Municipal Finance and Capacity Building (MFCB) Programme
Programme Status
Last Update: October 2, 2023 Time elapsed: 95% (118% original)
Start Date: 1 Feb 2019 Completion date: 31 January 2023 (Extended to 31 Jan 2024)
Total Activities: 52 Completed Activities: 24 (Process=14; Task=10)
Progress Status in terms of Logical Framework (Outcome and Output)
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Result Chain |
Indicator |
Baseline (value & reference year) |
Target (value & reference year) |
Current value*(reference year)* to be included in interim and final reports |
Source and mean of verification |
Risk Register |
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Impact (Overall objective) |
1.Enhanced Capacity of Municipalities and the Town Development Fund to foster local economic development and climate resilience investment through blended financing
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OSR data of Fiscal Year (FY) 2017/18 to be collected from respective municipality |
25% increase from baseline – by 2022[1]
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30% |
Municipal Annual Financial Report and Municipal Council Report
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1.2 Increase in number of businesses registered in the municipalities |
Business registration data to be obtained from respective Municipalities |
25% increase from baseline - by 2022
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29% |
Business registration data |
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1.3 Increase in TDF’s non-grant portfolio |
NRs. 1.3 billion of FY 2017/18 |
100% increase from baseline – by 2022 |
- |
Annual Audit Report of TDF |
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Outcome (s) (Specific objective(s)) |
2. Enhanced capacity of municipalities to identify, prioritize, develop and finance projects |
2.1Number of Municipal Strategic Plans developed/updated[2]
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4 Strategic Plans in place
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15 Municipal Strategic Plan developed /updated in all 15 participating municipalities - by 2020 |
13 IUDPs reviewed (2022). |
Annual Report of TDF
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2.2 Number of new projects developed in municipalities to be financed by TDF through blended financing |
2 projects approved in 2017/2018 to be financed by TDF through blended finance |
15 new projects, including Revenue Generating Projectsto be financed by TDF by 2022 |
10 bankable projects selected for financing (2022) |
Municipal Reports/ Annual Report of TDF |
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*Other Outcomes (*where relevant) |
3. Enhanced capacity of TDF for operationalizing municipal and impact investment facility with blended financing models |
3.1 Policy[3] for investment finance developed
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draft Policy in place
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Policy developed and adopted by 2019
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Investment bylaws developed and adopted (2022) |
Investment bylaws Guidelines |
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3.2 Fully operationalized online municipal project finance application system integrated with TDF’ Management Information System |
Partially operational |
Fully operational by 2020
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Fully operational (2022) |
Operational MIS system
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3.3 Increase in volume of projects financed by TDF through blended financing |
NPR 12.3[4] million approved to be financed by TDF in 2017/2018 |
Additional NPR 800 million to be financed by TDF through blended financing by 2022 |
NPR 2.22 billion approved in f.y. 2021/2022 |
Annual Audit Report of TDF |
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Outputs |
1.1 Output 1: Enhanced Capacity of municipalities to develop/ update long term strategic plans |
1.1.1 Number of Municipal Strategic Plans developed/updated[5]
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4 Strategic Plans in place
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Municipal Strategic Plan developed /updated in all 15 participating municipalities - by 2020
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9 IUDPs reviewed and selected bankable projects (2022). |
Strategic Plans
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1.1.2 No. of CIPs and Asset Management Plans in place |
Zero |
15 CIPs and 15 Asset Management plans in place (2020) |
3 CIPs and 6 Asset Management Action Plans developed (2022) |
CIP and Asset management plans |
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1.1.3 Automated Financial Reporting and Expenditure Tracking system introduced in 4 selected pilot municipalities |
Zero |
Automated financial reporting and expenditure tracking system/operational of 4 pilot municipalities by 2021 |
System under development |
Municipalities websites |
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2.1 Output 2. Enhanced capacity of municipalities to develop a municipal investment pipeline for improved urban infrastructure and services |
2.1.1 No. of projects developed in municipalities aligned with Strategic Plan |
zero
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15 projects developed by 2020 |
10 projects under development |
Municipal / TDF Annual Report |
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3.1 Output 3: Strengthened public accountability and citizen’s participation through improved expenditure tracking, management systems and citizen engagement processes of municipalities.
