UNITED NATIONS CAPITAL DEVELOPMENT FUND (UNCDF)Better Than Cash Alliance (BTCA)

Better Than Cash Diagnostic: Bangladesh

REQUEST FOR APPLICATIONSDeadline for submission: March 1st of 2016

1. INTRODUCTION TO THIS REQUEST FOR APPLICATIONS

1.1. Purpose of the RFAThe Government of Bangladesh has committed to moving payments from cash to digital. The purpose of this request for applications (RFA) is to support the Government of Bangladesh to assess its payments ecosystem, measure the current state of its transition to electronic payments, address its readiness to further shift specific types of payments to digital means, and inform policy and decisions of market participants. The expected result is a published study entitled “Better Than Cash Diagnostic: Bangladesh”. This study will deep dive into the country payments ecosystem, measure payment flows, place it along a trajectory of payments ecosystem development, provide a roadmap and recommendations for the shift, inform the development of a broader strategy for digitization, and serve to track progress towards stated goals. The study is not intended to analyse the payments system itself, but rather the role of the payments system as part of a broader context of digitization and inclusive finance.

This research aims to reveal insights around Bangladesh’s current state of digitization and how different players of the payments ecosystem fit, influence or drive the shift to digital payments1; to identify knowledge gaps about ecosystem incentives; and to provide evidence for policy or market intervention; by understanding the incentives and challenges of the actors in the ecosystem involved in the digital shift, estimating volumes and value of payments, identifying and prioritizing payment uses cases, identifying methods of digital payments possible for particular applications, assessing gaps in available data, and providing actionable recommendations to monitor and accelerate the shift. The research will also aim to identify obstacles that prevent more participants from being included in the financial system.

1 Digital Payments: There is no one standard definition of a digital or electronic payment. Digital Payments are transfers of value which are initiated and/or received using electronic devices and channels to transmit the instructions. While payments are made using payment instruments (e.g., cash, checks), digital payments are not one instrument but rather an umbrella term applied to a rage of different instruments used in different ways. Digital payments instruments can be grouped together with respect to their underlying nature in two ways: narrow choice –‘Paper’ vs ‘non-paper’ and broad choice –‘cash’ vs ‘non-cash’. See ‘How to Define Digital Payments?’: https://www.betterthancash.org/tools-research/toolkits/payments-measurement/focusing-your-measurement/introduction

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cash to catalyse their migration to digital channels. Ecosystem Approach: The Better Than Cash Alliance works with all participants in the

payments ecosystem to understand their use cases and ensure participation of public sector, private sector and civil society, including international development organisations.

The BTCA Diagnostic approach has two distinguishing features: (a) It measures or estimates the number and value of payments and the proportion of those payments made by digital means across all payment flows in the payment grid (in other words: in all payer-payee combinations) and (b) Rather than addressing the payments system as a whole, it uses a more focused frame of analysis: the payments use case. In technical language, a use case describes a cluster of characteristics attached to a payment type which identify: a specific store of value, such as a bank account or a mobile wallet from and to which payment is made; a specific channel, such as an ATM or a website which is used to initiate and authorize the payment; and a specific payment instrument, such as a debit card or a check, which is used to execute the payment

a benchmark as well as providing support to the development of an inclusive digital payments ecosystem in Bangladesh. It will also provide insights valuable for other countries endeavoring to do the same. After appropriate consultation with the Ministry of Finance and Prime Minister’s Office, outputs and deliverables of the diagnostic will be made public with the intent that it can and should be freely and widely used by other parties inside and outside of Bangladesh.

1.2. TimingShould you be interested and decide to submit an application for this project, please advise accordingly by email no later than February 9, 2016.

The deadline to submit questions and request consultations is February 9, 2016 Eastern Standard Time.

Applications should be returned to the Better Than Cash Alliance Secretariat by email no later than midnight on March 1st 2016 Eastern Standard Time (GMT -5). It is anticipated that negotiations and grant signing will commence within 3 to 4 weeks of application submission.

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What is the difference between a “Better Than Cash” diagnostic and a payment system diagnostic?Most payment diagnostics focus on the payment system itself, including payment providers, instruments, technologies, rules, regulations, etc. The Better Than Cash Alliance approach extends this methodology to assess the entire payments ecosystem, with a focus on use cases rather than specific instruments. A Better Than Cash Diagnostic also ensures there is a focus on Inclusiveness: Ensuring that all potential participants are included in the financial system,

with a specific regard for womens’ economic empowerment. Cash To Digital. BTCA works with payments that are currently undertaken predominantly in

cash to catalyse their migration to digital channels. Ecosystem Approach: The Better Than Cash Alliance works with all participants in the

payments ecosystem to understand their use cases and ensure participation of public sector, private sector and civil society, including international development organisations.

The BTCA Diagnostic approach has two distinguishing features: (a) It measures or estimates the number and value of payments and the proportion of those payments made by digital means across all payment flows in the payment grid (in other words: in all payer-payee combinations) and (b) Rather than addressing the payments system as a whole, it uses a more focused frame of analysis: the payments use case. In technical language, a use case describes a cluster of characteristics attached to a payment type which identify: a specific store of value, such as a bank account or a mobile wallet from and to which payment is made; a specific channel, such as an ATM or a website which is used to initiate and authorize the payment; and a specific payment instrument, such as a debit card or a check, which is used to execute the payment

The overall duration of the study should be not more than four months. Expected date of full completion is July 25, 2016. Final presentation to key stakeholders is expected to take place between June and July 2016 with engagement in active dialogue throughout the process. Main stakeholders are comprised of: Prime Minister’s Office (PMO), Ministry of Finance, Central Bank, Ministries relevant with Social Safety Net Programs, Regulators, as well the Better Than Cash Alliance, and donors such as USAID, CGAP, and the Bill and Melinda Gates Foundation.

