BANGLADESH WATER DEVELOPMENT BOARDsouthwest.bwdb.gov.bd/files/report/Projecet Inception...Consultants Service signed on 31 May 2017 between the BWDB and the consortium of HaskoningDHV

Asian Development Bank

BANGLADESH WATER DEVELOPMENT BOARD

Southwest Area Integrated Water Resources Planning and Management Project

Additional Financing

INCEPTION REPORT

Volume I – Main Report

Reference: WATBE8731R001D0.1

Revision: Final

Date: 27 September 2017

September 2017

Southwest Area Integrated Water Resources Planning and Management Project – Additional Financing

September 2017 INCEPTION REPORT i

HASKONINGDHV NEDERLAND B.V

Jonkerbosplein 52

6534 AB Nijmegen

Netherlands

Water

Trade register number: 56515154

+31 88 348 70 00

+31 24 323 93 46

[email protected]

royalhaskoningdhv.com

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Document title: INCEPTION REPORT

Document Subtitle Volume I – Main Report

Document short title: IR


Revision: Final


Project name: Southwest Area Integrated Water Resources Planning and Management Project -


Project Short name: Southwest Project - Additional Financing

Project number: BC8941-100

Author(s): Robert Roostee, AtaulHaq, C.M.Wijayaratna, Jan Bron

Drafted by: Robert Roostee

Checked by: Alex Hooijer

Date / initials:

Approved by:

Date / initials:

Classification

Project related

Disclaimer

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any other means, without the prior written permission of HaskoningDHV Nederland B.V.; nor may they be used, without

such permission, for any purposes other than that for which they were produced. HaskoningDHV Nederland B.V. accepts

no responsibility or liability for these specifications/printed matter to any party other than the persons by whom it was

commissioned and as concluded under that Appointment. The integrated QHSE management system of HaskoningDHV

Nederland B.V. has been certified in accordance with ISO 9001:2015, ISO 14001:2015 and OHSAS 18001:2007.


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Acknowledgement

In compliance with ADB Loan No. 3302 (SF) & GON Grant No. 0441 (EF) and the Contract for Consultants Service signed on 31 May 2017 between the BWDB and the consortium of HaskoningDHV and DevConsultants, the project is pleased to present the Inception Report of the Southwest Area Integrated Water Resources Planning and Management Project. The report has been drafted as teamwork between the Consultant and the PMO. But other wings of the BWDB have also given crucial contributions, particularly the Office of the Chief Water Management, and the Directorate of Audit. Thanks go also to supporting agencies such as Department of Cooperatives, Department of Agricultural Extension and the Department of Fisheries for their support.


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Executive Summary

Background

Public investments for expansion of Flood Control and Drainage/Irrigation (FCD/I) schemes have been made since 19-fifties aiming at increased rural productivity of agriculture and fisheries, and improved livelihood. The Flood Action Plan (FAP) studies, carried-out after devastating floods in 1987/88 identified the need for institutional change. This resulted in framing of the National Water Policy (NWP) of 1999. It set new goals, such as (i) Integrated Water Resources Management (IWRM), (ii) user-participation and (iii) improved governance.

The National Water Management Plan (NWMP) of 2004 elaborated programs how the NWP would be implemented. The Guidelines for Participatory Water Management were adopted in 2001, and the Cooperatives Act was revised in 2001. Lastly, the Participatory Water Management Rules were enacted in 2014. The Southwest Area Integrated Water Resources Planning & Management Project (SAIWRPMP) phase-1 (2006-15) was instrumental for implementation of NWP and NWMP. SAIWRPMP- Additional Funding (AF) builds on the results of phase-1.

Project description

Under Asian Development Bank (ADB) loan No. 3302 (SF) (USD 45 million) and the Government of the Netherlands (GON) grant No. 0441 (EF) (USD 7 million) to the Government of Bangladesh (GOB), The Bangladesh Water Development Board (BWDB) will execute the SAIWRPMP-AF, covering a total area of 84,000 hectares and a population of about 470,000 in the Districts of Faridpur, Magura, Rajbari, Gopalganj, and Jessore, with impact and outcome as described below. Other line-agencies will play an important role too, such as the Department of Agricultural Extension (DAE), and Department of Fisheries (DOF). Consultancy services are provided by the consortium of Royal HaskoningDHV from the Netherlands and DevCon from Bangladesh, who were also involved in phase-1 of the project.

The Development Project Proforma (DPP) for the project was drafted in May and last recast and approved in September 2015. The Project Management Office (PMO) started its operations in July 2015 as approved in the recast DPP. The input of the Consultants was delayed, and started in June 2017. The project duration is until June 2022.

Impact and outcome

The impact of the project will be enhanced economic growth and reduced poverty in rural areas of the selected districts in the southwest area of Bangladesh, aligned with the government‟s sixth Five-Year Plan, FY2011–FY2015. The outcome will be enhanced productivity and sustainability of the selected existing FCD/I systems, which contributes to increasing incomes and livelihood standards of disadvantaged groups, including women. The impact and outcome statements are unchanged for the current project under additional funding.

Output targets

The output targets for the current project will be scaled up by expanding the geographical areas from the earlier two subprojects of Narail and Chenchuri Beel to include nine additional subprojects. The targets of the additional financing outputs are summarized in the following paragraphs.

Output 1: Integrated Water Management Plans (IWMPs) will be prepared for four new subprojects, of which only two will be implemented under the project (Purulia-Charbhatpara and Bamankhali-Barnali).


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The other two IWMPs (Sunamukhi-Banmander and Arol Beel) are not planned to be implemented under the project.

Each plan formulates holistic water resources management planning and safeguards assessments for the subproject, based on intensive participatory analyses of local conditions and needs.

Moreover, Feasibility Studies (FS) will be prepared in two geographical areas (Tungipara and Kotalipara) in order to address drainage congestion.These studies will be outsourced, but the budget is presently not secured. Implementation is not foreseen under the present project. The deliverables for output-1 are four IWMP reports and two feasibility reports.

Output 2: Water management organizations’ capacity for sustainable water resources planning and management in the subproject areas strengthened. The additional financing will cover the formation and capacity development of Water Management Organizations (WMOs) (22 Water Management Associations (WMAs) comprising 150 Water Management Groups (WMGs) in the additional nine subproject areas, aiming at an enrollment of 70% of the households. To that effect, each subproject area will be divided into semi-independent hydrological subunits. WMAs will be formed that will manage each subunit and lower-tier WMGs. A Subunit Implementation Plan (SIP) will be prepared for each subunit. The plan will include specific requirements for renovation or construction of water management infrastructure, and capacity development and livelihood support programs for WMOs.

The project support will be extended to training and capacity development of the existing 14 WMAs and 102 WMGs (in Narail and Chenchuri Beel) for operation of civil works, routine minor maintenance of infrastructure, preparing O&M manuals, and effectively using WMO O&M funds.

For all WMAs established under the project, the O&M responsibility for infrastructure will be shared under the Implementation Agreement signed between the SMO and WMA, and after adequate training has been given to the WMAs.

Output 3: Infrastructure facilities of flood control, drainage, and irrigation schemes in the subproject areas restored. The third output will include renovation or construction of water management infrastructure, such as gated water retention structures, flood embankments, re-excavation of drainage and/or irrigation canals, and local riverbank protection works, as specified in the SIPs.

Output 4: Institutional capacity for sustainable participatory integrated water resources planning and management strengthened. The fourth output will focus on the national institutional capacity development of BWDB for (i) efficient coordination with government departments, such as the DAE and the DOF; (ii) management and monitoring of WMO activities that will be registered with BWDB under the new participatory water management rules of 2014, and (iii) performance monitoring and O&M of water management infrastructure by the PMO. Deliverables comprise a report on a clear setup of the Office of the Chief Water Management, an approach for auditing of WMOs, and a database for monitoring WMOs, as well as a range of trainings..

Inception report

The Inception Report is prepared in compliance with the Contract Agreement for Consulting Services concluded on 31 May 2017 between the BWDB and the consortium consisting of Royal HaskoningDHV of The Netherlands, and DevConsultants Ltd., of Bangladesh (referred to as “the Consultant”) consultancy services for the SAIWRPMP-AF.

Project implementation will be guided by the ADB‟s Project Administration Manual (PAM) of September 2015 and Government of Bangladesh‟s Development Project Proforma (DPP) of September 2015. These documents describe in detail the background, objectives, rationale,


September 2017 INCEPTION REPORT v

expected targets and outputs, staff training, support services etc. and the related budgetary provisions.

The Inception Report is based on the Consultant‟s Technical Proposal of October 2016 and the information collected during the Inception Phase through field visits, stakeholder consultation and discussions with BWDB and the ADB. The work plans are based on subunits within the project area. This has the advantage that WMO development can be implemented more efficiently, and the project will be able to start the construction of civil works already in the first year. WMOs will be organized in the lower lands that are impacted by the Flood Control and Drainage measures. First those WMGs will be established that constitute the WMA mandated to give the go-ahead for construction. Of course the remaining WMGs will also be established, but a bit later. The work plan and related staffing schedule have been adjusted accordingly.

The structure of the report is as follows: Chapter one describes the Southwest area, the background of the project and then the project itself along with a summary of the tasks of the Consultants. Chapter two describes the inception phase, comprising the Inception Report, start of operations and progress to date, and concludes with a number of findings during the inception phase. Chapter three elaborates the work plans for one of the three cycles of the project. It starts with a number of assumptions used for the planning, and then provides an overview of the implementation schedule. Each task is then broken-down into activities to be performed along a timeline, with staff inputs and organizational structure. The Chapter concludes with a summary of reports and deliverables and a monitoring plan. Chapter four presents the work schedule and expert inputs.


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ABBREVIATIONS

ADB Asian Development Bank

ADCP Acoustic Doppler Current Profiler

ALMS Automated Land Management System

AP Affected Person

BBS Bangladesh Bureau of Statistics

BoD Basis of Design

BoQ Bill of Quantities

BWDB Bangladesh Water Development Board

CBO Community Based Organizer

CDP Capacity Development Plan

CEGIS Center for Geographical Information Services

CEIP Coastal Embankment Improvement Project

CMP Current Market Prices

CP Communication Plan

CPP Cyclone Protection Project

DAE Department of Agriculture Extension

DD Detailed Design

DEM Digital Elevation Model

DevCon DevConsultants

DG Director General

DHI Danish Hydraulic Institute

DLR Department of Land Revenue

DLIAPEC District-Level Inter-Agency Project Evaluation Committee

DAE Department of Agriculture Extension

DoA Directorate of Audit

DoC Department of Cooperatives

DoE Department of Environment

DOF Department of Fisheries

DPP Development Project Proforma

DTL Deputy Team Leader

EC Entitlement Card

ECNEC Executive Committee of the National Economic Council

EIA Environmental Impact Assessment

EMF Environmental Management Framework


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EMP Environmental Management Plan

EP Entitled Person

ERD Economics Relations Department

ESIA Environmental and Social Impact Assessment

ESS Environmental and Social Studies

FAM Facility Administration Manual

FAP Food Action Plan

FCD/I Flood Control and Drainage/Irrigation system

FFA Framework Financing Agreement

FGD Focused Group Discussion

FS Feasibility Study

GAP Gender Action Plan

GIS Geographic Information System

GOB Government of Bangladesh

GPWM Guidelines for Participatory Water Management

GRC Grievance Redress Committee

HSEP Health, Safety and Environment Plan

IA Implementation Agreement

ICB International Competitive Bidding

IEE Initial Environmental Examination

IESC Important Environmental and Social Components

IMED Implementation Monitoring and Evaluation Division

IOL Inventory of Losses

IPSWAM Integrated Planning for Sustainable Water Management

ISPM Institutional Strengthening and Project Management

ISPMS institutional Strengthening and Project Management Support

IWM Institute of Water Modelling

IWMP Integrated Water Management Plan

IWRM Integrated Water Resources Management

JLB Jamuna Lefty Bank

JMC Joint Management Committee

KII Key Informant Interview

LAP Land Acquisition Plan

LGED Local Government Engineering Department

LGI Local Government Institutions

LOI Letter of Invitation


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M&E Monitoring and Evaluation

MIS Management Information System

MOU Memorandum of Understanding

MOWR Ministry of Water Resources

MTR Mid-term Review

NEC National Economic Council

NGO Non-Governmental Organization

NWMP National Water Management Plan

NWP National Water Policy

OCWM Office of the Chief Water Management

O&M Operation and Maintenance

PAP Project Affected People

PBMS Performance-based Budget Management System

PCO Project Coordination Office

PD Project Director

PFR Periodic Financing Request

PLB Padma Left Bank

PMO Project Management Office

PPR Public Procurement Regulations

PPTA Project Preparatory Technical Assistance

PRA Participatory Rural Assessment

PSC Project Steering Committee

PWD Public Works Datum

RAC Regional Accountant Centre

RAP Resettlement Action Plan

RF Resettlement Framework

RFP Request for Proposal

RP Resettlement Plan

RRA Rapid Rural Appraisal

RRP Report and Recommendations of the President

RSLR Relative Sea Level Rise

RST River Study Team

SASC Subproject Appraisal Sub Committee

SC Steering Committee

SIA Social Impact Assessment

SIP Subunit Implementation Plan


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SMO Subproject Management Office

SAIWRPMP Southwest Area Integrated Water Resources Planning and Management Project

TC Technical Committee

TL Team Leader

TOR Terms of reference

WARPO Water Resources Planning Organization

WMA Water Management Association

WMG Water Management Group

WMIP Water Management Improvement Project

WMO Water Management Organization


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GLOSSARY

Beel Low-lying depression in the flood plain that generally retains water throughout the year

Bigha Bigha is a traditional unit of land in Bangladesh. One bigha is equal to 1,600 square yards(in other countries - India, Nepal- - the unit is different)

1bigha= 20katha and 1 acre = ~3 bigha.

Crore Ten-million

Feasibility Study A Feasibility Study (FS) is an assessment of the practicality of a proposed project. (Wikipedia)

For each subproject area the FS relates to technical and economic feasibility of interventions for flood protection and drainage, agriculture, fisheries, boating (transport), environment and resettlement.

Fiscal Year The Fiscal Year (FY) of the Government of Bangladesh and its agencies starts on 01 July and ends 30 June.

Implementation areas

Implementation areas are those nine subproject areas where the social mobilization and SIP preparation will be implemented. They are first Alfadanga-Boalmari, Beel Sukunia, Chatler-Fakurhat, Daduria, Horai river, Kandor Beel, followed after IWMP study for Purulia-Charbhatpara and Bamankhali-Barnali.

Integrated Water Resources Management

Integrated Water Resources Management (IWRM) is a process which promotes the coordinated development and management of water, land and related resources in order to maximize economic and social welfare in an equal manner without compromising the sustainability of vital ecosystems. (Global Water Partnership)

IWRM should be applied at the level of a complete hydrological unit of analysis and management.

Integrated Water Resources Management Plan

A plan that aims to optimize the coordinated use of water, land and related resources for economic and social welfare in an equitable manner without compromising the sustainability of vital ecosystems.

For each subproject area the plan relates to the technical feasibility of interventions for flood protection and drainage, agriculture, fisheries, boating (transport), environment and resettlement.

The area is the jurisdiction of a Water Management Association, and is divided into subunits that are managed by Water Management Groups.

Mauza map Mauza is a cadastral map showing plot ownership

Khal A khal is a drainage channel.

Khas Khas land is government owned fallow land, where nobody has property rights. It is land that is deemed to be owned by the government and available for allocation according to government priorities.

Lac One-hundred-thousand

Pillars of IWRM The three IWRM pillars relate to: (i) enabling environment (suitable policies, strategies, and legislation); (ii) capable institutional framework and (iii) management


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instruments.

Subunit Implementation Plan

A subproject area may, or may not be subdivided into smaller semi-independent hydrological subunits – each to be managed by one WMA. In the 9 subproject areas under implementation, in total 19 subunits with 19 WMAs are foreseen. A Subunit Implementation Plan (SIP) will be prepared for each of them. Each subunit is further divided for WMG formation and development.

The Dublin Principles for IWRM

IWRM strategies are based on the four principles formulated at a water conference in Dublin in 1992 (referred to as the Dublin Principles for IWRM) and presented to world leaders at the World Summit in Rio de Janeiro in 1992.

The four principles are: (i) water is finite and vulnerable resource; (ii) need for a participatory approach in water management; (iii) the role of women is stressed and (iv) water has social and economic value.

Sometimes a fifth principle is added: (v) integration of the three E‟s: economic efficiency – social equity – environmental sustainability.

Tehsil Tehsil is the smallest administrative unit under the Union Parishad

Union Parishad Lowest level of administrative organization

Upazila Parishad Mid-level of public administrative organization

Water Management Association

A Water Management Association is an association of Water Management Groups registered with the BWDB for O&M of the water infrastructure in their subunit.

Water Management Group

A Water Management Group (WMG) consists of adjacent water users working together as organization registered with the BWDB that takes care of O&M of water infrastructure in the smallest (semi-independent) hydrological unit area.

Water Management Organization

Water Management Organization (WMO) is a generic term for an organization that deals with water management.

WMO development

Organizational strengthening and capacity-building of a WMO to enable it to manage collective activities or interventions such as: O&M of the water infrastructure, agriculture, fishery, livestock and value-added activities or other income generating/ livelihood activities.

WMO formation The process of organizing water users into a WMO that is registered with the BWDB. This can refer to a WMG as well as WMA


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Table of Contents

1. Description of the Project ............................................................................................ 1

1.1 The Southwest Project Area ....................................................................................... 1

1.2 The Project Background ............................................................................................. 1

1.3 New Project under Additional Financing ..................................................................... 1

1.4 The Consultancy Services for Institutional Strengthening and Project Management ... 5

2. Inception Phase .......................................................................................................... 7

2.1 Inception Report ......................................................................................................... 7

2.2 Mobilization and progress of the project to date .......................................................... 7

2.3 Main findings during the Inception Phase ................................................................. 10

3. Work plans ............................................................................................................... 16

3.1 Assumptions used for planning ................................................................................. 16

3.2 Overview of implementation schedule....................................................................... 20

3.3 Task-1: Preparation of IWMPs and feasibility studies ............................................... 22

3.4 Task-2: Development of new WMOs and SIPs, and follow-up capacity development in existing WMOs. ........................................................................................................ 24

3.5 Task-3: Rehabilitation and Construction of Water Management Infrastructure .......... 34

3.6 Task-4: Institutional Capacity Strengthening of BWDB and Supporting Agencies ..... 37

3.7 Reports and Major Deliverables ................................................................................ 50

3.8 Monitoring implementation progress ......................................................................... 51

3.9 Consultants Staff ...................................................................................................... 52

4. Work Schedule and expert inputs ............................................................................. 54


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List of Figures

Figure 1: Map showing location of project areas ....................................................................... 3 Figure 2: River bank erosion in Alfadanga at Helencha ............................................................ 9 Figure 3: View of Horai Regulator at Rajbari ............................................................................. 9 Figure 4: Defunct gauge plate at Datkhali in Sunamukhi-Banmander scheme .......................... 9 Figure 5: Collective fisheries development program in Nakosh-Ghospur in Chenchuri Beel ..... 9 Figure 6: Map showing location of gauge plates in the project areas ...................................... 10 Figure 7: Loop cut has reduced erosion of the river bank near Helencha ............................... 12 Figure 8: Loop cut has reduced river bank erosion near Gridha ............................................ 12 Figure 9: Request from three Union Parishad Chairmen to address the drinking water issue . 15 Figure 10: Overview of project implementation schedule ........................................................ 21 Figure 11: Detailed planning for IWMP study Purulia-Charbhatpara and Bamankhali-Barnali. 23 Figure 12: Organizational set-up for conducting IWMP and feasibility studies ........................ 24 Figure 13: WMO formation, development and SIP Preparation over longer time .................... 27 Figure 14: WMO formation, development and SIP Preparation (stepwise process) ................ 28 Figure 15: Activity chart for batch-1 of Task-2 ........................................................................ 32 Figure 16: Organizational set-up for social development and SIP preparation under Task-2 .. 33 Figure 17: Organizational set-up of the aftercare program for WMOs ..................................... 34 Figure 18: Activity schedule for civil works batch-1 ................................................................. 36 Figure 19: Organizational set-up for implementation support of civil works ............................. 37 Figure 20: Striking similarities between the „hardware‟ and „software‟ of water management . 38 Figure 21: Organogram of the Office of the Controller FA&A .................................................. 42 Figure 22: Work schedule for supporting institutional capacity strengthening of BWDB .......... 49 Figure 23: Monitoring achievement of milestones in Task-1 ................................................... 51 Figure 24: Monitoring achievements of milestones in Task-2 ................................................. 51 Figure 25: Illustration of intended physical progress chart ...................................................... 52 Figure 26: Illustration of intended financial progress chart ...................................................... 52 Figure 27: Work schedule of the project ................................................................................. 54 Figure 28: Expert input schedule ............................................................................................ 55


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List of Tables

Table 1: List of subprojects ....................................................................................................... 2 Table 2: Summary of main tasks of the project ......................................................................... 5 Table 3: Dates of mobilization of respective experts ................................................................. 8 Table 4: Specification of khal sections under design for re-excavation ..................................... 9 Table 5 : Overview of gauging stations in project area ........................................................... 11 Table 6: Outcome of household survey per subproject area (June 2017) ............................... 11 Table 7: Preliminary assessment of packages to be outsourced ............................................ 13 Table 8: Overview of arsenic contamination of drinking water in project area ......................... 14 Table 9: Summary of all civil works foreseen under the project .............................................. 17 Table 10: Batch-1 area for social mobilization, SIP preparation and construction works ......... 18 Table 11: Activities under Task-3 and reference to description of methodology ...................... 34 Table 12: Overview of staffing of the OCWM and its predecessors over time ......................... 39 Table13: Status of formation and development of WMOs versus the SDGs ........................... 40 Table 14: Breakdown of estimated manpower for OCWM (courtesy OCWM) ......................... 41 Table 15: Preliminary structure of database component A (Salient data of WMOs) ................ 44 Table 16: Preliminary structure of data base component B (BWDB (sub-)projects/schemes .. 45 Table 17: Preliminary structure of database component C (WMO performance and strength) 46 Table 18: Outline of the program for capacity development .................................................... 48 Table 19: Key experts and non-key experts of the ISPM Consultant Team ............................ 53


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Appendices (Volume II)

A. Project context in Bangladesh

B. Organizational set-up of the project

C. Terms of reference of the Consultants

D. List of reports studied

E. Union maps for Tungipara and Kotalipara areas

F. Delineation of IWMP study areas

G. Description and map of seven subprojects for implementation

H. Proposed table of contents of FS/ IWMP and SIP

I. WMO development: The „Southwest model‟

J. Survey requirements for engineering

K. Designs and tender assistance

L. Supervision of construction works

M. Safeguards (Environmental Management Plan and Resettlement Plan)


September 2017 INCEPTION REPORT 1

1. Description of the Project

1.1 The Southwest Project Area

The southwest area of 4 million ha (27% of the country‟s total) covers the right bank of the Ganges and the Lower Meghna rivers, with a population of 28.6 million (23% of the total). The region contributes 21% of the national GDP. With its sectoral share of 36%, agriculture plays a dominant role, yet its productivity is lagging behind the national average. Paddy yields remain at 3.1 t/ha due mainly to the dominance of traditional varieties associated with the area‟s susceptibility to flooding, and slower expansion of irrigation (38% as opposed to the national average of 55% of net cultivated area). About 51% of the area‟s population are poor.

The southwest area has 78 flood control and drainage/irrigation (FCD/I) systems covering 1.1 million ha. Lack of maintenance has led to uncontrolled flooding, salinity intrusion, and loss of agricultural production. Arsenic contamination of groundwater is widespread and high. A lack of users‟ ownership has contributed to the deterioration of FCD/I schemes. Managing critical water resources through an integrated and participatory approach is essential for efficient water management, the sustainability of FCD/I schemes, and improved livelihood of the vulnerable poor, including women.

1.2 The Project Background

The Asian Development Bank (ADB) has financed the implementation of participatory water management projects for small-scale schemes since 1995. They have demonstrated success on improved infrastructure performance through operationalizing beneficiary participation envisaged in the government‟s Guidelines for Participatory Water Management. To extend the integrated and participatory water management to large scale FCD/I schemes, in 2005, ADB approved $20 million equivalent of a loan for the Southwest Area Integrated Water Resources Planning and Management Project (SAIWRPMP), with $12.5 million of co-financing from the Government of the Netherlands.

The original Southwest project supported the establishment of participatory water management organizations (WMOs) with the inclusion of socially disadvantaged groups, integrated water resources management planning, infrastructure renovation, and coordinated support services for WMOs in the two pilot subprojects, comprising Narail and Chenchuri Beel FCD/I schemes with a total area of 57,000 hectares (ha). The original Southwest project successfully demonstrated that the participatory approach can improve the water resources management of large FCD/I scheme. The TOR describes, “This is the first success case for large schemes among several trials in Bangladesh”. Renovation of water management infrastructure in the two targeted subproject areas has been substantially completed with satisfactory achievements of anticipated targets. In total, 116 WMOs, consisting of 102 water management groups (WMGs) and 14 higher tier water management associations (WMAs) have been organized, trained and are effectively functioning in the two subproject areas. About 25,400 households are benefitting, including the socially disadvantaged groups like landless farmers and women. WMOs demonstrated visible vitalization of WMO activities in agriculture, fisheries, livestock, and collective livelihood actions. Operation and maintenance (O&M) of small structures have been handed over to WMOs, after development of O&M manuals and increasing WMOs‟ O&M capacity. Appendix-A provides more context of the project in Bangladesh.

1.3 New Project under Additional Financing

With these lessons learnt, the additional financing for the Southwest project will replicate the successful participatory water resources planning and management practices to other 9 (nine) additional subproject areas (covering 84,000 ha) in the same region of Bangladesh. It has been envisaged that the Additional Financing (AF) interventions will enhance economic growth and reduce poverty in rural areas of the selected districts through higher agricultural and



fisheries productivitionand improved sustainability of the selected FCD/I systems. The detailed project description is in Appendix-1 of the Project Administration Manual (PAM),

ADB approved $45 million of the loan for the additional financing in September 2015, with the administration of $7.0 million of grants from the Government of the Netherlands (GON).

The additional financing project1 provides a consultancy package for Institutional Strengthening and Project Management Consultants (ISPMC). Since the Bangladesh Water Development Board (BWDB) is the executing agency, the BWDB has recruited the Consultants package according to ADB‟s Guidelines on the Use of Consultants (2013, as amended from time to time).

1.3.1 The Subprojects

The project funded through the additional financing comprises thirteen subprojects in six administrative districts. Two of them have been implemented in phase-1 of the project and need follow-up (Narail and Chenchuri Beel). Seven subprojects have been studied in phase-1 and will be implemented under additional financing of the present project. Integrated water management plans will be prepared for four subproject areas, of which two will be implemented under the present project. The remaining two subproject areas will be implemented under GOB funding.

Lastly, two Feasibility Studies (FS) will be prepared (for Tungipara and Kotalipara), but implementation is not included under the present project. Table 1summarizes the subproject status, and administrative units under each subproject, whereas Figure 1showsthe location of the thirteen subprojects.

Table 1: List of subprojects

No. Subproject District Status IWMP Implementation

1 Beel Sukunia Faridpur

Prepared during project processing

These subprojects will be implemented by the project

2 Kandor Beel Faridpur

3 Daduria Beel Faridpur

4 Alfadanga-Boalmari Faridpur

5 Chatler-Fakurhat Faridpur

6 Kalidaskhali-Arpara Magura

7 Horai River Rajbari

8 Purulia-Charbhatpara Gopalganj

To be prepared by the project

9 Bamankhali-Barnali Magura + Narail

10 Arol Beel Jessore

These subprojects maybe implemented by the Government of Bangladesh in the future

11 Sunamukhi-Banmander Jessore

12 Tungipara & Kotalipara area Gopalganj FS to be prepared under the project

13 Narail Narail + Jessore Prepared during

SAIWRPMP phase-1.

These subprojects have been implemented under SAIWRPMP phase-1 and will be followed up. 14 Chenchuri Beel Narail

1 The proposed additional financing project will be referred to as `the project` in the remainder of this Inception Report



Figure 1: Map showing location of project areas



1.3.2 Implementation arrangements and legal framework

The project is being executed by the Bangladesh Water Development Board (BWDB) under the Ministry of Water Resources (MOWR). It will be managed by the Project Management Office (PMO) located in Faridpur, with four Subproject Management Offices (SMOs) to manage the day-to-day implementation in Faridpur, Magura and Rajbari. These SMOs will have dual charge with regular O&M responsibilities. A special SMO, dedicated to project implementation only has already been shifted from Narail to Faridpur in January 2017. Apart from regular staff, the PMO has a provision for hiring subject matter specialists, coordinators and facilitators for IWMP studies, social mobilization and preparation of Subunit Implementation Plans (SIPs).

The consultants have their main office also in Faridpur, with a liaison office in Dhaka. The PMO, SMOs and consultants will work closely together and coordinate their activities with line agencies such as the Department of Agricultural Extension (DAE), Department of Fisheries (DOF), etc. Further details can be found in the Project Administration Manual (PAM) of ADB. More details on the organizational set-up of the project are given in Appendix-B.

The regulatory context for project implementation is largely determined by the following documents:

National Environment Policy (1992);

National Water Policy (1999);

Poverty Reduction Strategies Paper (PRSP -2003);

National Water Management Plan (2004);

Coastal Zone Policy(CZP-2005);

Coastal Development Policy (2006)

Bangladesh Climate Change Strategy and Action Plan (2009);

National Strategy for Accelerated Poverty Reduction (2009)

Five-year Strategic Plan of BWDB (2010);

Seventh Five Year Plan(FY2016-FY2020),

Disaster Management Act (DMA-2012),

Participatory Water Management Rules, 2014

Guidelines for Participatory Water Management (2001)



1.4 The Consultancy Services for Institutional Strengthening and Project Management

The Terms Of Reference (TOR) for the project implemented under Additional Financing builds on the progress made in phase-1 of the project, and is given in Appendix-C. A summary of the main tasks is presented in Table 2 for easy reference.

Table 2: Summary of main tasks of the project

Task Major Activities

Task 1:

(1) Preparation of integrated water

management plans (IWMPs) for four

subprojects (Sl. 8 to 11 of Table 1) and

(2) Support to prepare TOR &cost estimates

for selection of a consultant for feasibility

study

(i) Preparation of the IWMP for two subprojects to be implemented under

the additional financing project

(ii) Preparation of the IWMP for two subprojects that may be implemented

by future projects

(iii) Support to prepare TOR, cost estimate and oversee the feasibility study

of 2 geographic areas in Tungipara & Kotalipara Upazila of Gopalganj

District.

Task 2:

Implementation support for formation and

capacity development of WMOs in nine

subproject areas, and follow-up capacity

development of existing WMOs in the Narail

and Chenchuri Beel subproject areas

For nine subprojects:

(i) Support social mobilization for formulation of WMOs

(ii) Institutional capacity development of WMOs, including WMO operation,

O&M of structures, agriculture, fisheries, business development,

livelihood improvement, and income generation activities

(iii) SIP preparation

For Narail and Chenchuri Beel Subprojects :

(i) Follow-up institutional capacity development of WMOs

(ii) Support WMOs for operationalize the annual O&M fund collection

system

Task 3:

Implementation support for rehabilitation and

construction of water management

infrastructure in the nine subproject areas,

including construction supervision and quality

control

(i) Detailed design

(ii) Support for tender procedures

(iii) Preparation and update of resettlement plans

(iv) Construction supervision, including monitoring of the environment

management plan and resettlement plan implementation

(v) Preparation of O&M and LCS manuals

Task 4:

Supporting institutional capacity

strengthening of BWDB and supporting

agencies for participatory water resources

planning and management

(i) Support in organizing training for BWDB and line agencies,

(ii) MIS upgrading (PMO); Database WMOs (ISPMC)

(iii) Capacity development support for OCWM and Audit Directorate of

BWDB

BWDB = Bangladesh Water Development Board, IWMP = integrated water management plans, MIS = management

information system, LCS = labourcontracting society, OCWM = Office of Chief Water Management, SIP = subunit

implementation plan, WMO = water management organization.



As stated in the TOR, the Consultant will support the PMO with the preparation and supervision of small packages of relevant consulting/NGO services, such as the ones mentioned below. The first four packages will be subcontracted by the by the ISPMC, and their costs will be included in the ISPMC package under the Provisional Sums. The Consultant will prepare detailed TOR and engage subcontractors, with prior approval of the Project Director. The last two packages will be separate contracts that will be engaged by the PMO. The costs of the last two packages will not be included in the ISPMC package, but the ISPMC team will assist the PMO to prepare detailed TOR and to oversee and supervise these separate packages.

Resettlement plan survey and implementation (ISPMC)

Hydraulic data collection and studies for IWMP and subunit implementation plan (SIP) preparation (ISPMC),

Hydrological data collection and studies for IWMP and SIP preparation (ISPMC),

GIS and database development of WMOs (ISPMC),

Benefit monitoring and evaluations (PMO)

MIS development including training and initial operation support (PMO).

Baseline/ endline surveys are part of the Benefit Monitoring and Evaluation (BME), which will be a separate package under the ISPMC. The ISPMC will help PMO with the preparation and engagement and supervision of the BME team.



2. Inception Phase

The Inception Phase comprises the preparation of the Inception Report with an account of:

1) Mobilization, and progress of the project to date

2) Main findings during the Inception Phase

3) Work plans (elaborated in the next chapter)

2.1 Inception Report

This Inception Report has been prepared under the contract agreement for Consulting Services signed on 31 May 2017 between the Bangladesh Water Development Board (BWDB) and the consortium of Royal HaskoningDHV of the Netherlands and DevConsultants Ltd. of Bangladesh (referred to as “the Consultants”) relating to the provision of Institutional Strengthening and Project Management (ISPM) support to the Southwest Area Integrated Water Resources Planning and Management Project – Additional Financing.

The project modalities are specified in the Project Administration Manual of ADB of September 2015. Foremost, project implementation will be guided by the Government of Bangladesh's Development Project Proforma (DPP) of September 2015. This planning document describes in detail project background, objectives, rationale, expected targets and outputs, staff training, support services etc. and includes the related budgetary provisions.

The structure of the report is as follows: Chapter one describes the Southwest area, the background of the project and then the project itself along with a summary of the tasks of the Consultants.

Chapter two describes the inception phase, comprising the Inception Report, start of operations and progress to date, and concludes with a number of findings during the inception phase.

Chapter three elaborates the work plans for one of the three cycles of the project. It starts with a number of assumptions used for the planning, and then provides an overview of the implementation schedule. Each task is then broken-down into activities to be performed along a timeline, with staff inputs and organizational structure. The Chapter concludes with a summary of reports and deliverables and a monitoring plan.

Chapter four explains the organizational set-up of the BWDB and the project itself, as well as an overview of Consultants staff. Lastly, Chapter five presents the work schedule and expert inputs.

2.2 Mobilization and progress of the project to date

The PMO started its operations in July 2015 and the Development Project Proforma (DPP) was approved in September 2015. The progress of the PMO to date is summarized below.

1) The Consultant‟s contract was signed 31 May 2017. They mobilized on 12 June 2017.

2) A contract was signed with an International supplier for delivery of five 4WD double cabin pickup.

3) The PMO has also procured four 4WD vehicles, and two more are forthcoming.

4) The PMO has made three vehicles available to the Consultants

5) A contract was signed for the construction of a three-storied BWDB building at Faridpur.

6) A total number of 50 Community facilitators (CFs), 9 Senior Facilitators (SFs), and 2 WMO monitors have been recruited. They are working in the project area under the



WMO Development Unit in the PMO. Recruitment of another 30 CFs, 10 SFs, and 4 Monitors is in progress.

7) The PMO has procured eighty motorcycles for the facilitators

8) Another 28 project supporting staff has also been recruited by the PMO.

9) PMO field staff has completed the House Hold Survey (HHS) of project beneficiaries in all the new subproject areas (except Kalidaskhali-Arpara where the surveys have started-up), covering about 117,600 families.

10) SMOs have surveyed 188 out of 343 km of khals (longitudinal and cross sections) for re-excavation of the khals. The Design Engineer of ISPMC has started preparing the designs for 21.5 km of khal under the Chatler-Fakurhat subproject.

After the Consultants‟ contract was signed on 31 May 2017, they mobilized on 12 June 2017 as was mentioned above. The following progress was made during the inception phase:

1) The Consultants hired an office in Dhaka, which is fully operational (furniture, internet, printers, photocopiers, etc.). A project office for the Consultants is under construction in Faridpur. It is expected to be ready for use in September 2017.

2) An overview of dates of mobilization of consultants is given in Table 3.

Table 3: Dates of mobilization of respective experts

Sl. No. Name Designation Mobilization Demobilization

National experts

1 Md. Ataul Haq Deputy Team Leader / WRE 12 June 2017

2 AKM Fazlul Haque Participatory Development Specialist 12 June 2017

3 Shah Ahmed Ali Khan Water Management Organization specialist 12 June 2017

4 Dr. Md. Rezaul Karim Agriculture Extension specialist 12 June 2017

5 Dr. Md. Samshul Huda Fishery development specialist 20 July 2017

6 Dr. M A Quassem Institutional advisor 20 July 2017

7 Mohir Uddin Ahmed Design engineer 23 July 2017

International experts

1 Robert Roostee Team leader / WRMS 09 July 2017

2 Jan Bron Institutional specialist 17 July 2017

3 Dr. C M Wijayaratna Water Management Organization specialist 30 July 2017 3 August 2017

3) Various field visits have been conducted: 14-15 June, 4-6 July, 15-17 July, and 26-28 July, and the findings are presented in the next section.

4) A number of maps and reports have been collected and studied, see Appendix-D. A preliminary interpretation of satellite images has been done for viewing Tungipara and Kotalipara subproject areas, and for examining river bank erosion in the Alfadanga subproject area.

5) Various discussions have been held with the Project Director and Principal Extension Officer who is in charge of the field staff working in the PMO in order to agree on the implementation strategy and work plans for the project. Discussions have also been held with staff of the Subproject Management Offices in Rajbari, Faridpur and Jessore, about implementation modalities of the project.



6) The Institutional specialists discussed with the Chief Water Management about the organizational set-up of the Office of the Chief Water Management (OCWM), and made a start with the preparation of a database for monitoring WMO development. They also held discussions with the Controller of Finance, Accounts, and Audits regarding cost of O&M. Initial discussions have also been held with the PMO regarding the requirements of a MIS system.

7) As mentioned for the PMO, the design engineer of the Consultants started preparing the designs (longitudinal and cross sections) of the 21.5 km of khal in Chatler-Fakurhat subproject that has been surveyed and shall be re-excavated, see Table 4.

Table 4: Specification of khal sections under design for re-excavation

# Subproject WMA No. Name of khal Length in km R/E lengthin

km From To

1

Chatler-Fakurhat

(District: Faridpur)

WMA 1&2 Fakurhat khal 0.000 14.500 14.500

2 WMA 1 AjgorMunshir 0.000 0.720 0.720

3 WMA 2 Bhuboneshwar 0.000 3.630 3.630

4 WMA 1 Hamiddi 0.000 1.620 1.620

5 WMA 1 Charakhali 0.000 1.040 1.040

Figure 2: River bank erosion in Alfadanga at Helencha

Figure 3: View of Horai Regulator at Rajbari

Figure 4: Defunct gauge plate at Datkhali in Sunamukhi-Banmander scheme

Figure 5: Collective fisheries development program in Nakosh-Ghospur in Chenchuri Beel



2.3 Main findings during the Inception Phase

Task-1: IWRM and Feasibility studies

1) Union maps are available for the feasibility study areas of Tungipara and Kotalipara in Gopalganj district, see Appendix-E. They can serve as a base map, but do not provide a concise overview of the water infrastructure in the areas. It could not yet be ascertained if the Local Government Engineering Department (LGED) has maps of water infrastructure. If not, such overview shall be obtained from an examination of satellite images, supplemented with ground verification – as was also done in phase-1 of the project.

2) The feasibility studies planned for Tungipara and Kotalipara areas shall be outsourced, payable from the Provision Sums of the Consultants budget. It seems that the budget may not be sufficient. The DG-BWDB requested ADB/ EKN to make the necessary budget available. The Consultants will prepare a cost estimate.

3) The Consultants have collected a map showing the location of gauge plates and related water level records, see Figure 6 and Table 5. It was found that there are insufficient gauges and records in the Gopalganj area for conducting feasibility studies, hence additional gauges need to be put up and read. The Consultants will advise on the location.

Figure 6: Map showing location of gauge plates in the project areas



Table 5 : Overview of gauging stations in project area

River Station Name Latitude Longitude Upazila Remark

Gorai-Madhumati-Haringhata-

Baleswar

SW102 Bhatiapara 23.2141 89.70 Kashiani Active

SW104 Manikhda 22.9976 89.80 Gopalganj Defunct

SW106 Patgati 22.8761 89.92 Tungipara Active

Madaripur Beel route

SW194 Fatehpur 23.2653 89.99 Maksudpur Defunct

SW195 Jalirpar 23.2173 89.97 Maksudpur Defunct

SW196 Satpar 23.1601 89.94 Gopalganj Defunct

SW197 Tentulia 23.0969 89.88 Gopalganj Defunct

SW198 Haridaspur 23.0520 89.82 Gopalganj Active

As can be seen, there is only one gauging station with water level records near Tungipara. Other stations are required to make interpolations for assessing gradients of the water. As a result, the feasibility studies may be delayed for lack of water level data, but some advance-work will be done (mapping, field reconnaissance, preliminary drainage problem assessments) as soon as the budget is secured. The information from the feasibility study of Torail-Pachuria subproject recently prepared by the Institute for Water Modelling will be used by the ISPMC.

4) Existing base maps for Purulia-Charbhatpara, Bamankhali-Barnali (implementation), and for Arol Beel and Sunamukhi-Banmander (IWRM study) have been verified and will be updated by ground verification and using information available from the BWDB offices in Magura and Gopalganj, see Appendix-F.

Task-2: Social mobilization and SIP formulation

1) The household surveys (HHS) in the nine subproject areas under social mobilization and SIP formulation have shown that the population is some 60% higher than estimated earlier in the feasibility studies on the basis of sampling, see Table 6.

Table 6: Outcome of household survey per subproject area (June 2017)

# Name of sub project Target HH HH survey done Remarks

1 Kandor Beel sub-project

3659

2260 Survey complete

2 Daduria Beel sub-project 7174 Survey complete

3 Alfadanga-Boalmari sub-project 8971 19209 Survey complete

4 Beel Sukunia sub-project 18,764 27337 Survey complete

5 Chatler-Fakurhat sub-project 11,500 25705 Survey complete

6 Horai River sub-project 24875 25946 Survey on going

7 Kalidaskhali-Arpara Just started

Total 67,769 1,07,631 59% increase

2) Given a higherworkload following from prolonged strengthening of existing WMOs after their registration and higher population in implementation areas than estimated earlier, the number of facilitators needs to be re-assessed. The total number of field staff is



presently fixed in the PAM at 80. But during the first two years of the project, only 50 facilitators worked for a period of 16 months. The savings on the budget would allow to continue from now on with 103 facilitators without additional cost.

3) The sequence of areas to be taken for social mobilization and SIP formulation is related to the sequence of civil works to be carried-out. This strategy is explained in the next section.

4) The aftercare program for existing WMOs in Narail and Chenchuri Beel expires in May 2018. No follow-up after May 2018 was foreseen, but is deemed necessary. It is proposed that the project provides aftercare until the OCWM can takeover. Activities to be performed are specified in the next chapter (Work plans).

Task-3: Civil works

1) A brief description, containing a map and a summary of planned civil works is given in Appendix-G for each of the first seven implementation areas for social mobilization and SIP preparation. It provides the key information for planning the implementation of the project.

2) The Civil Works planned in Alfadanga subproject area will be adjusted to new site conditions caused by loop cuts in the river at two locations. At Helencha, the River Bank Protection (RBP) can be somewhat lighter (or may not be required) since the main stream of the river has been diverted, bypassing the concerned area, see Figure 7. At Gridha, the distance for retiring the embankment can be shorter for the same reason, see Figure 8.

Figure 7: Loop cut has reduced erosion of the river bank near Helencha (yellow pin in picture)

Figure 8: Loop cut has reduced river bank erosion near Gridha (yellow pin in picture)

Task-4: Strengthening the institutional capacity of BWDB

1) Staffing constraints are endemic in the BWDB, but are also a fact of life. However, there are concerns about the staffing strength of the Special Division in Faridpur which looks after one subproject area in batch-1 proposed for implementation (Chatler-Fakurhat). A reshuffle of staff between the SMOs is under consideration to be able to face the workload.

Similarly, the staffing of the XEN office in Rajbari really needs urgent strengthening. There is a provision in the establishment for three Sub-Divisional Engineers (SDEs) and ten Sub-Assistant Engineers, but all posts are presently vacant. It should be strengthened at



least with one SDE and 1 AE. A severe shortage of staff applies also in the Subproject Management Office in Magura.

2) The Consultants argue that it may not be wise to task the Directorate of Audits with the annual auditing of WMOs, because the Directorate is not mandated to perform external audits and it would require a very large number of additional staff to cope with the workload. That is not practicle. The Consultants will therefore investigate an alternative approach for auditing of WMOs.

3) Likewise, initial assessments have shown that the OCWM would also require a prohibitive increase in staff if all commitments following from the Participatory Water Management Rules 2014 are to be met.

4) Based on observations mentioned under 2) and 3), the TOR for Task 4 may need revision.

