The Social Accountability Component, that BIGD is responsible for, has two sub-components:
(a) Public-Private Stakeholders Committee (PPSC): BIGD is assigned to develop a revised approach and action plan for continuing the PPSC during this new phase of PPRP II. As outlined in the contract, the new approach will explore questions relating to how the higher-level policy dialogue through PPSC could be transformed intoa set of strategic goals regarding procurement reform at the field level. The new PPSC action plan will be based on a set of clear objectives and strategic pillars that would contribute to raising the quality and standard of public procurement in Bangladesh.
(b) Public Procurement Monitoring and Accountability Mechanism: Within this component, BIGD is assigned to build and enrich capacity of the non-government stakeholders so that they can participate in the monitoring of public procurement. As a part of this assignment, BIGD has designed and will implement a strategy for local stakeholder’s engagement in monitoring procurement process and implementation.
Piloting District and Partner NGOs
To help meet the main goals of the social accountability component and help build an effective TPM system, BIGD is planning to design a strategy for effective monitoring of the procurement and project implementation processes by the local community. BIGD selected two piloting districts, Rangpur and Sirajganj, as part of the implementation process. The piloting will take place at the Upazila level in the Sadar and Mithapukur Upazilas of Rangpur district and Sadar and Belkuchi Upazilas of Sirajganj district. For smooth implementation of the strategy, BIGD has partnered with Eco Social Development Organisation (ESDO) in Rangpur and Assistance for Social Organisation and Development (ASOD) in Sirajganj.
The core focus here is to develop the capacity of local NGO partners which will facilitate the mobilisation and capacity building of local stakeholders’ Committees, at the piloting districts. BIGD will ensure that the members of the Committees are adequately aware of the technical process of public procurement, sufficiently committed/motivated, and have the necessary social status and legitimacy to carry out their responsibilities.
The efficacy of citizens monitoring may increase largely if other stakeholders in the local community are mobilised, for instance, educated local youths and members of the marginalised sections of the community such as the poor and women. This is expected to ensure transparency of the stakeholders’ Committees BIGD plans to form at the local level. BIGD also plans to utilise digital technologies (mobile phone and websites) to enhance the transparency process. Local educated youth would be particularly helpful in this regard and their mobilisation would also generate new and innovative ideas for the development of an efficient TPM system.