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1.0 INTRODUCTION1.1ORIGINThis report was originated for submission as a requirement for the course Brand Management. Areport on Branding CIDA is to be submitted to Professor Syed Munir Khasru - the instructor of theaforementioned course.

1.2OBJECTIVESThe broad objective of this report is to identify and analyze the application of branding theories for

CIDA (Canadian International Development Agency). The study covers the scope of branding for the

organization and how the strategies can make the presence of CIDA more visible in Bangladesh.

Specific objective of the report consists of the following

Analyze the situation in the development sector and current position of CIDA Analyze the various dimensions of Brand Management in terms of target audience; brand

positioning, brand marketing programs, brand performance and growing and sustaining brandequity.

Based on the above analysis, recommend strategies to bolster CIDAs presence in thedevelopment sector.

1.3SCOPEThe study covers the background of the development sector, the target audience of CIDA, the current

brand positioning of CIDA and recommendations. It is limited to the brand of CIDA in Bangladesh.

1.4METHODOLOGYA combination of primary and secondary sources of information was used for this study.

1.4.1 Primary data

Depth interview: Two depth interviews were conducted with

1) Ms. Linda Cloutier, Deputy Director, Planning (development), High Commission ofCanada in Bangladesh

2) Khandker Anwarul Islam, Additional Secretary, Cabinet Division, Bangladesh Secretariat1.4.2 Secondary Data

Secondary data was gathered from various newspaper, magazines and articles taken from the internet.

Typical search engines like Google, Bing and Alta Vista were used. Moreover, the organizationinformation and other information were mainly gathered from the organizations website and throughcompany publications.

1.5LIMITATIONSWe are working with CIDA Bangladesh only. Due to resource constraint and strategic reasons, we did

not have much access to information of other development agencies.

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2.0 DEVELOPMENTSECTORINBANGLADESHBangladesh is a country that is developing slowly but the results in the last decade can be marked as a

positive decade in the overall progress of the country. However there is a lot of work to be done in the

next few years to achieve a good result. The government of Bangladesh has identified the objectives

that are needed to be fulfilled in next few years. The organizations working in the development can beclassified into three categories; the first segment consists of the NGOs working within the boundaryof Bangladesh, the second segment consists of International Development Organizations such as

World Bank, Asian Development Bank (ADB) and International Labor Organization (ILO), the other

segment consists of donor agencies such as JICA, CIDA, AUSAID, DFID, USAID and others.

The major areas where development is needed in Bangladesh are listed below:

1. Alleviation of poverty through acceleration economic growth and bring out noticeableimprovement in the standard of living

2. Generate substantial employment opportunities and increased productivity3. Human Resource Development with importance on compulsory primary education and

vocational training

4. Development of rural and urban infrastructure to promote growth5. Achievement of a lower population growth and ensuring necessary health care and improved

nutrition of mother and child

6. Strengthening the countrys scientific and technological base with emphasis on generatingnew technologies

7. Closing the gender gap giving priority to womens education, training, employment andspecial support for education of girls

8. Improve the countrys human development profile through the expansion of education, healthcare, family planning and welfare services

9. Create income generating opportunities for the poor by linking them with various socialservices

However the unstable political system remains the major source of disappointment in its search for

sustainable democratic development in the twenty first century. Although the country witnessed the

restoration of democracy in 1991, continued conflict between the ruling party and the opposition party

did not impress the countrys image in the outside world.

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3.0 CIDA3.1OVERVIEW OF CIDA

The Canadian International Development Agency (CIDA) is Canadas lead agency for thedevelopment assistance. CIDAs aim is to1. Manage Canadas support and resources effectively and accountably to achi eve meaningful,

sustainable result

2. Engage in policy development in Canada and internationally, enabling Canadas effort torealize its development objectives

CIDA was established in 1968 to administer the bulk of Canadas official development assistance(ODA) program. The measure of its success lies in its contribution to the achievement of the

Millennium Development Goals (MDGs) and Canadas broader international policy objectives.CIDA works closely with its development partners, fragile states and countries in crisis, countries of

focus and the Canadian population and institutions. As a part of its Aid Effectiveness Agenda, the

Government of Canada announced in 2009 that it will be focusing 80 percent of bilateral resources in20 countries of focus. These 20 countries were chosen based on their real needs, their capacity to

benefit from aid, and their alignment with Canadian foreign policy priorities. The goal is to make

Canadas international assistance more focused, more effective and more accountable.

