Integrity Implementation Unit (NIIU) has also been set up in the Cabinet Division
headed by the Additional Secretary of Administrative Reforms and Implementation Wing under the
supervision of the Cabinet Secretary. He further informed that according to the terms of reference of
the Ethics Committees, each Ministry/Division and NIS institutions needed to formulate and
implement their individual action-plans for promoting integrity and good governance in their
respective organizations. Based on the NIS recommendations, he proposed some actions for
improving the state of integrity and promote good governance in the respective organizations.
5. After the presentation the Cabinet Secretary responded to the questions and comments of the
participants (a) Mr. Alauddin Fakir, Deputy Secretary, Ministry of Shipping, (b) Mr. Monowar
Hossain Akand, Deputy Secretary, Ministry of Home Affairs, (c) Ms. Mahmuda Akhter, Joint
Secretary, Ministry of Health and Family Welfare and (d) Mr. Nazmul Alam, Deputy Secretary,
A-26
Draft Final Report
Ministry of Industries. Most of the questions and comments were related to the NIS, governance and
administrative reforms which included change of societal attitude and attitude of the civil servants,
formation of Ethics Committee in the departments and subordinate offices, law for appoint of
Supreme Court Judges, fund management of the political parties, wealth statement of the other actors
of governance etc. The Cabinet Secretary in his reply focused on the need for initiating reforms in
the civil service from within. If civil service can implement reforms successfully, the other actors
will gradyally be included in the process.
6. After the question- answer session, Cabinet Secretary Mr M Musharraf Hossain Bhuiyan delivered
his speech as the Chief Guest. He mentioned that promotion of integrity and reform was a global
practice. It is needed for good governance and sustainable development. Bangladesh being a
signatory to the UN Convention Against Corruption (UNCAC), it was a compulsion on Bangladesh to
formulate the integrity strategy. He informed that it took long five years to finalize the NIS and to
make it a home-ground document. The Chief Guest also clarified the term ‘integrity’ which means
being duty-bound and honest. He emphasized on the need for change as the whole world is changing,
and the areas of administrative transparency are widening. The urged the civil servants to take over
the leadership of reform and change for creating a better future for the next generation.
7. After a tea break, the second session started which included discussion on the progress of
implementation of NIS in different organizations and a group work followed by presentation.
(a) The representative from the Ministry of Commerce mentioned that they had formed Ethics
Committee in their Ministry. As an NIS recommendation, the enforcement of the Consumers
Rights Act has been reinforced. A large number of complaints are coming from the consumers
and the department is trying to resolve those. However, they need assistance from the Cabinet
Division in proper implementation of the NIS.
(b) The representative from the Ministry of Education said that the Ethics Committee had already
been formed and it had started working. Lessons on integrity have been included in the national
curricula at the school level. Now, in the student assembly in schools, students are administered
oath to practice integrity in their personal and national life.
(c) The representative from Parliament Secretariat, A. S. M. Mahbub told that the Ethics Committee
had been formed in the Parliament Secretariat and they are trying to implement the NIS
recommendations. All of the Parliamentary Standing Committees were formed in the first session
of the Parliament. The Public Accounts Committee was also formed. It is operational, and 250
meetings of this Committee were held. The next meeting of the NIS Ethics Committee will be held
on 13 June 2013.
(d) Mr. Md. Ashraf, Deputy Secretary, Planning Division, said that Ethics Committee had already
been formed in his Division. They will undertake necessary measures to implement the NIS
recommendations immediately.
8. After the session, the participants were divided into three groups. The groups, after working together,
made the following recommendations for the Ethics Committees for proper implement of the NIS.
Group A:
1) Ethics Committee should be formed in each organization/institution – within one month.
2) The discussion regarding the progress of NIS implementation should be kept in the agenda of
monthly coordination meeting.
3) Issue wise working committee may be formed in each organization/institution.
4) Equitable distribution of facilities and benefits among the employees and officers of the
Ministry/ Division should be ensured.
5) Public awareness about the NIS, through poster, TV footage, workshop, seminar, etc., should be
raised.
6) The non-state sectors and institutions, and persons and family should be brought under the
purview of the NIS.
Group B:
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Draft Final Report
1) Measures should be taken to follow the Secretariat Instructions – (applicable for round the year)
2) The Citizen Charter should be displayed in all institutions/ offices/ organizations so that the
people can understand what services they are supposed to get from the office/ organization/
institution – (should be made applicable within 2 months)
3) Financial Rules should be followed strictly (it would be a continuous process to be run round
the year at all stages)
4) The received complaints should be addressed speedily (within two months).
5) E-Governance should be introduced to ensure better transparency and efficiency in the
government services as early as possible.
6) There is a need to arrange opinion exchange meetings with the stakeholders within the
Ministries/ Divisions/ organizations (in every three months)
7) Every civil servant/ government officer should submit wealth statement once a year.
8) Necessary training should be imparted to all officers as per their needs to implement the NIS.
Group C:
1) All services of the government should be digitized, e-governance should be introduced
immediately.
2) Appointment of the Judges in the Supreme Court should be based on more specific criteria and
merit.
3) All civil and military bureaucrats should submit their wealth statement yearly. The Ministers
and Judges should also do the same.
4) Impart adequate training to the persons responsible for the NIS implementation.
5) Corruption in BGMEA/ FBCCI should be controlled. Tax/ VAT payments should be rigorously
monitored.
6) Mobile courts may be formed to verify payments of taxes and custom duties, if necessary.
9. Md. Nazrul Islam, Additional Secretary, Cabinet Division made the concluding remarks by
requesting all of the Integrity Focal Points to formulate individual work-plan in each organizations
and implement the NIS with sincerity. He suggested to interact among the Integrity Focal Points for
sharing best practices and improve their governance system gradually. Finally he thanked everyone
for their active participation and for making the workshop a success.
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Final Report
Appendix 6-1-1
First Series of the Focal Point Workshop (1st session)
Workshop on Role of Ethics Committee and Focal Points in Implementation of NIS
List of Participants
Sl Ministry/Division/
Name Designation Cell Number E-mail address
No Agency
1. M Musharraf Hossain Cabinet Secretary Cabinet Division
Bhuiyan
2. Md. Nazrul Islam Additional Cabinet Division 01817612101 nazrulmislam@gmail.com
Secretary
3. Istiaque Ahmed Additional Cabiner Divisdion 01713370696
Secretary
4. Khandker Md. Additional Cabinet Division 01711382132
Iftekher Haider Secretary
5. Md. Nurul karim Additional Cabinet Division 01711865040
Secretary
6. Md. Moyeen Uddin Joint Secretary Cabinet Division 01715027066
7. Md. Maksudur Joint Secretary Cabinet Division 01711362235 js_cg@cabinet.gov.bd
Rahman Patwary
8. Dr.Abu Shahin M. Deputy Secretary Cabinet Division 01720572856 Asad6531@gmail.com
Asaduzzaman
9. Md.Golam Mustafa Assistant System Cabinet Division 01716976358
analyst
10. A.N. Shamsuddin Divisional Member, Ethics 01713062404
Azad Chowdhury Commissioner, Committee of Cabinet
Dhaka Division
11. Shaikh Yusuf Harun Deputy Member, Ethics 01713048580 Shaikhyusufharun@yahoo
Commissioner, Committee of Cabinet .com
Dhaka Division
12. Kabir Bin Anwar Director General Prime Minister Office 01713068422 kabirbinanwar@pmo.gov.bd
13. A S M Mahbubul Joint Secretary Parliament Secretariat 01711393598 js.cs@parliament.gov.bd
Alam mahbub659@yahoo.com
14. Md. Abdul Kayoum Deputy Secretary Ministry of Public 01819116324
Sorker Administration
15. Sushanta Kumar Deputy Secretary Internal Resources 01716473526 sushanta1960@gmail.com
Pramanik Division
16. Md. Abu Zubair Deputy Secretary Ministry of 01712531160 zubair6696@yahoo.com
Hossain Agriculture
17. Mst. Ismat-Ara-Jahan Deputy Secretary Ministry of Post & 01550153624 dsismat@gmail.com
Telecommunications
18. Md. Muhibul Hossain Deputy Secretary Ministry of 01716365194 muhibulhossain@gmail.co
Information m
19. Ashraf Uddin Ahmed Deputy Secretary Planning Division 01731545271 ash.ad6003@yahoo.com
Khan
20. Shahnun Nessa Deputy Secretary Statistics & 01712027102
Informatics Division
21. A.N.M Azizul Haque Deputy Chief Ministry of Labour & 01552319003
Employment
22. Maksuda Khatun Joint Secretary Power Division 01731020204
23. Sohel Ahmed Deputy Secretary Energy & Mineral 01911493166 sohel5259@yahoo.com
Resources Division
24. Monoj Kumar Roy Additional Ministry of 01711661523 monoj112@gmail.com
Secretary Commerce
25. ABM Nasirul Alam Deputy Secretary Ministry of 01552379310 abmnair_61@yahoo.com
Chittagong Hills
Tracks Authority
26. Nasima Parvin Deputy Secretary Ministry of Women & 01711367463 parvin_ut@yahoo.com
Child Affairs
27. Md. Shamsuzzaman Deputy Secretary Bridge Division 01819142986 zamanshms@yahoo.com
28. Md. Nazmul Hoque Deputy Secretary Ministry of Industries 01712035921
29. Shahidul Islam Deputy Secretary Ministry of Education 01716531615 Shahid4534@yahoo.com
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Final Report
Name Designation Cell Number E-mail address
No Agency
30. Shahid Hasan Deputy Secretary Ministry of Science & 01552477274 Shahidhasan62@gmail.com
Technology
31. S.M. Masudur Director General Ministry of 01771598159 masudmgt.85@gmail.com
Rahman Information,
Communication &
Technology
32. Khizir Ahamed Joint Secretary Ministry of Water 96515553
Resources
33. Monowar Hossain Deputy Secretary Ministry of Home 01711360490 makhand14@yahoo.com
Akhand Affairs
34. Mahmuda Akther Joint Secretary Ministry of Health & 01715430434
Family Welfare
35. Md. Alauddin Fokir Deputy Secretary Ministry of 01733983666
Shipping
36. SK. Shakhawat Deputy Secretary Election Commission 01729786505 skshakhawat@gmail.com
Hossain Secretariat
37. Md. Ayub Hossain Director Anti-Corruption 01715004135 ayubhossain86@yahoo.com
Commission
38. Jiban Krishna Additional Comptroller General 01552478321 Jibanchowdhury2000@ya
Chowdhury Comptroller Accounts Office hoo.com
General Accounts
(Accounts &
procedure)
39. Md. Rafiqul Bari Director Comptroller Account 01911399905 barirafiqul@yahoo.com
Khan General Office
40. Hiroyuki Tomita Senior JICA
Representative
41. Ritsuko Hagiwara Representative JICA Hagiwara.Ristuko@jica.g
o.jp
42. Zulfiker Ali Senior Program JICA 01713043168
Manager
43. Kenzo Ikeda JICA Consultant JICA NIS Mission 01765536083 Ikeda.kenzo@icnet.co.jp
44. Ali Imam Majumder Senior National JICA NIS Mission 01726667211
Consultant/
Advisor
45. Dr. Md. Lutfur National JICA NIS Mission 01715239217 lutfurrahman62@gmail.co
Rahman Consultant m
46. Dr. Zahidul Islam National JICA NIS Mission 01745145788 zahid.bangladesh@gmail.
Biswas Consultant com
47. Md. Nazimuddin Office Manager JICA NIS Mission 01556323666 naimbashir2002@yahoo.c
Bashir om
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Final Report
Annex 6-2 Report of the First Series of the Focal Point Workshop (2nd session)
Report of
the Workshop on the Role of the Ethics Committees and
Date: 16 June 2013

1. The second workshop on the Role of the Ethics Committee and Focal Points in Implementation of
the National Integrity Strategy (NIS) was jointly organized by the Cabinet Division, Government of
the People’s Republic of Bangladesh, and Japan International Cooperation Agency (JICA), on 16
June 2013 at the Conference Room of the Cabinet Division. Mr. M Musharraf Hossain Bhuiyan,
Cabinet Secretary, attended the Workshop as the Chief Guest and Mr. Nazrul Islam, Additional
Secretary, Cabinet Division, presided over the Workshop. The list of participants is attached as
Appendix 6-2-1.
2. At the beginning of the workshop, Mr. Md. Nazrul Islam briefly outlined the background and
objectives of formulation of National Integrity Strategy. He mentioned that this Strategy had been
formulated to prevent corruption and promote integrity in all organizations of the state, business
and civil society organizations, and in the society. He expressed thanks and gratitude to JICA for
the cooperation and assistance in implementing the NIS.
3. Mr. Kenzo Ikeda, representative of the JICA Mission, in his speech, focused on the importance of
practicing integrity throughout the country as a key concept of good governance. He suggested that
the Ministries/ Divisions needed to play a pioneering role in the implementation of the NIS. He
also stressed on the need for creating social movement to promote integrity in the society. Mr.
Ikeda pointed out that the NIS provided valuable guiding principles for promotion of good
governance, and created scope for continuous efforts to implement reforms in the country. In spite
of many challenges, JICA would assist the government’s efforts. He hoped that the workshop
would be an important step towards the effective implementation of the NIS.
4. Dr. Abu Shahin M. Ashaduzzaman, Deputy Secretary, Cabinet Division, made a power point
presentation on the ‘Role of Ethics Committees and Focal Points in Implementation of NIS’. He
presented a brief overview of the National Integrity Strategy, and its salient features as well as the
importance of formulation of the NIS. He briefly discussed that the NIS had identified 10 State-led
and 6 non-state institutions where the challenges of the institutions had been identified and
recommendations had been prescribed for overcoming those challenges. Short, medium and long
term action plans had also been figured out for implementing the recommendations. While discussing
the implementation strategies of the NIS, he informed that a ‘National Integrity Advisory Council
(NIAC)’ headed by the Hon’ble Prime Minister and an Executive Committee headed by the Finance
Minister had been constituted to provide guidance for and monitor implementation of the NIS. The
National Integrity Implementation Unit (NIIU) has also been set up in the Cabinet Division headed
by the Additional Secretary of Administrative Reforms and Implementation Wing under the
supervision of the Cabinet Secretary. He further informed that according to the terms of reference of
the Ethics Committees, each Ministry/Division and NIS institutions needed to formulate and
implement their individual action-plans for promoting integrity and good governance in their
respective organizations. Based on the NIS recommendations, he proposed some actions for
improving the state of integrity and promote good governance in the respective organizations.
5. After the presentation, following feedback and observations were received from the participants:
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Final Report
(a) The NIS envisages a good number of activities to be carried out to promote integrity. These
activities should be implemented gradually in phases. Selected action-plans should be prioritized
based on needs and may be implemented in the first phase.
(b) Regulatory bodies and laws should be reformed, where necessary, to remove legal hindrances and
to implement the NIS recommendations. There are a good number of age-old laws and rules,
some of which have become redundant in the present context. Concerned Ministries/ Divisions
should detect such laws and rules needed to be amended or repealed or updated.
(c) Some participants suggested a few modifications in respect of statements and contents in the NIS
itself. In response, the Additional Secretary urged them to send the specific recommendations to
the Cabinet Division in writing as early as possible so that those could be placed before the
Advisory Council for consideration.
(d) Sometimes disciplinary actions cannot be taken against officers for corruption or breach of
discipline because of legal weakness and faulty adjudication process. There is a need for
strengthening government mechanism including the Office of the Attorney General.
(e) The Roads and Highways Division has introduced e-governance system in recent days. Their
website is providing sufficient information resulting in transparency and efficiency in their
activities and services. It is suggested that such e-governance system may be introduced in all
Ministries/ Divisions, departments and organisations.
6. After the tea break, the second session started, where the participants were divided into three groups
for group work to suggest measures to implement the NIS. The group- wise suggestions are as
follows:
Group A
No. Activities Time period Responsibility
1 Ethics Committee should be formed in each Ministry/ Within a month Ministry/ Division/
Division/ Department. Department
2 The meeting of the Ethics Committee should be arranged once In every three Ministry/ Division/
in every three months. months Department
3 Meeting with the stakeholders to identify challenges, explore In every three Ministry/ Division/
remedies and prepare time-bound action plans to implement months Department
the NIS.
4 The action plans should be prepared based on immediate need Continuous Ministry/ Division/
and priority, and the implementation strategy should be phase- monitoring and Department
wise. There should be monitoring and evaluation (M&E) evaluation,
mechanism to follow up implementation process. every month
5 Action plans may be revised based on monitoring and In every three Ministry/ Division/
evaluations results and needs from time to time. months Department
6 Topics on NIS should be included in the training course of Within 3 months Ministry/ Division/
each Ministry/Division/Department Department
7 Training programs for all concerned officials, and not for the In every three Ministry/ Division/
focal persons only, should be arranged, so that they become months Department
aware of the NIS.
8 Sufficient budget should be allocated for activities related to Yearly budget Ministry/ Division/
the implementation of the NIS. Department
9 For promotion of departmental integrity, there should be Each year Ministry/ Division/
arrangement for reward for the honest officers in each Department
Ministry/Division/ Department. This will work as incentives
and crate enthusiasm for adherence to integrity.
10 The complaints of the stakeholders should be addressed Each month Ministry/ Division/
timely and actions should be taken accordingly. Department
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Group B
1 Raising awareness among the people and the public officials Within a month Ministry/ Division/
simultaneously. Department
2 There are many laws or rules which are defective, Within a year Ministry/ Division/
unnecessary, or incomplete. These laws and rules should be Department
identified, examined and updated.
3 Each Ministry/ Division/Department will identify their Within 2 months Ministry/ division/
respective challenges to implement the NIS after meeting department
with the stakeholders.
4 Every officer will have to submit his income and wealth Every year Ministry/ Division/
statement. Department
5 Each Ministry/Division should start implementing the NIS Evaluation Ministry/ Division/
immediately, and there is a need to evaluate the action plan every year Department
from time to time.
6 There should be exemplary punishment for corruption. The Continuous Ministry/ Division/
punishment should be visible so that others can take lessons. Department
7 Courses on integrity should be included in the national Within 3 months Ministry/ Division/
curricula. A copy of the NIS document should be sent to every Department
educational institution to make the students aware of the NIS.
8 There should be allocation of sufficient budget for activities Yearly budget Ministry/ Division/
related to the implementation of the NIS. Department
9 There should be mechanism to assess the performance of the Every year Ministry/ Division/
officers; there should be arrangement for reward or award for Department
the best performers.
10 There should be an effective mechanism for receipt of Every month Ministry/ Division/
complaints from stakeholders. Immediate necessary steps Department
should be taken to resolve these complaints.
11 Immediate steps should be taken to introduce e-governance Within a year Ministry/ Division/
system in each Ministry/ Division/ Department/ government Department/Organi
organisation. sation
Group C
1 Ethics Committee should be formed. Within next 15 Ministry/ Division/
days Department
2 TOR for the Committee after discussion with relevant Within a month Ministry/ Division/
stakeholders should be prepared. Department
3 Meetings of the Ethics Committee to follow-up the activities In every three Ministry/ Division/
to implement the NIS should be held regularly. months Department
4 Regular meetings with the stakeholders should be arranged to In every three Ministry/ Division/
identify the challenges, find remedies and prepare action months Department
plans to implement the NIS.
5 The action plan should be evaluated from time to time, and be In every three Ministry/ Division/
revised based on needs and priority. months Department
6 There should be allocation of sufficient budget for activities Yearly budget Ministry/ Division/
related to the implementation of the NIS. Department
7 The complaints of the stakeholders should be addressed on Ministry/ Division/
regular basis and good work should be rewarded. Department
7. After the discussion Ms. Ritsuko Hagiwara, JICA representative, made her remarks on the workshop.
She expressed her great enthusiasm about the workshop and mentioned that she was learning many
practical challenges to the implementation of the NIS from the real administrative practitioners. She
expressed her satisfaction that JICA had been a part of such a great initiative towards achieving the
goal of good governance and development in Bangladesh.
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Final Report
8. Mr. Ali Imam Majumder, former Cabinet Secretary and Senior National Consultant of JICA Mission,
in his statement, mentioned that the GDP growth of our country could be much higher, if we could
reduce corruption and establish good governance in all state functionaries and in the society. He cited
the glaring example of Bihar, which was known as the most corrupt State of India and where the GDP
growth rate was at the bottom-line amongst all the Indian States. But after assumption of power as the
Chief Minister in 2006, Mr. Nitish Kumar introduced massive reforms and promoted good
governance in the State that transformed Bihar to be the least corrupt State and helped attain higher
economic growth within a short time. Firm determination and commitment of the Chief Minister
inspired the people at all sectors of life to attain this success. He suggested a visit of a group of
concerned officials of Bangladesh to Bihar to have a practical experience on implementation of
reforms and promotion of good governance and integrity that took place in Bihar.
9. The Chief Guest, Mr M Musharraf Hossain Bhuiyan, Cabinet Secretary, in his speech, mentioned that
promotion of integrity and reform was a global practice. It is needed for good governance and
sustainable development. Bangladesh being a signatory to the UN Convention Against Corruption
(UNCAC), it was a compulsion on Bangladesh to formulate the integrity strategy. He informed that it
took long five years to finalize the NIS and to make it a home-ground document. The Chief Guest
also clarified the term ‘integrity’ which means being duty-bound and honest. He emphasized on the
need for change as the whole world is changing, and the areas of administrative transparency are
widening. The urged the civil servants to take over the leadership of reform and change for creating a
better future for the next generation.
10.Md. Nazrul Islam, Additional Secretary, Cabinet Division made the concluding remarks by
requesting all of the Integrity Focal Points to formulate individual work-plan in each organizations
and implement the NIS with sincerity. He suggested to interact among the Integrity Focal Points for
sharing best practices and improve their governance system gradually. Finally he thanked everyone
for their active participation and for making the workshop a success.
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Final Report
Appendix 6-2-1
First Series of the Focal Point Workshop (2nd session)
Workshop on the Role of the Ethics Committee and the Focal Points in Implementation of NIS
Name Designation Cell Number e-mail address
No Agency
1. M Musharraf Cabinet Cabinet Division
Hossain Bhuiyan Secretary
2. Md. Nazrul Islam Additional Cabinet Division 01817612101 nazrulmislam@gmail.com
Secretary
3. Abu Shahin Deputy Cabinet Division 01720672856
M.Asaduzzaman Secretary
4. Rowshan Ara Director Bangladesh Public 01713423306 rowshanjzaman@yahoo.com
Zaman Service Commission
5. Md. Azizul Alam Deputy Finance Division, 01712 172170 mazizul@finance.gov.bd
Secretary Ministry of Finance
6. Gokul Chand Das Joint Secretary Bank & Financial 01552314072 Gokuldas3648@gmail.com
Institution Division
7. Nurjahan Begum Joint Secretary Economic Relation 01552313960 begum.nuurjahan@ymail.com
Division
8. Md. Sherajul Deputy Ministry of Food 01711317633 dscoordination@mofood.gov.bd
Islam Secretary syrus.mono@yahoo.com
9. Parthapratim Deb Joint Secretary Ministry of Disaster 01711434105 jsadmin@modmr.gov.bd
Management & Relief
10. Ashud Ahmed Director Ministry of Foreign 01775968620 ashudahmed@gmail.com
General Affairs
(Administration
)
11. Khodeza Akhter Deputy Implementation 01712173471 kkhodeza@yahoo.com
Khanom Secretary Monitoring &
Evaluation Division,
Ministry of Planning
12. Md. Shafiqul Deputy Ministry of Defence 01710969664 md.shafiqula@ymail.com
Ahmed Secretary
13. Brig Gen Abu Director Arm Forces Division 01769014280 dg_int@afd.gov.bd
Sayeed Khan General
(Intelligence)
14. Md. Azharul Deputy Ministry of Textile & 01552480784 azhar3723@gmail.com
Islam Secretary Jute
15. S M Joint Secretary Ministry of Housing 01711069975 sm.arifrahman@gmail.com
Arif-ur-Rahman & Public Works
16. Nandita Sarkar Deputy Ministry of Civil 01711839265 nansar_60yahoo.com
Secretary Aviation & Tourism
17. Md. Shajedul Deputy Ministry of Land 01552399022 shajedulq@gmail.com
Qayyum Dulal Secretary
18. Md. Abdus Sattar Deputy Ministry of Fisheries 01748602969 satterbpo@gmail.com
Secretary & Livestock
19. Md. Ali Haider Assistant Ministry of Youth & 01936302135 mdalihaider1965@gmail.com
Secretary Sports
20. Ashrafuzzaman Deputy Ministry of Railways 01755500485 ashraf6003@gmail.com
Secretary
21. Dr. Md. Mosharraf Training Ministry of 01552399600 mosharrf17@yahoo.com
Hossain Advisor Communication
22. Md. Matiar Director, Ministry of 01715057292 matiar62@gmail.com
Rahman Bangladesh Communication
Road Transport
Authority
23. Md. Jamal Uddin Joint Secretary Roads Division 01716740779 jamal4846@yahoo.com
Ahmed
24. Md. Matiur Director Roads & Highway 01730782585
Rahman Talukder Department
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Final Report
No Agency
25. Md. Faizul Kabir Deputy Ministry of Primary & 01711442086 mdfaizulkabir@yahoo.com
Secretary Mass Education
26. Md. Mahbub Deputy Ministry of Cultural 01711703977 mahbub5667@gmail.com
Alam Secretary Affairs
27. Ashraful Deputy Rural Development & 01923623097 a.rdcd@yahoo.com
Musaddeq Secretary Co-operative Division
28. Mahmud Hossain Director Rural Development 01711875714 mahmud.hossainkhan@yahoo.c
Khan Academy, Bogra om
29. Md. Akhter Joint Secretary Local Government 01911545102 Ahossain63@yahoo.com
Hossain Division
30. Md. Badiar Deputy Ministry of Expatriate 01550151151 mdbodiards@gmail.com
Rahman Secretary & overseas
Employment
31. Rawnak Mahmud Director Non-Government 01718513334 rawnak5232@gmail.com
Organization Affairs
Bureau
32. Ritsuko Hagiwara Representative JICA Hagiwara.Ristuko@jica.go.jp
33. Zulfiker Ali Senior Program JICA 01713043168
Manager
34. Akira JICA Advisor JICA akira.munakata@gmail.com
Munakata for Min.
LGRDC
35. Kenzo Ikeda JICA Consultant JICA NIS Mission 01765536083 ikeda.kenzo@icnet.co.jp
36. Ali Imam Senior National JICA NIS Mission 01726667211
Majumder Consultant/Advi
sor
37. Dr. Md.Lutfur National JICA NIS Mission 01715239217 lutfurrahman62@gmail.com
Rahman Consultant
38. Dr. Zahidul Islam National JICA NIS Mission 01745145788 zahid.bangladesh@gmail.com
Biswas Consultant
39. Md. Nazimuddin Office Manager JICA NIS Mission 01556323666 naimbashir2002@yahoo.com
Bashir
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Final Report
Annex 6-3 Report of the First Series of the Focal Point Workshop (3rd session)
Report of
the Workshop on the Role of the Ethics Committee and
Date: 3 July 2013