5) Reportedly a rudimentary MIS system has previously been established in the PMO by the Institute for Water Management using dedicated software. The model became defunct after a software malfunction and could not be viewed or studied. The Consultants conclude that a new MIS would need to be established.

Packages for outsourcing

A preliminary assessment of packages that shall be outsourced is given in Table 7.

Table 7: Preliminary assessment of packages to be outsourced

# Type of work Remark Budget

1 Resettlement For retired embankment at Alfadanga ISPMC

2 Resettlement For construction of 4 new regulators ISPMC

3 Resettlement For re-sectioning of embankments ISPMC

4 Geo-technical surveys For construction of 4 new regulators PMO

5 Household surveys

For IWMP/ FS in

Purulia-Charbhatpara and Bamankhali-Barnali

Arol Beel and Sunamukhi-Banmander

Tungipara and Kotalipara

ISPMC

6 Benefit monitoring Baseline/ endline survey PMO

7 MIS development ISPMC will contribute programming expertise PMO

8 Gauge plates For water level recording in context of feasibility study Gopalganj

areas ISPMC

Miscellaneous findings

1) The staffing of the ISPMC is sufficient, but a small budget-neutral re-allocation of person-months may become opportune at a later stage. This relates to the national Design Engineer and the Participatory Development specialist, see expert input schedule.

2) The project area has a high incidence of arsenic contamination of groundwater, having a strong negative impact on the health of the people using it as drinking water. An overview of contamination in the project area is presented in Table 8.



Table 8: Overview of arsenic contamination of drinking water in project area

A quote from the same source as Table 7 is given in Box 1 below.

During the household surveys in the project area, the issue of arsenic contamination was frequently mentioned, and the request came whether the project was going to address the

District Upazila % Arsenic

Contamination

Safe Water

coverage %

Sanitation Status

Improved Non improved

Faridpur

Faridpur sadar 33.13 66.87 61.0 39.0

Nagarkanda 63.0 37.16 83.6 16.4

Bhanga 90.87 9.13 78.4 21.6

Sadarpur 48.36 51.64

Boalmari 35.64 64.36 69.0 31.0

Alfadanga 45.0 55.01 83.0 17.0

Rajbari

Rajbari Sadar 15.0 85.46 68.1 31.9

Baliakandi 19.0 91 78.4 21.6

Kalukhali

Pangsa 8.26 91.74 68.1 31.9

Magura Salikha 17.0 83.39 86.1 13.9

Sreepur 78.8 21.2

Source: Situation Analysis of Arsenic Mitigation 2009

Published 2010: Department of Public Health Engineering & Japan International Cooperation Agency (JAICA)

Box-1: Arsenic contamination

Bangladesh is faced with the worst arsenic contamination of groundwater in the world. Reportedly drinking of arsenic contaminated water can be associated with various kinds of health problems, such as: skin cancer, cancer in all internal organs, reduced child intelligence, cardiovascular and neurological problems, eye problems, diabetes, and other diseases, as well as social problems. Government of Bangladesh and its development partners have undertaken arsenic mitigation water supply and other programs. But the initiatives have been not adequate creating access to safe drinking water among majority of the affected populations. Approx. 19 million of people until drink arsenic contaminated water. The challenge in huge, complex and further complicated by climate change impact, as well as trans- boundary water management challenges. The existing knowledge about arsenic contamination in tube wells used for drinking water is questionable too. Testing of arsenic content in tube well water has been rarely done since. The last national screening of tube wells was done in 2003. But many tube wells have been installed privately since 2003.◊

Source: Situation Analysis of Arsenic Mitigation 2009 Published 2010: Department of Public Health Engineering & Japan International Cooperation Agency (JAICA)



issue. The requests from three different Union Parishad Chairmen (of Gatti, Kaijuri, and Kanaipur Union in Faridpur District) in the project area are shown in Figure 9

Figure 9: Request from three Union Parishad Chairmen to address the drinking water issue in their area (Gatti, Kaijuri, and Kanaipur in Faridpur District)

The DPP has a provision for installation of 72 arsenic-free tube wells, but that may not be enough. BWDB may consider to increase the provision.

Alternatively, the ADB/ EKN may consider to fund outsourcing of arsenic-free tube well installation through an NGO, like was facilitated in phase-1 of the project



3. Work plans

3.1 Assumptions used for planning

The DPP for the project was approved in 2015 and is valid until 2022. The actual start of the project is July 2017, so the implementation period has in effect been compressed. The work plan as prepared by the Consultant in consultation with the PMO aims to expedite implementation of the project in order to achieve the target on time.

Task-1: IWMP and Feasibility studies

1) Integrated Water Management Plans shall be prepared for Purulia-Charbhatpara and Bamankhali-Barnali (with implementation under the project) and Arol Beel and Sunamukhi-Banmander (not to be implemented under the project). These areas are understood to have small civil works that require relatively little cost for rehabilitation, hence implementation shall be “straightforward”. Nevertheless, an economic analysis and EIRR will need to be established.

2) Feasibility studies of two geographical areas (Tungipara and Kotalipara) shall be outsourced (payable from Provisional Sums of the Consultants once these are supplemented or secured), inclusive of economic analysis and Economic Internal Rate of Return (EIRR) and designs. The contents of the FS and IWMP are understood to be the same. A table of contents for the FS/ IWMP studies is given in Appendix-H.

3) The studies are more or less independent from other components of the project, except the IWMP studies of Purulia-Charbhatpara and Bamankhali-Barnali which need to be completed in time for implementation.

Task-2A: Formation and capacity development of WMOs, and SIP preparation/ implementation

1) The total number of subunits for social development and SIP implementation is 22 (19 in the seven implementation areas, plus three in the IWMP area of Purulia-Charbhatpara and Bamankhali-Barnali). To complete the project on time, the work load has been divided into three batches, of respectively nine, seven and six subunit (=WMA) areas. This will allow a strong focus on the first batch, with a relatively high number of field staff. Other areas will have a lower density of field staff during batch-1 implementation. After batch-1 has been completed, a low number of field staff will stay for continued support and development of the WMA/WMGS with respect to strengthening collective actions and value chain development. More field staff will then concentrate on batch-2 areas, and so forth.

2) Technical preparation, design, and tender process for Civil Works will be done in parallel with WMO formation, but respective Work Orders shall be given only after the concerned WMAs have re-confirmed their consent given earlier during the feasibility study, see also below.

Task-2B: Continued support to existing WMOs

1) As mentioned before, an aftercare program for the existing WMOs in Narail and Chenchuri Beel will expire in May 2018. No follow-up was foreseen, but is actually deemed necessary, albeit with a low density of field staff. They will strengthen the collective actions, particularly aiming at the value chain development and preparation/ implementation of business plans.

For Task 2A and 2B, it is proposed that the number of facilitators will be increased to 100 facilitators in order to meet the increased workload resulting from higher population encountered in the implementation areas and prolonged need for aftercare of existing WMOs. (See section on the main findings of the inception phase.)



Task-3: Rehabilitation and construction works

1) The total work load for civil works in the project is summarized in table 9.

Table 9: Summary of all civil works foreseen under the project

Sl Civil Works for 9 Subprojects Qty Cost (Lac Tk)

1 Regulators

Rehabilitation 43 Nos. 1146

New/ replacement 5 Nos. 2434

2 Inlet/ outlets

Rehabilitation 71 Nos. 297

New/ replacement 22 Nos. 500

3 Check/ other structures 8 Nos. 452

4 Foot bridge/ culvert (new) 13 Nos. 675

5 WMO office 78 Nos. 1,036

6 Arsenic-free drinking TW 78 Nos. 104

7 Canal re-excavation 345 km 6,732

8 Embankment

Retired 5 km 736

Re-sectioning 73 km 2,233

9 River bank protection work 1 km 1,031

10 PMO building Faridpur 1 Nos. 250

11 Inspection bungalow Jessore 1 No. 100

12 Bituminous road carpeting 20 km 1,500

13 Improvement of water management system NSP &

CSP LS 300

Total Civil Works 19,527



2) The civil works that are the most expensive and take longer time for construction have

been selected as batch-1 for implementation. It follows that the concerned subunit areas (= WMA areas) where these structures are located shall also be taken-up as batch-1 under social mobilization and SIP preparation. The results are given in Table 10, which shows that project implementation in batch-1 will focus social mobilization and SIP formulation in nine subunits (=WMA areas) and fifty WMGs comprising 38,721 households and requiring at least 25 community facilitators

Table 10: Batch-1 area for social mobilization, SIP preparation and construction works

# Name of

Subproject WMA #

Area

ha Nr. HHs

Nr.

WMGs Nr. CF Civil Work

Cost in

Lac Tk

Lac

Tk/

WMG

Remark

1 2 3 4 5 6 7 8 9 10 11

1 Alfadanga-

Boalmari

WMA-2 2804 3140 6 3 Rehabilitation of 2 regulators

Re-excavation of khal- 12.6 km

58

277 56 Batch-1

WMA-3 3204 3588 7 4

Retired of embankment at

Gridha (2.0 km) &

R/S 0f embankment (1,5 km)

350 50

Batch-1

LA, RAP is

needed

2 Beel

Sukunia WMA-1 5518 10694 11 5

Rehabilitation of 3 regulators

Re-excavation of khal- 15.85 km 363 33 Batch-1

3 Chatler-

Fakurhat

WMA-1 5127 5742 4 2

Hasemdia 6v regulator

replacement 190 168

Preparations

only

Re-excavation of khal- 27.89 km 482 120 Batch-1

WMA-2 3263 3655 3 2

Mutukcha 3v regulator

replacement 333 247 Batch-1


Re-excavation of khal- 17.99 km 410 137

WMA-3 1878 2103 2 1 Re-excavation of khal- 16.36 km 212 106 Batch-1

4+5 Daduria +

Kandor WMA-3 1540 1477 2 1

Shaker bazaar 1v regulator

newly proposed 140 70 Batch-1

6 Kalidaskhali-

Arpara

WMA-1 3962 4438 7 3

Boyra 3v regulator newly

proposed 334 48

Batch-1

HH survey in

progress Rehabilitation of 4 box culverts


R/S of embankment- 11 km

261 37

WMA-2 3468 3884 8 4



R/S of embankment- 9 km

213 27

Batch-1

HH survey in

progress

Total 9 30764 38721 50 25

Rehab of 12 Reg.

New 4 Reg.

R/E of 115.29 km

R/S of 21.5 km

Retire E of 2 km

3623 Batch-1



The civil works in batch-1 relate to the rehabilitation of 12 regulators, construction of four new/ replacement regulators, and excavation of 115.23 km of khal, re-sectioning of 21.5 km of embankment, and retiring of 2 km of embankment.

3) The project adopted the strategy known as the „Southwest model‟ as described in the Project Administration Manual, Appendix-2. It states that the civil works shall not start before an Implementation Agreement is signed between the PMO and the concerned WMA, for which a number of conditions have to be met. This process is meant to ensure that a participative procedure is followed at every stage in project implementation so as to create ownership on the part of the water users.

However, the approval is for all-or-nothing, and does not distinguish types of infrastructure as is done in the O&M agreement to be signed between the SMO and WMA. It is therefore proposed to rationalize the approval process for the implementation of the civil works along the following lines:

a) SIP preparation and WMO formation are done simultaneously (one-go approach) b) SIPs will be a practical application of the development strategies (agriculture, fisheries

development, and livelihood support and value chain development) as proposed in the Feasibility Study of the subproject area. Active members of the WMGs will work with the Community Facilitators and subject matter specialists of the PMO, ISPMC and line departments to develop a Collective Action Plan for the WMG. Improvements in the domain of agriculture, fisheries, livestock, value chain development, and collective procurement of inputs, etc. are all specified, along with targets, timeline, and lead persons for implementation. As practiced in phase-1, the SIP document will have about 15-20 pages text, but the supporting appendices will be less bulky (less repetition). The proposed Table of Contents is given in Appendix-H.

c) The Feasibility Studies contain an economic analysis of the whole subproject area, and implementation of the plans was based on a favourable EIRR. Hence, there seems to be no point in producing an EIRR for each subunit area again.

d) Instead of an all-or-nothing approval for implementation at the end of stage-4 (WMO formation process), it is proposed to distinguish different categories of approval depending on the nature of the infrastructure works at stake – like there are different levels of O&M responsibility for WMGs also. Large structures are mainly under the responsibility of the BWDB, whereas small structures and khals are the full responsibility of the WMG.

e) Main drains in the subproject area and large sluices in its peripheral embankment are considered as primary water infrastructure that determines the integrity/ functioning of the subproject area as FCD scheme. Without these structures there would be no FCD scheme. The BWDB is usually responsible for expensive periodic maintenance, and WMOs contribute with low-cost routine/ preventive maintenance23. Endorsement for rehabilitation of the primary water infrastructure was already obtained through community consultation during the feasibility study.

f) Therefore, as owner of primary water infrastructure, the BWDB should be allowed to go ahead with major civil works in the primary water infrastructure when community consultation (before full completion and approval of the SIP) re-confirms that a majority is still in favour – as was earlier expressed during the feasibility study. This could be for

2It is considered that BWDB will pay under JMC for the O & M cost of the peripheral embankment, the peripheral

regulators & the main drains. On the other hand the WMA will pay for the O & M cost in its subunit of the tributary drains (discharging into the main drains) and the secondary structures (not peripheral & not on the main drain). Source: O&M Plan SWB17-18 (2010) 3After management transfer, WMOs will be entrusted with full O&M of subordinate facilities of which command area

is up to 2,500ha, and operation and regular/ annual (as opposed to periodic) maintenance of other main facilities. Source: PAM Appendix 2, p77.



example, a majority vote in Union-level consultation meetings and/or WMA foundation committee.

g) There will be no change in approval with respect to secondary infrastructure. Any repair/ construction related to this infrastructure shall only start after the SIP has been completed and approved, because the O&M of all secondary infrastructures within the subproject area will be transferred to WMGs.

h) Initial draft SIPs need clearance from the PMO and ADB, as is already prescribed in the PAM

3.2 Overview of implementation schedule

The overview of the implementation schedule of the Project is presented in Figure 10. It summarizes the main tasks and outputs, and forms the basis for more detailed planning in subsequent sections of the report.

Task-1: Studies

As can be seen, the IWMP and Feasibility studies are planned in parallel in the first batch in order to save time. That is possible because the feasibility studies will be outsourced (as soon as the budget has been secured), and do not require major inputs from the project staff. The IWMP studies are carried out by the Consultants and do require their full attention. Purulia-Charbhatpara and Bamankhali-Barnali are planned first because they need time for implementation later during the project period. Hence, the deadline for the studies is in the second quarter of 2019. The other IWMP studies (Arol Beel and Sunamukhi-Banmander) follow later in order to spread the work load, but preparatory work will be done earlier (mapping, field reconnaissance, initial assessments). They have some slack time because they will not be implemented under the project.

Task-2: Social mobilization/ development and SIP preparation/ implementation

These activities are staggered in time over three batches, to spread the work load yet finish the project on time.

Task-3: Civil works

Construction and earthworks are also staggered in time over three batches, matching the progress under task-2: social development and SIP preparation. Timely separate approvals for work on primary and/or subordinate infrastructure (under the SIP) are essential in order to keep the progress on track. See paragraph 3 under Task-3 in the previous Chapter.)

Task-4: Strengthening the institutional capacity of BWDB

This task is somewhat independent from the other tasks, but development of the database for progress monitoring is pursued early so as to be able to use the database during project implementation.

Detailed planning

The Consultants are of the view that the preparation of detailed activity and manning schedules for a six-year project period would be hypothetical. Instead, practical activity charts have been prepared per main task for the time period of the first out of three implementation cycles (corresponding with three batches of work). These will be updated in the Annual Work Plans or at any moment as necessary.



Figure 10: Overview of project implementation schedule

Q2 Q1 Q2 Q3 Q1 Q2 Q3 Q1 Q2 Q3 Q1 Q2 Q3 Q1 Q2

1A Outsourcing feasibility studies for 2 subproject areas

- Tungipara & Kotalipara (budget permitting) 2R - - - - - - - - - - - - - - - - TL, DTL

Hydrologist, Design Engineer,

1B IWM Planning for 4 subproject areas O&M expert, Economist,

- Purulia-Charbatpara & Bamankhali-Barnali (with implementation) 2R D Agric., Fish., gender experts,

- Arol Beel & Sonamukhi-Banmander 2R - - - - - - - - GIS, Part.Dev.specialist, Economist

2AEstablishing, registering, training WMOs in 9 subproject areas & SIP

preparation in one-go WMO experts

- Batch-1 (9 WMAs*) a 9R A Agric., Fisheries experts

- Batch-2 (7 WMAs: yet to be decided) a 7R A Value chain

- Batch-3 (6 WMAs: 3 remaining WMAs + 3 WMAs in IWMP implementation) a 6R A Gender, Training specialist

- Capacity building of PMO/SMO, SF, CF, Monitors, WMOs O&M expert

2B Follow-up support to existing WMOs (Narail & Chenchuri Beel) MIS/ GIS

3 Rehabilitation and construction of water management infrastructureDTL

- All Works in Narail & Cenchuri + work not requiring WMA approval Pre-C Hydrologist

- Batch-1 (9 WMAs* - main Civil Works take 2 yr for implementation) Design engineer

- Batch-2 (7 WMAs - yet to be decided) QC engineers

- Batch-3 (6 WMAs: 3 remaining WMAs + 3 WMAs in IWMP implementation) Safeguards

4 Supporting institutional capacity strengthening of BWDB

- Database WMO/ MIS S - - - - - Database programmer

- Clear set-up for OCWM R - - - - - - -

- Approach for auditing WMOs R - - - - - - -

- Training Training specialist

* Batch-1 Areas : = activi ties for conducting IWMPs/ FS a

= Reconfi rmation of approval (in FS) for

work on primary infrastructure

Al fadanga-Boalmari (WMA 2 + 3); Beel Sukunia (WMA-1); Daduria -Kandor Beel (WMA-4); = establ ishing WMOs/ SIPs & support exis ting WMOs A = Approval of WMA for a l l Civi l Works

Chatler-Fakurhat (WMA-1 +2 +3); Ka l idaskhal i -Arpara (WMA-1+2) = actual construction works D = Deadl ine for completion of IWMP

= activi ties for s trengthening BWDB - = Permissable s lack time

Pre-Const

= Pre-Construction activi ties , including surveys & data col lection, des igns , cost

estimates , tender document preparation, tendering & evaluation, and preparing

safeguards i f needed.

= main construction season 6R = Report (s ix in number)

S = System of Database/ MIS

Activitiesyear 1 year 2 year 3 year 5

Main ISPMC Experts involved2017 2018 2019 2020 2021 2022

year 4

Continuation of support to all existing WMOs

Q3 Q4 Q4 Q4 Q4

Continuation of support to WMOs

start-up Continued support to WMO's

start-up Continued support WMO's

Continuously as/ when required

Pre-Const. + SIP

Institutional experts

Continuous ly as/ when required

Pre-C Pre-Const. + SIP

Pre-Const. + SIP Pre-Const.



The following sections elaborate the detailed planning of the four tasks of the project for batch-1, representing one cycle of implementation. Batch 2 and 3 will be a re-iteration of the implementation cycle of batch-1. The activities, thus elaborated are in line with the terms of reference of the project as given in Appendix-C.

3.3 Task-1: Preparation of IWMPs and feasibility studies

The detailed planning for Task-1 is given for Purulia-Charbhatpara and Bamankhali-Barnali in Figure 11.

The IWMP preparation will be guided and coordinated by the international Water Resources Management Specialist/ Team Leader and National Water Resources Engineer/ Deputy Team Leader, with active support and cooperation of the Consultants team, particularly the Participatory Development Specialist, Agricultural Extension Specialist, Fisheries Development specialist, Gender/ Livelihood specialist, Value Chain specialist, and Agricultural Economist.

Under the credo: Success = Quality x Acceptance, it is essential that all relevant stakeholders are properly consulted in the planning process. This shall be achieved by an adequate number of Focus Group Discussions, household surveys, and Union-level meetings.

Upon completion, the IWMP needs to be approved first at Union Level (Union Council Chairman and members of the Union Parishad), and then at Upazila level (Upazila Chairman, members of Upazila Parishad and Upazila Nirbahi Officer). Representatives of the concerned line agencies (Agriculture, Fisheries, etc.) are also involved. If more Upzila‟s are involved, the District Administration will also approve the IWMP. The proposed Table of Contents of such IWMP is given in Appendix-H.



Figure 11: Detailed planning for IWMP study of Purulia-Charbhatpara and Bamankhali-Barnali

Task-1

IWMP & FS preparationA S O N D J F M A M J J A S O N D

1 WL records/ contour maps BWDB PMO

2 Maps - water infrastructure/ contours/ inundation GIS

3 WMA/ WMG delineation (D)TL/ Hydrol/ WMO

4 Reconnaisance survey (ISPMC) ISPMC Team

5 Household survey - Outsourced Gender/ Livelihood Research Coord. G/L

6 PRRA ISPMC Team PMO-IWMP team

7 Water management analysis Hydrol/ Planning Eng

8 Hydrological design Hydrologist

9 Cost estimates of Civil Works Design Engineer

10 Design of Civil Works Design Engineer topo/ geo package

11 Agricultural analysis AE specialist Mid-level AE

12 Fishereries analysis Fish specialist Mid-level Fish.

13 Value chain analysis Value chain specialist Research Coord. VC

14 Income generating analysis Gender/ Livelihood Research Coord. G/L

15 IEA/ EMP analysis Environmentalist

16 Land Acquisition/ Resettlement - if required RAP specialist

17 O&M arrangements O&M specialist

18 Draft IWMP by Planning Engineer* Plan. Eng/ Part Dev Sp.

19 Public Hearing ISPMC Team

20 Finalize IWMP Plan. Eng/ Part Dev Sp.

21 IWMP Report (D)TL / PMO

22 Approval IWMP by JMC & DLIAPEC PMO

ISPMC expert inputs for guidance

1 TL

2 DTL

3 Agric. Extension specialist

4 Mid-level Agric. Extension

5 Fisheries expert

6 Mid-level fisheries expert

7 Value chain

8 Gender/ Social development

9 Design engineer

10 Safeguards/ environment specialist

11 Resettlement specialist is required

12 O&M specialist

13 GIS specialist

14 Participatory development specialist

PMO provision (as per DPP)

1 3 Nos Research Coordinators For G/L, VC, and support PE in drafting IWMP report

2 6 Nos Data Analysts For AE, FD, VC, G/L only

3 12 Nos Field workers/ support staff -

Proposed 1 No. Planning engineer/ equivalent For drafting IWMP/ FS

Proposal: Cost in lac BDT

1 Add 1 Planning engineer/ equivalent for putting sectoral studies together in IWMP report 28.00

2 Keep 3 Research Coordinators for G/L , VC development, and support PE -

3 Reduce 6 Data Analysts to four: Agric. Extension, Fisheries, Value Chain and Gender/ Livelihood -36.00

4 No need for 12 Nos. Field workers -150.48

Cost (Savings) -158.48

P reparat io ns

2017See organization diagram

Responsible Supporting in field2018

Purulia-Charbatpara & Bamankhali-Barnali



Two out of the four IWMPs (being: Purulia-Charbhatpara and Bamankhali-Barnali) will be completed in the second year of the project period (advance work can start earlier), so that the implementation can take place in year three (social mobilization & SIP preparation in one-go) and year four (construction). These two IWMP studies will result in the production of two IWMP reports.

As can be seen in the bar chart (Figure 10), implementation of the IWMPs will start when the field staff for SIP and WMO development become available from the second batch of subunits and can be shifted to Purulia-Charbhatpara and Bamankhali-Barnali area. That is only by the end of year 3, so there is some slack period between completion and implementation of the IWMPs.

The remaining two IWMPs (being: Arol Beel and Sunamukhi-Banmander) will be prepared after the previous two, hence in year three, but where possible, advance work will be done with respect to mapping and hydrological data collection. Completion of these two IWMPs also has slack time, because they will not be implemented under this project. These studies will also result in two IWMP reports.

The responsible and supporting staffs have been specified for each task, but the teams shall work in broad coordination. A number of the posts mentioned in the DPP are still vacant, but may not all be required from the start. There is a provision for a Planning Engineer who will put all the contributions of the subject matter specialists together in the IWMP report. It is proposed that a Research Coordinator shall support the Planning Engineer in his task. The Research Coordinator can be drawn from the three posts available under SIP preparation (Task-2).

The organizational set-up for implementation of Task-1 is presented in Figure 12.

Figure 12: Organizational set-up for conducting IWMP and feasibility studies

3.4 Task-2: Development of new WMOs and SIPs, and follow-up capacity development in existing WMOs.

With reference to the terms of reference given in Appendix-C, two main components are distinguished in this task:

1) Implementation support for the formation and capacity development of WMOs will be provided in nine subproject areas

Social mobilization for formation of 150 WMGs and 22 WMAs, and 22 SIP preparation;

Experiential capacity building for agriculture, fisheries, and livelihood improvement;



Institutional & financial capacity building for WMOs and classroom and hands-on practical training for sustainable O&M;

Develop and implement suitable agricultural business plans with WMOs members and provide guidance during implementation and undertake regular monitoring & evaluation;

2) Follow up support will be provided to existing WMOs in two subproject areas, being: Narail and Chenchuri Beel (see Section 3.3, Task 2-B for details):

Follow-up capacity building and monitoring in institutional & financial capacity development for WMOs (102 WMGs& 14 WMAs), formal as well as practical training for sustainable O&M;

Follow-up support for collective Action such as input-output services for agriculture, fishery, other income-generating activities, and

Develop and implement suitable agricultural business plans with WMOs members and provide guidance during implementation and undertake regular monitoring.

For implementation of this task, the Consultants will follow the strategy that became known as the Southwest Model, which is described in Appendix-I.

3.4.1 Task-2A: SIP preparation and WMG formation in one-go

As indicated in the Project Administration Manual (Appendix-2, updated Sub Project Implementation Procedures), with subunit implementation plan approval, the process of establishing WMOs under the legal framework of the Participatory Water Management Rule (2014) will be initiated, in accordance with the institutional development plan specified in the SIP. Water Management Organizations will be established in the lowlands that are impacted by Flood Control and Drainage (FCD) measures. In principle, one WMA will be established for each subunit, while a few WMAs may be established in case of larger subunits cutting across unions or having several distinct facilities. Community Facilitator will strengthen WMO with the support by the senior facilitators, BWDB staff and the Consultants. Their capacity will also be strengthened by the Consultants.

The different stages indicated in the Project Implementation process would not necessarily take place one after the other. For example, Stage 3, Preparation of Subunit Implementation Plan (SIP) and Stage 4, WMO Institutional Development and Detailed Design can take place simultaneously.

Participatory preparation of sub-unit implementation plan (SIP) and WMO “formation” & “development” under “one-go” approach

This is the replication of “One-go” process, which has been successfully demonstrated by BWDB in collaboration with the Consultants in the Southwest project where SIP Preparation and WMO Formation and Development were integrated4. WMO “Formation” refers to the initial

4As surveys and technical processes in infrastructure development are involved, the process proposed for SIP

preparation are given separately. Only the SIP steps integrated with WMO formation and development are included in this section.



formalities and “Registration Process” and WMO “Development” refers to organizational strengthening and capacity building of WMOs to enable them to manage Collective Activities (CA) or “interventions” like: Operation and Maintenance (O&M) of infrastructure, agriculture, fishery, livestock and value-added activities as well as other income-generating / livelihood activities. WMO development is a continuous process and commence when the Community Facilitator begins to work with the “future members” of WMG. The process, focusing on CA, continues throughout the WMO formation and development stages as well. Therefore, these two would not be separated from each other. Under this new approach, SIP preparation too, has been integrated with the process of WMO formation and development. This integrated approach or the “One-go approach” will be adopted in the Additional Sub Projects. In Narail and Chenchuri Beel, existing WMOs will be further strengthened.

The Project Cycle at Subunitlevel, focusing on Participatory SIP preparation and participatory WMO “formation” & “development” under such initial collective action “one-go” approach is illustrated in Figure 13and the Stepwise Process is illustrated in Figure 14.

Once the Facilitators start work they would organize some quick-yielding collective action like organizing a fish pond for a group of stakeholders, organizing collective purchase of fertilizer (to reduce cost) or linking farmer groups with the Department of Agriculture extension and development programs. These “entry-phase Collective Actions, CAs” actions would help people realize the value of mutually beneficial collective actions and enhance unity. It helps emerge real leaders. This helps the formation of strong base-units or WMGs which would be the “building blocks” of the future WMO Network.

While organizing such CAs, the Facilitators learn the present status of agriculture, fishery activities as well as existing group action, if any Moreover, such initial collective action helps Facilitators to identify potential members for Planning Committee (PC) and also bring Facilitators closer to the people. Similarly, focus Group Discussions can serve multiple purposes.



Figure 13: WMO formation, development and SIP Preparation (“One–go” approach) over longer time

1

Participatory WMO Formation and Design, SIP

Preparation (12 Months. Only Batch-1 activities are

illustrated. Similar for other Batches)

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1.1

Awareness Building (incl. Campaign). Develop vision. Note:

WMO development in Narail and Chenchuri Beel further

strengthened and used as "demonstration grounds" for

additional sub projects (see text)

1.2

Mobilize for collective action, {Beneficiaries identify leaders}.

Mobilizing for Collective Action, CA, would continue (only initial

phase in Batch-1 is marked)

1.3 Subsequently “form” WMOs. WMO begins management of CA

1.4 Participatory planning (incl. Infrastructure).

Plan for effective water, crop, fishery and other livelihood (incl.

Livestock) Interventions (mainly CA) and value-addition.

1.5 WMO enter into an Agreement with BWDB

2Participatory Infrastructure Development (24-30 months,

depending on the type of work, in each Batch)

2.1Mobilize Beneficiaries and their WMOs for participatory

Infrastructure work at lower levels.

2.2

Facilitators (guided by ISPMCs and WMO Devt. Unit) assist

WMOs to organize LCS and organize Dialogue between

WMOs, BWDB and Contractors. ISMPCs in collaboration with

WMO Devt. Unit, conduct Participatory Performance

Assistance and Target Setting PPATS (Workshops)

2.3Facilitators (guided by ISPMCs and WMO Devt. Unit) assist

WMOs in organizing collective action in O&M & crop, fishery,

livestock and other livelihood interventions. Manage conflicts.

2.4 Pay O&M Up-front contribution (Deposit in WMO accounts)

3 Intensive Intervention Phase (12-24 months): Overlapping

with above

3.1

WMOs undertake O&M and expand collective action and

intensify the management of water for crop, fishery, livestock

and other livelihood interventions. Input-output services. Manage

conflicts. Participatory Performance Assistance and Target

Setting, PPATS continues

3.2

Project continues to provide effective Technical and Mobilization

assistance to WMOs. Facilitate WMO-WMO and WMO-

agency as well as WMO-Private Sector links

3.3

Matured and federated WMOs start output marketing and

processing

WMOs undertake/share O&M responsibilities and costs.

3.4

ISPMCs take the overall responsibility for guiding; but work in

close collaboration with WMO Devt. Unit. Strengthen the

capacity of WMO Devt. Planned spread effects: horizontal

expansion

4Consolidation and Withdrawal Phase (Sustainability) - 12

months (Batch-wise)

4.1

Gradual withdrawal of Facilitators and other Project support

(Phasing-out would be in "Batch-wise". Batch-1 phasing-out

begins in the year 3)

4.2 Work with a “Core" group of SFs . Monitor. Learn lessons.

4.3

Demonstration and spread effects.(As Narail and Chenchuri

Beel are used as "demonstrations of Southwest Model", this

activity would begin early)

Year-05Phase Implementation Steps Year 01 Year-02 Year-03

Quarters

Year 04

Quarters QuartersQuarters Quarters



Figure 14: WMO formation, development and SIP Preparation (stepwise process)



3.4.2 Participatory Performance Assessment and Target Setting (PPATS)

ISPMCs and WMO Development Unit will conduct “Participatory Performance Assessment and Planning/Target Setting” (PPATS) with the field teams (CFs. SFs and WMO Monitors) to monitor and assess their performance as well as the success of WMO development activities. Self-monitoring and assessment by WMOs too, will be organized, assisted and internalized. PPATS is probably the strongest tool in the overall strategy of WMO development. It is also a powerful mechanism for spread effects or “horizontal expansion”. Consultants and field staffs would “look back” at the last quarter, assess and learn lessons jointly and set targets for next Quarter. PPATS will be organized and conducted in a participatory way. As objectively verifiable indicators are used, PPATS will be a powerful tool in accelerating CA.

Carefully selected and well-trained Facilitators (Community Facilitators, CFs and Senior Community Facilitators, SFs), proper mentoring, participatory target setting and assessment, transparent reward and punishment (based on participatory performance assessment) would be the key elements of the success of the Southwest projects‟ WMO development efforts. Facilitators are the key change agents and educators (through experiential method).

3.4.3 Recruitment of Senior Facilitators, Community Facilitators (SFs and CFs) and WMO Monitors

It is proposed to select SFs, CFs and WMO Monitors competitively from the Market and under the guidance of the Consultants and a professional Panel selected by the PMO.

It is proposed that the Senior Facilitators (SFs) are grouped into multidisciplinary Technical Support Teams” TSTs. There will be five Teams (including one for existing SW1 WMOs in NSP and CSP) and each Team will have five SFs representing the following subjects: Agriculture Extension, Fishery, O&M, G/L, Business Development (including Value Addition and establishing partnerships between WMOs and the Private Sector) and in WMO/ Institutional Development. One will be the Coordinator. TST distribution would be based on Area and No. Households and the PMO‟s WMO Development Team and the Consultants will decide on the spatial distribution of TSTs and CFs.

In addition, PMO would employ 120 CFs , six WMO Monitors and support staff. It is proposed to impose a probation period of 6 months for SFs, CFs and Monitors. Continuation and the remuneration will depend on the performance assessed on the basis of PPATSs.

3.4.4 Financial support for Collective Action and WMO-strengthening infrastructure

The project will not provide subsidies or grants to WUAs or individual farmers, except for selected inputs demonstrations. Any kind of support under the proposed budget line (below) will be based on measurable performance criteria, including an appraisal of the governance and management structure, value of input-output services provided to members, record keeping and financial transparency.

WMO-strengthening infrastructure: It is proposed to allocate sufficient funds (US$200,000) for WMO-strengthening infrastructure would include, but not limited to: small office, communication/ trade center, storage facilities, soil-testing kits, seeders, weeders, threshers, land levelling and other equipment / machinery for post-harvest handling and value-addition. Only the “better-performing” WMOs will be eligible for such assistance. Selection will be purely on Participatory Performance Assessment based on verifiable Indicators. Selected WMOs also need to contribute at least 30% of the cost.

Revolving Fund for Collective Action: It is proposed to provide a “revolving fund” (US$200000) in support of “High-performing WMOs” exclusively for Collective Action, CA. Participating WMOs will take the collective responsibility for replenishing the revolving fund. WMO should also contribute /share the cost of the activity/business. With WMO involvement in agricultural



planning, input-output services and value addition, the WMOs‟ and their members‟ “capacity to pay” would be enhanced and the loans taken from the “Revolving Fund” would be paid back. The performance of mobilizers and their supervisors too would be reflected in the effectiveness of fund utilization. Business Development / Value-chain specialists would undertake the major responsibility in organizing the related business and the recovery of funds.

Participatory management of WMO development support: e.g. selecting staff, especially CFs and SFs and Monitors, competitively from the market, Participatory Management (including Participatory Target setting & Performance Assessment), Team-building, creating healthy competition among Field Facilitators.

3.4.5 Task-2B: Follow-up support to existing WMOs

The 102 WMGs and 14 WMAs established in phase-1 of the project are looked after through an aftercare program for troubleshooting, general support for keeping accounts, and monitoring savings. The program will expire in May 2018. A brief overall status of the existing WMOs is presented in Box-2.

The Consultants believe that such backstopping should be continued under the project until the OCWM can takeover. An outline is presented below.

Continuing assistance to existing WMOs in SW1 (Narail and Chenchuri Beel, NSP and CSP)

Continuing assistance will focus on:

a) Strengthening and expanding Collective Action (CA) in O&M, agriculture, fishery, livestock, other IGA, value addition and other forms of business development . This will be done by employing a variety of methods, including: organizing exposure visits and supporting WMOs to start new activities after exposure visits; arranging better-

Box 2: Overall status of WMOs, as of July 2017 (from WMO Development Unit of PMO)

In phase-1, the total number of WMGs established is 102 and they formed 14 WMAs. On the whole, their performance is encouraging, given the fact that the financial contributions are rising. Some 37 WMGs are self-sufficient in book keeping or other aspects and do not need continued support.

The total capital raised by all WMGs was over BDT 3 crore in 2015, but this increased to BDT 4 .4 crore today. The collection rate is about BDT 7-8 lac per month. The investments totalled BDT 96.9 lacs.

There are 43 collective Income Generating Activities which mainly relate to fish production, seed production and certification, and transportation/ marketing.

Nine out of the 102 WMGs are not functioning, mainly due to social-political conflicts and leadership issues. The funds in the bank accounts of these failing WMGs have been withdrawn and have been redistributed to the contributors. In fact two WMGs are in the process of re-establishing themselves.

The present after-care program for all SW1 WMGs is scheduled to end in May 2018 and it is (subjectively) estimated that the number of self-sufficient WMGs may reach 50 to 70 in number. This leaves a fair number of WMGs vulnerable if no further support is extended. Therefore, it is proposed to continue project support to existing WMOs.



performing WMOs to assist others to adopt similar enterprises in their respective WMO areas; awards to “best performers”

b) Strengthening Participatory Performance Assessment and Target Setting (PPATS) of the field team (CFs, SFs, Monitors)

c) Organizational strengthening to expand diversified WMO-managed business d) Encourage and assist WMOs in developing “Multiplication of Leadership” (combined

with Diversification, mentioned above) e) Introduce and internalize WMO Self-Assessment f) Special strategies in bridging the gap between weak and strong WMOs and expanding

the CA coverage across WMOs (WMGs and WMAs)

Continued assistance to SW1 WMOs will further demonstrate the strength of Southwest Model. It would have a nationwide impact

Utilizing the success of phase-1 in accelerating WMO development under Additional Financing (AF)

WMO specialists, in collaboration with the WMO Development Unit of PMO, will employ special mechanisms to utilize the “demonstrated success” in phase-1 for WMO development under Additional Financing: e.g.

a) AF-WMOs (leaders/representatives) exposing to best performers (WMOs) of phase-1 and follow-up action including periodic “Planning and Review” sessions

b) Information, Education and Communication (IEC) Campaigns.

Figure 15presents a timeline of the activities planned under batch-1 of Task-2 until December. Batch-2 and 3 will replicate the same cycle later.

3.4.6 Gender

The project complies with ADB‟s Gender Equity Theme (GEN). A Gender Action Plan (GAP) has been prepared for the project with clear targets and responsibilities. For proper implementation of the GAP, one Gender Focal Point has been assigned from the PMO and one Social Development and Gender Specialist has been appointed in the Consultant team. Gender balance would be maintained during recruitment of the field staff – if possible. The women of the project area will benefit from opportunities such as (i) being a member of management committee of WMO‟s with a minimum 33% of female members; (ii) receiving training in agriculture, livestock, postharvest processing, fisheries production, or other water management and livelihood improvement matters depending on beneficiaries practical and strategic needs; and (iii) employment opportunities in construction and O&M works. The PMO will establish an MIS system with sex-disaggregated data, enabling gender-based analysis, and review and reporting on the implementation of the GAP in all reports. The progress in implementing the GAP will be reported regularly through quarterly project progress reports.



Figure 15: Activity chart for batch-1 of Task-2

TASK-2

2A: Combined WMO & SIP Development

j A S O N D J F M A M J J A S O N D

1 Mobilization of SF, CF, CBOs and information campaign PEO-PMO SFs-PMO WMO-ISPMC

2 Identify collective entry-point activities " " ISPMC/ PMO

3 Identify members for Planning/ Foundation Committee for SIP " " "

4 Baseline inventory " " "

5 Maps of contours, WLs and WMG delineation, etc ISPMC " "

6 Participatory walk-through PEO-PMO " "

7 Foundation and Ad-hoc Committee and Enrollment (> 70%) a " " WMO-ISPMC

8 Joint Management Committee

9 Problem analysis (water, agric, fish, etc) " " "

10 WMG Election and registration with OCWM " " ISPMC/ PMO

11 Formation of subcommittees (Agric, Fish, G/L, O&M, VC) " " WMO-ISPMC

12 O&M arrangements " " O&M-ISPMC

13 Intervention matrix SFs CFs ISPMC/ PMO

14 Detailed Action Schedule (DAS) per WMG " " ISPMC/ PMO

15 Aggregation of DASs at WMA level > SIP " " ISPMC/ PMO

16 WMA Election and registration with OCWM PEO-PMO SFs-PMO WMO-ISPMC

17 Signing Implementation Agreement IA

18 Approval of SIP by WMA & WMGs SFs CFs

19 Approval of SIP by JMC & DLIAPEC PD-PMO PEO

20 Performance assessing and target setting SFs CFs WMO-ISPMC

a = approval for works on primary infrastructure

2B: Continued support to existing WMOs (Narail & Chenchuri)

1 Institutional & financial capacity (accounts & audits) SFs CFs ISPMC/WMO

2 Strengthen Collective Action viz input-output services " " "

3 Improve agric. Business/ value chain plans " " "

4 Strengthen O&M and fee collection " " "

5 Strengthen WMO networks " " "

ISPMC Expert inputs

1 Int. WMO specialist

Int. Value chain adviser as/ when required

2 Nat. WMO specialist

3 Mid-level WMO specialist

4 Mid-level WMO specialist

5 Participatory Development specialist

6 Value chain specialist Main inputs into IWMP/ FS planning

7 Agricultural extension specialist "

8 Mid-level Agricultural extension "

9 Fisheries development specialist "

10 Mid-level Fisheries specialist "

11 Agricultural economist as/ when required

12 Gender/ Social development "

13 Safeguards/ Environmentalist

14 O&M specialist

Inputs of WMO Dev. Unit in the PMO

1 Principal Ext. Officer - Deputed from OCWM

2 Dty Chief Extension Officer

3 Extension officer (2x) -

4 Asst Chief (Fisheries)

5 Asst Chief (Sociology)

6 Research assistant -

7 Office assistant/ data entry typist -

8 2 WMO monitors *

9 9 Senior Facilitators*

10 50 Community Facilitators/ 7 Field Coordinators*

* Numbers for review

Provision under Social Mobilization through PMO

1 2 Nos. Planning engineers For drafting SIPs

2 10 Nos. Senior Research Assistants -

3 15 Nos. Research Assistants -

4 5 Nos. Sureveyors & 10 Nos. Work assistants -

Monthly for WMGs and quarterly for the project

Responsible Supporting Advice

See organization diagram

20182017

9 x WMO & SIP development in Batch-1



Social mobilization is a core activity of the project and will start right away with afocus on the nine WMAs in batch-1 areas as identified in section 1.6.1. The WMO & SIP development will continue for about one year – in line with previous experience. By November 2018, all nine WMAs should have approved the nine SIPs and give approval for implementation of the subordinate Civil Works (for which the preparations can be made long in advance.

After completion of the nine WMA areas in batch-1, the focus will shift to seven WMAs in batch-25. The choice which WMAs exactly will be targeted will be made during the course of time, but well before November 2018. By November 2019, the concerned batch-2 WMAs are expected to approve their SIPs and clear the way for implementation of construction works.

After batch-2, the focus will shift around November 2019 to batch-3. Those are all six remaining WMAs – of which 3 WMAs will be from the IWMP study area of Purulia-Charbhatpara and Bamankhali-Barnali. All of them will hopefully agree with planned Civil Works by November 2020.

The present aftercare program for existing WMOs in Narail and Chenchuri Beel will expire in May 2018. As mentioned before, no extension was foreseen, but it is actually deemed necessary and has already been planned accordingly until the end of the project with reducing activities and number of facilitators.

Capacity building is an integral part of WMO development and different types of training (on-the-job, classroom, field schools, exchange visits, etc.) will be done continuously as/ when required.

The officer or expert responsible for, supporting or advising is specified for each activity, but of course a wider coordination and cooperation between the stakeholders is essential for success. Figure 15 also shows that a number of posts sanctioned in the DPP are still vacant, and their recruitment should be done soon.

The organizational set-up for social mobilization/ development and SIP preparation is shown in Figure 16, and the organizational set-up for the aftercare program is given in Figure 17.

Figure 16: Organizational set-up for social development and SIP preparation under Task-2

5 There are 22 WMAs to be formed in total. Nine WMAs are included in batch-1. The remaining 13 WMA‟s are

divides in two batches of seven and six WMAs respectively

WMO-ISPMC PEO

WMO

Development

Subject matter

specia l i s ts -

ISPMC

Subject matter

specia l i s ts -

PMO

Planning

Engineers

PMO

SIP

SFs

PEO = Principal Extension Officer

PMO = Project Management Office

CFs WMO = Water Management Organization

ISPMC = Instit. Strength. + Project M'ment Consultants

SIP = Subunit Implementation Plan

WMAs CAP = Collective Action Plan

CAP WMA= Water M'ment Association

WMG= Water M'ment Group

SFs= Senior Facilitators

WMGs CFs = Community Facilitators

CAP

Schematic organization of WMO+SIP development in one-go



Figure 17: Organizational set-up of the aftercare program for WMOs

3.5 Task-3: Rehabilitation and Construction of Water Management Infrastructure

Implementation support for rehabilitation and construction of water management infrastructure will be provided for the nine subprojects under implementation. The full terms of reference for this task is given in Appendix-C. Activities under this task, and reference to the description of methodology are given in Table 111.