The countries of focus are:

Americas: Bolivia, Caribbean Regional Program, Columbia, Haiti, Honduras, Peru. Asia- Afghanistan, Bangladesh, Indonesia, Pakistan, Vietnam. Eastern Europe: Ukraine. North Africa and Middle East: West Bank and Gaza. Sub-Saharan Africa: Ghana, Mali, Mozambique, Senegal, Sudan and Tanzania.

The Mission of CIDA is to Lead Canadas International Effort to Help People Living in Poverty.

The Mandate of CIDA is to Manage Canada's support and resources effectively and accountably toachieve meaningful, sustainable results and engage in policy development in Canada and

internationally, enabling Canada's effort to realize its development objectives.

3.2CIDA IN BANGLADESH

Bangladesh is one of the world's most densely populated countries. Most of the people living in

Bangladesh are poor and very vulnerable to natural disasters. Bangladesh ranks 129 out of 169

countries on the United Nations Development Program's 2010 human development index. Natural

Disasters such as cyclones and severe flooding occur with regular frequency, causing damage, diseaseand loss of food crops.

Yet during the last decade, Bangladesh has made important development gains. Both population

growth and the incidence of poverty have steadily declined, and gross domestic product growth rate

has averaged 6 percent per year. The proportion of the population living below the national poverty

line has fallen to 40 percent in 2005 from 59 percent in 1991. Considerable progress has been made

toward achieving the Millennium Development Goals, notably in health and education. Successful

and peaceful elections were held in December 2008.

Bangladesh's many development challenges include:

1. Poor quality health and education services, with unequal access to those services by the poor,especially by women

2. Weak public sector institutions inhibiting economic advancement and prosperity

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3. Environmental difficulties due to the impact of global climate change and increasingpopulation density

3.3THEMATIC FOCUS OF CIDA IN BANGLADESH

In 2009, as part of Canada's new aid effectiveness agenda, Bangladesh was selected as a country offocus. Bangladesh was chosen based on its level of need and its ability to use aid dollars wisely and

on Canada's capacity to make a difference. Bangladesh has been one of Canada's largest aid recipients

for the last three decades.

The objective of CIDA's program for Bangladesh is to create opportunities for children and youth and

to stimulate sustainable economic growth. Equality between women and men, environmental

sustainability, and good governance will be integrated into all programming. Continuous dialogue and

consultation among development partners (government, non-government, and donors) will guide

investment choices.

CIDA's program for Bangladesh is directly aligned with the Government of Bangladesh's National

Strategy for Accelerated Poverty Reduction for 2009-2011. Programming in Bangladesh will

strengthen the capacity of both national and local governments to plan, manage, and monitor healthand education delivery systems and to promote sustainable economic growth in keeping with the

thematic focuses.

In education, CIDA focuses on:

1. Improving the quality and delivery of education2. Increasing access and retention rates in primary schools3. Reducing gaps between girls and boys

In health, CIDA focuses on:

1. Ensuring that healthcare and medicines are delivered efficiently2. Improving maternal and child health delivery systems3. Providing essential drugs and medicines

In achieving economic growth CIDA focuses on

1. Increasing access to skills for employment, particularly for youth2. Streamlining legal, fiscal, and regulatory frameworks for business development3. Improving public financial management

CIDAs total disbursement in Bangladesh for the year 2008 -09 is 79.81 Million Dollars with variousbilateral, multilateral and partnership projects.