Venue: Cabinet Division, Bangladesh Secretariat
1. The third workshop on the Role of the Ethics Committee and Focal Points in Implementation of the
National Integrity Strategy (NIS) was organized by the Cabinet Division, Government of the
People’s Republic of Bangladesh, and Japan International Cooperation Agency (JICA), on 3 July
2013 in the Cabinet Division. The workshop was attended by the Integrity Focal Points of NIS and
representatives from the Ministries/Divisions who could not attend the first and second workshop.
Ms. Sabiha Pervin, Deputy Secretary, Cabinet Division presided over the Workshop. The list of
participants is attached as Appendix 6-3-1.
2. Ms. Sabiha Pervin initiated the discussion by welcoming all present and briefly described the
purpose of the workshop. After her initial statement, Dr. Abu Shahin M. Ashaduzzaman, Deputy
Secretary, Cabinet Division, made a power point presentation on the ‘Role of Ethics Committees and
Focal Points in Implementation of NIS’. He presented a brief overview of the National Integrity
Strategy, and its salient features as well as the importance of formulation of the NIS. He pointed out
that the NIS had identified 10 state-led and 6 non-state institutions for its implementation. It had also
identified the challenges that these institutions may face during implementation of NIS and made
recommendations for addressing these challenges. He said that as many as 103 short- term, medium-
term and long-term action plans to be undertaken implementation by various Ministries/ Divisions/
stakeholder organizations had been formulated for implementation of NIS.
3. While discussing the implementation strategies of the NIS, he informed that a ‘National Integrity
Advisory Council (NIAC)’ headed by the Hon. Prime Minister and an Executive Committee headed
by the Finance Minister had been constituted to provide guidance for and monitor implementation of
the NIS. The National Integrity Implementation Unit (NIIU) had also been set up in the Cabinet
Division headed by the Additional Secretary of Administrative Reforms and Implementation Wing
under the supervision of the Cabinet Secretary. A 10-member Ethics Committee headed by the
Secretary, Cabinet Division, had been constituted in the Cabinet Division. He further pointed out that
according to the terms of reference of the Ethics Committees, each Ministry/Division and
stakeholder institutions would formulate and implement their individual action-plans, based on their
nature of work/ mandates, in addition to the ones as envisaged in the NIS document, for promoting
integrity and good governance in their respective organizations.
4. After the presentation, the floor was opened for discussion. The participants discussed and
commented on various issues related to NIS implementation, while Mr. Ali Imam Majumder, Senior
Consultant and Advisor to JICA-NIS Mission, responded to some of the queries made by the
participants. The following comments and observations emerged from the discussions in the
workshop:
(a) Formulation of NIS is a commendable initiative of the government which bears testimony to its
commitment to eliminate corruption from the country. But mere formulation of a document like
this will not bring about much change in the state functionaries and the society. Like many other
strategies, effective implementation of the National Integrity Strategy (NIS) is a crucial issue.
There are many good laws, rules, policies, etc., in Bangladesh, but people are not getting benefit
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Final Report
out of them, because of non-implementation and non-enforcement of those laws. The act of
uprooting the deep- rooted nepotism, favouritism, and corruption is not so easy. In order to
achieve this objective, all government and non-government functionaries and all actors in the
society would have to come forward to help implement the NIS.
(b) There should be arrangement for effective performance measurement and evaluation system. The
honest and efficient government officers should be given awards and various types of incentives,
and the inefficient and corrupt officers should be punished. This arrangement of award and
punishment will make practice of integrity a culture.
(c) It is important to arrange need- based training for the officers of different departments and
divisions to get them inspired to perform better in their respective fields.
(d) Apart from constituting Ethics Committees, it is also necessary to arrange training programs on
NIS for the concerned officers at home and abroad who would play catalytic role in the
implementation process of the NIS.
(e) Civil servants should take the lead in implementing the NIS. But it would be difficult to
implement NIS, if the political parties and political government are not committed. Cooperation
from the political parties is required for successful implementation of the NIS.
(f) Effective Grievance Redress System (GRS) should be introduced in all Ministries, Divisions, and
Institutions for proper implementation of the NIS.
(g) Equitable distribution of facilities and benefits among the employees and officers of the Ministry/
Division should be ensured.
(h) All civil and military bureaucrats should submit their wealth statement yearly. And it should be
ensured that the wealth statements submitted are true.
(i) Public awareness about the NIS, through poster, TV footage, workshop, seminar, etc., should be
raised.
(j) Family is the first place to learn integrity. What a child learns in his young age creates sustainable
impact on his life in the later stage. If integrity is practiced and moral education is given to the
children, they will not fall prey to corruption easily.
(k) Mere formation of an Ethics Committee and appointment of a Focal Point will not do. The Ethics
Committee has to take it seriously. All concerned should work together and provide necessary
support to the Integrity Focal Point to implement the NIS.
(l) It is necessary to make a complete guideline for implementation of the NIS in different Ministries,
Divisions, Department, Institutions and Organizations.
(m) In each department there should be a research cell, which will identify the challenges and find
ways to overcome the challenges to implement the NIS.
(n) A Governance Knowledge Centre should be established, from where ideas and best practices on
good governance in different sectors may be available.
5. Mr Ali Imam Majumder, Senior National Consultant/Advisor to JICA NIS Mission, responded to
many of the queries made during discussion. He said that ‘we will never get an ideal situation for
implementation of the NIS. We know the challenges, but we have to work in the given situation.’ The
said that ‘day- by- day transparency and accountability of different actors and institutions of the
government in increasing. If we start working, we will face many difficulties, but at the same time we
may get solution also. So, now is the time to start working seriously towards implementation of the
NIS.’
6. Dr. Abu Shahin M. Ashaduzzaman, Deputy Secretary, Cabinet Division, made the concluding
remarks by requesting all the Integrity Focal Points to formulate individual work-plan in each
Divisions/Organizations as per the TOR of the Ethics Committee and to work with sincerity. He
sought all out cooperation from them to assist the Cabinet Division in the implementation process of
NIS. Finally he thanked everyone for their active participation and for making the workshop a
success.
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Final Report
Appendix 6-3-1
First Series of the Focal Point Workshop (3rd session)
Workshop on the Role of the Ethics Committees and the Focal Points in Implementation of NIS
No Agency
1. Afia Khatoon Deputy Ministry of Youth & 01716-582719 afia85@Yahoo.com
Secretary Sports
2. Abdus Shukur Deputy Ministry of 01552-404890 shukur452@gmail.com
Secretary Religious Affairs
3. Md.Abu Bakar Deputy Ministry of Water 01711-002685 mollahabubakar@yahoo.com
Siddique Mollah Secretary Resources
4. Md.Mosharraf Deputy Legislative & 01715-767640 mmhossain621011@
Hossain Secretary Parliamentary yahoo.com
Affairs Division
5. Abu Taz Deputy Ministry of Primary 01712-087774 atmzakir4951@yahoo.com
Md.Zakir Secretary & Mass Education
Hossain
6. Mahbuba Joint Secretary Presidents’ Office 01711-648038 mahbubahasanat@yahoo.com
Hasanat
7. Md.Rejaul Deputy Ministry of Social 01726-899089 rejaul8283@gmail.com
Karim Secretary welfare
8. Momena Deputy Ministry of 01712-113380 momena5628@yahoo.com
Khatun Secretary Environmental &
Forest
9. Md.Babul Mia Senior Assistant Ministry of m_babul85@yahoo.com
Secretary Liberation War
Affairs
10. Md.Amiruddin Deputy Ministry of Law 01782-159160 Judgeamir59yahoo.com
Secretary Law & Justice
Division
11. Abu Shahin Deputy Cabinet Division 01720572856 asad6531@gmail.com
M.Asaduzzama Secretary
n
12. Shabiha Pervin Deputy Cabinet Division 01712076076 shabiha.pervin@gmail.com
Secretary
13. Tomonori JICA Mission JICA wakisaka.tomonori@icnet.co.jp
Wakisaka
14. Kenzo Ikeda JICA Mission JICA 01765536083 ikeda.kenzo@icnet.co.jp
15. Ali Imam Asdvisor/ NIS Mission 0172666741 Majumder234@yahoo.com
Majumder National Senior.
Consultant
16. Dr.Md.Lutfur Consultant NIS NIS Mission 01715239217 lutfurrahman62@gmail.
Rahman com
17. Dr.Zahidul Consultant NIS NIS Mission 01745145788 zahid.bangladesh@gmail.com
Islam Biswas
18. Md.Nazimuddin Office Manager NIS Mission 01556323666 naimbashir2002@yahoo.com
Bashir
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Final Report
Annex 6-4 Report of the Second Series of the Focal Point Workshop (1st session)
Report of
the Workshop on the Work Plan for the Implementation
of the NIS and its Monitoring
Date: 15 September 2013

1. A workshop entitled “Formulation of the Work Plan for the Implementation of the NIS and its
Monitoring” was organized on 15 September 2013 in the Conference Room of the Cabinet Division,
jointly by the Cabinet Division and the Japan International Cooperation Agency (JICA). The
Workshop was presided over by Mr. Md. Nazrul Islam, Additional Secretary, the Cabinet Division.
The Integrity Focal Points of 26 ministries/ divisions/ organizations participated in the Workshop. It
was the first session of the second series of the Integrity Focal Point Workshop. The list of
participants is attached as Appendix-6-4-1.
2. The Chairperson welcomed all, and eulogized the role of JICA in extending cooperation for
implementation of the NIS, and expressed hope that JICA would continue its support in the years
ahead. Then he said that the purpose of the workshop was to reinforce understanding on integrity and
the NIS, share the status of the implementation of the NIS among various ministries/ divisions,
discuss the TOR of the National Integrity Implementation Unit (NIIU), share the experience of the
JICA study mission on the NIS, and formulate a comprehensive work plan for the effective
implementation of the NIS. He hoped that the workshop would also develop ideas about how to
monitor the implementation process of the NIS, and prepare a platform to institutionalize the NIS
implementation.
3. After the initial statement of the Chairperson, all the participants introduced themselves. Then Dr.
ASM Asaduzzaman, Deputy Secretary, the Cabinet Division, made a brief presentation on the
following points:
a. Integrity in personal and organizational level;

b. Integrity in implementation strategy;
c. Institutional arrangement for implementation of the NIS;
d. Progress of the implementation of the NIS;
e. Important decisions of the Ethics Committees;
f. Structure of the NIIU and its TOR;
g. Decisions of the Executive Committee of the NIAC;
h. Next steps to be taken;
i. Preparation of the work plan and its implementation;
j. Findings of JICA Mission; and
k. Expected outcome of the Workshop.
4. After Dr. Asad’s presentation, Mr. Mohibul Hossain, Deputy Secretary (Focal Point), the Ministry of
Information, Mr. Sajedul Qaiyum, Deputy Secretary (Focal Point), the Ministry of Land, and Mrs.
Nandita Sarkar, Deputy Secretary (Focal Point), the Ministry of Civil Aviation made brief
description of the activities for the implementation of the NIS in their respective ministries. It was
revealed from their reports that they had formed the Ethics Committees, held the Ethics Committee
meetings, and formulated their work plans.
5. After the three brief reports, the workshop was open for discussion. The Chairperson first made his
remark that the perception about the bureaucracy was negative whereas the citizenry was more
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Final Report
demanding in the present days. He emphasized the need for improving the people’s perception about
the bureaucracy through improved performance. He said that the proactive and people-oriented
activities would help change the present perception. Mr. Istiak Ahmed, Additional Secretary, the
Cabinet Division, mentioned that poor wages of the civil servants might be the main cause of the
degradation in quality and integrity in the civil service. Mr. Iftekhar Haider, Additional Secretary, the
Cabinet Division rather optimistically said that there were good opportunities before the field
administration to demonstrate their abilities for doing well. Delivering fair justice on the spot by the
Executive Magistrates while conducting mobile courts may change the negative attitude of the
people. Mr. Md. Moyeenuddin, Joint Secretary, the Cabinet Division, expressed concern that the
society was demoralized and new job seekers preferred the cadre where the scope of earning illicit
money was thought to be higher. In that context, he suggested that the recommendations of the NIS
should be taken up for implementation in limited scale initially. He further suggested that a system or
strategy for management of complaints may be evolved centrally. Mr. Azizul Alam, Joint Secretary,
the Finance Division, urged for updating the Discipline and Appeal Rules, and Conduct Rules of the
Government Servants with the aim of transforming civil service into a prestigious one. He assured of
necessary budget support for the implementation of the NIS. Mr. Sajedul Qaiyum Dulal, Deputy
Secretary, the Ministry of Land, felt that different Government orders sometimes created the scope
for corrupt practices in recruitment system. Ms. Rowshan Ara Zaman, Director, the Public Service
Commission, opined that the preference for choosing any particular cadre was not always linked with
intention to be corrupt. She said that the scope of promotion and place of posting were regarded as
factors for such preference. At this stage, Mr. Ali Imam Majumder, Senior National Consultant/
Advisor to the JICA NIS Mission, expressed his opinion that where illegal money could be safely
earned, kept or spent with a sense of impunity, the tendency for becoming corrupt would always
remain. So the NIS has a strong position to strengthen the ACC for reducing such tendency. Inflicting
exemplary punishment to some corrupt persons may help reduce incidence of corruption in the
country.
6. After the open discussion, the participants were divided into three groups. They discussed amongst
themselves pertinent issues and came up with some recommendations. The recommendations are
presented below.
Group A:
 Ethics Committee should be formed in every Department/ Organization by 31 October 2013.
 All Ethics Committees shall meet at least once in every three months.
 Work Distribution of the Ministry should include NIS focal point.
 Discussion on Implementation of the NIS should be included in the agenda of the Monthly
Coordination Meeting of every Ministry/Division.
 Need- based internal training should be imparted for capacity development.
 Arrangement should be made for sustainability of the best practices.
 Laws and Rules should be continuously updated according to the need of the hour.
 Provision should be made for awarding incentives for innovative work.
 Necessary arrangement for providing e-services in all spheres should be made.
 Specific identical system should be developed for GRS and the NIS.
 Every Officer should submit asset statement during the time of entry into the service.
 Salary structure of the employees should be based on the market trends of cost of commodities.
 As per Conduct Rules, every officer will submit asset statement once in every five years.
 The Finance Division may be requested for the allocation of budget for the implementation of
the NIS activities.
Group B
 The Ethics Committee in each ministry, division, and department should be headed by the
Secretary or the head of the department.
 Stakeholder meetings shall be organized by attached offices at service delivery point.
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Final Report
 All major departments should have their own training center for capacity development.
 Work of every officer should be fairly evaluated, and provision should be made for incentives
for good performance.
 The NIS- interactive website or network should be introduced in broader areas for
e-governance.
 Arrangement should be made for monthly review of GRS.
 Budget for the NIS implementation should be ensured from this year.
GROUP C:
 The NIS implementation should be institutionalized for its sustainability.
 The job description of every officer should be specific and without ambiguity.
 The Ethics Committee of every ministry and division should be headed by the Secretary.
 Discretionary power of the administrative heads should be reduced to minimize its misuse.
 GRS should be time- bound. Mechanism for the receipt of online complaints should also be
developed.
 Proper implementation of laws and rules should be ensured.
 Awareness about the NIS should be raised among government officers as well as citizens.
 Reasons of weakness have to be identified in every case.
 At the institutional level good example of morality has to be established.
7. After the group discussion, Mr. Atsushi Tokura, Team Leader of the JICA NIS Mission, was
requested to deliver a few words. Mr. Tokura in his brief statement described the workshop as very
impressive. He thanked the Integrity Focal Points for extending cooperation to the team members
during this ongoing study. He said the vibrancy in the workshop indicated that they could be able to
bring success in the NIS implementation process. He hoped that the process would take the shape of
a social movement and bring useful change in the national life.
8. In his concluding remarks, the Chairperson mentioned that the workshop was quite interactive,
participatory and encouraging. Similar workshops shall be organized on a regular basis. He opined
that the GRS and NIS Focal Points preferably should be the same person, and if not, they should keep
close contact. In line with the government commitment for e-governance, 25,000 web portals will be
inaugurated soon. Arrangement shall be made within a short time for filing online complaints. He
expected that those opportunities for the people to link with the government should fairly be used. He
agreed with some of the participants that there were challenges in the implementation of the NIS, but
the scope for overcoming those challenges was also there. For example, he cited that the Right to
Information, Citizen Charter and the use of ICT might be some major tools to overcome the
challenges.
9. Finally he concluded the workshop by thanking all the participants and the JICA Mission members
for extending cooperation for organizing the event.
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Final Report
Appendix 6-4-1
Second Series of the Focal Point Workshop (1st session)
Workshop on the Work Plan for the Implementation of the NIS and its Monitoring
Sl.
Name Designation Agency Cell Number & e-mail address
No.
1 Partha Pratim Deb Joint Secretary Ministry of Disaster 01711-434105
Management & Relief Ppdeb4835@gmail.com
2 Rowshan Ara Zaman Director Public Service Commission 01713-423306
(PSC)
3 Samia Alam ADC, AGG CAG 8322069
4 Kazi Anarkoly Director Ministry of Foreign Affairs 01819-822738
anarkoly@yahoo.com
5 Shoheli Sharmin Deputy Secretary Ministry of Post & 01550-153607
Ahmed Telecommunication
6 Sarwar Mahmud Deputy Secretary Economic Relation 01711-070550
Division (ERD) Smahmad077@gmail.com
7 Atish Kumar Saha Deputy Secretary Ministry of Liberation War 01720-144424
Affairs Ashish,dhaka2009@gmail.com
8 Md.Abdur Rouf Joint Secretary IRD, Ministry of Finance 01553-757433
9 Nandita Sarkar Deputy Secretary Ministry of Civil Aviation 01711-839265
10 Md.Azizul Alam Joint Secretary Finance Division, Ministry 01712-172170
of Finance mazizul@finance.gov.bd
11 Md.Shajedul Qayyum Deputy Secretary Ministry of Land 01552-399022
Dulal shajedulq@gmail.com
12 Surath Kumar Sarkar Deputy Secretary Bangladesh Parliament 01711-150092
Secretariat surathsarkar@gmail.com
13 Md.Muhibul Hossain Deputy Secretary Ministry of Information 01716-365194
muhibulhossain@gmail.com
14 G.M.Salehuddin Additional Commissioner Office, 01717-045910
Divisional Dhaka gmsaleh7@yahoo.com
Commissioner
15 Brigadier General Director General Armed Forces Division 01769-014280
Md.Shafiqul Islam
16 Md.Enamul Hoque Deputy Secretary Ministry of Shipping 01711-274302
17 Mohammad Deputy Secretary Law & Justice Division 01732-159160
Amiruddin judgeamir59@yahoo.com
18 Md.Helaluddin Director NGO Affairs Bureau 01711-006004
h.uddin4220@yahoo.com
19 Mahbuba Hasanat Joint Secretary President Office, Dhaka 01711-648038
mahbubahasant@yahoo.com
20 Md.Abdul Kayum Deputy Secretary Ministry of Public 01819-116324
Sarkar Administration mdabdulkayum@gmail.com
21 Kazi Arifuzzaman Deputy Secretary Ministry of Law & Justice arifuzzamankazi@yahoo.com
22 David Paul Khandaker Joint Secretary Local Government Division
23 Md.Matiur Rahamn Deputy Secretary Bangladesh Election 01711-359436
Commission Bec.rahman@yahoo.com
24 Md.Ayub Hossian Director Anti-Corruption Ayubhossain86@Yahoo.com
Commission (ACC)
25 Md.Shafiqul Ahmed Deputy Secretary Ministry of Defence 01710-969664
26 Md.Abdul Mazid Deputy Secretary Rural Development & 01937188207
Co-operative Division
27 Md.Nazrul Islam Additional Cabinet Division 01817-612101
Secretary nazrulmislam@gmail.com
28 Istiaque Ahmad Additional Cabinet Division 01713-370696
Secretary Istiaque71@gmail.com
29 Iftekhar Haider Additional Cabinet Division 01711-382132
Secretary
30 Md.Moyeen Uddin Joint Secretary Cabinet Division 01715-026066
31 Md.Muksudur Joint Secretary Cabinet Division
Rahman Patwary
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Final Report
Sl.
Name Designation Agency Cell Number & e-mail address
No.
32 Shabiha Pervin Deputy Secretary Cabinet Division Shabiha.pervin@gmail.com
33 Dr.Abu Shaheen Deputy Secretary Cabinet Division
Md..Asaduzzaman
34 Tahmina Yeasmin Senior Assistant Cabinet Division onanay@yahoo.com
Secretary
35 Atsushi Tokura JICA Mission JICA
36 Kenzo Ikeda JICA Mission JICA
37 Tomonori Wakisaka JICA Mission JICA
38 Ali Imam Majumder Senior.National JICA Mission
Consultant
39 Dr. Md.Lutfur National Consultant JICA Mission
Rahman
40 Dr. Zahidul Islam National Consultant JICA Mission
Biswas
41 Md. Nazimuddin Office Manager JICA Mission 01556-323666
Bashir
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Final Report
Annex 6-5 Report of the Second Series of the Focal Point Workshop (2 nd session)
The Workshop on the Work Plan for the Implementation

