Logical Frameworks for the Development of Transparency International - Bangladesh, 2000-2005

1. Committees of Concerned Citizens are functioning as autonomous institutions
2. Conscious citizens have access to information and advisory services on governance related issues
3. A network of key stakeholders is active to influence the opinions of policy makers (GO-NGO-Private sector) for transparency and accountability
4. Transparency International Bangladesh is effectively working for transparency and accountability

Conscious citizens/institutions received AIC information and advisory services on governance related issues in all areas by 2005.

The policy makers are pursuing the issues in the parliament and parliamentary bodies, in ADAB and business associations

The majority of the stakeholders knows about TIB and recognizes it as an institution working for transparency and accountability corruption within 2005.

Report Cards

Annual reports

Internal Evaluation Report

User's records

Parliamentary proceedings

Report cards. Minutes of the Meetings or respective bodies.

Survey reports. Internal Evaluation Report

External donors remain committed to TIB issues

CCCs can work free from unlawful hazards and other external constraints

Activities

Output A

1. Form CCCs as watchdog community groups
2. Encourage CCCs to deal with local issues related to service delivery by public, nonprofit and private sector
3. Assist CCCs in developing "report cards" on local level institutions
4. Assist CCCs to make local officials of respective institutions aware of their institutions' role as "islands of integrity"

Output B

1. Establish modern information technology-based Advice and Information Centers in each division in cooperation district-based CCCs.
2. Compile information from CCCs, media sources, report cards, etc. and keep ready for dissemination
3. Enable AICs to facilitate local and divisional level action research on governance related issues.
4. Enable AICs to disseminate information using mass and electronic media

Output C

1. Form alliances of CCCs and like-minded individuals and organizations with similar short-term objectives
2. Establish effective linkages with key parliamentarians / parliamentary bodies, representatives of chambers and of NGO-based associations entrusted with policy issues
3. Make decision makers aware of the importance of selected advocacy issues
4. Help develop a participatory research-supported action plan assigning roles to NIS-stakeholders
5. Gain media to assist in framing public argument for policy changes

Output D

1. Involve Trustees/Members in overall policy making and are sources of inspiration in programme planning
2. Attain excellence in terms of policies related to human resources, finance and administration
3. Equip with necessary human resources, physical facilities (equipment, space, furniture, vehicle, software, etc.)
4. Establish a research-based Documentation and Media Center
5. Develop and introduce a communication strategy for TIB
6. Develop and introduce a programme monitoring, evaluation and reporting system
7. Prepare and pursue a sustainability plan for TIB

Donor releases fund according to agreement

Report Cards

1. CCCs are formed as watchdog community groups
2. CCCs are encouraged to deal with local issues related to service delivery by public, nonprofit and private sector
3. CCCs are developing "report cards" on local level institutions
4. Local officials of respective institutions are aware of their institutions' role as "islands of integrity"

An activity plan of CCCs is under implementation within 12-18 months after the formation of CCCs

2 report cards have been prepared on local level institutions yearly after the implementation of the action plan.

25% local officials are appreciating the idea of islands of integrity to be pursued in their organization by 2005.

Activity reports of CCCs

Report cards

Interview reports

Activities

Output A

1. Identify geographical locations for CCCs
2. Select individuals/institutions for involvement as CCC members applying a set of criteria and procedure
3. Provide and agree on operational guidelines for the functioning of CCCs
4. Develop and implement a resource mobilization strategy for CCCs
5. Monitor the activities of CCCs in relation to their affiliation to TIB.

Output B

1. Orient CCC members on the importance of CCC's role, functions and scope to ensure efficient service delivery primarily through accountability and transparency of local level institutions
2. Organize yearly get-together of CCC members for sharing of experiences
3. Extend protective support, if required, legal support to CCC and its members related to programme activities

Output C

1. Discuss the structure and information of the "report card"
2. Provide CCCs with technical assistance with local level information collection/collation methods
3. Help develop mechanisms to prepare "report cards"
4. Assist CCCs in preparing "report cards"

Output D

1. Share the concept and understanding of "islands of integrity" with CCCs
2. Share good examples/practices of islands of integrity for further dissemination
3. Assist CCCs in encouraging local officials to initiate processes towards the spirit of "islands of integrity"
4. Provide demand-based technical assistance to CCCs to help local institutions develop as "islands of integrity"

Availability of fund.

Internal Evaluation Report

User's records

1. Modern information technology-based Advice and Information Centers are established in each division in cooperation with district-based CCCs.
2. Information from CCCs, media sources, report cards, etc. are compiled and kept ready for dissemination
3. AICs are enabled to facilitate local and divisional level action research on governance related issues.
4. AICs are enabled to disseminate information using mass and electronic media
5. A comprehensive periodic situation analysis on the state and trend of NIS is available

AICs have retrieval systems for dissemination in the form of paper clipping, disks, web site, etc. by 2005

Action research conducted half-yearly following a set of quality criteria.

12 events disseminating AIC-information through different media within 2005.

At least one survey in each division yearly.

Physical verification and user interview

Action research reports

Event records

Survey reports

Working environment of CCCs is free from unlawful hazards and other external constraints

NIS stakeholders are cooperative

Activities

Output A

1. Identify locations to set up AICs
2. Equip AIC with necessary facilities (equipment, furniture, database systems, communication links, etc.)
3. Develop model AICs in each division and link with others

Output B

1. Identify subject areas to gather information
2. Establish linkages with relevant sources of information on on-line basis
3. Gather information and store them in different forms (paper clipping, disk, CD rom, etc.)