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4.0 STAKEHOLDERANALYSIS4.1COHERENCE BETWEEN CIDA AND DFAIT

At the headquarter level, the institutional relationship between CIDA and the Department of Foreign

Affairs and International Trade (DFAIT) with respect to Bangladesh maintains largely through

informal contacts between desk officers of these two organization. Although it appears that both of

the departments enjoy organizational autonomy to design and implement their policies toward

Bangladesh, the desk officer of these two theoretically independent, but somewhat interlinkedorganizations use their personal contacts to keep each other informed about their activities. Besides, if

a need arises, DFAIT and CIDA officials meet occasionally to share information in order to achieve

their organizational objectives. Both in the design of programs and in the formulation of policies, they

also often consult each other which helps keep the officials of these organizations informed. Despite

these efforts to maintain organizational collaboration, during the interviews becomes apparent that

most CIDA and DFAIT officials consider themselves as independent pursuing distinct goals in

Bangladesh.

4.2COHERENCE BETWEEN CANADIAN AND BANGLADESHI GOVERNMENT ORGANIZATIONS

The official bilateral relationship between Bangladesh and Canada can be characterized as friendlyand warm. As members of the Commonwealth and the signatories of the Nuclear Non-proliferationTreaty, both countries share a foreign policy interest in global peace and human security. At the UN

and the other international forum, Canada and Bangladesh often co-operate each other to reduce

poverty, to fight hunger and to put an end to the human sufferings.

CIDAs assistance to Bangladesh is largely coordinated through the ERD. Also, Canada often dealsdirectly with the line ministry in order to ensure the most efficient use of its funds. Most Bangladeshi

government officials we contacted, which included representatives from a variety of such ministries

and/or divisions as Foreign, Commerce and Industry, Environment, ERD, Finance, and the Board of

Investment, expressed mixed feelings about greater coherence between CIDA and the Government of

Bangladesh.

4.3COHERENCE BETWEEN CANADIAN GOVERNMENT AND BANGLADESHI NGOS

As part of CIDAs global policy to work more closely with non -state actors, particularly intermediary

NGOs, CIDA currently involves Bangladeshs proliferating NGO sector82 in the implementation ofvarious development activities. It provides financial assistance to those NGOs and civil society groups

that undertake policy research and participatory development, either directly or through Canadian

NGOs, such as CUSO, Aga Khan Foundation Canada (AKFC) and Inter Pares. Such support is

intended to strengthen the institutional capabilities of a group of selected NGOs, namely BRAC,

Proshika, the Centre for Policy Dialogue (CPD), the Association for Development Agencies inBangladesh (ADAB) and UBINIG, which are widely known for their ability to effectively influence

Bangladeshs development process and contexts.

Despite positive reviews of CIDAs operations in Bangladesh, quite a few NGO executives withwhom we spoke were of the opinion that CIDAs funding collaboration was primarily limited to thoselarger NGOs that were well-established, better known and qualified. They said that CIDA tended to

overlook small and medium-sized NGOs, despite their proven track record of helping the poor to be

empowered in a sustainable manner.

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4.4THE LOCAL CONSULTATION GROUP (LCG)

Donors in Bangladesh share information and coordinate aid through a well-established mechanism

called the Local Consultation Group (LCG) which was established in 1974 under the direction ofthe World Bank. The LCG is divided into 19 sub-groups, each of which is led by a representative of a

relevant donor organization and/or country.

Canada currently presides over the NGOs and Microfinance sub-groups. Most sub-groups meet on a

regular basis to discuss issues of mutual interests. While the intensity of activities vary considerably,

most of these groups work together to enhance coordination between donor programs in Bangladesh.

In so doing, they share useful information, prepare policy-relevant reports and documents, identify

new areas of cooperation and prescribe policy options. Apart from coordination, these sub-groups also

serve as a policy lobby, through which they often advise the Government of Bangladesh on various

development issues. The government itself is represented on a third of the sub-groups, for instance it

participates in the group on governance, health, education and poverty.

This reflects the difficulty donors usually face in generating a broader consensus on the needs and

priorities of Bangladeshs development challenges. The task of coordination is indeed a difficult onegiven the reality that donors often pursue distinct, if not entirely different, development policies and

programs. Despite such complexities, donors in Bangladesh appear to have successfully used the

prevailing coordination mechanism to both minimize inconsistencies and promote an overall

coherence between their developmental programs, priorities and policies. A relatively new instrument

is the sector-wide approach (or SWAP) that has been used in Bangladesh in the case of health

programming and funding.

