Project Number: 40515 October 2010

Bangladesh: Sustainable Rural Infrastructure

Improvement Project

Project Administration Manual

CONTENTS

ABBREVIATIONS

I. PROJECT DESCRIPTION 1

II. IMPLEMENTATION PLANS 3

A. Project Readiness Activities 3 B. Project Implementation Arrangements 3 C. Overall Project Implementation Plan 5

III. PROJECT MANAGEMENT ARRANGEMENTS 6

A. Project Stakeholders – Roles and Responsibilities 6 B. Key Persons Involved in Implementation 7 C. Project Organization Structure 8

IV. COSTS AND FINANCING 9

A. Detailed Cost Estimates by Expenditure Category 10 B. Allocation and Withdrawal of Loan Proceeds 11 C. Detailed Cost Estimates by Financier 12 D. Detailed Cost Estimates by Outputs/Components 13 E. Detailed Cost Estimates by Year 14 F. Contract and Disbursement S-curve 15 G. Fund Flow Diagram 15 G. Fund Flow Diagram 16

V. FINANCIAL MANAGEMENT 17

A. Financial Management Assessment 17 B. Disbursement 17 C. Accounting 19 D. Auditing 19

VI. PROCUREMENT AND CONSULTING SERVICES 19

A. Advance Contracting and Retroactive Financing 19 B. Procurement of Goods, Works and Consulting Services 19 C. Procurement Plan 20 D. Consultant's Terms of Reference & Consultancy Services 24

VII. SAFEGUARDS 25

VIII. GENDER AND DEVELOPMENT 26

IX. PERFORMANCE MONITORING, EVALUATION, REPORTING & COMMUNICATION 27

A. Project Design and Monitoring Framework 27 B. Monitoring 30 C. Reporting 32 D. Stakeholder Communication Strategy 32

X. ANTICORRUPTION POLICY 33

XI. ACCOUNTABILITY MECHANISM 34

XII. RECORD OF PAM CHANGES 34

APPENDIXES 1. Detailed Cost Estimate Of The Project 2. List Of Selected Rural Roads (UZR & UNR) 3. List Of Selected GCM/ Rural Markets 4. Selection And Prioritization Criteria Of Subprojects 5. Detailed Terms Of Reference For Consultants 6. Gender Action Plan 7. Rural Water Supply In Growth Centers 8. Renewable Energy In GCM 9. Sustainable Road Maintenance Framework

Project Administration Manual Purpose and Process

The project administration manual (PAM) describes the essential administrative and management requirements to implement the project on time, within budget, and in accordance with Government and Asian Development Bank (ADB) policies and procedures. The PAM should include references to all available templates and instructions either through linkages to relevant URLs or directly incorporated in the PAM.

The Local Government Engineering Department (LGED) are wholly responsible for the implementation of ADB financed projects, as agreed jointly between the borrower and ADB, and in accordance with Government and ADB’s policies and procedures. ADB staff is responsible to support implementation including compliance by LGED of their obligations and responsibilities for project implementation in accordance with ADB’s policies and procedures.

At Loan Negotiations the borrower and ADB agreed to the PAM and ensure consistency with the Loan agreement. Such agreement shall be reflected in the minutes of the Loan Negotiations. In the event of any discrepancy or contradiction between the PAM and the Loan Agreement, the provisions of the Loan Agreement shall prevail.

After ADB Board approval of the project's report and recommendations of the President (RRP) changes

in implementation arrangements are subject to agreement and approval pursuant to relevant Government and ADB administrative procedures (including the Project Administration Instructions) and upon such approval they will be subsequently incorporated in the PAM.

ABBREVIATIONS

ADB = Asian Development Bank GCM = Growth Centre Markets ISMC = Institutional Support and Monitoring Consultants KfW = Kreditanstalt für Wiederaufbau LCS = Labor Contracting Societies LGIs = Local Government Institutions LGED = Local Government Engineering Department PPMS = Performance Management System PMO = Project Management Office RPO = Regional Project Office RIIP = Rural Infrastructure Improvement Project SOE = Statement of Expenditure SPS = Safeguard Policy Statement SAR = Subproject Appraisal Report SRIIP = Sustainable Rural Infrastructure Improvement Project

I. PROJECT DESCRIPTION

1. The Sustainable Rural Infrastructure Improvement Project (the Project) will reduce poverty and raise incomes in 21 districts of northwest and southwest Bangladesh through fostering economic growth, governance and gender equity.1 The Project will enhance the accessibility of the rural people to social services, such as health and education and economic opportunities. Widening the access to markets and livelihood activity will result in improved earnings for the rural poor including the poor women. Based on the lessons learned from previous projects, project areas have been selected on the basis of high connectivity and poverty concentration, and there will be greater emphasis on fostering gender equity in economic opportunities, ensuring sustainable operation and maintenance, developing climate resilient infrastructure, and considering green elements in the design and implementation of the project. 2. Impact and Outcome. The impact of the project will be reduced poverty in intervention areas. The key performance target in impact will be population below poverty line in the project areas falling by 6 percentage points from 42.7%. The project outcome will be widened access to economic opportunities and social services for poor and women. 3. Outputs. The project outcome will be achieved through the following outputs: (i) road connectivity improved in a sustainable and “climate-proof” way; (ii) marketing facilities upgraded with specific provision for women and (iii) rural infrastructure management including climate-related issues improved.

1. Output A: Road Connectivity Improved

4. The project will upgrade 700 km of upazila roads and 100 km of union roads to bitumen-surfaced standard to provide all-weather “green” road connectivity between agricultural production areas and GCMs to the other parts of the country. Greening the roads will be mainstreamed to create a green belt and avenues for meeting aesthetic recreational needs, reducing the surface run-off discharge and checking erosion due to heavy rainfall on the slope of the embankment, reducing the encroachment on road reserve areas, and drought proofing with measures, such as, pasture development, block plantation, and horticulture plantation. The design of the roads will be “climate-proof” in reaction to the challenges of climate change.

5. Ninety-four roads have been selected for upgrading, through a participatory process with stakeholders, on the basis of length, poverty incidence, and degree of connectivity. Cross drainage structures, such as, bridges and culverts with a total length of 3,270 meters will be constructed. Provisions for road safety such as road signs, delineators and bollards near the approach to bridges, and reflectors added to tree trunks and provision of loading and unloading zones will be incorporated into the design of upazila roads. Women belonging to labor contracting societies (LCSs)2 will be engaged to improve road shoulders, embankment stabilization, planting trees on roadsides, planting of shrubs on embankment, and other road maintenance works.

1 The 21 districts are (i) Kushtia, Chuadanga, Meherpur, Jessore, Jhenidah Narail and Magura in Khulna Division (ii):

Rajshahi,Natore, Joypurhat, Bogra, Naogaon and Chapai Nawabgonj in Rajshahi Division and (iii): Panchagarh, Thakurgaon, Nilphamari, Dinajpur, Rangpur, Gaibandha, Kurigram, and Lalmonirhat in Rangpur Division.

2 LCSs comprise poor women with limited income-earning capabilities who carry out routine maintenance on rural

roads using basic hand tools and materials supplied by LGED.

2

2. Output B: Marketing Facilities Upgraded with Specific Provision for Women

6. Infrastructure of 92 Growth Center Markets (GCMs) will be improved with women market sections in 50 markets. A participatory approach will be employed in identifying the GCM where women market section will be constructed. Each market will be connected either to an existing paved road or to one of those to be improved under the Project. The markets will be provided with paved trading areas, sheds, improved water supply system, adequate drainage facilities, sanitation facilities, and market offices. At each GCM, a market management committee will be responsible for ensuring proper physical and financial maintenance. There will be 6-12 shops constructed in each GCM solely dedicated to women traders based on demand shown during participatory discussions.

