The goal of this phase is to develop institutional frameworks, improve tools, and improve governance in order to promote climate-responsive public finance management. In order to promote climate-responsive Public Financial Management (PFM), the IBFCR II will play a key role in modernizing and institutionalizing procedures to include climate considerations into budgetary practices. In particular, it will help the Ministry of Finance’s Finance Division develop a climate finance strategy, update current climate-budget instruments and guidelines, develop pertinent competencies, and improve governance for public finance connected to climate change.

By incorporating climatic dimensions into ministry budget management systems and coordinating the Annual Development Programme (ADP) with the Finance Division’s classifications of climate change, the IBFCR II will include climate change considerations into Bangladesh’s planning and budgeting procedures. In order to ensure inclusivity, the Project will assist the Finance Division in updating the climate public finance tracking methodology in accordance with national policies, including the National Adaptation Plan (NAP), Bangladesh Climate Change Strategy and Action Plan (BCCSAP), and Nationally Determined Contributions (NDC). It will also incorporate criteria for Official Development Assistance (ODA) and integrate gender and equity dimensions.

Duties and Responsibilities

The Project Manager will oversee the work of the Knowledge Management & M&E Project Analyst.

The project manager, the UNDP operations unit, the program cluster, government representatives, the commercial sector, and civil society organizations will all collaborate closely with the Knowledge Management & M&E project analyst. He or she will be in charge of accomplishing the project’s goals and results.

Observation and Assessment (M&E):

• The team and project management create an M&E framework and plans, specify project indicators, create tools, and gather and examine monitoring data in collaboration with the project manager.
• Create and put into place procedures for gathering and reporting data that are connected to project outcome metrics in order to facilitate regular reporting on project progress.
• Encourage data quality monitoring, activity progress tracking, and the identification of personnel and IP capacity building opportunities.
• Analyze implementation results using data or other reliable sources, and as necessary, provide program recommendations.
• Examining back-to-office, project, and activity implementation reports in order to assist M&E;
• Together with important government partners, non-governmental organizations, and community groups, prepare regular M&E reports, update risk matrix and logs, lessons learned logs, and plan regular monitoring and implementation progress reporting.
• Gather information from the monitoring reports. BTORs, activity implementation reports, KIIs, and so on, and update the framework for tracking and monitoring results on a regular basis.
• Aid in keeping track of the program’s major achievements and milestones;
• assistance in planning special events, including collaborative monitoring, donor involvement, and launches, etc.
• Find M&E capacity gaps and conduct a survey to determine M&E needs among project staff, including those at the municipality level.

Capacity Building and Knowledge Management  

• For the project communication work plan to be implemented, there must be continuous communication between the project manager, project management team, project board, and UNDP employees.
• In order to facilitate successful cooperation and encourage learning and sharing among stakeholders, support and facilitate learning agendas, collaboration, learning and adapting, and knowledge management activities.
• Encourage the creation of publications, record case studies, and compile best practices for education and dissemination.
• Create M&E knowledge management products, including webinars, lessons learned reports, toolkits for indicators, and handbooks, among others.
• In order to share knowledge and obtain up-to-date information about M&E rules, tools, and best practices, network and actively interact with colleagues, communities of practice, NDA, and other partners.

As judged essential to the smooth operation of the Office and the Organization, the incumbent carries out additional tasks within their functional profile.

Core competencies

• Obtain Outcomes: Level 1: Arranges and oversees one’s own tasks, pays close attention to details, and produces high-quality work by the due date
• Think Creatively: Level 1: Adapts to new ideas and understood dangers, solves problems practically, and makes improvements
• Continue to Learn: Level 1: Inquisitive and open-minded, exchanges information, grows from errors, and solicits criticism
• Adapt Quickly: Level 1: Flexible, constructively manages ambiguity and uncertainty, and adjusts to change
• Be Determined: Level 1: Exhibits motivation and drive, is composed under pressure, and exudes confidence.
• Engage and Partner: Level 1: Shows empathy and comprehension for others, cultivates wholesome connections
• Facilitate Diversity and Inclusion: Level 1: Recognize and value individual differences, address implicit bias, and combat discrimination