1.3. ContactApplications and any consultation about this RFA should be submitted via email at sonia.arenaza@uncdf.org; copying in (cc) michael.joyce@uncdf.org and mia.overall@uncdf.org Please include in the subject line of the email: “Better Than Cash Diagnostic: Bangladesh”

1.4. ResponsesAll queries and submitted applications will be acknowledged. A FAQ document will be shared with applicants that expressed interest to apply via email.

2. ORGANIZATION CONTEXT AND BACKGROUND INFORMATION

2.1. Organization ContextUNCDF is the UN’s capital investment agency for the world’s 48 least developed countries. It creates new opportunities for poor people and their communities by increasing access to microfinance and investment capital. UNCDF focuses on Africa and the poorest countries of Asia, with a special commitment to countries emerging from conflict or crisis. It provides seed capital – grants and loans – and technical support to help microfinance institutions reach more poor households and small businesses, and local governments finance the capital investments – water systems, feeder roads, schools, irrigation schemes – that will improve poor peoples’ lives. UNCDF programmes help to empower women, and are designed to catalyse larger capital flows from the private sector, national governments and development partners, for maximum impact toward the Millennium Development Goals.

The Better Than Cash Alliance is a partnership of governments, private sector and international organizations that accelerates the transition from cash to digital payments in order to reduce poverty and drive inclusive growth.

The Better Than Cash Alliance partners with governments, companies, and international organizations that are the key drivers behind the transition to make digital payments widely available by:

1. Advocating for the transition from cash to digital payments in a way that advances financial inclusion and promotes responsible digital finance.

2. Conducting research and sharing the experiences of our members to inform strategies for making the transition.

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3. Catalyzing the development of inclusive digital payments ecosystems in member countries to reduce costs, increase transparency, advance financial inclusion– particularly for women– and drive inclusive growth.

BTCA’s support to member governments to catalyze the development of digital payments ecosystems includes a basic set of member services that includes a “digital payments ecosystem convening” in the member country. This convening brings together all key private and public stakeholders to identify barriers and pathways to creating digital ecosystems that allow governments, companies and people to get paid electronically.

Better Than Cash also works with a limited number of countries on additional “Acceleration Services.” These are carried out with select governments where the country’s transition to digital payments is at a critical point in their pathway to digitization, and there is strong leadership willing to invest resources in creating an inclusive digital payments ecosystem. These services can include the diagnostic proposed in this RFA. They can also include a digitization roadmap and action plan, developed in partnership with the government to outline how relevant government agencies will work to digitize payments. Better Than Cash is working with Bangladesh on “Acceleration Services”.

2.2. Background Information about the Bangladesh Payments EcosystemThe ‘payments ecosystem’ is a term describing the interaction of various stakeholders who provide or process payment instruments with those who use them for a wide range of purposes in the economy. It goes beyond the systems used by those who provide or regulate payments by considering the requirements, behaviors, needs and implications for all users and potential users of payments.

Governments can be prime movers and play a catalytic role in supporting the evolution of a robust inclusive digital ecosystem and in moving the digital agenda toward financial inclusion. Government payments are important to any developed or developing country. This relative importance is usually measured as a percentage of government expenditures and/or tax collections. Those ratios range between 15% and 45% of a country’s GDP 2. Payments also vary based on who is the payer and who is the payee (See table below).

2 http://siteresources.worldbank.org/FINANCIALSECTOR/Resources/General_Guidelines_Govt_Payment_Aug2012.pdf#page=51

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Figure 1. The Payment Grid – Types of Payments by Payer and Payee. (Source: BTCA, 2012)

Bangladesh is one of the forerunners of microfinance and digitization of payments; and has already generated many lessons and experiences valuable for other countries.

Bangladesh joined the Better Than Cash Alliance in March of 2015, making a commitment to transition cash payments to electronic payments. This was part of its public commitment ‘Digital Bangladesh Vision 2021’ to move the country to a middle-income knowledge-based economy by 2021, which recognized the transformative role of information and communication technologies. The ‘Digital Bangladesh3’ transformation is led by the Prime Minister’s Office in general, and Access to Information Programme4 (a2i) in particular. The programme has a particular focus on financial inclusion through its 5,000+ Digital Centres established in all rural and urban local governance institutions around the country serving a monthly average of 4.5 million underserved citizens with over 60 electronic services. The government of Bangladesh seeks to digitize all forms of social safety payments to citizens (G2P payments), all forms of fees the citizens pay to the government for services (P2G payments), enable the digitization of all forms of domestic and international remittances (P2P payments) and financial transactions for e-commerce countrywide with a particular focus on rural areas (P2B payments).

The BTCA commitment was endorsed by all arms of government plus the Central Bank. Given the support of the highest-ranking government officials in the country, efforts to digitize payments enjoy full legitimacy within government.

While financial inclusion has long been a priority of the government, BTCA’s advocacy missions in 2014 catalysed the importance of digital payments within this broader goal such that now “digital financial inclusion” has been included among national priorities.

Following BTCA’s last visit to Bangladesh, the Prime Ministers Office’s formed an inter-ministerial working group which includes 12 ministries and following its first meeting on October 29, 2015 will meet bi-monthly to mainstream digital financial inclusion efforts across all arms of

3 Bangladesh Digital Financial Inclusion program http://www.a2i.pmo.gov.bd/content/digital-financial-inclusion 4 a2i Programme is an UNDP and USAID supported project (programme) having its office at the Primer Minister’s office.

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government. This committee has been tasked with developing a national strategy and detailed roadmap for digital financial inclusion, which will include an assessment of regulatory changes, policies and programs needed. The strategy is focused on G2P and P2G payments. In regards to P2G payments, the government sees an important opportunity to help the poor by reducing transaction costs from making P2G payments including travel time, travel costs, bribes and lost wages.

The Prime Minister’s Office is also piloting a system of digital program management, working with Ministry of Social Welfare, Ministry of Women and Children and Ministry of Liberation War Affairs.