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3.1.1 Communication strategy, citizen engagement and grievance handling policy developed
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Not in place
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Developed by 2019
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Communication strategy developed (2022) |
Policy document
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3.1.2 Model Communication Strategy for citizen engagement and public accountability in municipal services and taxation
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not in place
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Developed by 2019
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Model Communication Strategy developed (2022) |
Model document
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3.1.3 Model Grievance Handling operation manual developed
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not in place
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Developed by 2019
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Model Grievance Handling operation manual developed (2022) |
Model document
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3.1.4 Upgraded ICT-based mechanisms to disclose key information in the Municipality
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Website in place but not updated timely |
Website upgraded and updated with key information in place by 2022 |
Website upgraded and updated (2022) |
Website of Municipalities
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4.1 Output 4: Enhanced capacity of TDF for establishing and operationalizing investment facility mechanism (Municipal Investment Facility and Impact Investment Facility), including PPP projects
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4.1.1 Update and strengthen municipal / impact investment facility mechanism and procedures
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Municipal Investment Facility mechanism and procedures in place Impact Investment facility not in place |
Investment Facility Mechanism and procedures developed/ updated and endorsed by the TDF Board by 2019
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- |
TDF Policy documents / TDF Board Minutes
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[1] Target year shifted as the programme period extended.
[2] Strategic Plans developed/updated changed to reviewed
[3] Policy replaced by bylaws
[4]Exchange rate is 1 Euro = 122.18 NPR
[5] Strategic Plans developed/updated changed to reviewed
Output level Progress status
A. Physical Progress
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Progress Status |
Previous |
Current |
Completed Activities |
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Output1: Enhanced capacity of municipalities to develop/ update long term strategic plan |
67 |
69 |
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Output2: Enhanced Capacity of municipalities to develop investment pipeline for improved urban infrastructure and services |
39 |
47 |
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Output3: Enhanced Capacity of municipalities to develop investment pipeline for improved urban infrastructure and services |
57 |
57 |
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Output4: Enhanced Capacity of municipalities to develop investment pipeline for improved urban infrastructure and services |
53 |
53 |
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Average Physical progress, % as of September 2023 |
54 |
56 |
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Activity Progress Status
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Ref |
Description |
Status |
Previous |
Current |
Plan |
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1 |
Output1: Enhanced capacity of municipalities to develop/ update long term strategic plan |
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1.1 |
Prepare long term strategic plans |
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1.1.1 |
Inception workshop |
Complete |
100 |
100 |
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1.1.2 |
Support for preparation and review of municipal Strategic Plan and Profilling |
9-IUDPs with projects and 9-DEDs reviewed; extracted and recommended 7 bankable projects |
60 |
67 |
Review and report findings- from more 8 IUDPs |
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1.1.3 |
Support for preparation of common LED Strategy for municipalities |
Document complete for procurement-ToR complete |
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1.1.4 |
Municipal Financing Strategy Developed |
Inception report received |
55 |
55 |
Follow up consultant |
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1.1.5 |
Training and Preparation of Medium Term Expenditure Plan for the Municipality |
MTEP final plan submitted |
100 |
100 |
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1.1.6 |
Training and Preparation of Capital Investment Plan and Asset Management Plan |
Inception report received for CIP; 10 Asset Mgt Plan complete |
58 |
58 |
Finalize |
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1.1.7 |
Prepare Revenue Improvement Action Plan (RIAP) |
Complete |
100 |
100 |
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1.1.8 |
Procurement and Contract Management Training |
Complete |
100 |
100 |
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1.1.9 |
Support Preparation of Procurement Plans |
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0 |
0 |
Plan and expedite |
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1.1.10 |
Prepare ICT based Guidelines and procedure document for IPT/Business Tax and House Rent Tax |
Complete |
100 |
100 |
Follow up consultants |
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1.1.11 |
Introduce e-building permit system |
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1.1.12 |
Conduct seminars/workshops for advocating climate resilient and sustainable urban infrastructures |
Complete |
100 |
100 |
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1.1.13 |
Organize workshops to prepare civic education materials on disaster risk reduction for CBOs |
Complete |
100 |
100 |
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1.1.14 |
Organize workshop for advocating/dissemination of Asset Management Plan |
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63 |
63 |
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1.2 |