Table 11: Activities under Task-3 and reference to description of methodology

# Activity under Task-3 Methodology described in

1 Engineering surveys Appendix J

2 Tender assistance Appendix K

3 Construction supervision Appendix L

4 Safeguard issues (facilitation in implementation of Environmental Management Plan

(EMP), Environmental Monitoring Plan (EMP) and Resettlement Plan (RP) Appendix M

The activity schedule for Task-3 is presented in Figure 18and is largely self-explanatory. Construction work is also a core activity of this project, but shall be phased in parallel with progress in WMO/SIP development. Accordingly, it has been planned in a staggered way. Assuming that the proposed separate approvals for primary and subordinate infrastructure implementation is adopted, the civil works in the nine subunits/ WMA areas of batch-1 will start in December 2017 and may span two construction seasons for the bigger works.

Geo-technical surveys (for the foundation of three new regulators in batch-1) will be outsourced as „package‟ through the PMO. The Consultants will assist with drafting the terms of reference.

WMO-ISPMC PEO

WMO

Development

Subject matter

specia l i s ts -

ISPMC

Subject matter

specia l i s ts -

PMO

SFs


CFs WMO = Water Management Organization

ISPMC = Instit. Strength. + Project M'ment Consultants

SIP = Subunit Implementation Plan

WMAs CAP = Collective Action Plan

CAP WMA= Water M'ment Association

WMG= Water M'ment Group

SFs= Senior Facilitators

WMGs CFs = Community Facilitators

CAP

Schematic organization of the after-care program



It is noted that a number of works are planned for which no WMO approval is required, such as building the PMO office in Faridpur, putting-up River Bank Protection Works in Alfadanga at Helencha and Gridha, and putting-up a retired embankment at Gridha. This type of work can start as of November 2017, along with any works requiring approval of existing WMAs in Narail and Chenchuri Beel.



Figure 18: Activity schedule for civil works batch-1

Task-3

Civil Works

Batch-1: See separate table j A S O N D J F M A M J J A S O N D

Re-excavation of khal (115.29 km)

- Topo-surveys completed PMO/ SMO

- Preparation of designs DE-ISPMC

- Preparation of tender documents PMO/ SMO DTL/DE-ISPMC

- Tender process PMO/ SMO DTL/ QCE

- Work Order and informing WMOs a PMO/ SMO

- Implementation

- Supervision, monitoring EMP PMO/ SMO QCE/ Environ

Repair (13) + Constr. new (3) regulators

- Data/ + geo-tech surveys (package PMO) PMO Geo-tech package

- Hydraulic/ foundation/ structural designs DE-ISPMC

- Preparation of IEA/ EMP Environ-ISPMC

- Preparation of tender documents PMO/ SMO

- Tender process PMO/ SMO DTL/ QCE


- Implementation

- Supervision, QC, monitoring EMP PMO/ SMO DTL/ QCE/ Env.

R/S of embankment (21.5 km, if no RAP)




- Tender process PMO/ SMO


- Implementation

- Supervision, monitoring EMP PMO/ SMO DTL/ QCE/ Env.

Retiring of embankment (2 km LAP, RAP)



- Preparation of LAP + RAP (package PMO) PMO/ SMO Safeguard-ISPMC


- Tender process PMO/ SMO


- Implementation (after LAP/ RAP)

- Supervision, QC, monitoring EMP PMO/ SMO DTL/ QCE/ Env.

ISPMC expert inputs

DTL

Design engineer

Hydraulic engineer

Quality Control engineer 1 Tender Assistance

Quality Control engineer 2 Tender Assistance

Mid-level QC engineer 1




Safeguards/ Environment

Preparations for Batch-2



See organization diagram

Responsible SupportingCivil Works Batch-1

2017 2018



Implementation of LAP & RAP

Continue if weather allows



The organizational set-up for supporting the implementation of Task-3 is given in Figure 19.

Figure 19: Organizational set-up for implementation support of civil works

3.6 Task-4: Institutional Capacity Strengthening of BWDB and Supporting Agencies

The institutional capacity strengthening for participatory water resources planning and management will mainly focus on BWDB, and in particular its Office of the Chief Water Management and the Directorate of Audits, but, when deemed necessary, support under the project could be extended to supporting agencies. The Terms of Reference for the ISPMC6 indicate theactivities undertaken under this task will focuss on the roles and responsibilities for the OCWM and DoA as defined in the Participatory Water Management Rule-2014.

3.6.1 Introduction

Water management comprises two distinct components that could be labelled the water management hardware and the water management software. The water management hardware refers to the physical infrastructure and comprises the natural as well as man-made water ways, the regulating structures, flood protection and, erosion protection works, etc. The water management software refers to the institutional infrastructure and includes organisations, agencies and institutions that take decisions or are otherwise involved in the processes of decision-making with regard to the management of the water resources and include inter alia the BWDB, Local Government agencies, WMOs, etc. The institutional infrastructure not only includes the organisations as such, but also refers to the legal and regulatory framework including the de jure and the de facto mandates, roles and functions.

Although totally different in nature, the life cycles of WM hardware and WM software are very similar as depicted in Figure 20, from which it can be noted that in a certain way WMOs are quite similar to regulators in the sense that both require preventive, regular and emergency “maintenance” after completing establishment/construction.

6Institutional Strengthening and Project Management Consultancy

ISPMC PMO

SMOISPMC = Inst. Strength & Project M'ment Consultants


Contracts SMO = Subproject management Office

Organization of Civil Works



Figure 20: Striking similarities between the „hardware‟ and „software‟ of water management

All the steps in the life cycle of WM infrastructure are carried out by the BWDB, and BWDB‟s organizational structure; staffing and institutional mandates are fully geared to carry out that particular role. The BWDB is much less equipped for a similar role in the life cycle of the water management institutions. As in the case of this project, the steps 2 -7 of the life cycle are carried out by a PMO organization within the BWDB supported by a team of consultants. The PMO is a project based ad hoc setup and will cease to exist when the project ends.

The majority of the regular BWDB staff is engaged in steps 5 and 6 of the life cycle for WM infrastructure, i.e. virtually all the staff under the Zonal Chief Engineers (9) and their 22 BWDB Circles, and the 60+ O&M and/or WD Divisions as well as a considerable portion of the staff at BWDB‟s headquarters in Dhaka. The “maintenance” of the WM institutions would require a similar setup.

Rule 6 of the Participatory Water Management Rules 2014 stipulates that the responsible organization for the establishing (and “O&M”) of the WM Organizations is the Office of the Chief Water Management. In Rule 46(2) of the Participatory Water Management Rules 2014, the Internal Audit office of the BWDB (i.e. the Directorate of Audits) is assigned the task to annually perform audits of the WM Organizations.

A preliminary assessment has been made of the present capacities of the OCWM and Directorate of Audits with regard to their respective roles and tasks assigned to them in the PWM Rules 2014. The findings of the preliminary assessment are summarized in the following sections leading to an updated plan of action for institutional capacity strengthening for participatory water resources planning and management by the BWDB that comprises the following main activities:

1) Develop and propose a clear set-up and staffing plans for the Office of the Chief Water Management and the Directorate of Audit, including identifying training needs and formulating training programs on participatory water management procedures, in particular on the roles and tasks of the OCWM and DoA staff.

2) Establish a database for WMOs in the OCWM

3) Develop and arrange capacity development for BWDB officials and supporting agencies in participatory water resources planning and management.



The need for strengthening of supporting agencies may be identified and included in the course of the project. In the following sections, each of these activities are discussed further.

3.6.2 Developing clear institutional setup of and capacity building plan for the Office of Chief Water Management and the Directorate of Audit

The two institutions within the BWDB that are foreseen to play a key role in the establishment and “operation and maintenance” of WM Organizations are the Office of the Chief Water Management (OCWM) and the Directorate of Audit (DoA). The findings of a preliminary assessment of the present capacities of the OCWM and Directorate of Audits with regard to their expected roles are summarized hereinafter.

A. Office of the Chief Water Management

The OCWM is the successor of the BWDB‟s Land & Water Use Directorate that had been in existence since 1963 and availed over inter alia 480 Extension Overseers (see Setup‟74 in Table 122) for carrying out fieldwork. The focus had been on agricultural extension for irrigated agriculture in the major irrigation projects of the BWDB including:

1) Feasibility studies for new projects (crops, land type)

2) Crop production monitoring (cropping pattern, yields)

3) Soil Characteristics (soil salinity, PH) agricultural extension for irrigated agriculture in the major irrigation projects of the BWDB.

Table 12: Overview of staffing of the OCWM and its predecessors over time (courtesy OCWM)

# Position 7 Setup ‟74 8

Setup „85

“Enam

Setup” 9

Standard Setup-98 10

Proposed

Need-based

Setup ‟09 11

Proposed

Setup ‟13 12

Estimated

Need-based

Setup

(2017) 13 Gazetted

Retention

staff

as per

2012-13

1 Chief Water Management 1 1 1 - 1 1 1

2 Principal Extension Officer 7 18 3 10 4 6 9

3 Deputy Chief Extension Officer 4 39 12 1 12 18 18

4 Extension Officer 43 53 11 - 11 25 25

5 Assistant Extension Officer 26 27 19 - 19 43 43

6 Sr. Agric. Planning Officer 0 8 0 - 0 0 0

7 Extension Overseer-A and -B 479 375 0 178 165 267 805

8 Other technical staff (IT, data

base, etc.) 29 0 0 0 0 20

Total 589 521 46 189 212 360 921

9 Other support staff 938 494 471 288 291

7 Titles of the positions are the current titles and may have changed in the course of reorganisations

8 Setup ‟74 reflects the initial setup of the Directorate for Land & Water use established in 1963

9 The “Enam Setup” of 1985 reflects the need for more cadre staff at that time

10 The 1998 setup was part of a major reform of the BWDB (Directorate for L&WU elevated to become OCWM)

11 Needs Based Setup 2009 still under consideration with the MoWR

12 Updated Needs Based Setup 2013 submitted to the MoWR

13 Estimate by the OCWM



In the context of a broader reform of the BWDB in 1998, the Land & Water Use Directorate was elevated to become the Office of the Chief Water Management. Its mandate was adjusted to only take up the responsibility for participatory water management, while the task of agricultural extension was to be transferred (back) to the DAE. The manpower allocation for the OCWM was dramatically reduced from the 521 of the L&WU Directorate to only 42 officials and without any provision for field staff (extension overseers and the like). In the course of this organization about 475 staff members - mostly Extension Overseers - of the former L&WU Directorate became redundant as their positions had been abolished. By special order, they were declared “retention” staff, i.e. staff that would be retained on their post including all benefits, but would not be replaced when retiring or otherwise resign. By 2012-13 still 189 retained staffers were in service and presently their number has reduced to about 100, who are now rapidly coming of age and their numbers will quickly reduce over the next few months, leaving the OCWM soon without virtually any field staff.

As per Government Gazetted Notification of the Participatory Water Management Rules 2014 the responsibilities of the OCWM may be summarized as:

1) Optimize utilization and distribution of irrigation water in FCDI, FCD projects implemented under BWDB in order to increase crop production.

2) Ensure the active participation of beneficiaries in the project activities through forming Water Management Organization (WMO).

3) Development of WMOs and their sustainability

4) Registration of WMOs following the “Participatory Water Management Rule-2014.”

5) Social audit of WMOs formed under BWDB (completed and ongoing) projects.

6) Irrigation Service Charge collection following “Irrigation Service Charge Imposition and Collection Rule-2003”.

7) Maintain a database of all WMO related information.

These responsibilities are nationwide, but in practice - due to staff constraints - activities are limited to the major irrigation schemes and (ongoing) donor-aided projects that have a participatory water management focus. Nevertheless the OCWM has made considerable progress in the formation and development of WMOs (see Table 133), but is severely constrained in providing post-project services and carrying out the social audits to support and monitor the sustainability of the WMOs once they have been formed.

Table 13: Status of formation and development of WMOs versus the Sustainability Development Goals (courtesy OCWM)

# WMO WMO formation

(SDG Target 2030)

WMO formation

(Actual present)

WMOs registered

(present)

1 Water Management Groups (WMG) 3500 2243 1890

2 Water Management Association (WMA) 282 162 122

3 Water Management Federation (WMF) 10 01 0

In 2009 a needs based establishment (staffing plan) was prepared for the OCWM which includes 165 positions for Extension Overseers. The Needs Based Establishment proposal is still in the process of approval, but meanwhile (in 2013) an amended proposal was submitted to the BWDB proposing an additional 100 Extension Overseers as well as an increase of cadre staff (see the Proposed Setup ‟13 in Table 12), but was subsequently rejected by the BWDB Even when it would have been approved the staff will not be enough to meet the



current needs as reflected in the OCWM‟s estimated setup 2017, a breakdown of which is presented in Table 144The OCWM would have been able to only support the major irrigation projects and ongoing donor aided projects. There wouldnot be any capacity available for the introduction and implementation of participatory water management in the rest of the country and for monitoring and providingrefresher training and other services(“maintenance”) for WMOs that have been established under completed projects.

Table 14: Breakdown of estimated manpower for OCWM (courtesy OCWM)

# Works/Activities assigned with respect to user participation Area

Est. No. of

WMOs required 14

Staff requirements

1

FCDI and FCD schemes:

WMO formation and development.

After care activities (nourishing) of WMOs.

Motivational activities for beneficiary contribution for O&M

Social audit and monitoring of WMOs

1,626,728 ha

~ 4000 WMGs

~ 400 WMAs

~ 20 WMFs

PEO: 7

DCEO: 15

EO: 20

AEO: 33

XO: 651

2

Irrigation Schemes:

Irrigation Service Charge collection

Motivational activities for beneficiary contribution for O&M

After care activities (nourishing) of WMOs

Social audit and monitoring of WMOs

385,985 ha

~ 4800WMGs

~ 80 WMAs

~ 10 WMFs

PEO: 2

DCEO: 3

EO: 5

AEO: 10

XO: 154

3 Maintain database all WMO related information IT base staffs: 20

Acronyms:

WMG: Water Management Group

WMA: Water Management Association

WMF: Water Management Federation

PEO: Principal Extension Officer

DCEO: Deputy Chief Extension Officer

EO: Extension Officer

AEO: Assistant Extension Officer

XO: Extension Overseer (est. ~1/2500ha)

Besides staff, the OCWM would require a corresponding set of logistics including transport; computers with software, office equipment, stationary and operational budget, etc. At present 10 of the 15 vehicles and 70 of the 120 motor bikes assigned to the OCWM are unserviceable.

The tasks of the OCWM to develop, register and monitor the WMOs according to Participatory Water Management Rules 2014 would require a multiple of the staff as proposed in the Needs Based Establishment (2009). The workload peaks during the development stage of WMOs and is expected to reduce during a period of strengthening and then stabilize at some point in time when activities concentrate on monitoring, refreshment training and “maintenance”, which would include providing support to WMOs that face an internal or external crisis, etc. It may therefore be prudent to consider meeting the workload peaks by outsourcing the most labour intensive tasks to the private sector or NGOs, or consider to reduce the task and responsibilities assigned to the OCWM.

Despite the Participatory Water Management Rules 2014 assigning the task of establishing registering, strengthening and continued servicing of WMOs to BWDBs Office of the Chief Water Management, the consultants, after this preliminary assessment, conclude that it is highly unlikely that this approach offers a feasible and sustainable solution.

14

Density of WMGs in FCD and FCDI schemes ranges from 1/100ha to 1/3500ha with an average of about 1/600ha

Density of WMGs in Irrigation Schemes is about 1/80ha on average. The Report on Four Years‟ Achievement of Irrigation and Food Production in BWDB Projects (June 2013) estimates the total number of WMGs eventually needed at 20,000.



The consultant thereforeproposes the TOR of the consultants to be reviewed.

B. Directorate of Audit

Rule 46 (sub 2) of the Participatory Water Management Rules 2014 (PWM Rules 2014) states: “The Board (BWDB) will audit the accounts of the Organization by its Internal Audit office.”

The BWDB‟s Internal Audit office is the Directorate of Audits, which is one of the three Directorates under the Controller FA&A (Finance, Accounts & Audits), who in turn answers to the Additional Director General Finance (ADG Finance) as depicted in Figure 21.

Figure 21: Organogram of the Office of the Controller FA&A

To answer the question whether the Directorate of Audits is in a position to comply with the allocated task to (annually) audit the WMOs, a preliminary assessment has been made of the organization and its capacities. The following presents a summary of the findings.

The Directorate of Audits carries out so-called post–audits of the pre-audits as carried out by the 25 Regional Account Centers (RACs). For the RACs the auditing is only one (minor) task; RACs fall under the Directorate of Accounts and their main function is to process all the billing done with regard to works carried out by the BWDB. The audits are internal audits of the BWDB and are subject to external auditing by the Office of the Comptroller and Auditor General (OCAG).

On average the BWDB carries out about 900 works contracts every year with a turnover in the range of 4000Cr.Tk. On average a RAC would handle about 30 to 40 projects. The RACs carry out a “Voucher audit” of a number of randomly selected projects in their jurisdiction (which covers more or less a BWDB Circle). A “Voucher audit” is limited to checking whether all entries in the bookkeeping system are correct and supported by the proper vouchers and receipts.

The RACs have been established in 1998 in a move to decentralize the financial control of the BWDB and were designed to be manned with about 25 accounting staff. In practice the accounting cadre in each RAC ranges between 9 and 13 persons. The total number reaches about 250 persons, which is less than 50% of the identified need.

RACs avail over computerized data entry systems, but transferring the data to the Directorate of Audit is still done by bringing USB sticks to Dhaka. Computerization of (part) of the process did not contribute much to improve the efficiency of the RACs as the bulk of their work (such as billing) is still done manually.



The Directorate of Audit, with a staff of 53 persons (of wichonly 37 present are actually availble), randomly selects about 10% of the (pre-audited) projects to carry out a post-audit, which again is limited to a “Voucher audit”. Due to shortage of staff these audits do not include any performance audits with respect to efficiency, economy, effectiveness and (environmental) impacts. To expect the Directorate of Audits to carry out any financial audit of the WMOs let alone a performance audit is totally unrealistic. If this option would be pursued, it would also have to involve the RACs, which (a) are not under the managerial control of the Directorate of Audits but under the Directorate of Accounts, and (b) are specialized in accounting not in auditing. If the RACs with their current staffing can only, audit (voucher audit) a selection of the 30-40 projects under their jurisdiction, it would be totally impossible for a RAC to carry out financial and technical audits for 200-300 WMOs or up to 500 in future considering the estimates presented in Table 14).

Moreover, one could argue that an organization within the BWDB being tasked to audit WMOs is wrong in principle on the grounds that the Directorate of Audits is an organization for performing internal audits for the BWDB; the BWDB is an engineering organization, not an organization that provides accounting and auditing services to third parties. WMOs are not part of the BWDB organization and thus cannot be audited by the Directorate of Audits, just as the Directorate of Audits cannot audit the civil works contractors and suppliers contracted by the BWDB. The fact that the BWDB through the OCWM has been assigned the task to register the WMOs doesn‟t make the WMO part of the BWDB; hence the BWDB auditing the WMOs cannot be considered an “internal” audit.

Considering the total absence of the required capacity and the incorrectness in principle, it is strongly suggested to reconsider the approach to engage the Directorate of Audits to carry out financial and technical audits of the WMOs.

Instead, it is proposed to investigate and pursue the option that obliges the WMOs to arrange for an annual audit, which is in line with what is stated in the Sample Bye Laws of Registered and Unregistered Water Management Organizations in clauses 24 and 17 in Annexes 7 and 8 respectively, of the Guidelines for Participatory Water Management that state: “The WMO will arrange audit of accounts … at least once in a year by a competent auditor…”. On this aspect the Guidelines for Participatory Water Management and the Participatory Water Management Rules 2014 are not in line with each other.

The preferred option is auditing by locally contracted Chartered Accountants (CA) 15 preferably a CA with a Cost and Management Accountancy (CMA) background, who can also carry out a management (technical) audit. A private sector CA would charge a fee for his/her services, which should be affordable for the WMO, otherwise other alternatives need to be found or ways to finance the auditing.

Audits for the WMOs are prescribed by Rule 46 of the PWM Rules 2014. It requires the audit report to be presented by the WMO‟s Executive Committee to the General Committee and to be sent to the Registrar. Failure to produce a duly attested audit report would trigger sanctions listed in Rule 41 of the PWM Rules 2014.

C. Conclusions

With respect to developing clear institutional setup of and capacity building plan for the OCWM and the DoA and in view of the preliminary assessment of the OCWM and DoA the project will provide support to the OCWM to determine the required institutional and human resources for the Office of Chief Water Management (OCWM) and to develop a clear setup including its implementation plan, and provide necessary support where necessary for:

15

The Institute of Chartered Accountants of Bangladesh (ICAB) is the national professional accounting body of Bangladesh. Established in 1973, it is the sole organization with the right to award the Chartered Accountant designation in Bangladesh. Bangladesh has more than 1500 registered Chartered Accountants and 15000 students



1) Clarifying and operationalizing procedures of registration of WMOs

2) Reviewing and developing an alternative approach for auditing WMOs

3) Clarifying and operationalizing the procedures for auditing of WMOs

4) Formulating and proposing an addendum to the PWM Rules 2014 with respect to Rule 46 (sub 2) in accordance with the alternative developed and agreed on for auditing of WMOs

5) Formulating logistic requirements of the OCWM

6) Identifying training needs and formulating training programs for OCWM staff on the development, registration, management and auditing of WMOs, seeking cooperation with the Department of Cooperatives (DOC) on technical inputs for training

The project will use the findings and outcomes of these activities to compile a report for OCWM that will comprise the existing institutional set up, additional manpower and capacity building requirements and vision of OCWM to make WMOs of BWDBs existing projects sustainable in line with the recently adopted Participatory Water management Rules 2014.

Despite the Participatory Water Management Rules 2014 assigning the task of annually auditing the WMOs to BWDBs Directorate of Audits, the consultants, after a preliminary assessment, conclude that it is highly unlikely that this approach offers a feasible and sustainable solution. The consultant therefore proposes the TOR of the consultants to be reviewed.

3.6.3 Establish a database for WMO development

The project will assist the OCWM to develop a computer based database of WMOs. The database will be comprised of three components:

A. Salient data of WMOs (see Table 155)

B. BWDB (sub-)projects/schemes with progress in WMO coverage (see Table 166)

C. Performance data of WMOs (see Table 177)

The database will be filled with data to be obtained from ongoing and previous projects and the records from the Directorate of Cooperatives that has registered WMOs prior to the Participatory Water Management Rules 2014 coming into effect.

Table 15: Preliminary structure of database component A (Salient data of WMOs)

# Description of data Remarks

A The salient data of the WMOs:

A1 Common name of the WMO name commonly referred to locally

A2 Formal name of the WMO acronym with serial number

A3 Type of WMO WMG / WMA / WMF

A4 Location (Administrative): Linked to geographic map (administrative) with location

A41 Union

A42 Upazila

A43 Zila (Admin. District)

A44 Bibhag (Admin Division)

A5 Location (BWDB jurisdiction): linked to geographic map (BWDB jurisdiction) with location

A51 (Sub-)project/Scheme linked to B1

A52 BWDB Division linked to B21

A53 BWDB Circle linked to B22




A54 BWDB Zone linked to B23

A6 Date of establishment Date of the installation of the first Executive Committee

A7 Registration:

A71 Registrar BWDB / DOC / other / not registered

A72 Registration date

A73 Registration number

A8 Membership:

A81 Total number of members

A82 Number of male members

A83 Number of female members

A84 Percentage ratio male/female

members A82/A81 and A83/A81

Table 16: Preliminary structure of data base component B (BWDB (sub-)projects/schemes with progress in WMO coverage)


B BWDB’s (sub-)projects/schemes: where WMOs have been or will be established

B1 Name of the (sub-)project/scheme linked to A51

B2 Location (BWDB jurisdiction):

B21 BWDB Division linked to A52

B22 BWDB Circle linked to A53

B23 BWDB Zone linked to A54

B3 Command area in ha.

B4 Estimated no. of WMOs required: Targets may be split out per year or cumulative from year to year

B41 WMGs

B42 WMAs

B43 WMFs

B5 No of WMOs established: Achievements may be split out per year or cumulative from year to year

B51 WMGs from A3, A51, A6

B52 WMAs from A3, A51, A6

B53 WMFs from A3, A51, A6

B6 No of WMOs registered Achievements may be split out per year or cumulative from year to year

B61 WMGs from A3, A51, A7

B62 WMAs from A3, A51, A7

B63 WMFs from A3, A51, A7

B7 Progress (establishment): Progress may be split out per year or cumulative from year to year

B71 WMGs (%) B51/B41

B72 WMAs (%) B52/B42

B73 WMFs (%) B52/B43

B8 Progress (registration): Progress may be split out per year or cumulative from year to year

B81 WMGs (%) B61/B41




B82 WMAs (%) B62/B42

B83 WMFs (%) B62/B43

The Southwest Model for WMO development incorporates a set of performance indicators for monitoring the progression of the development of the WMOs that will form the initial data set for the performance of MWOs to facilitate baseline/endline surveys and monitoring.

Table 17: Preliminary structure of database component C (WMO performance and strength)


C Major Indicators: Performance based on the

achievement of Interventions:

C1 Financial status:

C11

Profit generated from WMO organized

activities per member

C12

WMO’s “worth” Value of movable and immovable property, e.g. Assets plus

cash in hand and Bank, loans etc.

C13

O&M Fund per member TK per member

C2 WMO activities and achievements:

C21

WMO involvement in O&M of Infrastructure Volume O&M work completed by WMO (e.g. length of

canals/drains desilted) and / or the value per member in TK

C22

WMO organized Annual and seasonal

plans

agriculture, fishery, livelihood and associated services including

input-output marketing)

C23

WMO-managed provision of inputs value of inputs per member and % members benefitted (we

may use an average like value per WMG member)

C24

Mutually beneficial partnerships with the

private sector value per member

C25

Mutually beneficial partnerships with

BWDB

C26

WMO-managed links with DA and other

Government agencies

C27

WMO members adopting improved

agricultural, fishery and other practices these can be measured and statistically analyzed

C28

WMO members received a fair price from survey

C3 WMO strength:

C31

WMO strength in managing conflicts,

internal audit, and financial control in

services provided etc.

An Indexto be developed

C32

Transparency including financial Assessed on the basis of reports of the WMO Monitors.

C4 Additional Indicators-Overall WMO Strength:

C41

WMO organizational strength A composite index to be developed, for example from the

indicators listed above

C42

Degree of diversity of WMO activities

C43

Member satisfaction on WMO services

C44

Members satisfaction on WMO

accountability and transparency especially in financial matters




C45

Equity in WMO services distribution of WMO services across WMG members, large and

small farmers/fishermen, women, underprivileged groups etc.

C46

Level of federation of WMOs Higher level WMOs

C47

WMO profits, savings, combined value of

WMO assets assessed annually

C48

Value and quality of WMO-managed O&M assessed annually

3.6.4 Management Information System

Reportedly a rudimentary MIS system has previously been established by the Institute for Water Modelling using dedicated software. The model became defunct after a software malfunction and could not be viewed or studied. The Consultants conclude that a new MIS would need to be established.

Discussions with the PMO revealed that the requirements of the MIS overlap with the database for WMOs, and also relate to:

1) An inventory of agricultural land and fishponds in the respective subunit (=WMA) areas

2) An inventory of water infrastructure, including:

Water level records

Technical specifications such as number of vents, and sill level of regulators, type and dimensions of gates, specifications of hoist mechanism, etc.

Lay-out of khals and their design- and actual dimensions

O&M arrangements, such as responsibilities of and contributions by WMOs

The MIS shall be project related, have the flexibility to include new items later, and shall operate online and be able to feed into a national MIS under the BWDB.

3.6.5 Develop and arrange capacity development in participatory water resources planning and management.

A program for capacity development in participatory water management and planning for BWDB is outlined in Table 188. The program is a blend of study tours, training abroad, national training and workshops. Not listed, but included in the activity of developing the database for WMOs is the training for OCWM staff and operators in the development and maintenance of the WMO database.



Table 18: Outline of the program for capacity development

Type of training Country /

Institution No. of Participants Subjects/Topics Participants16

Study Tour /

Training Program Europe / Africa

2 x 12 participants

Participatory Water Resources

Management

On Farm Management

Value Chain and Market Development

of Agricultural Products.

Staff of OCWM

Other BWDB staff

DAE, DoF, MoWR, ERD,

Planning Commission,

NEC-ECNEC, IMED

Study Tour /

Training Program

Asia

(Vietnam, India,

China, Thailand,

Philippines, and/or

Indonesia)

6 x 12 participants

Value Chain Development and Market

Development of Agriculture Products.

Participatory Water Resources

Management.

On Farm Management.

Collective Action Program.

Staff of OCWM

Other BWDB staff

DAE, DoF, MoWR, ERD,

Planning Commission,

NEC-ECNEC, IMED

Post Graduate

Diploma / M.S. /

M.Sc. Engineering

Asian University

(Thailand/ and/or

India)

2 IWRM / WRE / CE Project Officials

(B.Sc Engineers

Post Graduate

Diploma / Short

Course

IRRI Philippines 3 Agro/ Fisheries Business Project Officials

(B.ScAgr./ Fish)

Ph.D. Program

National Public /

Private University

(NSU/BRAC/ASU)

2 Project Based Research Project Officials

Executive MBA for

Project officials

National Public /

Private University

(NSU/BRAC/ASU)

3

project implementation management,

such as procurement and financial

management

Project Officials

Workshops. (3) National Level 3 x 100-150

participants

IWMPs and project experience

sharing Wider audience

Workshops (to be

decided)).

District and Upazila

Level

? x 50-100

participants

IWMPs and project experience

sharing Wider audience

NB: This table was derived from the DPP, but it is remarked that the staff who is implementing the project should be well represented in the trainings abroad.

3.6.6 Work schedule for supporting institutional capacity strengthening of BWDB

The activities under task 4 are presented in Figure 22 and can be implemented fairly independently from the other tasks. Especially the database for WMO development will be developed at the beginning of the project implementation schedule, so the results are beneficial for the implementation of the project itself.

16

The participants listed reflect the approved DPP; The consultants strongly recommend to ensure the composition of participants of training activities are balanced with a primary focus on BWDB‟s project and field staff.



Figure 22: Work schedule for supporting institutional capacity strengthening of BWDB

TASK-4

Support Institutional Capacity Building BWDBJ A S O N D J F M A M J J A S O N D

Database for WMOs/ MIS

- Identify requirements and purpose of database

- Inventory of existing databases

- Analysis of data requirements

- Design of database

- Data entry and test operation

- Handing-over and training

Clear set-up for OCWM

- Preparations/ initial assessments

- Inventory of tasks OCWM and inst. environment

- Analysis of OCWM organizational structure

- Propose set-up for OCWM

- Workshop/ feedback

- Final set-up for OCWM

Develop approach for auditing of WMOs

- Preparations/ initial assessments

- Defining tasks and workload for auditing

- Inventory potential solutions for auditing WMOs

- Workshop/ feedback

- Assess and determine preferred option

- Final set-up forAuditing

Develop/arrange capacity development

- Identify training needs for Participatory WM

- Inventory of training options

- Design training program (inc. study tours)

- Select training institutions

- Design and prepare training materials

- Select trainees

- Training at training institutions

- Conduct training courses

- Evaluation of training

ISPMC expert inputsInternational Institutional Specialist

National Institutional Specialist

Training Specialist

Support Institutional Capacity Building BWDB

2017 2018



3.7 Reports and Major Deliverables

The Consultant will furnish the following reports and deliverables as stipulated in the TOR:

Inception Report (20 copies): to be submitted within one month after the commencement of the services, presenting the methodologies, schedule, organization, and other information to present the planned implementation of the services.

Monthly Progress Report (20 copies): to be submitted by the 5th day of each month, describing briefly and concisely all activities and progress for the previous month. The report will include details of expert personnel mobilization, progress of work, financial man-month used. Problems encountered or anticipated will be clearly stated, together with actions to be taken or recommendations for remedial measures for correction. It will also indicate the work to be performed during the next month.

Quarterly Progress Report (20 copies), to be submitted within 5th days after the end of each quarter, presenting the project progress status of each quarter and work plan for the succeeding quarter. The reports will include the details of the progress of the project activities, implementation progress of safeguard (resettlement and environment) and gender requirements, and other information that were included in the monthly progress report. The report for the fourth quarter of each calendar year should include the status of yearly progress of the respective calendar year, and will be called the annual progress report. The annual progress report will have to be submitted within 30 days after the end of each calendar year.

Draft environment management plan implementation monitoring report (annual) (20 copies), to be submitted within 30 days after the end of each calendar year, presenting the progress of the environment management plan to meet requirements of the government and ADB. This is for assisting the executing agency to submit the safeguard monitoring reports to ABD.

Draft resettlement plan implementation monitoring report (semi-annual) (20 copies), to be submitted within 30 days after the end of June and December of each year, presenting the progress of resettlement plans to meet requirements of the government and ADB. This is for assisting the executing agency to submit the safeguard monitoring reports to ABD.

Mid-term Review Report (20 copies), to be submitted within about 30 months when instructed by BWDB as per the actual progress of the project activities, presenting the progress of the project activities, implementation progress of safeguard (resettlement and environment) and gender requirements, problems encountered, actions and/or proposals for resolution, proposal of improvement towards the remaining project period, and other assessment and information that evaluates the project activities since the beginning of the project.

Project Completion Report (20 copies), submit a draft report three months before the end of the completion services, and the final report at the end of all the consulting services, incorporating comments from BWDB, ADB, EKN and other relevant parties.

The following Technical Notes will be prepared by the ISPMC team. Drafts of each technical note will be reviewed by BWDB, ADB, EKN and other relevant parties. Consolidated comments will be prepared by the BWDB and forwarded to the Consultant. The Consultant will then finalise the Technical Note addressing the consolidated comments received:

IWMP Reports, to be submitted in the second (two subprojects) and third year (two subprojects) of the services;

Feasibility Reports, to be submitted before the end of the project.

O&M Manuals of water management structures and SIP-wise O&M manuals



Resettlement Plans, to assist the executing agency to submit resettlement plans for construction and rehabilitation of structures, (as required);

Capacity Development and Implementation Plans for BWDB, line agencies and WMOs, and keep on updating during contract implementation;

Special Reports by subject matter specialists, (as required), and

Labour Contracting Society (LCS) Guidelines (as required);

The formal draft reports will be submitted for review to the Client in both hard and electronic copy format. Hardcopies of all draft reports will be in black and white except for those maps and figures that can only be interpreted well if printed in colour. The electronic copy of any report will be in full colour and perfectly legible to the reader. All documents will be made available through BOX (cloud based system).

3.8 Monitoring implementation progress

Progress of implementation of the project will be measured against the work plans. Given the fact that the work plans for task-1 and task-2 relate to a batch of subunit areas, each comprising varying numbers of WMOs, the overview may soon be lost.

3.8.1 Monitoring of milestones

The Consultants intend to keep track of the steps taken under each task, realizing that they may be achieved gradually over time, simultaneously, sequentially or even in reversed order. This will be achieved by means of spreadsheets. Parts of such spreadsheet are shown for illustration for each task in Figure 23and Figure 24.

Figure 23: Monitoring achievement of milestones in Task-1

Figure 24: Monitoring achievements of milestones in Task-2

TASK-1 IWMP & FS preparation

Jan'18 Dec'18 Jan'18 Dec'18

Reporting date: ……….. 0% 25% 50% 75% 100% 0% 25% 50% 75% 100%

1 WL records

2 Hydrological design

3 Maps - Water infrastructure

4 WMA/ WMG delineation

5 PRRA

etc.

Purulia-CharBatpara Babamkhali-Barnali

TASK-2

2A: Combined WMO & SIP Development

Reporting date: ………………. Aug'17 Oct'18 Aug'17 Oct'18 Aug'17 Oct'18

0% 25% 50% 75% 100% 0% 25% 50% 75% 100% 0% 25% 50% 75% 100%

1 Mobilization of SF, CF, CBOs

2 Collective entry-point activities

3 Members for Planning Committee

4 Baseline inventory

5 Maps of WLs and WMG delineation, etc

6 Participatory walk-through

etc.

WMG-1 WMG-1

Chatler-Fakurhat, WMA-2

WMG-1



3.8.2 Monitoring progress at a glance

The Consultants intend to develop charts that will show progress at a glance, as was done in phase-1 of the project. To that effect, the Consultants will elaborate the computation of progress as given in Appendix- 7 of the Project Administration Manual. An example of the intended progress charts (from phase-1) is given in Figure 25 and Figure 26 – just for illustration.

Figure 25: Illustration of intended physical progress chart

Figure 26: Illustration of intended financial progress chart

3.9 Consultants Staff

The ISPMC team will be led by an International Team Leader (TL) who will supervise and manage the entire services of the ISPMC package, and will allocate necessary detailed tasks to the appropriate team members to accomplish the services of the ISPMC team. He will be assisted by the Deputy Team Leader (DTL) in all professional matters and by an Office Manager for administrative affairs. A summary of Consultants staff and their input provision (954 Person-Months in total) is presented inTable 199. Their overall input schedule is given in Figure 22



Table 19: Key experts and non-key experts of the ISPM Consultant Team

# Position Name P-M

A. KEY EXPERTS: International Consultants

a-1 Water Resources Management Specialist/ TL Roostee, Robert 30

a-2 Water Management Organization (WMO) Specialist Dr. C.M. Wijayaratna 14

a-3 Institutional Specialist Jan Bron 7

a-4 Agriculture Economist P L Preethi De Silva 3

a-6 Environmental Safeguard Specialist K.A.K. Jayatilake 3

a-7 O&M Specialist Arend Jan van de Kerk 3

a-9 Resettlement Specialist Margriet Hartman 2

a-10 Value Chain Advisor Robert van den Heuvel 3

B. NON-KEY EXPERTS: International Consultants

a-5 Quality Control Specialist (Infrastructure) Rob Brouwer 1

a-8 MIS Specialist Ries Kluskens 2

C. KEY EXPERTS - National Consultants

b-1 Water Resources Engineer/ DTL Md. Ataul Haq 62

b-2 Water Management Organization Specialist Shah Ahmed Ali Khan 60

b-3 Participatory Development Specialist A.K.M. Fazlul Haque 18

b-4 Institutional Specialist Dr. M.A. Quashem 24

b-5 Value Chain Specialist Dr. Abu Saleh Md Shahidul Haque 32

b-7 Design Engineer Mohir Uddin Ahmed 36

b-8 Quality Control Engineer-1 Abdul Wadud Mian 36

b-8 Quality Control Engineer-2 Abdul Jalil 36

b-10 Agriculture Extension Specialist Dr. Md. Rezaul Karim 46

b-12 Fishery Development Specialist Dr. Md. Shamsul Huda 46

b-14 Agricultural Economist Md. Aminul Islam 18

b-15 Gender & Social Dev. Specialist Helen Rahman 31

b-18 O&M Specialist Manjurul Karim 42

b-20 Resettlement Specialist Tofayel Hossain Basunia 12

D. NON-KEY EXPERTS: National Consultants

b-6 Mid-level WMO Specialist-1 Md. Hurmuj Ali 23

b-6 Mid-level WMO Specialist-2 Md. Maksudur Rahman 23

b-9 Mid-Level Quality Control Engineer-1 Md. Abdul Motalab 36

b-9 Mid-Level Quality Control Engineer-2 Md. Lutfor Rohman 36

b-9 Mid-Level Quality Control Engineer-3 Mohammad Ali Jinnah 36

b-9 Mid-Level Quality Control Engineer-4 Sheikh Nazrul Islam 36

b-11 Mid-Level Agricultural Extension Specialist Md. Abul Hashem 48

b-13 Mid-Level Fishery Development Specialist Md. Abdul Mannan 48

b-16 Environmentalist/Safeguard Specialist Md. Faruque Biswas 25

b-17 Training Specialist Md. Zafrul Quddus 36

b-19 Hydraulic Engineer / Hydrologist Jasim Uddin Ahmed 18

b-21 GIS Specialist/Remote Sensing Specialist Mohammad Sahid Ullah 12

b-22 MIS Specialist Md. Ahmedur Rahman Talukder 10



4. Work Schedule and expert inputs

Figure 27: Work schedule of the project

J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61

Start-up and inception report

Task-1A: FS studies

Outsourcing Tungipara & Kotalipara

Task 1B: IWMP studies / Batch

Data collection & mapping

Reconnaisance & PRRA & HHS

Sectoral analyses (Agr. Fish. G/L, etc.)

Engineering & O&M proposal

Land acquisition/ Resettlement

Draft IWMP, public hearing, final IWMP a 2R 2R

* = outsourced and WL slopes can be sensibly determined

Task-2A: WMO/ SIP Development

Batch

Start-up, entry-points, foundation committee a1 a2 a3

Problem analysis & WMG election/registration

Subcommittees & detailed action schedules

WMA election, registration, SIP, IA A1 A2 A3

Part. Performance assessment & target setting

Task-2B: Continued capacity development support

Narail & Chenchuri Beel After-care

Batch-1 phasing-out

Batch-2 OCWM

Batch-3 taking-over

Task-3: Civil works

Batch

Data collection, designs, tendering a1 a2 a3

Implementation, supervision, QC (2 seasons) A1 SIP batch-1 A2 SIP batch-2 A3 SIP batch-3

Task-4: Institutional capacity building BWDB

Clear set-up for OCWM

Approach for auditing WMOs

Database WMOs/ MIS

Trainings and study tours

FS/ Tungipara & Kotalipara *

IWMP/ Arol Beel & Sunamukhi-Banmander

2022

Q1 Q2

2020

Q1 Q2 Q3 Q4

2021

Q1 Q2 Q3 Q4Activities

Narai l + CCB + Batch-1 (9 WMAs) Batch-2 (7WMAs)

Batch-1 = 9 WMAs Batch-2 = 7 WMAs

Monthly and quarterly Monthly and quarterly

Q4

2018 2019

Q2 Q3 Remark

Finishing touches

Monthly and quarterly

Batch-3 = 6 WMAs

Batch-3 (6 WMAs)

IWMP/ Purul ia-Charbatpara & Bamankhal i -Barnal i

Time line

Any works left

Q4Q3 Q4

2017

Q1 Q2 Q3 Q1



Figure 28: Expert input schedule

J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61

International experts Name PM PM balance

Team leader Robert Roostee 30 30

WMO specialist Dr. C.M.Wijayaratna 14 14

Institutional specialist Jan Bron 7 7

Agricultural economist Preethi de Silva 3 2 1

Environmental safeguards K.A.K. Jayatilake 3 as/ when required 3

O&M specialist AJ vd Kerk 3 as/ when required 3

Resettlement specialist Margriet Hartman 2 as/ when required 2

Value chain specialist Robert vd Heuvel 3 3

Quality control specialist Rob Brouwer 1 as/ when required 1

MIS specialist Ries Kluskens 2 2

10

National experts

Deputy team leader Ataul Haq 62 60 2

WMO specialist Shah Ahmed Ali Khan 60 60

Part. dev. specialist Fazlul Haque 18 18 + 23 M M -23

Institutional specialist Dr. MA Quassem 24 24

Value chain specialist Dr. Abu Saleh Haque 32 32

Design engineer Mohir Uddin Ahmed 36 36 + 6 extension *** -6

Quality control engineer 1 Abdul Wadud Mian 36 36

Quality control engineer 2 Abdul Jali l 36 36

Agric extension specialist Dr. Rezaul Karim 46 46

Fisheries dev. specialist Dr. Shamsul Huda 46 46

Agricultural economist Aminul Islam 18 as/ when required 8 10

Gender/ social development Ms Helen Rahman 31 31

O&M specialist Manjurul Karim 42 42

Resettlement specialist Tofayel Basunia 12 12

Mid-level WMO specialist 1 Hurmuj Ali 23 23

Mid-level WMO specialist 2 Maksudur Rahman 23 23

Mid-level QC engineer 1 Abdul Motalab 36 36

Mid-level QC engineer 2 Lutfor Rahman 36 36

Mid-level QC engineer 3 Md Ali Jinnah 36 36

Mid-level QC engineer 4 Nuzrul Islam 36 36

Mid-level AE specialist Abul Hashem 48 48

Mid-level FD specialist Abdul Mannan 48 48

Environment/ safeguards Faruque Biswas 25 12 13

Training specialist Zafrul Kudus 36 36

Hydraulic eng/ hydrologist Jasim Uddin 18 18

GIS/ remote sensing Sahid Ullah 12 12

MIS specialist Ahmedur Talukder 10 10

-4

Expert inputs Time line

2017 2018

Q2Q4 Q1 Q2 Q3 Q4 Q1

20222019 2020 2021

Q1Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q2 Q3 Q4



Remark

The provision for person-months of the Consultants is sufficient to cope with the work load, but a re-allocation may become opportune after two years. The input of the Particiatory Development specialist may have to be extended by some 23 PM in order to complete the IWMP studies and SIPs. The Design Engineer may need some 6 PM more in order to prepare the designs for the fourth construction season (2020-21). These PM can likely be curtailed from other positions within the present budget, but it is deemed too early to propose at this point in time.



Appendices (Volume II)

A. Project context in Bangladesh

B. Organizational set-up of the project

C. Terms of reference of the Consultants

D. List of reports studied

E. Union maps for Tungipara and Kotalipara

F. Maps of Arol Beel and Sunamukhi-Banmander

G. Description and map of seven subprojects for implementation

H. Proposed annotated table of contents of IWMP

I. Proposed annotated table of contents of SIP

J. Southwest model for social mobilization and capacity building

K. Support for detailed design

L. Tender assistance

M. Assisting in construction supervision

N. Safeguards (Environmental Management Plan and Resettlement Plan

Asian Development Bank

BANGLADESH WATER DEVELOPMENT BOARD

Southwest Area Integrated Water Resources Planning and Management Project


INCEPTION REPORT

Volume II – Appendices


Revision: Error! Reference source not found.