Similarly, within the Prime Minister’s Office, A2i, in collaboration with the Bill and Melinda Gates Foundation, Better Than Cash Alliance and the Consultative Group to Assist the Poor (CGAP), are in the process of launching a study, “Building the Government Architecture for Digitizing Government Payments in Bangladesh5” to identify steps the Bangladesh government could take to move from its “as is” government to person (G2P) and person to government (P2G) payment architecture towards a future scenario(s) where government payments are fully digitized. The goal would be to identify the design principles, infrastructure and organizational requirements, technical specifications, and business models to facilitate the transition to digital government payments. The study would also develop a sequence of 3-5 key steps and investments needed to build the preferred architecture, while offering best practice solutions for this infrastructure.

The World Bank is also supporting the Government of Bangladesh to further develop its payments systems as part of the Bangladesh Financial Sector Support Program (FSSP)6. FSSP will help to strengthen Bangladesh Bank’s supervisory and oversight functions to mitigate financial sector risks. The project will also support strengthening the financial infrastructure, including the payments system, credit reporting systems, and other areas. This diagnostic is complementary to the World Bank program in that it provides information regarding a wide range of ecosystem participants and can encourage the use of the payments systems that will be developed with the support of The World Bank.

Bangladesh has served as a laboratory for development of digital payment solutions, with strong involvement of the private sector and funders. For example, the Bill and Melinda Gates Foundation supported the development of BKash, which has had a large effect on the market. Along with CGAP, it also supported a technical framework for G2P payments. The Digital Bangladesh program has already made great strides7. The programme has a particular focus on financial inclusion through its 5,000+ Digital Centres established in all rural and urban local governance institutions around the country serving a monthly average of 4.5 million underserved citizens with over 60 electronic services. For example, 34 million utility payments have been made through mobile phones and 12 million electronic money orders sent. With over 150 million people, including many of the world’s poor, accelerating the digitization of payments

5 https://wbgeconsult2.worldbank.org/wbgec/index.html6 http://www.worldbank.org/projects/P150938?lang=en7 https://www.youtube.com/watch?v=Ru-5PP0w6sg&app=desktop

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in Bangladesh would have a strong effect on accelerating this shift globally.

To better understand the current state of digitization and the way forward, this project will provide insights on the payments ecosystem, stakeholders incentives, knowledge gaps, uses cases for digitization, roadmap and actionable recommendations.

2.3. Related work by BTCA and ongoing efforts in digital payments across geographiesThe Better Than Cash Alliance has prepared similar Country Diagnostics for four countries (Nigeria8, Philippines9, Colombia10, Malawi11) and Toolkits for ecosystem diagnostics12, and payments measurement13 which provide guidance on carrying out this type of diagnostic and measuring the state of payments being made digitally. These rigorous diagnostics were conducted by the Better Than Cash Alliance in partnership with a consortium of local and global consulting and research entities led by Bankable Frontier Associates, as well as the World Bank Payments Group and CGAP in 2013. The countries were chosen primarily because of their size, their existing volume of cash payments and their political commitment to transitioning from cash to electronic payments. Taking an ecosystem-wide perspective and an inclusive process, teams of experts collected existing data in the field on the volumes, values, and payment means for each kind of payment made by governments, the private sector, and development community partners. They identified gaps in the data and designed measurement programs to fill those gaps and assess the country’s readiness to replace cash payment with electronic payments. The methodology for the measurement programs and for undertaking this diagnostic were developed into toolkits for application elsewhere. These diagnostics focused on retail payments (as opposed to high value payment systems), and they did so through the lens of payment use cases14. This lens helps to focus the analysis according to the needs and capabilities of the diagnostic’s implementers.

Also, The Journey Toward ‘Cash Lite,’ white paper has identified three shifts on the journey to electronic payments (‘cash lite’ societies): a bulk payer shift, a shift towards electronic bill payment and a shift for purchases. The shifts may not be sequential, thus multiple shifts are likely to happen at the same time but at different stages. These stages are referenced in the country diagnostics that have been published and should be referenced in the Better Than Cash diagnostic for Bangladesh as well. Additionally, a series of Case Studies illustrating specific experiences in shifting payments have been published and Toolkits have been produced to help

8 https://www.betterthancash.org/tools-research/case-studies/country-diagnostic-nigeri a 9 https://www.betterthancash.org/tools-research/case-studies/country-diagnostic-the-philippines 10 https://www.betterthancash.org/tools-research/case-studies/country-diagnostic-colombia 11 https://www.betterthancash.org/tools-research/case-studies/country-diagnostic-malawi 12 https://www.betterthancash.org/tools-research/toolkits/ecosystem-diagnostics 13 https://www.betterthancash.org/tools-research/toolkits/payments-measurement 14 Use cases are essentially clusters of payment types with related sets of key actors and incentives. Use cases can be broad (debit card usage for purchases) or narrow (government pensions paid by credit transfers).

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businesses15, governments16, development partners17 plan for their shift towards electronic payments.

It is expected that, where possible, the BTCA Diagnostic conducted in Bangladesh should utilise the same methodologies as previous BTCA Diagnostics and provide comparable snapshot or summary statistics. This is helpful for purposes of international benchmarking and comparison. Any variations or exceptions would need to be approved by the designated BTCA representative.

Additional insights can be drawn from related diagnostic exercises such as the World Bank’s A Practical Guide for Retail Payment Stocktaking18. European Blue Book that provides a comprehensive description of the main payment and securities settlement systems in the European Member States19, it covered many use cases, including “e-money and card-based schemes.” Report on the Brazilian Payment card industry20.

It is expected that this study leverages not only on The Better Than Cash Alliance’s current and ongoing studies but also on related studies/researches undertaken in Bangladesh and as part of the literature review21. Important Note: CGAP is commissioning a study into “Building the Government Architecture for Digitizing Government Payments in Bangladesh” in parallel with this BTCA Diagnostic22. This research and roadmap is specifically targeted to identify the steps Bangladesh could take to move from its “as-is” G2P and P2G payments towards a future scenario(s) where government payments are fully digitised. Although these elements will be referred to in the BTCA Diagnostic, the CGAP-commissioned analysis is expected to be a much deeper dive, including not only payments aspects but also internal government processes and mechanisms.Given similarities between the analyses and their audiences, It is expected that applicants for both studies would collaborate and share findings where possible and relevant. BTCA commits to assisting the applicant in this regard.