of the NIS and its Monitoring

1. The “Second Workshop on the Work Plan for the implementation of the NIS and its Monitoring” was
held on 17 September 2013 in the Conference Room of the Cabinet Division. The NIS Focal Points of
different ministries, divisions and departments participated in the workshop. Mr. Md. Nazrul Islam,
Additional Secretary, the Cabinet Division, chaired the workshop. The list of the participants is
attached as Appendix 6-5-1.
2. The Chairperson initiated the workshop by welcoming all, and explained the purpose of the
workshop. He said that the purpose was to reinforce understanding, share latest development, discuss
the TOR of the NIIU, share the report of the JICA Mission, and prepare a comprehensive work plan
for implementation of the NIS. He expected that the workshop might also develop ideas about how to
monitor the work plan and prepare a platform to institutionalize the NIS implementation. He also
praised the role of JICA for its cooperation in the implementation of the NIS and expected that its
support would continue in future as well.
3. After the initial statement of the Chairperson, all the participants introduced themselves. Then Dr.
ASM Asaduzzaman, Deputy Secretary, the Cabinet Division, made a brief presentation on : (1)
integrity at the personal and organizational levels, (2) integrity in implementation strategy, (3)
institutional arrangement for the implementation of the NIS, (4) progress of the implementation of
the NIS, (5) important decisions of the Ethics Committees, (6) composition of the NIIU and its TOR,
(7) decisions of the Executive Committee, (8) next steps to be taken, (9) preparation of the work plan
and its implementation, (10) findings of the JICA Mission, and (11) expectation from the Workshop.
4. After Dr. Asad’s presentation, Mr. Monowar Hossain Akand, Joint Secretary, the Ministry of Home
Affairs, Mr. Shahidul Islam, Deputy Secretary, the Ministry of Education, Mr Ashraf Uddin Ahmed
Khan, Deputy Secretary, the Planning Division, and Mr. Tariqul Islam, Deputy Secretary, the
Statistics and Information Division, made brief description of the activities that their ministries and
divisions had so far carried out for the implementation of the NIS. It was revealed from their reports
that they had formed the Ethics Committees, held meetings of the committees, and prepared
individual work plans on the NIS. The Integrity Focal Point from the Ministry of Education also
informed that lessons on integrity had been included in the national curricula at the secondary school
level.
5. After the presentation of brief reports, the floor was open for discussion. Mr. Gokul Chandra Das,
Joint Secretary, the Bank and Financial Division, admitted that there were financial irregularities in
the banking and financial institutions, but sometimes the media publishes exaggerated reports, which
tarnished the image of those institutions and the government. In contrast, the media sometimes shows
little interest to publish news of government’s good initiatives with due importance. He sought
opinion of the participants whether the media could be brought under the purview of the NIS. In
response, Mr. Ali Imam Majumder informed the participants that the media had been included as a
stakeholder institution in the NIS. He also informed that the BUSINESS page of the Daily Star
regularly publishes news on success stories or achievements in the business and financial sector. Mr.
Nazrul Islam, Additional Secretary, the Cabinet Division, informed that the media people presented
in the Views- Exchange Meeting with the media, organized jointly on 5 September 2013 by the
Cabinet Division, Ministry of Information and JICA, and felt the need to practice integrity in the
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Final Report
media world. He hoped that some good results would emerge in the near future. Mr. Nazmul Haq,
Joint Secretary, the Ministry of Industries, informed that they had already formed Ethics Committees
in all the 11 Departments/Corporations under the ministry. He wanted to know whether it is necessary
to continue all these Ethics Committees, or only one central Ethics Committee in the ministry would
be enough to serve the purpose. At this point, Mr. Nazrul Islam said that the formation of the Ethics
Committees in different Departments/Corporations was an excellent initiative of the Ministry of
Industry. He hoped that the Committees would continue to function well. Mr. Harunuzzaman
Bhuiyan, Joint Secretary, the Ministry of Commerce, said, for establishing integrity in public service,
it is necessary not only to keep provision for award to employees for good performance, but also
provision for punishment for bad performance or lack of integrity. Mr Nurul Islam, Joint Secretary,
the Ministry of Expatriate Welfare and Oversees Employment, said that internal performance audit
was necessary for improving the quality of service. He said, there were many good provisions in the
existing laws and rules, and compliance to or enforcement of those would be enough to establish
integrity. Mr. Nazrul Islam, Additional Secretary, the Cabinet Division, responded that the NIS did
not mean to replace the existing laws and rules, but the purpose of the NIS was to help practice
integrity through proper compliance to those laws and rules. Mr. Saila Farzana, Deputy Secretary, the
Ministry of Housing and Public Works, said that it was necessary to take punitive action against the
corruption, and proper punitive action against corruption could be more useful than educating people
about integrity in order to establish integrity in the country. Mr. Sayedul Islam, Deputy Secretary, the
Ministry of Health and Family Welfare, described the e-services and e-management system in his
ministry and other organizations under the ministry had already introduced to improve their service
delivery. He explained how these e-services and e-management system had increased transparency
and efficiency in service delivery and thus contributed to integrity. Mr. Nazrul Islam, Additional
Secretary, the Cabinet Division, made a short presentation on the Kenyan experience of public
service delivery and improvement in governance.
6. After the open discussion, the participants were divided into three groups. They discussed amongst
themselves on pertinent issues and came up with some recommendations for their inclusion in the
work plan. The recommendations are presented below.
Group A:
 To organize the Ethics Committee meetings at least once in every three months.
 To include ‘discussion on status of implementation of the NIS’ as one of the agenda of the
monthly coordination meeting of every ministry and division.
 To organize ‘stakeholder coordination meeting’ in the ministry and department level once in
every two months.
 To monitor the receipt and resolution of complaints/grievances at the ministry and department
level.
 To implement the Citizen Charter.
 To monitor the resolution of audit objections once in every two months.
 To rationalize the manpower structure of ministries, divisions and organisations within the next
two years.
 To start e-filing, and increase the use of ICT for introducing e-services in all spheres.
 To ensure timely and effective presence in the office.
 To include the activities of the Focal Point in his/her job description.
 To rationalize the responsibility and work distribution amongst officers.
 To arrange in-house training in ministries and departments.
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Final Report
Group B
No Work/Task Time Limit Responsibilities
1 On Ethics Committee: In July 2013 All
Ethic Committee formation
Regular meeting of Ethics Committee, and Quarterly Do
problem and solution identification
2 Inclusion of the NIS in Coordination meeting Quarterly Do
3 Meeting with the officers/ staff Every 3 months
4 Meeting with the stakeholders, and discussion Every 3 months Do
on problems identified
5 Establishment of GRS in all ministries and In October 2013
divisions, time-bound disposal of grievances
and communication of results
6 Incorporation of an innovation teams By December 2013 Do
7 Review of laws and rules Continuous process Do
8 Team culture development Continuous process Do
9 E-governance Continuous process Do
10 Establishment of reward and punishment Do Do
system
11 Monitoring and evaluation Do Do
12 Budget allocation for the NIS implementation Do Do
13 Training for skill development Do Do
Group C:
 Ensure punitive action against corrupt personnel.
 Resolve complaints/grievances within 7 days of receipt with proper hearing.
 Open help desk for one stop service.
 Keep suggestion box for improved service delivery.
 Arrange training for employees/officers for human resource development.
 Ensure performance- based evaluation in workplace.
 Formulate annual work plan, implement and monitor and evaluate.
 Work in compliance with secretariat instruction, Rules of Business and other relevant Financial
Rules.
 Establish separate intelligence department to fight against corruption in the law enforcing
agencies.
 Ensure publicity or dissemination of good work or best practices.
 Introduce e-governance system for timely and effective public service delivery.
7. After the group discussion, the Chairperson invited Mr. Atsushi Tokura, Team Leader of the JICA
NIS Mission, to deliver a few words to the participants. Mr. Tokura in his very brief statement
described the workshop as very impressive. He thanked the NIS Focal Points for extending
cooperation to the team members during this ongoing study. He said the vibrancy in the workshop
indicated that they could be able to bring success in the NIS implementation process. He hoped that
the process would take the shape of a movement and bring useful change in the national life.
8. In his concluding remarks, the Chairperson mentioned that the workshop was quite interactive,
participatory and encouraging. He commended some issues of discussion and recommendations
including the need of strengthening team work, settlement of audit objections, rationalization of
manpower structure, effective GRS, and establishment of innovation team. He hoped, such
workshops would be organized on a regular basis. Finally he concluded the workshop by thanking all
the participants and the JICA for extending cooperation for organizing the event.
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Final Report
Appendix 6-5-1
Second Series of the Focal Point Workshop (2nd session)
Workshop on the Work Plan for the Implementation of the NIS and its Monitoring
Sl. Name Designation Agency Cell Number &
No. e-mail address
1 Md.Nurul Islam Joint Secretary Ministry of Expatriate 01552-422243
Welfare and Overseas nurulislam1958@yahoo.com
Employment
2 Shahid Hasan Joint Secretary Ministry of Science & 01552-477274
Technology shahidhasan62@gmail.com
3 Ashrafuddin Ahmed Deputy Secretary Planning Division 01731-545271
Khan ash.ad6009@yahoo.com
4 Ashrafuzzaman Deputy Secretary Ministry of Railways 01755-500485
ashraf6003@gmail.com
5 Md.Nazmul Hoque Joint Secretary Ministry of Industries 01712-035921
doenhb@yahoo.com
6 Mohammad Altaf Joint Secretary Ministry of Fisheries & 01712-049188
Hossain Livestock altaf.xmef@yahoo.com
7 Gokul Chand Das Joint Secretary Banking & Financial 01552-314072
Institution Division gokulcdas3648@gmail.com
8 Maksuda Khatun Joint Secretary Power Division 01731-020204
9 Md.Ali Haider Assistant Secretary Ministry of Youth & Sports 01936-302135
mdalihaider65@gmail.com
10 Momena Khatun Deputy Secretary Ministry of Environment & 01712-113380
Forest
11 Md.Mahbub Alam Deputy Secretary Ministry of Cultural Affairs 01711-703977
12 S.M.Masudur Rahman Deputy Secretary Ministry of ICT 01771-5981509
dsadmn@moictl.gov.bd
13 Md.Tarikul Alam Deputy Secretary Statics & Information 01715-123958
Division md.tarikula@yahoo.com
14 Habibur Rahman Deputy Secretary Bridge Division 01715-701526
hrahmands@yahoo.com
15 Saila Farzana Deputy Secretary Ministry of Housing & 01711-326254
Public Works sailafarzana@yahoo.com
16 Nasima Parvin Deputy Secretary Ministry of Women & 01711-367963
Children Affairs parvin_ut@yahoo.com
17 Md.Abu Bakar Siddiq Deputy Secretary Ministry of Water Resources 01711-002685
Mollah
18 ABM Nasirul Alam Deputy Secretary Ministry of Chittagong Hill 01552-379310
Tracts abmnasir_61@yahoo.com
19 Sohel Ahmed Deputy Secretary Energy & Mineral Resources 01911-493166
Division sohel5259@yahoo.com
20 Md.Rejaul Karim Deputy Secretary Ministry of Social Welfare 01726-899089
rejaul8283@gmail.com
21 Md.Sayedul Islam Deputy Secretary Ministry of Health & Family 01711-391922
Welfare sayedul231@yahoo.com
22 Monowar Hossain Joint Secretary Ministry of Home Affairs makhand14@yahoo.com
Akhand
23 Md.Harunuz Zaman Joint Secretary Ministry of Commerce
Bhuiyan
24 Khodeza Akhter Deputy Secretary IMED 01712-17347
Khanam kkhodeza@yahoo.com
25 Shireen Sultana Deputy Secretary Ministry of Food 01715-496618
shireen_sultana1@yahoo.com
26 A. N. M.Azizul Haque Deputy Secretary Ministry of Labour & 01552-314003
Employment azizulhaque2004@yahoo.com
27 Shaidul Islam Joint Secretary Ministry of Education 01716-531615
shahid4534@gmail.com
28 Azharul Islam Deputy Secretary Ministry of Textile & Jute 01552-480784
azhar3723@gmail.com
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Final Report

No. e-mail address
29 Jyotirmay Barman Joint Secretary Ministry of Primary & Mass 01716-282342
Education jyotirmay_barman@yahoo.com
30 Md. Abu Zubair Deputy Secretary Ministry of Agriculture 01712-531160
Hossain zubair6696@yahoo.com
31 Md. Nazrul Islam Additional Secretary Cabinet Division 01817-612101
nazrulmislam@gmail.com
32 Dr. Abu Shaheen Md. Deputy Secretary Cabinet Division
Ashaduzzaman
33 Atsushi Tokura JICA Mission JICA
34 Kenzo Ikeda JICA Mission JICA
35 Tomonori Wakisaka JICA Mission JICA
36 Ali Imam Majumder Senior National JICA Mission
Consultant
37 Dr. Md. Lutfur National Consultant JICA Mission
Rahman
38 Dr. Zahidul Islam National Consultant JICA Mission
Biswas
39 Md. Nazimuddin Office Manager JICA Mission
Bashir
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Final Report
Annex 6-6 Report of the Third Series of the Focal Point Workshop (1 st session)
The Workshop on the Formulation and Implementation of Work Plan on NIS
Date: 5 December 2013

1. The First One of the series of Third Round Workshops of NIS Focal Points on Formulation and
Implementation of Work Plan on NIS was held on 5 December 2013 in the Conference Room of
the Cabinet Division. The Workshop was jointly organised by the Cabinet Division and JICA NIS
Mission. NIS Focal Points of 15Ministries/Divisions and 5 organizations participated in the
Workshop chaired by Mr. Md. Nazrul Islam, Additional Secretary, Cabinet Division. The list of
the participants is given at Appendix 6-6-1.
2. The Chairperson initiated the Workshop by welcoming all. Then he briefly outlined the objectives
of the Workshop:
(a) To invigorate the commitment of the Focal Points on NIS;
(b) To review the progress achieved by different Ministries/Divisions/Organisations on
formulation and implementation of work plans on NIS;
(c) To determine the next course of action by the NIIU; and
(d) To collect information for presentation before the National Integrity Advisory Committee
and the Executive Committee meetings.
He informed that two more similar workshops would be organized next week with other Focal
Points of other Ministries/ Divisions and organizations. He appreciated JICA for its cooperation
in the implementation of the NIS.
3. Mr. Ali Imam Majumder, Senior National Consultant of JICA NIS Mission, thanked all the
participants on behalf of the JICA Mission. He expressed hope that the Workshop would identify
challenges being faced in the formulation of a functional work plan and develop ideas about how
to overcome those challenges.
4. Then Dr. A.S.M. Asaduzzaman, Deputy Secretary, Cabinet Division, presented a synopsis of the
Work Plans on NIS submitted to Cabinet Division so far by 15
Ministries/Divisions/Organisations. In his presentation, he mentioned that some Ministries/
Divisions/Organisations had formulated inspiring work plans, others could follow those for
formulation of their work plans. For example, he mentioned, some work plans had suggested for
(a) filling the vacant positions in the office as soon as possible, (b) forming sub-committees under
Ethic Committees to identify obstacles to implement the NIS in the respective
Ministries/Divisions, (c) creating new branches or sections to expedite work, (d) conducting
internal audit, (e) making database for keeping all official information of the officers, (f)
considering performance while selecting officers for foreign tours, (g) introducing help desk for
better public services etc.
He identified the challenges being faced in the implementation of NIS. Some of the challenges, as
mentioned by him, are: (a) lack of prior experience of implementation of such a strategy, (b)
lack of adequate awareness of the policy makers and officers about NIS, (c) lack of will to make
change and reform of existing practice and culture, (d) negative attitude, (e) dependence on
international aid organisations and political leadership, (f) lack of foresightedness of the officers.
5. Dr. Asaduzzaman mentioned that NIS document specifically provides for some special action to
be taken by the Ministry of Commerce, Ministry of Information, Ministry of Women and
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Children Affairs, NGO Affairs Bureau, Ministry of Public Administration, Ministry of Law,
Justice and Parliamentary Affairs, Ministry of Education, Parliament Secretariat. But none of
these Ministries/Divisions/Organisations had shown in their work-plans when and how they
would carry out those activities. Dr. Asaduzzaman then pointed some crucial points which would
be helpful for both the Focal Points and NIIU. He suggested that whenever any Focal Point is
changed, it should be notified to the NIIU, so that there remains no communication gap. He
requested the concerned Ministries/Divisions/Organisations to arrange for stakeholders meeting
as soon as possible. He requested the Ministries/Divisions/Organisations to send updated work
plans to the NIIU within a month and suggested them not to be over optimistic and be realistic
while making their individual work plans.
6. After Dr. Asaduzzaman’s presentation, there was a question-answer session, where some
participants asked for some clarifications about the work plans, NIS jurisdiction etc. Various
issues came up during the question-answers session. These include: (a) in some
Ministries/Divisions, there are already some committees for grievance redress, then how the
Ethics Committee will work in those Divisions or Ministries? Whether the Ethics Committee will
work side by side with other committees, or there will be division of responsibilities; (b) there is
lack of guidelines in introducing award system as to how many awards could be given, and which
level of officers would be given, and how to evaluate performances of officers/employees of
different levels?
7. After the question-answer session, the participants highlighted the progress of implementation of
NIS work plans in their respective Ministries/Divisions/Organisations. Some Ministries/Divisions
have made some good progress in such areas as:(a) introducing award system, (b) introducing
internal audit, (c) introducing and enhancing e-governance system, (d) applying for budget
allocation for implementation of the NIS etc.
8. Thereafter, the participants were divided into three groups for group discussion. The groups were
advised to confine their discussions on three points such as: (1) Challenges being faced by
Ministries/Divisions/Organizations in the formulation and implementation of NIS work plans, (2)
Actions to be undertaken by the Ministries/Divisions/Organizations to implement NIS, and (3)
Expectations from the Cabinet Division for implementation of NIS.
Given below are the results of group-wise discussions:
Group A:
Challenges being faced by Ministries/Divisions/Organizations in the Formulation and
implementation of NIS:
(a) Lack of clear idea about NIS among senior officers and executives in the
Ministries/Divisions/Organisations
(b) Lack of interest of the stakeholders to participate in such activities as needed to implement
NIS
(c) Not arranging regular meeting on the NIS (by the Cabinet Division)
(d) Lack of logistics support
Actions to be undertaken by Ministries/Divisions/Organizations for Implementation of NIS:
(a) Strengthening inspirational activities, such as arranging regular meetings and workshops
(b) Forming NIS implementation cell
Expectations from the Cabinet Division for implementation of NIS:
(a) Compilation of all notifications regarding NIS and sending them to the
Ministries/Divisions/Organisations
(b) Cooperation regarding budget allocation
(c) Knowledge sharing and providing technical support in implementation of NIS
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Group B:
implementation of NIS
(a) Lack of prior experience regarding implementation of such a strategy
(b) Lack of farsightedness to formulate an effective work plan for implementation of NIS
(c) Negative attitude of the officers and employees
(d) Lack of logistic support
(e) Lack of proper training required to work for implementation of such a strategy.
(f) Lack of mutual trust
Actions to be undertaken by Ministries/Divisions for implementation of NIS
(a) Arranging regular meetings and workshop for creating inspiration
(b) Creating wide scale public awareness
(c) Imparting required training
(d) Allotment of necessary budget for implementation of NIS
(e) Developing mechanism for proper performance evaluation
(f) Introducing award for good performance and taking punitive actions for lapses
Expectations from the Cabinet Division for implementation of NIS
(a) Arranging knowledge sharing meeting and workshop
(b) Arranging visits to foreign countries with success in implementing NIS
(c) Cooperation regarding budget allocation
(d) Knowledge sharing and providing technical support in implementation of the NIS.
(e) Undertaking research to identify challenges and find solutions to implement NIS
(f) Taking initiative to involve senior officials of the Ministries/Divisions/Organisations in the
implementation process of NIS
Group C:
implementation of NIS,
(a) Formulating updated organogram in the Ministries/Divisions
(b) Lack of competent and trained manpower
(c) Lack of consciousness in formulating and implementing work plan
(d) Lack of positive attitude among employees and offices
(e) Lack of budget
Actions to be undertaken by Ministries/Divisions/Organizations for Implementation of NIS,
(a) Arranging need -based training for officers and employees
(b) Allocation of adequate budget
(c) Ensuring transparency and accountability within the Ministries/Divisions/ Organizations
(d) Strengthening monitoring and oversight mechanisms
(e) Formulating proper performance evaluation criteria
(f) Introducing award and punishment system
(a) Arranging knowledge sharing meeting and workshop
(b) Arranging learning visits to foreign countries with success of implementing NIS
(c) Knowledge sharing and providing technical support in implementation of the NIS.
(d) Making the Cabinet Division as a model Division for implementation of NIS
9. After the presentation of the findings of group discussions, Mr. Ali Imam Majumder made some
comments on the overall outcome of the Workshop. He reiterated that the lack of prior
experience in implementing such a strategy and rigid mind-set are the main obstacles to
implementing NIS. However, frequent meetings/workshops with short interval can help improve
the situation, as from such discussions and meetings everyone will learn something from other’s
experiences. He said, in fact, the NIS is not teaching anything new. It is just telling us how to
carry out our existing responsibilities more professionally and honestly. Now, as there is a
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possibility of starting a next phase of JICA Mission to help implement the NIS, the Focal Points
should work in such a way so that the donors are impressed. Then there will be scopes for more
training, foreign tours, etc., for the Focal Points and others concerned with the implementation of
NIS.
10. In his concluding remarks, the Chairperson mentioned that the Workshop was quite interactive,
participatory and encouraging. Through all these workshops and sharing of experience,
thoughts and practical difficulties, they all were gradually learning many things, and developing
themselves day by day. He said that they would continue their efforts to meet together in regular
intervals in future. Finally he concluded the Workshop by thanking all the participants and the
JICA for extending support in organizing this Workshop.
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Appendix 6-6-1
Third Series of the Focal Point Workshop (1st session)
Workshop on the Formulation and Implementation of Work Plan on NIS
Sl. Name Designation Agency Cell number &
No. e-mail address
1 Md.Nazrul Islam Additional Secretary Cabinet Division 01817-612101
2 Dr. Abu Shaheem Md. Deputy Secretary Cabinet Division 01720-572856
Ashaduzzaman
3 Md.Khalid Hasan Deputy Secretary Cabinet Division 01716-466947S
4 Dr.SyedaFarhana Noor Senior Assistant Cabinet Division 01711-174537

Chowdhury Secretary
5 TahminaYeasmin Senior Assistant Cabinet Division
Secretary
6 Md.AbdulQayoumSarker Deputy Secretary Ministry of Public 01819-116324
Administration
7 Md.Rafiqul Bari Khan Director, MIS CAG Office 01911-3999905
8 Ashrafuzzaman Deputy Secretary Ministry of Railway 01715-306452
9 Md.TarikulAlam Deputy Secretary Statistics& Information 01715-123958

Division md.tarikula@yahoo.com
10 Muzaffar Ahmed Deputy Secretary Ministry of Civil Aviation 01711-578747
& Tourism mahmed5769@gmail.com
11 Md.Shafiqul Ahmed Deputy Secretary Ministry of Defence 01711-969664
12 Md.Shahjahan Ali Deputy Secretary Ministry of Agriculture 01556-317147
13 Md.Rejaul Karim Deputy Secretary Ministry of Social 01726-899089

Welfare
14 MahbubaHasanat Joint Secretary President’s Office 01711-648038
mahbubahasanat@yahoo.com
15 Surath Kumar Sarker Deputy Secretary Bangladesh Parliament surathsarker@gmail.com
Secretariat
16 Md.Shajedul Qayyum Dulal Deputy Secretary Ministry of Land 01552-399022
shajedulq@gmail.com
17 RawnakMhmud Joint Secretary NGO Affairs Bureau 01718-513334

Director rawnak5232@gmail.com
18 Md.NazmulHoque Joint Secretary Ministry of Industries 01712-035921
doenbb@yahoo.com
19 MomenaKhatun Deputy Secretary MOEF 01712-113380
momena5628@yahoo.com
20 Md.NurulHaque DD Anti-Corruption 01717-136861

Commission nhaque15273@Yahoo.com
21 RowshamAraZaman Director PSC 01713-423306
22 S.M.Shawkat Ali Additional Secretary Ministry of Commerce 01713-004828
23 Md.Laidur Rahman Deputy Secretary Ministry of Information 01712-244445
24 Ashrafuddin Ahmed Khan Deputy Secretary Planning Division 01731-545274
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Sl. Name Designation Agency Cell number &

No. e-mail address
25 Ali Imam Majumder Advisor/National NIS MIssion
Senior. Consultant
26 Dr. Md.Lutfur Rahman National Consultant NIS MIssion 01715-239217
lutfurrahman62@gmail.com
27 Dr. ZahidulIslam Biswas National Consultant NIS MIssion 01745145788
28 Md.Nazimuddin Bashir Office Manager NIS MIssion 01556-323666
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Final Report
Annex 6-7 Report of the Third Series of the Focal Point Workshop (2 nd session)