7. Three GCMs have been selected for piloting rural piped water supply (one each in three divisions of Khulna, Rajshahi and Rangpur). The goal is to find out a sustainable management model involving both the community and local government to operate and maintain piped water supply in rural markets where safe water availability is a problem. The community will be engaged to participate in planning, construction and operation and maintenance of this mini piped water supply system.

8. Three GCMs have been selected for piloting renewable energy supply in three divisions of Khulna, Rajshahi and Rangpur. In the selected GCMs at present no electricity supply is available and the Rural Electrification Board has no plans in the near future of providing the electricity. In these 3 markets the shops including women market sections, toilets and street lighting will be electrified using solar photovoltaic cells. The beneficiaries will be trained on judicious use and maintenance of the system and the responsibility of maintaining the system by paying the maintenance charges.

3. Output C: Rural Infrastructure Management Improved

9. The project will upgrade rural the infrastructure management capacity of Local Government Engineering Department (LGED) and other Local Government Institutions (LGIs). For LGED, the institutional capacity of the staff will be improved through various training program in contract management, financial management, participatory planning, construction supervision, sustainable maintenance and management, the planning and implementation of climate resilient infrastructure (based on a climate vulnerability mapping), quality control, information technology, gender and development, and monitoring and evaluation. The train program for LGI officials including union parishad chairpersons, members, and upazila officials, and members of the management committees of GCMs will cover the roles and responsibilities of local governments, sustainable road maintenance, financial management, poor and indigenous people’s participation in local decision making, and participatory planning. The training program will be supplemented by on-the-job training and awareness campaigns for key target groups on road safety and climate change/environmental issues. 10. Incentive based Infrastructure. Based on performance standards related to women’s participation in local governments, 20 union parishads will have access to funds for infrastructure development. For this purpose, $1 million will be set aside to use with pilot participants for additional infrastructure investments if the performance criteria are met. The union parishads in the pilot that will meet the agreed performance standards will receive funds of up to $45,000 each for infrastructure activities, such as, bridges or culverts, upgrading rural market structures, and installing solar panels to provide lighting for a rural market. The union parishads will manage the infrastructure investment with the technical support of LGED.

3

11. Sustainable Road Maintenance System. The project will pilot sustainable road maintenance in 3 high traffic volume roads one in each Division and prepare a sustainable road maintenance plan. The detailed modus operandi and the implementation guidelines of the piloting process of road user charges collection will be prepared considering the stakeholders' opinion, and needed necessary administrative and procedural approval from the Government. 12. Climate Change Resilient Infrastructure. The project will mainstream climate risk reduction into policy formulation and infrastructure development. A key feature is climate proofing and disaster resilient designs for rural infrastructure to ensure that upgraded roads are less vulnerable to floods, storm surge, landslides and impacts of other extreme weather events. Main activities include preparing a climate change resilient infrastructure management plan, a climate vulnerability mapping of rural areas (with a focus on the project areas) and designing and introducing adaptation strategies for roads to improve flood and drought management.

II. IMPLEMENTATION PLANS

A. Project Readiness Activities

ADB= Asian Development Bank, LGED= Local Government & Engineering Department, ERD= Economic Relations Division

B. Project Implementation Arrangements

13. The implementation agency LGED will directly execute the project components through its country-wide existing establishment, through engaging local contractors on competitive bidding. The LGED will appoint two groups of consultants, i) Design and Supervision Consultants (DSC), and ii) Institutional Support and Monitoring Consultants (ISMC), for assisting them in design, supervision, training and monitoring purposes. 14. The DSC consultants will prepare district-wise Subproject Appraisal Report (SAR) for all selected subprojects (rural roads and rural markets) within each district. The appraisals of subprojects are performed in four major categories, viz. Economic, Social, Environmental and Resettlement. These will be carried out on the basis of physical field surveys, group discussions, and secondary available data. The SARs will be carried out by the team members of DSC, in close association with LGED officials available at district and upazila offices. These

Indicative Activities Nov 2010

Dec

2010

Jan

2011

Feb

2011

Who are responsible

1. Advance contracting actions: start recruiting consultants

� LGED

2. Establish of PMO � LGED

3. ADB Board approval �

4. Submission of legal opinion � LGED/ERD

5. Loan signing � ADB/ERD

6. Loan effectiveness � ADB / ERD

4

SARs will be submitted to ADB/Kreditanstalt für Wiederaufbau (KfW), as the case may be. After approval of the SARs, detail designing and estimates will be prepared by the DSC team and tenders will be invited on those documents.

5

C.

Overall Project Implementation Plan

Work Description

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

A. Preparatory Activities

1. P

repa

ratio

n o

f D

PP

2. Lo

an E

ffectiv

ene

ss

3. E

sta

blis

hm

ent

of

PM

O

B. Project Management Support

1. In

crem

enta

l Pro

ject S

taff

2. P

rocue

ment

of

Ve

hic

le a

nd

Equ

ipm

ent

3. R

ecru

itment

of

Consulta

nts

4. P

repe

ratio

n o

f D

istr

ict-

wis

e S

AR

5. P

rocure

me

nt o

f W

ork

s C

ontr

acts

C Capacity Building

1. R

egio

nal a

nd o

ther

tra

inin

g f

or

LG

ED

2. C

apa

city

Build

ing o

f LG

Is (

UP

)

3. C

apa

city

Build

ing o

f B

en

eficia

ries

4. C

lima

te C

ha

nge a

ware

ness a

nd S

tudie

s

5. R

oad

Safe

ty T

rain

ing

D. Infrastrutcture Investment

1.

Up

gra

din

g o

f U

pazi

la r

oad

s

2.

Up

gra

din

g o

f U

nio

n r

oa

ds

3.

Str

uctu

res o

n u

pa

zila

and

unio

n r

oads

4.

Tre

e p

lantin

g a

nd m

ain

tena

nce

5.

Lan

d a

cq

uis

ition

and

re

settle

me

nt

6.

Impro

vem

ent

of

Gro

wth

cen

ters

7.

Incen

tive

base

d In

frastr

cutu

re f

or

UP

E. Project Winding

2012

2013

2011

2016

Q4

Q1

2014

2010

2015

`

For

1st y

ear

appro

ved p

roje

ct

DP

P=

De

velo

pm

en

t p

roje

ct p

rop

osa

l, L

GE

D=

Lo

cal G

ove

rnm

en

t E

ng

ine

erin

g D

ep

art

me

nt, P

MO

= P

roje

ct

Ma

na

gem

ent O

ffic

e.

6

III. PROJECT MANAGEMENT ARRANGEMENTS

A. Project Stakeholders – Roles and Responsibilities

15. The Executing Agency will be Local Government Engineering Department (LGED) in the Local Government Division of the Ministry of Local Government, Rural Development, and Cooperatives. A project steering committee will provide overall policy guidance for project implementation.3 The committee will meet twice a year to review the progress of project implementation. The Project will be implemented by a suitably staffed project management office (PMO), to be established by LGED at its headquarters in Dhaka. The Chief Engineer of LGED assisted by project monitoring and evaluation unit will be responsible for overall project implementation and coordination. The PMO will be established in Dhaka, and one office in each respective division. In Dhaka office, a project director and in each regional office one deputy project director will be responsible for the day-to-day implementation and supervision of project activities. The PMO will be assisted by consultants with expertise in engineering design and supervision, economics and finance, social and gender development, participatory approaches, environmental and climate assessment, monitoring and evaluation, and local governance. The LGED district offices, headed by executive engineers, will be responsible for implementing subprojects under the guidance of the PMO. 16. Regular stakeholder participation and consultation will be undertaken during the implementation of the Project. Ongoing participatory and regular focus group sessions will be held with stakeholders and beneficiaries (community groups and groups of women) to assess their needs and discuss project progress and activities.

Project Stakeholders Management Roles and Responsibilities

1. Executing agency • LGED

• Overall supervision of the project implementation

2. Implementing agency • LGED

• Overall project oversight and management through PMO and three project offices.