15 https://www.betterthancash.org/tools-research/toolkits/business 16 https://www.betterthancash.org/tools-research/toolkits/government 17 https://www.betterthancash.org/tools-research/toolkits/development-partners 18 http://siteresources.worldbank.org/FINANCIALSECTOR/Resources/A_practical_guide_for_retail_payments_stocktaking_version_GPW_101712.pdf 19 http://www.ecb.europa.eu/paym/intro/book/html/index.en.html 20 http://www.bcb.gov.br/Pom/Spb/Ing/Payment_Cards_Report.pdf 21 BTCA has engaged in a “Pathways to an Inclusive Digital Payments Ecosystem” study. This study will define, identify, classify, and present the different pathways to digitization that have been followed by BTCA member and non-member countries. The lessons learned by each country are a valuable guide for others undertaking similar journeys and BTCA is committed to documenting and sharing them.. 22 https://wbgeconsult2.worldbank.org/wbgec/index.html

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3. SCOPE OF WORK

BTCA is seeking applications from qualified technical partners (e.g., commercial for profit consulting firm, educational, or non-for profit organization) to work on an actionable study to focus on the payments ecosystem in Bangladesh and assess its trajectory of payments ecosystem development by identifying methods of digital payments possible for particular applications and incentives of key actors in the ecosystem to further enable, develop, and use digital payments. The diagnostic is expected to also identify specific examples of attempts to shift to electronic payments that could generate lessons for BTCA stakeholders. This study should take into account a literature review of BTCA resources as well as external literature related to digital payments in order to deep dive into country use cases and inform policy and decision of ecosystem participants. It should reference BTCA’s four published Country Diagnostics23.and Toolkits, such as How to conduct a country diagnostic, How to plan a shift to electronic payments for government.

BTCA recognizes that countries shift toward digital payments along different pathways and that other approaches may exist. The Country Diagnostics carried out in Colombia, Nigeria, Philippines and Malawi tested the hypothesis that countries tend to shift bulk payments first, then bill payments, and then consumer purchases24. This diagnostic should provide evidence on whether this hypothesis has some validity for Bangladesh and provide opportunities to benchmark against other countries.

3.1. Indicative Table of Contents Recognizing that every country is different and that the research conducted may lead to changes and improvements in this table of contents, the table below shows a general framework for BTCA Country Diagnostics. The section headings are those that have been used in previous country diagnostics and the subheadings illustrate some of the content anticipated. It contains suggested sections and questions that may need to be answered. Overall, it is expected that the firm suggest any needed improvements and updates this table of contents at the time of the proposal based on its experience doing similar studies and findings in Bangladesh, and/or during the course of the study based on the findings of the research.

I. Introduction1. The (BTCA) diagnostic approach25

23 https://www.betterthancash.org/tools-research/toolkits, https://www.betterthancash.org/tools-research/case-studies#filters 24 The Journey Toward ‘Cash Lite,’ Better Than Cash Alliance, 201225 The BTCA diagnostic approach has two distinguishing features: (a) It measures or estimates the number and value of payments and the proportion of those payments made by digital means across all payment flows in the payment grid (in other words: in all payer-payee combinations) and (b) Rather than addressing the payments system as a whole, it uses a more focused frame of analysis: the payments use case. In technical language, a use case describes a cluster of characteristics attached to a payment type which identify: a specific store of value, such as a bank account or a mobile wallet from and to which payment is made; a specific channel, such as an ATM or a website which is used to initiate and authorize the payment; and a specific payment instrument, such as a debit card or a check, which is used to execute the payment.

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2. Key findings: Bangladesh3. Outline of the report4. Payment flow diagnostic features

II. Country context1. Drivers of a high demand for cash2. Who is leading financial inclusion in Bangladesh and how? 3. Levels of acceptance of payments4. Relevant information such as: uses of cash and electronic payments across the

value chain, persistence on cash, growth/concentration of electronic paymentsIII. Evolution of policy toward electronic payments

1. Technical and legal infrastructure2. Policy towards financial inclusion3. What are the government policies, if any, targeting specific payment streams?4. Payment ecosystem milestones5. Drivers of change in policy and attitudes

IV. Current state of transition to electronic payments1. Main indicators2. Data quality index3. Payments data by payer and payee4. Comparison to other sources

V. Trajectory of shift: payment infrastructure and incentives1. Incentives shaping the trajectory of digital payments2. Influence of legal and technical infrastructure on the shift3. Key issues affecting the trajectory of digital payments4. Relevant uses cases and criteria for its selection and prioritization5. Uses cases: current options, payment data, and trajectories

VI. Lessons about sequencing and prioritizing the shift1. Status of the journey2. Who is leading or inhibiting the journey?3. What are the initiatives and coalitions underway? 4. Are there any financial sector or business barriers to shifting?5. Is it possible to compare the country’s journey with any other sources/studies?

VII. Roadmap and recommendations for accelerating shift to digital payments 1. Roadmap and potential project sequencing2. Mapping of potential coalition partners3. Potential scenarios for the future of Bangladesh’s payments ecosystem4. Recommendations

VIII. Annexes (all considered relevant) for example: 1. List of acronyms and glossary

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2. Detailed payment grid3. Others

3.2. Expected Outputs (research and analysis to be included)The Better Than Cash diagnostic for Bangladesh should involve desk research and in-country data collection and is expected to cover the following main areas. :

3.2.1.Assessment of payments ecosystem: this involves understanding the country context and payment ecosystem, as well as its current state of transition and evolution toward electronic payments. An overview of key elements of the relevant country context. The diagnostic is

expected to use a robust analytical approach and provide an overview of the relevant macroeconomic context for digitizing payments in the country including an assessment of economic context, state of financial inclusion, state of digital payments infrastructure and market development, government and regulatory policy toward digital payments, and how political economy issues, pricing rules, technical challenges, and consumer education difficulties combined are hindrances to digital payments; and for identifying incentives of different players in the ecosystem and opportunities to shift to digital payments as well as identifying champions and allies.