Initiate Piloting for Strengthening ICT-based OSR and Service delivery (in 4 pilot municipalities) |
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1.2.1 |
Support Selected pilot municipalities in automation of financial reporting including expenditure tracking system |
Consultant mobilized |
35 |
35 |
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1.2.2 |
Support pilot municipalities in designing and implementing street addressing system and house numbering system |
Final report review process |
90 |
100 |
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1.2.3 |
Support to establish database of key taxes and service delivery in selected pilot municipalities Support ICT-based municipal service delivery |
Field report received; to be presented |
30 |
55 |
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1.2.4 |
Introduce e-building permit system |
Field report received. |
30 |
30 |
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1.2.6 |
Conduct advanced ICT Training to key officials of selected pilot municipalities for implementation of integration of revenue and service delivery |
Concept Note prepared: Training is related to 1.2.3 & 1.2.5 |
10 |
10 |
Finalize concept for the training |
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64 |
69 |
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2 |
Output2: Enhanced Capacity of municipalities to develop investment pipeline for improved urban infrastructure and services |
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2.1 |
Support Project Development |
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2.1.1 |
Training and support on project development, including checklist, screening and prioritization of potential projects |
Concept note prepared |
0 |
0 |
related to strengthen TDF appraisal system- (4.1.5) |
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2.1.2 |
Conduct pre-feasibility study for potential investments |
16 projects have been selected for DPR study |
100 |
100 |
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2.1.3 |
Prepare Detailed Project Reports for bankable investment projects |
Pkg 1&3: Inception Report; Pkg 2 Field report received |
30 |
32 |
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2.1.4 |
Support Design and Finance for urban regeneration including land development |
Inception report received |
25 |
55 |
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2.1.5 |
Develop feasibility/DPR project pipeline for Smart Water Grid (SWG) |
Cancelled |
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39 |
47 |
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3 |
Output3: Strengthened public accountability and citizens participation through improved expenditure tracking, management systems and citizen engagement processes of municipalities |
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3.1 |
Conduct Training and awareness raising on participatory planning |
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3.1.1 |
Training on Participatory planning and budgeting process |
Complete |
100 |
100 |
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3.1.2 |
Workshop on GESI mainstreaming strategy in operation of programme and projects at local level |
Proposal completed. |
10 |
10 |
Plan Workshop with sufficient preparations |
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3.2 |
Develop local dialogue and communication strategy for citizen engagement and public accountability in municipal services and taxation |
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3.2.1 |
Support municipalities to prepare communication strategy for citizen engagement and public accountability in municipal services and taxation |
Complete |
100 |
100 |
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3.2.2 |
Support mechanism to disclose key information in the municipality website in accordance with Right to Information Act |
Concept note complete; related to 1.2.6 |
10 |
100 |
study 15 municipal webite |
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3.2.3 |
Support to ensure public hearing are conducted |
Public hearing-Notes collected from concerned municipalities (f.y. 2078/79); Checklist developed for fy 2079/80 |
80 |
80 |
Support at least one public hearing in the municipality |
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3.2.4 |
Prepare common Grievance handling policy and operation manual for municipality |
Complete |
100 |
100 |
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3.2.5 |
Support CSO capacity for demand of services |
Complete |
0 |
0 |
Prepare concept note and organize one day training to municipalities |
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57 |
70 |
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4 |
Output4: Enhanced capacity of TDF for establishing and operationalizing investment facility mechanisms (Municipal Investment Facility and Impact Investment Facility), including PPP projects |
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4.1 |
Support actions on non-grant financing products |
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4.1.1 |
Conduct Credit Rating Assessment of TDF |
ToR Finalized |
15 |
15 |
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4.1.2 |
Conduct Study on gap analysis between best practices of other relevant municipal development banks and TDF |
Final report received |
100 |
100 |
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4.1.3 |
Strengthen TDF's online municipal project finance application system |
Detailed analysis of finance application system of TDF with recommendation completed |
90 |
90 |
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4.1.4 |
Strengthen database and M/E system of TDF |
System developed; tested and implemented |
100 |
100 |
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4.1.5 |
Preparation of TDF's Appraisal Guidelines |
Final report received |
100 |
100 |
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4.1.6 |
Preparation of DPR of model green building |
Draft report submitted |
65 |
65 |
Follow up consultant |
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4.1.7 |
Povincial workshop conducted in 7 provinces on TDF's Business Products, Services and application procedures tec. |
Completed in 7 provinces; supplementary workhop planned to conduct in March and April |
100 |
100 |
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4.1.8 |
Support the preparatory works for bond issuance strategy and guidelines |