• Preparation of DPP and recruitment of consultants. • Implementation of project components • Monitoring and evaluation of project implementation

progress and impacts • Preparation and submission of project progress reports

and completion report • DPP preparation and revisions • Work plan and budget preparation

3. Others including external agencies

• ADB • KfW

• Financing major portion of the project and monitoring of

implementation • Co-financing

3 The secretary of LGD will chair the committee, with representatives from LGD; LGED; Roads and Highways

Department; Planning Commission and Implementation, Monitoring, and Evaluation Division of the Ministry of Planning; Economic Relations Division and Finance Division of the Ministry of Finance; National Institute of Local Government; Ministry of Women and Children Affairs; local government bodies; nongovernment organizations; and the private sector.

7

7

B. Key Persons Involved in Implementation

Executing Agency Local Government Engineering Department (LGED)

Md Wahidur Rahman Chief Engineer 5

th Floor, LGED Bhaban, Agargaon,

Dhaka 1207, Bangladesh Tel: +8802 8814804 Email: ce-lged@bangla.net

ADB Division Director Takashi Matsuo

Director, SANS South Asia Department Asian Development Bank 6 ADB Avenue Mandaluyong City, 1550, Metro Manila, Philippines Tel: +632 632-5579 Email: tmatsuo@adb.org

Mission Leader Rezaul K Khan Natural Resources Economist South Asia Department Asian Development Bank 6 ADB Avenue Mandaluyong City, 1550, Metro Manila, Philippines Tel: +632 632 4846 Email: rkkhan@adb.org

8

C.

Project Organization Structure

Local G

overn

ment D

ivis

ion (

LG

D),

M

inis

try

of

Local G

ove

rnm

ent, R

ura

l Develo

pm

ent and

C

oop

era

tive

s (

MLG

RD

C)

Project Steering Committee

(PS

C)

Chair

pers

on –

Secre

tary

, L

GD

Executive Engineers

of

21 P

roje

ct D

istr

icts

Upazila Engineers

of

140 P

roje

ct U

pa

zila

Project Management Office

PM

O h

ead

ed b

y P

D

Design & Supervision,

Consultants

and

Institutional Support &

Monitoring Consultants

Chief Engineer, LGED

Execution o

f P

roje

ct

Unio

n C

ouncils

3 Regional Project

Offices (RPO)

at R

ajs

hah

i, R

ang

pur,

and J

essore

DP

D=

De

pu

ty P

roje

ct

Dire

cto

r, L

GD

= L

oca

l G

ove

rnm

en

t D

ivis

ion,

LG

ED

= L

ocal G

ove

rnm

en

t E

ng

ine

erin

g D

ep

art

me

nt,

PD

= P

roje

ct

Dir

ecto

r.

9

9

IV. COSTS AND FINANCING

17. The project investment cost is estimated at $108.4 million, including taxes and duties of $8.591 million.4 The total cost includes physical and price contingencies, and interest charges during implementation. 18. The Government has requested a loan of $ 60 million equivalent from ADB’s Special Funds resources to finance 55.35% of the project cost. KfW has agreed to provide a grant amounting Euro 13.00 million (equal to $ 15.9 million) which is 14.67% of the total cost. KfW cofinancing will be provided on a parallel basis. The Government of Bangladesh is to provide a matching fund of $ 32.50 million equivalent to 30% of the project cost. 19. Cost includes for infrastructure improvement and capacity building of LGI, LGED and beneficiaries in the project area. The project management components consist of procurement of consultants, project incremental staff and vehicles and equipment for the project. A detailed cost estimate for the Project is placed at Appendix 1.

Figure 1: Share of Financiers

4 The taxes on civil works ,consultants, jeep, pickup van, and furniture is calculated at 9.5%, 4.5%, 540% ,40% and

4% respectively. The tax per motor bike is BDT 5,000 only.

60.0(55%)

15.9(15%)

32.5( 30%)

ADB KfW GoB

10

A.

Detailed Cost Estimates by Expenditure Category

(In $

mill

ion

)

PROJECT COMPONENT

Foreign

Exchange

expenditure

Local

Currency

expenditure

Total cost

(in $ Million)

%age of

total cost

A Investment Cost

1C

ivil

Work

s0.0

00

88.2

14

88.2

14

81.37

2M

echanic

al E

quip

ment

0.1

30

0.6

97

0.8

28

0.76

3C

onsultants

a)

D&

S c

onsultants

3.4

68

0.0

00

3.4

68

3.20

b)

ISM

consultants

1.7

10

0.0

00

1.7

10

1.58

4C

apacity D

evelo

pm

ent

0.0

00

0.7

65

0.7

65

0.71

5.308

89.676

94.984

87.62

B Recurrent Cost

1S

ala

ries (

Pro

ject in

cre

menta

l sta

ff)

0.0

00

0.8

22

0.8

22

0.76

2E

quip

ment O

&M

0.0

00

0.3

87

0.3

87

0.36

0.000

1.208

1.208

1.11

5.308

90.884

96.192

88.73

CContingencies

1 P

hysic

al C

ontingencie

s0.0

00

4.8

10

4.8

10

4.44

2P

rice e

scala

tion

0.0

00

5.7

72

5.7

72

5.32

0.0

00

10.581

10.581

9.76

DFinancing Charges During Construction

1In

tere

st a

t 1%

of

AD

B f

und]

1.6

35

0.0

00

1.6

35

1.51

1.635

0.000

1.635

1.51

6.943

101.465

108.408

100.00

6.4

0%

93.6

0%

SUB-TOTAL (C)

SUB-TOTAL (D)

TOTAL PROJECT COST (A+B+C+D)

Sl.

SUB-TOTAL (A)

SUB-TOTAL (B)

TOTAL BASE COST (A+B)

*

Ph

ysic

al co

ntin

gen

cie

s a

t 5%

an

d p

rice

escala

tio

n a

t 6

% o

f b

ase c

ost

11

11

B. Allocation and Withdrawal of Loan Proceeds

ALLOCATION AND WITHDRAWAL OF LOAN PROCEEDS (Sustainable Rural Infrastructure Improvement Project)

CATEGORY

ADB FINANCING

Total Amount Allocated for ADB Financing

(SDR)

Number

Item Category Subcategory

Percentage and Basis for Withdrawal from the Loan

Account

1 Civil Works 28,340,000 50.37 % of total expenditure claimed

2 Equipment 351,000 66.55 % of total expenditure

claimed

3 Equipment Maintenance 249,000 100 % of total expenditure

claimed*

4 Capacity Development 249,000 50.69 % of total expenditure

claimed

5 Consulting Services 2,762,000

5A D&S Consultants 2,211,000 100 % of total expenditure

claimed*

5B ISM Consultants 551,000 50.53 %of total expenditure

claimed

6 Interest Charge 1,039,000 100 % of amounts due

7 Unallocated 5,281,000

Total 38,271,000 [* Exclusive of taxes and duties imposed within the territory of the Borrower.]

12

C.

Detailed Cost Estimates by Financier

In $

Mill

ion

Am

ount

% o

f C

ost

Cate

gory

Am

ount

% o

f C

ost

Cate

gory

Am

ount

% o

f C

ost

Cate

gory

Total Cost

{A}

{A/D

}{B

}{B

/D}

{C}

{C/D

}{D

}

1C

ivil

Work

s44.4

33

50.37%

13.9

20

15.78%

29.8

61

33.85%

88.2

14

2M

echanic

al and E

quip

ment

0.5

51

66.55%

--

0.2

77

33.45%

0.8

28

3C

onsultants

a)

D&

S c

onsultants

3.4

68

100.00%

-3.4

68

b)

ISM

consultants

0.8

64

50.53%

0.8

46

49.47%

-1.7

10

4C

apacity D

eve

lopm

ent

0.3

88

50.69%

0.3

77

49.31%

-0.7

65

Subtotal (A)

49.703

52.33%

15.143

15.94%

30.138

31.73%

94.984

1S

ala

ries

--

--

0.8

22

100.00%

0.8

22

2E

quip

ment

Opera

tion a

nd M

ain

tenance

0.3

87

100.00%

--

--

0.3

87

Subtotal (B)

0.387

31.99%

0.000

0.00%

0.822

68.01%

1.208

Total Base Cost (A+B)

50.090

52.07%

15.143

15.74%

30.959

32.18%

96.192

8.276

78.21%

0.757

7.16%

1.548

14.63%

10.581

1.635

100.00%

--

--

1.635

60.00

55.35%

15.90

14.67%

32.51

29.99%

108.408

55.35

29.99

100.00

14.67

D. Financing charges during

Implementation

Total Project Cost (A+B+C+D)

% Total Project Cost

B. Recurrent Costs

ADB

C. Contingencies

GoB

A. Investment Costs

KfW

PROJECT COMPONENT

13

13

D.