Evolution of Policy Towards Electronic Payments. It should include a chronology of key policy initiatives – by the government and the private sector – which have propelled the shift from cash to electronic payments. It may discuss how political economy issues, pricing rules, technical challenges, and consumer education may help or hinder the shift to digital payments. It should examine specific initiatives relevant to digital payments, and factors contributing to their success and failure. This may include, for example identify incentives of different players in the ecosystem and opportunities to shift to digital payments as well as identifying champions and allies.

Current State of Payments. This will be focused on compiling existing data and calculations to quantify the number and values of payments made in each cell of the payments grid which includes the following (see Figure 1 in section 2.2 and list below) as well as percentage of payments made by electronic means. Payments to be included:

o G2G: Central government disbursements to local level and transfers within the central government

o G2B: Supplier payments and utility paymentso G2P: Cash transfers or welfare programs, salaries and pensionso B2G: Taxes, fees for licenses and permits, payments to government utilitieso B2B: Supplier payments; utility payments; pension contributionso B2P: Salaries and benefitso P2G: Taxes, utilities, debit card payments of taxes, payments to government

utilitieso P2B: Utilities, school fees, credit card payments, pension contributions, debit

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card payment at storeso P2P: Remittances, giftso D2G: Taxes o D2B: Utility paymentso D2P: Cash transfers, salaries for local employees

Estimate the aggregate number and value of payments and the proportion of payments made digitally across all payment flows in the country. Indicators expected from the analysis are country context indicators, payments by payer per month by volume and value. Estimates should be done using the best available data, also the diagnostic will provide an evaluation of available data (data quality index26)

The estimates for payments in the country should allow a benchmark in the context of the estimates for the countries BTCA has performed a diagnostic and any other existing diagnostics.

Sources to consult for performing the assessment are –but not restricted to- Central bank, Ministry of finance, Government payment agencies, Government statistics office, Social welfare ministry, Revenue authority, Treasury, Telco regulator, national and sub-national agencies, banks, bankers association, switches and clearing houses, MNOs, remittances services, agent networks, card networks, Chamber of commerce, Industry groups, utility companies, research firms, donors, development partners, technology and fintech providers, workers associations. The technical partner is expected to perform in-person interviews and self-response questionnaires. Interviewees for the diagnostic should be asked for their insights on the current pace of change towards the usage of digital payments within the ecosystem and the relevant use cases and what is affecting it.

Note on data collection: This study will be launched at a Digital Payments Ecosystem Convening organized by the Prime Minister’s Office a2i team in partnership with BTCA. A wide range of the above-mentioned stakeholders will be present. The Prime Minister’s Office will provide support for the data collection process by introducing the selected research firm and by publicly leveraging entities that possess data on payments to collaborate with the selected research firm. The Prime Minister’s Office will also assist in collaborating with firms working on other associated research, such as the CGAP study into “Building the Government Architecture for Digitizing Government Payments in Bangladesh”.

3.2.2.Trajectory towards electronic payments: this involves identifying a relevant set of payment types or use cases and assessing the likelihood of further movement. Identify and prioritize use cases. This involves identifying and prioritizing uses cases

that will help to assess the trajectory of the shift (see Figure 2 for an example). Readers of the diagnostic should be able to understand the importance of the chosen use cases relative to the larger payments space, as well as establish a baseline for evaluating future changes. Prioritization of uses cases should inform the main criteria for choices of payment use

26 The Data Quality Index (DQI) rates the quality (completeness and reliability) and availability of payments data in the country.

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cases (e.g., information needs that other market participants have, quantitative importance of a use case relative to other use cases, information that can be gathered with a reasonable level of effort and resources, level of expertise available to conduct the analysis.) Examples of payment use cases done in previous BTCA country payment ecosystem diagnostics include: mass electronic credit, remote bill payment, card payment at merchants, mobile payments to merchants, and p2p payments.27

Figure 2. Mapping use cases into the payment grid

Evaluate the likely trajectory of digital payments by assessing the country trajectory for the shift to digital payments, given current ecosystem conditions and incentives in the market (see Figure 3 for an example); and identifying barriers affecting the trajectory of digital payments. This assessment will be done using the use cases previously identified. It is expected the firm analyses options, barriers, data and trajectory for each payment. Analysis of barriers should include specific regard to barriers that prevent inclusive digital finance for all, including women and vulnerable populations.

Figure 3. Shifts between the stages from cash heavy to cash lite

27 The quantitative importance of a use case relative to other use cases is exemplified in the following two cases: In the Banco Central do Brazil (BCB)’s stock-taking, closed-loop card networks and mobile payment schemes, as well as any transactions involving the credit unions sector, were excluded from analysis — all because transaction volumes and values were so low compared to other payment types. For the same reason, mobile money person-to person payments were not chosen for the BTCA diagnostics; in the four countries studied, usage is nascent or low, and other use cases better illustrate the key payments actors’ incentives. However, the BTCA diagnostic for Malawi did include mobile money because development partners there have begun to use mobile money schemes to distribute emergency cash transfers. These efforts have struggled in the face of low penetration of access points and other operational challenges. P2P usage is at a low base, as one MNO’s scheme had been in the market for just two years and the others for less than one year at the time of the study.

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Provide lessons about sequencing and prioritizing the shift.

3.2.3.Roadmap and recommendations for the shift: the diagnostic is expected to provide a roadmap and recommendations to shift to digital payments taking into account competing and complementary incentives of the different stakeholders as well as identify champions and allies to move the process forward and opportunities for empowering them. These recommendations could be policy, regulation, partnership, or processes that those use cases should follow to address identified barriers. The roadmap should be based on the findings and analysis during previous outputs of the report. Recommend ways in which the government and other stakeholders can promote the

expansion of appropriate, inclusive, affordable, and accessible digital payments. Identify opportunities the government has to leverage current digital payments

initiatives in the country (e.g., mobile platforms, electronic identification initiatives) Make suggestions on how to take forward the process of change after the

recommendations from the diagnostic (e.g., pilot programs to operationalize recommendations.) It is expected that the Bangladeshi Government will be actively involved in the discussions of the road map and so will be ready to implement the recommendations that result from this deep dive.