1. The Second Workshop of NIS Focal Points (Third Round) on Formulation and Implementation of
Work Plan on NIS was held on 10 December 2013 in the Conference Room of the Cabinet
Division. The Workshop was jointly organised by the Cabinet Division and JICA NIS Mission.
The Workshop was chaired by Mr. Md. Nazrul Islam, Additional Secretary, Cabinet Division.
The list of the participants is given at Appendix 6-7-1.
2. The Chairperson initiated the Workshop by welcoming all. He briefly presented the background
of the Workshop and the progress achieved so far since the earlier two rounds of Focal Point
workshops. When the second round of the workshops were being held in the month of September,
the NIS Ethics Committees in most of the Ministries/Divisions/ Organizations were constituted,
some of the Ministries/Divisions/ Organizations held the first meeting of the Ethics Committees
and some of the Ministries/Divisions/Organizations started formulating Work Plans for
Implementation of the NIS. By the time, 18 Ministries/Divisions/Organizations had sent their
work-plans to the Cabinet Division. He said the objectives of this Third Round of Workshops
were to:
a. to invigorate the commitment of the Focal Points on NIS;
b. to review the progress achieved by different Ministries/Divisions/Organizations
on formulation and implementation of Action Plans on NIS;
c. to determine the next course of action by the NIIU; and
c. to collect information for presentation before NIS Advisory Committee and NIS
Executive Committee meetings.
3. Mr. Ali Imam Majumder, Senior National Consultant of JICA NIS Mission, thanked all the
participants on behalf of the JICA Mission. He expressed hope that the Workshop would identify
challenges being faced in the formulation of a functional work plan and develop ideas about how
to overcome those challenges. He also hoped that as a result of the workshop, things will be
clearer o the Focal Points; consequently they would be able to formulate their individual work
plans comfortably.
4. Ms. Tahmina Yeasmin, Senior Assistant Secretary, Cabinet Division, made a power point
presentation on the review of the Work Plans of 15 Ministries/Divisions/Organizations submitted
to the Cabinet Division so far. She said, while most of the Ministries/Divisions/ Organizations
had not formulated their work plans yet, some of the Ministries/Divisions/ Organizations had
formulated encouraging work plans, and some had just copied the model work plan sent by the
Cabinet Division. For example, she mentioned, some work plans had suggested for:
 Filling the vacant positions in the office as soon as possible;
 Forming sub-committees under Ethic Committees to identify impediments to implement the
NIS in the respective Ministries/Divisions;
 Creating new branches or sections to expedite work;
 Conducting internal audit;
 Making database for keeping all official information of the officers;
 Considering performance while selecting officers for foreign tours;
 Introducing help desk for better public services etc.
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Thus, the presentation based on the analysis of already formulated work plans would clarify many
issues and provide guidance as well to the Focal Points to formulate their individual work plans,
who have not yet done so.
5. Drawing on the discussions of the Focal Points in the previous workshop held on 5 December,
she mentioned that some of the identified challenges being faced in the implementation of NIS
were:
 Lack of prior experience of implementation of such a strategy;
 Lack of adequate awareness of the policy makers and officers about NIS;
 Lack of commitment/will to make change and reform of existing practices and culture;
 Negative attitude;
 Dependence on foreign aid and political leadership; and
 Lack of foresightedness of the officers.
6. Ms. TahminaYeasmin also mentioned that NIS document specifically provides for some special
actions to be undertaken by the Ministry of Commerce; Ministry of Information; Ministry of
Women and Children Affairs; NGO Affairs Bureau; Ministry of Public Administration;
Ministry of Law, Justice and Parliamentary Affairs; Ministry of Education; and Parliament
Secretariat. But none of these Ministries/Divisions/Organisations had shown in their work plans
when and how they would carry out those activities. So, these Ministries must formulate and
update their respective work plans incorporating these specific responsibilities.
7. After Ms. TahminaYeasmin’s presentation, Dr. ASM Asaduzzaman, Deputy Secretary, Cabinet
Division, spoke for a few minutes to raise some points about formulating work plans. He
mentioned about the confusion regarding introduction of award system as a part of
implementation of the NIS. There are confusions among many ministry/division/organisation as
to how many awards could be given, and which level of officers would be given, and how to
evaluate performances of officers of different levels for giving the awards. Some said that while
some general guidelines for introducing some award system might be made, there was another
opinion as well that as the nature of work and responsibilities of
ministries/divisions/organisations are different, the ministries/divisions/organisations themselves
should determine the criteria for performance evaluation and providing award. Dr. Asaduzzaman
also suggested the participations to inform the NIIU or the Cabinet Division regarding any change
of Focal Points in any ministry/division/organisation to avoid any communication gap. He
requested the ministry/division/organisation to send new and updated work plans to the NIIU
within a month and suggested them not to be over optimistic and be realistic while making their
individual work plans.
8. After Dr. Asaduzzaman’s speech, there was an open discussion session when the participants
highlighted the progress of implementation of NIS work plans in their respective
Ministries/divisions/organisations. It was revealed that most of the Ethics Committees had had
their meetings after the second round of Focal Point Workshops. Focal Points of some
ministries/divisions/organisations informed that they had organized stakeholders meetings as well
in the meantime. Some Focal Points informed that the formulation of their work plans was
underway. Some ministries/divisions/organisations had made some good progress in such areas
as:(a) introducing internal audit, (b) introducing e-governance system, (c) applying for budget
allocation for implementation of the NIS, and (d) online receipt of complaints and
acknowledgment of receipt (Roads and Highways Division) etc. However, the Focal Point from a
Ministry alleged that they did not get budget allocation from the Finance Ministry for the purpose
of implementing NIS. It was, of course, revealed that the Executive Committee of the National
Integrity Advisory Council (NIAC) decided in its last meeting to keep allocation of budget for
NIS. It was discussed that as still there is no code for budget allocation for NIS, but budget might
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be sought for conducting seminars, workshops or trainings on NIS. It was hoped that a separate
code for budget allocation for NIS would be created in the next national budget.
9. Thereafter, the participants were divided into three groups for group discussion. The groups were
advised to confine their discussions on three points such as:
a. Challenges being faced by Ministries/Divisions/Organizations in the formulation and
implementation of NIS;
b. Actions to be undertaken by the Ministries/Divisions/Organizations to implement NIS; and
c. Expectations from the Cabinet Division for implementation of NIS.
Given below are the results of group-wise discussions:
Group A:
Challenges being Faced by Ministries/Divisions/Organizations in the Formulation and
 Lack of clear idea about NIS among senior officers and executives in the
ministries/divisions/organisations. Many still are not clear whether or not NIS and good
governance are synonymous, let alone understanding its purpose and scope.
 Lack of interest of the stakeholders to participate in such activities as needed to implement
NIS
 Traditional mind-set. Most of the officers are comfortable in the existing system; they are not
interested to make changes, or simply they fear changes in working environment.
Actions to be Undertaken by Ministries/Divisions/Organizations for Implementation of NIS:

 Strengthening inspirational activities, such as arranging regular meetings and workshops
 Introducing motivational programme, like award system
 Periodic review of NIS related activities undertaken by ministries/divisions/organisations. It
can be through the initiative of the Cabinet Division or NIIU, or by the
ministries/divisions/organisations themselves.
 Increase the use of ICT to implement the NIS

 Incorporating NIS in the agenda of the Secretarial Committee meeting.
 Arranging learning visits of the Focal Points to countries having success in implementing NIS
 Resolving inter-ministerial disputes affecting NIS implementation
 Knowledge sharing and providing technical support in implementation of NIS.
Group B:
 Lack of awareness and lack of prior experience regarding implementation of such a strategy
 Traditional mind-set or lack of positive attitude of the officers and employees
 Lack of commitment of the officers
 Lack of proper training required to work for implementation of such a strategy
 Right persons are not posted in the right places
Actions to be Undertaken by Ministries/Divisions for implementation of NIS

 Arranging regular meetings and workshop for creating awareness about the NIS and
importance
 Sharing best practices among the stakeholders
 Developing proper performance appraisal system
 Introducing award and punishment for good and bad performances
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 Cooperation regarding budget allocation
 Knowledge sharing and providing technical support in implementation of the NIS.
 Undertaking research to identify challenges and find solutions to implement NIS
 Taking initiative to involve senior officials of the ministries/divisions/organisations in the
implementation process of NIS
Group C:
implementation of NIS,
 Lack of conceptual clarity among the officers in the Ministries/Divisions.
 Lack of competent and trained manpower
 Problems regarding alignment of all responsibilities with the NIS. Because many offices say
that they are busy with other activities and they do not have much time to work for the
implementation of the NIS
 Lack of positive attitude among employees and offices about the NIS
Actions to be Undertaken by Ministries/Divisions/Organizations for Implementation of NIS,

 Arranging need-based training for officers and employees and arranging regular seminar,
workshops on the challenges to NIS implementation
 Include the NIS in the module for training of the officers
 Strengthening monitoring and oversight mechanism of the ministry/divisions/organisations
 Alignment of NIS with regular activity of the offices. Creating awareness among the officers
that implementing NIS is not additional duty, but is a part of routine work.

 Arranging knowledge sharing meeting and workshop and increasing monitoring on the
implementation of the NIS by other ministries/divisions/organisations
 Arranging learning visits to foreign countries with success of implementing NIS
 Knowledge sharing and providing technical support in implementation of the NIS.
10. After the presentation of the findings of group discussions, Mr Ali Imam Majumder made some
comments on the overall outcome of the Workshop. He said that the discussions in the Workshop
were quite interesting with a blend of deliberations on challenges, new actions and ideas as well
as light debates. He reiterated that the lack of prior experience in implementing such a strategy
and rigid mind-set are the main obstacles to implementing NIS. However, frequent
meetings/workshop with short interval can help improve the situation, since from such
discussions and meetings everyone will learn something from other’s experiences.
11. In his concluding remarks, the Chairperson mentioned that the Workshop was quite interactive,
effective and encouraging. Through these workshops they were gradually learning many things,
and developing themselves day by day. He said it was clear from discussions that still there were
confusions and lack of understanding about the purpose and scope of work under NIS. This is
because of lack of knowledge about NIS. The more they would discuss among themselves about
NIS, its activities and implementation strategy, the more the confusion and ambiguity would go.
He said, there had been discussions with senior officials and Secretaries of different
Ministries/Divisions. Now the issue of NIS would be taken in the Secretarial Committee meeting
according to the suggestion of the Workshop. He said that implementation of NIS is a matter of
true intention. If the government officers want to implement it, then budget would not be a
problem. Referring to the example of Nitish Kumar in Bihar India, who with the cooperation of
good civil servants, changed the governance map of Bihar positively and radically. He said that
they too had to endeavour to be good civil servants to make positive changes in the public service.
He further said that they would continue their efforts to meet together in regular intervals in
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future. He also requested the ministry/division/organisation to send their work plans to the NIIU
within a month. Finally, he concluded the workshop by thanking all the participants and the JICA
for extending support in organizing this Workshop.
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Appendix 6-7-1
Third Series of the Focal Point Workshop (2nd session)
No. e-mail address
2 Istiaque Ahmed Additional Secretary Cabinet Division
3 Iftikhar Haider Additional Secretary Cabinet Division
4 Md.Muksudur Rahman Patwary Joint secretary Cabinet Division muksud4508@gmail.com

Ashaduzzaman
7 Sabiha Pervin Deputy Secretary Cabinet Division
8 Hbibun Nahar Deputy Secretary Cabinet Division
9 Dr.Syeda Farhana Noor Senior Assistant Cabinet Division 01711-174537

Chowdhury Secretary
10 Tahmina Yeasmin Senior Assistant Cabinet Division
Secretary
11 Kazi Anarkoly Director Ministry of Foreign 01819-822738
Affairs anarkoly@Yahoo.com
12 Habibur Rahman Deputy Secretary Bridge Division 01715-701526

hrahmands@yahoo.com
13 Md.Sherajul Islam Deputy Secretary Ministry of Food 01711-317633
14 Md.Sohrab Hossian System Analyst Ministry of Fisheries 01711-489023

& Livestock kbdsohrab@gmail.com
15 Md.Abdus Satter Deputy Secretary MOFL 01748-602969
16 Sushanta KumarPramanik Joint Secretary Internal Resources 01716-473526
Division sushanta1960@gmail.com
17 Partha Pratim Deb Joint Secretary Ministry of Disaster 01711-434105
Management & Relief
18 Abu Taz Md. Zakir Hossain Joint Secretary Ministry of Primary & atmzakir4951@yahoo.com
Mass Education
19 Monowar Hossain Akhand Joint Secretary Ministry of Home makhand14@Yahoo.com
Affairs
20 ABM Nasirul Alam Deputy Secretary MOCHTA 01552-379310
abmnasir_61@yahoo.com
21 Sohel Ahmed Deputy Secretary Energy Division 01911-493166
sohel5257@yahoo.com
22 Md. Azharul Islam Deputy Secretary Ministry of Textile & 01552-486784
Jute azhar3723@gmail.com
23 Maksuda Khatun Joint Secretary Power Division 01731-070704

Director
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No. e-mail address
24 Shahidul Islam Joint Secretary Ministry of Education 01716-531615
shahid4534@yahoo.com
25 Gokul Chandra Das Joint Secretary Banking & Financial 01552-314072

Institutions Division gokulcdas3648@gmail.com
26 Md.Mushfiquar Rahman Deputy Secretary Ministry of Cultural 01711-972930

Affairs
27 Brigadiar General Md.Shafeul DG Intelligence AFD 01769-014280

Islam, PSC
29 Md.Rezaul Ahsan Joint Secretary Ministry of Finance 01711-935973

Finance Division
30 Md. Jamaluddin Ahmed Joint Secretary Roads Division 01716-740779
jamal4846@yahoo.com
31 S.M.Arifur Rahman Joint Secretary Ministry of Housing 01711-069975
& Public Works
32 Nurjahan Begum Joint Secretary ERD 01552-313960

bgum.nurjahan@ymail.com
33 Ali Imam Majumder Asdvisor/ NIS MIssion

National Senior
Consultant
34 Dr.Md.Lutfur Rahman Consultant NIS NIS MIssion 01715239217
35 Dr.Zahidul Islam Biswas Consultant NIS NIS MIssion 01745145788
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Annex 6-8 Report of the Third Series of the Focal Point Workshop (3 rd session)

1. The Third Workshop of NIS Focal Points (Third Round) on Formulation and Implementation of
Work Plan on NIS was held on 12 December 2013 in the Conference Room of the Cabinet
Division. The Workshop was jointly organised by the Cabinet Division and JICA NIS Mission.
The Workshop was chaired by Mr. Md. Nazrul Islam, Additional Secretary, Cabinet Division.
The list of the participants is given at Appendix 6-8-1.
2. The Chairperson initiated the Workshop by welcoming all. He briefly presented the background
of the Workshop and the progress achieved so far since the earlier two rounds of Focal Point
workshops. He informed that when the second round of the workshops were being held in the
month of September, the NIS Ethics Committees in most of the Ministries/Divisions/
Organisations were constituted, some of the Ministries/Divisions/Organisations held the first
meeting of the Ethics Committees and some of the Ministries/Divisions/Organisations started
formulating Work Plans for Implementation of the NIS. In between the second and third round of
workshops, the Cabinet Division convened a meeting of the Secretaries and Additional
Secretaries, where they were requested to guide and support the Focal Points in formulating and
implementing work plans on NIS. In spite of this, till today only 20 Ministries/Divisions/
Organisations had sent their work plans to the Cabinet Division. He said, the objectives of this
Third Round of Workshops were to review the progress achieved by different
Ministries/Divisions/ Organisations on formulation and implementation of Action Plans on NIS,
to find out the challenges in formulating and implementing NIS work plans, and to invigorate the
commitment of the Focal Points on NIS. The Workshop had, he said, two other purposes as well.
One was to determine the next course of action by the NIIU, and the other was to collect
information for presentation before the meetings of the NIS Advisory Committee and the NIS
Executive Committee. He also briefed on the previous two workshops of the third round and
appreciated JICA for its continuous support to organise these workshops and all other initiatives
towards the implementation of the NIS.
3. Dr. Syeda Farhana Noor Chowdhury, Senior Assistant Secretary, Cabinet Division, made a power
point presentation on the review of the Work Plans of 20 Ministries/Divisions/Organisations
submitted to the Cabinet Division so far. She said, whilst most of the Ministries/Divisions/
Organisations had not formulated their work plans yet, some had just copied the model work plan
sent by the Cabinet Division. However, some of the Ministries/Divisions/Organisations had
formulated encouraging work plans. For example, she mentioned, some work plans had suggested
for: (a) filling the vacant positions in the office as soon as possible; (b) forming sub-committees
under Ethic Committees to identify impediments to implement the NIS in the respective
Ministries/Divisions/Organisations; (c) creating new branches or sections to expedite work; (d)
conducting internal audit; (e) making database for keeping all official information of the officers;
(f) considering performance while selecting officers for foreign tours; (g) introducing help desk
for better public services etc. She hoped, these work programs as included in the work plans
already submitted to the Cabinet Division might provide some guidance to the Focal Points who
are yet to formulate their individual work plans.
4. Drawing on the discussions of the Focal Points in the previous two workshops in this round held
on 5 and 10 December, Dr. Syeda Farhana mentioned some of the identified challenges in the
implementation of NIS as: (a) lack of prior experience of implementation of such a strategy; (b)
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lack of adequate awareness of the policy makers and officers about NIS; (c) lack of
commitment/will to make change and reform of existing practices and culture; (d) negative
attitude; (e) dependence on foreign aid and political leadership; and (f) lack of foresightedness of
the officers. She also mentioned that NIS document specifically provides for some special
actions to be undertaken by the Ministry of Commerce; Ministry of Information; Ministry of
Women and Children Affairs; NGO Affairs Bureau; Ministry of Public Administration;
Ministry of Law, Justice and Parliamentary Affairs; Ministry of Education; and Parliament
Secretariat. But none of these Ministries/Divisions/Organisations had shown in their work plans
when and how they would carry out those special activities. So these Ministries must formulate
and revise their respective work plans incorporating these specific responsibilities.
5. After Dr. Syeda Farhana’s presentation, Dr. ASM Asaduzzaman, Deputy Secretary, Cabinet
Division, spoke for a few minutes to clarify some points about formulating work plans. He
mentioned about the confusion regarding introduction of award system as a part of
implementation of the NIS. There are confusions among many Ministries/Divisions/Organisations
as to how many awards could be given, and which level of officers would be awarded, and how to
evaluate performances of officers of different levels for giving the awards. While some suggested
that some general guidelines for introducing award might be formulated, some opined, as the
nature of work and responsibilities of different Ministries/Divisions/Organisations are different,
the Ministries/Divisions/Organisations themselves should formulate their individual criteria for
performance evaluation and providing award. Dr. Asaduzzaman requested the participations to
inform the NIIU of any change of NIS Focal Points in any Ministry/Divisions/Organisation to
avoid any communication gap. He also requested the Ministries/Divisions/Organisations to send
their work plans to the NIIU by December 2013 who are yet to do so and suggested them not to
be over optimistic and be realistic while making their individual work plans.
6. After Dr. Asaduzzaman’s speech, there was an open discussion session when the participants
highlighted the progress of implementation of NIS work plans in their respective
Ministries/Divisions/Organisations. The participants informed that most of the Ethics Committees
had organized meetings after the second round of Focal Point Workshops. Focal Points of some
Ministries/Divisions/Organisations informed that they had organized stakeholders meetings in the
meantime. Some Ministries/Divisions informed that they had asked their subordinate
Department/Institutions to form Ethics Committee. Some Focal Points informed that the
formulation of their work plans was underway and promised to send their individual work plans
to the Cabinet Division by the end of December, 2013.
Thereafter, the participants were divided into three groups for group discussion. The groups were
advised to confine their discussions on three points as follows:
a. Challenges being faced by Ministries/Divisions/Organisations in the formulation and
implementation of NIS Work Plans;
b. Actions to be undertaken by the Ministries/Divisions/Organisations to implement
NIS; and
c. Expectations from the Cabinet Division for implementation of NIS.
The participants were requested to identify some new points rather than those already discussed
in the power point presentation or during discussion session. Given below are the results of
group-wise discussions:
Group A:
Challenges being faced by Ministries/Divisions/Organisations in the formulation and
implementation of NIS work-plans:
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Final Report
 Lack of motivation in the government officers. The concerned officers are still not properly
motivated to work on NIS. The implementation of NIS is not yet included in the priority list of
Ministries/Divisions/Organisations”.
 Lack of interest of the concerned officers and stakeholders to take initiative to implement
necessary action for NIS
 Owing to lack of initiative, the challenges to the implementation of the NIS are not identified
still in many Ministries/Divisions/Organisations.
 Duality in mind and lack of positive attitude: Most of the officers want to be free from the
allegation of general public that they are corrupt, and want to practice integrity. On the other
hand, they are not interested to take new initiative to make changes.
Actions to be undertaken by Ministries/Divisions/Organisations for Implementation of NIS:

 Arranging more motivational programme to create commitment among the officers toward
 Arranging more capacity building programs, such as meetings and workshops, seminars for
knowledge sharing and training so that the concerned persons can take necessary action to
implement the NIS.
 Introducing award system to inspire for good work.
 Introducing effective grievance redress system. This is for both the public grievance against
officers and officers’ grievance against any official actions or inactions.
 Increasing the use of ICT to implement the NIS.

 Provide necessary guideline to the Ministries/ Divisions to work for implementation of the
NIS
 Arranging regular meetings with the Focal Points and other senior officials especially
Secretaries to sensitise them.
 Monitoring the progress of work by different Ministries/Divisions and taking appropriate
measures.
Group B:
Challenges Actions to be taken Expectations from CD
1 Indifference towards NIS Awareness programs: seminar, Representation from Cabinet
workshop, etc. Division
2 Attitude: Aversion towards Motivational programme Central instruction from Cabinet
new approach Division
3 No uniform system: Ensure appropriate and Overseeing and ensuring strict
subjective, not objective consistent practice of allocation compliance with duties and
system of job allocation of job responsibilities
4 Sense of deprivation among Ensure fairness and justice in Monitoring and leading by setting
officers promotion and posting example
5 Lack of transparency Proper implementation of the Monitoring by Cabinet Division
Right to Information Act
6 Lack of logistics Timely and adequate allocation
of resources and logistics
supports
7 Lack of experience Arranging learning visit and Arranging such programmes
knowledge sharing program to
learn from other countries’ best
practices
Group C
Challenges being faced by Ministries/Divisions/Organisations in the Formulation
and implementation of NIS work plans:
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Final Report
 Lack of motivation of the government officers: Concerned officers are not properly
motivated to work on the NIS.
 Lack of concerted effort in decision making regarding implementation of the NIS in different
Ministries/Divisions
 Lack of interest of the senior officials in the Ministries/Divisions
 Lack of cooperation to the Focal Points by the senior officials.
 Not giving adequate importance to the NIS. Not taken as priority task.
 Negative attitude: Some officers do not want an effective grievance redress system, and they
also do not think that NIS is implementable.
 Lack of coordination among the concerned officers for implementation of the NIS
Actions to be undertaken by Ministries/Divisions/Organisations for

 Arranging more motivational program to create commitment among the officers toward
 Arranging more capacity building programs, such as meetings and workshops, seminars for
knowledge sharing and training so that the concerned persons can take necessary action to
implement the NIS
 Increasing monitoring and oversight of Ethics Committees and their actions
 Introducing award system to inspire for good work
 Introducing effective grievance redress system
 Increasing coordination among the concerned officers
 Increasing e-governance system for greater transparency
 Consulting with stakeholders to identify the real challenges
 Ensuring implementation of the Right to Information Act for free flow of information and
for ensuring accountability

 Arranging regular meetings with the Focal Points and other senior officials especially
Secretaries to sensitise them. If the senior officials are sensitised, work for implementation
of NIS will be easier.
 Monitoring the progress of work by different Ministries/Divisions/Organisations and taking
appropriate measures.
 Ensuring cooperation in coordinating inter-ministerial functions
 Including NIS in the agenda of the meetings of the Secretaries Committee
 Including NIS in the agenda of Deputy Commissioners and Divisional Commissioners’
conference.
 Instructing the Finance Division to allocate budget to the Ministries/Divisions for
7. After the presentation of the findings of group discussions, Mr Ali Imam Majumder made some
comments on the overall outcome of the Workshop. The Participants identified the lack of
adequate cooperation of the senior officers and Secretaries, as one of the major obstacles to make
and implement work plans for NIS. He said that in his experience he had seen that the obstacles
come from both senior and junior level officers. Sometimes, the adequate cooperation or
supervision cannot be obtained, again sometimes the superior officers take initiative and want to
cooperate, but adequate response is not received form junior officers. So, the commitment from
officers of all levels is required for successful implementation of the NIS. He admitted that there
is a lack of prior experience in implementing such a strategy, but that cannot prevent them if they
have commitment to implement the NIS. He emphasised the need for such meetings and
workshops with short intervals so that Focal Points can share their experience and learn from
other’s experiences. Finally he thanked all participants on behalf of JICA NIS Mission.
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Final Report
8. In his concluding remarks, the Chairperson mentioned that the Workshop was quite interactive
and encouraging. Through these workshops the Cabinet Division Officials and the focal points
were gradually learning many things, and developing themselves day by day. He said it was clear
from discussions that still there were confusions and lack of understanding about the purpose and
scope of work under NIS. It was also revealed that many of the Ministries/Divisions/
Organisations still had not taken the NIS implementation as a priority activity; many still were
not enough sensitised and had shown negativity towards NIS. So these were serious concerns
demanding more sharing and motivational work, because NIS is not simply a document, it is the
government’s obligations arising out of the Constitution of the country and different national and
international instruments including UNCAC. So, it has to be taken with utmost importance, and it
has to be implemented. He said, no doubt, there are various challenges, but the greatest challenge
is, as rightly mentioned by the participants, the lack of true intention to implement it. If they have
true intention to implement it, then other things will be easier. Now many countries are
implementing such strategy. If the Ethics Committee members and Focal Points just search the
website of different Ministries/Divisions/Organisations of these countries, many new ideas and
work strategies could be obtained. He hoped that the Focal Points and concerned officers would
be really interested in implementing the NIS in the coming days. Finally he concluded the
workshop by thanking all the participants and the JICA for extending support in organizing this
Workshop.
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Final Report
Appendix 6-8-1
Third Series of the Focal Point Workshop (3rd session)

No. e-mail address
2 Md.Nurul Karim Additional Secretary Cabinet Division
3 Md.Moinudin Joint Secretary Cabinet Division

Ashaduzzaman
6 Sabiha Pervin Deputy Secretary Cabinet Division
7 Hbibun Nahar Deputy Secretary Cabinet Division
8 Dr.Syeda Farhana Noor Senior Assistant Cabinet Division 01711-174537