Detailed Cost Estimates by Outputs/Components

In

$ M

illion

Amount

% o

f C

ost

Cate

gory

Amount

% o

f C

ost

Cate

gory

Amount%

of C

ost

Cate

gory

Amount

% o

f C

ost

Cate

gory

A. Investment Cost

1Civil Works

a)

Impro

vem

ent

of U

pazila R

oads (

UZR

),55.7

97

55.7

97

67

.01

%-

-

-

b)

Impro

vem

ent

of U

nio

n R

oads (

UN

R)

6.5

22

6.5

22

7

.83

%-

-

-

c)

Str

uctu

res (

Culv

ert

s o

n U

ZR

& U

NR

)17.7

72

17.7

72

21

.34

%-

-

-

d)

Impro

vem

ent

of G

row

th C

ente

rs/

Rura

l M

ark

ets

i)

Gro

wth

Cente

rs/

Rura

l M

ark

ets

& W

MS

4.6

67

-

4.6

67

94

.29

%-

-

ii)

Piloting o

f R

ura

l W

ate

r S

upply

0.2

39

-

0.2

39

4.8

3%

-

-

iii) P

iloting o

f R

enew

able

Energ

y0.0

43

-

0.0

43

0.8

8%

-

-

e)

Incentive

based Infrastr

uctu

re for

UP

1.0

00

1.0

00

1

.20

%-

-

f)Land a

cquis

itio

n a

nd/o

r P

AP

com

pensation

0.4

35

0.4

35

0

.52

%-

-

g)

Tre

e P

lanta

tion

on r

ura

l ro

ads

1.7

39

1.7

39

2

.09

%

-

-

-

2Mechanical Equipment

a)

Vehic

les a

nd E

quip

ment

i)

Offic

e E

quip

ment

0.2

46

-

-

-

0.2

46

3.4

2%

ii)

Pro

ject

Vehic

le0.3

04

-

-

-

0.3

04

4.2

2%

b)

CD

ST (

Duty

and T

axes)

0.2

77

-

-

-

0.2

77

3.8

4%

3Consultants

i)

Desig

n &

Superv

isio

n C

onsultants

3.4

68

-

3.4

68

48

.07

%

ii)

Institu

tional S

upport

& M

onitoring C

onsultants

1.7

10

-

-

1.7

10

23

.70

%

4Capacity Development

-

i)

Tra

inin

g for

LG

ED

Engin

eers

0.1

54

-

-

0.1

54

20

.16

%

-

ii)

F

or

LG

I (U

nio

n P

arishad p

ers

onnel)

0.2

33

-

-

0.2

33

30

.53

%

-

iii)

For

Gender

deve

lopem

nt

0.1

83

-

-

0.1

83

23

.88

%

-

iv)

Envi

ronm

em

t &

Clim

ate

Change

0.1

94

-

-

0.1

94

25

.43

%

-

Sub-Total (A)

94.9

84

B. Recurrent Cost

-

1S

ala

ries (

Pro

ject

incre

menta

l sta

ff)

0.8

22

-

-

-

0.8

22

11

.39

%

2E

quip

ment

O&

M

0.3

87

-

-

-

0.3

87

5.3

6%

Sub-total (B)

1.208

96.192

83.2

65

100.00%

4.9

49

100.00%

0.7

65

100.00%

7.2

14

100.00%

Tota

l B

ase C

ost

(Inve

stm

ent

& R

ecurr

ing)

96.1

92

88.73%

Contingencie

s

10.5

81

9.76%

Fin

ancin

g C

harg

es d

uring C

onstr

uction

1.6

35

1.51%

Total Project Cost (A+B+C+D)

108.408

100.00%

Component 2

Upgraded Rural Mkts.

C D

Component 3

Capacity Building

Project Management

Support

Total Base Cost (A+B)

A+

B

Sl.

PROJECT COMPONENT

Total

Cost

Component 1

Improved Rural Rds.

14

E.

Detailed Cost Estimates by Year

Total Cost

Year 1

Year 2

Year 3

Year 4

Year 5

Year 6

2011

2012

2013

2014

2015

2016

1C

ivil

Work

s88.2

14

-

13

.232

17.6

43

2

2.0

53

22.0

53

13

.232

2M

ech

an

ical a

nd E

quip

men

t0.8

28

0.8

28

-

-

-

-

-

3C

on

sulta

nts

a)

D&

S c

onsu

ltants

3.4

68

0.7

71

0.7

71

0.7

71

0.7

71

0.3

85

b)

ISM

consu

ltants

1.7

10

0.3

80

0.3

80

0.3

80

0.3

80

0.1

90

4C

ap

aci

ty D

eve

lopm

ent

0.7

65

-

-

0.2

55

0.2

55

0.2

55

Subtotal (A)

94.984

0.828

14.383

19.048

23.459

23.459

13.807

1S

ala

ries

0.8

22

0.0

82

0

.164

0.1

64

0.1

64

0.1

64

0.0

82

2E

quip

men

t O

pe

ratio

n a

nd M

ain

ten

ance

0.3

87

0.0

64

0

.064

0.0

64

0.0

64

0.0

64

0.0

64

Subtotal (B)

1.208

0.147

0.229

0.229

0.229

0.229

0.147

Total Base Cost (A+B)

96.192

0.974

14.611

19.277

23.688

23.688

13.954

10.581

1.0

58

2

.116

2.1

16

2.1

16

2.1

16

1.0

58

1.635

0.0

54

0

.300

0.4

80

0.3

60

0.3

00

0.1

41

108.408

2.09

17.03

21.87

26.16

26.10

15.15

In $

Mill

ion

PROJECT COMPONENT

13.98

20.18

24.13

24.08

1.92

15.71

% Total Project Cost

100%

Total Project Cost (A+B+C+D)

A. Investment Costs

B. Recurrent Costs

D. Financing Charges During

Implementation

C. Contingencies

15

F. Contract and Disbursement S-curve

0

20

40

60

80

100

120

2011 2012 2013 2014 2015 2016

Year

Amount in Million USD

Contract

Disbursement

16

G. Fund Flow Diagram

ASIAN DEVELOPMENT BANK

Imprest Account

held in Bangladesh Bank or any commercial bank

For local payment, Bangladesh Bank

Disburse to PD's Account

PD disburse fund to District Executive Engineers office for payments at the field

level contractors, suppliers

Amount to be disbursed Based on the currencies of disbursement upon request made by PD to ADB

For external payment like, payment to expat consultants, foreign supplier

i.e. in currencies other than BDT

Payments to local consultants, suppliers,

service providers, contractors, etc.