September 2017


September 2017 INCEPTION REPORT WATBE8731R001D0.1 i

HASKONINGDHV NEDERLAND B.V

Jonkerbosplein 52

6534 AB Nijmegen

Netherlands

Water

Trade register number: 56515154

+31 88 348 70 00

+31 24 323 93 46

[email protected]

royalhaskoningdhv.com

T

F

E

W

Document title: INCEPTION REPORT

Document Subtitle Volume II – Appendices

Document short title: IR


Revision: Final


Project name: Southwest Area Integrated Water Resources Planning and Management Project -


Project Short name: Southwest Project - Additional Financing

Project number: BC8941-100

Author(s): Robert Roostee, AtaulHaq, C.M.Wijayaratna, Jan Bron

Drafted by: Robert Roostee

Checked by: Alex Hooijer

Date / initials:

Approved by:

Date / initials:

Classification

Project related

Disclaimer

No part of these specifications/printed matter may be reproduced and/or published in print, by photocopy, microfilm or by

any other means, without the prior written permission of HaskoningDHV Nederland B.V.; nor may they be used, without

such permission, for any purposes other than that for which they were produced. HaskoningDHV Nederland B.V. accepts

no responsibility or liability for these specifications/printed matter to any party other than the persons by whom it was

commissioned and as concluded under that Appointment. The integrated QHSE management system of HaskoningDHV

Nederland B.V. has been certified in accordance with ISO 9001:2015, ISO 14001:2015 and OHSAS 18001:2007.


September 2017 INCEPTION REPORT WATBE8731R001D0.1 ii

APPENDICES

APPENDIX A. Project Context in Bangladesh ..................................................................... 1

APPENDIX B. Organizational set-up of the project .............................................................. 8

APPENDIX C. Terms of reference of the Consultants ....................................................... 13

APPENDIX D. List of reports reviewed .............................................................................. 31

APPENDIX E. Union maps of Tungipara and Kotalipara areas.......................................... 35

APPENDIX F. Delineation of IWMP study areas ............................................................... 38

APPENDIX G. Description and map of seven subprojects for implementation ................... 40

APPENDIX H. Proposed table of contents of FS/ IWMP and SIP ..................................... 76

APPENDIX I. WMO Development: Southwest Model .......................................................... 79

APPENDIX J. Survey requirements for engineering .......................................................... 95

APPENDIX K. Design and Tender Assistance ................................................................. 103

APPENDIX L. Supervision of Construction Works........................................................... 109

APPENDIX M. Safeguards (EIA & EMP, LAP & RAP) ..................................................... 118

List of Tables

Table 1: Subprojects and SMOs ............................................................................................. 11

Table 2: Proposed FCD/I infrastructure and costs .................................................................. 43

Table 3: Proposed FCD/I Infrastructure interventions and costs for Beel Sukunia subproject ................................................................................................................. 50

Table 4: Proposed FCD/I infrastructure and costs in Chatler-Fakurhat subproject .................. 55

Table 5: Proposed FCD/I Infrastructure interventions and costs in Daduria-Kandor Beel ....... 61

Table 6: Proposed FCD/I infrastructure and costs for Horai River subproject ......................... 67

Table 7: Proposed FCD/I infrastructure and costs in Kalidaskhali-Arpara subproject area ...... 73

Table 8: Classification of magnitude of potential impacts ...................................................... 122

Table 9: Criteria to determine sensitivity ............................................................................... 123

Table 10: Assessment of significance of potential impact ..................................................... 123


September 2017 INCEPTION REPORT WATBE8731R001D0.1 iii

List of Figures

Figure 1: Organization structure of the project ........................................................................ 10

Figure 2: Organization structure in BWDB .............................................................................. 10

Figure 3 Union map of Tungipara ........................................................................................... 37

Figure 4: Union map of Kotalipara .......................................................................................... 37

Figure 5: Existing and proposed water management infrastructure, Alfadanga – Boalmari ..... 46

Figure 6: Map showing WMO areas and water infrastructure in Alfadanga-Boalmari subproject ............................................................................................................ 47

Figure 7: Map of Sukunia Beel sub-project with existing and proposed water management infrastructure in Beel Sukunia subproject ............................................................. 51

Figure 8: Map showing WMO areas and water infrastructure in Beel Sukunia ........................ 52

Figure 9: Existing and proposed water management infrastructure, Chatler-Fukurhat ............ 57

Figure 10: Map showing WMO areas and water infrastructure for Chatler-Fakurhat subproject ............................................................................................................ 58

Figure 11: Map of Daduria Beel and Kandor Beel sub-project with existing and proposed water management infrastructure ......................................................................... 62

Figure 12: Map showing WMO areas and water infrastructure in Daduria-Kandor Beel subproject ............................................................................................................ 64

Figure 13: Existing and proposed water management infrastructure, Horai River Scheme ..... 69

Figure 14: Map showing WMO areas and water infrastructure for Horai River subproject ...... 70

Figure 15: Existing and proposed water management infrastructure, Kalidaskhali-Arpara subproject ............................................................................................................ 74

Figure 16: Map showing WMO areas and water infrastructure for Kalidaskhali-Arpara subproject ............................................................................................................ 75

Figure 17: Participatory design process .................................................................................. 93

Figure 18: Flow chart for the preparation of bidding documents ........................................... 107

Figure 19: Safety Management Procedure (read BWDB where Consultant‟s RE staff is mentioned) ......................................................................................................... 112

Figure 20: Procedure for review and approval contractors‟ method statement ...................... 114

Figure 21: Procedure for approval concrete mix ................................................................... 115

Figure 22: Methodology for preparation of EIA and EMP and monitoring of its implementation ................................................................................................... 121


September 2017 INCEPTION REPORT APPENDIX A - 1

APPENDIX A. Project Context in Bangladesh



PROJECT CONTEXT IN BANGLADESH

Economic growth and poverty reduction are the main objectives of the government‟s Sixth Five Year Development Plan for 2011 to 2015. Sustainable management of rivers and enhancement of climate change resilience, including disaster risk management, are considered essential means to accomplish the growth and poverty reduction objectives.

National Context

Bangladesh, having an area of about 147,600 sq. km., lies in the delta of three renowned River Systems viz. Ganges-Brahmaputra-Meghna associated with more than 50 (fifty) other rivers flow into Bangladesh with more than 90% of their catchment areas situated outside the country. The full-flowing rivers carrying water from outside in combination with high and intense rainfall in the country during monsoon causing extensive inundation of the floodplains, accounting for about 25% of the country area each year and occasionally extending to more than about 60% during extreme floods with slow recession due to flat topography and often backwater resulting from high tides from the Bay of Bengal. Agriculture and Fisheries, especially river and marine fisheries govern not only the rural economy of Bangladesh but also constitute a major share in the national economy. In spite of significant development in other sectors of the national economy, including industries, transportation, services, etc., the country will always be dependent on the agriculture and fishery development with respect to supply of nutrition, employment to the huge rural population accounting for about 85% of the national total.

Population: With a population of about 163,654,860 million, (Bangladesh Demographic Profile, July 2013 est.) and an average density of 1108 persons/sq km, Bangladesh is one of the world‟s most densely populated countries. It is the seventh most populous country in the world and population is the main problem in Bangladesh, responsible for creating many other socio-economic problems (NIPORT). Though the population growth rates have started to decline and reached at 1.59% in 2013 from 2.9% in 1974 yet the total population is projected to rise to nearly 183 million by the year 2025.

Economy: In spite of achievements in food security though significant improvement of the Agriculture Sector, the country is under economic constraint because of the high population burden and the consequent low land-man ratio, which is steadily decreasing. Even after the elapse of 42 years of independence, Bangladesh is still struggling to free the economy from the low growth trap. Average annual growth rate varies between 5-6 percent per annum.

Poverty Reduction Strategies Paper (PRSP)however, allows for a growth rate of 7% per year up to the year 2015. Present per capita income is about US$ 833.10 (Bangladesh Economic review of MOF-2012-13) The Three Year Rolling Plan proposes necessary steps to encourage and promote the private sector as partners in development. The plan assigns priority to the agricultural sector so as to maximize its contribution to overall economic growth and ensuring food security.

Therefore, agriculture will continue to play a major role in the growth and economic stability of the country for many years to come. Presently, the agricultural sector accounts for about 24% of GDP and employs about two-third of the labour forces. Crop sub-sector dominates the agriculture with livestock, fisheries and forestry presenting great potentials for growth, employment and equity.

Fish is the main source of protein in rural Bangladesh. Production of fish (inland and marine) from 1994/95 to 2003/04 has increased from 1.173 million tons/year to 2.10 million tons/year. According to DOF present (2003/04) inland fish production is about 1.647 million tons/year. Fish production has increased by almost two times within the last 10 years. Sustained high yield and environmental protection are the principal objectives of the National Plan of FiFYP. In support of the plan objectives, strategies for sustainable development of agriculture sector



during FiFYP period address the following major issues: Resource utilization according to potentials; Policy supportive of environment protection; and Location-specific technologies and their proper diffusion.

Bangladesh is a developing country with about 44%or about 50 million of population living below the poverty level. The country‟s main concern is to reduce poverty. Accordingly, the GOB has approved Poverty Reduction Strategies Paper (PRSP) to reduce poverty to achieve millennium goals. The PRSP assigns due priority to agricultural sector so as to maximize its contribution to overall economic growth and food security.

The Water Resources in the country is complex in nature with respect to availability, adversity and conflicting demands for agriculture, fisheries, forestry, industry, navigation and domestic use. The sustainable water resources development would help in augmenting national economic growth and alleviates poverty with great opportunity for managing economic changes in the country. But the season-based, highly fluctuating water resources always appear to be a challenging task to the professionals in formulating year round water development plan to meet the demand of the complicated interest in flood control, irrigation, natural habitation, water supply to the highly concentrated population of the country and its industrial use. The interface between Water and Poverty has been flagged in the policy framework so that the required intervention can be designed properly. The key area of intervention and critical location are identified as a part of the targeted pro-poor growth strategy. Flood affects the poor mostly as they live in the agro-ecological disadvantaged areas like char lands, coastal areas, Haors, and deeply flooded areas. Flood shelters, flood forecasting, and flood control measures are considered as immediate interventions. Long term Drainage Congestion makes land unproductive and reduces the opportunities for intensive cultivation or other uses. Excavation and dredging of the rivers and canals with the provision of regulators and control structures would be the measures for improvement. Irrigation helps the small farmers and wage labor to alleviate poverty, besides the large farmers through augmentation of agricultural production with the adoption of irrigated HYV cropping technology. Facilitating tube-well, surface water irrigation infrastructures, micro irrigation devices, revival of rivers and barrage, etc. are the potential interventions. River Erosion creates poverty by making people landless and homeless overnight. The poor are affected mainly in the critical areas of Padma-Meghna-Brahmaputra-Jamuna river banks, coastal belt in the southern zone. The river bank protection, cross-dams and land reclamation and rehabilitation of the poor are the effective interventions. Wetlands are the sources of earning and maintaining livelihood of many poor people, especially in the Haors in the North-eastern region, beels/depressions in the flood plains, Sundarban, etc. Ensuring adequate year round water flow and legal framework for sustainable abstraction of wetland resources will be the potential intervention for poverty alleviation through wetland conservation. Salinity concentration limits the utilization of surface water. The critical areas are mainly coastal belt in the southern region. The increasing of upland flow of surface water through revival of distributaries of the Ganges/Padma will be the effective measures for salinity control in general and construction of the embankment along the bank of the saline river in particular.

Disaster and Natural Calamity

Bangladesh is one of the most vulnerable countries to natural disasters of some kind almost every year and will become even more vulnerable due to climate change. Floods, tropical cyclones storm surges and droughts are likely to become more frequent and severe in coming years. The independent natural forces viz. high river floods during monsoon, high tides and cyclone and surges are not only hindering the economic growth of the country, but also causes major losses of life, destroying habitations and settlements, forest and its bio-diversity. In particular, Cyclones in the Coastal zone of Bangladesh accounted for several worst natural disasters in the twentieth century and till to the recent past like Cyclone Sidr in 2007 and very recent past Aila in 2009. As per UNDP study (2004) Bangladesh has been identified as the most vulnerable to Cyclonic Storm Surge in the world and sixth most vulnerable to floods based on deaths/100000 people exposed to the said disaster forces with the respective ratios



of 32.1 and 1.1. The major highest disaster due to floods was recorded in 1984, 1987, 1988, 1998, 2004 and 2007 with inundation ranging from 50000 sq km in 1984 to 61% of the country in 1988, while the highest damage of US$ 6.6 billion was recorded in 1998. The most recent flood damage occurred in 2007 that inundated about 32000 sq.km destroying 85000 houses and 1.2 million cropped areas with a total estimated value of US$ 1 billion. On the other hand, the major tropical cyclone disaster in terms of death concerned is estimated to have killed 500,000 in 1970 and 140,000 in 1991. The former hit in the southern coast and later in the south east coast of the country. In 2007 Cyclone Sidr hit the south coast in November causing death of around 3500 people. With the considerable cyclone devastation on the assets e.g. houses, infrastructure like embankment, roads, etc., the number of fatalities could only be limited due to the effectiveness of the early warning system and refuge in cyclone shelters. In addition, although the existing coastal embankments were damaged significantly due to the Sidr but these prevented the magnitude of the primary impact of the surges in the subproject areas.

The National Water Policy (NWP, 1999): The National Water Policy was formulated with the broad principles of water resources development and national utilization. It puts emphasis on both public and private actions for optimal development and management of water resources in order to benefit the entire population having conflicting demands, while protecting the environment. Published in January 1999, the National Water Policy (NWPo) sets a bold new agenda for the water sector. In adhering to the overall national goals of economic development, poverty alleviation, food security, public health and safety, decent standard of living for the people and protection of the natural environment, the main objectives of the NWPo are:

To address issues related to the harnessing and development of all forms of surface water and groundwater and management of these resources in an efficient and equitable manner;

To ensure the availability of water to all elements of the society including the poor and the underprivileged and to take into account the particular needs of women and children;

To accelerate the development of sustainable public and private water delivery systems with appropriate legal and financial measures and incentives, including delineation of water rights and water pricing;

To bring institutional changes that will help decentralize the management of water resources and enhance the role of women in water management;

To develop a legal and regularly environment that will help the process of decentralization, sound environment management, and improve the investment climate for the private sector in water development and management; and

To develop a state of knowledge and capability that will enable the country to design future water resources management plans by itself with economic efficiency, gender equity, social justice and environmental awareness to facilitate achievement of the water management objectives through broad public participation

National Water Management Plan (NWMP, 2004): The National Water Management Plan (NWMP) provides a framework at the national and regional level within which the line agencies, local government and other stakeholders will plan and implant their activities and project in a coordinated manner to achieve the national and sectoral objectives. The NWMP aims at institutional development for promoting integrated water resource management and sustainable service delivery systems with decentralization, increased stakeholders and private sector participations in O&M and sound management of environment and diverse social concerns.

Water Sector Institutional Policy: Policy functions relating to the water sector are dealt with at the National Water Resources Council (NWRC) while those relating to planning are dealt with by the National Economic Council (NEC) both headed by the Prime Minister. Both these



Councils are assisted by their executive arms, namely the Executive Committee of the National Water Resources Council (ECNWRC) headed by the Minister of Water Resources and Executive Committee of National Economic Council (ECNEC). NWRC is the highest national body for the formulation of water policy, including inter-agency coordination on water issues and is charged with making recommendations to the Cabinet on all water policy issues. Secretarial and technical support to both ECNWRC and the NWRC are provided by the WARPO, while similar support to the NEC and ECNEC are provided by the Planning Commission.

The Ministry of Water Resources (MOWR) that enjoys the most comprehensive mandate for water resources management and is assisted in the discharging of its responsibilities by the two principle institutions in the water sector, namely the Bangladesh Water Development Board (BWDB) and Water Resources Planning Organization (WARPO).

The project formulation including preparation of Development Project Proforma (DPP) and processing is done by the line Ministries. There is a District Level Inter-Sectoral Scheme Evaluation Committee (DLISEC) constituted by the lead agency with the capacity to resolve conflict at field level between BWDB and LGED in case of overlapping of schemes and conflicting water resources management. There is a provision for a Central Co-ordination Cell headed by the Director General (DG), WARPO to take final decision on the conflicted scheme as the last resort, even if the issue is not resolved by the intervention of Zonal Chief Engineer, BWDB.

Traditionally the planning process has been dominated by a top down bureaucratic and engineering approach with very little or no involvement of beneficiaries. The process of planning and implementation of the projects, especially FCD and FCDI projects could not achieve the objectives and make the scheme sustainable because of lacking of effective integrated water management organization in the process of operation and maintenance of the infrastructures and water management process. Recently a new concept of bottom up Participatory Planning, Design and Implementation Approach for water sector projects has been developed to involve concerned stakeholders and beneficiaries in all stages of development activities in the form of formal organization, including “Water Management Organization” (WMO) with a view to achieving the optimal capacity of the schemes in a sustainable manner.

Coastal Zone Policy, 2005: The Government has formulated the coastal zone policy (CZPo) that would provide general guidance to all concerned for the management and development of the coastal zone in a manner so that the coastal people are able to pursue their lives and livelihoods within a secure and conducive environment.

The coast of Bangladesh is known as a zone of vulnerabilities as well as opportunities. It is prone to natural disasters like cyclone, storm surge and flood. In this regard, for reducing vulnerability, the Government has taken some polices among them in the section 4.3 (e): Safety measures will be enhanced by combining cyclone shelters, multi-purpose embankments, killas, road system and disaster warning system. It should include special measures for children, women, the disabled and the old. But, the policy does not indicate the environmental assessment for the development project in the coastal area.

Coastal Development Strategy, 2006: The Coastal Development Strategy (CDS) focuses on the implementation of the coastal zone policy. The CDS was approved at the second meeting of the Inter-Ministerial Steering Committee on ICZMP held on 13 February 2006. Nine strategic priorities, evolved through a consultation process, guides interventions and investments in the coastal zone:

ensuring fresh and safe water availability;

safety from man-made and natural hazards;

optimizing use of coastal lands;

promoting economic growth emphasizing non-farm rural employment;



sustainable management of natural resources:

exploiting untapped and less explored opportunities;

improving livelihood conditions of people, especially women;

environmental conservation;

empowerment through knowledge management, and

creating an enabling institutional environment.

Operationalization and institutionalisation of policies and plans have been slow, but are expected to pick up with the enactment of the Bangladesh Water Act (2013). The Disaster Management Act was approved in 2012 and the National Plan for Disaster Management was also formulated and provides overall guidance for managing the disaster relater risks in all sectors.

Other Policies

The National Policy for Safe Water Supply and Sanitation (1998) was formulated to improve public health and produce a safer environment by reducing waterborne disease and contamination of surface water and groundwater. It calls for nationwide access to safe drinking water and sanitation services at an affordable cost in both rural and urban areas; The National Agricultural Policy (1999) has as a central goal of maintaining self-sufficiency in food. Input supply and credit are to be improved and the interests of small and marginal farmers protected. Emphasis is placed on efficient irrigation and environmental concerns are addressed through promotion of integrated pest management. Diversification of crops, expansion of biotechnology and expansion in production of crops as inputs for agro-industries and for exports are called for; The National Fisheries Policy (1998) aims to enhance fisheries production and improve socioeconomic conditions for households where capture fishing is the main activity. The policy highlights the need to conserve fish habitats, especially in the development of water management infrastructure. It clearly points out to a determination to prevent from further drainage of standing water bodies for agricultural development, and to promote fisheries development in all water bodies; The National Forestry Policy (1994) proposes that approximately 20% of the area of Bangladesh will be afforested by the year 2015. Special emphasis is placed on programmes for new charlands, denuded state forest, the Barind Tract, and fallow and other unproductive lands A multiple-use policy is adopted for the Sundarbans, covering forest, water, fish and other forest products; The National Environment Policy (1992) further highlights the need to maintain ecological balance and overall development through protection and improvement of the environment and protect the country against natural disasters like draught, flood, cyclone, tidal surge, tsunami, earthquake. It seeks to identify and regulate activities that do not pollute and degrade the environment to ensure environmentally sound development in all sectors including disaster management programme, Environmental audit of existing infrastructure improvement projects including roads crossing overland flow, and bridges, flood embankment confining the river opening, polder system in the coastal estuary, etc. on an emergency basis is advocated along with steps to modify these projects as necessary.

The Bangladesh Climate Change Strategy and Action Plan (BCCSAP) 2008: It was formulated to create a suitable environment for economic and social development of the country and to secure the well-being of the people, especially the poorest and most vulnerable groups including women and children. With the aim at achieving this economic and social well-being development through a pro-poor Climate Change Strategy and Action Plan was built on the following six pillars: i) Food security, social protection and health to ensure that the poorest and most vulnerable in society, including women and children, are protected from climate change and that all programmes focus on the needs of this group for food security, safe housing, employment and access to basic services, including health; ii) Comprehensive disaster management to further strengthen the country‟s already proven disaster management systems to deal with increasingly frequent and severe natural calamities; iii) Infrastructure to ensure that existing assets e.g. coastal and river embankments are well-maintained and fit-



for-purpose and that urgently needed infrastructure e.g. cyclone shelters and urban drainage, is put in place to deal with the likely impacts of climate change; iv) Research and knowledge management to predict the likely scale and timing of climate change impacts on different sectors of the economy and socio-economic groups; and to underpin future investment strategies; and to ensure that Bangladesh is networked into the latest global thinking on climate change; v) Mitigation and low carbon development to evolve low carbon development options and implement these as the country‟s economy grows over the coming decades; and vi) Capacity building and institutional strengthening to enhance the capacity of government ministries and agencies, civil society and private sector to meet the challenge of climate change.

Poverty Reduction Strategy Paper (PRSP): GoB‟s latest addition in the national development policy and strategy is the PRSP (2003). The PRSP is currently the national document for development and implementation of projects in the country. PRSP indicates that the progress in tackling the incidence of extreme poverty has not been satisfactory and needs to be taken up as a priority. Adopting a comprehensive approach and taking into account the country‟s past international commitments such as “ Millennium Development Goals (MDGs) and evolving national realities, the strategy envisions that by the year 2015, Bangladesh would achieve the following targets:

Remove the „ugly faces‟ of poverty by eradicating hunger, chronic food-insecurity, and extreme destitution;

Reduce the number of people living below the poverty line by 50 per cent;

Attain universal primary education for all girls and boys of primary school age;

Eliminate gender disparity in primary and secondary education;

Reducing infant mortality rates by 65 per cent, and eliminate gender disparity in child mortality;

Reduce proportion of malnourished children under 50 percent, and eliminate gender disparity in child malnutrition; Reduce maternal mortality by 75 per cent;

Ensure access to reproductive health services to all;

Reduce substantially, if not eliminate totally, social violence against the poor and the disadvantaged groups, especially violence against women and children; and

Endure disaster management and prevent form environmental degradation for overcoming the persistence of deprivation.

Reaching the targets, especially reducing the income poverty level by 50 percent by 2015 would not be easy. To achieve the target of poverty reduction, it would need acceleration of the pace of poverty reduction from 1.5 per cent per year observed in 1990 to 3.33 per cent for the period 2000-2015. It can only be achieved if the country will sustain a GDP growth rate of about 7 per cent per year over the next 15 years.


27 September 2017 INCEPTION REPORT APPENDIX B - 8

APPENDIX B. Organizational set-up of the project



ORGANIZATIONAL SET-UP OF THE PROJECT

The Bangladesh Water Development Board (BWDB) is the project Executing Agency. For central coordination purposes a Project Steering Committee will be constituted comprising representatives of the concerned ministries and agencies. The Secretary of the Ministry of Water Resources will chair the PSC with the Project Director as the Member Secretary. PSC meetings will be held semi-annually during the first year and annually from the second year onwards or whenever required.

For technical coordination, Technical Coordination Committee (TCC) will be established at central level comprising of members represented by concerned ministries and agencies directly involved in the implementation. TCC is chaired by the ADG (West), BWDB and include members from DAE, DOF, DOL, DPHE, LGED and a representative of OCWM (BWDB). Meetings will be held quarterly and/or whenever required.

Under this central set-up a Project Management Office (PMO) was will be established in the BWDB‟s southwest Zonal Office in Faridpur with a liaison office at Dhaka. A senior Superintending Engineer / Additional Chief Engineer having multi-disciplinary experiences will head the PMO as the full time Project Director (PD). The PMO is enhanced by individuals directly engaged by PMO, such as research assistants, senior facilitators, community facilitators, and WMO-monitors. The research assistants will assist PMO for technical aspects including data processing and analyses. Senior and community facilitators will support agriculture extension officers‟ roles including community mobilization and WMO mobilization, registration (with BWDB), support and capacity development.

The PMO‟s mandate is to:

manage an overall implementation plan, annual work plans and related budgets;

liaise with BWDB, WARPO, LGED and other line agencies for technical backstopping, IWMP clearance by WARPO, managerial support and other central level activities;

prepare IWMPs of additional schemes (4 nos.) with support of the relevant SMOs;

liaise with, monitor and supervise the SMO during the implementation of their Sub-Unit Implementation Plans (SIPs);

manage the financial accounts;

prepare periodic reports on implementation progress with support of the Consultant.

The organization structure of the project is presented in Figure 1, and the organization structure in the BWDB is given in Figure 2.



Figure 1: Organization structure of the project

Figure 2:Organization structure in BWDB



Four Subproject Management Offices (SMOs) under the control of the PMO will be established at the level of the subprojects building on the existing set-up of the concerned BWDB divisional and sub-divisional offices supplemented by required staffs. Each SMO will be headed by a senior Executive Engineer with participatory experiences to work as Subproject Manager. A SMO will be responsible for the day-to-day management of the implementation activities in the area under its jurisdiction. Specifically, it will:

Support the PMO‟s Planning Unit to prepare IWMPs;

Manage the overall subproject implementation plans, annual work plans and related budgets for the SIPs in the 9 (nine) subprojects with proper recording and reporting to the PMO;

Prepare and implement the SIPs in the 9 (nine) subproject areas with proper recording and reporting to the PMO;

Coordinate with the JMC, all line departments concerned and NGOs.

Four SMOs will be newly established at the level of subproject to implement nine subprojects as in Table 1. The Chenchuri Beel SMO was created under the current Southwest project, exclusively for the implementation of the Chenchiri Beel Subproject. This SMO will be shifted from Narail to Faridpur, and this special set-up SMO will exclusively work for this new project. It will implement five out of nine subprojects. Other three SMOs will be built on the existing set-up of the concerned BWDB division O&M offices supplemented by required staff. The three dual charge SMOs will implement the remaining four subprojects.

Table 1: Subprojects and SMOs

# Subproject District Location of SMO Remarks

1 Beel Sukunia Faridpur SMO in Faridpur Sadar Existing O&M Office

2 Kandor Beel Faridpur

SMO (special set up) in

Faridpur Sadar

Existing special set up

SMO for ChenchuriBeel

subproject will be

transferred from Narail

3 Daduria Beel Faridpur

4 Alfadanga-Boalmari Faridpur

5 Chatlar-Fakurhat Faridpur

6 Purulia-Charbhatpara Gopalganj

7 Kalidaskhali-Arpara Magura SMO in Magura Sadar

Existing O&M Office 8 Bamankhali-Barnali Magura

9 Horai River Rajbari SMO in Rajbari Sadar

The Consultants team will support PMO and SMOs. PMO, SMO and the ISPMC team will work close coordination with supporting agencies that will provide technical inputs for the implementation of the project. Such agencies will include Department of Agriculture Extension (DAE) and Department of Fishery Extension (DOF).

Joint Management Committees (JMCs) will be established for each (new) subproject and will have representatives from all relevant institutions, such as BWDB, LGED, DAE, DOF, and administration (can be Upazila or District, depending on the size of the subproject). The Project Director will initially chair the JMC during the planning stages. His task will be taken over by the concerned Superintending Engineer of the BWDB Zonal office after approval of the IWMP and subsequent implementation. The JMC is a project-related Committee that endorses the IWMP and supports its implementation (for example by resolving any problems within the communities)

The District level Inter-Agency Project Evaluation Committee (DLIAPEC), formed under Government Order, shall also endorse the IWMP for implementation. It has representatives of Government institutions and is chaired - in our case - by the PD. The XEN-BWDB is member



of the DLIAPEC. These coordination meetings will be held, as and when required, mainly with the objective to prevent duplication or mismatch of any work.


September 2017 INCEPTION REPORT APPENDIX C - 13

APPENDIX C. Terms of reference of the Consultants



TERMS OF REFERENCE OF THE CONSULTANTS

1. Background

1.1 General

1. The southwest area of 4 million ha (27% of the country‟s total) covers the right bank of the Ganges and the Lower Meghna rivers, with a population of 28.6 million (23% of the total). The region contributes 21% of the national GDP. With its sectoral share of 36%, agriculture plays a dominant role, yet its productivity is lagging behind the national average. Paddy yields remain at 3.1 t/ha due mainly to the dominance of traditional varieties associated with the area‟s susceptibility to flooding, and slower expansion of irrigation (38% as opposed to the national average of 55% of net cultivated area). About 51% of the area‟s population is poor, second to the highest–the northwest–among the country‟s four main regions. As to water resources, the southwest has 78 flood control, drainage/irrigation (FCD/I) systems covering 1.1 million ha. It has the most acute water management problems in Bangladesh. Of particular concern is water shortage due to reduced inflow into the Ganges tributaries and associated social and environmental hardships, including salinity intrusion, livelihood loss, and environmental degradation. Other challenges include (i) the flood inflow from the Ganges in the monsoon and deterioration of existing FCD/I systems, (ii) drainage congestion and sedimentation of tidal channels caused by coastal polder construction and reduced tidal swept volume, (iii) arsenic contamination (highest in the country), and (iv) vulnerability to cyclones and tidal surges. Improving water management is critically needed in this region of the country.

2. Infrastructure deterioration of the existing FCD/I schemes has been a chronic issue, especially for large scale schemes.1 A lack of users‟ ownership causes quick deterioration of structures. The absence of stakeholder participation results also in inefficient and non-pertinent planning and inefficient water uses. Managing critical water resource through an integrated and participatory approach is essential for efficient water management, the sustainability of FCD/I schemes, and improved livelihood of the vulnerable poor, including women.

3. The Asian Development Bank (ADB) has financed for participatory water management projects for small-scale schemes since 1995.2 They have demonstrated success on improved infrastructure performance through operationalizing beneficiary participation envisaged in the government‟s Guidelines for Participatory Water Management.3 To extend the integrated and participatory water management to large scale FCD/I schemes, in 2005 ADB approved $20 million equivalent of a loan for the Southwest Area Integrated Water Resources Planning and Management Project, with $12.5 million of co-financing from the Government of the Netherlands.4 The current project supports establishment of participatory water management organizations (WMOs) with the inclusion of socially disadvantaged groups, integrated water resources management planning, infrastructure renovation, and coordinated support services for WMOs in the two pilot subprojects, comprising Narail and Chenchuri Beel FCD/I

1 FCD/I schemes with command area above 1,000 ha are categorized large-scale in Bangladesh.

2 For example, ADB. 1995. Report and Recommendation of the President to the Board of Directors:

Proposed Loan to the People’s Republic of Bangladesh for Small-Scale Water Resources Management Sector Project. Manila. 3 Ministry of Water Resources. 2000. Guidelines for Participatory Water Management. Dhaka.

4 ADB. 2005. Report and Recommendation of the President to the Board of Directors: Proposed Loan to the

People’s Republic of Bangladesh for Southwest Area Integrated Water Resources Planning and Management Project (Bangladesh). Manila (Loan 2200[SF) and Grant 0036-BAN)Project documents are available on: http://www.adb.org/projects/34418-013/main?page-2=3&page-3=1&offset=10#tabs-0-2

http://www.adb.org/projects/34418-013/main?page-2=3&page-3=1&offset=10#tabs-0-2



schemes with a total area of 57,000 hectares (ha). The Bangladesh Water Development Board (BWDB) is the executing agency.

4. The Southwest project successfully demonstrated that the participatory approach can improve the water resources management of large FCD/I schemes. This is the first success case for large schemes among several trials in Bangladesh. Renovation of water management infrastructure in the two targeted subproject areas has been substantially completed with satisfactory achievements of anticipated targets. In total, 116 WMOs, consisting of 102 water management groups (WMGs) and 14 higher tier water management associations (WMAs), have been organized, trained and effectively functioning in the two subproject areas. About 25,400 households are benefitted, including the socially disadvantaged groups like landless farmers and women. WMOs demonstrated visible vitalization of WMO activities in agriculture, fisheries, livestock, and collective livelihood actions. Operation and maintenance (O&M) of small structures have been handed over to WMOs, after development of O&M manuals and WMOs‟ O&M capacity.

5. The additional financing for the Southwest project5 replicates the successful original Southwest project in nine additional subproject areas with a total area of 84,000 ha with the population of about 469,500 in the southwest region of the country. ADB approved $45 million of the loan for the additional financing in September 2015, with the administration of $7.0 million of grants from the Government of the Netherlands. The additional financing project provides a consultancy package for institutional strengthening and project management consultants (ISPMC). BWDB will recruit the ISPMC package according to ADB‟s Guidelines on the Use of Consultants (2013, as amended from time to time).

1.2 Outline of the Additional Financing Project

6. The detailed project description is in Appendix 1 of the Project Administration Manual (PAM), and Appendix 2 of the PAM describes participatory implementation procedures in each subproject.6 The project comprises eleven subprojects in five administrative districts. The implementation of 9(nine) out of 11(eleven) subprojects will be covered by the project. Feasibility studies along with integrated water management plans (IWMPs) for 7(seven) out of the 9 (nine) subprojects have been prepared during the project processing. Feasibility studies and IWMPs for the remaining 2(two) out of 9 (nine) subprojects that will be implemented under the project have to be prepared in the first year of the project. The project will also cover feasibility studies along with the preparation of IWMPs for the two remaining subprojects, but will not include the implementation of the plans for these two subproject areas. The implementation of the two subprojects may be done by the Government of Bangladesh in the future. Moreover, the project will cover feasibility study of 2 (two) additional potential schemes affected by drainage congestion in Southwest Region (Tungipara & Kotalipara of Gopalgonj District). The following tables summarize the subproject status, and administrative units under each subproject.

Table 1: List of Subprojects

Implementation District IWMP Preparation District

5 ADB. 2005. Report and Recommendation of the President to the Board of Directors: Proposed Loan for

Additional Financing and Administration of Grant for Additional Financing to the People’s Republic of Bangladesh for Southwest Area Integrated Water Resources Planning and Management Project (Bangladesh). Manila (Loan 3302[SF] and Grant 0441-BAN). Project documents are available on http://www.adb.org/projects/34418-023/main?page-2=1#tabs-0-2 6 The PAM is one of linked documents of the Report of Recommendation to the Board of Directors, and

available on the web-site in Footnote 5.

http://www.adb.org/projects/34418-023/main?page-2=1#tabs-0-2

http://www.adb.org/projects/34418-023/main?page-2=1#tabs-0-2



Implementation District IWMP Preparation District

1. BeelSukunia Subproject

2. KandorBeel Subproject

3. DaduriaBeel Subproject

4. Alfadanga-Boalmari Subproject

5. Chatlar-Fakurhat Subproject

6. Kalidaskhali–Arpara Subproject

7. Horai River Subproject

8. Purulia-Charbhatpara Subproject

9. Bamankhali-Barnali Subproject

Faridpur

Faridpur

Faridpur

Faridpur

Faridpur

Magura

Rajbari Gopalgonj

Magura

To be implemented under the project

8. Purulia-Charbhatpara Subproject

9. BamankhaliBarnali Subproject

IMWP preparation only

10. Arol Beel Subproject

11 Sonamukhi-Banmandar Subproject

Feasibility Study

2(two) additional potential schemes affected by drainage congestion in Southwest Region

Gopalgonj

Magura

Jessore

Jessore

Tungipara & Kotalipara of Gopalgonj District

Table 2: Locations of Subprojects

Division Subproject District Upazila

Dhaka

a. BeelSukunia b. KandorBeel c. DaduriaBeel d. Alfadanga-Boalmari e. Chatler-Fakurhat

Faridpur

Nagarkanda, Faridpursadar,

Alfadanga, Boalmari, Sadarpur,Madhukali, Bhangha

Horai River Rajbari RajbariSadar, Baliakandi and Kalukhali Purulia Char Bhatpara Gopalgonj Kashiani

2(two) Potential Schemes Gopalgonj Tungipara & Kotalipara

Khulna

a. Kalidashkali-Arpara b. Bamonkhali-Barnali Magura

MaguraSadar and Salikha

c. ArolBeel d. SonamukhiBanmandar

Jessore Jhikargacha, Chowgacha and Sharsa

7. The following chart indicates overall implementation schedule of the project (except FS of 2 potential scheme at Tungipara & Kotalipara of Gopalgonj District):



Figure 1: Overall Implementation Schedule of the Project

1.3 Implementation Arrangement

8. BWDB under the Ministry of Water Resources is the executing agency. The Project Management Office (PMO) under BWDB will be led by the full-time project director, and will manage and monitor the overall implementation of the project. PMO will be enhanced by individuals directly engaged by PMO, such as research assistants, senior facilitators, and community facilitators. The research assistants will assist PMO for technical aspects including data processing and analyses. Senior and community facilitators will support agriculture extension officers‟ roles including community mobilization and WMO support and capacity development. The Subproject Management Offices (SMOs) will manage and supervise day-to-day implementation of project activities in respective subproject areas, including coordination with upazilla and union level institutions and local communities at subproject level. Four SMOs will be newly established at the level of subproject to implement nine subprojects as in Table 3. The Chenchuri BeelSMO was created under the current Southwest project, exclusively for the implementation of the Chenchiri Beel Subproject. The SMO will be shifted from Narail to Faridpur, and this special set-up SMO will exclusively work for the proposed project. It will implement five out of nine subprojects. Other three SMOs will be built on the existing set-up of the concerned BWDB division O&M offices supplemented by required staff. The three dual charge SMOs will implement the remaining four subprojects as indicated in Table 3. The ISPMC team will support PMO and SMOs.



Table 3: List of Subprojects and Responsible SMOs

Sl. No. Name of sub-project

District

of subproject location

SMO

in charge Remarks

1. BeelSukunia

Faridpur

SMO in FaridpurSadar

Existing O&M office

2 DaduriaBeel

Faridpur SMO (special setup) in FaridpurSadar

An existing special setup SMO [for ChenchuriBeel Subproject] will be transferred from Narail

3 KandorBeel

4 AlfadangaBoalmari

5 Chatlar-Fakurhat

6. PuruliaCharbhatpara Gopalganj

7. Kalidas Khali Arpara Magura

SMO in MaguraSadar

Existing O&M office 8. Bamonkhali-Barnali

9. Horai River Rajbari SMO in RajbariSadar

SMO = subproject management office

9. PMO, SMO and the ISPMC team will work close coordination with supporting agencies that will provide technical inputs for the implementation of the project. Such agencies will include Department of Agriculture Extension (DAE) and Department of Fishery Extension (DOF). Further details on the implementation arrangement are described in the Project Administration Manual of the additional financing project that is available on ADB‟s website. (See footnote 5)

2. Outline of the Consultancy Services

A consulting team led by an international firm and comprising international and national experts will be engaged as the ISPMC team, in accordance with ADB‟s guideline on the Use of the Consultants. The ISPMC team will be led by an International Team Leader who will supervise the entire activities of the ISPMC, and will be in charge of the progress and the quality assurance of the ISPMC activities. Consultant will arrange their main office in Faridpur and a sub-office in Dhaka. The consulting services are expected to continue for 62 months. The services will include the following major tasks.

10. Table 4 summarizes major activities under each task.

Task 1: (1) Preparation of integrated water management plans (IWMPs) for four subprojects (Sl. 8 to 11 of Table-1) and (2) Support to prepare TOR for selection of consultant for feasibility study of 2 potential schemes in Tungipara & Kotalipara Upazila of Gopalgonj District,

Task 2: Implementation support for formulation and capacity development of WMOs in nine subprojects, and follow-up capacity development of existing WMOs in the Narail and Chenchuri Beel subprojects,

Task 3: Implementation support for rehabilitation and construction of water management infrastructure in the nine subprojects, including construction supervision and quality control, and

Task 4: Supporting institutional capacity strengthening of BWDB for participatory water resources planning and management.

Table 4: Summary of Major Service Activities



Task Major Activities

Task 1: (1) Preparation of integrated water management plans (IWMPs) for four subprojects (Sl. 8 to 11 of Table-1) and

(2) Support to prepare TOR & cost estimate for selection of consultant for feasibility study

(i) Preparation of IWMP for two subprojects to be implemented under the additional financing project (Sl. 8 & 9 of Table-1)

(ii) Preparation of IWMP for two subprojects that may be implemented by future projects (Sl. 10 & 11 of Table-1)

(iii) Support to prepare TOR, cost estimate and oversee the feasibility study of 2 potential schemes in Tungipara & Kotalipara Upazila of Gopalgonj District.

Task 2: Implementation support for formation and capacity development of WMOs in nine subproject areas, and follow-up capacity development of existing WMOs in the Narail and Chenchuri Beel subproject areas


(i) Support social mobilization for formulation of WMOs

(ii) Institutional capacity development of WMOs, including WMO operation, O&M of structures, agriculture, fisheries, business development, livelihood improvement, and income generation activities

(iii) SIP preparation

For Narail and Chenchuri Beel Subprojects :

(i) Follow-up institutional capacity development of WMOs

(ii) Support WMOs for operationalize the annual O&M fund collection system

Task 3: Implementation support for rehabilitation and construction of water management infrastructure in the nine subproject areas, including construction supervision and quality control

(i) Detailed design (ii) Support for tender procedures (iii) Preparation and update of resettlement plans (iv) Construction supervision, including monitoring

of the environment management plan and resettlement plan implementation

(v) Preparation of O&M and LCS manuals

Task 4: Supporting institutional capacity strengthening of BWDB and supporting agencies for participatory water resources planning and management

(i) Support organizing training for BWDB and line agencies,

(ii) MIS upgrading (iii) Capacity development support for OWCM and

Audit Directorate of BWDB

BWDB = Bangladesh Water Development Board, IWMP = integrated water management plans, MIS = management information system, ,LCS = labour contracting society, OCWM = Office of Chief Water Management, SIP = subunit implementation plan, WMO = water management organization.

11. The ISMPC team will support PMO for the preparation and supervision of small packages of relevant consulting/NGO services, such as the following. The first four packages will be subcontracted by the by the ISPMC, and their costs will be included in the ISPMC package under the Provisional Sums. The ISPMC will prepare detailed TOR and engage subcontractors, with prior approval of the Project Director. The last two packages will be separate contracts that will be engaged by the PMO. Costs of the



last two packages will not be included in the ISPMC package, but the ISPMC team will assist PMO to prepare detailed TOR and to oversee and supervise these separate packages.

Resettlement plan survey and implementation,

Hydraulic data collection and studies for IWMP and subunit implementation plan (SIP) preparation,

Hydrological data collection and studies for IWMP and SIP preparation,

GIS and database development of WMOs,

Benefit monitoring and evaluations, and

MIS development and improvement including training and initial operation support.

Baseline/endline surveys are part of the benefit monitoring and evaluation (BME) consultant team, which will be a separate package from ISPMC. The ISPMC will help PMO with the preparation and engagement and supervision of the BME team.

3. Scope of Consulting Services

3.1 Task 1: Preparation of IWMPs for Four Subprojects

12. The ISPMC team will prepare IWMPs of four subprojects (sl. 8 to 11 of Table 1) in close coordination with PMO, following intensive participatory analyses of diverse local water management problems and development constraints, and assessments of feasibility and safeguards. Two out of the four IWMPs are expected to be prepared in the first year of the project period, so that the implementation can be started from the second year. The remaining two IWMPs will be prepared in the second year, subsequently. The IWMPs will include technical and economic feasibility studies, identification of required activities in each subproject, preparation of initial environment examination and/or environment impact assessment. Appendix 2 of the PAM describes further details of the requirements of IWMPs.

The ISPMC team will support the PMO to prepare TOR for selection of Consultant for feasibility study of 2 potential schemes at Tungipara & Kotalipara Upazila of Gopalgonj District. Cost of this study is included in the Provisional Sums of ISPMC package.

3.2 Task 2: Implementation Support for Formation and Capacity Development of WMOs in Nine Subproject Areas, and Follow-up Capacity Development of Existing WMOs in the Narail and Chenchiri Beel subproject areas

13. The ISPMC team will support PMO and SMOs for formation and institutional and financial capacity development of WMOs, so that WMOs can have responsibilities in minor O&M of water management infrastructures. The ISPMC team will support PMO and SMOs for supervising and monitoring senior facilitators, community facilitators, and other project technical support staff who will be engaged by the PMO. The ISPMC‟s activities will include planning and conducting classroom and field oriented training and extension programs for WMGs&WMAs on agriculture, fishery, gender and livelihoods. Appendix 2 of the PAM describes further details on WMO formation and capacity development procedures.The table below summarizes the activities of the ISPMC services.

Table 6: Summary of Major Service Activities

WMO support to 9 Subprojects to be formed

Social mobilization for formation of 150 WMGs and 22 WMAs, and 22 SIP preparation;a

Experiential capacity building for agriculture, fisheries, and livelihood improvement;



under additional financing.