Chowdhury Secretary
9 Shahid Hasan Joint secretary Ministry of Science & 01552-477274
Technology shahidhasan62@gmail.com
10 S.M. Masudur Rahman Deputy Secretary Ministry of ICT 01771-598159

masudmgt.85@gmail.com
11 Hamida Chowdhury Deputy Secretary Ministry of Water 9576510
Resources
12 Nasima Pervin Deputy Secretary Ministry of Women & 9512208
Children Affairs Parvin_ut@yahoo.com
13 Syed Ali Reja Deputy Secretary Ministry of Youth & 01552-386849
Sports Reja168@yahoo.com
14 A.N.M.Azizul Hoque Deputy Chief MOLF 01552-314003
Azizulhoque2004@yahoo.
com
15 Fatema Rahim Veena Deputy Secretary Ministry of Health & 01677-305058
Family Welfare frveena@gmail.com
16 Kazi Arifuzzaman Deputy Secretary Ministry of Law & 01724-714890
Justice arifuzzamankazi@yahoo.c
om
17 Md. Showkat Hosssain Additional Secretary IMED 01673-993647
hossain_showkat@yahoo.c
om
18 Md.Abdul Majid Deputy Secretary RDCD 01937-188207
19 Shahidi Sherin Ahmed Deputy Secretary Ministry of Post & 01552-475158

Telecommunication
20 Md.Ahasan Kabir Assistant Secretary Ministry of Religion 01933-492841

Affairs
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Final Report

No. e-mail address
21 Md. Amir Uddin Deputy Secretary Law & Justice 01732-159160
Division, Ministry of Judgeamir59@yahool.com
Law
22 Syed Md. Tajul Islam Deputy Secretary Ministry of Expatriate 01731-015257
Welfare & Overseas
Employment
23 Md.Akhter Hossain Joint Secretary Local Govt. Division 01711-353129
24 Md.Enamul Huq Deputy Secretary MOS 01711-274303

ds.budget@mos.gov.bd
25 Ali Imam Majumder Asdvisor/ NIS MIssion

National Senior.
Consultant
26 Dr.Md.Lutfur Rahman Consultant NIS NIS MIssion 01715239217
27 Dr.Zahidul Islam Biswas Consultant NIS NIS MIssion 01745145788
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Final Report
Annex 7 Model Work Plan for the Public Administration
Model Work Plan for

Ministries/ Divisions/ Organizations to Implement NIS
Actions Timeframe Responsibility

1. Ethics Committee
 Form the Ethics Committee July 2013 Ministry/ Division/
Organization
 Hold the Ethics Committee meeting on a regular basis Every 3 months Ethics Committee
 Identify challenges to integrity and good governance, Every 3 months Ethics Committee
and discuss the solutions
2. NIS Focal Point
 Appoint NIS Focal Point July 2013 Ethics Committee
 Identify the roles and responsibilities of the Focal Point July 2013 Ministry/ Division/
and include them in the Work Distribution Organization
3. Awareness Raising
 Arrange meetings with key officials and other August 2013 Ethics Committee
stakeholders
 Identify challenges, and discuss the solutions at Every year Ethics Committee
stakeholder meetings
4. Capacity Development
 Identify the areas for improving capacity and July 2013 Ethics Committee
formulate training plan. or Sub-committee
 Provide training to all officers and staff on areas needed Every 3 months Ministry/ Division/
for development of their capacity. (The list of training Organization
programs may be included in the Work Plan)
5. Reforms of Rules and Regulations/ Ordinances
 Review existing rules and regulations/ ordinances and September 2013 Ethics Committee
Identify problems or Sub-committee
 Formulate recommendations to solve the identified November 2013 Ethics Committee
problems. or Sub-committee
6. Evaluation of Officers and Staff and Provision of Rewards
 Formulation of guidelines for evaluation of the December 2013 Ethics Committee
performance of officers and staff or Sub-committee
 Take steps to evaluate the performance of officers and March 2014 Ethics Committee
staff.
 Provide incentives for honesty and good work June 2014 Ethics Committee
7. Development of E-Governance System
 Identify areas for application of Information and October 2013 Ethics Committee
Communication Technology and introduction of or Sub-committee
E-Governance.
 Implement E-Governance system December 2013
and
continuously
8. Development of Grievance Redress System (GRS)
 Implement Grievance Redress System as per circular July 2013 Ministry/ Division/
Organization
 Include the complaints of stakeholders in the monthly July 2013 Ministry/ Division/
meeting of the Ministry/ Division. Organization
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Final Report
 Send reports to the Cabinet Division Every month Focal Point of

Complaint System
9. Allocation of Budget
 Demand budget allocation for implementation of NIS July 2013 Ministry/ Division/
and action plan Organization
10. Monitoring Implementation of Action Plan
 Monitor implementation of action plan on a regular Every 3 months Ethics Committee
basis
 Update action plan Every year Ethics Committee
 Send reports to National Integrity Implementation Unit Every 3 months Integrity Focal
(NIIU). Point
11. Other Optional Matters such as constitution of Ethics Committee at the organization level
and formulation of own Action Plan, receipt of asset statement every year, formulation of own
Code of Conduct, introduction of performance evaluation system, introduction of e-file
management system and use of modern software, self- motivated dissemination of
information etc.
N.B.: The Model Plan includes common subjects/ actions applicable to all organizations. In addition to
these actions, Ministries/ Divisions/ Organizations can include actions related to them as mentioned in
the National Integrity Strategy or any other actions in their own action plans. The Action Plans can be
modified or updated from time to time as required. Ministries/ Divisions/ Organizations can seek
technical assistance from the National Integrity Implementation Unit (NIIU) for the implementation of
activities not within their control. The National Integrity Implementation Unit and the Executive
Committee and the National Integrity Advisory Council will monitor the implementation of Action
Plans.
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Final Report
Annex 8 Results of the Interview with Focal Points of Public Institutions
Results of the interview with the Integrity Focal Points of the Public Administrative Organisations are
summarised from the next page.
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Results of the Interview with the Integrity Focal Points of Public Administrative Organisations
Grievance
Designation of First handling Recommendations to
Formation Designation TOR of Plan to form Budget
Name of Interview Chairperson of Meeting mechanism, Challenges to implementation the Cabinet Division
of Ethics of NIS Ethics Sub Ethics allocation
Institution Date Ethics of Ethics such as of NIS in each institution for effective
Committee Focal Point Committee Committee for NIS
Committee Committee GRS in implementation of NIS
place
Anti- 24 July Yes Secretary Director Similar 10 July Yes, Yes No  ACC is not able to Not at this moment
Corruption 2013 TOR 2013 Divisional initiate preventive
Commission with Office & inspections to
that of District government institutions.
Cabinet Office Level
Division EC
Comptroller 31 July Yes Deputy Director Similar Not yet No Yes No  Focal Point can make Not at this moment
and Auditor 2013 Comptroller TOR policy level decision, as
General and Auditor with Focal Point is not a senior
Office General that of official
(Senior) Cabinet  No independent
Division wing/unit to implement
the NIS activities
 No budget provision
Election 22 July Yes Secretary Deputy Similar 22 July No Yes No  To conduct fair election Not at this moment
Commission 2013 Secretary TOR 2013  To maintain neutrality
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with  To provide training

that of opportunity to the staff
Cabinet
Division
Information 22 July, N/A N/A N/A N/A N/A N/A N/A N/A  There are no field offices  Information
Commission 2013 of Information Commission
Commission that should be
Information Commission included as a
needs to rely on the major stakeholder
officers belong to other in the NIS.
institutions.
 Limited authority to
punish officers not
complying with RTI.
Grievance
place
Law and 25 July Yes Secretary Deputy Not yet Not yet No Yes No  Lack of commitment at Not at this moment
Justice 2013 Secretary finalized the senior level officials.
Division,
Ministry of
Law, Justice
and
Parliamentary
Affairs
Legislative and 30 July Yes Secretary Deputy Similar Not yet No No No  Political intervention on Not at this moment
Parliamentary 2013 Secretary TOR the appointment of
Affairs with attorneys and public
Division, that of prosecutors.
Ministry of Cabinet  Need to appoint truly
Law, Justice Division competent people as
and attorneys and public
Parliamentary prosecutors on permanent
Affairs basic.
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 Need to separate two

departments. One should
deal with investigation,
and the other for
enforcement of law.
Local 23 July Yes Additional Joint Similar Not yet Yes, Yes No  Lack of political Not at this moment
Government 2013 Secretary Secretary TOR Ethics commitment
Division, with Committee at  Lack of commitment at
Ministry of that of the the senior level officials.
Local Cabinet subordinate  Lack of congenial
Government, Division organiza- working environment
Rural tion level  Insufficient compensation
Development
and
Cooperatives.
Grievance
place
Ministry of 03 July Yes Secretary Additional Similar Not yet Yes, Yes No  Lack of commitment at  Need technical
Commerce 2013 Secretary TOR Ethics the senior level officials assistance to
with Committee at  Difficult to motivate implement NIS,
that of the business people, whose including training
Cabinet subordinate priority is to maximise
Division organiza- profit
tion level
Ministry of 09 July Yes Secretary Deputy Similar Not yet No Yet, but No  To motivate officials Not at this moment
Education 2013 Secretary TOR GRS  Social environment
with needs to which let people to
that of be accept unethical
Cabinet strengthen behaviours
Division ed  Lack of commitment
 Insufficient compensation
Ministry of 28 July Yes Secretary Joint Similar 05 June Yes, Yes No  Lack of commitment at  It will be helpful
Health and 2013 Secretary TOR 2013 Ethics the senior level officials if there is a
Family with Committee at  To change the mindset of separate wing to
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Welfare that of the people implement the

Cabinet subordinate  Shortage of manpower NIS
Division organiza-  Specific budget is
tion level necessary for
implementation
of NIS
 Reward system
for good officers
and employees
should be
introduced
Ministry of 11 July Yes Senior Deputy Similar Not yet Yes, Yes No  To change the mind-set of  Need to share the
Home Affairs 2013 Secretary Secretary TOR Ethics people best practices of
with Committee at  To raise awareness other countries to
that of the among officials implement NIS
Cabinet subordinate  Insufficient chain of  Need technical
Division organiza- command assistance to
tion level  Lack of commitment implement NIS,
 Insufficient compensation including training
Grievance
place
Ministry of 08 July Yes Secretary Deputy Similar 06 June Yes, Yes No  To change mind-set Not at this moment
Information 2013 Secretary TOR 2013 Ethics  Lack of commitment
with Committee at
that of the
Cabinet subordinate
Division organiza-
tion level
Ministry of 14 July Yes Secretary Deputy Similar Not yet Yes, Yet, but No  Social environment Not at this moment
Primary and 2013 Secretary TOR Ethics GRS which let people to
Mass with Committee at needs to accept unethical
Education that of the be behaviours
Cabinet subordinate strengthen  Lack of commitment
Division organiza- ed  Lack of objective
tion level personal evaluation
 Lack of
supervision/monitoring
 Lack of clear authority
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and responsibility
Ministry of 10 Yes Senior Deputy Similar Not yet Yes No  Lack of training  Needs to instruct
Public July Secretary Secretary TOR opportunity public institutions
Administration 2013 with  Insufficient compensation to form Sub
that of  To raise awareness Ethics Committee
Cabinet among the concerned for the NIS
Division officers and employees implementation
 Shortage of manpower
Ministry of 08 Yes Secretary Deputy Similar Not yet Yes, Yes, but No  To change mind-set of  Need to share the
Social Affairs July Secretary TOR Ethics not people best practices of
2013 with Committee at grievances  Lack of other countries to
that of the are not supervision/monitoring implement NIS
Cabinet subordinate disposed  Lack of preventive
Division organiza- timely. mechanism
tion level
Grievance
place
Ministry of 16 Yes Secretary Deputy Similar 29 May Yes, Yes No  Lack of budget for NIS  Need to organize
Women and July Secretary TOR 2013 Ethics implementation. regular workshop/
Children 2013 with Committee at  In NIS, no provision of seminar, at least
Affairs that of the training for the concerned quarterly, to
Cabinet subordinate officials. motivate Focal
Division organiza-  To raise awareness Point and Ethics
tion level among people. Committee to
 No clear wok plan to implement NIS
implement the NIS.
 Lack of commitment.
NGO 04 Yes Director Director TOR Not yet No No No  After the implementation  Need to organize
Affairs July General reflectin will start, then the regular workshop/
Bureau 2013 g the difficulties and seminar, at least
unique challenges will be quarterly, to
circumst identified. motivate Focal
ance of Point and Ethics
NGO Committee to
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Affairs implement NIS

Bureau
Public Service 29 Yes Member of Director Similar 03 July Yes, Yes No  PSC Secretariat does not  Need to share the
Commission July PSC TOR 2013 Ethics have authority to approve best practices of
2013 (equivalent with Committee its own budget other countries to
to that of at the  Lack of budget for NIS implement NIS
Secretary) Cabinet regional implementation
Division level  The Chairman and all 14
members of the PSC are
selected by the
Government. There is
public doubt about the
political influence in
PSC.
Yes - 17 - - - 6 10 15 0 - -
No - 0 - - - 11 7 2 17 - -
N/A - 1 - - - 1 1 1 1 - -
Final Report
Annex 9 GRS Consultation Meeting
Report on the Consultation Meeting on Formulation of a National Guideline

for Service Delivery and Grievance Redress System
Venue: Conference Room, Cabinet Division
1. A Consultation Meeting on “Formulation of a National Guideline for Service Delivery and

Grievance Redress System” was held on 18 December 2013 in the Conference Room of the
Cabinet Division. The Meeting was jointly organized by the Cabinet Division and JICA NIS
Mission. It was chaired by Mr. Md. Nazrul Islam, Additional Secretary, Cabinet Division. Mr. M.
Mosharraf Hossain Bhuiyan, Cabinet Secretary, graced the Meeting with his presence as the Chief
Guest. The list of the participants is given at Annex 9-1.
2. The Chairperson initiated the Consultation Meeting by welcoming all. He briefly outlined the
background and objective of the Meeting. He said that the grievances/ complaints redress/
resolution is a part and parcel of administrative responsibilities of any institution. The Grievance
Redress System (GRS) is an inbuilt mechanism in any administrative system from time
immemorial. However, there was a question of effectiveness. Hence, with incorporation and
updating of the existing ones the Grievance Redress System was formally introduced in the
administrative system of Bangladesh in 2007. It was a requirement of the ‘Good Governance
Programme’ of the Government. But the System is not working well as per expectation. One of the
reasons may be that there is no clear guideline as to how the system would function. The Cabinet
Division has now formulated a draft National Guideline for the purpose. He said, the objective of
the Consultation Meeting was to seek the participants’ comments and opinions on the draft
Guideline. He mentioned that JICA has been supporting the Government in implementing
National Integrity Strategy. It is JICA’s expectation that an effective Grievance Redress System
should be one of the key strategies to implement the NIS. He thanked JICA for its support in
organizing the Consultation Meeting.
3. Mr. Atsushi Tokura, the Team Leader of JICA NIS Mission, said that the Consultation Meeting with
the relevant stakeholders will no doubt result in some pragmatic and experience-based suggestions.
He hoped that the suggestions will help formulate an effective and functional Guideline on
Grievance Redress System. He said, JICA was happy to be a part of this exercise. He thanked all
the participants on behalf of the JICA Mission, and wished the Meeting a success.
4. Dr. Abu Shaheen M. Ashaduzzaman, Deputy Secretary, Cabinet Division, then made a power point
presentation on the draft National Guideline for Service Delivery and Grievance Redress System’.
In his presentation he explained the objectives of formulation of the Guideline. He said, an
effective Grievance Redress System is important for ensuring Good Governance and for
establishing public confidence in the public administration. He said that the Government
introduced a Grievance Redress System few years back, but the system has been found ineffective.
The most crucial identified challenge for its ineffectiveness is the absence of a uniform guideline
on how the system will function. Hence, the formulation of a National Guideline on Grievance
Redress System (GRS) is an urgent need of the hour. It is also important for enhancing the
capacity of the organizations providing public services, for improving the quality of services and
establishing effective accountability system, and for strengthening the Ministries’/Divisions’
internal control. At a time now , when the Government has started implementation of the National
Integrity Strategy (NIS), the need for an effective Grievance Redress System is being felt all the
more important.
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Final Report
5. Then Dr Asad presented the salient features of the draft Guideline on Service Delivery and
Grievance Redress System. First, he spoke on the existing Grievance Redress System functioning
under various Ministries/Divisions/Organizations. He mentioned that at present there is a GRS
Focal Point in each Ministry/Division/Organization and the System functions in accordance with
the Government Servants (Discipline and Appeal) Rules 1985. There is a Central Task Force for
Grievance Redress. Every Ministry/Division is required to submit reports on GRS to the Cabinet
Division on a regular basis. But the existing system is not able to play the expected roles due to
some problems and challenges. The problems and challenges include, among others:
 There is no clear definition of grievance;
 There is no guideline to verify and redress the grievances;
 There is no standard service guideline;
 There is no specified ToRs of the GRS Focal Points;
 There is no provision for acknowledgement of applications on grievances and informing the
complainants of the results or decisions;
 There is no mechanism for monitoring and oversight of the GRS;
 There is no timeframe for disposal of a grievance; and
 There is no provision for taking actions against false allegations.
He mentioned that attempts have been made to address these issues in the draft Guideline. Then he
posed some questions before the participants for their suggestions. The questions were:
 Whether the GRS should be introduced in all the Ministries/ Divisions/ Organizations
simultaneously, or on a pilot basis in some selected Ministries/ Divisions;
 Whether the timeframe for disposal of a grievance application should be fixed at three
months or more;
 What should be the management process when grievance/allegation is made against political
persons/leaders;
 How many cases of grievances or allegations the Central Cell for Grievance Redress will
deal with directly;
 What measure should be taken against false allegations; and
 Whether or not the proposed National Guideline for Service Delivery and Grievance Redress
should be turned into a Law or Rule or Regulation.
6. After the presentation of Dr. Asad, some of the participants raised some issues and made some
comments which were as follows:
 The abilities of all Ministries/ Divisions are not same. For example, while some Ministries/
Divisions are updated and have introduced e-governance system, some Ministries/ Divisions
do not have internet connection to the officers’ computers. So the GRS should be started in
some selected Ministries/ Divisions having adequate modern facilities;
 The acknowledgement of applications on GRS is important to build complainants’
confidence;
 It is important to incorporate a provision in the Government Servants (Discipline and
Appeal) Rules 1985 to the effect that any sort of negligence by the concerned persons in
disposing the cases of grievance/complaints will be punishable under the Rule;
 All Ministries/Divisions should start working on the GRS simultaneously.
 There should be a provision for taking punitive actions against false allegations against
government officers;
 There is a strong need to ensure coordination between the GRS Focal Point and the NIS
Focal Point of every Ministry/ Division; and
 It is necessary to determine who will be the GRS Focal Point, and who or which level of
officers should be given the responsibility to investigate any allegation.
7. Mr. M. Mosharraf Hossain Bhuiyan, Cabinet Secretary, responded to all these issues and comments.
He commented that it is better to introduce the GRS in all the Ministries/ Divisions/organizations
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Final Report
simultaneously. He said that it is possible to create some sensation or charisma by introducing GRS
in some selected Ministries/Divisions and by bringing about some positive changes, but ultimately
that will not deliver the desired outcome. GRS has to be introduced in all government offices and
institutions for better service environment. Its aim is to improve the public service delivery and
establish public confidence in the government institutions. Regarding the false allegation against
officers and quality of services, he said, it is important to complete the grievance redress procedure
expeditiously and some punitive measures should be taken against such false allegations. He said,
if the RGS functions effectively, after some time cases of false allegations are bound to decrease.
He emphasized the need for coordination between the Focal Points of NIS and GRS and
synchronization of responsibilities deposed on them. He urged that the Secretary of respective
Ministry/ Division should play the key role in appointing Focal Points of NIS and GRS,
distributing responsibilities, and taking other administrative decisions on GRS and NIS.
Regarding the jurisdiction of GRS and NIS, he said, not all grievances will go under GRS, again
not all grievances will go under the NIS. When allegations are serious requiring actions by the
court or Anti-Corruption Commission etc, then the cases may be referred to the appropriate
agencies accordingly. He said, GRS will be a part and parcel of the implementation process of the
NIS. So, all allegations must have to be considered carefully. Sometimes some anonymous
allegations may come, but those cannot be rejected because of anonymity. Allegations having
merits or substance must have to be considered with due care. He also suggested that the
Ministries/Divisions should encourage and ensure proactive disclosure as provided in the Right to
Information Act. The institutions where the information is more open and available are bound to be
transparent and accountable. If proactive disclosure is ensured, the number of cases of allegations
will reduce dramatically. However, he mentioned that political will is most important for the
successful implementation of the NIS and effective functioning of the GRS. If the Government
does not want, no system will work effectively, no reform will be useful. Finally, the thanked all the
participants and especially JICA for assisting in organizing the Consultation Meeting on GRS.
8. After the speech of the Cabinet Secretary, some participants expressed their opinions and concerns
regarding grievance redress system. Some participants raised the issue that sometimes some
grievances or allegations regarding family problems of the officers/employees come. They
wanted to learn whether or not those should be entertained under the GRS. Some suggested that
there should be specifically designated GRS officers and specific contact numbers of the officers so
that even if the Focal Points are changed, the contact numbers remain unchanged. Some suggested
that the timeframe for disposal of an allegation or grievance should be logical. It should not be
longer, nor should it be shorter. It should be based on the type of allegations. Some participants
suggested that there should be mechanism to ensure objectivity of the investigation against any
allegation. There should be option for online filing of applications regarding grievances /
complaints.
9. After the open discussion session, Mr Ali Imam Majumder, Senior National Consultant for JICA
NIS Mission, made some comments on various issues raised by the participants in the Consultation
Meeting. He thanked all the participants for their valuable comments, suggestions and sharing of
experience. He hoped that all these suggestions and experience would help formulate a practical
and effective National Guideline for GRS. He expressed opinion that all the Ministries/Divisions
should start working on GRS simultaneously. Regarding the timeframe for disposal of a case of
grievance, he said that the time to be given should not be indefinite. Again it should not be within a
rigid timeframe. Timeframe should be fixed based on the gravity of the grievances. Serious
grievances requiring long investigation might take longer time logically. Regarding the dealing of
cases of allegation against political persons, he said, political persons are not above law. They must
be brought under the GRS. The concerned RGS officers, of course, can examine the allegations
brought against political persons, where possible. He opined that certainly there should be a fixed
number of cases to be dealt with by the Cabinet Division. In India, the number is 1000; similarly in
Bangladesh a number may be fixed after considering all relevant aspects. The investigations may
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be conducted by a third party. He also opined that the GRS should consider the family- related
grievances where possible, since issues causing grievances in family may entail gross negligence or
misconduct and may be brought under GRS.
10. In his concluding remarks, the Chairperson mentioned that the Consultation Meeting had produced
many good suggestions and ideas and those had been noted. The draft Guideline would be
improved based on these suggestions and ideas. He said that the improved guideline would be
shared with the participants for further consultation which would ultimately result in the
finalization of the National Guideline. He concluded the Meeting by thanking all the participants
and especially JICA for its support.
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Annex 9-1 Draft National Guidelines for Service Delivery and Grievance Redress
(Unofficial Translation)
With a view to transforming the public services into citizen-centric ones as per recommendation of the
National Integrity Strategy (NIS), the draft National Guidelines for Service Delivery and Grievance
Redress has been formulated with harmonization of all directives relating to grievance redress issued
earlier. This National Guidelines, once approved, will be followed by all Ministries/ Divisions and
organizations under their control.
1. Putting Emphasis on Redress of Grievances:

Management of grievances/complaints will be recognized as the integral part of the administrative
functions of every organization. Every grievance/ complaint received from the citizens will be
considered with utmost importance. Necessary actions must be taken on every grievance/ complaint
for its resolution within the specified time, and the complainant must be informed of the actions taken
on the complaint. A monthly report relating to the receipt and redress/ resolution of grievances/
complaints will have to be sent to the Cabinet Division.
2. Grievance:
Any application relating to dissatisfaction of any citizen on public service and commodity, illegal
activities, misconduct, breach of citizens’ right etc., submitted by any citizen, will be regarded as
Complaint or Grievance.
3. Service Standard Guideline:

a. Every Ministry /Division and organization will formulate their own Service Standard
Guideline in accordance with Right to Information (RTI) Act, Citizens Charter, and other
government instructions issued earlier in this regard and publicize this for the general
people within 30 days of its issue. This Guideline will contain information on timeline and
process of service delivery, and name and designation of officer/employee and substitute
officer/employee responsible for service delivery.
b. Every Ministry/Division will ensure formulation of Service Standard Guideline by all
organizations under their control.
c. Every Ministry/ Division/ Organization will take necessary action for wide publicity of its
Service Standard Guideline for information of the general people. The Guideline may be
circulated in the form of Citizens Charter, sign board, or in such forms in one or more
media as it is easily noticed by the public. It must be posted/ published compulsorily in the
individual website of the Ministry/ Division/ Organization. In this regard the Right To
Information (RTI) Act and Right to Information (Publication and Circulation of Information)
Regulation 2011 announced under this Act will have to be followed.
d. Every Ministry/ Division/ Organization will identify problems/ challenges in providing
services and take necessary steps to solve those problems/ challenges. They will also take
required measures to create public awareness on service delivery.
e. Every Ministry/Division will monitor and supervise the service delivery of the
organizations under its control.
4. Focal Point for Grievance/ Complaints Redress/ Resolution:

a. Every Ministry/ Division/ Organization will nominate one Focal Point to hear and receive
grievance/ complaints relating to service. The Focal Point in the Ministry/ Division should be
an officer not below the rank of a Joint Secretary and he will be designated as the Director of
Grievance Redress (DGR). The Focal Point of an organization will be nominated from
amongst the relatively senior officers and he will be designated as the Grievance Redress
Officer (GRO).
b. Names, addresses, Fax numbers, Phone numbers, Mobile numbers and e-mail addresses of the
Focal Point and his substitute will have to be made public.
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c. A Complaint Management Cell headed by an Additional Secretary/Joint Secretary will be

created in the Cabinet Division under the overall supervision of the Cabinet Secretary. This
Cell will monitor and coordinate the Grievance Redress System (GRS) of all Ministries/
Divisions/ Organizations on a regular basis. The Cell, subject to approval of the Cabinet
Secretary, will be entitled to summon concerned files, relevant documents, reports etc. on
resolution of a complaint to verify whether or not the complaint has been resolved impartially
and justifiably, and provide necessary guidance on resolution of the complaint.
d. The concerned Focal Point will be liable to provide acknowledgment receipt of complaint to
the complainant, preserve records of complaint, and report to the Grievance Management Cell
of the Cabinet Division.
5. Submission of Grievance/ Complaint:

a. Grievances/ complaints can be sent directly or by post or online to the Director of Grievance
or Grievance Redress Officer or to the Grievance Management Cell of the Cabinet Division.
b. Government employees will send their employment-related grievances first to the Grievance
Redress Focal Point of the concerned Ministry/ Division/ Organization. If no remedial
measures are obtained from there, the grievance/ complaint can be sent to the Grievance
Management Cell of the Cabinet Division.
c. The complainant must be provided with an acknowledgement letter within 3 days of receipt of
every grievance/ complaint and informed of the results of resolution of complaint within 7
days of resolution.
6. Redress and Management of Grievance:

a. Scrutiny of Grievances:
After receipt of grievances/complaints, the concerned officer will scrutinize those as follows:
- Whether or not the accused officer has violated the National Guidelines for Service Delivery;
- Whether or not the complaint relates to any commodity or service delivery of the accused
organization;
- Whether or not the complaint contains sufficient elements of illegal activities or
irregularities;
- Whether or not the complaint contains sufficient elements of misconduct or misbehavior.
After such scrutiny, if the complaint seems to have genuine ground, it will be considered
for enquiry.
b. Enquiry of Grievance/ Complaint:

- After proper scrutiny, the Grievance Redress Focal Point will arrange to enquire into the
complaint by an Officer of at least one step higher rank than the accused Officer or by an
Enquiry Committee;
- The Focal Point will enquire into the complaint directly if the accused officer is of a lower
rank than him. If the accused officer is of a higher rank than the Focal Point, he will take
necessary measures to enquire into the complaint as per rule subject to approval of the
authority. Of course, the Ministry can assign the Focal Point the responsibility of enquiring
into a complaint lodged against any officer of any rank, if it likes;
- If the accused officer is the Head of an organization, the complaint will have to be sent to the
higher authority for enquiry;
- Complaints received at the Grievance Management Cell of the Cabinet Division can be
enquired through the concerned Ministry or directly through appointment of an enquiry
officer or through a third party or through constitution of an enquiry committee;
- The Cell will enquire on its own initiative at least 10% of the complaints received;
- If any complaint is submitted simultaneously to the concerned Ministry or authority and to
the Grievance Management Cell of the Cabinet Division, and if the Cell takes initiatives to
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enquire into the complaint, the concerned Ministry/ Organization will postpone action on the
matter.
c. Redress / Resolution of Grievance/ Complaint:

- Grievances/ complaints relating to misconduct, breach of service rules and discipline and
other offences against Government officers/ employees will be settled in accordance with
Government Employees ( Discipline and Appeal ) Rules 1985;
- The concerned Ministry will implement compulsorily the recommendations of the Enquiry
conducted through the Grievance Management Cell of the Cabinet Division on any
grievance/complaint;
- Every Ministry / Division will send the report on receipt and resolution of grievances/
complaints by itself and by the organizations under its control to the Cabinet Division in the
prescribed form once in every month;
- Every grievance/ complaint must be settled by the Grievance Management Cell of the
Cabinet Division/ Ministry/ Division/ Organization within 3 months of its receipt.
7. False Grievance/Complaint:
- If it is proved that the complaint is false, and has been submitted with an ill motive to harass
someone, the Central Monitoring Committee will blacklist the complainant. Any future
complaint of this blacklisted complainant will be discharged by the authority without any
enquiry;
- If any complaint published in the Newspaper is proved false, the concerned organization/
authority will take necessary action to publish rejoinder in the same Newspaper.
8. Supervision and Monitoring:

a. Central Grievance Management Monitoring Committee:
In order to monitor the activities relating to service delivery and grievance management of all
Government offices of the country, a Central Grievance Management Monitoring Committee
headed by the Cabinet Secretary will be constituted as follows:
(1) Cabinet Secretary - Chairperson
(2) Senior Secretary, Ministry of Public Administration - Member
(3) Senior Secretary, Ministry of Home Affairs - Member
(4) Secretary, Ministry of Land - Member
(5) Secretary, Anti-Corruption Commission - Member
(6) Secretary, Law Division - Member
(7) Director General, Directorate of Consumer Rights - Member
(8) Additional Secretary/ Joint Secretary, Cabinet Division - Member (Head of Grievance
Management Cell)
The Committee will meet once in every three months. The Committee will identify the
grievances/ complaints to be enquired by the Grievance Management Cell of the Cabinet Division
and take decisions on the reports of enquiry conducted by the Cell. The Committee will also take
necessary actions on the unsettled grievances/ complaints received in various Ministries/
Divisions/ Organizations, if necessary, and provide guidance for the improvement of their
administrative management and service delivery.
b. Grievance Management Committee:

A Grievance Management Committee will be constituted in every Ministry/Division headed by
the Secretary and with required number of members. One or more officers of the Ministry/
Division and Heads of Organizations will be the members of the Committee. The Committee will
meet once in every two months and monitor the service delivery and grievance management of
the Ministry/ Division and organizations under its control.
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Annex 10 Minutes of Discussion Meeting in NGO Affairs Bureau on NIS
(Unofficial Translation)
Date: 30 April 2013

Venue: Silpakala Academy
1. A discussion meeting on “National Integrity Strategy: What NGOs and Civil Society Should
Do?” was organized by the NGO Affairs Bureau on 30 April 2013 in the Silpakala Academy
auditorium. Mr. Nurun Nabi Talukdar, Director General, NGO Affairs Bureau, presided over
the meeting. Mr. H.T.Imam. Advisor to the Prime Minister on Public Administration,
Government of the People’s Republic of Bangladesh, was the Chief Guest in the meeting, while
Sheikh Md. Wahid-uz-Zaman, Principal Secretary to the Prime Minister; Mr. Abdus Sobhan,
Senior Secretary, Ministry of Public Administration; and Mr. Nazrul Islam Khan, Secretary,
Ministry of Information and Communication Technology; were the Special Guests. Mr. Md.
Nazrul Islam, Additional Secretary, Cabinet Division, was the key-note speaker in the meeting.
The meeting was attended by representatives of national, international and local
non-government development partners (NGOs), journalists and other invited guests.
2. The Chairperson initiated the discussion by welcoming all present in the meeting. In his
address, he stressed on the need for implementation of the National Integrity Strategy (NIS) for
prevention of corruption. He said that the Non-governmental Organizations (NGOs) are playing
important role in the overall development activities of the country. In this perspective, he called
upon all to practice integrity wholeheartedly in NGOs, civil society and concerned government
organizations.
3. Mr. Nazrul Islam, Additional Secretary, Cabinet Division, presented the key-note paper entitled
“National Integrity Strategy: NGOs and Civil Society Context” in the meeting. In his
presentation, he highlighted, among others, on the background of formulation of NIS,
organizations identified for implementation of NIS, mechanism for implementation of NIS, and
formulation of guideline for monitoring and evaluation of integrity in the NGOs and civil
society.
4. After open discussion, the following recommendations were made in the meeting:
1) Creation of opportunity for interaction among the law makers, policy makers and media;
2) Establishment of a single organization for providing registration to NGOs;
3) Effective implementation of laws and rules relating to NGOs;
4) Ensuring transparency in the recruitment process of NGOs;
5) Ensuring proper accountability in the activities of NGOs and creation of opportunities for
giving public opinion;
6) Constitution of Ethics Committees;
7) Formulation of code of conduct;
8) Formulation of recruitment rules;
9) Formulation of information revelation rules;
10) Introduction of standardized accounting and audit system;
11) Taking steps to resolve and redress complaints/ grievances;
12) Promotion of social movement for prevention of corruption;
13) Clarification of monitoring system and rules of NGO Bureau;
14) Ensuring good governance, accountability, legitimacy, gender sensitive activities;
15) NGO Affairs Bureau to play supporting role for establishing integrity;
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16) Bringing the Recruitment Committee of NGOs under Bureau’s monitoring;

17) Bringing the Multi-purpose Cooperative Society under the purview of law;
18) Development of effective framework for implementation of NIS;
19) Inclusion of Finance Sector in the list of state organizations;
20) Finding appropriate definition of integrity;
21) Putting due emphasis on women and minority communities in practicing integrity;
22) Protecting the Right to Information;
23) Formulation of action plan for development of the poor and marginal people;
24) Effective application of rules relating to integrity;
25) Enhancing transparency in the activities of the NGO Affairs Bureau through on-line service
delivery;
26) Formulation of guidelines for the NGOs to establish integrity.
5. At the end, with commitment to implement the above-mentioned recommendations and with
thanks to all, the Chairperson concluded the discussion meeting.
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Annex 11 Report of the Seminar on

the Role of Mass Media in the Implementation of the NIS

Venue: Power Development Board Auditorium
1. A Seminar on the “Role of Mass Media in Implementation of the National Integrity Strategy
(NIS)” was jointly organized by the Cabinet Division, Ministry of Information, Government of the
People’s Republic of Bangladesh, and Japan International Cooperation Agency (JICA), on 5
September 2013 at the Auditorium of the Bangladesh Power Development Board. Mr. M
Musharraf Hossain Bhuiyan, Cabinet Secretary, was present in the Seminar as the Chief Guest,
while Mr. Martuza Ahmed, Secretary-in-charge of the Ministry of Information, presided over the
Seminar. Mr. Md Nazrul Islam, Additional Secretary, Cabinet Division, made a brief presentation
on the National Integrity Strategy, while Mr.Asad Mannan, Additional Secretary, Ministry of
Information, presented an Action Plan on behalf of his Ministry. Senior officials of different media
institutions and organizations and senior journalists from electronic and print media participated in
the Seminar. The list of participants is given at Appendix 11-1.
2. After the introduction of the participants, Mr Martuza Ahmed made an opening speech
highlighting the objectives of the Seminar. He said that adoption of the NIS is an important
attempt towards establishment of good governance as envisaged in the Constitution of the country.
However, without effective participation of citizens in its implementation it is not possible to reap
the benefit of NIS. The mass media can play crucial role in making people aware of the contents
of NIS, as well as their responsibilities and working strategies as enunciated in the NIS document.
The NIS document itself has mentioned the mass media as one of the major stakeholders in its
implementation. It is quite obvious that the lack of integrity is one of the reasons behind
widespread corruption in the society and state. He said that the mere enactment of some laws is
not enough to curb the corruption unless the level of people’s awareness is enhanced. And here
comes the crucial role of the mass media. He said the objective of the Seminar was to make the
media familiar with the National Integrity Strategy and its contents and enrich it further with their
opinion, as well as to discuss the role of the mass media in its implementation. He expressed hope
that the Meeting would be a grand success with open and valuable discussion on the issue.
3. After the opening speech of the Information Secretary, Mr Zulfikar Ali, a representative from
JICA, made a brief statement. He said that JICA was very delighted to be a partner in the
implementation process of NIS. He said that JICA understands the role of mass media in its
implementation and its positive consequence for the wellbeing of the common people of
Bangladesh. He concluded by saying that JICA would be pleased to work intimately with the
media in its future initiatives to implement NIS.
4. Mr. M Musharraf Hossain Bhuiyan, Cabinet Secretary, then made an initial statement on the
evolution process of NIS. He said the formulation and adoption of the National Integrity Strategy
(NIS) is the result of continuous efforts of many stakeholders including the present government.
The initial work on the NIS started during the last Caretaker Government in 2008. The initial
document was prepared after a long consultation with different state and non-state actors and
submitted to the Cabinet Division in 2009.. After the present government came into power, the
work of finalization of the document was taken up. The draft National Integrity Strategy (NIS)
document was published in the website of the Cabinet Division soliciting public opinion in early
2010. The NIS was then modified and revised at different times in 2010, 2011, and 2012 based on
consultations with different actors including the politicians and parliamentarians. The Cabinet
finally approved NIS on 18 October 2012.
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5. The Cabinet Secretary said that the NIS is a political document. However, for its implementation
involvement of not only the government, but also of other state and non-state institutions and
stakeholders will be required. In that context the mass media is a major stakeholder. He further
said that we need to keep in mind that the NIS is a manifestation of the commitment of the
government. It was not a routine work. One of the objectives of this document is to fight
corruption, but not the sole aim. It puts emphasis on self-purification and integrity in all activities
of the state and of politics.
6. He informed that the work on this document started under a project funded by the ADB, the draft
of which was prepared by the local experts. Bangladesh is a signatory to the United Nations
Convention Against Corruption (UNCAC) and hence committed to taking preventive measures
against corruption as well as creating an enabling environment for ensuring integrity in conducting
public affairs and managing public property as envisaged in the UNCAC document. The NIS
document has outlined a coordinated strategy on prevention of corruption and promotion of
integrity. Now the JICA has come forward to assist the Government in implementing the NIS. If
other donors are interested to assist, they will also be welcomed. The Cabinet Secretary further
said that there is no relationship of this document with the upcoming election. It involves a lot of
short- , medium- and long- term action plans. Any future government will have to take
responsibility to implement this.
7. Then Mr. Md. Nazrul Islam presented a brief overview of the National Integrity Strategy, its
salient features as well as the importance of mass media as envisaged in the NIS. He said that the
NIS had identified 10 state- and 6 non-state institutions, challenges identified and
recommendations made for addressing those challenges. Short, medium and long term action
plans had also been formulated for implementing the recommendations. He further said that the
media can play an important role in the promotion of transparency and accountability in the
organizations of the state, business and civil society by collecting and disseminating objective
information, and checking broadcast of baseless and distorted news. The main challenges faced by
media as detected in the NIS document include: (a) accessing information using the ‘Right to
Information Act, 2009, (b) making Press Council pro-active to redress the misuse of press freedom,
(c) promotion of the media free from personal bias and narrow business and partisan interest; (d)
formulation of a Code of Conduct for the journalists and its compliance, and (e) ensuring safety
and security of the journalists.
8. While discussing the implementation strategies of the NIS, he informed that a ‘National Integrity
Advisory Council (NIAC)’ headed by the Hon’ble Prime Minister and an Executive Committee
headed by the Finance Minister had been constituted to provide guidance for and monitor
implementation of the NIS. The National Integrity Implementation Unit (NIIU) has also been set
up in the Cabinet Division headed by the Additional Secretary of Administrative Reforms and
Implementation Wing under the supervision of the Cabinet Secretary. Mr Nazrul Islam also
informed the participants about the steps taken in order to implement the NIS. He informed that
the Ethics Committee had been formed in each Ministry/ Division, workshops for NIS Focal
Points had been held, Ministries / Divisions had been instructed to hold meetings with their
respective stakeholders and formulate their work plans. He concluded his presentation by
expressing hope that the media has a great role to inform people about these initiatives to curb
corruption and establish good governance in the country.
9. Mr Asad Mannan, Additional Secretary, Ministry of Information, then presented a brief account of
different steps taken by the Ministry of Information in the implementation of the NIS. He
informed that Ethics Committees had been constituted and Focal Points nominated in the Ministry
and its various departments and organizations. A stakeholders meeting was arranged in the month
of June 2013 to disseminate the NIS. Already a work plan for the implementation of the NIS had
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been formulated. Different write-ups and discussion papers on NIS had been sent to mass media
for wider dissemination. BTV and Bangladesh Betar (National Radio) had already taken initiative
to disseminate NIS. Initiative had been taken by the Ministry of Education to include lessons on
integrity in the secondary school curricula.
10. After the presentation of Mr Asad Mannan, the floor was open for discussion by the participants.
11. Mr Azizul Islam Bhuiyan, Chief Editor, Bangladesh Sangbad Sangstha, said that the possibility of
creating a golden Bengal came after the Liberation War of 1971, but all possibilities were killed
time and again by the politicians. Now the media has also been highly politicized. The desired role
of media to work for betterment of the nation is questionable. In many instances the media play
partisan roles. Now time has come for the media to think about its desired roles and what they are
doing in practice.
12. Mozammel Haque, Chief Editor, 71tv, said that mere preparation of such a document for
promotion of integrity in the society and the state will not work, we need to improve the overall
governance system to achieve its objective. Transparency and accountability will have to be
ensured in governance mechanism. A more effective mechanism for fighting corruption is needed.
E-governance will have to be introduced for better service delivery. If accountability and
transparency can be ensured, the teaching of integrity through such document would not be
needed.
13. Mr Rahat Khan, eminent writer and journalist, said, he wanted to explain the concept of integrity
or shuddhachar in a different way. To him ‘integrity’ or ‘shuddhachar’ is another name of
providing public services without any obstacles. The citizens, specially the people living in the
capital or other big cities, are the major beneficiaries of government services. When the city
dwellers do not get services the way they expect, they start agitating or criticizing governments,
but vast majority of the people who live in the villages cannot raise their demands when they are
deprived of various government services. Our media has a greater role to play to make the people
aware of the need for establishing integrity in all sorts of activities. He stressed the need for
launching social and cultural movement in this regard. Only social and cultural movement can
create conditions for establishing integrity in the society and the state, and thus the objective of
NIS would be achieved.
14. Abu Sayeed, Executive Editor, Dainik Samakal, said “we have to think deeply as to who will
implement the NIS?” It is understandable that all people will have to work from their respective
places and positions in the society. The government and administration will have to play the
leading role in establishing integrity in all activities. The media should establish integrity within
media circle. Every sector, government and non government, will have to give critical thought on
all of its activities to find out the challenges towards ensuring integrity. Government must acquire
a neural non partisan character. It will have to work for the citizens in the light of its charter of
responsibilities as enunciated in the Constitution of the country. He said, we need competent
bureaucrat, but not authoritarian bureaucracy. The media has a great role to play in establishing
integrity in the society.
15. Manjurual Ahsan Bulbul, Chief Executive, Boishakhi Television, said, we have to understand that
development does not mean the construction of roads, culverts, and bridges only, the work to
develop the ‘mind’ of the nation is also a big condition for real development. This NIS aims to
develop the mind of the people in government and non-government sector, and hence it is a great
initiative, no doubt. Now, when we are speaking about implementation of the NIS, we must
consider some practicalities in it. We should not expect that only government initiative is needed
to ensure integrity. When the NGOs, media, and civil society were struggling for the Right to
Information (RTI) law, government was less interested to make such a law. But we convinced the
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government to frame such a law; and now the NGOs, media, and civil society do not seem to be
interested to get the benefit of this ground-breaking law. Now when most of the government
offices have appointed ‘information officers’, in most of the NGOs and civil society organizations,
there is no designated ‘information officer’. All concerned, the state and non-state stakeholders,
will have to come forward to work in their respective fields for implementation of the NIS. Now
we do not see the mass media to play neutral role. We see different versions of the same incident
in different newspapers, each newspaper serving the interest of special groups or political parties.
The nation does not expect mass media to play such divergent roles. But who will teach the mass
media about ‘shuddhachar’ or integrity. So there is a strong need for a Mass Media Policy. There
is a need for a policy for the Press Council. He concluded by saying that “the NIS is surely a good
initiative and the media people wish to be associated with this initiative”.
16. Mr Omar Faruque, President of Dhaka Journalist Union, welcomed the NIS initiative of the
government. He said that although it was a long-felt demand of the media to formulate a policy for
mass media, government has not done it yet. But now it has at least formulated the NIS, which is a
welcome decision. He said, “the mass media is now termed as the natural school of learning and
teaching. But for it to be the natural school of learning and teaching, it has to be neutral. He also
said that the constitution of Ethics Committees in different organizations or institutions is a right
step, but Ethics Committees must be formed in consideration of the real situation. If a corrupt
person heads the committee, then nothing positive can be obtained from such an Ethics
Committee.
17. Mr Nasir Ahmed, Associate Editor, Daily Samakal, questioned how such a document aiming to
establish integrity would be implemented in a country like Bangladesh where the administration
takes communal and partisan character? It is necessary first to uproot the evil from the Ministry of
Home Affairs and Police Department.
18. Mr Sohrab Hasan, a poet and Deputy Editor of Prothom Alo, said that the learning of integrity is a
continuous process. It has to be started in the home and family, then in educational institutions and
in the society. Surely, the media has a great role to promote integrity in the society and in
administration. The activities or work of media persons and journalists will have to reflect the
desire of the media in this regard. Promoting integrity through media and journalism is a
challenging job. The impartial journalism in our country has become enemy of the people in
power, and friends of the opposition. So government changes, but the challenge of honest
journalism does not end.
19. Z I Mamun, Chief News Editor, ATN, said that it seems we have become used to corruption and
we get surprised when we see integrity in some people and offices. We are surprised when a
person gets a job without giving any bribe. Now, we become surprised when we see some honest
officer not claiming any money for providing a good service. So corruption has got deep-rooted in
our mindset and hence it is very tough to establish integrity in the country. But certainly NIS is a
good initiative and media should play its due role in its implementation. He opined that the media
people should also disclose their asset statement before public to ensure integrity in mass media.
20. Provash Amin, Journalist, said that the NIS is surely a very good document, but he does not think
that it is implementable in the context of the existing socio- political environment of the country.
He said, now it seems that we are held hostage in a society plunged deep into widespread
corruption. There is no value of individual rights. All the political parties, the human rights
activists, the lawyers, the journalists, the truck- bus labourers have their unions and they can do
any illegal or immoral action to save their group’s interest. In such a society, implementing the
NIS document is really tough.
21. Abdul Jali Bhuiyan, Secretary General, BFUJ, said that for the Ethics committees to be really
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effective, good people should be included in the committees. If the corrupt persons become
influential in the committees, such a committee will not be able to work.
22. Dr Jahangir Hossain, Additional Press Information Officer, PID said that all media should come
forward to assist in implementing the NIS. The Right to Information (RTI) should be included in
the NIS. The RTI can be a very powerful instrument for the media to work for ensuring integrity
both within its own ambit and in the administration.
23. Altaf Mahmud, former Secretary General, BFUJ, said that the people who are responsible for
implementing the NIS will have to be maintain integrity first.
24. Shah Alamgir, Director General, the Press Institute of Bangladesh (PIB), said that the policy for
the mass media is the need of the hour. It should be formulated immediately to help practice
integrity in the mass media.
25. After open discussion Mr. M. Musharraf Hossain Bhuiyan, Cabinet Secretary, made his
concluding speech. In fact he responded to some of the queries and questions posed by the
participants. He said that integrity is not a matter to teach, it is a matter to practice. Everybody will
have to practice integrity from his respective position. He said that the NIS is a living document.
It has been modified and amended several time before being finally approved. It will be further
modified in future, if necessary. He said we have to understand the essence of the NIS. The aim of
the NIS is not only to fight corruption, its implication is far wider. There is the Anti-Corruption
Commission to take action against corruption. The NIS has far more wide and broader objective. It
is to promote the culture of ethics and morality among the people. It has to be started from the
very early stage. Moral qualities have to be inculcated in our children, in the families and in
educational institutions. Integrity has to be promoted in politics and public as well. So all
concerned have to come forward to implement the NIS. But government should take the lead. Of
course, the media has a greater role to play in this regard. He concluded his speech by thanking all
the participants for their contribution in the Seminar.
26. In his concluding remarks, Mr Mortuza Ahmed, Secretary- in- change, Ministry of Information,
said that the Ministry has been most benefited from this Seminar. The discussion has been open
and lively. It has created the opportunity to understand the issues more clearly and it has
strengthened the relationship of the Ministry with the media. He said that the recommendations
made and issues pointed out by the participants had been noted carefully and those would be acted
upon in course of time. Finally he thanked all for their active participation and for making the
Seminar a success.
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Appendix 11-1
The Seminar on the Role of Mass Media in the Implementation of the NIS