17

V. FINANCIAL MANAGEMENT

A. Financial Management Assessment

20. To assess the capacity of fiduciary management of LGED a survey was conducted through consulting accounts and audit files, interview of the project officials of RIIP and RIIP-II and administering questionnaire. The finding reveals that LGED is capable of managing financial information required by the development partners and Government as well. LGED and Bangladesh Bank have implemented numerous donor assisted projects including the ADB supported similar projects, like RIIP 1, RIIP 2, etc. and have the requisite organizational structure, skills to manage financial system in order to implement the Project. B. Disbursement

21. The Loan proceeds will be disbursed in accordance with ADB’s Loan Disbursement Handbook (2007, as amended from time to time)5, and detailed arrangements agreed upon between the Government and ADB. 22. Pursuant to ADB's Safeguard Policy Statement (2009) (SPS)6, ADB funds may not be applied to the activities described on the ADB Prohibited Investment Activities List set forth at the SPS. All financial institutions will ensure that their investments are in compliance with applicable national laws and regulations and will apply the prohibited investment activities list (SPS Appendix 5) to subprojects financed by ADB. 23. To ensure effective project implementation and timely disbursement, immediately after loan effectiveness the Government will establish imprest accounts for the Project in Bangladesh Bank or any other commercial bank as agreed upon for PMO. To access imprest account funds, PMU and Bangladesh Bank will be responsible for (i) preparing disbursement projections, (ii) collecting supporting documents, (iii) preparing withdrawal applications and (iv) sending them to ADB in accordance with ADB’s Loan Disbursement Handbook (2007, as amended from time to time). 24. The statement of expenditure (SOE) procedure will be adopted to facilitate reimbursement and liquidation. The imprest accounts and SOE procedure will be established, maintained, and audited in accordance with ADB’s Loan Disbursement Handbook. The initial amount to be deposited into the imprest accounts, collectively, will not exceed the estimated expenditures for the next 6 months, or 10% of the loan amount, whichever is lower. The SOE procedure is applicable for reimbursing eligible expenditures or any individual payment not exceeding $100,000 and liquidating advances provided in the imprest accounts. 25. The request for initial advance to the imprest account should be accompanied by an Estimate of Expenditure Sheet7 setting out the estimated expenditures for the first six (6) months of project implementation, and submission of evidence satisfactory to ADB that the imprest account has been duly opened.

5 Available at: http://www.adb.org/Documents/Handbooks/Loan_Disbursement/loan-disbursement-final.pdf

6 Available at: http://www.adb.org/Documents/Policies/Safeguards/Safeguard-Policy-Statement-June2009.pdf

7 Available in Appendix 29 of the Loan Disbursement Handbook.

18

26. No disbursement will be made into imprest accounts of the Project until a project director with the requisite skills, experience and capacities necessary for the Project and satisfactory to ADB has been appointed and the PMU has been established and made operational in a manner satisfactory to ADB. 27. For every liquidation and replenishment request of the imprest account, the borrower will furnish to ADB (a) Statement of Account (Bank Statement) where the imprest account is maintained, and (b) the Imprest Account Reconciliation Statement reconciling the above mentioned bank statement against the executing agency’s records.8 28. SOE records should be maintained and made readily available for review by ADB's disbursement and review mission or upon ADB's request for submission of supporting documents on a sampling basis, and for independent audit.9 29. Before the submission of the first withdrawal application, the borrower should submit to ADB sufficient evidence of the authority of the person(s) who will sign the withdrawal applications on behalf of the borrower, together with the authenticated specimen signatures of each authorized person. The minimum value per withdrawal application is US$100,000, unless otherwise approved by ADB. The borrower is to consolidate claims to meet this limit for reimbursement and imprest account claims. Withdrawal applications and supporting documents will demonstrate, among other things that the goods, and/or services were produced in or from ADB members, and are eligible for ADB financing. 30. In addition to imprest fund and SOE procedures, the executing agency may also use any of the following disbursement procedures: 10

(i) Direct payment procedure, where ADB, at the executing agency’s request, pays a designated beneficiary directly (Chapter 7 of the Loan Disbursement Handbook provides details). This procedure is used mainly for payments of large contracts, progress payments, consultants’ fees, or procurement of goods;

(ii) Reimbursement procedure, where ADB pays from the loan account to the Government’s account or, in some cases, to the project account for eligible expenditure which have been incurred and paid for by the project out of its budget allocation or its own resources (Chapter 9 of the Loan Disbursement Handbook provides details). This payment procedure is commonly used for local currency costs, petty purchases and small works; and

(iii) Commitment procedure, where ADB at the executing agency’s request, provides a irrevocable undertaking to reimburse a commercial bank for payments made or to be made to a supplier against a letter of credit financed from the loan account (Chapter 8 of the Loan Disbursement Handbook provides details). This procedure is used mainly for payments of importation costs of goods.

8 Follow the format provided in Appendix 30 of the Loan Disbursement Handbook.

9 Checklist for SOE procedures and formats are available at:

http://www.adb.org/documents/handbooks/loan_disbursement/chap-09.pdf http://www.adb.org/documents/handbooks/loan_disbursement/SOE-Contracts-100-Below.xls http://www.adb.org/documents/handbooks/loan_disbursement/SOE-Contracts-Over-100.xls http://www.adb.org/documents/handbooks/loan_disbursement/SOE-Operating-Costs.xls http://www.adb.org/documents/handbooks/loan_disbursement/SOE-Free-Format.xls

10 Available at: http://www.adb.org/documents/handbooks/loan_disbursement/chap-06.pdf

19

C. Accounting

31. LGED and PMO will maintain separate project accounts and records by funding source for all expenditures incurred on the Project. Project accounts will follow international accounting principles and practices. Government's accounting laws and regulations. PMO will be assigned sufficient and qualified accounting staff, including a planning and budget officer and an accounts officer. D. Auditing

32. LGED and PMO will cause the detailed consolidated project accounts to be audited in accordance with International Standards on Auditing and/or in accordance with the Government's audit regulation by an auditor acceptable to ADB (where applicable) (in this case FAPAD may act as government auditor). The audited accounts will be submitted in the English language to ADB within 6 months of the end of the fiscal year by the executing agencies. The annual audit report will include a separate audit opinion on the use of the imprest accounts and the SOE procedures. The Government and LGED have been made aware of ADB’s policy on delayed submission, and the requirements for satisfactory and acceptable quality of the audited accounts. ADB reserves the right to verify the project's financial accounts to confirm that the share of ADB’s financing is used in accordance with ADB’s policies and procedures.

VI. PROCUREMENT AND CONSULTING SERVICES

A. Advance Contracting

33. ADB may, subject to its policies and procedures, allow on request advance contracting of civil works, equipment and materials, and consulting services. Any approval of advance contracting financing will not constitute a commitment by ADB to finance the project.

B. Procurement of Goods, Works and Consulting Services

34. Procurement. Goods, services, and civil works financed by ADB will be procured following ADB’s Procurement Guidelines (2010, as amended from time to time). All civil works contracts will be through national competitive bidding, if acceptable to ADB, as those are series of small-value works and widely dispersed and foreign contractors are unlikely to be interested in bidding. To ensure efficiency and economy in contract administration, small contracts for roads and related improvement works at various construction sites can be grouped together to obtain higher value. ADB’s community participation procurement method will be followed to engage local communities in infrastructure development (in accordance with ADB Procurement Guidelines, 2010). LGED has implemented many ADB funded projects including five similar rural infrastructure projects. The mission assessed LGED’s procurement capacity in implementing these five projects and through procurement assessment questionnaire. LGED’s procurement capacity seems satisfactory.

35. Consulting services. Consultants, in two packages, through consulting firms, will be recruited following ADB’s Guidelines on the Use of Consultants (2010, as amended from time to time). The first package will consist of design, supervision, and monitoring consultants of 1,416 person-months. The second package will provide institutional support, socio-economic monitoring and capacity building consisting of 276 person-months of consulting. ADB will

20

finance the entire package of design, supervision and monitoring consultants and the team leader of institutional support and capacity building, and KfW will finance the national consultants of institutional support and capacity building. The Government may undertake advance action for recruiting consultants to facilitate commencement of the Project quickly after its approval. This advance action, however, does not commit ADB to finance the Project. C. Procurement Plan

Basic Data

Project Name: Sustainable Rural Infrastructure Improvement Project Country: Bangladesh Executing Agency: Local Government Engineering

Department Loan Amount: $60 million Loan (Grant) Number: Date of First Procurement Plan: August 2010 Date of this Procurement Plan: October 2010

1. Process Thresholds, Review and 18-Month Procurement Plan

a. Project Procurement Thresholds

36. Except as the Asian Development Bank (ADB) may otherwise agree, the following process thresholds shall apply to procurement of goods and works.