Institutional & financial capacity building for WMOs and class room and hand held practical training for sustainable O&M;

Develop and implement suitable agricultural business plans with WMOs members and provide guidance during implementation and undertake regular monitoring & evaluation;

Developing WMOO&M fee collection system;

Establishment of WMO network

After care: Support to existing WMOs in Narail Subproject (NSP) &Chenchuri Beel Subproject (CBSP).

Follow-up training and monitoring in institutional & financial capacity development for WMOs (102 WMGs& 14 WMAs), class room and hand held practical training for sustainable O&M;

Follow-up support for collective Action such as input-output services for agriculture, fishery, other income-generating activities;

Develop and implement suitable agricultural business plans with WMOs members and provide guidance during implementation and undertake regular monitoring &evaluation;

WMOO&M annual fee collection support;

Strengthening of WMO network.

WMA = water management association, WMG = water management group, WMO = water management organization

Note: a: The number of WMGs, WMAs and SIPs are tentative estimate. The number will be finalized, depending on actual need and decision of local beneficiaries in the course of beneficiary consultation.

14. More specifically, the ISPMC‟s activities will include support PMO and SMO for the following, but not limited to:


o Prepare time-bound supporting plans for WMO formation and support activities. o Prepare Subunit Implementation Plans (SIPs) for each subunit based on the

lessons learnt from the original Southwest project, with clear delineation, semi-dependent compartments, and mutually dependent subunits, and effective implementation sequence for these units, clearly stipulating output targets and programs for WMOs, water structures, support services, and O&M.

o Prepare SIPs based on an IWMP for the subproject, covering plans for WMO institutional development, water infrastructure, agriculture, fishery, livelihood enhancement, and O&M.

o Organize workshops at the subproject and union levels to create awareness about project interventions and to motivate the people in view of implementation of the findings of the IWMP;

o On the basis of training plan prepared and training manuals, strengthen the capacities of the concerned staff with due monitoring of their performance;

o Mobilize beneficiaries for the preparation of about 150 WMGs and 22 WMAs. (The number of WMGs and WMAs will be finalized, depending on actual need in the course of the implementation.)

o Plan, arrange and conduct institutional & financial capacity building for WMOs. o Facilitate implementation of agriculture & fishery promotion support services for

increase of agriculture and fishery production in the project area. o Facilitate implementation of gender and livelihood activities, specially Income

Generation Activities (IGA) and Collective Action taken for livelihood enhancement of the stakeholders

o Develop and implement suitable agricultural business plans with WMOs members and provide guidance during implementation and undertake regular monitoring & evaluation.



o Develop sustainable value chain-based farming practices in livestock, aquaculture and horticulture that bring positive outcomes in quality of nutritious food intake as well as economic and environmental benefits.

o Provide class room and hand held practical training to WMOs for sustainable O&M.

o Provide support services for agriculture, fishery and livelihood enhancement. o Monitor and support for establishment of WMO network. o Collect and analyze WMO member household survey data at the initial and final

stage of the project period as baseline and end line surveys. Field activities of the household survey will be conducted by facilitators who will be engaged by the PMO. The ISPMC will assist the PMO to guide and supervise facilitators‟ activities. Data collection by the facilitators have to be organized and preliminary analysed by the ISPMC team, so as to be ready for handing over to the BME team for consolidating as baseline / endline survey results.

o Facilitate implementation of Agriculture & Fishery Extension Support Services and Income Generation Activities (IGA) that will include to:

Prepare technical guideline and operation manuals for Agriculture & Fishery Extension Support Services and IGA.

Review & update, if necessary, the overall work plan for Agriculture & Fishery Extension Support Services and IGA prepared under the Preparatory Survey;

Prepare monitoring & evaluation forms for Agriculture & Fishery Extension Support Services and IGA and assist BWDB in establishing Agriculture & Fishery Extension Support Services and IGA monitoring & evaluation system.

Assist BWDB in the preparation of Agriculture & Fishery Extension Support Services and IGA Annual Work Plan.

Assist the inception training of project field staff and staff of concerned line agencies on Agriculture & Fishery Extension Support Services and IGA conducted by BWDB;

Support the establishment of coordination and collaboration system for the implementation of Agriculture & Fishery Extension Support Services and IGA among BWDB and line agencies concerned.

Review and update, if necessary, technical guideline and operation manuals for Agriculture & Fishery Extension Support Services and IGA.

Prepare technical guideline and operation manuals for new Agriculture & Fishery Extension Support Services and IGA programs & activities.

Implement mid-term review on Agriculture & Fishery Extension Support Services and IGA and assist the preparation of the overall work plan of Agriculture & Fishery Extension Support Services and IGA for the remaining period;

Assist BWDB in the preparation of Agriculture & Fishery Extension Support Services and IGA Annual Work Plans.

Assist the refresher training of project field staff and staff of concerned line agencies on Agriculture & Fishery Extension Support Services and IGA conducted by BWDB;

Assist and advise the execution of the overall implementation of Agriculture & Fishery Extension Support Services and IGA.

Assist the monitoring & evaluation of Agriculture & Fishery Extension Support Services and IGA conducted by BWDB, and

Support the strengthening of coordination and collaboration system for the implementation of Agriculture & Fishery Extension Support Services and IGA among BWDB and line agencies concerned.



Assist PMO and SMOs to implement the project in due consideration of the social aspects, such as identification of opportunities of leasing BWDB facility land to the poor group who may be entrusted to provide facility maintenance.

For existing WMOs in Narail and ChenchriBeel subprojects:

o Provide WMO with follow-up support for institutional & financial capacity building for WMOs (102 WMGs/14 WMAs), such as refreshment training.

o Provide class room and hand held practical training for sustainable O&M including preparation of O&M plan.

o Assess existing conflicts over water use and other issues, and assist BWDB and WMOs for developing and conducting conflict resolution measures.

o Provide Collective Action such as input-output services for agriculture, fishery, and other income-generating activities.

o Support and monitor WMO‟s annual O&M fund collection. o Strengthening of WMO network for sustainability of WMOs, including networks

among WMOs andmarket linkages. o Facilitate linking WMOs to private sector, government agencies and relevant

programs, funded by government agencies, development partners or others, for agricultural (crop, fishery, livestock) development, agro-processing and relevant business development.

o Assist BWDB for coordination with relevant government agencies, private sector, and relevant programs.

o Collect and analyze WMO member household survey data as end line survey. 15. The ISPMC will propose, if necessary, the improvement of the participatory subproject

implementation procedures in each subproject that is indicated in Appendix 2 of the PAM, based on findings during the project implementation.

3.3 Task 3: Implementation support for rehabilitation and construction of water management infrastructure in the nine subproject areas, including construction supervision and quality control

16. The project is expected to include the following civil works: (i) repair and construction of water management structures, such as sluices, water retention structures, and piped culvers; (ii) repair and maintenance of earthen flood embankments and construction of new embankments to restore a washed-away portion in existing embankment system; (iii) re-excavation of silted up khals for drainage improvement;

17. Services under this task will include: o Planning, design, tendering & implementation. Consultant will supervise the

construction work and will ensure the quality of civil works as per design and specification.

o Facilitation in implementation of Environmental Management Plan (EMP), nvironmental Monitoring Plan (EMoP) and Resettlement Plan.

18. More specifically, the ISPMC‟s activities will include support PMO and SMO for the following, but not limited to:

Detailed design:

o Review and verify all available primary and secondary data collected during the preparation of feasibility study report for 7 (seven) subprojects.

o Carry out the required surveys and investigations such as topographical survey, geotechnical survey, material availability survey, and baseline survey for project evaluation, as applicable to the concerned project components.

o Prepare detailed work plan, progress reports and implementation schedule for the Project to ensure effective monitoring and timely project outputs, and regularly update the same;



o Prepare the detailed design for rehabilitation or construction of structures including mechanical part. All the design should be in conformity with the Bangladeshi Standards, or with the appropriate international standards. The detailed design will, as a minimum, include construction drawings, detailed cost estimates, necessary calculations to determine and justify the engineering details for the project, associated contract documentation to include detailed specifications, bill of quantities (BOQ), and implementation schedule for the civil works. Such detailed specifications will contain those in relation to:(i) quality control of materials and workmanship;(ii) safety; and (iii) protection of the environment. The detailed design shall be prepared in close consultation with, and to meet the requirements of BWDB and will be incorporated into the detailed design report to be submitted for approval of ADB.

Tender assistance:

o Prepare draft bidding documents in accordance with the latest version of Standard Bidding Documents of ADB, in consideration of requirements of the Central Procurement Technical Unit (CPTU) of Bangladesh for the national competitive bidding of works, shopping or community participation modalities, together with all relevant specifications, drawings and other documents.

o Prepare bidding documents which includes the clauses to have Contractor comply with the requirement of the Environmental Management Plan (EMP) and other requirements of ADB and Bangladesh.

o Assist BWDB in issuing bid invitation, conducting pre-bid meeting, issuing addendum/corrigendum, and clarifications to bidders‟ queries.

o Assist BWDB in contract negotiation by preparing agenda and facilitating negotiations including preparation of minutes of negotiation meeting.

o Assist BWDB in preparation, recruitment and supervision of small consulting services packages; and

o Assist BWDB in preparation of a draft and final contract agreements for civil works, goods supply and small consulting services packages.

o It had been discussed with ADB BRM regarding tendering on e-GP system that had been agreed by them for procuring works on that system. The e-GP system shall be used by the procuring entities spending public fund for the purpose of applying the procurement process using the guidelines narrated in the Bangladesh Gazette dated 01 February, 2011 entitled “Bangladesh e-Government Procurement (e-GP) Guidelines”

Construction supervision:

The BWDB has established the quality control task team, and civil works under BWDB are stringently monitored by the task team. The quality of the civil works will be ensured by the PMO and the BWDB. The ISPMC assists the PMO‟s quality control activities. The ISPMC will supervise and check whether works are done as per design and technical specifications. The ISPMC will issue Interim Payment Certificates (IPC) and Final Payment Certificates (FPC).

o Recommend BWDB concerning variations and claims. o Recommend BWDB to issue the commencement order to the Contractors. o Recommend BWDB for acceptance of the Contractor Performance security,

advance payment security and required insurances. o Review and recommend BWDB for approval of the proposals submitted by the

contractors which include work program, method statements, material sources, manpower and equipment deployment. The Consultant shall review the program submitted by the contractors in particular from the point of view of securing the safety during the construction and require them to submit further details, if necessary.



o Recommend BWDB to explain and/or adjust ambiguities and/or discrepancies in the Contract Documents and issue any necessary clarifications or instructions.

o Review, verify and further detail the design of the works, recommend BWDB to approve the Contractors‟ working drawings and, if necessary, issue further drawings and/or give instructions to the Contractor.

o Recommend BWDB to liaise with the appropriate authorities to ensure that all the affected utility services are promptly relocated.

o Carry out field inspections on the contractor‟s setting out to ensure that the works are carried out in accordance with drawings and other design details.

o Regularly monitor physical and financial progress against the milestones as per the contract so as to ensure completion of contract in time.

o Supervise the works so that all the contractual requirements will be met by the contractors, including those in relation to i) quality of the works, ii) safety and iii) protection of the environment. According to ADB Guidelines, the Consultant shall confirm that an accident prevention officer proposed by contractor is duly assigned at the project site and that construction works are carried out according to the safety plan as well as the safety measures prescribed in the work program.

o Supervise field tests, sampling and laboratory test to be carried out by the contractors.

o Inspect the construction method, equipment to be used, workmanship at the site in accordance with the specifications.

o Survey and measure the work output performed by the contractors and recommend BWDB to issue payment certificates such as interim payment certificates (IPC) and final payment certificate (FPC) as specified in the contract.

o Recommend BWDB to coordinate the works among different contractors employed for the project.

o Modify the designs, technical specifications and drawings, relevant calculations and cost estimates as may be necessary in accordance with the actual site conditions, and recommend BWDB to issue variation orders.

o Carry out timely reporting to BWDB for any inconsistency in executing the works and suggesting appropriate corrective measures to be applied.

o Inspect, verify and recommend BWDB to determine claims issued by the parties to the contract (i.e. BWDB and contractors) in accordance with the civil works contract.

o Perform the inspection of the works and recommend BWDB to issue certificates such as the Taking-Over Certificate, Performance Certificate as specified in the civil works contract.

o Provide periodic and/or continuous inspection services during defects liability period and if any defects are noted, instruct the contractor to rectify.

o Check and certify as-built drawings for the parts of the works designed by the contractors, if any.

o Assist BWDB to prepare and submit an operation and maintenance manual for the facilities constructed in the Project to BWDB.

o Provide periodic and/or continuous inspection services for the completed works and if any damages, other than defects, are identified, recommend BWDB to provide necessary maintenance works.

o Prepare and submit reports to BWDB, and o Assist BWDB to prepare O&M guideline/manual for WMOs.

Safeguard requirements:



o Prepare the draft of EMP and EMoP in accordance with Environmental Conservation Rules 1997 in Bangladesh and ADB‟s Safeguard Policy Statement.

o Assist BWDB in dissemination and explanation of additionally confirmed and identified environmental issues to public including holding public consultations.

o Assist BWDB in obtaining Environmental Clearance from Department of Environment (DOE), Ministry of Environment and Forest in accordance with the planned implementation schedule, in case the clearance becomes necessary.

o During the preparation of bidding documents, clearly identify environmental responsibilities as explained in the EIA/IEE and EMP.

o Assist BWDB to review the Construction Contractor‟s Environmental Program to be prepared by the contractor in accordance with EMP, relevant plans and ADB Environmental Guidelines and to make recommendations to BWDB regarding any necessary amendments for its approval.

o Monitor the effectiveness of EMP and negative impacts on environment caused by the construction works, and provide technical advices, including a feasible solution, so that BWDB can improve situation when necessary.

o Assist BWDB in monitoring the compliance with conditions stated in the EPC and the requirements under EMP,ADB Safeguard Policy Statement and other requirements of ADB and the government.

o Prepare the draft of RAP as necessary by sub-contracting a local firm/NGO based on detailed design in accordance with the agreed resettlement framework, including entitlement matrix and compensation plan; coordinate with various agencies in preparing the procedures for timely land acquisition and disbursement of compensation to project affected persons (PAPs).

o Assist BWDB through sub-contractor in identifying the eligible PAPs, and prepare/update the draft list of eligible PAPs and „Payment Statement‟ for individual eligible PAPs. The places where each eligible PAPs will relocate to are necessary to be recorded so that the Executing Agency could implement monitoring on income and living conditions of resettled persons.

o Assist BWDB in conducting social assessment during early stage of the detailed design stage and review the existing income restoration plan and special assistance plan for vulnerable PAPs and revise/update the contents of the plans if necessary based on priorities identified with support of relevant government agencies and nongovernmental organizations (NGOs). The following contents should be included in the plans.

o Plan and organize skills training & project related job opportunities for project affected people (PAP), as necessary.

o Plan and organize agricultural & fishery extension support services for PAP. o Assist BWDB to implement the measures identified in resettlement plans for

RAP. o Monitor land acquisition, if any, and compensation activities by BWDB, and

report the results in monthly and quarterly progress reports. o Assist BWDB in facilitating stakeholder‟s participation (including focus group

discussions for vulnerable PAPs) and providing feedback their comments on RAP.

o Assist BWDB in establishment of grievance redress mechanism including formation of Grievance Redress Committee.

o Assist BWDB to ensure that the PAPs are fully aware of the grievance redress procedure and the process of bringing their complaints, investigate the veracity of the complaints, and recommends actions/measures to settle them amicably, fairly and transparently before they go to the redress committee or the courts of law; and



o Provide technical services with grievance redress committee for keeping and updating records when necessary.

3.4 Task 4: Supporting institutional capacity strengthening of BWDB and supporting agencies for participatory water resources planning and management

19. The institutional capacity strengthening for participatory water resources planning and management will mainly focus on BWDB, but support under the project would be extended to supporting agencies, as necessary.

o Develop, organize, arrange and conduct institutional capacity strengthening participatory water resources management for BWDB, which include:

Training for the Directorate of Audit in regular technical and financial auditing of WMOs.

Training for Office of Chief Water Management (OCWM) in WMO development, registration, and management.

Training for OCWM in development and maintenance of WMO database.

Necessary coordination with the Department of Cooperatives (DOC) to seek their technical inputs for training.

o Assist OCWM to develop a computer based database of WMOs, including information collection and assessment of DOC‟s existing database, and coordination with DOC.

o Examine necessary support for BWDB for developing clear institutional set up of the Directorate of Audit and the Office of Chief Water Management (OCWM), and provide necessary supports, which may include:

clarifying and operationalizing clear procedures of registration and auditing,

developing a proposal of OCWM‟s job description and required institutional and human resources setup,

training in development and management of WMOs, and

relevant logistic support–details of capacity development activities like training programs will be established by the project implementation management consultant team, at the early stage of the project implementation

o Assist BWDB by forming a report for Chief Water Management Office (OCWM) who is responsible for WMOs development, registration etc. following Participatory Water Management Rule-2014. The report will comprise of existing institutional set up, further manpower requirement and vision of OCWM to make WMOs of BWDBs existing projects sustainable.

Registration of WMG&WMA for BWDB projects has shifted to OCWM, BWDB from the Department of Cooperative (DOC). The ISPMC shall prepare a report on the institutional capacity strengthening of BWDB especially OCWM.

o Develop and arrange capacity development training for BWDB officials and supporting agencies in participatory water resources planning and management, including the capacity of project implementation management, such as procurement and financial management; and

o Develop and arrange experiential overseas training in participatory water resources planning & management, and value chain development.

3.5 Technology Transfer 20. The Consultant shall carry out the technology transfer as an important aspect in design

and supervision works. The Consultant shall provide the opportunity to BWDB officers and staffs to be involved in the working team of the Consultant during the design, contract administration and supervision works for their capacity building wherever



possible. If requested by BWDB, the Consultant shall brief and demonstrate the survey and design procedure, the construction supervision and contract management process and procedures. The consultant shall assist BWDB and its staff to build their capacity as a part of on the job training under the Project.

4 Overall Resource Requirements 21. The indicative design of the overall composition of the consultant team after negotiation

is shown in the following table.

a. International (man-month)

Total (p-m)

(Key and non-key experts)

Key experts

(p-m)

Non-key experts

(p-m)

a-1 Water Resources Management Specialist/Team leader (TL).

30 30

a-2 Water Management Organization (WMO) Specialist

14 14

a-3 Institutional Specialist 7 7

a-4 Agriculture Economist 3 3

a-5 Quality Control Specialist (Infrastructure) 1 1

a-6 Environmental Safeguard Specialist 3 3

a-7 O&M Specialist 3 3

a-8 MIS Specialist 2 2

a-9 Resettlement Specialist 2 2

a-10

Value Chain Advisor 3 3

Total of International 68 65 3

a. National (man-month)

Total (p-m)


Key experts

(p-m)

Non-key experts

(p-m)

b-1 Water Resources Engineer /Deputy Team Leader (DTL)

62 62

b-2 Water Management Organization (WMO) Specialist

60 60

b-3 Participatory Development Specialist 18 18

b-4 Institutional Advisor 24 24

b-5 Value Chain Specialist 32 32

b-6 Mid-level WMO Specialist (2 positions) 46 46

b-7 Design Engineer 36 36

b-8 Quality Control Engineer (2 positions) 72 72

b-9 Mid-Level Quality Control Engineer (4 positions) 144 144

b-10

Agricultural Extension Specialist 46 46

b-11

Mid-Level Agricultural Extension Specialist 48 48

b-12

Fishery Development Specialist 46 46

b-13

Mid-Level Fishery Development Specialist 48 48

b-14

Agricultural Economist 18 18

b-15

Gender & Social Dev. Specialist 31 31

b-16

Environmentalist/Safeguard Specialist 25 25

b-17

Training Specialist 36 36

b-18

O&M Specialist 42 42

b-19

Hydraulic Engineer / Hydrologist 18 18

b-20

Resettlement Specialist 12 12



a. National (man-month)

Total (p-m)


Key experts

(p-m)

Non-key experts

(p-m)

b-21

GIS Specialist/Remote Sensing Specialist 12 12

b-22

MIS Specialist 10 10

Total of National 886 499 387

Gross total 954 564 390

5 Reporting Requirements 22. The ISPMC team will furnish at least the following reports and deliverables. Other

deliverables to present their findings and analyses results will also be produced as necessary. For all reports, the Consultant shall submit draft reports, and shall submit the final versions after incorporating comments from BWDB, who will consult with ADB. The consultant shall provide both hard copy and soft copy of the reports to BWDB.

(1) Regular reports:

a) Inception Report (20 copies): to be submitted within one month after the commencement of the services, presenting the methodologies, schedule, organization, and other information to present the planned implementation of the services.

b) Monthly Progress Report (20 copies): to be submitted within 5th day of each month, describing briefly and concisely all activities and progress for the previous month. The report will include details of expert personnel mobilization, progress of work, financial man-month used. Problems encountered or anticipated will be clearly stated, together with actions to be taken or recommendations on remedial measures for correction. It will also indicate the work program to be performed during the coming month.

c) Quarterly Progress Report (20 copies), to be submitted within 5th days after the end of each quarter, presenting the project progress status of each quarter and work plan for the succeeding quarter. The reports will include the details of the progress of the project activities, implementation progress of safeguard (resettlement and environment) and gender requirements, and other information that were included in the monthly progress report. The report for the fourth quarter of each calendar year should include the status of yearly progress of the respective calendar year, and will be called the annual progress report. The annual progress report will have to be submitted within 30 day after the end of each calendar year.

d) Draft environment management plan implementation monitoring report (annual) (20 copies), to be submitted within 30 days after the end of each calendar year, presenting the progress of the environment management plan to meet requirements of the government and ADB. This is for assisting the executing agency to submit the safeguard monitoring reports to ABD.

e) Draft resettlement plan implementation monitoring report (semi-annual) (20 copies), to be submitted within 30 days after the end of June and December of each year, presenting the progress of resettlement plans to meet requirements of the government and ADB. This is for assisting the executing agency to submit the safeguard monitoring reports to ABD.

f) Mid-term Review Report (20 copies), to be submitted within about 30 months when instructed by BWDB as per the actual progress of the project activities, presenting the progress of the project activities, implementation progress of safeguard (resettlement and environment) and gender requirements, problems encountered, actions and/or proposals for resolution, proposal of improvement towards the remaining project period, and other assessment and information that evaluates the project activities since the beginning of the project.

g) Project Completion Report (20 copies), submit a draft report three months before the end of the completion services, and the final report at the end of all the consulting services, incorporating comments from BWDB,ADB, EKN and other relevant parties.



(2) Technical notes and other reports:

23. Drafts of each technical note will be reviewed by BWDB, ADB, EKN and other relevant parties, and will have to be finalised incorporating comments.

a) IWMP reports (20 copies), to be submitted in the first and second year of the services, for the four subprojects that are indicated in Table 1.

b) O&M manuals of water management structures and SIP-wise O&M manuals (20 copies for each structure).

c) Draft resettlement plans, to assist the executing agency to submit resettlement plans for construction and rehabilitation of structures, as necessary.

d) Capacity development and implementation plans for BWDB, line agencies and WMOs, and keep on updating during contract implementation.

e) Special reports by subject matter specialists, as necessary. f) LCS (Labor Contracting Society) Guidelines.

6 Client‟s Inputs and Counterpart Personnel 24. The executing agency will assign staff of PMO and SMOs. The executing agency will

also provide necessary data and information: o Relevant project data, reports maps of the original Southwest project and the

proposed additional financing project, as available with BWDB. o Access to hydrological, hydro-meteorological, and other relevant data and

information, as available with BWDB. Hydrological data that are available in BWDB‟s Directorate of Surface Water Hydrology and Directorate of Groundwater Hydrology will be charged requisite amount of fee.

o All other required information, as available o Supports for obtaining approvals, permissions and other required procedures to

conduct services, as far as possible, such as work permits, visas, clearances through customs, instructions and information to officials, agent and representatives of Bangladesh,

7 Client‟s Inputs to Facilitate Preparation of Proposals 25. The following data and information are available with the executing agency:

o Relevant project data, reports maps of the original Southwest project and the proposed additional financing project, as available with BWDB, including feasibility study reports seven subprojects that were prepared under the original Southwest project.

26. The ADB‟s web-site provides basic information of the original Southwest project:

http://adb.org/projects/details?proj_id=34418-013&page=overview

27. Draft safeguard documents for the proposed additional financing project are available on the ADB‟s web-sites:

o Draft resettlement framework:

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-

management-af-rf

o Draft resettlement plan:


management-af-rp

o Draft initial environment examination:


management-af-iee.

http://adb.org/projects/details?proj_id=34418-013&page=overview

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-rf

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-rf

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-rp

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-rp

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-iee

http://www.adb.org/projects/documents/sw-area-integrated-water-resources-planning-and-management-af-iee


September 2017 INCEPTION REPORT APPENDIX D - 31

APPENDIX D. List of reports reviewed



LIST OF REPORTS REVIEWED

A. Feasibility Study Reports

1. South-West Area Integrated Water Resource Planning and Management Project Daduria and Kandor Beel Sub-Project ( October 2013) Kalidaskhali-Arpara Sub-Project (October 2013) Chatler-Fakurhat Sub-Project (October 2013) Horai River Sub-Project (October 2013) Beel Sukunia Sub-Project (October 2013) Alfadanga-Boalmari Sub-Project (October 2013)

2. Feasibility Study for West Gopalgonj Integrated Water Management Project (June 2012)

3. South West Area Water Resource Development Project, Second Draft Final Report Main Text (November 1997)

B. Environmental Impact Assessment (EIA)

1. South West Integrated Water Resource Planning and Management Project Additional

Financing (May 2015)

C. O&M Manual for South West Area Integrated Water Resources Planning and Management Project (April 2011)

D. BWDB

Technical Specification for Civil Works (Volume 3 of 3; Volume 2 of 2) (First Edition 1995)

Development Project Proforma (DPP) Southwest Area Integrated Water Resources Planning and Management Project, Recast (September 2015)

Participatory Water Management Rules, (2014)

E. Manual on Norms and Standards for Environment Clearance of Large Construction Project, Ministry of Environment and Forests, Government of India

F. BWDB Systems Rehabilitation Project

Water Management in flood control and Drainage systems in Bangladesh, Technical Report No. 50 Volume 1 (Draft) (April 1997)

G. Jamuna-Meghna River Erosion Mitigation Project, Part-B (Draft) Design Guidelines for

Bank Protection (January 2008)

H. Technical Proposal: Institutional Strengthening and Project ManagementSouthwest Area Integrated Water Resources Planning and Management Project - Additional Financing (Volume 1 & Volume 2) (October 2016)

I. A Plan for Sustainable Wetland Resource Management

J. Community Based Plantation in Floodplain Areas

K. Fish and Wildlife on the Chanda Beel Area

L. Proceeding of the National Seminar on Mitigating Arsenic Problem Through RDA-

developed Multipurpose Low-Cost DTW



M. Southwest Area Integrated Water Resources Planning and Management Project in

BangladeshSharing Knowledge on Community-Driven Development

N. Technical Reports & Manuals

1. Subunit Implementation Plan- SAIWRPMP- Phase-1 No. 6 (Final Draft)Subunit Implementation Plan SWN-8Tularampur (January 2010) No. 7 (Final Draft) Subunit Implementation Plan SWN-9Barendra (January 2010) No. 12 (First Draft)Subunit Implementation Plan SWN-16PuruliaChenchuri Beel

Sub-Project Area (July 2009) No. 13 (Final Draft)Subunit Implementation Plan SWC- 17+18Noagram / Gazaria

SchemeChenchuri Beel Sub-Project Area (February 2010) No. 15 (First Draft)Subunit Implementation Plan SWC-15Mondiner

SchemeChenchuri Beel Sub-Project Area (May 2010) No. 16 (First Draft)Subunit Implementation Plan SWN-16Katanali SchemeNarail

Sub-Project Area (May 2010) No. 17 (First Draft)Subunit Implementation Plan SWN-21Jamrildanga

SchemeNarail Sub-Project Area (May 2010) No. 18Status Report for Mid-Term Review (April 2010 1st Draft, June 2010 revised

(2), June 2010 revised (3)) No. 24 (First Draft)Collective Action Plan (CAP)Purulia Scheme SWC-16Chenchuri

Beel Sub-Project Area (May 2011) No. 25 (First Draft)Collective Action Plan (CAP)Katanali Scheme SWN-16Narail

Sub-Project Area (May 2011)

O. Others Reports and Books

1. Monthly Progress ReportInstitutional Strengthening and Project Management Support (July-September 2010) ( April 2012) ( April 2014)

2. South West Area Integrated Water Resource Management ProjectTA No. 4079-BAN Final Report (December-2004) Annex F: Institutional Agenda Annex G: Economical and Financial Analysis Annex J: Socio-Economic Survey Annex H: Poverty and Social Assessment Annex K: Resettlement Plan

3. South West Area Integrated Water Resources Planning and Management Project Draft Final Report (June 2014) Final Report (October 2015) Final Report (November 2015)

4. Sustainable Involvement of Empowered Women in the South West Area Integrated Water Resources Planning and Management Project (SAIWRPMP)Draft Final Report (June 2014)

5. Inception Report on Institutional Strengthening and Project ManagementSouthwest Area Integrated Water Resources Planning and Management Project, BWDBFinal (July 2017)

6. Evaluation Report onThe Implementation of Resettlement Plans UnderThe Jamuna-Meghna River Erosion Mitigation Project (JMREMP) (May 2009)

7. Literature ReviewThe Experience of Water Management Organization in BangladeshSanjiv de Silva (April 2012)



8. ADB Report and Recommendation of the President to the Board of DirectorsProposed Loan Bangladesh: (SAIWRPMP) (October 2005)

9. ADB Activity Report (SAIWRPMP) (July 2014-June 2015) 10. Report of the Fact Finding Mission to Rampal, Bangladesh 11. Project Administration Manual, Project Number : 34418-023, People‟s Republic of

Bangladesh : Additional Financing – Southwest Area Integrated Water Resources Planning and Management Project, September 2015.

12. WMG Development : Southwest Model 13. Coastal Zone Policy, 2005, Ministry of Water Resources, Government of the People‟s

Republic of Bangladesh 14. National Water Management Plan. Development Strategy, June 2001. Water

Resources Planning Organization, Ministry of Water Resources, Government of the People‟s Republic of Bangladesh.

15. National Water Policy, Ministry of Water Resources, Government of the People‟s Republic of Bangladesh.

16. BANGLADESH WATER ACT, 2003, (ACT NO. 14 OF 2014). Government of the People‟s Republic of Bangladesh, Ministry of Law, Justice and Parliamentary Affairs, Legislative and Parliamentary Affairs Division, NOTIFICATION Dated the 06 ------- 2013.

17. STATISTICAL POCKETBOOK, BANGLADESH 2015. 18. Statistical Year Book, 2016, Bangladesh. 19. Guidelines for Participatory Water Management.Ministry of Water Resources

Bangladesh Water Development Board 20. Report on Four Year‟s Achievement of Irrigation and Food Production in BWDB

Projects. 21. Participatory Water Management Rules, 2014.


September 2017 INCEPTION REPORT APPENDIX E - 35

APPENDIX E. Union maps of Tungipara and Kotalipara

areas



UNION MAPS OF TUNGIPARA AND KOTALIPARA AREAS



Figure 3Union map of Tungipara

Figure 4: Union map of Kotalipara


September 2017 INCEPTION REPORT APPENDIX F - 38

APPENDIX F. Delineation of IWMP study areas


September 2017 INCEPTION REPORT APPENDIX F - 39

DELINEATION OF IWMP STUDYAREAS

Purulia-Charbhatpara

Bamankhali-Barnali

Arol Beel

Sunamukhi-Banmander


September 2017 INCEPTION REPORT APPENDIX G - 40

APPENDIX G. Description and map of seven subprojects

for implementation

1 Alfadanga-Boalmari

2 Beel Sukunia

3 Chatler-Fakurhat

4 & 5 Daduria & Kandor Beel

6 Horai River

7 Kalidaskhali-Arpara



1. ALFADANGA-BOALMARI SUBPROJECT

INTRODUCTION

The Alfadanga-Boalmari sub-project covers a gross area of 8,011 ha, of which 6,632 ha is cultivated. Administratively the sub-project is part of the Alfadanga and BoalmariUpazilas of the Faridpur district. The sub-project area is covered by seven unions namely Alfadanga, Banai, Buraich, Gopalpur, Pachuria, Togorbandh of Alfadanga Upazila and Gunabahar of Boalmari Upazila.

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Alfadanga – Boalmari sub-project. Considering its good agricultural potential the area was identified for development planning between 1960 and 1972. To prevent the overspill of flood waters into the area, it was planned to empolder the area by constructing embankment along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed in 1972 with the construction of the embankment, along the left bank of Modhumati, the right bank of the Mora Boroda and the right bank of the Barasiariver to enclose the area, totalling 59 km. The drainage network improvement amounted to about 48 km. A total of 17 regulators and outlets were installed on the peripheral dykes as well as inside the sub-project on the drainage khals. Out of the 17 structures, 3 were flushing regulators on the Modhumati and 5 on the interior canals which were presumably intended to let in and retain irrigation water for irrigation at high stage of Madhumati during post-monsoon.

As usual with most of FCD projects of BWDB, this project is also expected to have performed as per stipulation in the early years after implementation. At least there is no report of under-performance.

All planning studies categorically emphasized the need of O&M during construction as well as afterwards. Emergency apart, annual routine maintenance has always been stressed, but unfortunately budgetary allocation was never commensurate. The concept of stakeholder participation, now an integral part of the project cycle, was not known either. As a consequence, FCD projects started losing their effectiveness gradually with time through deterioration of the project infrastructure. The most common problems are:

loss of embankment dimensions due to natural wear or river erosion ;

malfunctioning of regulators due to mechanical trouble or siltation; and

siltation of khals reducing conveyance capacity.

Due to a lack of funds maintenance over the last decades left to be desired and the condition of the infrastructure deteriorated to the extent that now most structures are not properly functioning any longer, dikes have degraded and drains have silted up. At present the area is regularly flooded and proper water management is impossible.

In 2008, during the pre-feasibility study the BWDB assessed that most of the structures were in need of rehabilitation. In addition, the construction of 5 drainage outlets and 2 km of degraded embankment was proposed. The total costs of rehabilitation were estimated at Tk. 660 in lac. The EIRR for the Alfadanga - Boalmari SP was computed at 16%.

For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Alfaganga-Boalmari sub-project was drafted.

PRESENT INFRASTRUCTURE



At present there are 5 (five) regulators namely Mohisherghop, Hadiadanga, Helancha, JugivoratHorihorgram respectively over Mohisherghop, Hadiadanga, Helencha, Naturia and Horihornagar khals. The conditions of these regulators are such that some of the gates are broken, hoisting arrangement in some gates are not properly functioning and civil works in some regulators are damaged. In totality, the gates of the regulators are not functioning properly There are 4(four) 900 mm pipe inlet/outlets, and it is proposal to construct 2 (two) new inlet/outlets respectively on Gazipur&Togor khals.. There are as many as 18(eighteen) numbers khal of 34.37 km length. All these khals are silted up for which proper drainage is disrupted within Alfadanga-Boalmari project. The sub-project has 65.20 km of embankment (39.70 km earthen top & 25.50 km top carpeted) and the condition of the embankment is more or less good except in few places where repairs are required.

HYDROLOGICAL UNITS

The command area under Alfadanga-Boalmari has (3) three distinct hydrological units (See Annex B ). One, at the northern part of the sub-project, drains through Dopapara&Putimari khals to Chanbdana-Barasiariver and the other portion drains through Horihornagar&Bhaguan khals to Modhumati river. The middle portion of the sub project drains through Hadiadanga&Naturia khals to Chandana-Barasia river & the other portion drains through Helencha,Naturia&Hidiadangakhas to Modhumotiriver.The southern portion drains through Baniar khal to Modhumati river and the rest drains through Gorabagh,Mohesherghop&Jotigram khals to Chandana-Barasia river.

ENGINEERING STUDIES

The total number of vents required for Alfadanga-Boalmari sub-project was determined at different flow conditions. It was concluded that number of vents in the existing (5) five regulators are sufficient to drain the entire command area except two low pockets for which 2 (two) twoi new inlt/outlets proposed on Gazipur&Togor khals.

The detailed water management infrastructure of the sub project including design and cost estimates based on field investigations and preliminary surveys by BWDB, including consultations with stakeholders and verification by consultants are given in a separate appendix and include:

new pipe sluices

rehabilitation of the existing structures

design of existing khals

long section of khals

cross section of khals

rehabilitation of khals

location map of new established bench mark pillars

cross section of embankment

yearly preventive & periodic maintenance costs of embankment

yearly preventive & periodic maintenance costs of khals

yearly preventive & periodic maintenance costs of structures

PROPOSED INFRASTRUCTURE

The following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the area (Table 2). Different options have been assessed to handle the erosion of Modhumatiriver at Gridah. The options are:

Option 1: At Gridah only a retired embankment and to observe the erosion of the river Modhumati and if severe erosion is found than protective measures are required

Option 2 : Retired embankment at Gridah plus 1.00 km of protection at the vulnerable point;

Option 3: Retired embankment at Grida and loop cutting of Modhumatiriver near Grida.



After study is was found that Option 2 is preferred due to the protection of further erosion of land including protecting the retired embankment from being engulfed, no requirements of land acquisition, and in addition it involves less costs. Option 3 is not preferred because of problems of land acquisition, building a cross dam, and protective works plus resettlement issues etc. which takes a long time. Moreover, due to loop cutting, the velocity increases due to a steeper water slope leading to erosion upstream and downstream.

The Table 2 also lists the offices for the WMG and the tube wells (HTW) for possible areas affected by arsenic in the ground water. (This is an activity under the proposed livelihood enhancement component of the project).

The location of the proposed rehabilitation and new construction works is indicated on the map, Figure 5.

Table 2: Proposed FCD/I infrastructure and costs

# type of infrastructure quantity justification specification new/rehabilitation

costs Tk. in lac

1 Structures

Mohisherghop Regulator 1 rehabilitation 1.50 m x 1.80 m 40.366

Hadiadanga Regulator 1 do 1.50 m x 1.80 m 47.223

Helancha Regulator 1 do 1.50 m x 1.80 m 9.675

Jugivorat Regulator 1 do 1.50 m x 1.80 m 40.137

Horihorgram Regulator 1 do 1.50 m x 1.80 m 9.611

900 mm Shirgram Pipe Inlet/Outlet 1 do 1 vent 5.935

900 mm Dopapara Pipe Inlet/Outlet 1 do 1 vent 5.935

900 mm Baguan Pipe Inlet/Outlet 1 do 1 vent 5.935

900 mm Gorabag Pipe Inlet/Outlet 1 do 1 vent 5.935

900 mm Pipe Inlet/Outlet on Gazipur Khal (New) 1

Irrigation / drainage

1 vent 29.43

900 mm Pipe Inlet/Outlet at Jotigram (New) 1 do 2 vents 55.43

Sub-total 255.612

2 Re-excavations

Channels khals : total 34.37 km

All silted up for which needs excavation to design level

i) bed width 3m - 9.28 m. ii)48nos brick masonry for easy earthwork. iii) canal refuge (50 m X width of canal x 1 m depth ) @ 500 m for flora & fauna

a) Putimara khal 0.37 6.476

b) Dhopapara khal 1.00 6.175

c) Sirgram khal 3.00 32.137

d) Naturia khal 2.30 26.371

e) Horihor Nagar khal 1.80 25.973

f) Hadiadanga khal 5.95 120.728

g) Hadiadanga khal-01 2.50 13.224

h) Hadiadanga khal -02 3.50 76.143

i) Helencha khal 0.65 7.962

j) Burir khal 2.85 14.781

k) Jatigram/Baider khal 0.30 5.139

l) Gazipur khal 0.40 4.945

m) MohisherGhop khal 0.65 11.580

n) Gorobag khal 0.75 6.643

o) Baniar khal 6.00 56.816

p) Kusumdi khal 0.55 4.902

q) Begunia khal 0.70 7.834

r) Kalitala khal 1.10 26.986

Sub-total 454.815

3 Other Infrastructure

3a Bridge/Culverts/WRS (New) 2 Communication 90

3b WMG office (New)

15 Better performance

105

3c Tube Well (New)

15 Drinking good quality water

10.5



# type of infrastructure quantity justification specification new/rehabilitation

costs Tk. in lac

Sub-total 205.500

4 Embankments

Embankment (existing) 60.20 km 5% re-sectioning 34.70 km earthen, 25.50 km top carpetted

66.00

Retired embankment at Grida (Option 1) 5.0 km On the river Modhumati

637.45

5 Protection work

Protection work (at Helencha Bazar/HelenchaReg)

0.64 km 540.00 lac

Protection work at Grida (Option 2) 1 km On the river Modhumati

1100.00

Loop cut near Grida (Option 3) L.S On the river Modhumati

1500.00

6 After care/Miscellaneous construction (5%)

On Option-1 except sl19 & 20 i.e 5 % on (Tk 2159.377 lac) 107.97

On Option 2 except 20 i.e 5 % on (Tk 3259.377 lac) 162.97

On Option 3 except 19 i.e 5 % on (Tk 3659.377 lac) 182.97

7 Total

Option 1 2267.35

Option 2 3422.34

Option 3 3842.35





Figure 5: Existing and proposed water management infrastructure, Alfadanga – Boalmari



Figure 6: Map showing WMO areas and water infrastructure in Alfadanga-Boalmari subproject



2. BEEL SUKUNIA SUBPROJECT

INTRODUCTION

The Beel Sukunia sub-project covers a gross area of 9,681 ha, of which 7,933 ha is cultivated. Administratively the sub-project is part of the Faridpur Sadar and NagarkandaUpazilas of the Faridpur district. The sub-project area is covered by six unions namely Kaijuri,Greda,Kanaipur, Atghar,Balli and Talma as well as Faridpur Paurashava which is part of the Faridpur Municipality.

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Beel Sukunia sub-project. Considering its good agricultural potential the area was identified for development planning between 1960 and 1972. To prevent the overspill of flood waters into the area, it was planned to empolder the area by constructing embankments along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed in late 80‟s with the construction of the embankment, along the left bank of the Kumar river to enclose the area, totaling about 15 km. Drainage network improvement and channel excavations covered about 20 km. In addition, new 2 regulators were constructed to prevent overspill flood water & drainage congestion.






In 2008, during the pre-feasibility study the BWDB assessed that most of the structures were in need of rehabilitation. In addition, the construction of 1 new regulator, 15 km re-excavation of channels & re-sectioning of 9.00 km of degraded embankment was proposed. The total costs of rehabilitation were estimated at Tk. 253.00 in lac. The EIRR for the Beel Sukunia Sub-project was computed at 18%.


For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Beel Sukunia sub-project was drafted.

PRESENT INFRASTRUCTURE ENGINEERING WORKS

At present there are 3(three) regulators of which 2(two) over beelNalia khal and 1(one) over Mridadangi khal. The conditions of these regulators are such that some of the gates are



broken, hoisting arrangement in some gates are not properly functioning and civil works in some regulators are damaged. In totality the gates of the regulators are not functioning. There are as many as 8(eight ) numbers khal of 24.95 km length. The khals are Kuchimara Khal 1, Kuchimara Khal 2,Kesto Khal, Rajbari Khal, Beel Nalia Khal 1, Beel Nalia Khal 2, Howaikhali&Tulgram. All these khals are silted up for which proper drainage is disrupted within Beel Sukunia project. The sub-project has 18.42 km of embankment ( 3.71 km earthen top & 14.71 km top carpeted) and the condition of the embankment is more or less good except in few places where re-sectioning is required.

HYDROLOGICAL UNITS

The command area under Beel Sukunia has two distinct hydrological units. One at the southwest part of the sub-project based on Kuchiamara khal connected to Chapaibeel. Chapaibeel has a perennial source of water. This southwest part of the sub project drains through the proposed 6-vent Joyjhap regulator to Kumar river. The other hydrological unit is the northeastern part of the sub project based on Mridadangi ,BeelNaliakhal,Tulgram khal, Howaikhali khals connecting to Beel Sukunia which drains to Kumar river through regulators over beelNalia&Mridadangi. As the condition of the regulators and khals is not good, drainage congestion is the common problem in the sub project area.

ENGINEERING STUDIES

At different flow conditions the total number of vents required for Beel Sukunia sub-project was determined. It was assessed that total 11 vents are required to drain the entire command area under the sub-project. There are already 5 vents so an additional 6 vents are required for proper drainage of the area. A new regulator at Joyjhap with ventage 6 has been proposed. Besides, two pipe sluices of 900 mm dia have been proposed near Rajabari&Auguldia to relieve the localized drainage congestion by the rain water and also intrusion of water when needed.


new regulator

new pipe sluices











PROPOSED INFRASTRUCTURE INTERVENTIONS AND COSTS

Based on field investigations and preliminary surveys by BWDB, including consultations with stakeholders and verification by consultants the following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the area (see Table 3).

In addition, Table 3also lists the offices for the WMG and the tube wells (HTW) for possible areas affected by arsenic in the groundwater. (This is an activity under the proposed livelihood enhancement component of the project)




Table 3: Proposed FCD/I Infrastructure interventions and costs for Beel Sukunia subproject

# type of infrastructure quantity justification specification

new/rehabilitation

costs,

Tk in lac.