Describe potential scenarios for the future of Bangladesh’s payments ecosystem, given the potential use cases that have been identified as part of the diagnostic.

Map out potential coalition partners within government, financial industry, corporate, donors, etc.

3.3. Expected DeliverablesDeliverables in early phases will be produced in PowerPoint. During the final phase, the technical partner will produce:

A final detailed report in Word document that will be shared with BTCA as well as with the Prime Minister’s Office and Ministry of Finance. The expected length of the document is 45-50 page

Two revisions of the report to agree on a final version to be made public Highlights of the diagnostic in Power Point (key findings ready for a high level

presentation)

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Excel sheets with source files with the data collected by researchers. All data collected is considered a public good

A “Highlights” version of the report – to be drafted in partnership with a designated BTCA’s partner

A blog post for media placement in relevant market –with relevant data and examples The supporting data for an infographic with key messages and informed data to be

promoted on social media –mainly twitter and linkedin Participation in a one-hour webinar or equivalent and one learning workshop –

produced in collaboration with the BTCA team and BTCA’s partner

These deliverables should incorporate feedback from BTCA and key stakeholders before receiving the status of final deliverables. The firm should leverage a professional writer / copy editor as needed with the ability to communicate to different audiences and be assertive in engaging BTCA’s target audience; which the firm will provide (i.e. included within applicant’s budget allocation and timeline).

The firm is expected to work with the BTCA Member Services and Knowledge teams during the lifecycle of the project and with the communications team specifically to help promote the key findings of the paper. Target audience are decision-makers and experts from governments, central banks, companies and international organizations, as well as other stakeholders, who are involved or interested in moving away from cash to digital payments. These include –but not restricted to- BTCA members, potential new members and funders, as well as partners. BTCA would also like to raise media attention, which will require the study to highlight new data as well as human-interest stories about the positive impact of effective shift to inclusive digitization.

4. AGREEMENT PARAMETERS

4.1. Outputs and deliverablesThe outputs and deliverables of the study will be presented to and discussed with the Prime Minister’s Office and Ministry of Finance of Bangladesh. An agreed version of the study will be published and considered to be valuable as a public good. Thus, a final version will be placed in the public domain with the intent that the study can and should be freely and widely used by other parties.

4.2. DurationThe technical partner is expected to sign a Performance Based Financing (Grant) Agreement with UNCDF on or before the 1st April (see Annex 2 for a sample of our legal language in this regard. Applicants not familiar with UNCDF agreements are encouraged to request a sample from sonia.arenaza@uncdf.org prior to submission of application). The overall duration should be not more than four months. Expected date of full completion is on or before August 1, 2016. Final presentation to key stakeholders is expected to take place between July and August 2016.

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4.3. Agreement sizeUp to US$150,000 for the actionable study on in the Better Than Cash Diagnostic for Bangladesh. Applicants should provide budgets indicating how they would allocate costs to produce high quality expected results with their technical approach.

4.4. LanguageThe deliverables, as well as any and all related correspondence exchanged by the organization and UNCDF, shall be written in English.

5. APPLICATION REQUIREMENTS

5.1. Minimum qualification criteria Any type of organization (commercial for profit firms, educational institutions, and non-

profit organizations) is eligible to compete Having successfully conducted similar assignments at a country or regional level such as on

digital payments diagnostics, digitization of government payments, electronic payments, financial and social inclusion, and digital financial services with proven excellent results

Demonstrated experience and deep understanding of public sector decision making process, public financial management, working reform process with governments in digital payments, digital finance, government payments, electronic money, and/or financial inclusion

The team should consist of general payments, measurement, and policy experts (e.g., a senior level consultant with experience across banking, MNO, or payment regulation), as well as research and country analysts (a local country analyst with stakeholder connections is preferred).o Payments expertise: Global level expertise on the issues surrounding the conversion of

cash payments to digital forms in emerging countries from an ecosystem perspective. Demonstrated understanding of the components of payments systems in emerging countries including experience in analysing such systems. Regulatory and/or industry experience related to retail payments systems, such as interoperability, branchless banking, and mobile money or agent networks. Demonstrated understanding of payment processes, trends and best practices for governments, businesses and development partners.

o Measurement expertise: Strong and rigorous financial inclusion research skills, leading to manuals or handbooks which can be understood by non-experts—as evidenced by previous publications. Experience planning and executing national-level quantitative research on consumer payments.

o Facilitation expertise: Experience in facilitating an inclusive research process across the financial sector that includes both managing and coordinating senior level interface with a range of governments, business and donor agencies as well as engaging with

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non-government organizations. Excellence in technical writing and fluency in speaking in English Evidence of high quality of documentation, packaging, and disseminating technical

knowledge to a wide range of audiences Have confirmed human resources to cover all planned/required activities Provide written confirmation (Annex 1) that the organization has reviewed the UNCDF

Grant Agreement template (available upon request), is prepared to sign it by April 1st , without revision to standard language

Submit a complete application

5.2. Other requirements and qualifications Experience working with high level government, private sector and international

organisations preferred Understanding of and stakeholder relationships in the country

o Knowledge of key payments databases internationally and in the specific country, including supply-side and demand-side

o Demonstrated familiarity with key stakeholders in the payments system and understanding of responsibilities and relationships of government agencies

o Commitment to provide in-country resources as needed to fill gaps in data and analysis Experience working in developing and emergence countries, in Bangladesh preferred Demonstrated excellence in research, analytical, and field implementation capacity

5.3. Structure of the Application The application should follow the template provided in Annex 1: Submission Format Only applications that follow the Submission Format and include all the necessary

documentation will be accepted

5.4. Submission of the Application Applications and any consultation about this RFA should be submitted via email at

Sonia.arenaza@uncdf.org; copying in (cc) michael.joyce@uncdf.org and mia.overall@uncdf.org

The subject line of the email should be: Better Than Cash Diagnostic: Bangladesh The deadline to submit the applications is March 1st 2016

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ANNEX 1: SUBMISSION FORMAT

[insert: Location][insert: Date

To: Ruth Goodwin-Groen, Managing Director, BTCA

Dear Sir/Madam:

We, the undersigned, hereby apply for Better Than Cash Diagnostic: Bangladesh in accordance with your Request for Application dated [insert: Date] and our Application. We are hereby submitting our Application, which includes the Technical Proposal including proposed budget allocation.