No. e-mail address
1 Martuza Ahmed Secretary -in- Charge Ministry of Information
2 Abdul Mannan Additional Secretary Ministry of Information 01911-270143
3 Md.Matiur Rahman Joint Secretary Ministry of Information
4 M.Liaquat Ali Khan Vice- Chairman Ministry of Information 01720-110011
5 Md. Mubibul Hossain Deputy Secretary Ministry of Information 01716-365194
6 Md. Mahbubur Rahman PS to Secretary Ministry of Information 01552-306036
Bhuiyan
7 Tarafder Md.Akhter Jamil Senior Assistant Secretary Ministry of Information 01670-195196
9 Dr.Abu Shaheen Deputy Secretary Cabinet Division 01720-572856
Md.Asaduzzaman
10 Tasir Ahmed Director General Department of Mass 01554-326147
Communication
11 Kamrun Nahar Director General Bangladesh Film Archive 01715-209252
12 AKM Shameem Director General Department of Films and 01712-515126
Chowdhury Publications (DFP)
13 Md.Makbul Ahmad Director General NIMCO 01552-140400
14 Aminul Islam Principal Information Press Information 01713-044994
Officer Department (PID)
15 Pejush Banerjee Managing Director Bangladesh Film 9115950
Development Corporation
(BFDC)
16 Kazi Akhteruddin Ahmed Director General Bangladesh Betar 01711-563226
Akhtar1358@
yahoo.com
17 Shah Alamgir Director General Press Information Bureau 01711-698611
(PIB)
18 Dr.Md.Hannan Director Press Information Bureau 01818-935190
(PIB)
19 Dr.Md.Jahangir Hossain Additional Press Press Information 01911-232356
Information Officer Department (PID)
20 Shamol Chandra Secretary Bangladesh Press Council 01717-922367
Karmakar
21 Md.Hamid Director General Bangladesh Television 01711=663233
22 Omar Farque President Bangladesh Sangbad 01552-322447
Sangstha (BSS)
23 Azizul Islam Bhuiyan Managing Director Bangladesh Sangbad 01911-357271
Sangstha (BSS)
24 Monoj K. Roy Special Correspondent Bangladesh Sangbad 01819-21103
Sangstha (BSS)
25 Abir Hassan Head of News Radio Aamar 01713-014613
26 Shahana Sheuly Joint News Editor Maasranga Television 01755-620448
27 Pranab Saha Senior News Editor Channel I 01711-600053
28 Mozammel Babu Chief Editor Chanel Ekatoor 01714-354220
29 Jewel Theo Reporter Desh TV 01922-657025
30 Sukanta Gupta Alak Editor Desh TV 01711-625045
31 Mohidul Islam Raju News Editor Independent TV 01755-533683
32 J.Ahmed Chief News Editor ETV 01817-041549
33 Monjur Ahmed Chief News Editor Baishakhi TV 01819-223309
34 J.E.Mamun Head of News ATN Bangla 01713-061000
35 Nurul Amin Editor News ATN News 01713375449
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No. e-mail address
36 Nazrul Kabir Special Representative Desh TV 01712-651187
37 Anwar Huq News Editor RTV 01713-078933
38 Nadira Kiron Assistant Chief Reporter ATN Bangla 01713-049825
39 Md.Kabir Broadcast Engineer 71 TV 01841-710409
40 Rahat Khan Editor Daily Samakal
41 Sajjad Anam Khan Topu Chief Correspondent Daily Bartaman 01711-18317
42 Nasir Ahmed Associate Editor Daily Samakal 01711-106343
43 Golam Rabbani Staff Correspondent DIVA 0171071047
44 Abu Sayed Khan Managing Editor Daily Samakal 01199-143415
45 Abdul Mannan Senior Reporter Daily Jugantor 01727-666647
46 Sohrab Hasan Joint Editor Daily Prothom Alo 01933-791386
47 Syed Sohrab Senior Reporter BSS 01711-442550
48 Abdul Jalil Bhuiyan Secretary General (BFUJ) BFUJ 01923-852940
49 Khandaker Editor-In-Charge Daily Sangbad 01711-820116
Moniruzzaman
50 Altaf Mahmud Chief News Editor Destiny 01819-160576
51 Zulfiqar Ali JICA
52 Atsushi TOKURA Team Leader JICA Mission
53 Kenzo IKEDA Institutional Analysis JICA Mission
54 Tomonori WAKISAKA Public Finance JICA Mission
Management
55 Ali Imam Majumder Senior JICA Mission
National .Consultant
56 Dr.Md.Lutfur Rahman Consultant JICA Mission
57 Dr. Zahidul Islam Biswas Consultant JICA Mission
58 Md.Nazimuddin Bashir Manager JICA Mission
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Annex 12 Report of the Seminar on the

Role of Private Sector in the Implementation of the NIS

Venue: Power Development Board Auditorium, Dhaka
1. A seminar on the “Role of Private Sector in Implementation of the National Integrity Strategy
(NIS)” was jointly organized by the Cabinet Division, Ministry of Commerce, Government of the
People’s Republic of Bangladesh, and Japan International Cooperation Agency (JICA), on 8
September 2013 at the Auditorium of the Bangladesh Power Development Board. Mr. M
Musharraf Hossain Bhuiyan, Cabinet Secretary, attended the Seminar as the Chief Guest, while Mr.
Mahbub Ahmed, Secretary, Ministry of Commerce, presided over the Seminar. Md Nazrul Islam,
Additional Secretary, Cabinet Division, presented a brief statement on the National Integrity
Strategy. Thereafter Mr. S M Shawkat Ali, Additional Secretary, Ministry of Commerce, presented
a brief account of the activities undertaken by his Ministry so far for implementation of NIS. Senior
officials of Ministry of Commerce, different industrial, commercial and business organizations and
business associations participated in the Seminar. The list of participants is given at Appendix 12-1.
2. As requested by Mr Mahbub Ahmed, the participants introduced themselves at the beginning of the
Seminar. He then welcomed all participants in the Seminar. In his opening speech, he presented a
brief outline of the NIS and the objectives of the Seminar. He said that the importance of
establishing integrity in state and non-state institutions and in society have long been felt for many
years now, the NIS is the first document that has formalized the issue of integrity specifically. It is a
very crucial document in the context of the existing socio- political condition of the country. This
document has identified both state and non-state stakeholders to work towards establishing
integrity in all spheres of the government, administration, and society. He said that if the aim of a
state is to improve the quality of life of its people and to help assist the people to build happy and
prosperous life, then the state must ensure the environment congenial for economic development.
In the earlier days, it was thought that the economic development of a country gets obstructed due
to lack of resources. That is why donor- driven development projects were given due importance
in developing countries. But now the concept has changed. Different researches have revealed that
mere supply of financial resources is not enough for development of a country, the main obstacle to
the way of development is the lack of good governance. Transparency, accountability and integrity
are important contributing factors for good governance, hence development. So there is a strong
need for establishing and practicing integrity not only for enhancing the quality of life of people but
also for economic development of the nation. This is why the NIS has given importance to
practicing integrity in all sectors of the state including industrial and commercial organizations in
the private sector. He said that the major aim of this Seminar is to bring together the leaders of the
industrial and commercial organizations to discuss about the NIS and their role in the
implementation of the NIS. He hoped that the Seminar would be a grand success through their
effective participation and contribution.
3. After the introduction of the participants, Mr. S M Shawakat Ali, Additional Secretary, Ministry of
Commerce, made a short presentation on the activities and work plan adopted by his Ministry in
accordance with the National Integrity Strategy. He mentioned that the Ministry of Commerce is
responsible for overall trade and commerce-related activities of Bangladesh. Considering the
importance of integrity in the trade and commerce sector, the NIS has given some responsibilities
on the Ministry of Commerce. Accordingly, the Ministry has already started working. The Ethics
Committee as envisaged in the NIS had already been formed and a senior officer had been
nominated as the Integrity Focal Point in the Ministry. According to the Action Plan as formulated
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for the Ministry of Commerce in the NIS, Government has promulgated the Competition Act 2012
and established the Competition Commission. The Competition Act prohibits key anti-competitive
activities. It makes illegal for a person to directly or indirectly enter into any collusion or any
agreement related to the manufacture, distribution, supply, storage or acquisition of goods or
services, which would have an adverse impact on competition and creates monopoly or oligopoly
in the market. It is expected that through the implementation of the Competition Act people will
get various benefits including eradication of practices that create adverse effect on the competition
in the market and maintenance of healthy competition in the market. Mr Shawkat Ali also
mentioned that already a separate department under the Consumer Rights Protection Act, 2009 had
been established for the protection of the rights of consumers and prevention of anti-consumer
rights practices in the country. The people have started getting benefits of this law. Moreover, he
mentioned that the Ethics Committee of the Ministry had already formulated a work plan to
implement its functions under the National Integrity Strategy (NIS).
4. After the presentation of Mr Shawkat Ali, the Team Leader for the JICA- NIS Mission, Mr Atsushi
Tokura, delivered a brief statement. He said the Mission had been working since the end of May
and now it has understood that how comprehensive the document is and how much it is important in
Bangladesh for ensuring good governance. He said, JICA is interested to assist in implementation
of the NIS.
5. After the statement of Mr. Tokura, Mr. Md. Nazrul Islam, Additional Secretary, Cabinet Division,
made a power-point-presentation on a brief overview of the National Integrity Strategy, its salient
features as well as the importance of the industrial and commercial organizations in the Private
Sector as the NIS has given. He mentioned that the NIS had identified 10 State-led and 6 non-state
institutions as stakeholders, the challenges of the institutions had been identified and
recommendations prescribed for overcoming those challenges in implementing the NIS. Short,
medium and long term action plans had also been formulated for implementing the NIS. Then Mr.
Nazrul Islam mentioned the main challenges in ensuring integrity in the private sector as identified
in the NIS, and long-term, short-term and medium-term recommendations for overcoming those
challenges. Finally he discussed the Action Plans as included in the NIS for industrial and
commercial organization in private sector. While discussing the modalities for implementation of
the NIS, he informed that a ‘National Integrity Advisory Council (NIAC)’ headed by the Hon’ble
Prime Minister and an Executive Committee headed by the Finance Minister had been constituted
to provide guidance for and monitor implementation of the NIS. A National Integrity
Implementation Unit (NIIU) has also been set up in the Cabinet Division headed by the Additional
Secretary of Administrative Reforms and Implementation Wing under the supervision of the
Cabinet Secretary. Mr Nazrul Islam also informed the participants of the steps taken so far for
implementation of the NIS. He said that already the NIS document had been published the
Bangladesh Gazette, Ethics Committee had been formed in each Ministry/ Division, 3 workshops
for the NIS Focal Points had been organized so far, the Ministries and Divisions had been instructed
to hold meeting with their stakeholders, formulate their work plans and take initiatives to
disseminate the message of NIS among concerned stakeholders.
6. After the presentation by Mr Nazrul Islam, the floor was open for open discussion.
7. Mr Shahidul Haque, President, BIAA, said that the NIS document is a very useful document
outlining different aspect of business and commerce to promote integrity in this sector. However, it
could be better if the business bodies, like Federation of Bangladesh Chambers of Commerce and
Industry (FBCCI), Bangladesh Garments Manufacturers and Exporters Association (BGMEA),
and Dhaka Chambers of Commerce and Industry (DCCI) etc, would have been consulted before
finalization of the document. This document has identified specifically some areas of challenges
in this sector, but specific activities mentioned in the NIS to overcome the challenges should be
carried out honestly and efficiently, otherwise people will not get the benefit of the NIS. And for
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publicity of this document, the Cabinet Division or the government could work in partnership with
various chambers or business associations.
8. Mr. Bashir Haider, Secretary, Dhaka Chambers of Commerce and Industry (DCCI), thanked the
government for formulating the NIS. However, he said that the participation of the private sector in
formulating the NIS would have brought about good result. The chambers or business bodies could
extend more help in this regard. He said after reading the document in the website, he could not
understand how the NIS could be implemented by the industrial and commercial bodies. In the
industrial and commercial sector, there are some customs, practices or etiquette. He thought that
NIS might intend to teach the people in this sector some business etiquette. However, he said that he
expects proper implementation of the NIS so that it can bring about the positive changes in the
private sector.
9. Amitav Chakrabarti, Additional Secretary, Ministry of Commerce, said that the idea of
shuddhachar or integrity has some sort of connection with the Hindu tradition where the Hindu
people in their prayer asks for shuddhi or purity for betterment both in this life and the life hereafter.
Likewise, the NIS asks for practicing integrity for a better life in the state and society. He said there
are various laws and rules and regulations to establish integrity in the private sector, but those laws
are not rightly complied with. The private sector can take initiative to implement those laws, rules
and regulations to achieve integrity in this sector.
10. Tahmina Ahmed, Senior Assistant Secretary, Cabinet Division, wanted to know about the
regulatory measures of the ‘multi-level marketing’ business. The Secretary of the Ministry of
Commerce responded that already the law for ‘multi-level marketing’ business had been enacted.
11. Dr Ashaduzzaman, Deputy Secretary, Cabinet Division, stressed the need for formulating a
guideline for the stakeholder organizations/institutions under the Ministry.
12. Mr. Hasan Khaled, from PKSF, said that he was unable to understand what role the PKSF could
play in the private sector as regards implementation of the NIS. The Cabinet Secretary responded
that there are many NGOs who are involved in business as well. The PKSF is expected to deal with
or monitor these NGOs.
13. Mr. M. Ghulam Murtaza, Senior Adviser, Metropolitan Chamber of Commerce and Industry
(MCCI), said that after the sad incidents in Tazrin Garments and Rana Plaza Collapse in Saver, now
the issue of safety in workplace is being raised in every discussion on garments industry. However,
in the NIS we are not finding anything specific regarding regulation of garments industries and
specially safety in workplace.
14. Nesar Ahmed, Director, WTO Cell. Ministry of Commerce said that the Commerce Ministry has
different kinds of relationship with private sectors for quite a long time. The NIS has just
highlighted those issues more specifically. Thus, it has created more scope to strengthen the
relationship.
15. Mr. M. Musharraf Hossain Bhuiyan, Cabinet Secretary, then made a short speech when he
responded to some of the queries and questions made by the participants. He narrated the
background of the NIS very briefly when he said that the initial work on the NIS started during the
last Caretaker Government in 2008. The initial document was prepared after a long consultation
with different state and non-state actors including the industrial and commercial organizations and
associations. After the present government came into power, the work on the formulation of the
document was continued. Ultimately, the draft National Integrity Strategy (NIS) was prepared and
submitted to Cabinet Division (CD) in August 2009. The draft NIS was published in the website of
the Cabinet Division for public opinion in early 2010. The NIS was then modified and revised at
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different times in 2010, 2011, and 2012 based on consultations with different actors including the
private sector. The Cabinet finally approved NIS on 18 October 2012.
16. The Cabinet Secretary said the NIS is a political document. So, the government is expected to play
the key role to implement this. However, this document has mentioned the role of all state and
non-state stakeholders to work for its implementation. And thus if all the concerned stakeholders do
not come forward, it would not be possible for the government alone to implement this.
17. The Cabinet Secretary mentioned that there is no relationship of this document with the upcoming
election. The work on this document started long ago in 2007 under a project funded by the ADB.
Bangladesh is signatory to the UNCAC (The United Nations Convention Against Corruption). The
UNCAC urges the government to take preventive measures against corruption and to create an
enabling environment for ensuring integrity in conducting public affairs and managing public
property. This document has outlined a coordinated strategy on prevention of corruption and
promotion of integrity. Now the JICA has come forward to help implement the NIS. It involves a
long time work plan. Any future government has to take lead to implement this.
18. The Cabinet Secretary said that NIS is just a guideline. All concerned Ministries/ Divisions and
other stakeholders will have to work according to their own plans. He said that the NIS is a living
document. It has been made after many consultations for several years. It has been modified and
amended several times before being finally approved. Likewise, it will be modified in future as well,
if necessary.
He said that the people of private sector are involved in every stage of the implementation of the
NIS. The ‘National Integrity Advisory Council’ is constituted for implementation of this Strategy.
This Council includes members from private-sector industries and commercial organizations. The
Government can undertake some activities in partnership with the chamber bodies for
implementation of NIS. If the chambers take such initiative, the Cabinet Division and the
Commerce Ministry will, of course, respond to such initiative.
He said we have to understand that there is a lot of work to do for implementation of the NIS. The
aim of the NIS is not only to fight corruption. The NIS has far wider and broader objective. It is to
promote the culture of ethics and morality among the people in every sector. He said that the issue
of workplace safety in the manufacturing sector, specifically in the garments sector, has been
unattended to in the NIS document. There is a lot to do in this regard. He said, the NIS is not a
donor-driven document. It is a home- grown document. We have formulated it, and now JICA has
come forward to assist us in implementing this. Now we all have to take our respective role to
implement this. Finally he thanked all participants of the Seminar.
19. In his concluding remarks, Mr Mahbub Ahmed, Secretary, Ministry of Commerce, said after the
independence of the country, we heard rude comments about our future. Bangladesh was branded
as a ‘bottomless basket’. But today Bangladesh has reached a stage of development and progress,
when it has emerged as an example for many developing countries. This development has been
possible by the contribution of different sectors including the private sector. Now for more
development we have to ensure good governance, and for establishing good governance, we need
to establish integrity as well. Finally he thanked everyone for their participation and for making the
Seminar a success.
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Appendix 12-1
The Seminar on the Role of Private Sector in the Implementation of the NIS


No. e-mail address
1. 1 Martuza Ahmed Additional Secretary Ministry of Commerce
2. 2 S.M.Shawkat Ali Additional Secretary Ministry of Commerce 01713-004828
3. 3 Amitav Chakraborty Additional Secretary & Ministry of Commerce 01755-555589
DG WTO Cell
4. 4 Nesar Ahmed Director WTO Cell Ministry of Commerce 01758-638749
Ahmed.nesar@gmail.com
5. 5 Nitai Sadan Das Deputy Secretary Ministry of Commerce 01731-826482
6. 6 Morsheda Akter Senior Assistant Secretary Ministry of Commerce 01712-199236
7. 7 Najneen Pervin Senior Assistant Secretary Ministry of Commerce 01712-285282
8. 8 Lailatun Ferdous Assistant Director Ministry of Commerce 01765-585405
9. 9 Md. Ruhul Amin Deputy Chief Ministry of Commerce 01712-121120
10. 1 Azizul Hoque Senior Assistant Secretary Ministry of Commerce azizulhoque@yahoo.com
0
11. 1 Md.Shaidul Alam Khan Assistant Secretary Ministry of Commerce 01171-095533
1
12. 2 Nazmul Hoque Assistant Secretary Ministry of Commerce nhoque67@gmail.com
13. Shamima Akhter Research Officer Ministry of Commerce 9540636
Shamima_ru@yahoocom
14. 4 Dr.Abu Shaheen Deputy Secretary Cabinet Division

Md.Asaduzzaman
15. 1 Shabiha Pervin Deputy Secretary Cabinet Division 01712-076076
5 Shabiha.pervin@gmail.com
16. 6 Tahmina Yeasmin Senior Assistant Secretary Cabinet Division 01712-085962
17. 7 Dabottom Sanyal Assistant Chief Cabinet Division 01717-718716
18. 8 Salauddin Sarker Programmer Cabinet Division
19. 1 Major General Md.Abdus Chairman Bangladesh Tea Board
9 Salam Khan
20. 0 Abul Hossain Miah Director General DNCRP 01713-436360
21. 2 Abu Sayeed Mohammad Joint Secretary TCB 01738-984570
1 Hashim
22. 2 Shamsul Alam Controller CCI&E 01716-932516
23. Professor Md. Helaluddin Commissioner BSEC 01715-741738
Nizami nizamimhu@yahoo.com
24. Gopal ChandraDas DGM Bangladesh Bank 01711-486226
25. Ranjit Kumar Sarker Assistant Director MRA Sarkar200@yahoo.com
26. Sutapa Chowdhury Deputy Director Microcredit Regulatory 01716-292303
Authority
27. Golam Touhid DMD (OPR) PKSF 01711-839442
28. 3 Md.Hasan Khaled GM(OPR) PKSF 01711-839445
29. 4 Enamul Haque Khan Deputy Secretary Bangladesh Insurance 01939-066398
Association
30. 2 Bashir Haider Secretary DCCI 01715-028130
5 secretary@dhakachamber.c
om
31. 2 M.Ghalam Murtaza Senior Advisor MCCI 01932-923515
6 Gmurtaza3000@gmail.com
32. 2 Zainul Hasan Chowdhury Assistant Secretary BTMA 01711-315317
7 zainulhasantitu@yahoo.com
33. 8 K.M.H.Shahidul Haque President BIAA 01711-527434
34. 9 Atsushi TOKURA Team Leader JICA Mission
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No. e-mail address
35. 3 Kenzo IKEDA Institutional Analysis/ JICA Mission
0 Governance Improvement
36. 3 Tomonori WAKISAKA Public Finance Management JICA Mission
1
37. 2 Ali Imam Majumder Senior National .Consultant JICA Mission
38. 3 Dr.Md.Lutfur Rahman National .Consultant JICA Mission
39. 4 Dr. Zahidul Islam Biswas National .Consultant JICA Mission
40. 5 Md.Nazimuddin Bashir Manager JICA Mission
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Annex 13 Report of the Field Administration-Level Stakeholder Meeting
Report of the
Field Administration-Level Stakeholder Meeting
at Tangail District
Date: 7 July 2013

Venue: Conference Room, Office of the Deputy Commissioner, Tangail District
1. With a view to creating public awareness and exchange of views on National Integrity Strategy
(NIS) a general meeting was organized on 7 June 2013 in the Conference Room of the Deputy
Commissioner, Tangail, jointly by the Cabinet Division, Tangail District Administration and
Japan International Development Agency (JICA). The meeting was presided over by Mr. Md.
Anisur Rahman Mia, Deputy Commissioner, Tangail. More than eighty persons participated in the
meeting. The participants included District and Upazila level Government officials of different
Departments, local government representatives, NGO representatives, local elites, social workers,
school and college teachers, and media personnel. The list of participants is attached as Appendix
13-1.
2. The Chairperson welcomed all present in the meeting. He said that the formulation of NIS is a
timely and well- appreciated endeavour by the government. This Strategy had been formulated to
prevent corruption and promote integrity in all state and non-state organizations, and in the civil
society. He emphasized that the integrity, honesty and dedication to responsibility should start
from individuals and from the family. If this is done, the society and the country will be free from
corruption and integrity will be established in all spheres of life.
3. The Chairperson then requested Mr. Ali Imam Majumder, the Senior National Consultant of the
JICA Mission for National Integrity Strategy, to briefly describe the objectives of the Mission. Mr.
Majumder, in his brief statement, outlined the background and objectives of formulation of the
National Integrity Strategy, as well as the objectives of the JICA Mission. He said that the
Strategy was approved by the Cabinet in its meeting held on 18 October 2012. Some action plans
to be implemented by the Ministries/ Divisions and stakeholder organizations, educational
institutions, political parties, families and society, were included in the NIS document. The
purpose the JICA Mission is to assess the status of implementation of the action plans, identify
challenges faced in the implementation of the Strategy and suggest measures to face and
overcome those challenges and further necessary steps to be taken for preventing corruption from
and promote integrity in all spheres of life.
4. Ms. Ritsuko Hagiwara, JICA representative, in her brief statement said that JICA is very much
interested in the effective and early implementation of the National Integrity Strategy and will
provide all necessary supports for its implementation. She expressed her satisfaction for JICA
being a partner in such a noble initiative towards achieving the goal of establishing good
governance and integrity in Bangladesh.
5. Dr. Abu Shahin M. Ashaduzzaman, Deputy Secretary, Cabinet Division, made a presentation on
the National Integrity Strategy, and its salient features as well as the importance of formulation of
the NIS. He mentioned that the NIS had identified 10 State-led and 6 non-state institutions to be
responsible for its implementation. Challenges faced by these institutions had been identified and
recommendations had been made for overcoming those challenges. He informed the audience that
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the NIS had made 103 recommendations and 113 time-bound actions plans for implementation by
Ministries/ Divisions and other stakeholder organizations to establish good governance and
promote integrity. The action plans had been classified into short term (1 year), medium term (3
years) and long term (5 years) action plans.
6. While discussing the implementation modalities of the NIS, Dr. Asad informed that a 49- member
‘National Integrity Advisory Council (NIAC)’ headed by the Honourable Prime Minister and a
17- member Executive Committee headed by the Finance Minister had been constituted to
provide guidance for and monitor implementation of the NIS. The National Integrity
Implementation Unit (NIIU) had also been set up in the Cabinet Division headed by the
Additional Secretary of Administrative Reforms and Implementation Wing under the supervision
of the Cabinet Secretary. He further informed that according to the terms of reference of the
Ethics Committee, each Ministry/Division and other stakeholder organizations needed to
formulate and implement their individual action-plans for promoting integrity and good
governance in their respective organizations. Based on the recommendations as envisaged in the
NIS, he proposed some initiatives to be undertaken by Government organizations for improving
the state of integrity and promote good governance in the respective organizations.
7. After the presentation of Dr. Asad, open discussion took place. The following observations
emerged from the discussions:
(a) There has been erosion of integrity in all spheres of life. If the integrity and honesty are
practiced in all sectors of national life, NIS will be implemented, and thus a happy and
prosperous nation for future generation will be built.
(b) Corruption has entered into every sphere of life. The formulation of NIS is a timely initiative
undertaken by the Government. If the provisions of this Strategy are implemented through
the concerted efforts of all, the country will prosper.
(c) Change of mentality and behavioural attitude is essential for establishing good governance
and promoting integrity in the country.
(d) There is lack of transparency and accountability in the local government activities. Due to
widespread malpractice and lack of monitoring at field level, the development projects are
not properly implemented. This happens mainly due to the lack of coordination among the
local government representatives, particularly between the Member of Parliament (MP) and
the Chairman of the Upazila Parishad. The MP, in most cases, does not even keep the
Chairman informed of the development activities undertaken by him. The effective
implementation of the NIS will help eradicate malpractices at the field level.
(e) There are certain rural infrastructure development programmes such as Test Relief, money is
allocated at the end of June, the last month of the financial year. The Project Committee is
instructed to complete the work by end of June and submit the bills for work by June. This
unusual late allocation of fund is the cause of tremendous malpractice in this sector.
(f) In many instances, rules, regulations and laws are violated at the top level. If there is
zero-level of corruption and integrity established at the top level, corruption will be
eliminated from and integrity established at all levels of the state and society.
(g) In Malaysia, every year 10,000 most brilliant students of the country is selected, trained and
educated abroad in different disciplines. They are brought back home after certain years, and
given responsibility of various sectors. Such a massive program was undertaken by Dr.
Mahathir Mohammad, the former Prime Minister of Malaysia. This is perhaps the result of
this programmes for which Malaysia has today emerged as one of the strong economies in
the world. If such a program is replicated in Bangladesh for at least 15 years, the country will
reap the benefits like Malaysia.
(h) Those who frame and implement rules and regulations should take the lead to practice
integrity and honesty in their activities and manners.
(i) There should be a system of providing incentives and awards for good work and inflicting
A-101
Final Report
punishment for bad work.