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5.0 EXISTINGBRANDSTATUS5.1PRODUCT BUNDLE

CIDAs earlier projects included extensive infrastructural development work for Bangladesh Railway.Currently, they are in the process of narrowing down its focus to Education and Health (children andyouth) and Economic Growth. Besides its target areas of operations, CIDA has also provided

significant and prompt grants after Cyclone Sidr. The following are CIDAs operational projects:

Maternal and Child Health in Chittagong District Transparent Ballot Boxes Katalyst II: Business Services for Small Enterprises Promotion of Development and Confidence Building in the Chittagong Hill Tracts Emergency Disaster Damage Rehabilitation Early Childhood Development Support Strengthening Comptrollership and Oversight of Public Expenditure Health, Nutrition and Population Sector Program - Policy Dialogue Institutional Support - International Centre for Diarrheal Disease Research - Phase II Adolescent Reproductive Health Challenging the Frontiers of Poverty Reduction - Phase II Parliamentary and Media Support Sustainable Livelihoods for Ultra Poor Strengthening Environmental Institutions Basic Education for Working Children - Phase II Bangladesh Health Commodities Monitoring Health Projects in Bangladesh Teaching Quality Improvement in Secondary Education Life Skills and Education for Adolescent Development Fair Elections and Institutional Reforms Demand-Based Reproductive Health Services Policy Leadership and Advocacy for Gender Equality - Phase II Acid Survivors Foundation - Institutional Support Phase II Trade-Related Research and Policy Development Education Sector Support - Second Primary Education Development Program Gender Fund - Phase III Legal Reform Program Support Unit - Bangladesh - 2001-2010

5.2SWOTANALYSIS

Strength:

Long term presence in Bangladesh which gives CIDA a unique opportunity to understand thedifferent development needs of Bangladesh.

CIDA over the years have developed wide network with reputed NGOs Like BRAC,Proshika along with many other respected NGOs which allow CIDA to carry on differentdevelopment projects more securely and safely.

CIDA doesnt aid to trade. There is a general negative perception among local people thatdonor agencies impose their own ideologies on the receiving countrys government to helptrade relationships.

CIDA is one of first development agency to have signed the Paris declaration. It allows CIDAto be more participative and inclusive in decision making.

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Weakness:

Lack of staff in donor countries. CIDA in Bangladesh Presently have a very low level stuff. Sodecision execution, project monitoring takes too much time.

Vertical hierarchy. Decision regarding projects initiative, planning are made at the top leveland then at the implementation level or at the operational level communicated to the local. So

local responsiveness is sometimes missing Canadian Citizens are privileged for employment in CIDA. Bangladesh still lacks a proper data bank and hence Development agencies like CIDA are

unable to do market survey for identification of products.

Efficiency at which projects are implemented has always been a matter of great concern forCIDA.

Opportunities:

Lot of scope for improving the industrial infrastructure and incentives for attracting potentialindustries.

Liberalized development policy by the Government of BangladeshThreats:

Political Instability Association with NGOs that have political connections not only attempts to ruin CIDA;s

image but also raise questions about efficient use of the approved funds as well

Often, projects are made with technology that is hard to understand and too difficult to repair,resulting in unavoidable failure over time.

5.3PESTLE

Political- The political situation of Bangladesh consist of two political super-powers who alternately

head the country. For an organization like CIDA (which is a Canadian government organization) this

alternate power shift has a great impact because all their projects are carried out in collaboration withthe relevant ministries. This means a change in political power results in conflict of interest where the

new party may not want to carry on with the projects the previous government supported.

Economic- The cost of living has gone up significantly and the poor and the middle class were

affected the worst. Employment opportunities are low and the annual natural disasters dont makematters any better for the poor. CIDA programs are targeted towards poverty reduction through

development activities like food production, literacy and primary education, income-generating

activities, etc.

Sociological- The major problem with the Bangladeshi people is the lack of awareness about the

important social issues like the growing population, health issues and the importance of primary

education. Since CIDAs thematic focus is on health and education, they have a huge operational

opportunity in the context of Bangladesh.

Technological- Bangladesh far behind in technology because of a lack of proper funding andschooling or training. Since CIDAs one area of concentration is education, it can provide necessarytraining that might help in basic technological development.