Structures

1 Regulator over Beel Nalia (Just constructed)

1 new 1 vent, 1.50 X1.80 m p.m*

2 Regulator over Beel Nalia 1 gates broken 2 vent, 1.50 X1.80 m 39.58

3 Regulator at Miradanga 1 gates broken 3 vent, 1.50 X1.80 m 16.20

4 Regulator at Joyjhap (new) 1 drainage 6 vent, 1.50 X1.80 m 651.64

Total structures

707.42

Re-excavations

5 Channels/ khals, total 24.95 km


i) bed width 3m - 9.28 m. ii) 48 nos brick masonry for easy earthwork. iii) canal refuge (50 m x width of canal x 1 m depth ) @ 500 m for flora & fauna

a. Kuchimara khal 1 (Joyjhap to Chapai) 5.90 km 89.63

b.Kuchimara khal 2(Chapai to Holdigari) 1.20 km 33.49

c.Kesto khal 1.00 km 17.77

d. Rajbari khal 1.00 km 12.04

e.Beel Nalia khal 1(Nikurdi to Koijuri) 2.15 km 53.22

f. Beel Nalia khal 2(Mridadangi) 6.10 km 124.30

g. Howaikhali/Taltala khal 5.30 km 95.00

h. Tulgram khal 2.30 km 41.23

Total re-excavations

466.68

6 Embankments

Embankments (various) 18.42 km degraded

3.71 km earthen, 14.71 km top, carpetted

187.50

Other Infrastructure

7 Pipe inlet/outlet at Aguldia(new) 1 Irrigation/drainage 900 mm, 2vents 55.43

8 Pipe inlet/outlet at Madhapara(new) 1 do 900 mm, 1vent 29.31

9 Bridge/culvert/WRS(new) 2

communication re-establish 90.00

10 WMG offices (new) 17

better performance 119.00

11 Tube wells (new) 17

drinking good quality water 11.90

12 O&M during construction/After care (5%)

83.36

Total

1,750.60



Figure 7: Map of Sukunia Beel sub-project with existing and proposed water management infrastructure in Beel Sukunia subproject



Figure 8: Map showing WMO areas and water infrastructure in Beel Sukunia



3 CHATLER-FAKURHAT SUBPROJECT

INTRODUCTION

The Chatler-Fukurhat sub-project covers a gross area of 10,268 ha, of which 8,092 ha is cultivated. Administratively the sub-project is part of the Sadarpur&BhangaUpazilas of the Faridpur district. The sub-project area is covered by (13) thirteen unions namely NurulGonj, Kaulibera,Tujarpur, Chandra, Gharua, Nasirabad, Manikdaha, Krishnapur, Hamirti, Bhasanchar, Sadarpur, Dheukhali&BhangaPourashava..

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Chatler-Fukurhat sub-project. Considering its good agricultural potential the area was identified for development planning in 1960s.. To prevent the overspill of flood waters into the area, it was planned to empolder the area by constructing embankment along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed in 1962-63 with the construction of 2 regulators and the excavation of drainage khas to improve the drainage network covering about 20 km. In addition the following engineering works were implemented in subsequent years reconstruction of an embankment of 11.45 km along the right bank of the Arial Khan river, the excavation of about 62.29 km of khal for drainage/irrigation improvement within the project area and the rehabilitation of three (3) regulators & construction of 1regulator within the project area.






In 2008, during the pre-feasibility study the BWDB assessed that most of the structures were in need of rehabilitation. Rehabilitation of 2 no structures & re-excavation of 42 km of drainage channel were proposed at the study. The total costs of rehabilitation were estimated at Tk. 1220 in lac. The EIRR for the Chatler-Fakurhat subproject was computed at 10%.


For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Chatler-Fakurhat sub-project was drafted.




At present there are 3 (three) regulators namely Hashemdia, Mutukchar&Sadarpur respectively over Hashemdia, Mutukchar&Fukurhat khals and 1(one) 2 vents 900 mm pipe sluices over Pallabera khal. These regulators are not functioning properly; some gates are broken, hoisting arrangement in some gates are not properly functioning and civil works in some regulators are damaged. There are as many as 17(seventeen) khals with a total length of 62.29 km length. All these khals are silted up for which proper drainage is disrupted within Alfadanga-Boalmari project. The sub-project has 11.45 km of embankment (3.5 km earthen top & 7.95 km top carpeted). The condition of the embankment is more or less good except in few places where repairs are required.

HYDROLOGICAL UNITS

The south-west and also middle part of the sub-project comprises an individual hydrological unit, unit-1. Fakurhat and Hasemdia khal/channel are the main drainage arteries of this area. Most of the runoff of the area drains into the Kumar River through these khals/channels. At the northern part, at comparatively higher elevation is unit-2 with a 3-vents regulator over Fakurhat khal at Mutukchar. This regulator is fully damaged and needs replacement by a 3-vents regulator. At the south-east part of the sub-project area is unit-3, this area is connected with the Arial Khan river by Baliahati khal/channel. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network will have to be improved by re-excavation khals or channels, and by rehabilitation or replacement of drainage regulators.

ENGINEERING STUDIES

Attempts were made to investigate the existing drainage performance of the study area in terms of adequacy of the existing drainage structures. The Fakurhat, Hasemdia and Baliahati khals/channels are the main drainage routes of the sub-project as mentioned earlier. Considering the existing topographic patterns of khals, the drainage discharge and required ventage have been calculated separately for the north, south-east and middle catchments of the khals. Subsequently, the total number of vents of structure needed to discharge the total drainage flow to the outfall Kumar River were estimated and compared with the new and existing structures. The discharge of the north, south-east and middle catchments of existing Khals/channels were calculated and found to be adequate A new pipe sluice at Pallibera is planned to relieve a local drainage problem.


new pipe sluice












The following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the area (Table 4). The table also lists the offices for



the WMG and the tube wells (HTW) for possible areas affected by arsenic in the ground water. (This is an activity under the proposed livelihood enhancement component of the project).

The location of the proposed rehabilitation and new construction works is indicated on the map, Figure 9

Table 4: Proposed FCD/I infrastructure and costs in Chatler-Fakurhat subproject

# Type of infrastructure Quantity Justification Specification Costs (Tk. in lac)

Structures

1 Hashemdia Regulator 1 gates broken 6 vents 1.50 m X 1.80 m 190.673

2 Sadarpur Regulator 1 gates broken 3 vents 1.50 m X 1.80 m 27.737

3 Mutukchar Regulator 1 completely broken needs replacement

3 vents 1.50 m X 1.80 m 333.625

4 900 mm pipe Inlet/Outlet 1 new 2 Vents, 900 mm 55.43

Sub-total

607.465

Re-excavations

5 Channels khals

Khals are silted up and requires excavation to design level

i) bed width 2m - 12 m. ii)107 nos brick masonry lining for easy earthwork iii) canal refuge (50 m x width of canal x 1 m depth) @ 500 m for flora & fauna

a) Fukurhat Khal 11.05 222.614

b) Hashemdia khal 3.88 104.425

c) Bhubeneswar khal 3.57 146.113

d) Dosh Hazar khal 8.22 123.506

e) Jalukhali khal 4.00 31.865

f) Baliahati Khal 13.41 139.666

g) Charakhali khal 1.37 11.022

h) Hamiddi khal 1.25 24.865

i) Rajkanda khal 0.80 14.265

j) Longolkhali khal 0.70 12.751

k) Chandrapara khal 3.73 57.497

l) Dewkhali khal 2.60 38.054

m) Baniabari khal 1.30 26.189

n) Munsir khal 1.67 17.739

o) SathRashi khal 1.79 32.134

p) Pallibera khal 2.25 57.139

q) Khatra khal 0.70 14.899

Sub-total 62.29 Sub-total 1074.743


6 Bridge/Culverts/WRS (New) 1 better access 2 90

7 WMG office (New) 1

better performance

9 63

8 Tube Well (New) 1 good quality water 9 6.3

Sub-total

159.300

Embankments

9 Embankment (existing) 11.45 km 5% re-sectioning 3.5 km earth & 7.95 km top carpetted

84.168

Sub-total

84.168

Protection work

Protection work at Chandrapara 0.200 km river training bt cc blocks and geo textile bags 176.76

Protection work at Durgapur Bazar

0.200 km river training bt cc blocks and geo textile bags 176.76

Sub-total

353.520




Total

2279.196

12 After care/Miscellaneous construction - 5 % 0n 2279.196

113.95

Grand total

2393.146



Figure 9: Existing and proposed water management infrastructure, Chatler-Fukurhat



Figure 10: Map showing WMO areas and water infrastructure for Chatler-Fakurhat subproject



4 & 5. DADURIA-KANDOR BEEL SUBPROJECT

INTRODUCTION

The Daduria Beel and Kandor Beel sub-project covers a gross area of 3,301 ha, of which 2,388 ha is cultivated. Administratively the sub-project is part of the Boalmari Upazila of the Faridpur district. The sub-project area is covered by three unions namely Boalmari, Chatul and Shekar.

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Daduria Beel and Kandor Beel sub-project. Considering its good agricultural potential the area was identified for development planning in 1980s..To prevent the overspill of flood waters into the area by constructing embankment along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed during 1989-90 to 1992-93 with the construction of 10 km embankment, along the right bank of Kumar river to enclose the area, 1 regulator ,4 pipe outlets and 3.50 km of re-excavation of khals for drainage improvement in Kandor Beel. For the Daduria Beel area the following works were completed; construction of 14.10 km embankment, along the right bank of Kumar river to enclose the area, 2 regulators, 2 pipe outlets and 7.00 km of re-excavation of khals for the improvement of the drainage in Daduria Beel.






In 2008, during the pre-feasibility study the BWDB assessed that 2 regulators were in need of rehabilitation, re-sectioning of 7.00 km of degraded embankment and 7.00 km re-excavation of channels also were proposed for Daduria Beel . The total costs of these rehabilitation were estimated at Tk. 135.00 in lac. The EIRR for the Daduria Beel SP was computed at 14%.While for Kandor Beel it was assessed that 1 regulator was in need of rehabilitation, and further re-sectioning of 7.50 km of degraded embankment and 3.50 km re-excavation of channels were proposed. The total costs of the rehabilitation of Kandor Beel were estimated at Tk. 118.00 in lac. The EIRR was computed at 11%.

Due to a lack of funds maintenance over the last decades left to be desired and the condition of the infrastructure deteriorated to the extent that now structures are not properly functioning any longer, embankments have degraded and drains have silted up. At present the area is regularly flooded and proper water management is impossible.

For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Daduria Beel and Kandor Beel sub-project was drafted.



PRESENT INFRASTRUCTURE

At present there are 3(three) regulators Hashemdia, Toijuri&Kaliando/Ramnagar respectively over respectively the Hashemdia, Kutir&Kalia Fakir khals. These regulators cannot be operated properly; as some of the gates are broken, hoisting arrangement in some gates are not properly functioning and civil works in some regulators are damaged. It can be said that none of the gates of the regulators are functioning. There is a proposal under consideration to construct a new regulator, Shaker Bazar to drain the Shaymnagar Beel. The area has 6(six) khals with a total length of 9.20 km ( Kalia Fakir/Kaliando, Hashemdia/Munsir, Kutir, Rajapur, Biswas Babur and Katalia khal). All these khals are silted up which affects the proper drainage of the area. The area is protected from floods by 15.60 km of embankment (11.40 km earthen top and 4.20 km top carpeted), and the condition of the embankment is more or less good except in few places where repairs are required.

HYDROLOGICAL UNITS

The command area under Daduria Beel and Kandor Beel has three distinct hydrological units (See Annex B ). One is at the northern part of the sub-project drains on Kalia Fakir khal which is connected to Kandor beel. The middle portion of the sub project drains on Hashemdia, Rajapur& Biswas Babur Khals which is connected to Chitolia Beel. The southern part of the project drains on Kutir khal which connects with Shaymnagar Daduria Beels and few other depressions .This southern part of the sub-project drains through the proposed 1-vent regulator and existing Toijuri regulator on Kumar river. The hydrological units in the north & middle also drain through Kaliandi&Hashemdia regulators respectively on the Kumar River.

ENGINEERING STUDIES

At different flow conditions the total number of vents required for Daduria Beel and Kandor Beel sub-project was determined. It was assessed that the existing number of 4(four) vents are sufficient to drain the entire command area except for the Shaymnagar Beel for which the additional regulator at Shaker Bazar already is considered.

The detailed water management infrastructure of the sub-project including design and cost estimates based on field investigations and preliminary surveys by BWDB, including consultations with stakeholders and verification by consultants are given in a separate appendix and include:

The new regulator/pipe sluices

The rehabilitation of the existing structures

The design of existing khals

The long section of khals

The cross section of khals

The rehabilitation of khals

The location map of new established bench mark pillars

The cross section of embankment

The yearly preventive & periodic maintenance costs of embankment

The yearly preventive & periodic maintenance costs of khals

The yearly preventive & periodic maintenance costs of structures


Based on field investigations and preliminary surveys by BWDB, including consultations with stakeholders and verification by consultants the following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the area (see Table 5)

In addition, the Table 5also lists the offices for the WMG and the tube wells (HTW) for possible areas affected by arsenic in the ground water. (This is an activity under the proposed livelihood enhancement component of the project).




Table 5: Proposed FCD/I Infrastructure interventions and costs in Daduria-Kandor Beel

# type of infrastructure quantity justification specification

new/rehabilitation

costs

(Tk in lac)

Structures

1 Rehabilitation of Hashemdia Regulator 1 gates broken

1 vent, 1.50 X1.80 m

11.21

2 Rehabilitation of Toijuri Regulator 1 gates broken

2 vent, 1.50 X1.80 m

14.16

3 Rehabilitation of Kaliando/Ramnagar Regulator

1 gates broken 1 vent, 1.50 X1.80 m

11.21

4 Proposed regulator at Shakerbazar 1 drainage 1 vent, 1.50 X1.80 m 139.93

5 Rehabilitation of Rajapur 900 mm pipe Inlet/Outlet regulators

1 Irrigation/drainage 900 mm, 1 vents 5.93

Sub-total 182.44

Re-excavations

6 Channels/ khals : total

9.20 km


i) bed width 3m - 9.28 m. ii)48nos brick masonry for easy earthwork. Iii) canal refuge (50 m X width of canal X 1 m depth ) @ 500 m for flora & fauna

a. Kalia Fakir/Kaliando Khal

1.80 km

17.23

b.Hashemdia/Munsir Khal

1.20 km

9.81

c. Kutir khal

1.00 km

22.15

d. Rajapur khal

1.00 km

18.22

e.Biswas Babur Khal

2.15 km

13.42

f. Katalia Khal

6.10 km

22.27

Sub-total 103.10

Embankments

7 Embankment (various)

15.60 km

degraded 11.40 km earthen, 4.20 km top carpeted

409.32

Sub-total 409.32


8 Bridge/culvert/WRS(new) 2

communication re-establish

90.00

9 WMG offices (new) 6 better performance 42.00

10 Tube wells (new) 6 drinking good quality water 4.20

Sub-total 136.20

11 O & M during construction/Aftercare (5%) 41.55

Total 872.61



Figure 11: Map of Daduria Beel and Kandor Beel sub-project with existing and proposed water management infrastructure





Figure 12: Map showing WMO areas and water infrastructure in Daduria-Kandor Beel subproject



6. HORAI RIVER SUBPROJECT

INTRODUCTION

The Horai River Scheme covers a gross area of 21,100 ha. Within this area there are 4(four) LGED sub-projects namely Khordadapur WC sub-project (500 ha), Sub-project 4114 (600 ha).Sub-project 4121 (1000 ha) &KoldangaBethulia WC sub-project (400 ha). In total LGED project covers 2500 ha.

Hence, the net command area under present Horai River Sub-proect is (21,100-2,500)=18,600 ha, of which 13,764 ha is cultivable. Administratively the sub-project is part of the RajabariSadar, Baliakandi&KalukhaliUpazilas of the Rajbari district. The sub-project area is covered by (13) thirteen unions namely Khangonj, Chandoni, Mirzanpur, Banibaha, Alipur, Mulghar, Bashantapur&Ramkantapur unions of Rajbari Sadar Upazila, Jamalpur, Baharpur, Islampur&Modhapur unions of Baliakandi Upazila &Ratondia union of Kalukhali Upazila.

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Horai River Scheme. Considering its good agricultural potential the area was identified for development planning in 1960s. To prevent the overspill of flood waters into the area, it was planned to empolder the area by constructing embankment along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed in the 90‟s. The total engineering works comprised amongst others the reconstruction of an embankment of 67.68 km along the right bank of the Padma &Chandona-Barashia rivers, re-excavation of the Horai river (30 km), the excavation of about 110.04 km of khal and the rehabilitation of six (6) regulators & 1 check structures within the project area.







For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Horai River Sub-project was drafted.




At present there are 6 (six) regulators namely Rajapur, Balgachi, Rupsa, Komorpara, Matiapara&Hazarkhali and 1 (one) Dohorpachuria check structure. The old regulators / check structure are not functioning properly as gates are broken, hoisting arrangement in some gates are not properly functioning and civil works are damaged. There are as many as 30 (thirty) numbers khals with a total length of 110.04 km length. All these khals are silted up for which proper drainage is disrupted within the area. The sub-project has 67.68 km of embankment (5.688 km earthen top & 61.992 km top carpeted). The condition of the embankment is more or less good except in a few places where repairs are required.

HYDROLOGICAL UNITS

The command area under Horai River Scheme has (4) four distinct hydrological units, see Annex B. The units are the extreme northern part, central-north, central-south and southern part. The northern part drains by the Rupsa Khal & Horai River respectively through the Rupsa&Belgachi regulators. The central-northern unit drains by the Rupsa Khal & Horai river through the Matiapara regulator. The central-southern unit drains mainly by the Horai river through the Komorpara regulator. The southern unit drains by the Horai river through the Rajapur&Hazarkhali regulators.

ENGINEERING STUDIES

The total number of vents required for Horai River Scheme was assessed at different flow conditions. It was concluded that the number of vents in the existing (6) six regulators are not sufficient to drain the entire command area and as such a new 6-vent regulator at Mashalia is proposed to drain the entire area. Moreover, for the retention of water 3 (three) 1-vent check structure have been proposed.


new check structures












The following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the area (Table 6).The table also lists the offices for the WMG and the tube wells (HTW) for possible areas affected by arsenic in the ground water. (This is an activity under the proposed livelihood enhancement component of the project).




Table 6: Proposed FCD/I infrastructure and costs for Horai River subproject


1 Structures

Rajapur Regulator 1 rehabilitation 8 vent 1.50 m x 1.80 m 79.06

Dohorpachuria check structure 1 do 4 vent 1.50 m x 1.80 m 40.37

Balgachi Regulator 1 do 3 vent 1.50 m x 1.80 m 27.74

Rupsa Regulator 1 do 1 vent 1.50 m x 1.80 m 9.61

Komorpara Regulator 1 do 1 vent 1.20 m x 1.20 m 9.68

Hazarkhali regulator 1 do 1 vent 1.20 m x 1.20 m 9.68

Matiapara Regulator 1 do 1 vent 1.20 m x 1.20 m 9.68

Mashalia Regulator 1 new 6 vent 1.50 m x 1.80 m 650.16

Check Structure over Chondona Khal

1 new

1 vent 1.50 m x 1.80 m 96.107

Check Structure over Dattapara Khal

1 new

1 vent 1.50 m x 1.80 m 96.107

Check Structure over Tetulia Khal 1 new 1 vent 1.50 m x 1.80 m 96.107

Sub-total 1124.301

2 Re-excavations

Channels khals : total 110.04 km


i) Bed width 2.5m -10.5 m. ii) 232 nos brick masonry lining for easy earthwork. iii) canal refuge (50 m x width of canal x 1 m depth ) @ 500 m for flora & fauna

Horai River 30.70 831.592

Rupsha Khal 13.05 344.891

Rupsha Branch -1 Khal 1.00 18.397





Mathipara Khal 7.00 126.184

Dattapara Khal 1.40 36.057

Goalondo/Chitra Khal 4.00 64.903

Chandono Khal 1.60 24.848

Bakutia/Horai Branch Khal 5.80 134.494

Baghatia Khal 2.25 54.735

Hazarkhali Khal 3.60 44.092

Hazarkhali Branch Khal 1.70 20.821

Basubevpur Khal 2.30 35.719

Dawki Khal 0.50 7.765

Horindehara Khal 0.50 7.765

Bhabanipur Khal 0.35 5.435

Dhoparia Khal 0.75 11.647

Arabaria Khal 0.40 6.212

Addapuni Khal 0.25 3.882

Komorpara regulator khal 1.24 22.533

Masalia Khal 1.40 32.464

Isakola/Baliakandi Khal 3.20 76.229

TarailShibpur Khal 2.25 53.804

Tetulia Khal 1.00 30.450

NakKathi Khal 0.75 11.647

Horai Branch-1 Khal 3.30 76.522

Horai Branch-2 khal 2.40 55.652

Sub-total 2465.632

3 Embankments

Embankment (existing) 67.68 km

8.40 % re-sectioning

5.688 km earthen, 61.992 km top carpetted& HBB

114.74

Sub-total 114.74





Bridge/Culverts/WRS (New)

3 Better access

135

WMG office (New)


217

Tube Well (New)

31 Arsenic free water

21.7

Sub-total 373.700

Total 4078.37

5 After care/Miscellaneous construction (5%) 5 % on (Tk.. 4078.37 lac)

203.92

Grand Total 4282.29



Figure 13: Existing and proposed water management infrastructure, Horai River Scheme



Figure 14: Map showing WMO areas and water infrastructure for Horai River subproject



7. KALIDASKHALI-ARPARA SUBPROJECT

INTRODUCTION

The Kalidaskhali-Arpara sub-project covers a gross area of 13,197 ha, of which 10,616 ha is cultivated. Administratively the sub-project is part of the Salikha Upazila of the Magura district. The sub-project area is covered by (6) six unions namely Talkhari, Dhaneshworgati, Arpara, Shatokhali, Salikha&Bunagati of Salikha Upazila.

Following the consecutive floods of 1954 and 1955, flood control was viewed as the most viable means to enhance agricultural production in the Kalidaskhali-Arpara sub-project. Considering its good agricultural potential the area was identified for development planning in 1980s. To prevent the overspill of flood waters into the area, it was planned to empolder the area by constructing embankment along the surrounding rivers. To remove the drainage congestion caused by accumulation of local rainfall runoff, the drainage network was to be improved by excavation and re-excavation along with the installation of drainage regulators at suitable locations.

The project was completed in 1992-93, the engineering works comprised amongst others the reconstruction of an embankment of 57.62 km along the right bank of the Fatki river, the excavation of about 42 km of khal for drainage/irrigation improvement within the project area and the rehabilitation of six (6) regulators , 1 check structures within the project area.






In 2008, during the pre-feasibility study the BWDB assessed that most of the structures were in need of rehabilitation. Rehabilitation of 7 regulators,6 irrigation inlets, re-excavation of 40 km drainage channel, construction of 4 new drainage regulators and construction of 5 new inlet/outlets were proposed at the study. The total costs of rehabilitation were estimated at Tk. 1070 in lac. The EIRR for the Kalidaskhali-Arpara sub-project was computed at 28%.


For the preparation of the feasibility study several field trips were made to the sub-project area. Data about the infrastructure were collected from the Executive Engineers Office and verified in the field. On the basis of these data the following plan for construction, rehabilitation and O & M for the Kalidaskhali-Arpara sub-project was drafted.


At present there are 6(six) regulators namely Digolgram, Chukinagar, Kuchimara, Kathalbaria, Boira&Kuatpur and 1 8-vent check structure at Kaitoly. The regulators are not functioning properly; gates are broken, hoisting arrangement in some gates are not properly functioning,



and civil works in some regulators are damaged. There are 14(fourteen) numbers khals with a total length of 42.45 km length and all these khals are silted up for which proper drainage is disrupted within Kalidaskhali-Arpara project. The sub-project has 57.62 km of embankment (22.57 km earthen top & 35.05 km top carpeted). The condition of the embankment is more or less good except in few places where repairs are required.

HYDROLOGICAL UNITS

The command area under ChatlerFukurhati has (4) four distinct hydrological units, see Annex B. The northern part of the area drains through Digholgram channels to Digholgram regulator. The central portion drains through Kanuda khal to the Chukinagar regulator. The eastern portion drains through Kuchiamara khal and Kuatpur khals respectively to the Kuchiamara and Kuatpur regulators. The southern portion of the area drains through Kalidaskhali and Kathalbaria khals respectively to the Boyra and Kathalbaria regulators.

ENGINEERING STUDIES

The total number of vents required for Kalidaskhali- Arpara sub-project was assessed at different flow conditions. It was concluded that the number of vents of the existing (6) six regulators are not sufficient to drain the entire command area and as such a new 3-vent regulator at Boira are proposed to drain the entire area. Furthermore, to solve a local drainage problem, 2 numbers of 1-vent 900 mm pipe sluices are proposed respectively at Dorisha&Burikhali.


new sluice/regulator structures












The following list of main infrastructure and interventions as well as costing was prepared for the improvement of water management in the sub-project (Table 7).

The table also lists the offices for the WMGs and tube wells (HTW) for areas affected by arsenic in the ground water. (This activity proposed under the livelihood enhancement component of the project).




Table 7: Proposed FCD/I infrastructure and costs in Kalidaskhali-Arpara subproject area

# Type of infrastructure Quantity Justification Specification New/rehabilitation

costs (Tk in lac)

1 Structures

Digolgram Regulator 1 rehabilitation 2-vent 1.50 m x 1.80 m 22.068

Chukinagar Regulator 1 do 3-vent 1.50 m x 1.80 m 27.737

Kuchimara regulator 1 do 3-vent 1.50 m x 1.80 m 27.737

Kathalbaria regulator 1 do 2- vent 1.50 m x 1.80 m 22.068

Existing Regulator at Boira 1 do 3-vent 1.50 m x 1.80 m 27.737

Chek Structure at Kaitoly 1 do 8-vent 1.50 m x 1.80 m 43.828

Additional Propose reg at Boira 1 new 3-vent 1.50 m x 1.80 m 333.625

Kuatpur regulator 1 rehabilitation 1-vent 1.20 m x 1.20 m 9.675

Inlet/outlet regulator at Dorisha, Burikhali, Ananda Nagor, AnandanagorPurbapara, Kuchimara, Hatbaria, Sabori, S Sabori, Nalia&Batagram

10 rehabilitation 1-vent 900 mm dia pipe 59.356

Inlet/outlet regulator at Digolgram 1 rehabilitation 2- vent 900 mm dia pipe

11.072

Inlet/outlet regulator at Chukinagar 1 rehabilitation 4- vent 900 mm dia pipe

22.143

Inlet/outlet regulator at Dorisha&Burikhali 2 new 1- vent 900 mm dia pipe

58.626

Box Culvert to WCS @ Tk 18.392 lac each 4 re-modelling 73.568

Sub- total 739.24

2 Re-excavations

Channels khals : total (km) 42.45


i) bed width 3m - 10 m. ii) 91 nos brick masonry lining for easy earthwork. iii) canal refuge (50 m x width of canal x 1 m depth ) @ 500 m for flora & fauna

Kanudia Khal 12.70 183.930

Kuchiamora Khal 4.30 110.025

Digolgram Khal 5.70 67.500

Digolgram Branch-1 Khal 0.90 10.657



Kuatpur Khal 3.70 94.673

Kathalbaria khal 2.75 59.262

Kathalbaria Branch khal 1.15 24.782

Kalidaskhali Khal 5.10 130.495

Kalidaskhali Branch-1 Khal 1.25 18.104

Kalidaskhali Branch-2 Khal 1.60 23.172

Hajrakhali Khal 0.70 10.138

Kalaidangal Khal 0.75 10.862

Sub-total 765.507

3 Embankments

Embankment (existing) 57.62 km

28% re-sectioning/upgrad

22.57 km earthen, 35.05 km top carpetted& HBB

778.66

Sub-total 778.66


Bridge/Culverts/WRS (New) 2 Better access 90

WMG office (New)


196

Tube Well (New)

28 Arsenic free water

19.6

Sub-total 305.600

Total 2589.01

5 After care/Miscellaneous construction (5%) (5 % on Tk 2589.01 lac) 129.45

Grand Total 2718.46



Figure 15: Existing and proposed water management infrastructure, Kalidaskhali-Arpara subproject



Figure 16: Map showing WMO areas and water infrastructure for Kalidaskhali-Arpara subproject


September 2017 INCEPTION REPORT APPENDIX H - 76

APPENDIX H. Proposed table of contents of FS/ IWMP and

SIP



Proposed table of contents of FS/ IWMP/ SIP

Item FS/ IWMP SIP

Purpose Selection of subproject area for investments Implementation (under existing FS)

Language English English

Number of pages text in Main Report Around 25 15-20

Number of pages in appendices Around 70 Less than 50 tentatively

Table of contents Summary Introduction

Background of the project

Scope of the study

Data collection/ verification Present situation

Delineation, topography

Population

Infrastructure/ urbanization

Soils

Climate

Hydrology, GW, WQ

Land types, landuse

Land reclamation & water mgt. Socio-economic development

Agriculture

Fisheries

Gender/ livelihood Key issues and constraints IWM planning process Future scenario

Engineering works

O&M

IWMP - Agriculture - Fisheries - Gender/livelihood

Initial environmental studies

Biodiversity & environment

Identification env. Hazards

Environmental mgt. plan (EMP)

Env. Monitoring plan (EMP) Social safeguards Economic and financial analysis Implementation arrangements

Project implementation

Part. Planning/ WMO dev.

Institution building/ project mgt.

Schedule for implementation

Monitoring

Summary Introduction

Delineation, topography, contours

Climate

Roads/ communications Briefly summarize from FS the proposed interventions:

Agriculture

Fisheries

Socio-economic & G/L

Value chain

Improved water mgt Stakeholders

WMO formation/ development

Training Collective Action Plan (3-5 years)

Agriculture

Fisheries

Value chain/ IGA

O&M/ Implementation Agreement o Preventive/ routine o Periodic o Emergency o Cost sharing/ financial mgt.

Targets/ time line/ leading persons Monitoring progress/ impact

Appendices A: IWMP B: Climate & hydrology C: Water Mgt. structures + O&M D: Agriculture E: Fisheries F: Socio/economic & G/L G: IES H: WMO formation I: Capacity building & training

A: IWMP maps, water infrastructure B: Climate (temp rainfall sunshine) C: O&M guidance (full IA) D: Agriculture incl. economic benefits E Fisheries + economic benefits F: Value chain + economic benefits G: Socio-econ/ GL summary HHS? H: CAPs I: WMO development, organization structure,



Item FS/ IWMP SIP

J: Economic & financial analyses K: Findings of Union-level meets

elections J: Training/ development plan

Maps Index map

Location

Hydrological delineation

Water infrastructure

Landuse

Normal flooding

High flood levels/ areas

Water logging normal year

Location WMAs/ WMGs

Overview map of WMA/ WMG area

Water infrastructure

Contours

Soil type

Landuse agric. (present + future)

Water/ pond use fish (present+ future)

Normal flood level/ water logging (present + future)

High flood level/ water logging (present + future)


September 2017 INCEPTION REPORT APPENDIX I - 79

APPENDIX I. WMO Development: Southwest Model



WMO DEVELOPMENT: SOUTHWEST MODEL

Strategy and Processes:

The proposed additional financing will expand the Southwest project‟s successful participatory water resources planning and management practices in the Additional Sub Project Areas, ASAs and, further strengthened the WMOs in existing Sub Projects to ensure their sustainability. Additional Financing Project will adopt the “Southwest Model” of WMO development. Based on the consultants‟ experience of SWAIWRPMP and participatory efforts in other projects in Bangladesh and other countries, the consultants propose improvements. The need for enhancing BWDB capacity in PWM and institutionalizing PWM are also emphasized.

The Basic Concepts:

With the improvements in infrastructure, the WMOs and BWDB will "gain” more control over the spatial and temporal distribution of water. Therefore, the major challenge would be:

a) Matching water-related production activities (agriculture, fishery, livestock, value addition and other income-generating activities)7 and services (including input-out-put services) with the spatial and temporal distribution of water, and

b) Sustainable O&M.

These two are inter-related; for example, WMO participation and contribution to O&M will depend on increase in production and income. As there are different production activities (e.g. agriculture, fishery) and related services; close collaboration between: a) different users and uses of water, and b) different service providers (BWDB, DAE, DOF, DOL etc.) would be necessary. Hence, following the Southwest Model, the consultants propose an integrated participatory approach. WMOs are developed for: a) managing water including O&M, b) matching water with crops, fishery, livestock etc., c) livelihood development, including activities like LCSs, and d) maintaining Gender equity and assisting weaker sections of the community. Hence, WMOs need to be Multifunctional.

The intervention methodology plays a key role. It will focus on WMO-managed Collective Action, promoting association, interaction and cooperation among WMO members; develop their perception of problems and needs as well as vision; and then begin a process of exploring how these needs / goals could be met. In effect, it will be a “planned intervention”. Carefully selected and well-trained catalysts or change agents (CFs and SFs) and Community-Based Organizers, CBOs, proper mentoring, participatory target setting and assessment will be the key elements. Facilitators (CFs, SFs and CBOs) will be the key change agents and educators (through experiential method). The Additional Financing Project will fill the gaps and demonstrate the Model in existing WMO areas (Narail and Chenchuri Beel) and that would be utilized as “Training Grounds” for additional Sub Projects and capacity building of WMOs. The Project will adopt “low-cost” methods to spread the Southwest Model of integrated water resources management (at least the basic elements of integrated participatory water management (PWM). Low-cost methods would include: IEC Campaigns; Exposure / experience sharing; Interactive TV programmes/Video conferencing with WMOs and other Mass Media.

7 The "water-related production activities" would include the following: a) for agriculture: selection of crops, cropping

patterns and agronomic practices, extension (focusing on Collective or Group Methods like FFS; b) for fishery: (focusing on "Culture Fishing") selection of sites for fish ponds, selection of fish types and related practices including Field Schools for Fishery, FSFs, c) Service provision through WMO-managed Collective Action (input-output services), d) Related value addition



Other Major features

WMOs are hydrological-based at all levels. The Base Organization is the WMG;

WMO Development Process will be monitored and evaluated. Self-M&E by WMOs will be internalized and additional Project support to WMO like WMO-infrastructure will be based on the performance of the WMO (Milestones/triggers and performance indicators will be specified).;

WMO Formation and Strengthening is NOT separated from agriculture, fishery, livestock and other livelihood interventions, and

Subproject Implementation Plan (SIP) preparation and WMO formation and development are integrated.

WMO-managed Collective Action: Mobilizing Social Capital:

WMOs are expected to manage or provide services to individual members or Groups to undertake economic activities. It is crucial for many reasons and especially for the following:

Individual members will increase income/profit through Collective Action and WMO is a better mechanism to manage Collective Action (for example, because of economies of scale, legal recognition and bargaining power), and

Project expect WMOs to undertake (and organize the members‟ contribution to) O&M. One can‟t expect individuals to undertake the responsibility for O&M, that‟s not Project Strategy.

For the Project purpose, Collective Activity is defined as an “activity based on a Group OR the entire membership of WMO”. As Project‟s task is WMO strengthening, only the activities supported/organized or managed by WMOs are considered. A wide range of WMO-managed Collective Activities can be implemented. Few examples are given below:

WMO can provide services to help members. e.g. Purchasing fertilizer or fingerlings or any other input (s) and providing to members;

Later-on, WMO can provide output marketing and value-addition services;

WMO can “sell” inputs from its own sources e.g. selling water from WMO‟s wells; WMO may undertake O&M of Infrastructure and charge the members etc.;

WMO can organize Groups for economic activities: e.g. organizing a Landless OR Women‟s Group to have fish ponds on land leased from Government, and

WMO may undertake few selected activities / enterprises on its own: e.g. WMO can manage a fish pond OR when WMO is matured, it can have a Sunflower oil or Groundnut processing enterprise.

The organizational „Network‟ of WMOs can play a key role in participatory planning of sub projects, and Collective Action in water management and infrastructure O&M, input supplies, output marketing as well as in value addition. For agriculture and fishery extension too, WMOs can use collective methods (e.g. Farmers‟ Field Schools, FFS and Field Schools for Fishery, FSFs) based on farmers‟ and Fisher-folks „Networks / Groups‟. In addition, the „WMO Network‟ is helpful in undertaking Collective Action at different levels (e.g. Group, WMG and WMA) and integrate them to achieve: a) economies of scale (e.g. input-output services to farmers/fisher-folks and those Groups engaged in other types of IGAs), and b) improve efficiency in O&M8 and the use of other resources.

Collective action is more relevant to the Southwest AF project area where a large number of small-scale fisher-folks as well as a large number of small farmers operating in tiny small holdings. WMO is for ALL the members and are based on the concept of Social Capital / Collective Action (elaborated below). WMO will focus on collective action and interventions

8 Without a WMO Network It would be difficult to undertake O&M in a holistic way.



yielding benefits to all. Such interventions focusing on ALL the members of WMO will produce sub unit-wide impacts (and project-wide benefits because such a strategy would be adopted in all sub units). This is required for the Project to achieve its objectives and goal. If agriculture or fishery support and other assistance are separated from WMOs and extension and other activities are focused on few individuals (like traditional demonstrations) it contradicts “participatory” approach. Then it is difficult to achieve project goal. The utility of Collective Action depends on the extent to which the activity contributes to members‟ income. In this context, it is proposed to focus on Collective Action; project inputs and support aimed at selected individuals should be avoided.

Target indicators would be:

Agreement of members on seasonal Plan: O&M of drainage infrastructure, cropping patterns, varieties and areas; water allocation (Gate control); Distribution, On-Farm-Water-Management (OFWM)

Value of fish produced through Collective Action, including (from) WMO-managed fish ponds, / WMO-supported / managed services (per member per year)

Area supplied with seedlings from WMO-managed Nurseries or Group Nurseries

Kg of seeds purchased by WMO. Kg of fingerlings supplied by WMO, Kg of seeds organized by WMO (e.g. Placing Seed Demand/Linking with DA)

Kg and Value (TK) of Fertilizer purchased by WMO. Kg / value of feed supplied to fish ponds by WMO (per member per year)

No. of farmers (A) and Area (B) in ha under seed production. WMO-organized or managed area under seed production

Value of machinery and equipment rented/provided to farmers by WMO (e.g. Seeders, weed removers, Power Tillers, fishing gear) (per member per year)

WMO-managed/Jointly managed Drainage canals, infrastructure

Value (per member) of Routine and Preventive Maintenance Activities done collectively: e.g. Debris removal; Operation of pumps and wells, Monitoring)

Value (per member) of Periodic Maintenance: e.g. Collecting O&M funds, Desilting, Re-excavation of canals, including drains); Painting Gates and Culverts etc.

Proposed Improvements to Southwest Model:

Few improvements are proposed on the basis of the lessons learned from the SWAIWRPMP efforts:

1) Initiating WMO Formation prior to other activities of the Project: Recruit and mobilize Facilitators WMO Data Analysts /Monitors and initiate WMO Formation and Development process prior to the commencement of infrastructure development. To ensure sustainability, WMO support activities would be continued for a short duration after the completion of infrastructure development (lesson from Narail and Chenchuri Beel) and other projects). Main reasons are as follows:

To design and implement an effective “Awareness Campaign” for introducing the project concepts, strategy and process and to ensure effective WMG formation;

Forming and strengthening at least the Base Organizations namely WMGs to an acceptable degree for participatory design and effective WMO involvement in infrastructure improvement. This would be more effective than the formation of “Ad-hoc” committees without following proper participatory social mobilization methods. A strong “Base” would help achieve sustainability;

2) More emphasis on WMO-managed Collective Action (including O&M) for strengthening WMOs and achieving sustainability (elaborated later)

3) Strategy to improve BWDB capacity in WMO strengthening for participatory water (resources) management, and to achieve post-project sustainability of O&M as well as WMOs:



Multi-disciplinary WMO Development Team within PMO (under the Project Director) to work collaboratively with a Team of experienced Implementation Consultants (to ensure the application of integrated participatory strategy). WMO development Team of OCWM working within PMO (under PD). Guided by ISPMCs in: a) Participatory WMO Development; b) Business Development (organizing WMO-managed input-output services; linking WMOs with Private Sector and Value Addition); O&M; Agriculture; Fishery and Gender and Livelihood;

Training opportunities to BWDB staff including OCWM (in addition to experiential capacity building);

WMO Netwrok to be utilized by line agencies (Agriculture, Fishery, Livestock etc). see below;

Coordinating with similar on-going projects; 4) More emphasis on experiential capacity building (“learn-by-doing”): Facilitators, both

the CFs demonstrators / SFs, are the main “capacity builders”. However, formal training would also be conducted especially for subjects such as accounting / Finance Management of: Labour Contracting Societies, LCS, WMO-BWDB and WMO-Private Sector Contracts, Accounting for specific sub committees;

5) WMO Strengthening Infrastructure: WMO Strengthening Infrastructure would include but not limited to: small office, communication / trade Centre, storage facilities, value addition (e.g. local processing of crops; milk processing; infrastructure for other Collective Actions like IGAs). Only the “better-performing” WMOs will be eligible for such assistance. Selection will be purely on Participatory Performance Assessment based on verifiable Indicators (discussed later in this Report). Selected WMOs also need to contribute;

6) Project support to better-performing WMOs for equipment with the condition that WMO raise funds (minimum 30%) and use for O&M: to “high performers” (top 10%, tentative) for equipment like weed removers, seeders, harvesters, threshers, fishing gear etc. (for livestock: WUA-supported/managed services like milk collection, chilling);

7) Combination of strategies to spread project interventions: e.g. Interactive TV Sessions / Video discussions; exposure visits to best performers (WMOs) and other opportunities for sharing experience; Information, Education and Communication (IEC) Campaigns; periodic “Planning and Review” sessions for WMOs outside AF areas; awards to “best performers” etc. In collaboration with OCWM staff, ISPMC Training / communication specialist will organize these activities;

8) Improve and intensify Participatory Performance Assessment and Target Setting (for WMOs as well as field staff.;

9) Strengthening WMO Network: The Project will establish a “horizontally and vertically integrated WMO Network” (with WMG as the “Base” organization. WMO Network would be utilized by line agencies: DAE, DOF, and DOL. This will improve coordination with line departments (e.g. DAE, DOF, DOL) and enhance water and land use efficiency (see next item);

10) Coordination with Line Agencies: DAE, DOF, DOL and other relevant line agencies can expand activities effectively if they utilize WMO Network. These agencies would utilize this WMO Network (WMG-WMA-WMF) in their Extension and Input Services (channel all such services via WMO-Network). Coordinating Committee having decision-making responsibilities in planning, monitoring, assisting in problem-solving is proposed to be established at district level. (Steering Committee and Technical Coordinating Committees are also proposed-ref Main Report of ISPMCs). The District Coordinating Committees will help in the field implementation of the participatory and integrated approach collaboratively. This Committee would meet once a month. It will help solve field issues and act as a "link" with higher levels of BWDB (OCWM, PMU), DAE, DOL and DOF etc., in water management and associated agriculture, fishery, livestock etc., components / activities as well;



11) Gradual withdrawal of Project assistance towards the end of the Project is suggested with the assumption that, by the end of the Project, WMOs would reach a sustainable level and BWDB‟-OCWM would develop institutional capacity to undertake “after care” and further guidance.

Implementation process:

The following steps are distinguished in the implementation process

1. Launching WMO Formation and Development Support Process Simultaneously in all the ASAs

2. Pre-service capacity building of Technical Support Teams (SFs) and Community Facilitators (CFs);

3. Awareness Building; 4. Initiating the process of (combined) SIP Preparation and WMO Formation and

Development; 5. Participatory SIP preparation (which is not separated from WMO development), and 6. Value chain support. 7. Participatory Performance Assessment and Target Setting 8. Follow-up support for existing WMOs in Narail and Chenchuri Beel to ensure

sustainability

1 - Launching WMO Formation and Development Support Process Simultaneously in all the ASAs

Similar to the process launched in SWAIWRPMP (in late 2010), it is proposed to initiate the WMO formation and development process in all the ASPs simultaneously by employing Community Facilitators (about 80) and four Technical Support Teams, five SFs in each Team (Institutional /WMO Development, Business Development (including linking with markets and WMO-Private sector partnerships), O&M, Agriculture and Fishery. simultaneously in all the Additional Subproject Areas (ASAs). This will help effective WMO participation in the infrastructure development process in the entire area by expediting the WMO Federation process (WMA and WF formation, as required). In addition, experience suggests that, participatory performance assessment and target setting method can be employed successfully with the entire group of facilitators and the professional staff. This will help share experience project-wide and also create a “healthy competition” under proper mentoring.

2 - Pre-service capacity building of Technical Support Teams (SFs) and Community Facilitators (CFs)

Prior to the fielding of Community Facilitators (CFs) and Senior Facilitators (SFs), a 10-day “induction and orientation workshop” / Capacity Building Programme is proposed. The main purpose of this pre-service orientation and capacity building course is to equip them as service providers and facilitators to ensure the effective implementation of subproject by the WMGs and their members/Stakeholders. The course will provide the CFs and SFs with:

A clear understanding of SWAIWRPMP, its objectives and components

The Intervention Programme with special focus on the concepts, strategy / approach and the detailed process (Participatory SIP Preparation and WMO Formation and Development will be included)

Roles and responsibilities of CFs and SFs as key actors

Basic understanding of different disciplines involved (such as: Agriculture; Fishery; Livelihood activities including livestock, which are mainly focused on women and disadvantaged groups of the society like the landless; Operation and Maintenance (O&M) of infrastructure with special reference to structures managed by the WMOs and last but not least, Facilitation skills including effective communication, leadership development, influencing the change of attitudes and behaviour, providing support



services and networking (specially for input and output services and marketing), conflict management etc., and

Participatory Performance assessment (and the mode of management of the Intervention Programme).