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0 |
0 |
Sr. Banker will workout while on board |
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4.1.9 |
Conduct Market Study for bond issuence |
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0 |
0 |
Sr. Banker will workout while on board |
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4.1.10 |
Preparation of TDF Appraisal System based on Appraisal Manual |
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0 |
0 |
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4.2 |
Support Municipal Investment and Impact Investment Facility Systems and Procedures |
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4.2.1 |
Support for preparation of Municipal Investment Facility guidelines including revision of existing common loan and grants policy (Infratructure Financing Guideline 01) |
Complete |
100 |
100 |
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4.2.2 |
Develop loan recovery policy and guidelines for TDF |
Complete |
100 |
100 |
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4.2.3 |
Develop Impact Investment Strategy and Operation systems |
Consultant mobilized |
25 |
25 |
Follow up consultant |
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4.2.4 |
Develop Potential Impact Investment Concept Notes (related to climate resilient urban infrastructure) for implementation |
Complete |
100 |
100 |
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4.2.5 |
Develop feasibility studies and DPRs for climate resilient urban infrastructure (compatible to GCF standard) |
EoI evaluation complete; TOR under preparation 3 projects |
15 |
15 |
Proceed for RFP with revisiting ToR |
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4.2.6 |
Support advocacy and policy intervention on various related thematic areas including energy efficiency investments |
TOR finalized |
15 |
15 |
NEEP regular program-energy audit |
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4.2.7 |
Conduct workshops and conferences on lessons learned from the MFCB pertaining to municipal finance |
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0 |
0 |
Draft concept note, and discussion models |
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4.2.8 |
Conduct Municipal Infrastructure Investment Summit |
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0 |
0 |
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4.3 |
Support TDF capacity to finance PPP projects |
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4.3.1 |
Conduct workshop and initiation of PPP for high impact projects |
Workshop preparation completed |
100 |
100 |
Conduct PPP initiation of PPP for high impact projects |
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4.3.2 |
Develop PPP financing policy, manual/guidelines for TDF |
Complete |
100 |
100 |
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4.4 |
Conduct Impact Assessment of sector wise projects supported by TDF (Water Supply, Bus Park and Commercial Complex) including TDF's contribution to the national economy |
Final Report received |
100 |
100 |
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4.5 |
Conduct Study on TDF's role, opportunities and challenges in the changed federal context |
Consultant mobilized |
25 |
25 |
Follow up consultant |
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4.6 |
Conduct Twinning Programme with an International Agency working on municipal infrastructure financing institution, such as Netherlands Municipal Bank (BNG) and Exposure Visits 18 personnel for Capacity Development |
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5 |
100 |
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4.7 |
Conduct workshop on TDF restructuring strategy and way forward with different donors |
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10 |
10 |
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54 |
57 |
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Average Progress, % |
57 |
61 |
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B. Financial Progress
MFCB Program Expenditure Status
Contract No: CSO-LA/208/402-797
Reporting period: September, 2023
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Amount received |
NPR |
EURO |
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Contract Amount |
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1,996,191.00 |
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Date Received |
7/2/2019 |
36,362,580.38 |
280,534.00 |
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Date Received |
18/03/2022 |
179,445,637.91 |
1,382,477.95 |
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Amount received Total |
215,808,218.29 |
1,663,016.95 |
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Total Expenses till June 2023 |
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750,779.85 |
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Expense Percentage |
37.57% |
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C. Next Month Plan
Major task and process oriented activities have been planned for the next month:
Output1: (1.1.2) Review of 4 Strategic Plans and extract bankable projects for TDF; collect additional IUDPs.
Output2: Follow up consultants for timely completion of tasks and ensure output quality
Output3: Follow up of contract management of task oriented activities
Follow up consultants for timely completion of tasks and ensure output quality
Output4: Contract management of task oriented activities
Follow up consultants for timely completion of tasks and ensure output quality
Others: Finalize a hiring the experts ensure their inputs in programme implementation.
Follow up of ongoing contract packages of task oriented activities
D. Issues and Challenges
- The contract management for task oriented activities are to be improved significantly with duly follow up of contract administration.
- The remaining activities related to bond issuance require bond specialist, however the expert is absent and not on board.
- To proceed time taking consulting tasks, for example, preparation of DPRs for bankable and urban regeneration project are just started and could take sufficient time to be completed. The procurement of consulting firms to study GCF targeted projects could take sufficient time, hence the process to be timely decided.
- Some major process oriented activities are substantially pending due to the absence of Experts, who were supposed to be hired.
- Recruitment of vacant Experts’ positions are crucial