Legal- The legal environment of Bangladesh is very liberal and funding in the development sector is

greatly encouraged by the government.

Environmental- The geographic location of Bangladesh makes it prone to natural disasters every year.

Therefore CIDA is always prepared to allocate a proportion of their funds to manage the after effects

of such events.

5.4CURRENT BRANDING ACTIVITIES

CIDAs exposure in Bangladesh is not as wide-spread as other similar organizations like World Bank,ADB and JICA. Although CIDA funds various development activities, however, these projects are

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implemented mostly by the government and NGOs. CIDA is yet to use its full potential in branding

itself through these projects. For example, CIDA was responsible for the transparent ballot boxes in

the 2008 elections but they did not receive any exposure because of it.

5.5PARAMETERS

In order to understand the relative positioning of CIDA compared to other donors and Development

agencies, we have used a Likert scale (1-5 point scale) against different parameters.

CIDA JICA World

Bank

ADB Ausaid DFID

Brand Familiarity 2 3 5 4 2 3

Size of

donations/Loans per

year

2 4 5 5 2 3

Scope of

Activity/Expansion of

activities

3 4 5 4 3 3.5

Responsiveness/Crisis

management

4 3.5 3 3 3 3.5

Efficiency of

operations

3 2 4 4 3 3

Sustainability and

Risk

Coherence among

different NGOs andgovernment

2.5 3 2 2.5 3 3.5

Total 16.5 19.5 24 22.5 16 19.5

So based on the sum of all the parameters we used, we can clearly see that CIDA has a long way to go

in terms of brand building activities.

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6.0 TARGETTINGANGPOSITIONING6.1TARGET AUDIENCE

The focus of CIDA is primarily on Education, Health and Economic Growth. The projects funded by

CIDA are running all over the country.

Geographic Region: Mostly in rural areas and villages where there is a lack of proper education,

health care facilities and economic growth.

Demographics

People: Children and Women

Social Class: Lower middle class and poor people

Behavioral: Enthusiastic and Positive

Benefits of choosing this target market:

1. CIDA is becoming more specific in its operation with its main focus being thedevelopment of Children and Women in Education, Health and Economic conditions.2. CIDA can differentiate itself from the other development organization with its focused

mission and create a strong brand presence in the relevant area.

3. By working closely with women and children, positive word of mouth will make theposition of CIDA stronger in the development sector.

6.2PERCEPTUAL MAP

6.3BRAND ELEMENTS

Name: CIDA

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Slogan: Supporting women and children towards a better life

This is a unique slogan that will be proposed to CIDA. It will represent the brand mantra as well. The

brand slogan reflects the activities of CIDA throughout different branches worldwide. This

organization works mainly on the development of the women and children to ensure their better

living.

URL: www.accida.com

6.4POINTS OF PARITY (POP) AND POINTS OF DIFFERENCE (POD):

CIDA has some similar characteristics like the other development agencies. These features can be

pointed as the Points of Parity. On the other hand CIDAs unique features can be termed as Points ofDifference. The POP and POD of CIDA are listed below:

Points of Parity (POP):

1. Providing grant money for fulfilling the basic needs2. Collaboration with government and NGOs3. Different projects with underprivileged people4. Disaster management

Points of Difference (POD):

1. CIDAs aid has nothing to do with the bilateral trading relations between Canada andBangladesh

2. Paris Declaration6.5BRAND MANTRA

The Brand Mantra highlights the heart and soul of the brand CIDA. It is the brand essence of CIDA

and its purpose is to ensure all the stakeholders understand what the brand represents; the brand

mantra of CIDA has three parts:

Emotional Modifier Descriptive Modifier Brand Function

Support Women and Children Better Life

The brand function represents the functional benefit that CIDA provides to the consumers. The

function of CIDA is to assist the development of Bangladesh. Previously CIDA used to work in

various projects concerning empowerment, health, education, and environment. However CIDA is

now being more specific in choosing the project and giving utmost priority in the development of

women and children. Thus women and children is the descriptive modifier. The goal of the CIDA isto provide an improved future and support is the emotional modifier for CIDA.