We hereby declare that:

a) All the information and statements made in this Application are true and we accept that any misrepresentation contained in it may lead to our disqualification; and

b) We have no outstanding bankruptcy or pending litigation or any legal action that could impair our operation as a going concern

We confirm that we have read, understood and hereby accept the duties and responsibilities required of us in this RFA, and the standard language of UNCDF’s Performance Based Agreements (PBA), including the requirements regarding the public good nature of the outputs to be produced (see Annex 2 for a sample of our legal language in this regard). Therefore, if our application is accepted, we will be ready to sign and accept the legal language, without modification, of the UNCDF grant agreement (performance based) by March 31st 2015.

We fully understand and recognize that UNCDF is not bound to accept this application, that we shall bear all costs associated with its preparation and submission, and that UNCDF will in no case be responsible or liable for those costs, regardless of the conduct or outcome of the evaluation.

We remain,

Yours sincerely,

Authorized Signature [In full and initials]: Name and Title of Signatory: Name of Firm: Contact Details:

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[Please mark this letter with your corporate seal, if available]

Page ________of ________ pages

SECTION 1: GENERAL APPLICANT’S INFORMATION

1. Applicant’s Legal Name:2. Type of Organization (e.g. commercial for profit firm, educational, non-profit, etc.):3. In case of Joint Venture (JV), legal name of each party:4. Actual or intended Country/ies of Registration/Operation:5. Year of Registration:6. Countries of Operation / No. of staff in each Country / Years of Operation in each Country7. Legal Address/es in Country/ies of Registration/Operation8. Description and value of top three grants or contracts relevant to the scope of this RFA for the past

five years. Provide the following information for each of them. Name of the project (website if applicable): Date, location: Client/Funder (if applicable): Grant/Contract value in USD: Types of results produced/activities undertaken: References, contact details (name, position, email, phone number):

9. Applicant’s Authorized Representative Information Name: Address: Telephone/Fax numbers: Email Address:

10. Are you in the UN Ineligibility List? ☐ YES or ☐ NO11. Attached are copies of original documents of:

☐ Financial statements for the past 2 years (in English)☐Letter from the applicant organization’s executive director, CEO, or board, expressing its commitment to the execution and participation in this process☐Complete resumes of all the team members involved in the assignment☐ Staff time allocation spreadsheet per result ☐Electronic copies and hyperlinks where available of studies, knowledge products produced under similar assignments and list of dissemination channels

,

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SECTION 2: SPECIFIC EXPERIENCE FOR THE ASSIGNMENT

12. Please describe your organization’s experience in producing similar projects/studies. For each one, make sure you describe the following (maximum 2 pages per project): Name of the project (website if applicable): Client/Funder (if applicable): Grant/Contract value: Description of the approach/methodology: Types of outputs/deliverables produced and activities undertaken: Tools used to conduct the study (e.g., ecosystem assessment, payments mapping and data

collection, data measurement, stakeholders analysis, research on the supply and the demand side of the payments ecosystem, roadmap to digitize payments, metrics/indicators collected, etc.):

Tools you used to identify opportunities and constraints at the policy, regulatory, and/or implementation level:

Time it took you to complete the assignment, dates, location: Number of people and names of the staff that participated in the assignment: Knowledge product production and dissemination strategy of the assignment: References, contact details (name, position, phone number, email):

13. Please describe your organization’s experience in gathering data for/performing country Better Than Cash Diagnostics as described in the scope of this RFA and key takeaways from performing those studies (maximum 3 pages)

14. Please describe your organization’s experience in assessing payment ecosystems –understanding the country context and payment ecosystem, as well as its current state of transition and evolution toward electronic payments (maximum 1 page)

15. Please describe your organization’s experience in assessing trajectory towards electronic payments –identifying and prioritizing payment use cases and evaluating the likely trajectory of digital payments (maximum 1 page)

16. Please describe your organization’s experience in roadmap and recommendations to shift to digital payments (maximum 1 page)

17. Please describe the research, knowledge product production, packaging and dissemination process of your organization (maximum 1 page)

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SECTION 3: APPROACH AND IMPLEMENTATION PLAN (15 pages maximum)

18. Ecosystem diagnostic toolkitIt is expected the applicant uses BTCA’s methodology as a cornerstone for the diagnostic. Please describe how you are planning to use this toolkit by itself or along with other frameworks/toolkits (e.g., BTCA’s measurement and stakeholder toolkits, proprietary or third-party) on this project. Please also describe how you will ensure results from this diagnostic are comparable to previous diagnostics and will reference other relevant activities.

19. Approach to the Results Required Please provide a detailed description of the approach/methodology for how the applicant will plan, focus the diagnostic, conduct research, gather data, perform analysis, and achieve project outputs and deliverables, keeping in mind the appropriateness to local conditions and project environment. Please provide an indication of data sources that will be used and resources that will be utilised to gather this data.

20. Implementation TimelinesPlease submit a Gantt Chart or Project Schedule indicating the detailed sequence of phases, activities that will be undertaken and their corresponding timing, specifying timelines, responsibility, and time devoted to each result.

21. Risks / Mitigation MeasuresPlease describe the potential risks for the implementation of this project that may impact achievement and timely completion of expected results as well as their quality. Describe measures that will be put in place to mitigate these risks.

22. Technical Quality Assurance Review MechanismsPlease describe details of the applicant’s internal technical and quality assurance review mechanisms.