Procurement of Goods and Works Method Threshold International Competitive Bidding (ICB) for Goods

Over $1,000,000

National Competitive Bidding (NCB) for Works Below $1,000,000

National Competitive Bidding for Goods Beneath that stated for ICB, Goods

Shopping for Works Below $50,000

Shopping for Goods Below $50,000

Community Participation Below $50,000

b. ADB Prior or Post Review

37. Except as ADB may otherwise agree, the following prior or post review requirements apply to the various procurement and consultant recruitment methods used for the project. Procurement Method Prior or Post Comments Procurement of Goods and Works

ICB Goods Prior

NCB Works Prior For more than $300,000

NCB Goods Prior For more than $100,000

Shopping for Goods Prior For more than $50,000

Recruitment of Consulting Firms

Quality- and Cost-Based Selection (QCBS) Prior

21

Procurement Method Prior or Post Comments

2. Goods and Works Contracts Estimated to Cost More Than $1 Million

38. The following table lists goods and works contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description

Contract Value

Procurement Method

Prequalification of Bidders (y/n)

Advertisement Date (quarter/year) Comments

None

3. Consulting Services Contracts Estimated to Cost More Than $100,000

39. The following table lists consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description

Contract Value

Recruitment Method

Advertisement Date

(quarter/year)

International or National

Assignment Comments Design & Supervision

$3.5 million

QCBS 80:20 Full

Technical Proposal

Q4/2010 International/National

Institutional Support & Monitoring

$1.7 million

QCBS 80:20 Full technical

Proposal

Q4/2010

International/National

4. Goods and Works Contracts Estimated to Cost Less than $1 Million and Consulting Services Contracts Less than $100,000

40. The following table groups smaller-value goods, works and consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description

Value of Contracts (cumulative)

Number of Contracts

Procurement / Recruitment Method

1 Comments

Upazila roads in 21 districts

$24.345million 35 NCB

Union roads $1.154 million 2 NCB

Vehicles $0.304 million 1 NCB

Office equipment $0.247 million 1 NCB

5. Indicative List of Packages Required Under the Project

41. The following table provides an indicative list of all procurement (goods, works and consulting services) over the life of the project. Contracts financed by the Borrower and others should also be indicated, with an appropriate notation in the comments section.

General Estimated Estimated Procurement Domestic Comments

22

Description Value (cumulative)

Number of Contracts

Method Preference Applicable1

Office Equipment Computers $0.174million 1 NCB Photocopiers $0.022million 1 NCB Furniture $0.051million 1 NCB Vehicles Jeep Pickup

$0.130million 1 NCB

Motorcycles $0.174million 1 NCB Civil Works Upazila roads $71.35 million 119 NCB Cost of

cross drainage structure included.

Union roads $8.74million 19 NCB GCM $4.667million 92 NCB

Rural water supply

$0.239million 3 NCB

Renewable energy

$0.043million 3 NCB

General Description

Estimated Value

(cumulative)

Estimated Number of Contracts

Recruitment Method2

Type of Proposal Comments

Design and Supervision

$3.5 million 1 International QCBS

Full

Institutional Support and Monitoring

$1.7 million 1 International QCBS

Full

6. National Competitive Bidding

a. General

42. The procedures to be followed for national competitive bidding shall be those set forth for the National Open Tendering Method in the Government’s Public Procurement Rules, 2008 (as updated and issued pursuant to the Bangladesh Public Procurement Act, 2006) with the clarifications and modifications described in the following paragraphs required for compliance with the provisions of the Procurement Guidelines.

23

b. Advertising

43. Bidding of NCB contracts estimated at $500,000 or more for goods and related services or $1,000,000 or more for civil works shall be advertised on ADB’s website via the posting of the Procurement Plan.

c. Anti-Corruption

44. Definitions of corrupt, fraudulent, collusive and coercive practices shall reflect the latest ADB Board-approved Anti-Corruption Policy definitions of these terms and related additional provisions (such as conflict of interest, obstructive practices, etc.).

d. Location of Bid Submission

45. Submission of bids to ‘primary’ and ‘secondary’ locations, or ‘multiple droppings’ of bids, shall not be required or allowed. Advertisements and bidding documents shall specify only one location for delivery of bids.

e. Rejection of All Bids and Rebidding

46. Bids shall not be rejected and new bids solicited without ADB’s and KfW’s prior concurrence.

f. Member Country Restrictions

47. Bidders must be nationals of member countries of ADB, and offered goods must be produced in member countries of ADB.

g. Lottery

48. A lottery system shall not be used to determine a successful bidder, including for the purpose of resolving deadlocks.

h. Qualification Requirements

49. A successful bidder must be determined by an assessment process that shall include the application of qualification requirements to all bids.

i. Rejection of Bids

50. A bid shall not be rejected on the grounds that its bid price is not within a percentage range above or below the contract estimate.

24

D. Consultant's Terms of Reference & Consultancy Services

51. The Consultants’ schedule for the project is given in the Table below.

Table 1: Consultant’s Schedule

Consultant Package/ No. Months

Total

Person-

months

A. Design & Supervision (D&SM)

International Consultants:

Team Leader (Project Management Adviser) 1 48 48

National Consultants:

Dy. Team Leader (Senior Road Engineer) 2 48 96

Structural/ Design Engineer 1 24 24

Hydrologist 1 24 24

Resettlement Specialist 1 24 24

Road Safety Specialist 1 24 24

Market Physical Planner 1 24 24

Quality Control Engineers 3 48 144

Field supervision Engineers 21 48 1008

Subtotal (A) 32 1416

B. Institutional Support and Monitoring (ISM)

International Consultants:

Team Leader (Project Institutional Adviser) 1 48 48

National Consultants:

Transport Economist (DTL) 1 48 48

Local Governance Specialist 1 48 48

Training Specialists 1 48 48

Gender Specialists 1 48 48

Enviroment and Climate Change Specialist 1 36 36

Subtotal (B) 6 276

Total 38 1692

Detailed ToRs of individual Consultants’ are provided in the Appendix 6 E. Incremental Project Staff 52. The LGED will appoint additional project staff for the PMO, Regional Project Office (RPO) and district offices for smooth functioning of the project. These incremental project staff will work during the project tenure. In addition, regular LGED district and Upazila staff who will also be directly involved in implementation of the project components. The list of incremental project staff is in Table 2.

25

Table 2: List of Incremental Project Staff

GoB Staff No. No. of MonthsPerson

months

A. PD's office (PMO)

1. Project Director 1 60 60

2. Executive Engineer 1 54 54

3. Assistant Engineer 3 54 162

4. Admin. Officer 1 54 54

5. Accountant 1 54 54

6. Computer Operator 3 54 162

7. Sub-Asst. Engineer (SAE) 3 54 162

8. Draftsman 1 54 54

9. Driver 2 54 108

10.MLSS 1 54 54

Sub-total 17 924

B. Regional project offices (3)

1. Deputy Project Director 3 48 144

2. Accounts Assistant 3 48 144

3. Sub-Asst. Engineer (SAE) 3 48 144

4. Computer Operator 3 48 144

5. Driver 3 48 144

6. MLSS 3 48 144

Sub-total 18 864

C. District offices (21)

1. Sub-Asst. Engineer (SAE) 21 48 1008

2. Accounts Assistant 21 48 1008

3. Work Assistant 21 48 1008

Sub-total 63 3024

TOTAL 98 4812

VII. SAFEGUARDS

53. Environment. The project’s environment category is B. An environmental assessment and review framework (EARF) and an initial environmental examination (IEE) for core subprojects have been prepared. The project is an improvement of the existing rural road network and no new road is planned, so adverse environmental impact is not expected. The potential problematic environmental issues in the construction phase include: (i) soil erosion, silt runoff and gully erosion; (ii) drainage blockage/congestion, water logging and localized flooding; (iii) surface and ground water contamination; (iv) air (dust) and noise pollution; (v) contamination from storage and transportation of construction materials; and (vi) hygiene, sanitation and safety