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7.0 SUGGESTEDBRANDINGSTRATEGIESCIDA is a funding organization. Its primary focus is to be the financial backbone to its partners. But

the key point to mention here is that they are not an executing organizations i.e. they do not

necessarily do anything themselves. This has been identified as one of the prime reasons why the

name of CIDA is not as recognized as other development organizations throughout Bangladesh. Sowhat we are proposing for CIDA to form an agency that will implement projects for CIDA. There are

several benefits that CIDA can enjoy from starting an executing agency like this:

a) Ensure efficient use of money: CIDA is a highly ethical and efficient organization. Thus, theirown executing agency is bound to share the same work ethics and efficiency in using the

money CIDA spends.

b) Organize events: Since it is against CIDAs policy to start or execute any projects themselves,this agency will be able to start projects with CIDAs funding. Projects will include variousevents, campaigns, community based programs etc. examples of which will be given a little

later

c) Better branding opportunities: One of the prime reasons for CIDA not to come to thelimelight is that it does not take charge in the projects it does. The ones being promoted every

time are the ones who execute the projects because they are the ones who. But when the

agency will start implementing projects

Thus, through this external agency, CIDA will be able to uplift its brand image. We are proposing an

extensive branding program which will be a function of various socially beneficial projects that will

be implemented both by CIDA directly and also through this agency.

7.1COMMUNITY BRANDING

This is the first program that we are proposing. Education is the backbone of a society. Today,

students from different universities hardly know about the work that CIDA does. The agency willconduct various seminars in different public and private universities.

These seminars will be about making the students aware about the different responsibilities that they

have towards Bangladesh, the role of various development organizations and also exclusively how

much CIDA has done so far and are planning to do in the future.

7.2MDG

Bangladesh is also within the boundaries of the Millennium Development Goal (MDG). CIDA will

seek to promote the different targets that have been set by the Millennium Development Goal and also

fund various areas that it works in to promote the MDG throughout Bangladesh. This will ensureCIDAs name being spread throughout various sectors of Bangladesh.

7.3YEARLY CONFERENCE

CIDA personnel have themselves shown interest in arranging yearly conferences with its partners and

stakeholders. These conferences will include people who will represent the various government

ministries and large NGOs that CIDA work with, Vice Chancellors of different universities that CIDA

will visit,

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7.4ENGAGING CANADIANNRBS WITH CIDA

This will in fact ensure that Bangladeshi people get to work for CIDA in projects across Bangladesh.

Definitely having fellow countrymen work for the organization would definitely make the

organization more popular across Bangladesh.

7.5EMPLOYING BANGLADESHIS

CIDAs policy goes against employing anyone who is not a Canadian citizen. After the start of thenew executing agency in Bangladesh, it will open up the opportunity to do just that. Since CIDA is a

part of the Canadian Foreign Ministry, it does not employ people who are not Canadian citizens. But

starting a Bangladesh based agency will be a huge step in enhancing its reputation further throughout

Bangladesh, through local employment.

7.6TUITION WEAVERS AND SCHOLARSHIPS AND COMPETITIONS

One of the major ways CIDA can become very popular is to provide education scholarships tostudents from Bangladesh aspiring education in Canada. Since CIDA is directly linked with the

Canadian government, it will have the ability to arrange for such a venture through which talented and

deserved students will be provided a special merit scholarship to study in different

undergraduate/graduate/post-graduate courses.

There will be an examination or assessment session in which the applicants will have to go through

various types of tests. This will not be exclusive to business or economics only but rather will be open

for students from all backgrounds. The winners will be awarded with scholarships in universities they

have applied to in Canada.

CIDA can also organize competition in different schools/collages relating not specifically with to

groom up young minds that will form the future of this country. Needless to say, both these will beexecuted via the recruitment agency.

7.7PROMOTIONAL CSR CAMPAIGNS

CSR has been one of the prime way organizations around the world promote their names. Since CIDA

is a development organization, it is more appropriate for them to engage in CSR activities rather than

various profit making organizations. Since CIDA is slowly restricting its concentration in specific

areas, it can engage in CSR activities in the areas it currently operates in.