Their terms of reference will be discussed with participants in detail to ensure that they have a clear understanding of their individual responsibilities focusing on what each of them as individuals and as a member of a Team should do throughout the sub project cycle. The course will enhance their skills up to the level required by the Project in achieving its goal of WMO strengthening and effective implementation of sub projects. It will fill gaps, if any, in staff attitudes and behaviour and bring them into cohesive, capable and committed teams. In consultation with the PMO, the WMO Development-ISPMC Team will conduct the course. Training Specialist will undertake the major responsibility in coordination. Additional resource persons (e.g. for special topics such as conflict management and leadership development) may be invited. As the “trainees” themselves (especially the TSTs / Senior Facilitators) are experts in their respective fields, such knowledge will be shared through participatory learning methods9. Training Specialist will work out suitable arrangements for this.

3 - Awareness Building

Information, Education and Communication (IEC) Campaign would be ideal. Otherwise, this will be done mainly by Facilitators.

SWAIWRPMP, its scope and components, expected outcomes and impact, its important characteristics: especially Integrated and Participatory Management

WMO development: who should be leaders, how collective action could change incomes, need for sub committees, their composition, gender equity, special programmes for weaker sections of the society, WMG and WMA, JMC

Sub Project Cycle, Interventions-broad areas: Infrastructure, Participatory water management and O&M, agriculture, fishery, livestock, other livelihood; examples of collective action in each of these broad interventions

Planning process (SIP preparation methodology)

Outline of “expected implementation cycle”, roles and responsibilities of WMGs and WMOs (and beneficiaries)

Participatory M&E.

4 - Initiating the process of (combined) SIP Preparation and WMO Formation and Development

Facilitator will motivate communities to begin with simple Collective Action. Facilitator need not wait till the formation of WMO: Once the CF enters the WMG area and got acquainted / familiarize with people and environment, she / he, in collaboration with CBOs, will conduct individual household visits, focused group discussions etc., and quickly organize some quick-yielding collective action like: a) organizing a fish pond for a group of stakeholders, b) organizing collective purchase of fertilizer (to reduce cost), c) organized group visits to selected community members having successful income-generating activities (IGAs), d) linking farmers / fisher-folks with the Departments of Agriculture / Fisheries for various services, e)

9The course will involve participatory methods and utilize the expertise of Trainees, especially the Senior

Facilitators. The “trainees” are specialists in their own fields. All of them have several years of accumulated wealth of experience and produced results. Therefore, at the outset, the course contents may be discussed with them and adjusted if required. Individual “trainee’s expertise should be used, as much as possible. For example, the module on basic agriculture may not be useful to the TSTs / Senior Facilitators of agriculture and they may serve as resource persons in that session. In addition, participatory methods will be used to provide a good opportunity for “learning from each other”. This will also help in their teamwork during subproject implementation. Such a learning process could be continued throughout the implementation process.



organizing collective purchasing of inputs for fishery or farm production, group nursery/fingerling culture (organized through an informal committee). These are “entry-point” activities (catalyzed by the Catalysts) and will help beneficiaries to accept project‟s strategy and process. Such activities at the initial stages would “unite/bind” them together and also provide a good opportunity for beneficiaries to “identify” efficient leaders. It will bring the Facilitator closer to the people. This is the initial step of “forming” sustainable WMGs. While organizing these “entry-point activities”, the Facilitator learns the present status of agriculture, fishery activities as well as existing group action, if any. Moreover, such initial collective action helps her/him to identify potential members for Planning Committee (PC). Similarly, focus Group Discussions can serve as a structured or unstructured survey to provide data to establish “baseline”. Hence, WMO formation and SIP preparation could be combined even at this initial stage.

Project efforts will focus only on the “future members” of WMOs. Therefore, another crucial activity at the initial stage is to “identify the beneficiaries”. Participatory walk-through would be a better option for: a) identifying beneficiaries, b) learn existing situation (related to land and water use, b) environmental issues, c) explaining the beneficiaries about infrastructure and the “expected changes” in water levels and (resulting) potential for beneficial changes in land and water use, d) convincing beneficiaries on the need for Collective Action to achieve such changes and benefits etc. WMO Development-ISPMC Team in collaboration with other PMO/SMO staffs will demonstrate walkthroughs, at least in one selected area in each WMG. Facilitators and beneficiaries will follow-up and complete the process. Ideally, blown-up maps (hydraulic units and not village-based) with contours, boundaries and land classification (different sets of Maps indicating existing situation and the “expected” situation after infrastructure improvements and flood control) should be available prior to these “Participatory Walkthroughs”. WMG areas and other landmarks need to be clearly marked on such maps (using GPS as well). These walkthroughs would be useful to convince the communities about project benefits and motivate them to group together, form their WMG and contribute. It is proposed to conduct several Walkthroughs at initial stages.

Collective Action that commenced at the outset will continue throughout other steps. With experience and with demonstrated initial results, more and more members could be motivated for a variety of Collective Activities. Then WMG members would realize the importance of sub committees and division of responsibilities for expanded collective action. This is the time that Facilitator would assist the WMG to organize sub committees. Then the committees would soon become functional and meaningful. This would enhance the sustainability (in other words there is no use in quickly electing “paper” sub committees). Moreover, as water management, including flood control, drainage and irrigation is the key to agriculture and fishery; it would become easier for the Facilitator to motivate the beneficiaries to undertake O&M responsibility and contribute up-front. Benefits they realized from these initial collective action coupled with convincing and motivation by the Facilitator (whom the beneficiaries, at this stage, would treat as a “friend”/ encouraging companion”) would be helpful for this.

These WMGs would be federated up to WMAs once the beneficiaries realize the limits of WMG and the need for a parental organization. During this process, “WMOs will be organizationally developed”.

5 - Participatory SIP preparation (which is not separated from WMO development)

(This is a slightly modified version of the process introduced in 2010 and successfully adopted in SWAIWRPMP)

Begin with participatory walkthroughs to identify Stakeholders (related to WMO formation as well)

Next, using (blown-up) hydraulic contour Maps (with land classification) prepared by the WMO Devt.-ISPMC Team in collaboration with and PMO staff, examine the current and future behaviour of water levels across the WMG area and expected changes in



land classification. Intervention may be adjusted according to: a) very high river flow, b) average and c) very low water levels.

Walkthroughs with WMO Devt.-ISPMC Team and PMO to analyze the present status (including O&M and water and land use) and to get a clear idea about:

o How to conduct “Walkthroughs”, and o To be familiar about the present situation and think of productive alternatives.

WMO Devt.-ISPMC Team and PMO staffs will train the Facilitators on: why the flooding occurs; how does it impede economic growth resulting from hindrance to

development activities in agriculture, fish or other water related pursuits, and

how the situation can be alleviated to create an enabling environment through FCD / I schemes.

These need to be supplemented by other Participatory Appraisal methods (Group meetings/Focused Group Interviews etc. Participatory walk-through will be treated as the major Planning tool.

Form Planning Committee: o Help beneficiaries identify potential members at WMG level; o Select the correct "mix" of members; o Membership of Planning Committee: 7-12 WMGs per WMA, therefore, 2-3 for

each WMG, and o It is advantageous to have 1-2 educated youth. Strong political/self-centred/

dictatorial "leaders" may be avoided (it is assumed that the awareness creation /Campaign has been conducted).

WMO Devt.-ISPMC Team has already identified Collective Activities and these could be proposed to WMG members. Interventions need to cover the entire area/total membership

Subsequently, using Maps, current status of land and water use and the proposed Interventions will be presented and discussed (Projector may be used). As the WMO Devt.-ISPMC Team, PMO SMO staff and CFs and TSTs / SFs have had sufficient dialogue with Stakeholders and conducted several Walkthroughs with them, it is expected that the activities/Interventions proposed at this stage would be “acceptable”

Conduct Walkthrough immediately after this session. Organize a “Representative Group” to walk

Explain “what are the changes expected, where” etc., and “how they should be done”. Beneficiaries will comment on the feasibility and add/modify the activities proposed. So the walkthroughs will provide an opportunity to reach a consensus on a more realistic Plan. They will begin to “own” it.

Next, modifications / changes would be done based on the ideas of WMG members. Planning Committee should be active throughout

Next, the Interventions will be finalized including locations, WMG members involved, area covered, sources of funding/other inputs, cash flow etc. Mark on Maps. An Intervention Matrix need to be prepared (e.g. for each activity: total number of such activities within the WMG area (preferably with GPS reference), total area covered, number of WMG members covered and their status - - poor, landless, women etc.

Finally, for each of these activities, detailed Action Schedule (with Time Targets and responsibilities assigned to respective Stakeholders/Group members, WMG, Facilitators, WMO Devt.-ISPMC Teams and PMO staff) will be prepared jointly Planning Committee

The WMG Intervention Plans will be aggregated at WMA level and the SIP would be finalized. Additional activities such as O&M at WMA level need to be incorporated.

For example, for agriculture the output would include, but not limited to the following (Similarly for Fishery, livestock, other income-generating activities):



What crops to be grown in what areas of WMO command in each season? (based on water levels and other factors, including marketing and profit). Crop calendar and Crop Budgets for few selected major crops

Collective water management

Package of crop management practices for each major crop with primary attention on WMO-managed services and collective action

Marketing Plan, including the possibility of forward contracting by

Drainage, Irrigation including on-farm water management (OFWM)

Monitoring mechanisms and agreements with BWDB for O&M.

6 - Value chain support

Our Value Chain Advisor will develop and, in collaboration with BWDB staff, Facilitators and other members of the WMO Development Team, will organize value chain activities for the WMOs through participatory Collective Action. Beneficiary groups and WMOs would be linked with organized markets through contractual agreements. She/he will be accountable to the WMOs and will have a strong focus on sustainable, WMO-private-sector partnership-driven market development.

More specifically the Value Chain Specialist, in collaboration with Agriculture, WUA Development Experts, relevant officials and the WMOs:

Identify Value Chain opportunities for WMOs and their member Groups;

Identify and prioritize potential actors for interventions, mainly the Groups based on Collective Action. Ensure effective participation of landless, women and youth in Value Chain activities;

Identify trading partners for inputs and outputs, especially “potential buyers” - - wholesalers, retailers, exporters, importers as well as financing institutions/Banks and other potential partners, facilitate discussions and negotiations;

Facilitate a process of collaborative development of detailed proposals for the identified Value Chain opportunities. Assess time-based production volumes. Analyse and evaluate financial viability of these activities;

o Appraise credit investment proposals; Establish and develop contacts for WMOs with lending institutions and assist them in obtaining loans for their enterprises;

o Assist in implementation. Provide / organize technical support to ensure quality standards and assess capacity needs of producers;

o In collaboration with other Exerts, develop the capacity and sensitize major stakeholders about responsible entrepreneurship in value chain development. Focus on the business capacity of producers, WMOs and its Groups including savings, credit, production, processing and packaging groups. Multi-stakeholder workshops, Information Education and Communication (IEC) Campaigns etc., will be organized. However, major method of capacity building should be “experiential”;

o Establish contractual agreements and strong trading relationships between the main actors within value chains, especially between the WMOs and the Private Sector. Convene and facilitate Private sector and WUA negotiations;

o Identify risks associated with identified opportunities and ensure appropriate mitigation strategies

o M&E, Reporting and Communications

7 - Participatory Performance Assessment and Target Setting

Participatory performance assessments and Target Setting Sessions/Workshops will be conducted on a monthly basis at SF Cluster level which would coincide with District or SMO boundaries. All the CFs meet with the TSTs / SFs of that District / SMO area and “Review” the past month‟s progress and “Set” and agree on “Targets” for the coming month. Each CF is



expected to prepare a “Monthly Action / Activity Plan”. Based on these, SFs prepare “Monthly Activity Plans” indicating the key daily activities. These will be sent to OCWM-ISPMC-CWM. A comprehensive “Progress Review and Planning” workshop (2-4 days) covering the entire area will be held on a Quarterly basis. The Team (including CFs, SFs, WMO Monitors, Consultants, and other relevant staffs of OCWM) will “look back” at the last quarter, assess and learn lessons jointly and set targets for next Quarter. The performance of Collective Activities would be “measured” on the basis of outputs or “what actually happening in the field” (and not just based on the “inputs” like the “number of formal trainings” conducted). They will collectively examine the progress. Individuals who do not perform (due to any reason) would be exposed.

Major Indicators: Performance based on the achievement of Interventions:

Profit generated from WMO organized activities per member: This is the most crucial Indicator

WMO‟s “worth”: Movable and immovable property, e.g. Assets plus cash in hand and Bank, loans etc.

O&M Fund per member (TK per member)

WMO involvement in O&M of Infrastructure: Volume O&M work completed by WMO (e.g. length of canals/drains desilted) and / or the value per member in TK

WMO organized Annual and seasonal plans (agriculture, fishery, livelihood and associated services including input-output marketing)

WMO-managed provision of inputs (with CF/SF facilitation): value of inputs per member and % members benefitted (we may use an average like value per WMG member)

Mutually beneficial partnerships with the private sector (value per member)

Mutually beneficial partnerships with BWDB

WMO-managed links with DA and other Government agencies

WMO members adopting improved agricultural, fishery and other practices (these can be measured and statistically analyzed)

WMO members received a fair price (Survey)

WMO strength in managing conflicts, internal audit, and financial control in services provided etc (An Index can be developed)

Transparency including financial: Assess on the basis of reports of the WMO Monitors.

Additional Indicators-Overall WMO Strength:

A composite index will be developed, for example from the indicators listed above to “assess WMO organizational strength”

Degree of diversity of WMO activities

Member satisfaction on WMO services

Members satisfaction on WMO accountability and transparency (especially in financial matters)

Equity in WMO services (distribution of WMO services across WMG members, large and small farmers/fishermen, women, underprivileged groups etc.)

Level of federation of WMOs (Higher level WMOs)

WMO profits, savings, combined value of WMO assets (measured annually)

Value and quality of WMO-managed O&M (annual)

Participatory Assessments will be conducted in a participatory and transparent way. “Advance Planning” procedure will be introduced and, the technical and other inputs will be “demand-driven”. Any disciplinary action against field staff (like discontinuing) will be proposed jointly by WMO Development Team of PMO and ISPMC implementing Team, strictly on the basis of Participatory Performance Assessment procedures submitted earlier.



8 - Follow-up support for existing WMOs in Narail and Chenchuri Beel to ensure sustainability

The consultants will support the AF Project WMO Development Team to ensure that the existing WMO areas, Narail and CB, “Demonstrate” the effectiveness of the Model and become self-sustained. For this, “Bridging the Gaps”, further improvement with additional components including WMO infrastructure and Value Addition10; strengthen collaborative working arrangements with line agencies including DAE, DOF, DOC etc. need to be focused11.

Based on the experience and lessons learned to date, innovative improvements have been proposed (Sections 1 and 2). Additional financing for the existing WMOs will be utilized to adopt such innovations. More specifically the following will be implemented.

Sustainable O&M: Existing WMOs will be strengthened to independently manage O&M at their levels and shared management (with BWDB) at higher levels. WMO capacity (for sustainable O&M) will focus on three basic aspects:

WMO knowledge in O&M;

WMO organization (e.g. responsibilities at WMG, WMA levels and linkages); and

WMO financial capacity. Further strengthening of Collective Action and WMOs‟ financial capacity.

WMO-Managed Maintenance of Infrastructure: The following will be undertaken:

Equip WMOs with basic tools and equipment for O&M Annual walkthroughs by the WMO (with the assistance of TSTs) facilitated by the CF)

to assess the condition of Minors, Sub Minors etc.; Seasonal walkthroughs by the WMO (facilitated by the CF with the assistance of TSTs)

to assess the condition of structures and silting etc., of irrigation and drainage canals Identify maintenance requirements, both along the irrigation canals and collector drains Check whether WMO (with TST, CF and specialists‟ inputs) prepare (Annual and

Seasonal) Maintenance Plans; Cost estimates for the required works Maintenance carried out in a timely manner

Participatory performance assessments will be conducted on a monthly basis at TST / SF Cluster level which would coincides with District or SMO Cluster boundaries. As shown in cost estimate, the density of Facilitators (both CF and TSTs/SFs) will be reduced. (TSTs will be assigned and the existing “clustering” of SFs and CFs would be re-organized on the basis of improvements proposed). All the CFs meet with the TSTs / SFs of that Cluster and “Review” the past month‟s progress and “Set” and agree on “Targets” for the coming month. Each CF is expected to prepare a “Monthly Action / Activity Plan”. Based on these, TSTs / SFs prepare “Monthly Activity Plans” where the key daily activities of each Cluster / Sub Project/ WMA. These will be sent to WMO Development- ISPMC Team. On a Quarterly basis, a “Participatory Review and Target Setting” workshop would be held with all CFs and SFs.

In each quarter, the Team will “look back” at the last quarter, assess and learn lessons jointly and set targets for next Quarter. The performance of Collective Activities would be “measured”

10

Additional components to strengthen WMOs: e.g. WMO infrastructure like communication centers; storage and processing facilities focusing on value addition; small office. Strengthening Participatory Target Setting and Performance Assessment, Incentives to “high-performing WMOs” and creating healthy competition through other methods; Refine the procedures of Performance-based rewards for both the facilitating staff and for WMOs; Grading WMOs based on performance etc; 11

Southwest AF additional sub projects will closely follow the Pilot Demonstration (Narail and CB); develop WMOs and confirm the strength of the approach.



on the basis of outputs or “what actually happening in the field” (and not just based on the “inputs” like the “number of formal trainings” conducted).

WMOs and Facilitators would be ranked on the basis of the scores of a set of indicators. Scores of all the WMOs within a SF Cluster/SMO cluster/district will be aggregated to rank the SFs and higher level WMOs at respective level. Weak and strong WMOs / Facilitators will be compared by the Participatory Assessment process itself (and NOT by value judgments). Moreover, this participatory methodology will provide opportunities for “learning from each other” (and also, in rare cases, the weaker ones to leave, if required.

Improving legal support: In collaboration with BWDB-OCWM, ISPMCs will examine the existing Participatory Water Management legislature and, in consultation with BWDB, propose improvements/revisions, if necessary. For example, revisions would be required for establishing 3-tier WMO organization, if required (figure-3). Legislature may be strengthened to develop potential WMOs as multifunctional business entities as well.

Three-tier Arrangements for Water User Organizations

Securing post transfer support:

These steps are not meant to be final; a final implementation plan will be developed during the

initial stages of this sub-component. In any case, for each step the Consultant will develop and prepare detailed implementation guidelines and training modules, possibly incorporating sub-steps. Experience in this field and material developed for the sample subprojects (NSP & CBSP as completed earlier under SWAIWRPMP) and other similar interventions in the South Asian region will be used and adopted for the field conditions in the project area. At the same time practical performance indicators will be developed to ensure an effective monitoring of the whole process, to be linked to the Management Information System that will be developed to

Composition of a Water Management Federation

WMFs shall be formed for the apex level of the

project/sub-project/scheme

Representatives from the general members of WMAs

will be the general members of the WMF

Representatives of the concerned LGIs (Upazila and

Zila parishads) will be advisors to the WMF

Composition of a Water Management Association

WMA will be formed for either the apex level of the project/

sub-project/scheme or the mid-level for each sub-system thereof

Women and men belonging to the households of farmers, fishermen,

small traders, craftsmen, boatmen, aquaculturists, landless people,

destitute women and project affected persons etc, or representatives

from the general members of the WMG will be the general members

of the WMA

Representatives of the concerned LGIs (Union and

Upazila parishads) will be advisors to the WMA

Composition of a Water Management Group

· WMG will be formed for each smallest hydrological ot social unit

(para/village) of the project/sub-project/scheme

Women and men belonging to the households of farmers, fishermen,

small traders, craftsmen, boatmen, aquaculturists, landless people,

destitute women and project affected persons etc will be the general

members of the WMG

Representatives of the concerned LGIs (Union Parishad) will be

advisors to the WMF

WA

TER

MA

NA

GE

ME

NT

OR

GA

NIS

ATI

ON

projects/sub-projects/schemes

<1000 ha

projects/sub-projects/schemes projects/sub-projects/schemes

>1000ha and <5000ha >5000ha

WMF

WMA

WMG WMG WMG

WMF

WMA

WMG WMG WMG

WMF

WMA

WMG WMG WMG

IF NECESSARY



facilitate effective project management and to track WMA development and related performance targets.

Implementation mode:

For communities where collective action for resource management is a relatively new arena, Community Based Organisers (CBOs) are needed greatly. For the implementation of this activity the Consultants therefore fully endorse the engagement of Facilitators to undertake this important activity.

Training of Facilitators, BWDB staff and WMAs:

A first task, after recruiting the Facilitators will be to enhance awareness about participatory management concepts and project specific mobilisation and training skills. It is noted that a phasing out of the Facilitators is foreseen provided adequate BWDB staff will be trained to undertake the mobilisation and training of WMAs independently. A training of trainers (out of the BWDB) programme will be developed and delivered to enhance the capacity of the PMO Unit who, on their turn, will ensure the WMAs manage their systems effectively, develop improved agriculture husbandry and fishery development practices and provide sustainable O&M after rehabilitation and upgrading of their water management infrastructure.

Implementation Agreement:

During the above process, participatory detailed design of the identified water management structures will be undertaken, along with the refinement and implementation of the resettlement plans included in the SIPs. This process, along with the O&M support is best illustrated in the flow diagram presented in Figure 17 below, which shows the parallel flow of design and WMA capacity building related activities and the interaction between the two.

During WMA formation, the Consultant will support the Subproject Management Offices (SMOs) to pursue that the WMA represents diverse stakeholders within the sub-unit area in terms of geographical coverage and social structure. The Consultant will also review existing basic participatory planning arrangements as framed in the GoB‟s Guidelines for Participatory Water Management (GPWM) and regularly refine these arrangements based on field experience to ensure effective participation of all possible stakeholders. Parallel to this the Consultant will also critically review the role of the PMO, the SMOs and the NGO‟s Community Base Organisers to support the participatory process and to make them better functioning through orientation and training. This will mainly take place though on-the-job training, personal coaching and small group discussion but through more formal workshops as well



Figure 17: Participatory design process

Once the WMA has achieved its institutional development targets and has endorsed the detailed designs, representatives of the Government, the WMA concerned and other relevant local government institutions will sign a formal Implementation Agreement that will also include the Resettlement Plan. This agreement serves as a benchmark to start the civil works procurement procedure.

The Consultant has to endorse the Implementation Agreement ensuring that all proceeding stages have been properly and systematically followed. The Consultant will guide and supervise WMA capacity building for O&M of infrastructure within WMA area. MoA between WMA and BWDB will be arranged. WMA capacity development for O&M would be primarily through experiential method (learn-by-doing). To support WMA capacity development, the Consultant will develop practical O&M field guides and other relevant training material as well.



WMA capacity will be developed for O&M fund raising and financial and administrative management.

With respect to the design procedures the Consultants will:

1 Review and advise on existing design standards in terms of cost effectiveness and efficiency;

2 Determine the design values and design criteria of the investment options; 3 Coordinate with the Jamuna-Meghna River Erosion Mitigation Project to define the

design criteria of river bank protection works; 4 Advise the PMO on appropriate design of riverbank stabilization works; 5 Prepare a work plan outlining the necessary surveys, modelling and hydrological

analysis to assess the impacts of the proposed water management infrastructure in the subproject areas and supervise;

6 Assist the PMO in drafting ToRs and the subsequent tendering and selection process to sub-contract these hydrological surveys, modelling and analysis to qualified survey and research institutes;

7 Supervise the hydrological surveys and modelling and report, to the PMO, the findings.

All above activities will be geared to ensure that the water management infrastructure to be constructed or already rehabilitated is technically sound, also cost effective and easy to operate and maintain by the WMAs.


September 2017 INCEPTION REPORT APPENDIX J - 95

APPENDIX J. Survey requirements for engineering



SURVEY REQUIREMENTS FOR ENGINEERING

Feasibility Studies and Detailed Designs will have to be prepared for 2 subprojects, whereas Integrated Water Management Plans shall be developed for 4 subproject areas. Surveys will be required to prepare the technical, environmental and social documents.

The details of the surveys will be defined for each of the sub-projects once the location and type of measures are known. Based on the experience gained through other projects the Consultant can already describe the surveys in general terms that will be required.

A - Technical Surveys

Scope of Work: The scope of work of the surveys will be as outlined but not be limited to:

Topographic surveys;

Water level records;

River cross section surveys;

Discharge observation by ADCP/current meter and sediment sampling;

Detailed topographic surveys to make detailed site plans;

Geotechnical surveys

Methodology: The detailed survey methodology is given below:

Control point arrangements: All survey activities will be conducted with reference to existing nearest available Survey of Bangladesh (SOB) Benchmarks collected during the survey campaign by IWM for the feasibility studies in 2011 to 2012. BM fly will be carried out in addition to RTK survey along the embankment of the polder to establish a consistent datum and also to recheck the existing BMs and TBMs established during the recent survey by IWM.

Topographic survey: Topographic survey at 50m x 50m interval might be conducted to develop a Digital Elevation Model (DEM) or Drainage Model. Control points are needed to conduct the spot level survey using a Total Station. The control points (permanent/temporary) will be established by RTK-GPS through fast-static survey or by real time (online) survey. Spot level at 50mx 50m will be taken in the open area by using both RTK-GPS or by Total Station. However, representative spot level will be taken within the homestead areas by auto level/RTK-GPS during the field survey. Important features like schools, bazars, roads, land type etc. will be also recorded during the topographic survey.

Water level observation: Water level observations might be conducted. Gauges will be installed. The gauges will be connected to the nearest TBM which will be connected in its turn to the nearest SOB Benchmark. Periodical checking will take place of gauge registers, checking of gauge “zero-value” and consistency check of water levels with respect to time. The data will be processed by computer.

Cross-section survey/bathymetric survey: This survey might be undertaken to update Hydrodynamic and Morphological Models to estimate water level at different locations, velocity distribution, analysis of the erosion prone area, design parameter for bank protection and river training work. The cross sections will be extended up to the embankment and flood plain area. Survey will be performed using a Digital Echo-sounder and a DGPS/RTK GPS for the channel part while the shallower part and the dry land will be surveyed using an Optical Level. A notebook computer with Trimble Hydro Pro software will be used to communicate with the instruments. The Hydro Pro Navigation software guides the survey boat over the desired transects. The survey data is stored in tabular format MS Access database during survey by the software. The Nav Edit module of the software compiles depth of water column and



position of sounding with time. The depth and position data can be viewed both graphically and in tabular form in the software. The erroneous data is removed by checking the sections during processing. The depth data is then reduced to the PWD datum using water level observed at the gauges upstream and downstream of the survey location. The edited data is then exported into ASCII format from the Nav-edit module of Hydro-Pro software.

Bathymetric surveys will be conducted in the dry season, when rivers are quiet and negligible change in bed topography is expected. Two slots will be used: one in the first year from March/April to end of May for Tranche-2 (Jamuna and Padma reaches concerned) and one from November (year 1) to April (second year) for other rivers and reaches.

Discharge/velocity measurement: Discharge/ velocity observations might be required. RD Instruments River Ray 600 Khz /Workhorse Rio Grande 600 KHz ADCP will be deployed for the measurement. The velocity profiling range is from 2-meter depth up to 45-meter depth. The measurement will be made following WinRiver User Guide supplied by the manufacturer of the instrument. The instrument is capable of measuring velocity without anchoring at measuring locations (moving boat condition). It measures flow velocity at each ensemble across the whole river. At each ensemble, velocity will be measured at 50 cm interval along the water column. Thus a series of velocity data will be recorded along the whole transect line. The interval between consecutive ensembles will be around 3 seconds depending on the configuration and depth of the river. The software estimates the discharge of unmeasured areas (the top of instrument face, near bottom part and at edges). The river flow is calculated online by the WinRiver Software by adding discharge of each ensemble as it moves along the transect line.

Suspended sediment concentration: The suspended sediment will be collected for measurement of the total concentration. The samples will be taken from 2 verticals along the desired transect. At each vertical, samples will be collected at 0.2, 0.6 and 0.8 times the total depth from the surface. The sediment sampling will be made using pump-bottle technique followed by IWM. The water is collected using JABSCO Pump operated by DC motor that has uniform speed and is operated by car battery. The pump is connected with a tube of required length. The tube is attached with a fish (normally used with traditional current meter) and lowered from a winch at the desired depth. The initial water pumped is allowed to drain before the sampling is made to estimate the total concentration. The sample will be analyzed at the IWM laboratory in Dhaka.

Structure layout survey: To prepare the structure layout a topographic survey will be carried out for a 50m x 50m area for each structure location. Spot level at 5m x 5m will be carried out by using both RTK-GPS or by Total Station. The control points required for the Total Station survey will be established by RTK-GPS through fast-static survey or by real time survey to maintain the accuracy of the survey.

Geotechnical survey: The geotechnical investigation will cover exploratory work which consists of drilling through cohesive and non-cohesive soil on firm ground or over shallow/deep water. Standard penetration tests will be executed in the boreholes. The maximum borehole depth is intended to be 15 or 25 m. However, if necessary, boreholes would be continued to depth where SPT values greater than 10 are obtained.

Before the soil exploration work the detailed site plan covering the land level, permanent features at the locations of proposed new structures will be carried out using a Total Station and DGPS as explained before. Locations of the bore log will be shown on the site plan using GIS technology. The exploratory works will be executed at the locations shown in the site plans. A survey team will be engaged to carry out the study. The survey team will establish ground level at the location of each boring from the site plan showing the land level. Details of bench marks established during survey of project are available with IWM.



For drilling in non-cohesive and cohesive soil, the team will use drilling equipment capable of drilling bore holes with minimum inside diameter of 100mm to the full depth of the borehole. If necessary, casing is going to be used to ensure the stability of boreholes.

The survey team will execute as far as possible drilling of one hole continuously with sampling and execution of standard penetration tests in the boreholes as required. The team will arrange all flush water for the execution of the drilling. Wash borings will not be carried out. Only clear water for flushing will be used.

Borehole Logs: Detailed borehole logs will be prepared by the Consultant for all boreholes. The borehole log shall include the following information: (i) borehole number, (ii) location and elevation of borehole in accordance with the survey performed for all borehole locations, (iii) date of commencement and completion of borehole, (iv) final depth of borehole, (v) soil profile and (vi) results from standard penetration tests.

Standard Penetration Tests (SPT): SPT tests will be executed according to Test 19 of BS 1377 or ASTM D-1586 to measure the resistance of soil to penetration of a standardized sampler. Drilling equipment will be used that provides a reasonably clean borehole before insertion of the SPT sampler to ensure that the penetration test is performed on undisturbed soil and driving of sampler is not hampered by partial collapsed wall of the borehole.

The sampler size will be 2 inch (50.8mm). The drill rod shall have a stiffness of at least an A-rod with an outside diameter of 1- 5/8 inch (41.2mm) to avoid whipping under the blows of the hammer. The drive weight assembly, driving head, and free fall distance will be in accordance with Test 19 of BS 1377 or ASTM D-1586. The friction between drive weight and guide would be negligible.

The following results and data will be obtained from the geotechnical survey;

Site plan showing the location, number and description of each borehole. The site plan swill show dimensions for prominent features;

Logs for all boreholes;

Sufficient description of the investigations performed, extend and methods of exploration employed, qualitative and quantitative extent of materials encountered;

General appreciation of sub-soil conditions encountered, and

Results of laboratory tests, Atterberg Limit, Grain size, Analysis, Moisture content, Wet & Dry density and sp. Gravity etc. and report

B - Environmental Surveys

Scope of Work: Proper Environmental Impact Assessment (EIA) and preparation of an Environmental Management Plan (EMP) are essential to address the impacts of the project. The environmental and social assessment surveys will facilitate to assess environmental and social impacts, prepare an EMP, to facilitate compliance with policies, acts and rules of Asian Development Bank and the GoB and to obtain environmental clearance from the Asian Development Bank and Department of Environment (DoE). The surveys will also meet the requirement of DoE to prepare a proper EMP to achieve and demonstrate continuous improvement in environmental performance of the polder system from pre-construction to operation and maintenance stages.

For the preparation of an EIA and EMP a detailed environmental and social baseline for the area is required. The methodology to conduct this baseline survey is described in this section.

Methodology: The environmental surveys will be carried out by a multi-disciplinary EIA team. The environmental and social baseline of the study areas will be established by collecting data from secondary sources along with the primary data collected from the field. The baseline



conditions will be established in respect of water resources, land resources, agriculture, livestock, fisheries, ecosystems and socio-economic conditions. Field visits will be made to all the polders collecting data on the topics mentioned below using structured formats and approach, which has been tested and fine-tuned through the preparation of various environmental and social assessments under previous projects.

Water Resources: Water resource data like river hydrology, river morphology, ground water availability, drainage pattern, ground and surface water quality and water use will be collected from secondary sources and primary observation by the survey team backed up by feedback from the local people during field visits for baseline preparation and impact assessment.

Major river systems will be identified for hydrological and morphological investigation through historical and current data collection and analysis. Specific areas or points of interest will be selected for collecting data on special hydrological and morphological events such as river-khal-beel network, water availability, drainage pattern, water quality (surface and ground water), flash flood, risk of erosion or sedimentation etc.

Field visits will be made to the study areas and primary data on water resources components will be collected through discussions with the stakeholders. A checklist will be used to obtain such information from different resources. Local knowledgeable persons and community representatives will also be interviewed. During the field visits, the survey team will make professional observations pertaining to their individual areas of expertise.

Meteorological data such as rainfall, evapo-transpiration, temperature, sunshine hours, humidity and wind speed will be collected and analysed for assessing the local climate for each polder, which is directly related to water resources of the polder. Meteorological data for selected stations will be collected from the National Water Resources Database (NWRD) of WARPO, which contains long time series of temporal data showing daily values for meteorological stations maintained by the Bangladesh Meteorological Department (BMD).

Geology and Topography: The general geological features and the seismicity of the areas will be collected from available literature and from the Geological Survey of Bangladesh. The topographic data will be collected from the Geological Survey of Bangladesh and National Water Resources database (NWRD) of Water Resources Planning organization (WARPO).

Land Resources: The Agro-ecological Region of the proposed sub-project areas will be identified using secondary sources (FAO/UNDP). Data on land use, land type, soil texture, drainage pattern, and water holding capacity will be collected from Upazila Land and Soil Resources Utilization Guide (Upazila Nirdeshika) of SRDI. The secondary data of these parameters will be verified at field level through physical observation. Field observations as well as consultation with the local people and officials of the Department of Agriculture Extension (DAE) will be conducted during field visits. Land use information and maps will be prepared from the Soil and Land Resources Information System (SOLARIS).

Agriculture Resources: Data on agricultural resources will include existing cropping patterns, crop variety, crop calendar, crop yield, crop damage and agricultural input use. Agriculture data will be collected from primary sources through extensive field survey by developing questionnaire and in consultation with local people and concerned agricultural officials. Agricultural resources data will also be collected from secondary sources from Upazila Agriculture Extension offices (DAE).

Livestock Resources: Present status of livestock (cow/bullock, buffalo, goat and sheep) and poultry (duck and chicken) in the study areas will be evaluated during field level surveys in consultation with the local people through PRA, RRA and KII. Livestock resources data will also be collected from secondary sources from Upazila Livestock offices.

Fisheries Resources: The fisheries data for this study will be collected taking into account the seasonal variation of dry and wet seasons. Before collection of field data, a checklist/ questionnaire will be developed which will include all sorts of information to be looked into in



taking into account existing and potential structures of the project. A combination of survey techniques will be used for data collection. The survey techniques will include sampling site selection, data collection, data analysis and reporting. The methodology will be as follows:

Existing and proposed polder wise sites will be selected for data collection. Sampling sites will vary according to the size of the study areas. As such, two sites for small sized study area and three sites for large sized study area will be selected. During site selection, close attention will be paid to the intervened area and non-intervened area to find out the difference between them in terms of fisheries impact.

Fish habitat classification will be made on the basis of physical existence and categorized into capture and culture fish habitats. The capture fish habitats will include rivers, khals, flood plains, borrow pits and beels. The culture fish habitats will include homestead culture fish ponds, commercial fish farms, shrimp ghers etc.

Capture fish habitats will be assessed through Fishing Effort Survey (FES), Frame Survey (FS), micro scale Catch Assessment Survey (CAS), habitat based species diversity and composition, identification of species of conservation significance, identification of potential fish habitat prescribing to restore for fish conservation, fish migration survey, habitat identification for fish conservation. Culture fish habitats will be assessed through homestead culture fish pond survey and commercial fish farm/gher survey.

Information on post-harvest activities, forward and backward linkages, fisher livelihood information, fisheries management issues, potential fish recruitment, fish infrastructure and fisher vulnerability, etc. will also be collected.

Relevant secondary data will be collected from the Upazila Fisheries Office (UFO) from their annual reports and from various literature/studies.

Fish production for individual habitats will be determined through a procedure having a series of calculation by using the information collected through FES, FS, CAS and Habitat area. Aggregating the fish production from all habitat types, total fish production of the study areas will be estimated. Secondary information collected from the UFOs and literatures will be blended with the primary data in production estimation.

Ecological Resources: The ecological component of the EIA study will focus on the terrestrial and riverine ecology including flora, birds, reptiles, amphibians, mammals, and migratory birds. The field activities will include collecting ecosystem and habitat information, sensitive habitat identification, identifying ecological changes and potential ecological impact. The land use information on different ecosystem will be generated through analysis of the recent Satellite Image. Field investigation methods will include physical observation; transect walk, habitat survey and consultation with local people. Field visits will be carried out in delineating the ecological baseline condition. Public consultations will be carried out through FGD and Key Informants Interview (KII) methods. Inventory of common flora and fauna will be developed on the basis of field survey and data base of IUCN.

Socio-economic Condition: The socio-economic baseline information of the study area which will include demography, occupation and employment, literacy rate, drinking water, sanitation, electricity facilities etc. This information will be collected from secondary sources, i.e. Bangladesh Bureau of Statistics (BBS) and other relevant literature. The income expenditure, land ownership pattern, self-assessed poverty status, migration, social overhead capitals and quality of life, disasters, conflicts of the study area, information on NGOs, cultural and heritage features of the sub-project areas will be collected mainly from primary sources through Participatory Rural Appraisal (PRA) and Focussed Group Discussions (FGDs) and public consultations.

The 2011 Population Census data to be collected from BBS;

Reconnaissance field visits and discussions with BWDB officials and local stakeholders for primary data collection;



PRA /RRA, FGDs, KII for primary data collection, and

Institutional Survey (IS) for primary data collection in district and Upazila level offices which will include DC office, LGED office, Civil Surgeon office, Upazila office and Social Service office.

Conduct detailed socioeconomic survey among 20% of the enumerated households with structured questionnaire;

Conduct consultation meetings with all level stakeholders in polders areas (living on the embankment, inside and outside of polders) including local elites, elected community leaders, etc., and

Conduct PRA in the polder areas with local people and potentially affected people.

C - Social Surveys (RAP/LAP)

Scope of Work: Safeguard documents were prepared under the PPTA including preparation of a Social Management and a Resettlement Policy Framework (SMRPF), Social Impact Assessment (SIA) and Resettlement Action Plan (RAP).

Methodology: The following activities are expected to be be undertaken as part of the RAP / LAP survey:

Conduct census and socioeconomic survey of all affected entities on the embankment and proposed acquired lands alongside the embankment;

Conduct Inventory of Losses (IOL) survey of the affected assets on the project right of way;

Conduct consultation meetings with all level stakeholders including affected people & other local citizen, local government institutions‟ representatives, women groups, etc.;

Conduct property valuation survey among different cross sections of the people;

Conduct Focused Group Discussions (FGDs) with affected occupational groups;

Conduct special survey on squatter‟s households to obtain their land ownership status;

Paste household number with red ink on the wall of all affected structures, and

Conduct video filming of all affected entities on the project right of way.

Detailed methodology for conducting the different surveys are described below:

Census and Socioeconomic survey: The Consultants will conduct census and socioeconomic survey (CSS) covering all (100%) households and other entities fallen within the project right of way to prepare the RAP. A team of experienced professionals and support staff members will be deployed to conduct surveys at the field. The field workers will visit house to house and complete the survey questionnaire. They will collect information from the household head or his/her senior proxy. All of the affected entities such as land owners, structure owners, businessmen, tenants, vendors, common /community properties (if affected) will be covered by CSS. Household number will be created based on the census form number.

Inventory of losses: All of the affected households, shops and community properties within the project right of way will be covered under the IOL survey. A structured questionnaire will be used to conduct the IOL survey. All of the affected properties including structure, trees, business, tenancy right to the structure, wage earning, etc. will be categorically defined during the IOL survey and accordingly presented in tabular form for impact analysis of the project for preparation of the resettlement action plan. The CSS and the IOL survey will be conducted simultaneously.

Property Valuation Survey: A property valuation survey will be conducted among different cross sections of the people such as potential seller & buyer, deed writer, religious leader, teacher, broker, etc. to ascertain the current market price of the affected land, structures and



other properties. Information will also be collected from the knowledgeable persons (businessmen of housing equipment, labours, etc.) on various categories of structures. Current market price of the affected properties will be basis to determine the replacement value.

Organizing and Conducting Information and Consultation Meeting (ICM): The community level stakeholder‟s consultation meetings will be held at project location during conducting surveys. People will be informed about the date, time and venue of the stakeholder‟s meetings. Public announces such as miking, announcement in the mosque, personal contact, etc. will also be done to disseminate information on the issues of the consultation meetings. Personal contact with the stakeholders in this regard would be effective. Flip chart will be used during consultation meetings where the issues will be highlighted and discussed like:

Goals and objectives of the project;

Major components of the project;

Probable impacts of the project and it‟s mitigation measures;

Roles and responsibilities of the BWDB, Consultants and RAP implementing agency;

Roles and responsibilities of the affected people and the community, and

Probable timeline for implementation of the project.

The flip charts will be written in Bengali so that people can easily understand the project objectives, components, roles and responsibilities of the project authority and affected people, etc. The Team Leader/Deputy Team Leader or Consultation/PRA Specialist along with BWDB officials will facilitate the stakeholders‟ consultation meetings.

Focused Group Meeting: To complement the formal community meeting as above, focused group discussions (FGD) are to be organized with only affected occupational groups. The purpose of FGD is to collect opinions of various stakeholders, in particular those of vulnerable people obliged to occupy the land without titles. The focused group meeting will be held during conducting the CSS at the site. The task will focus on current means of livelihood, requirements of compensation & relocation, income restoration assistance, etc. All of the affected occupational groups such as fishermen, farmers, wage earners, women headed households, etc. will be addressed by the FGD. Findings of the FGDs will be considered in preparation of the resettlement policy and compensation entitlement package.

Video filming and sketch mapping of the properties: Video filming of the structure will be conducted to prevent fraudulent claims in future. The video filming will be carried out after completion of the CSS. The household number (census form number) will be pasted / written with permanent ink on the easily visible wall of the structure before video filming. The affected structure along with the household head (if present during video filming) or any members of the family will be captured during video filming. So, fraudulent claims will be prevented during implementation of the resettlement plan. Video film will be edited and converted in to DVD.


September 2017 INCEPTION REPORT APPENDIX K - 103

APPENDIX K. Design and Tender Assistance



Design and Tender Assistance

A - PREPARATION OF DETAILED DESIGN

The purpose of the Detailed Design (DD) is to provide the detailed dimensions of structural measures belonging to the selected and reviewed Feasibility Study (FS) designs.

The design of a large and complex multi-disciplinary project requires the design process to be separated in well-defined smaller design steps to create the necessary mechanism and time to evaluate a design, investigate alternatives, provide detailed cost estimates, analyse the benefits and allow for decision-making to take place based on these aspects. So the design process will be evaluated during its application.

The design process starts with establishing the basis of design followed by an evaluation of the Feasibility Studies. Establishment of the basis of design forms an important starting point and needs to be initiated at an early point in time. An evolving document presenting the basis of design will among others contain: safety levels and return periods to be adopted, hydraulic boundary conditions, permissible polder flood levels and design standards/codes to be used (for example US or British or Euro code). The different solutions will be compared and reviews of previous designs undertaken and alternatives will be investigated. The Detailed Design will be a further detailing of the FS designs based on detailed hydraulic and morphological modelling, additional geotechnical calculations and detailed specifications and drawings.

The design process starts with the basis of design. A distinction has to be made between fixed starting points and the ones that will be optimised during the process. Therefore, the basis of design will be constantly evolving and all involved in the design will be kept up to date with any changes to the basis of design.

The following sequence is identified for the preparation of the Detailed Design and tender documents:

Prepare basis of design as evolving document, incorporating results from the review and DD of Tranche-1 structural measures. The basis of design is to be approved by the BWDB.

Carry out modelling work on (geo-) hydrology and hydraulics, adhering to environmental requirements provided;

Carryout specialist studies, define and select alternatives;

If required update the basis of design;

Prepare Detailed Design;

Consider the final general construction plan and method of (easy) maintenance;

Review-Comment-Update round, and

Based on developed Detailed Design documents, prepare tender documents (where applicable).

Specialist studies, including all additional site investigation and survey works, will be completed, and used as input to the DD. The following specialist studies are distinguished. The results are used as input to the preparation of the DD:

Risk assessment;

Geotechnical assessment;

Hydraulic and morphological modelling assessment;

Buildability check;

Operation & Maintenance, and

Cost Benefit Analysis.



Risk Assessment: The primary aim of a risk assessment is to recommend the flood safety standards for the design of the structural measures. These recommended standards need to be based on economic considerations, but also take into account social aspects, and make reference to international standards. In addition, the study will determine residual risk and recommend measures to mitigate this risk.