26

of construction workers. These effects were considered during the design stage and measures included to minimize possible adverse effects. 54. Resettlement. The Project is Category B for involuntary resettlement. However, since the scope includes only upgrading and sealing of upazila and union roads on their existing alignments, and upgrading GCM facilities, the project will involve no relocation and very little, if any, land acquisition. The rural situation of the roads means there has been no encroachment onto the right-of-way. Should small strips of land be required to facilitate shape corrections, the process of negotiated settlement will be used. A resettlement framework has been prepared for the implementation project which outlines the due diligence methodology for transparent implementation of negotiated settlement, and the triggers for preparation of a resettlement plan, as well as implementation responsibility. 55. Indigenous People. Indigenous people make up less than 2% of the population of the project districts, and have livelihoods mostly similar to the majority population. However IPs are generally poorer, with less access to land, lower educational attainment and relatively less access to resources. Other social differences, such as religion and gender relations, also prompt separate consideration of participation methods. Overall, impacts from improved road and market access will be positive only. An IP Framework has been developed which summarizes the results of IP consultations and lays out initial strategies for enhancing IP participation and realization of project benefits. Provision for development of IP plans for upazilas where IP communities are prevalent has been built into the implementation project.

VIII. GENDER AND DEVELOPMENT

56. Women's participation in and benefits from rural infrastructure will be fostered through the implementation of a gender action plan. Women’s involvement in infrastructure planning and implementation will enable them voice their needs and participate in decision-making. New jobs will be created for women in construction and maintenance and elements of core labor standard will be enforced to benefit them. Constructing women’s market section in 50 markets with about 500 shops will create business opportunities and jobs for poor women. Skills development and other training of beneficiaries and union parishad members will help in raising the return on women’s labor enabling them to influence decisions made. Over the long-run, activities addressing women’s empowerment will help to narrow the gender gap in the project areas.

27

IX. PERFORMANCE MONITORING, EVALUATION, REPORTING & COMMUNICATION

A. Project Design and Monitoring Framework

Design Summary Performance Targets

and Indicators

Data Sources and Reporting Mechanisms

Assumptions and Risks

Impact Reduced rural poverty in intervention areas

After 5 years of Project completion (2021): • Population in project

areas in poverty reduced by 6 percentage points [baseline: 42.7% (2010), source: PPTA estimates]

• Bangladesh

Bureau of Statistics reports

• Surveys of project area households

Assumptions • Stable socio- political

environment • Poverty-focused programs

continued • Project design implemented

effectively • Baseline survey completed Risks

• Major natural disasters

Outcome Widened access to economic opportunities and social services for poor and women

At the end of the Project (2016): • 4.2 million people

have all-weather access to markets and social service providers including health and education

• Average travel time

for project households to access desired markets reduced to 230,000 hours from 460,000hours

• Average transport

cost of farm produce to preferred market reduced to Taka 0.04/kg/km from Taka 0.1/kg/km

• Average annual farm

income/household increased by 49% [baseline: Tk 8,720 (2010), source: PPTA estimates]

• Income opportunities

generated for 100,000 unskilled

• Traffic data survey • Farmer surveys • Transport worker

surveys • Farmer surveys • Transport worker

surveys • Household/farmer

surveys in project areas

• Transport worker

surveys • Household surveys

of in project areas • Household surveys

of in project areas • Household surveys

data in project areas

Assumptions • Poverty-focused programs

continued • Transport services will increase

in project areas due to improved roads

• Women are forthcoming to participate in all activities

• Capacity development program for LGED and local governments strengthened

• Stable socio- political environment

Risks • Major natural disasters

28

Design Summary Performance Targets

and Indicators

Data Sources and Reporting Mechanisms

Assumptions and Risks

women • Wage differentials

between women and men reduced by 10% in project areas [baseline: 40%, Source: ILO estimates (2008)]

• Household surveys

data in project areas

Outputs A. Road Connectivity Improved B. Marketing Facilities Upgraded with Specific Provision for Women C. Rural Infrastructure Management Improved

• 700 km of Upazila roads to bituminous surface standard upgraded

• 100 km of Union roads to bituminous surface standard upgraded

• 3,270 meters of bridges/culverts on Upazila and union roads constructed

• 13,000 person years of employment created for women

• 92 GCM facilities

improved with 15% space allocation for women

• Women’s market section completed in 50 markets with about 500 shops

• Renewable energy installed in 3 GCM covering women sections

• Piped water supply installed in 3 GCM

• 1,510 LGED staff

and 5,218 union parishad members trained

• Performance-based approaches to improve union parishad governance with a focus on women’s participation introduced

• Climate change

• Project progress reports

• LGED project performance management reports

• Project progress

reports • Market Surveys • Project progress

reports • LGED project

performance management reports

Assumptions • Sufficient contractors available

in the project districts • Quality of the roads will be

maintained • Applicable labor laws complied

with Risks • Interrupted release of funds • Major natural disasters Assumptions • Micro enterprises developed

around GCM • Sufficient contractor capacity in

project districts Risks • Interrupted release of funds • Major natural disasters Assumptions • Timely recruitment and fielding

of consultants • Trained staff apply new

knowledge and skills Risk • Commitment to introduce

change and decentralization not sustained

29

Design Summary Performance Targets

and Indicators

Data Sources and Reporting Mechanisms

Assumptions and Risks

resilient rural infrastructure management plan and vulnerability mapping developed

• Awareness training on climate change and mitigation measures conducted

• Sustainable road maintenance plan piloted and developed

Activities with Milestones Inputs Loan

1. Preparatory Activities 1.1 Preparation of DPP - Q3 2010 1.2 Establishment of PMO - Q4 2010 1.3 Loan Effectiveness - Q1 2011 2. Project Management 2.1 Incremental Project Staff – Q2 2011 2.2 Procurement of Vehicle and Equipment – Q2 2011 2.3 Recruitment of Consultants – Q2 2011 2.4 Preparation of District-wise SAR – Q1 2012 2.5 Contract out and Construction Works Q4 2011-Q3 2016 3. Rural Infrastructure Management 3.1 Training program for LGED – Q2 2012 3.2 Capacity Building of LGIs (UP) – Q3 2012 3.3 Capacity Building of Beneficiaries – Q3 2012 3.4 Climate Change awareness training– Q3 2012 3.5 Road Safety Training – Q1 2013 3.6 Climate Change Resilient Rural

Infrastructure Management Plan – Q1 2013 3.7 Sustainable Road Maintenance Plan – Q1 2013

ADB $60.0 million _________________________ Item $ million _________________________ Civil Works 44.43 Equipment 0.55 Consulting services 4.33 Capacity development 0.39 Equipment maintenance 0.39 Financing charges 1.63 Unallocated 8.28 _________________________ Grant KfW: $15.9 million _________________________ Item $million _________________________ Civil Works 13.92 Consulting services 0.84 Capacity development 0.38 Unallocated 0.76 _________________________ Government $32.5 million

Item $ million _________________________ Civil works 29.86 Equipment 0.28 Recurrent costs 0.82 Unallocated 1.55 1,692 person-months of consulting services

ADB= Asian Development Bank, DPP= Development Project Proposal, GCM= Growth Center Market, LGED= Local Government Engineering Department, KfW= Kreditanstalt für Wiederaufbau, UP= Union Parishad, PMO= Project Management Office

30

B. Monitoring

1. Project performance monitoring

57. A project performance management system (PPMS) will be established and operated under the Project. The PPMS will be designed to support the data requirements of a fully integrated results-based management (RBM) system. Using the RBM system will ensure that deviations between the project plan and achieved results (outputs, outcomes, and impacts) are recognized by project management in a timely manner, thereby allowing effective corrective actions and decisions. The PMO will, within 6 months of loan effectiveness, conduct benchmark physical and socioeconomic surveys in each project district and submit to ADB and KfW, for their review and approval, a detailed PPMS implementation plan. Throughout project implementation, the PMO will submit annual monitoring reports to ADB and the cofinanciers.