7.8PPP BY CIDA:

In order to accelerate economic growth Bangladeshi Government has proposed PPP (public Private

Partnership) where government and Public sector will work hand in hand leveraging their expertise in

different undertakings. As PPP in Bangladesh is not able to attain expected result due to lack of

coordination and experience between government and private entrepreneurs, CIDA can play pivotal

role in imparting its expertise among different parties. CIDA in Zambia helps the government where

government and private entrepreneurs lack necessary experience and coordination regarding

successful implementation of PPP. Hopefully it can repeat that feat in Bangladesh.

7.8.1 Program Highlights:

The PPP consultation activities that CIDA can undertake are given as follows:

Reviewing specific institutional reviews and case studies

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Identify the processes to explore PPP opportunities and the key elements that go into a PPPpre-feasibility study.

Learning the elements to effectively structure the financing for PPP arrangements and putnew knowledge to the test in a financial modeling simulation exercise

Developing skills to effectively manage (and communicate with) the stakeholders to a PPP,including customers, the media, and labour unions

Developing a detailed and personalized Strategic Action Plan7.8.2 Participants:

Senior and Middle Managers and Line Staff from Privatisation Agencies, PPP Units orProcurement Agencies

Senior and Middle Managers from Ministries of Finance, Energy, Water, Transportation, Telecommunications, Health and Education Government Leaders and Managers from Local (Municipal) and Regional Government

Agencies

Senior and Middle Managers from Development and Private Sector Banks Commissioners and Line Staff from Regulatory Commissions or Contract Monitoring Units Attorneys, Accountants, Bankers and Project Developers from the Private Sector involved

with PPPs

Staff from Multi and Bi-Lateral Donor Agencies involved with PPP development

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8.0 RECAPOFEXPERIENCE When we were first given this assignment, we were completely clueless and did not know where

to begin.

We knew very little about this organization nor did we have a contact in CIDA we couldinterview.

Thanks to Sir we did get an interview with Ms. Linda Cloutier, who was very kind and gave usample time to talk to her both about CIDA and other players in the development sector.

After the interview, we went through various articles and reports on the internet about thedifferent organizations that make up the development sector of Bangladesh

We also went through several blogs and articles on branding non-profit organizations We put in a lot of effort in this group assignment and learnt a lot because of all the research that

went into it.

Since nothing like this has been done before for CIDA, it was quite challenging but we believethat we did manage to come up with some great ideas.

Lastly, writing this report has been very an enlightening and nostalgic because this is our lastassignment as a BBA 15 batch student.

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APPENDIX

OpenEnd Interview:

For our Primary Data collection, we have talked to Linda Cloutier, Deputy Director, Planning

(Development), High Commission of Canada, who gave us some basic ideas about CIDAs operationand functions in Bangladesh. Her contribution in preparing the report was invaluable. She answered

most questions but refused to answer some as she viewed them as classified or confidential. The

excerpt from that open ended interview is Given Below

How CIDA ensures that its activities are not conflicting or overlapping with the work of other

development agencies in Bangladesh?

CID A is a member of LCG (Local consulting group) who ensures coordination among different

donor agency in BD.CIDA has been actively participating in the local LCG meetings and also help the

authority to prepare guidelines.

As CIDA is part of Canadian Government development plan, what kind of control does

Canadian government exercise on CIDA?

Canadian government must approve all the projects. Before undertaking any projects CIDA need to

take permission from the Canadian government regarding the feasibility and relevance of the projects

and only then the funds are obtained from the government.

How CIDA evaluate projects that it undertakes in Bangladesh?

CIDA uses LOGIC model to select and evaluate projects. The details of the project planning selection

and evaluation criteria are explained in the next section.

How is it like to work with different government body of Bangladesh and NGOs?

The government of Bangladesh is liberal as far as their policy regarding development agencies in

Bangladesh. Decision making when working with GOV body takes a long time because of the red

tape, lots of formalities.

Bangladeshi NGOs are also not fast enough as far as decision making and preparing necessary stepsto successfully implement CIDAs project. CIDA used to work with big as well as small NGOsbefore but because of these inefficiencies, it now only works few well established NGOs

What are the criteria you follow when you select a project?

When CIDA selects a project they keep in mind two things

National plan Economic growth

How CIDA formulate plan?