23. Reporting and MonitoringPlease provide a brief description of the mechanisms proposed for this project for reporting to UNCDF and partners, including a reporting schedule (also reflected in Gantt chart).

24. Sub-granteesExplain whether any work would be delegated, to whom, how much percentage of the work, the rationale for such, and the roles of the proposed sub-grantees. Special attention should be given to

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providing a clear picture of the role of each entity and how everyone will function as a team.

SECTION 4: PERSONNEL

25. Management StructureDescribe the overall management approach toward planning and implementing this result. Include an organization chart for the management of the project describing the relationship, roles and responsibilities of key positions and designations.

26. Staff Time Allocation Provide a spreadsheet to show the activities of each staff member and the time allocated for his/her involvement. Please describe any travel/missions/field visits planned for this assignment indicating team member participation and duration.(Note: This spreadsheet is crucial and no substitution of personnel will be tolerated once the grant has been awarded except in extreme circumstances and with the written approval of UNCDF. If substitution is unavoidable it will be with a person who, in the opinion of the UNCDF’s Digital Finance Specialist, is at least as experienced as the person being replaced, and subject to the approval of UNCDF. No increase in grant will be considered as a result of any substitution.)

27. Qualifications of Key Personnel Provide the CVs for key personnel (Team Leader, Managerial, Technical experts and general staff) that will be provided to support the implementation of this project. CVs should demonstrate qualifications in areas relevant to the results to be produced. In addition to the CVs, please submit a summary for each person in the following format:

Name:Position for this Contract:

Nationality:Contact information:

Countries of Work Experience:Language Skills:

Educational and other Qualifications:Summary of Experience: Highlight experience in the region and on similar projects.Relevant Experience (From most recent):Period: From – To Name of

Organization/Project/Activity, if applicable:

Job Title and Activities undertaken/Description of actual role performed:

e.g. June 2015-February 2016Etc.

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Etc.References no.1 (minimum of 3):

NameDesignationOrganizationContact Information – Address; Phone; Email; etc.

Reference no.2 NameDesignationOrganizationContact Information – Address; Phone; Email; etc.

Reference no.3 NameDesignationOrganizationContact Information – Address; Phone; Email; etc.

Declaration:

I confirm my intention to serve in the stated position and present availability to serve for the term of the proposed grant agreement. I also understand that any wilful misstatement described above may lead to my disqualification, before or during my engagement.

___________________________________________ _____________________Signature of the Nominated Team Leader/Member Date Signed

SECTION 5: PROPOSED BUDGET ALLOCATION

Please provide budget allocation in the following suggested format:

28. Summary of costs

Level of effort # Days Cost Total

Team member #1 .. days

Team member #2 .. days

….. .. days

Sub-Total LOE USD …

Travel/mission/other budget Cost Total

Travel/mission #1

Travel/mission #2

Other (describe)

Sub-Total Travel

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Total USD …

29. Cost Breakdown per deliverables

# Deliverables[List them as referred to in the RFA, the following list is an example and not restrictive]

Percentage of Total Price (Weight for payment)

Price(Lump Sum,All Inclusive)

1 Clear study outline and plan2 Data to collect (e.g., survey tools, focus groups,

questionnaires, metrics/indicators, etc.) indicating what to collect and where to collect it from.

3 Assessment of payment ecosystem - understanding of the country context and payment ecosystem, as well as its current state of transition and evolution toward electronic payment

4 Trajectory towards electronic payments5 Roadmap and recommendations for the shift6 Draft of Research report7 Presentation of findings to key stakeholders8 Final research deliverables

Total USD ……

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ANNEX 2: SAMPLE OF UNCDF LANGUAGE REGARDING PROPRIETARY RIGHTS OF KNOWELDGE PRODUCTS PRODUCED UNDER THIS ASSIGNMENT

6.0 COPYRIGHT, PATENTS AND OTHER PROPRIETARY RIGHTS:

6.1 BTCA, Member Services is a project of the UNCDF, and as such, UNCDF is custodian of copyright, patents and other proprietary rights on behalf of BTCA, Member Services. Except as is otherwise expressly provided in writing in the Agreement, the UNCDF shall be entitled to all intellectual property and other proprietary rights including, but not limited to, patents, copyrights, and trademarks, with regard to products, processes, inventions, ideas, know-how, or documents and other materials which the Recipient Institution has developed for the UNCDF under the Agreement and which bear a direct relation to or are produced or prepared or collected in consequence of, or during the course of, the performance of the Agreement, and the Recipient Institution acknowledges and agrees that such products, documents and other materials constitute works made for the UNCDF. In line with the public good nature of the grant, UNCDF will place all the deliverables specified in the public domain with the intent that they can and should be freely and widely used by other parties and the RECIPIENT INSTITUTION shall not be excluded from the ability to use such deliverables on the same basis as other external parties.

6.2 To the extent that any such intellectual property or other proprietary rights consist of any intellectual property or other proprietary rights of the Recipient Institution: (i) that pre-existed the performance by the Recipient Institution of its obligations under the Agreement, or (ii) that the Recipient Institution may develop or acquire, or may have developed or acquired, independently of the performance of its obligations under the Agreement, the UNCDF does not and shall not claim any ownership interest thereto, and the Recipient Institution grants to the UNCDF a perpetual license to use such intellectual property or other proprietary right solely for the purposes of and in accordance with the requirements of the Agreement.

6.3 At the request of the UNCDF; the Recipient Institution shall take all necessary steps, execute all necessary documents and generally assist in securing such proprietary rights and transferring or licensing them to the UNCDF in compliance with the requirements of the applicable law and of the Agreement.

6.4 Subject to the foregoing provisions, all maps, drawings, photographs, mosaics, plans, reports, estimates, recommendations, documents, and all other data compiled by or received by the Recipient Institution under the Agreement shall be the property of the UNCDF, shall be made available for use or inspection by the UNCDF at reasonable times and in reasonable places, shall be treated as confidential, and shall be delivered only to UNCDF authorized officials on completion of work under the Agreement.

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