Output C

1. Orient AICs on objectives and methodological aspects of corruption surveys
2. Extend demand-based technical assistance to AICs on conducting surveys through outsourcing and self-initiatives
3. Develop documentation capacities of AICs
4. Facilitate linkages between local regional and national surveys

Output D

1. Develop and introduce an user-friendly system for dissemination on cost-recovery basis
2. Manage information dissemination via different modes of communication (newsletters, books, reports, academic papers, press releases, press conferences, press briefings, research facilities, etc.)

Output E

1. Conduct research on the relationship of good performance in the public sector with incentives
2. Conduct diagnostic and analytical research on causes of corruption, reasons for failure of anti-corruption work and on prescriptive approaches
3. Undertake news scan and corruption almanac

Availability of fund.

Report cards

Minutes of the meeting of the parliamentary bodies

1. Alliances of CCCs and like-minded individuals and organizations with similar short-term objectives are formed
2. Effective linkages established with key parliamentarians / parliamentary bodies, representatives of chambers and of NGO-based associations entrusted with policy issues
3. Decision makers are aware of the importance of selected advocacy issues
4.  
5. A participatory research-supported action plan assigning roles to National Integrity System -stakeholders is developed
6. Media is assisting in framing public argument for policy changes

Visits/interactions held with opinion leaders regarding discussion on governance issues.

The majority of the opinion leaders of key political parties, chambers and NGO-associations are setting agenda on advocacy issues in respective forums within 2003.

An agreed upon action plan is available by 12/2001.

Major newspapers have printed articles or written commentary/editorial on policy changes and TV screened spots.

Activity reports

Interview report

Action Plan

Media survey report

NIS stakeholders are cooperative.

Activities

Output A

1. Undertake campaigns to generate interest among key stakeholders on the importance of alliances
2. Develop modus operandi of the alliance in terms of structure, responsibility, decision making and information sharing

Output B

1. Develop working relationships with key parliamentarians/members of parliamentary bodies and opinion leaders
2. Prepare and disseminate issue-based advocacy materials
3. Undertake issue-based campaigns to develop awareness of MPs / parliamentary bodies and representatives of chambers and NGO-associations

Output C

1. Organize regular issue-based formal interactions with the decision makers of the government, private and NGO sector
2. Advocate for the office of ombudsman, investigate journalism, an independent broadcasting authority, repeal of Official Secrets' Act, enactment of Freedom of Information Act, etc.

Output D

1. Motivate NIS stakeholders to participate in an action planning process
2. Facilitate the development of an action plan by NIS stakeholders

Output E

1. Approach media with issues based on set criteria and objectives
2. Frame the issues
3. Organize materials on the issue
4. Communicate the issues
5. Monitor media impact on policy issues

Donor releases fund according to agreement

Internal Evaluation Report

1. Trustees/Members are actively involved in overall policy making and are sources of inspiration in programme planning
2. TIB attains excellence in terms of policies related to human resources, finance and administration
3. TIB is equipped with necessary human resources, physical facilities (equipment, space, furniture, vehicle, software, etc.)
4. TIB has a research-based Documentation and Media Center
5. TIB has a communication strategy in application
6.  
7. A programme monitoring, evaluation and reporting system is in place
8. TIB is pursuing a sustainability plan

The decisions of TIB have been policy-guided. Management evaluation confirms TIB's stand as excellence.

Professionals as per job requirement are hired and a TIB office is full operation within 12/2000.

People are using TIB documentation and media center and consider it as the best reference on governance issues

TIB is known to the majority of stakeholders as a nonprofit organization working for transparency and accountability

TIB periodically publishes reports on its programmes and finances

TIB's share in financing its programme increases by 10% yearly.

Evaluation Report.

Public Perception Survey

Physical verification report

Interview report

Survey

Annual Reports

Financial Report / Audit Report

Activities

Output A

1. Develop a dynamic membership policy
2. Involve Trustees in the policy decisions and fund raising campaigns
3. Involve Trustees with respective expertise in programme development

Output B

1. Prepare and introduce human resource management, accounting and administrative manual for TIB
2. Undertake periodic review of the TIB management and report to Trustees

Output C

1. Prepare an input requirement plan and procure/arrange (human resources, materials and equipment)
2. Arrange staff training on programme and management issues to new recruits

Output D

1. Sponsor/facilitate research activities on governance
2. Establish one library and documentation unit as reference point on transparency, accountability and corruption issues.
3. Establish linkages with individuals/institutions at home (AICs) and abroad to share information
4. Introduce information dissemination services from TIBDC on cost-coverage basis.

Output E

1. Develop a communication strategy for TIB
2. Prepare TIB web sites, media spots, brochures, multimedia presentation materials
3. Conduct periodic public perception survey of TIB as an institution

Output F

1. Develop and introduce program monitoring evaluation and reporting system
2. Publish TIB annual reports and disseminate its operations through public gatherings

Output G

1. Undertake internal fund raising campaigns for subscriptions and donations
2. Diversify external funding of TIB programmes
3. Introduce a fee policy for TIB information services
4. Rent out media center as venue for training, seminar, meeting and conferences.
5. Function as sales center for materials/publications on governance issues
6. Establish an endowment fund for TIB

Donor releases fund according to agreement