CIDA normally makes 3-5 years planning.

What are CIDAs main focuses right now?

CIDA have shifted its focus from infrastructure to humanitarian works.For example CIDA used to

focus on infrastructural development like railway when they did a lot of work between 1980 to

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1995.but currently CIDA have focused more on health,education,human resource development of

Bangladesh

How long CIDA wants to spent in Bangladesh?

CIDA didnt come to Bangladesh for eternity. How long CIDA will stay will depend on the economicdevelopment and government. CIDA wants to be Bangladesh Development partner when the

economic indicators like GDP, real growth rate, per capita income etc comes to certain level then

CIDA will consider to end their operation in Bangladesh. At the same time it also depends on the

government as well like in India government recommended that the country no longer in need of help

and then CIDA winded up their operation there.

Recently there is a trend that the amount of Grant money from Bangladesh received are declining.

What are the reasons behind that?

CIDA is narrowing down its focus in BD because they believe BD will eventually have the economic

power which will not necessitate operation of developing agency like CIDA

What are the prerequisite for successful project implementation in Bangladesh and where you

put CIDA in terms of our expected criteria?

CIDA focuses on Local ownership and coordination to successfully conduct projects in Bangladesh.

CIDA understand that its not very inclusive and participative as far as the project development isconcerned. As CIDA are funded by Canadian government so some degree of control are with the

government which CIDA cannot avoid. In 2010 CIDA developed Joint cooperation strategy for theGovernment which CIDA believes will go a long way to bridge the gap in decision making

CIDA joined Paris declaration in the year 2005 to commit itself more for local coordination,

participation and harmonization in project selections and assessment. Detailed description of Paris

declaration, various criterias and where CIDA stands in terms of its commitment to Paris declaration

are given in the next section.

What are the notable focus areas of CIDA in Bangladesh right now?

CIDA presently working on Arsenic free filter system .they have introduced the technology and

imparted necessary knowledge to the local people as well

What are the main factors that make CIDA different from other Donor agencies?

CIDA dont link AID and TRADE.

Tell us about the Crisis Management of CIDA

In the time of Crisis like national calamities CIDA works with multilateral group, helps Bangladeshi

Government make international appeal, provide technical assistance etc.It is to be noted that

Bangladeshi Government need to approach CIDA first for the aid. If government chooses not to

appeal for aid CIDA doesnt approach for example when the storm Aila swept over BD, the

government of BD didnt appeal for aid to Canadian government so CIDA did nothing. A formalappeal from the government is required)

What are the Government different Government bodies that CIDA currently works with?

GOV department with which CIDA works?

Ministry of finance ERD

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Ministry of primary and mass education Ministry of womens affair Ministry of environment Ministry of gender equality

Decision making is centralized:

Planning Operation

Canadian Local Stuff

PARIS DECLARATION:

Five principles, 12 indicators, 21 targets Ownership: Partners have operational development strategies (PRSP like) Alignment: Aid flows are aligned on national priorities; Harmonization: Use of common arrangements or procedures; (on or off budget) Management for Result: Monitor able performance assessment frameworks; (PRSP

indicators) Mutual accountability: Mutual assessment of progress in implementing agreed commitments

on aid effectiveness (2010);

As shown from the table that CIDA have a long way to go in order to fully comply with the Paris

declaration. But the good thing is CIDA recognizes its area of improvement based on the above

rating.

Project selection:

CIDA tries to develop projects for Bangladesh based on the local need. They first do the research,

form and monitoring team and finally evaluate the projects based on the criterias stated below. They

typically form 5 member groups for evaluating every project

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Program key questions : Relevance to policy-political objectives Strategic positioning (among donor community) Coherence of cooperation channels Coherence of sectors of interventions Overall results (rolling-up) Cost-efficiency of program & benchmarking Delivery structure

Criteria in establishing evaluation team; Evaluation expertise (program & projects) Country expertise Sectoral expertise Canadian and local consultants Gender balance Issue of independence Role of lead consultant can be cumulated with sectoral expertise

Sectoral expertise can be cumulated with cross-cutting issues

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The following table shows how CIDA streamlines and plan activities for the different projects it

undertakes