(j) Officials of public administration and public representatives will have to be intimately
involved in the process of implementation of National Integrity Strategy.
(k) Promotion of officials and staff should be based on qualification, experience, capability,
competence and record of good work.
(l) Lessons on integrity should be included in the curriculum at the primary and secondary
levels of education.
(m) Compensation package for the employees should be fixed in conformity with the basic needs
and market trends.
(n) If integrity is established at the individual level, integrity will be established at the
organizational level and consequently at the national level.
(o) In order to eradicate corruption from the country, it is indispensable to strengthen the Anti-
corruption Commission.
8. Mr. Ali Imam Majumder, Senior National Consultant, JICA Mission for National Integrity
Strategy, in his brief comments, said that the objectives of the Strategy would not be achieved if
the stakeholders at the bottom level of the society are not involved in the process of its
implementation. This meeting has proved successful in disseminating the message of National
Integrity Strategy to the grass-root level which would pave the way for the participation of the
stakeholders at the rural level in the implementation process of NIS. He stressed that the Upazila
Parishad should be allowed to play its due role in the process of preparation and implementation
of development projects in its jurisdiction. He also said that the private banks should be brought
under the jurisdiction of the NIS, and if the private banks do not give agriculture loans, which
they are supposed to give, action should be taken against them. Mr Majumader also said that the
Anti Corruption Commission has been given adequate power through law, but the Commission
can not utilize its power in taking action against corruption.
9. In his concluding speech the Chairperson of the meeting emphasized the need for providing
adequate compensation package to the employees in consonance with the market trends of
essential commodities. He gave an example that the Chairmen and members of the Union
Parishad get little amount as honorarium. How could we expect good services from them? In this
connection he mentioned that the employees of the neighbouring country draw salary and
allowances three times of that drawn by the employees of Bangladesh. This would reduce
corruption and promote integrity among the employees of the state. Finally he expressed
optimism that through concerted efforts of all concerned it would be possible to implement the
action plans as envisaged in the NIS document, and thus eradicate corruption from and establish
integrity in all spheres of society.
A-102
Final Report
Appendix 13-1
Field Administration-Level Stakeholder Meeting at Tangail District

Date: 7 July 2013

Venue: Conference Room, Office of the Deputy Commissioner, Tangail District
Name Designation Cell Number
No Agency
Dr.Abu Shahin M. Deputy Secretary Cabinet Division 01720572856
1.
Asaduzzaman
Nafisa Akhter Assistant Commissioner 01710-772797
2.
& Executive Magistrate
Pulak Kanti Assistant 01749013696
3. Chakraborty Commissioner&
Executive Magistrate
Muntasir Jahan Assistant 01818-110966
4. Commissioner&
Md.Kaiser Khosru Assistant 01719-006050
5. Commissioner&
Md.Abdur Razzak Deputy Director Youth Development 01197-010455
6.
Department
7. Mujibur Rahaman Deputy Director SSS, Tangail 01730-011111
8. Md.Zillur Rahman Deputy Director Environmental Department 01819-141618
9. Md. Habibur Rahman Deputy Director National Security Intelligence 01817-049636
10. Md.Lutful Kibria Deputy Director Family Planning, Tangail 01712-725885
11. Abu Taleb Miah Deputy Director BRDB 01719-154717
Nikhil Chandra Deputy Director DSS 01712-807203
12.
Majumder
13. Mallika Khatun Upazila Nirbahi Officer Tangail Sadar 01711957259
14. Shaheen Ara Begum Upazila Nirbahi Officer Basail 01816-364380
15. Md.Saidul Islam Upazila Nirbahi Officer Dhanbari 01711-012434
16. Nafisa Arefeen Upazila Nirbahi Officer Nagarpur 01717-618984
17. Md.Rafiqul Islam Upazila Nirbahi Officer Kalihati 01716-364952
18. Md.Kamal Hossain Upazila Nirbahi Officer Ghatail 01717-248118
Md. Helaluzzanman Upazila Nirbahi Officer Bhuapur 01727-275057
19.
Sarker
20. Md.Habibullah Upazila Nirbahi Officer Modhupur 01740-602000
21. Abu Kaiser Khan Upazila Nirbahi Officer Delduar 01717-167545
22. Nasrin Sultana Upazila Nirbahi Officer Mirjapur Tangail 01818-245355
23. Md.Aamaruzzaman Additional Police Super Tangail 01713373449
24. Dr. Gazi Saifuzzaman Chief Executive Officer Tangail District Council 01713-064396
Md.Mehraj Hossain Assistant Engineer Public Health Engineering, 01195-393237
25.
Tangail
26. Md. Anisul Huq Khan AGM, Agrani Bank Ltd. Zonal Office, Tangail 01720365814
Chandi Das Nag Executive Officer Janata Bank Ltd., Area 01729-608057
27.
Officer, Tangail
28. Md.Sadat Hossain Officer Rupali Bank Ltd, Tangail 01712-531605
29. Md.Sawkat Ali Executive Engineer Roads & Highway, Tangail 01711379165
30. Bijoy Kumar Mondal Executive Engineer Public Works Department 01712-502014
Nilufar Yasmin District National Women Association, 01552-418673
31.
Co-ordinator Tangail
32. Pankaj Saker Pinu Publication Officer Bridge, Tangail 01715-404711
Md.Motiul Islam Zonal Settlement 01191-459555
33.
Officer
34. Nazmul Huda General Secretary District Shilpakala Academy, 01191-300411
Tangail
A-103
Final Report
No Agency
Saidur Rahman Bhuiyan District child Affairs 01913-516767
35.
Officer
Md.Helaluddin District Fisheries Tangail 01712-701140
36.
Officer
Md.Mizanur Rahman Regional Statistical Tangail 01911-936302
37.
Officer
Tirthajeet Roy Senior Assistant LGED, Tangail 01740-588728
38.
Engineer
39. Dr.Md.Kamrul Islam Medical Officer Civil Surgeon Office, Tangail 01716-385916
40. Selima Khanam DWAO Tangail 01915-664737
41. A.Latif Siddiqui PDBSQD-D 01716-632511
Syeed Ahmed Assistant Director Anti Corruption 01817052990
42.
Bureau ,Tangail
43. Abdus Samad Upazila Chairman 01712934630
Md. Bayazid Hossain Research Officer District Education Office 01718761900
44.
Tangail
Md. Anwar Hossain Senior Officer Pubali Tangail Principal Office 01718735783
45.
Bank Ltd.
Kazi Golam Ahad District Senior Tangail 01717158308
46.
Information Officer
Niranjon Kumar Roy ADPEO District Primary Education 01711062780
47.
office, Tangail
Md. Jahangir Alom Deputy Registrar District Co-operative Office 01716606105
48.
Tangail
Shamol Chandra Assistant Forest Forest Division, Tangail 01550603408
49.
Karmaker Conservator
Dr.Md.Rafiqul islam Residence Surgeon Tangail Sadar Hospital 01720077829
50.
Miah
51. Md.Jainul Abedin DF, LGSPL Local Government, Tangail 01716-291277
52. Md.Rakibuzzaman Assistant Director Narcotics Control, Tangail 017126-49820
53. Dr.Md.Afazuddin Miah ADLO, Tangail DLS,Tangail 01718-744317
54. Kamrul Ahmed BURD, Bangladesh Tangail 01733-220975
Munshi Mizanur Deputy Manager Titas Gas 01732-446604
55.
Rahman
56. Md. Yeakub Miah Assistant Director District SAVING Office 01918-504409
57. Md. Abdur Rashid GP Tangail 01716-000845
58. Kh.Asfaquzzaman
59. Md. Nasiruddin Sarder 01717-101090
60. Sharmin Akhter RDC Tangail 01821-397928
Sudhir Kumar Saha Assistant Director BRTA 01717-783178
61.
(Engineering)
62. Mustaq Ahmed Field Officer Islamic Foundation 01710-173828
Md. Muner Hossain Representative BRAC, Tangail 01714594822
63.
Khan
64. J.Saha Joy Dist. Crop, BTV 01712-695446
Shamsadul Akhter Editor Tangail Press Club 01191-436293
65.
Shamim
66. Ratan Siddique Journalist Dainik Lokkotha 01731018616
67. Rahima Khatun Associate Professor Govt. M.M.Ali College 01721-649597
Md.Mominul Islam Assistant professor Govt, Sadat College 01712-529935
68.
Bhuiyan
Md.Raju Ahmed Assistant Teacher 01712-727870
69.
(Boys)
70. Abul Baset Miah Zilla Sadar High School 01726-619222
Md. Rezwan Head Master B.B. Government School & 01718194144
71.
Collage
Md. Naushad Ali Mia Assistant B.B. Government School & 01718761561
72.
Head Master Collage
Mir Enayet Hossain Chairman Mirzapur 01712588210
73.
Montu
A-104
Final Report
No Agency
Md. Samsul Huqe Chairman Bhuapur Upazila Council 01711905762
74.
Talukder
Khandokar Abdul Gafur Chairman Modhupur Upazila Council 01712512966
75.
Montu
76. Muhammad Ali Kislu Chairman Dhonbari Upazila Council 01710878586
77. Nazrul Islam Chairman Ghatail 0172636425
Sawkat Sikder Chairman Upazila Council, Shokhipur, 01819-445446
78.
Tangail
79. Md. Abdur Rashid Labu Chairman Tangail Sadar 01818417676
Matiur Rahman Mia Chairman Upazila Council, Delduar, 01819806819
80.
Tangail
81. Kazi Olid Islam Chairman Basail
82. Yojiro Fujiwata JICA Expert, ZPS-TQM JICA 01946601149
83. Ritsuko Hagiwara Representative JICA
Zulfiker Ali Senior Program JICA 01713043168
84.
Manager
85. Md.Raisuddin Liaison Officer JICA 01718-580587
86. Tomonori Wakisaka JICA Mission JICA 01781 257802
Ali Imam Majumder Sr. National Consultant/ NIS Mission 0172666741
87.
Team Advisor
88. Dr.Md.Lutfur Rahman National Consultant NIS Mission 01715239217
Dr.Zahidul Islam National Consultant NIS Mission 01745145788
89.
Biswas
90. Md.Nazimuddin Bashir Office Manager NIS Mission 01556-323666
A-105
Final Report
Annex 14 Draft Road Map for NIS Implementation
A-106
Programme Objective To start implementation in 2014 To start implementation between 2015 and 2016 To start implementation after 2017
M/o Information:
Strengthening of Information Commission
Strengthening public
information disclosure M/o Information:
Enforcement of ‘Right to Information Act’
M/o Public Administration: Law and JusticeDivision: Speaker:

Prompting asset Regular submission of income and asset statementsto specified authorities Submission of asset statements by the judicial officers and employees to the specified Provision for public access to information on assets owned by MPs
disclosure authorities annually, in accordance with relevant rules
Promoting
Transparent M/o ICT: Parliament Secretariat:
transparency through Establishment of information and communication technology (ICT) for introduction of Use of ICT in Parliament and Parliamentary processes
ICT e-governance
NGO Affairs Bureau: NGO Affairs Bureau:

Transparent NGO Promotion of enhanced transparency in NGO functioning Introduction of a standard accounting and monitoring system of the NGOs
NGO Affairs Bureau:

Promulgation of necessary law/rules/policy for transparent appointments in the NGOs
Political parties:
Other Ensuring transparency in nomination of candidates and fund management
A-107
Legislative and Parliamentary Affairs Division: Office of the C&AG:

Enactment of Whistle Blowers’ (Protection) Act Gradual separation of Audit and Accounts functions
Office of the C&AG and Public Accounts Committee:

Office of the C&AG:
Strengthening check & Undertake a crash programme to cover backlog of audits
Introduction of ‘technical auditing’ and ‘performance auditing’ by the Office of the
balance functions in C&AG in line with international best practices
public administration Office of the C&AG and Finance Division:
Measures seeking compliance of the audit observations in time by the audited
organisations through implementing sanctions Office of the C&AG:
Undertake legislative measures to make the Office of the C&AG financially,
Office of the C&AG: administratively and technically more autonomous
Formulation of Work Plan for ‘Social Performance Audit’ to ensure ‘value for money’
Speaker, Leader of the House: Speaker:

In pursuance of the Constitutional provisions and the Rules of Procedure of During the Question-answer sessions, allocation of reasonable time for all MPs
Parliament, formation of Parliamentary Committees in consultation with the including the MPs of the opposition in accordance with the Rules of Procedure of the
opposition parties Parliament
Public Accounts Committee:

In accordance with Constitutional provisions and the Rules of Procedure of Parliament,
holding of regular meetings of the ‘Public Accounts Committee’
Horizontal Speaker, Leader of the House:

Accountability Taking steps to ensure regular participation of the MPs of the opposition in the
(Separation of the parliamentary sessions
Proper functioning
Powers)
legislative Chair of the Standing Committee:
Holding of regular meetings of ‘Parliamentary Standing Committees’
Parliament Secretariat:
Providing support to Standing Committees in terms of office space, logistics and
trained personnel
Enhancing effectiveness of the Petition Committee of the Parliament
Capacity enhancement of MPs and Parliament Secretariat in legislative, oversight and
budget-related functions
Political parties, EC: Political parties:

Revision of Party Constitutions in line with the ‘’ Representation of People Formulation of ‘Code of Conduct’ of the political parties and its adherence
Order(RPO)" wherever required partiaspirations
Political parties:
Enhancement of consultations of political parties with trade unions, professional bodies,
etc.
Law and Justice Division: Law and Justice Division: Law and Justice Division, Judicial Service Commission:
Formulation of Rules/Guidelines for making the Supreme Judicial Council operational Formulation of Act/ Rules/Guidelines for appointment of Judges in the Supreme Court Appointment of judicial officers on the basis of actual need
Law and Justice Division: Law and Justice Division:

Strengthening Registrar’s Office Strengthening and expansion of Alternative Dispute Resolution (ADR) system Law and Justice Division:
Fixation of time limit for disposal of civil suits
Judicial Administration Training Institute, Law and Justice Division: Law and Justice Division:
Organisation of training programmes for capacity development of the judicial Formulation of clear definition of ‘contempt of court’
officers and strengthening `Judicial Administration Training Institute'
Legistrative and Parliamentary Affairs Division:
Strengthening the AG's Office, Law and Justice Division: Promulgation of Attorney Services Act
judiciary Enhancing legal aid to the poor people
AG's Office:
Reorganisation of the Attorney-General’s Office by creating specialised units like civil,
criminal and writ units
AG's Office, Law and Justice Division:

Capacity development of law officers
Law and Justice Division:

Making non-permanent appointments of the Attorney-General, Additional, Deputy and
Assistant Attorneys- General on tenure basis (say, five years)
LG bodies: Local Government Division: Local Government Division:

Citizens’ activism demanding transparency and accountability of the LGs, their Specification of scope of work of Zila Parishad (ZP) and identification of ZP as the ‘focal Introduction of ‘Local Government Service’
representatives and officials point’ of LGs
Accountable local Local Government Division:

governments Capacity Development of the elected representatives, officers and employees of LGs
Local Government Division:

Clarification of role and jurisdictions of the MPs and Government officials in the LGs
(specially Upazila Parishad)
A-108
Cabinet Division: Parliament Secretariat: The Ombudsman:

Introduction of Complaint Management Setting up of the Office of Ombudsman and allocation of necessary resources and Review of the Ombudsman Act
logistics
Parliament Secretariat: Parliament Secretariat:
Appointment of Ombudsman and recruitment of necessary employees Parliament Secretariat: Formulation of Conduct Rules for the MPs to ensure their accountability to the
Responsive to citizens' Framing of Rules, and procedures for the Office of Ombudsman citizens
voices NGO Affairs Bureau:
Creation of increased scope for interactions among Government and the civil society NGO Affairs Bureau:
in Government’s policies and other important actions Avoidance of duplication and overlap in the interventions of the Government and
NGOs
NGO Affairs Bureau:

Development of internal control system in the NGOs
Election Commission: Election Commission:

Setting up of effective server stations and database recovery centres in all districts and Promulgation of Act/ rules/guidelines on the appointment of Commissioners and their
Upazilas and at regional levels, and opening of an election resource centre in Dhaka entitlements
Vertical Election Commission:

Accountability Election Commission:
Capacity development of election officials
Strengthening the Election Commission Training Institute
Fair election
Election Commission:
Implementation of programmes for raising awareness of the voters and candidates
Strengthening the organisational structure of EC
Amendment of the law regarding disposal of election disputes; strengthening of
Election Tribunals
Press Council: Media organisations: Media organisations:

Strengthening of Press Council as the ‘watchdog’ of the media Implementation of the recommendations of the "Wage Board" Development of professional skills of the journalists in gathering, processing,
disseminating and broadcasting of news and information
Media organisations:
Strengthening media
Promotion of integrity in the media
M/o Home Affairs:

Ensuring a safe working environment for the journalists
A-109
ACC, Cabinet Division: ACC:

Capacity development of the ACC by reforming the legal structure and providing full Ensuring neutrality and enhancing accountability of the Commission
independence with respect to investigation and prosecution
Cabinet Division:
Formation of National Integrity Unit and ‘Ethics Committees’
ACC:
Implementation of training programmes and other activities for capacity development
of Commission and its personnel
Enhancing
effectiveness of ACC ACC:
Improvement of communication between the ACC and other organisations
Power
Cabinet Division:
Establishment of Monitoring Cell for monitoring corruption of people engaged in
prevention of corruption
ACC:
Motivate political leaders including the people’s representatives to participate in the
anti-corruption programmes
ACC:
Taking effective measures against money laundering
M/o Home Affairs:

Establishment of separate agency for investigation of criminal cases
M/o Commerce: Bangladesh Bank:

Setting-up of legal structure for regulation of multi-level marketing business Strengthening the activities of ‘Micro-credit Regulatory Authority’
M/o Commerce:
M/o Commerce: Strict enforcement of Consumer Rights Act
Proper enforcement of Competition Act
M/o Commerce:
Strengthening legal
Strengthening the activities of "Insurance Development and Regulatory Authority
enforcement in the (IDRA)"
business sector
Securities and Exchange Commission:

Enforcement of sanctions against violators of corporate governance
Bangladesh Bank, Financial institutions:

Strict enforcement of bankruptcy law against loan defaulters
A-110
Local GovernmentDvision, M/o Education, M/o Primary and Mass Education: M/o Education, M/o Primary and Mass Education: Local GovernmentDvision, M/o Education, M/o Cultural Affairs:
Arrangement for exchange of views between parents and educational institutions Strengthening the programme of religious education in the primary and intermediate Publicity and propaganda of the achievements of ‘role-models’
level educational institutions
Local GovernmentDvision, M/o Education, M/o Primary and Mass Education:
Encouraging and supporting the children and youths participating in voluntary, patriotic M/o Education, M/o Primary and Mass Education:
People are becoming and welfare activities Incorporation of curricula on ethics and morality in general education
aware what they are
supposed to do. Local Government Institutions: M/o Education, M/o Primary and Mass Education:
Supporting community-based child and youth care centres on educational and Expansion of the stipend programme for girl students
professional development
M/o Education, M/o Primary and Mass Education:
ACC: Supervision by the LG representatives in the activities of educational and religion-based
Undertaking initiatives for raising awareness among government organisations, institutions
businesses, civil society and media on corruption
National Board of Revenue:

Increasing ethics in Motivate business establishments for payment of due taxes regularly
business community
Chambers and Associations, Business entities:
Strengthening of self-control in business
Cabinet Division, M/o Public Administration: M/o Public Administration: M/o Public Administration:
Increasing autonomy of PSC with regard to financial and administrative matters Formulation of Policy for appointment of PSC Chairman and Members and making Establishment of second PSC
appointments on the basis of that policy
PSC:
Provision of need-based training on modern recruitment system for PSC personnel
PSC:
Introduction of ICT-based examination system
Well-functioning PSC PSC:

Preparation of a Manual for conducting viva-voce examinations and following the
Manual
Incentive M/o Public Administration:

Development of a clearer criteria for promotion of officers and employees
M/o Public Administration:

Greater emphasis on merit and rationalising the quota system
M/o Public Administration: M/o Public Administration: Finance Division:

Fair recruitment and
Introduction of participatory appraisal system Enactment of Civil Service Act Better pay and facilities for officers and employees
promotion for the
government officials M/o Public Administration:
Formulation of Career Plan
A-111
Strengthening the
Local Government Division: Local Government Division:
financial capacity of Increasing allocation of resources in consideration of socio-economic and geographical Expansion of the tax base of LGs
local governments realities (population, area, level of development)
M/o Industry, Bangladesh Standards and Testing Institutions:

Strict handling of marketing of adulterated food, medicine and goods
M/o Land:
Modernisation of land management and implementation of Land Use Plan
Other
Clustering of Ministries/Divisions
M/o Information:
Review of public advertisement policy and introduction of transparent and fair criteria
M/o Commerce:
Reaching at agreement by the business houses, Government and trade unions on
payment of fair and performance-based wages and benefits
A-112

People's Republic of Bangladesh Mission On Good Governance Strategy

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People’s Republic of Bangladesh

People’s Republic of Bangladesh

Mission on Good Governance Strategy

Abbreviations and acronyms

ACC Anti-Corruption Commission

1 BACKGROUND AND OUTLINE OF THE MISSION ....................................................................... 1

2. Contents of the NIS

NORM Transparency POWER INCENTIVE

Effective Anti-Corruption Fair Civil Servant System

Effective Attorney General Award to good practice

Ethical norm as a Responsive to

Source: JICA Mission

3. Current Issues and Key Issues of the NIS

(1) Issues Related to the NIS Contents

Unclear definition of the staff-level actions in each institution

No programme and roadmap for the implementation of the NIS

(2) Issues Related to the NIS Implementation

Incomplete implementation structure

Lack of the strategy for NIS promotion at the local level

Insufficient linkage with relevant initiatives

Necessity of the development partners’ support to the NIS

(1) Recommendations Related to the NIS Contents

Encouragement of integrity-enhancing activities among government officials

Promote the NIS programme

National Integrity is increased

Source: JICA Mission

Revision of the NIS

(2) Recommendations Related to the NIS Implementation

Establishment of multi-layered implementation cycles

Promotion of the NIS at the Local Level

Formulation of operational procedures of the Ethics Committee

Enhancement of capacity of the National Integrity Implementation Unit

Provision of support to the Integrity Focal Point

Enhancement of linkage among the NIS and other related systems

(3) Other Recommendations

Analysis on the governance environment in Bangladesh

Establishing governance knowledge centre

Provision of incentives towards the NIS implementation

Ensuring regular communication with development partners

5. JICA Support to the NIS

Narrative Summary Indicator

1 Background and Outline of the Mission

1.1 Background of the Mission

The Government of Bangladesh (GOB) is supposed to establish a National Integrity Implementation

1.2 Outline of the Mission

The major objectives of the Mission are listed below:

 To compile information and data on each relevant institution’s policy/strategy, institutional

1.2.2 Terms of Reference

The terms of reference for the Mission are listed below:

1.2.4 Target Area

1.2.5 Counterpart Organization

2 Institutional Framework for the Implementation of the NIS

2.1 Policy Framework

(1) Overview of the NIS

(a) Development Process of the NIS3

(b) Outline of the NIS

The key concepts of the NIS are described below.

The concept of integrity

Vision and Mission