The Consultant will carry out an initial risk assessment which will provide initial standards to feed into the preliminary design, the risk levels used for the Tranche-1 structural measures and FS designs will be reviewed. This initial assessment will also identify the gaps in information that need to be addressed early in the study. As a next step the risk assessment will be fine-tuned (both economic and social), leading to recommended standards, which need to be confirmed by the BWDB. These confirmed standards will form the basis for the preparation of the Detailed Design.

Geotechnical Assessment: The Consultant will carry out a geotechnical assessment based on the geotechnical surveys (see Appendix 3). The geotechnical assessment includes the followings aspects:

Stability calculations (covering all relevant failure mechanisms such as sliding, piping, macro and micro stability, etc.);

Foundation calculations (covering various types of foundations if required, including piles, sheet piles, diaphragm walls, etc.);

Settlement calculations (covering all relevant layers and identifying their settlement characteristics), and

Preparation of a soil balance.

Technically it is possible to construct an embankment that would withstand the highest flood or erosion threat conceivable, but the costs would be excessive. In practice a balance needs to be found between the costs and the remaining risks. By accepting a higher risk, the interventions would become cheaper. This would allow for more interventions to be included under the project. Possible impact of climate change on the risk of embankment failures will be taken into account.

DD of the optimal configuration will be provided, and construction costs will be can be derived from these. Technical solutions such as falling aprons and other toe protection measures will be considered and designed to perform under the local conditions.

The settlement calculations are crucial item of the design and tender phase as these influence:

The quantities for construction and future settlement;

Volumes and costs;

The buildability, and

Time required for construction.

Hydraulic and morphological modelling assessment: A strong link will exist with the models that will be prepared under the supporting studies. The impact of the structural measures will be assessed in these models.

Buildability Check: No matter how technologically advanced a design may be, if it is not feasible for construction, or requires an extended time period to build, then there is little to be gained from it. The construction costs carry a far higher weighting than the design costs, therefore it is more than appropriate to consider the implications of the design on the construction programme. In making the assessment a number of different criteria will be considered to develop an overall buildability score, to allow comparison between the different solutions developed during the preliminary design phase and may include:

Construction program (including delivery and storage of materials/components);

Balance between on-site production and off-site prefabrication;

Materials sources, filling materials (e.g. sand, rock etc.);



Site operation logistics (including interfaces between different trades);

The need for temporary works;

Disruption to existing operations (including those adjacent to the site) and transportation;

Impact of change of land use;

Impact of construction methods/sequence on geotechnical properties over time;

Impact of construction methods/sequence on hydrological and geo-hydrological properties;

Impact of construction methods/sequence on hydraulic regimes;

Impact of construction methods/sequence on water quality;

Impact of subsidence and settlement, etc.

Operation and Maintenance: O&M has to cover a comprehensive Operation and Maintenance plan for all key components. Structural measures require a long-term operation and maintenance (O&M) commitment in order to sustain. Considering maintenance aspects early on in the design process will optimize the design and reduce lifecycle cost significantly. Apart from decommissioning, the operation and maintenance phase may be considered the last phase of a project. Still it covers most of the project lifecycle. Operation and maintenance are long-lasting activities that may be adapted to changing socio-economic needs and environmental trends.

So operation and maintenance needs to be carefully balanced with design and construction. It requires debate between those responsible for design and construction and those that play a role in the use, operation and management of a project (stakeholders). This debate, which involves different stakeholder groups, will often be about the allocation of costs, since designs bringing less lifecycle costs may be more costly to construct. It is also a debate between a fixed design with well-defined objectives and reasonable certain behaviour and benefits, and a more flexible design which may bring larger, but also less certain benefits.

Cost Benefit Analysis: The Consultant will carry out a Cost Benefit Analysis (CBA) for the structures, also based on the Feasibility studies carried out previously. The CBA should include:

Life cycle cost estimations;

Detailed construction costs;

Maintenance and replacement costs;

Any costs to mitigate negative (environmental) impacts, and

Tangible and intangible benefits.

Bidding Documents will be prepared following the tendering procedures recommended by Public Procurement Regulation (PPR) 2006 of Government of Bangladesh, while for the large packages, International Competitive Bidding (ICB) procedure will be practiced following the “FIDIC Conditions of Contract for Building and Engineering Works Designed by the Employer” and also Guidelines Of the Asian Development Bank.

B - PREPARATION OF BIDDING DOCUMENTS

In preparing Bidding Documents, the present norms and standards of BWDB will be followed. A flow chart of Bid Document preparation is presented in Figure 18

Preparation of Instructions to Bidders and Bidding Data Sheet: Instructions to the bidders should be prepared to meet the requirements of the individual contracts and to convey information and instructions which apply during the tendering period. The information should include the following heads to guide bidders to prepare and submit the tenders:



General instructions;

Bidding documents;

Preparation of bids;

Submission of bids,

Supplementary information required;

Bid opening and evaluation, and

Award of contract.

General and Particular Conditions of the Contract: The Consultant provide support to the BWDB to prepare the General and Particular Conditions for the contract on the basis of PPR, 2006 and “FIDIC Conditions of Contract for Building and Engineering Works Designed by the Employer”, and Asian Development Bank Guidelines.

Figure 18: Flow chart for the preparation of bidding documents

Preparation of Technical Specifications: The technical specifications should define the scope and the technical requirements of the contract. The technical specifications for the works and materials to be used for construction are very much important for achieving a quality work. Detailed and precise technical specifications should therefore be prepared for different items of construction describing all works to ensure quality of materials, workmanship, etc. required to be done by the contractor under the items with sufficient details so as to minimize the scope of misunderstanding or dispute between the Client and the Contractor and to ensure that the Client does not have to accept bad quality works of the Contractor because of laps in the specifications. The construction methods for each particular package of works should be detailed in the specification. The technical specification should be prepared for obtaining works of international standard on the basis of approved technical specifications of construction works and installations. This should cover the following:

Scope of works;

Material specifications;

Construction methods;

Applicable test, and



Methods of measurement.

Development of Forms for Bid, Contract and Performance Bond: A legal contract is necessary for establishing implementation mechanism for construction of all engineering projects. Role and responsibilities of the Contractor and the services to be provided are to be clearly spelled out. The bidding document should include Bill of Quantities (BoQ), schedule of works, technical specification, working drawing, terms and condition of contract for the implementation of the works. The contract document should include issues like mode of payment, safety regulations, and arbitration in case of dispute. The following forms should be prepared by the BWDB as part of the Bidding Documents, supported by the Consultant:

Condition of Contract;

Tender Schedule;

Form of Contract;

Form of Agreement;

Bid Security, and

Performance Guarantee.


27 September 2017 INCEPTION REPORT APPENDIX L- 109

APPENDIX L. Supervision of Construction Works



SUPERVISION OF CONSTRUCTION WORKS

A - CONTRACT SUPERVISION

The BWDB will be responsible for the supervision of the Tranche-1 works. In the context of this supervision the Consultant will provide support to the BWDB. As part of the supervision the following activities will have to be implemented by the BWDB, supported by the Consultant:

Validate and corroborate the detailed design of the structural measures ready for construction and review all project documents including detailed design, specification, BOQ for first package;

Administer the civil works contracts and ensure that the project works are constructed in accordance with the provision of the contracts;

Provide day-to-day supervision and inspection of the civil works at site, including carrying out pre-construction and post-construction surveys, by the provision of suitably qualified and experienced supervision staff;

Keep the Employer informed of any delay or potential delays in the work schedule of the Contract, taking all necessary actions to prevent potential delays;

Regularly monitor and inspect the Contractor‟s quality control and assurance program to ensure that quality of that finished works meets the contract standards and specifications. This includes regular checking of the materials testing program;

Prepare any required variation orders requested by the Employer and review any variation order proposed by the Contractor and advise the Employer in accordance with the contract;

Review all claims submitted by the Contractor and provide advice to the Employer on the validity of the claim, the effect of such claim on the construction schedule and the cost of the project;

Advise the Employer and instruct the Contractor in writing of issues related to delays and cost control. Establish factual time extension evaluation in case of extension requests and variation of work should be avoided as much as possible;

Review and approve the Contractor‟s implementation schedule and proposed personnel nominated in the contract;

Inspect and approve all material sources identified by the Contractors;

Testing of materials using both on-site and off-site depending on the needs, if necessary, in-factory testing during manufacturing and inspection of good and materials;

Determine and certify final construction quantities;

Maintain records of all testing work, including cross-referencing of items of work to which each test refers and location from which any samples were obtained for testing;

Measure the completed works and keep detailed records, including the measurement books;

Review contractor‟s submittals, verification of progress and interim payment requests and process interim and final payments to the Contractor (interim monthly payment shall be based on interim payment certificate processed by the Consultant following claims filed by the Contractor);

Prepare quarterly cash flow projections for the Employer in an acceptable format, in which cash flow should identify budget estimates for all outstanding works;

Maintain records of all plant, labor and materials used in the construction of the works;

Maintain a day-to-day diary recording all events pertaining to the administration of the contract, request forms, and order given to the Contractor, and any other information



which may at a later date be of assistance in resolving queries which may arise in connection with the execution of the works;

Contract works or goods acceptance and close of contract, issuance of completion certificates, and preparation of documents as required for acceptance of works/goods by BWDB;

Preparation of progress reports (once every two months) including review and comment on the monthly progress reports submitted by the Contractor detailing the work undertaken during the previous month, the progress of the work against the approved schedule, the problems and difficulties encountered by the Contractor and other issues requested by the Employer;

Review and updated operation, maintenance and management manuals for the facilities constructed under the project;

Assurance for proper demobilization and restoration of the construction sites after completion, O&M during warranty period by the Contractors;

Advise and assist the Employer with respect to arbitration or litigation relating to the works, whenever required. The Consultant will carry out all obligations provided by the (Project Director) in the Civil Works contracts.

Safety of the Works, protection of the environment and recognition of workers‟ rights are all considered to be of the high importance. The Consultant is committed to support the BWDB to ensure that methods of construction are in accordance to accepted standards and that minimum worker rights are in place.

The contract to be managed will most probably be a conventional re-measurement contract. In which the role and authority of the Engineer (being the BWDB supported by the Consultant) should be clearly defined. It is recognised that the Engineer is engaged by the Client and his primary function is to ensure that the works are carried out in accordance to the drawings and specifications. In return he must ensure that the Works are accurately measured and that Contractor is paid the sums due in accordance to the terms of the Contract. We believe the Consultant has demonstrated their ability to meet these objectives by the standards achieved on previous projects in Bangladesh and other projects (Reference is made to TECH 2 in which the Consultant has included a large number of project references), and therefore will be able to provide detailed support to the BWDB.

As part of the Inception phase the Consultant will prepare a detailed Work Plan together with the BWDB to encompass both the overall management procedures and specific procedures relating to specific issues:

The Work Plan will be the key document to integrate the services and ensure that the full objectives for the project are met. This will incorporate the arrangements for quality management: organisation, planning the work, resources to be used, methods and procedures and the review and audit plan. It will ensure that all members of the team across all disciplines and areas of work are properly briefed with full understanding of the project objectives, tasks, interface requirements, sources of input information and outputs required;

Key Project Implementation systems will be identified as part of the Work Plan. Importantly these key management tools are considered to be live documents that will be regularly reviewed and updated to reflect changes required that reflects the needs of the Project.

Quality Assurance (QA): Following the awarding of the Contracts, the Contractor will draw up a Quality Plan that describes the procedures that they will use during their activities. The BWDB should collect and review them and assess them for approval. After approval of the Contractor's Quality Assurance Plan the BWDB should monitor the implementation of the plan and the procedures established. Remarks on the implementation of the plan, if any occur, should be presented in the Monthly Progress Reports. Our site team is covered by our



standard office/project management Quality Assurance procedures endorsed by Lloyd‟s Quality Management System Standards NEN-EN-ISO 9001: 2000.

Health, Safety and Environment (HSE): Construction is inevitably not without some degree of risk to health and safety of all the personnel working on the project. More accidents and industrial injuries occur on site than in any other working environment. Many accidents occur because site staff and operatives alike become complacent about the dangers of their working environment. The pressure of completing the contract to a programme and the potential costs of late handover of the works puts additional strain on resources. This can lead to staff and operations cutting corners at the expense of safety. This situation must be avoided and it is the responsibility of every individual to be aware of potentially dangerous situations, which may result in injury to himself or others.

The Consultant will provide support to the Engineer on site to ensure that acceptable internationally recognised standards of safety are implemented by the Contractor throughout the Contract and strictly adhered. The Contractor will also be required to set up a Health, Safety and Environment Plan for the project and this will form the basis of our monitoring and reviews, which take the form of regular health and safety monitoring and feedback meetings with the Contractor. This will ensure as far as possible that the site is run as safely and professionally as possible, in accordance with internationally accepted practice.

Reference is made to Figure 19, where the safety management procedure is depicted.

Figure 19: Safety Management Procedure (read BWDB where Consultant’s RE staff is mentioned)

Social Safeguards: The ADB‟s environmental and social safeguard policies are a cornerstone of its support to sustainable poverty reduction. The objective of these policies is to prevent and mitigate undue harm to people and their environment in the development process. These policies provide guidelines for bank and borrower staffs in the identification, preparation, and implementation of programs and projects. New standards as set out by the IFC cover:

Integrated Assessment and Management Systems: integrates social and environmental standards and requires the use of management systems to ensure effective performance in these areas throughout the project‟s life;



Labour Rights: a new standard addresses all four core ILO labour standards and requires a comprehensive approach to labour and working conditions;

Community Health and Safety: requires firms to consider a project‟s efforts on health and safety in the surrounding community beyond the project itself, and

Pollution Prevention and Abatement: requires clients to prevent or minimise pollution and its impact on the environment and quantify a project‟s greenhouse gas emissions.

The Consultant will support the BWDB to ensure that the guidelines are embedded in the relevant plans for the social and environmental safeguards. The effectiveness and development impact of projects and programs supported by the ADB has substantially increased as a result of attention to these policies. Safeguard policies have often provided a platform for the participation of stakeholders in project design and construction phase, and have been an important instrument for building ownership among local populations.

Labour Rights: The Consultant will review the existing bid documents and if not included in the Contracts, will provide support to include four core labor standards viz elimination of forced and compulsory labour, abolition of child labour, elimination of discrimination in respect of employment and occupation and freedom of association and collective bargaining as recommended and adopted by ILO convention and ensure subsequent compliance during construction of the bridge and appurtenant structures. The conventions which should be of major concern such as (a) Accident Prevention Convention, 1937, (b) Working Environment (air pollution, noise and vibration pollution) Convention 1977, (c) Occupational Health and Safety Convention 1981, (d) Occupational Diseases Convention 1980, (e) Employment Injury and Benefit Convention 1964, (f) Safety and Health Convention, 1988 and their subsequent modifications if any and the relevant national regulations may form bases for compliance.

Community Health and Safety: There will be a large number worker, national and international, involved in the construction of the project. This will increase risks of AIDS and communicable diseases. The Consultant will support the BWDB to include appropriate measures in the construction contracts to enforce prevention of spread of such diseases through awareness raising, monitoring, making access to health services easier etc. The Consultant will support the BWDB to monitor compliance. Similarly trafficking of women may also be monitored and appropriate preventive measures recommended.

Pollution Prevention and Abatement: The EMP will recommended permissible levels of pollutions in air, water and soil, such as (a) noise (sound and vibration) pollution during piling works, (b) water pollution due to oil and other spillage from construction and carrier vessels, and (c) contamination of the surface and subsoil due to dumping of dredge spoils etc. The Consultant will support the BWDB to monitor and ensure compliance of the recommendations, oversee tests and checks if the permissible levels are exceeded and advise mitigation measures. And, in absence of permissible levels in the Contracts, the Consultant will provide support the BWDB and the Contractors to establish the levels and ensure their administration.

Hold Pre-Construction Conference: A pre-construction conference should be held prior to the start of construction. The purpose of this meeting would be to review with the Contractor and the BWDB the requirements of the Contract Documents and to develop a list of information that he is required to provide as stipulated in the Contract.

Review and Approve Contractor’s Schedule: The control schedule submitted by the Contractor indicating his proposed timing and phasing of various operations should be reviewed. The schedule should be monitored against the works to check his progress and compare actual progress with the schedule progress. The BWDB should be advised of any developments threatening the delay of completion and recommendations should be made on any actions necessary to facilitate timely completion. The construction schedule will need to be prepared by the Contractor using and containing the key elements and time tables for the completion of his work. The Consultant will assist the BWDB to review the schedule and subsequent changes deemed appropriate.



Test Reports and Witness Tests: At various points in the progress of the job, it might be required by the Contract Documents that specific materials or equipment be tested. The objective of such tests is to ensure that the Contractor upholds the requirements of the Contract Documents and that the materials and equipment meet the appropriate contract specifications. Under the provision of the Contract Documents, the Contractor will also be required to submit certification of materials testing and certified test results ensuing from such tests. This system should be monitored and such certifications and test reports reviewed and approved and provided as historical records.

Review Contractor's Construction Drawings and Method Statements: Detailed construction drawings required to be submitted by the Contractor should be checked for adequacy and compliance within the terms and conditions of the Contract Documents. Copies of Contractor‟s submissions, comments and the finally accepted documents should be maintained on permanent file until completion and final acceptance of all construction undertaken by the Contractor. Archiving should then be carried out in accordance with the Quality Plan with the transfer of appropriate document records to the Employer as agreed. The BWDB should ensure that during the works the Contractor prepares “as built” fabrication and other detailed drawings.

Contractors' Method Statements should also be reviewed together with their quality assurance procedures. A schematic outline of contractor's Method Statement review and approval process is shown in Figure 20.

Figure 20: Procedure for review and approval contractors’ method statement

Construction Materials and Soil Testing Inspection: Construction inspection should be provided throughout the Project to ensure the Contractors compliance with the Tender Documents and to ensure quality control throughout the Project. While it is a contractual obligation of the Contractor to meet these requirements, it is only by proper monitoring of the project that the Employer can be assured contractual obligations are being met. Monitoring of such items as line and level, settlements, soil characteristics, concrete strength, and other such normal field testing should be required during the course of the Project, in addition to normal monitoring of quality workmanship.

Surveys: Survey is one of the cornerstones to the successful completion of any Project. The Consultant will provide support to the BWDB to ensure that the relevant surveys like pre-



construction and post-construction surveys are carried out properly. Besides this the BWDB should maintain a series of survey control points for setting out the works. Once in place the overall survey control points provide the basis for setting out the works. This survey points and set out data should be used as the basis for measurement of the works for the purpose of payment to the Contractor. As there are works of a different nature, both hydrographic surveys and land topographic surveys will have to be carried out. The Consultant confirms that we have the relevant expertise in house to provide assistance for these tasks.

Construction Supervision: Construction Supervision should be undertaken in accordance with the defined Engineer responsibilities under the Contract. Typical examples of the supervision work that would be undertaken are given below.

Supervision of rock armor placement to the specification in both location and finished profile;

Supervision of delivered soil materials, layer thickness, compaction, etc., and

Supervision of the concrete works.

Concrete works may become an important part of the supervision, as the longer term quality of the works can often only be ensured by strict supervision during the construction. For example, following aspects should be supervised: type of reinforcement, concrete mixture, concrete cover, curing, etc. Figure 21 describes the typical processes for approval of the concrete mix for the any of the concrete construction works.

Figure 21: Procedure for approval concrete mix

Project Cost Control: The Contractors should be required to submit details of his projected cash flow for review at the commencement of the Works. This is essential for the Employer to plan his own cash flow for the duration of the Works. During the course of the works in addition to checking and certifying payments due to the Contractors the BWDB should check the quantities and value of work still to be executed. The BWDB should also review the Project expenditure, compare it with the Cost Planning and report to the Employer accordingly. Details of variations resulting in increase or decrease in the Contract value should also be carefully controlled and regularly reported to the Employer.

Review and Approve Contractor Progress Payment: Progress payments should be made to the Contractors on a schedule basis throughout the Project, based on payment certificates, which we will issue as Engineer. The BWDB should maintain records sufficient to review and check the progress payment requests in detail. Monthly Project photographic records will also



be required as they are often a substantial aid in identifying Project conditions and degree of completion.

Disputes with the Contractor: We shall provide the BWDB with advice regarding any disputes or differences, which may arise with the Contractors during the execution of the works. We would propose that our staff endeavour to settle any such disputes at site level before they escalate into serious contractual arguments. Our Quantity Surveyor and Contract Management Specialist will assist the BWDB to resolve any disputes amicably. Our scope of work in this regard will include the detailed technical or financial assessments of any claims submitted by the Contractors and providing advice to the BWDB.

Prepare as Built Drawings and Documents: During the course of construction a record set of the contract drawings should be maintained and marked up by the Contractor and agreed by the BWDB, to show as built work. On completion of the construction, the as-built modifications should be recorded on a master set of reproducible, which should be submitted to the Employer as a permanent record of the as-constructed works. The as-built drawings should be accompanied by the appropriate specification, vendor‟s data, spare parts lists and similar aspects.

Supervise Commissioning and Handing Over: Upon Substantial Completion a final inspection should be undertaken and the Contractor advised of any additional work required. On completion of the remedial work, a Final Certificate for the contract should be issued.

During this period, the Client should be regularly updated on progress with existing defects and the appearance of new problems; this is particularly relevant for the hydraulic structures. A series of defects lists should be issued during the defects period. Each of the defects found should be listed with a date by which it must be corrected. Furthermore, the Contractor will be advised of any additional work required. On completion of the remedial work, a Final Certificate will be issued for the Contract.

The Consultants will provide qualified personnel to provide support to the BWDB for the required final tests and the commissioning to be performed by the Contractor and to make appropriate recommendations. It is suggested that the operations and/or other selected personnel of the Employer who will later be responsible for the operations of the new facilities should be in attendance during the final acceptance testing. This approach will familiarise those operators with the new structures. Following completion of the final tests and commissioning, recommendations deemed appropriate should be submitted to the Employer.

Reporting Requirements: Establish Project Files, Prepare Bi-Monthly Reports and Organise Job Meetings. Essential to any project is the establishment of a project filing system such that drawings, contract correspondence, daily reports, monthly reports, time schedule, etc. can be readily retrieved from files and utilised for the purpose of administering the Project. A record file consistent with the needs of the project and which should be later on also suitable for the Employer should be established. The Consultant proposes an intranet collaborative document system. All collaborators (Consultants, GOB, BWDB and Contractors), will have access to (parts of) this system. For this system to be fully effective the use of this system needs to be enshrined in the contractor's obligations.

Bi-Monthly progress reports should be prepared for submission to the Employer in line with the Terms of Reference. The progress reports will report on all phases of the work in all disciplines, on delivery schedules, on the development of the updated schedule identifying particular construction problems or quality control problems during the course of the month and will further include the degree of physical completion and expenditures under each contract as well as safety, quality etc.. As the Project construction proceeds, actual costs may vary from the previously estimated costs due to changes in quantities of work and material, or due to unforeseen circumstances. A close control over these costs and their impacts on the overall Project costs should be undertaken so that adequate budgetary control is exercised.



On a regular basis, formal progress meetings should be held with the Contractors. Agenda should be prepared with input from the Contractors and the Employer. The BWDB should prepare the final minutes of these meetings. It is important to orderly progress that progress meetings are maintained accurately.

Prepare Diaries and Records: During the execution of the Works, the BWDB should prepare detailed daily diaries and records concerning the work, all site meetings and other meetings, site, ground and weather conditions, material quantities delivered on the job sites and related information. Copies of such records should be provided to the Employer on completion of the works if requested. These diaries and records are invaluable in cases of later disputes with Contractors and possible arbitration or legal action.

Prepare Completion Reports: The Engineer (being the BWDB) should prepare a Completion Report for the Contract and submit this to the Employer for their approval and records. The contents of the Completion report shall be as stipulated in the Terms of Reference.

Quality Assurance Dossier: The BWDB should prepare a Quality Assurance Dossier in line with the requirements as stated in the Terms of Reference.


September 2017 INCEPTION REPORT APPENDIX M- 118

APPENDIX M. Safeguards (EIA & EMP, LAP & RAP)



Safeguards (EIA & EMP, LAP & RAP)

Introduction

The BWDB will ensure that all the requirements prescribed in the following frameworks that have been prepared for the Facility will be complied with during the processing and implementation of the projects under the Facility:

Resettlement framework, and

Environmental assessment and review framework.

The BWDB will ensure that all the requirements prescribed in the following safeguard documents for Tranche-1 will be complied with during the processing and implementation of Tranche-1:

Resettlement plan for the flood embankment renovation/ extension works in the JRB-2 subproject that has been prepared during the program processing stage;

Resettlement plan for the flood embankment renovation/ extension works for the remaining two subprojects of Tranche-1 that will be prepared by the Consultant;

Resettlement plans for the riverbank protection works that will be prepared before the awarding of civil works, and

Environmental Impact Assessment (EIA) including the environmental management plan (EMP) to be applicable for the three subprojects of Tranche-1.

Prior to the preparation of each PFR, the applicability and relevance of each safeguard framework for environmental assessment, and involuntary resettlement will be reviewed and updated by BWDB as appropriate, to ensure relevance and consistency with applicable laws and regulations in Bangladesh and ADB's safeguard policies. Resettlement plans for embankment rehabilitation/restoration and immediate riverbank protection works, if necessary, and EIAs (or IEEs, as applicable) will be prepared along with PFRs. Resettlement plans for riverbank protection works may be prepared during the implementation to cope with the dynamic river morphology.

For each new PFR preparation, BWDB will review its ongoing projects to check on the status of compliance with the safeguards plans and frameworks, and submit the review reports to ADB, together with other required safeguard documents for the tranche being processed. If major noncompliance is discovered in the course of the review of ongoing projects, a corrective action plan will be prepared for implementation and submitted to ADB for the concurrence.

PMO with support of the project management consultant will in charge of the following functions, and:

Ensure that safeguards documents as required in the frameworks, EIAs and the resettlement plans are prepared;

Ensure all safeguards requirements are fulfilled, and

Monitor subprojects to ensure safeguards compliance.

The Consultant will assist the BWDB with the tasks stipulated in the PAM.

A - Preparation of EIA and EMP

The proposed interventions including upgrading embankment (height increased and base widening) limited realignment, embankment slope and river bank protection work by concrete block and vegetation, disposal of drainage substrate obtained from drainage channels re-



excavation and construction /repair and operation of hydraulic structures will have significant impacts on the natural environment (agricultural land, fish habitat, flora and fauna of both aquatic and terrestrial ecosystems) a as well as physical and cultural structure and livelihood of the people in that area.

The ADB Safeguard Policy Statement of June 2009 (http://www.adb.org/documents/safeguard-policy-statement?ref=site/safeguards/publications) which is part of the Operations Manual (http://www.adb.org/documents/operations-manual) describe the requirements for borrowers and clients of the ADB in the field of environmental and social aspects. The Policy contains requirements for Environment and Involuntary Resettlement. Other relevant Operational Procedures (OPs) of the Manual are Poverty Reduction (Section C1), Gender and Development (C2), Incorporation of Social Dimensions into ADB Operations (C3), Governance (C4), Public Communications (L3) and Poverty and Social Analysis (G3)

According to ECR, 1997, construction of flood control has been categorized as Red. As per ECR, 1997, red categories of industries /projects require preparation of EIA report based on ToR approved by DoE along with the EMP thereof.

An EIA or IEE has to be prepared for all structural works. The Consultant will follow the guidelines of the EMF. If required during the implementation of the project and based on changing conditions on the ground the EMF may be revised. The consultant will prepare a detailed TOR for the EIA of each subproject which needs to be cleared by Department of Environment (DoE).

The objectives of this activity are to:

prepare environmental and social baseline;

assess potential environmental and social impacts (cumulative, induced and reciprocal) of the proposed interventions;

identify mitigation measures for minimizing the negative impacts and for enhancement the positive impacts;

prepare an EMP (mitigation and enhancement plan, compensation and contingency plan, and monitoring plan), and

prepare an EIA report for each sub-project (if required).

The proposed Consultancy Services encompasses two components which include (a) Environmental Impact Assessment (EIA) studies and preparation of Environmental Management Plan (EMP); and (b) Monitoring / supervising implementation EMP. These two components are very much inter-related with each other.

As the project will be implemented tranche by tranche, the above mentioned parallel two components will help to keep track of the changing situation of environmental and social baseline conditions due to implementation of project interventions in sub-project areas. This will help for implementation of DoE (Department of Environment) approved Environment Management Plan (EMP) for three phases for each of the sub-project areas e.g. during pre-construction, construction and post-construction phase including environmental mitigation and enhancement measures; and the establishment of an environmental monitoring system in BWDB to enable it to track continuous improvement in environmental performance of the system for the successive implementation of the project. Figure 22presents the methodology for the preparation of the EIA and EMP and the relation with the subsequent implementation of the EMP. The step-wise detail methodology to be followed for the EIA study and the Monitoring of the Implementation of the EMP is briefly described below.



Figure 22: Methodology for preparation of EIA and EMP and monitoring of its implementation

Step 1: Analysis of the project components and alternatives: Detailed information on the proposed project including objective, nature and location of interventions, construction works, and other related aspects will be used as a starting point for the analysis of the project components and alternatives. Since the location of most of the project interventions are already known, alternative design options of the interventions will be analyzed considering environmental, social, and technological criteria to identify suitable alternatives and appropriate mitigation measures for negative environmental impacts.

Step 2: Environmental and social baseline survey: The environmental and social surveys as described in Appendix 4 will be undertaken by the Survey Team.



Step 3: Scoping: A structured scoping process will be followed for identifying the Important Environmental and Social Components (IESCs) which would potentially be impacted by the proposed Project. This will be achieved in two stages. The Consultant will make a preliminary list of the components which could be impacted by the Project. The second stage includes village scoping sessions where opinions of the stakeholders will be obtained on their perception about the environmental and social components which could be impacted by the project interventions. With the help of the professional judgments of the multidisciplinary EIA team as well as the opinions of the stakeholders, the preliminary list of the important environmental and social components will be finalized.

Step 4: Bounding: A bounding exercise will be carried out to delineate area likely to be impacted by the proposed interventions. Remote Sensing (RS) will be used to delineate the bounding area.

Step 5: Major field investigation: At this stage, detailed field survey (social and environmental) will be carried out to obtain to generate the future-without and future-with conditions of the IESCs which will form the basis of assessing impacts of the proposed interventions on the IESCs. Suggestions of the local people on the possible impacts and the mitigation measures will also be obtained during the major field investigation stage.

Step 6: Impact assessment: At this stage, the impacts of the proposed interventions of the Project will be quantified. Where quantification will not be possible, qualitative impacts will be assessed and scores will be assigned with (P) sign for positive impacts and (N) sign for negative impacts. The magnitude of both positive and negative impacts will be indicated by HN, MN, HP and MP based upon extent, magnitude, reversibility, duration and sustainability considerations. The impacts of proposed interventions, considering the climate-change scenario for 2050, will be estimated on the basis of differences between the future-without-project (FWOP) condition and the future-with-project (FWIP) condition. The future-without-project (FWOP) conditions will be generated through trend analysis and consultations with the local people. This will reflect conditions of IESCs in absence of the proposed interventions. Changes expected to be brought about due to proposed interventions under the polder will be assessed to generate the future-with-project (FWIP) condition. Comparison and projection methods will be used for impact prediction. The magnitude of potential impacts of the Project will be identified according to the categories outlined in Table 8.

Table 8: Classification of magnitude of potential impacts

Parameter Major Moderate Minor Negligible/Nil

Duration of potential impact

Long term (more than 35 years)

Medium Term Lifespan of the project (5 to 15 years)

Less than project lifespan

Temporary with no detectable potential impact

Spatial extent of the potential impact

Widespread far beyond project boundaries

Beyond immediate project components, site boundaries or local area

Within project boundary

Specific location within project component or site boundaries with no detectable potential impact

Reversibility of potential impacts

Potential impact is effectively permanent, requiring considerable intervention to return to baseline

Baseline requires a year or so with some interventions to return to baseline

Baseline returns naturally or with limited intervention within a few months

Baseline remains constant



Parameter Major Moderate Minor Negligible/Nil

Legal standards and established professional criteria

Breaches national standards and or international guidelines/obligations

Complies with limits given in national standards but breaches international lender guidelines in one or more parameters

Meets minimum national standard limits or international guidelines

Not applicable

Likelihood of potential impacts occurring

Occurs under typical operating or construction conditions (Certain)

Occurs under worst case (neg. impact) or best case (pos. impact) operating conditions (Likely)

Occurs under abnormal, exceptional or emergency conditions (Occasional)

Unlikely to occur

Impact assessed on different IECs will be evaluated assigning score ranging from 1 to 10 for both positive (+) and negative (-) impacts considering magnitude, immediacy, reversibility and sustainability.

The sensitivity of a receptor has been determined based on review of the population (including proximity / numbers / vulnerability) and presence of features on the site or the surrounding area. Criteria to determine receptor sensitivity of the Project‟s potential impacts are outlined in Table 9. Following the assessment of magnitude, the quality and sensitivity of the receiving environment or potential receptor has been determined and the significance of each potential impact established using the potential impact significance matrix shown in Table 10.

Table 9: Criteria to determine sensitivity

Sensitivity Determination Definition

Very High Vulnerable receptor with little or no capacity to absorb proposed changes or minimal opportunities for mitigation.

High Vulnerable receptor with little or no capacity to absorb proposed changes or limited opportunities for mitigation.

Medium Vulnerable receptor with some capacity to absorb proposed changes or moderate opportunities for mitigation

Low / Negligible Vulnerable receptor with good capacity to absorb proposed changes or/and good opportunities for mitigation

Table 10: Assessment of significance of potential impact

Magnitude of Potential impact

Sensitivity of Receptors

Very High High Medium Low / Negligible

Major Critical Major Moderate Negligible

Moderate Major Major Moderate Negligible

Minor Moderate Moderate Low Negligible

Negligible Negligible Negligible Negligible Negligible

Subsequent to the impact assessment discussed above, appropriate mitigation measures will be proposed to avoid, offset, mitigate/reduce, or compensate for the identified impacts. Generally, impacts having moderate to critical consequence significance per the Table 10 require appropriate avoidance/ mitigation/compensatory measures to reduce the significance.



Impacts having low to negligible significance can be left alone not needing any mitigation measures.

Generally, preference is given to the avoidance of the impact with the help of options available for nature, siting, timing, method/procedure, or scale of any Project activity. If avoidance is not possible, appropriate mitigation and control measures are proposed to reduce the consequence significance of the predicted impact. Finally, if impact reduction is not possible, compensatory measures are proposed.

The final step in the impact assessment process is determining the significance of the residual impacts, which essentially are the impacts which would be experienced even after implementing the mitigation/compensatory measures. Ideally, all of the residual impacts should be of negligible to low significance. For any residual impacts having moderate significance, monitoring mechanism is necessary to ensure that their significance does not increase. No residual impacts having major or critical significance are generally acceptable

From literature survey, applying expert judgment and consultation with stakeholders, possible enhancement and mitigating measures will be identified for beneficial and adverse effects respectively.

Step 7: Preparation of the Environmental Management Plan (EMP): An EMP for the proposed Project will be prepared comprising the mitigation/ enhancement measures with institutional responsibilities, environmental monitoring plan, training and capacity building plan, and reporting and documentation protocols.

Step 8: EIA report preparation: At the end of the study, the present report will be prepared incorporating all the findings of the EIA.

B - Preparation of LAP & RAP

The Consultant will pay particular attention to the social safeguards to ensure these objectives are met. We will assist with the preparation of safeguard documents to minimize any negative impacts, and to ensure disclosure of project information and project impacts, public consultation and participation of Affected Persons (AP‟s), payment of compensation at replacement costs, resettlement of AP‟s and livelihood restoration and improvements in post-resettlement period.

Before a final RAP can be prepared the detailed design needs to be completed. This task consists of three major activities being:

Revise Social Management and Resettlement Framework if required;

Prepare Land Acquisition Plan if required, and

Prepare Social Impact assessment (SIA) and Resettlement Action Plan (RAP).

Revise Social Management and Resettlement Policy Framework:

A Social Management and Resettlement Policy Framework (SMRPF) has been prepared for the project and a Resettlement Action Plan (RAP) has been prepared for the first sub-project in compliance with the Bank policy on social safeguards and the national law on land acquisition. The SMRPF will guide the preparation of RAPs for all the remaining sub-projects. The SMRPF includes a resettlement policy framework and a social inclusion/gender framework. The Consultant shall update the SMRPF if there is a need as situation on the ground might necessitate.

Preparation of Land Acquisition Plan (LAP) and Land Acquisition Proposal:

Major activities to be carried out for preparation of land acquisition plans and proposals will include mainly the following:



Review project detailed design and identify boundaries of additional land areas in respect of the footprints of existing embankment and the project interventions as per new design;

Identify the mauzas within the boundaries of the proposed interventions as per new design and the existing embankments by location (Union, Upazila and District);

Collect cadastral maps of all mauzas and information on previous acquisition of lands in favour of BWDB as of today;

Collect names of current owners as per latest ownership records with subsequent changes through title transfer resulting from direct sale, exchange, inheritance, donation, and acquisition under the power of eminent domain of the country;

Carry out land survey and identify the footprints of the existing and proposed embankment in terms of land ownership (private, BWDB owned, Khash etc.) by land use;

Digitize all cadastral maps with geo-references of plot boundaries, embankment footprints (toe lines of existing embankment and proposed embankments), ownership and land use (embankment, agricultural, residential, fishery, forestry, vacant, etc.).

Establish links with ownership data and references of ownership documents with the digital cadastral maps in an automated land management system (ALMS) developed in consultation with the BWDB‟s department of land and revenue (DLR), office of the assistant commissioner (land) and the union level Tehsil offices;

Prepare LA plans and LA proposals for each sub-project by district for acquisition of additional lands for embankment and sluices with diversion channel and link the LA plans with the ALMS.

The ALMS will be established at SMO, BWDB having terminals in the field offices with network connections and transferred to the DLR after the project life for use in subsequent other projects in BWDB.

Social Impact Assessment and Preparation of Resettlement Action Plan:

Major activities to be carried out for Social Impact Assessment (SIA) and preparation of RAPs will include mainly the following:

Review project interventions and design including requirement of additional lands in each sub-project area, active laws on land acquisition in Bangladesh, the Asian Development Bank operational policies on social safeguards and the SMRPF;

Carry out social screening of each sub-project, and design and carry out Social Impact Assessment (SIA) in respect of impacts of the project interventions by means of stakeholders‟ consultation and participation process, and socioeconomic survey of beneficiary and affected households of representative sample;

Carry out analysis of social inclusion, participation and gender issues and public health implication due to project interventions for the SIA;

Following the SMRPF and the SIA, design and carry out detailed measurement of losses – affected land, structure, trees, crops, and employment, income, business and industry - and identify Project Affected Persons (PAP) including title holders, non-titled owners and users of affected property (squatters, encroachers and tenants), and affected income earners.

The inventory of losses (IOL) data will be supplemented with onsite still and video imaging for cut-off date of recognizing losses for compensation and assistance.

Design and carry out 100% census of PAPs affected with their housing, income and livelihood resources;

Review relevant national process and the SMRPF recommendations on valuation of assets and design and carry out market price survey for determining current market prices (CMP) of land, structures, trees and crops, recommend replacement value (RV) and determine wage rate and loss of income by affected business and industries;



Identify alternatives to minimize land acquisition, resettlement and population displacement those were considered in engineering design and involve communities for identification and selection of relocation options, alternatives and sites suitable and acceptable to the communities;

Design and implement a program of disclosure and of consultation and participation of beneficiaries and affected persons in identification, design and implementation of project interventions and the resettlement policy of each polder;

Describe legal framework for RAP, relevant local laws, customs that apply to land acquisition; describe entitlement policies for each category of impact and specify that resettlement of PAPs will be based on specific provisions of agreed RAP; describe methods of valuation used for affected property; prepare compensation and entitlement matrix; and describe grievance redress procedures for registering complaints and management of complaints;

Prepare institutional arrangement and capacity development of the social unit under the PMO for implementation of RAP including linkages with the PMO, BWDB field offices, local administration, NGOs and other stakeholders;

Prepare cost estimates of RAP implementation separately identifying the administrative costs, consulting services, equipment, and compensation under each impact categories, such as land, houses, trees, other property, cost of basic facilities for relocation sites, etc.;

Prepare implementation schedule including timelines for land acquisition milestones, relocation and livelihood restoration of PAPs and handing over lands for civil works construction, and monitoring and supervision mechanism with pre-set indicators;

All RAPs, will have to be updated and modified before implementation for any relevant changes on the ground in consultation with BWDB and the Bank.

Tasks associated with preparation of the RAP are:

Census and socioeconomic survey of the affected households;

Inventory of losses survey to quantify actual losses of properties due to the project;

Property valuation survey to determine unit rate of each category of the affected properties (e.g., land, structures, trees etc.);

Video filming and sketch mapping of structures and other affected assets within the project right of way to visualize the project right of way and prevent fraudulent claims in future;

Conduct stakeholder‟s consultations with the affected people and other stakeholders to let them know the goals and objectives of the project, implementation arrangements, roles of the local people in the project process, seek their opinion about the Project etc.;

Focused group discussions (FGDs) with the affected occupational groups to let them know about probable impacts of the project and mitigation measures;

FGDs with vulnerable groups, women and other marginal groups likely to be affected by the project; and

Other assistance as may be required from the Consultant by BWDB.

Surveys related to the preparation of the safeguard plans have already been discussed in Chapter 3. Once surveys have been completed the safeguard plans can be prepared

The Consultant has its‟ own data management system with an experienced team of computerized management information system (MIS) specialists and data entry operators. The survey data will be inserted into the computer by user-friendly menu-driven software. The Consultant will analyze the data in MS Access or SPSS for quicker delivery of the products. Data will be auto generated in tabular form as per requirements of the resettlement planning. Data will also be retaining in MS XLs form and deliver it to the BWDB as and when required to cross check with the field.



RAP preparation: The RAP will be prepared following the guidelines of the ADB and the GOB law. The RAP will incorporate socioeconomic profile of the households, resettlement impacts, findings of the consultation meetings, relocation requirements of the affected households, land acquisition and resettlement costs and budget, grievance redress mechanism, implementation arrangement and monitoring & evaluation. All of the affected households irrespective of title to the land will be addressed during preparation of the RAP. List of the households with category of losses will be annexed in separate volume of the RAP.

Disclosure of the RAP: The policy of the RAP will be disclosed to the affected people after getting concurrence from the World Bank and approval from the Ministry of Water Resources. A general notice will be issued by the CEIP authority to the affected people regarding project policy, relocation, compensation payment procedure, etc. Flip Chart will be used to disclose the policy of the RAP. The disclosure sessions will be held at the project site with prior notice. The CEIP authority, consultants and local elites will be invited in the disclosure sessions.

C - IMPLEMENTATION OF RAP

Once the team has been established the following activities will be undertaken (by the Consultant or by a contracted NGO):

Identification of entitled persons: Consult census/survey data and list of the entitled persons attached with the RAP, prepare final list of affected households, business enterprises and community establishment for issuance of ID card. The Consultant will assist the affected households during pre and post relocation period. The Consultants‟ staff will also assist APs, where necessary, in preparing grievance redress cases for consideration by the GRCs. The Consultants will be responsible to assist BWDB in processing entitlements for the APs and making payment of resettlement benefits to them. The Consultant will compile and process data and develop & operate a menu driven computerized Management Information System (MIS).

Distribution of ID cards: The ID card will be prepared by the Consultant with photograph (1.5 inch square) of entitled persons (EPs) and issued by BWDB. The photograph will be attested by the Local Government Institutions (LGI) representative and pasted on ID card. The ID card will be signed and issued by the Project Director and distributed by the consultants.

Liaison with DC offices: The Consultant will maintain liaison with DC offices to assist the LA staff in preparation & distribution of notices collection of award lists, provide other support as and when required to expedite payment of compensation (CCL).

Assist APs in getting CCL: The consultant will provide support to the affected persons in preparation/updating of record of rights to the property, collection of necessary documents/papers to have compensation from the DC offices as well as from BWDB.

Preparation of EP/EC and Indent: The Consultants will prepare Entitled Person (EP) files with type and quantity wise losses and Entitlement Card (EC) mentioning amount of compensation/benefits for each of the EPs. The Consultants will also prepare Indent based on EP & EC and payment debit voucher to facilitate Regional Accounting Center (RAC) of BWDB in preparation of cheques.

Assistance to BWDB in payment of compensation and resettlement benefits to EPs: The Consultants will assist BWDB in processing entitlements for the entitled persons (EPs) and making payment of compensation resettlement benefits to them. The RAC of BWDB will prepare cheque and Sub-project Management Office (SMO) will disburse the same among the entitled persons in presence of LGI representatives in public place issuing prior notice.

Grievances redress procedure: A grievance redress mechanism will need to be functional and affected people and other stakeholders will be aware of grievance



procedure. Consultants‟ field staff will explain project goals and objectives, compensation packages and payment procedure to the APs. If APs are not satisfied with the clarification, they may approach to grievance redress committee (GRC) for resolution. The consultant will facilitate APs in producing grievances before the GRC.

Notice for Encumbrance Free: Notice to be given to individual affected persons with 30 days prior to displacement after completion of payment of all compensation/ entitlement from BWDB. The Consultants & BWDB will keep records of issuance date of notice for making ROW encumbrance free signed by both CEIP officials and EPs.

Land hand-over to Contractors: The Consultants will assist BWDB to hand-over land to contractors. The Contractors will move into sites the day following expiration of the encumbrance free notice.