58. Regular reviews conducted by the Government, ADB, and the cofinanciers will cover physical implementation, financial performance, the implementation of action plans, and the identification of problems that may require early attention. The Government, ADB and KfW will jointly conduct a comprehensive midterm review (MTR) in the third year of project implementation. The MTR will evaluate (i) project design, (ii) stakeholder participation, (iii) the quality of works, (iv) social and environmental impacts, (v) capacity building, (vi) compliance with loan covenants, (vii) the improvement of local governance, (viii) the effectiveness of implementation arrangements and project management structures, (ix) the attainment of operation and maintenance budget for sustainable maintenance, and (x) future implementation plans for the remaining works. The results of the MTR will guide modifications to the scope and design of the Project and, if needed, the reallocation of funds among the loan categories.

2. Compliance monitoring

59. The status of compliance, including actions taken to comply, with the loan covenants will be monitored and updated in the ADB's project performance reporting system. The monitoring mechanism will include (i) regular review and verification by the ADB project officer; (ii) field level monitoring and evaluation; (iii) monitoring and reviewing of relevant indicators in PPMS; (iv) reviewing annual audited financial statements; (v) project website access; (vi) project review missions and the mid-term review; and (vii) receipt and/or approval by ADB of required documents. The envisaged activity and target of the Gender Action Plan will be monitored by PMO and added to quarterly and annual progress reports. Updated covenants should be appended to the quarterly and annual progress reports that will be submitted by the PMO.

Table 3: Potential Monitoring Indicators

Monitoring Issues

Monitoring Indicators

Budget and Time frame

• Have all land acquisition and resettlement staff been appointed and mobilized for field and office work on schedule? • Have capacity building and training activities been completed on schedule?

• Are resettlement implementation activities being achieved against agreed implementation plan?

• Are funds for resettlement being allocated to resettlement agencies on time?

• Have resettlement offices received the scheduled funds?

31

• Have funds been disbursed according to RPs? • Has all land been acquired and occupied in time for project Implementation?

Delivery of AP Entitlements

• Have all APs received entitlements according to numbers and categories of loss set out in the entitlement matrix?

• Have APs received payment on time? • Have all APs received agreed resettlement benefits as per schedule of payment? • How many affected households relocated and built their new structure at new location?

• How many APs are being able to purchase replacement land (homestead and agriculture)? • Are income and livelihood restoration activities being implemented as planned? • Have affected businesses received entitlements? • Have the squatters, encroachers of khas land or LGED land displaced due to the project been compensated? • Have the community structures are compensated and rebuilt at new site?

Consultation, Grievances and Special Issues

• Have resettlement information brochures/leaflets been prepared and distributed to all EPs? • Have consultations taken place as scheduled including meetings, groups, community activities? • Have any APs used the grievance redress procedures? What were the outcomes? • Have conflicts been resolved?

Benefit Monitoring

• What changes have occurred in patterns of occupation compared to the pre-project situation? • What changes have occurred in income and expenditure patterns compared to pre-project situation? • Have APs income kept pace with these changes? • What changes have occurred for vulnerable groups?

Table 4: Indicators for External Monitoring and Evaluation

Monitoring Indicators

Basis for Indicators

Basic Information on AP Households

• Location • Composition and structure, ages, educational and skill levels • Gender of household heads • Ethnic households • Access to health, education, utilities and other social services • Housing type • Land and other resource owning and using pattern • Occupations and employment patterns • Income sources and levels • Agricultural production data • Value of assets forming compensation and resettlement benefits

Reconstruction of • Were house compensation made free of depreciation, fees or transfer

32

living standards

costs to the APs? • Have APs achieved replacement of key social and cultural elements?

Reconstruction of livelihoods

• Were compensation payments free of deductions for depreciation, fees or transfer cost to the APs? • Were compensation payments sufficient to replace lost assets? • Was sufficient replacement land available of suitable standards? • If costs were involved, did the transfer and relocation are paid

C. Reporting

60. The Local Government Engineering Department will provide ADB with (i) quarterly progress reports in a format consistent with ADB's project performance reporting system; (ii) consolidated annual reports including (a) progress achieved by output as measured through the indicator's performance targets, (b) key implementation issues and solutions; (c) updated procurement plan and (d) updated implementation plan for next 12 months; and (iii) a project completion report within 6 months of physical completion of the Project. To ensure projects continue to be both viable and sustainable, project accounts and the executing agency Audited Financial Statements (AFS), together with the associated auditor's report, should be adequately reviewed. D. Stakeholder Communication Strategy

61. At project startup, LGED will disseminate information about the project to the beneficiaries through its field staff network, Union Parishads office and by holding introductory workshops for community leaders in each Upazila. 62. Different stakeholders were communicated and consulted in the different ways during preparation of the project. Moreover, during the preparation of district wise sub-projects appraisal reports the following communication strategy will be followed: 63. The stakeholders will be consulted by arranging participation of villagers to Rural Hat Bazar, helped in assessing the approximate value of goods to be traded in the market, produced by local farmers. It would also help to assess the scope and opportunities of local producers, retail sellers and whole sellers due to improved infrastructure of rural Hat Bazar. 64. The Project involving civil works to upgrade the rural roads are on the existing rights of way and usually do not require any land acquisition. However, before conducting the civil works, the local people will be consulted as part of the participatory rural appraisal by organizing of disseminating workshop and be informed about the detailed works to be carried out in the locality and different stake holder’s opinion will be given importance prior to conducting all the works. 65. Any subprojects that will entail land acquisition or any involuntary resettlement including relocation will be assed in consultation with the local people and the detailed Action Plan will be prepared in consultation with the project affected persons. For assessing the actual resettlement and relocation, the project affected persons would be consulted through stakeholders’ meeting, be organized by the consultants and project personnel 66. Prior to finalizing all sub-projects to be implemented, several meetings of different stakeholder will be conducted to assess the needs of local population in terms of various social

33

institutional supports. 67. The existing project appraisal has already assessed about the women’s situation and recommended their involvement in various income earning activities including participation to agriculture, micro-credit, health care services, trading the produced goods, assessing the wage rate for women labor force, level of literacy, participation to LCS, ownership of shops at female shopping corner, sustainability of their livelihoods etc, Involvement of women in resettlement planning, management and operation and job creation for women ensured through resettlement activity of the project. However, the detailed assessment will be done during the sub-project appraisal would include the mechanism of inclusion of most disadvantaged women folk including destitute, female headed household, vulnerable and indigenous women. 68. Assessment will be carried out for identifying the stakeholders’ grievances, if any, by consulting the affected people through participatory stakeholder consultation process. 69. Assessment of human needs by consulting different stakeholders in terms of agricultural loss, including homesteads, nature of access to growth centers and markets and related social services like hospitals and educational institutes 70. Need to consult the vehicle operating cost in terms of: operation costs of vehicles; travel time cost of passengers; accidents cost, fuel cost, registration, tax/levy cost, crew cost, maintenance cost, depreciation cost, 71. Several Participatory Planning Meetings was arranged between Stakeholders and project preparation Survey Team for assessing the local people’s opinion regarding the project. Moreover, during the sub-project appraisal, further consultation meeting will be organized for assessing the opinion of different stakeholders.

X. ANTICORRUPTION POLICY

72. ADB reserves the right to investigate, directly or through its agents, any violations of the Anticorruption Policy relating to the Project.11 All contracts financed by ADB shall include provisions specifying the right of ADB to audit and examine the records and accounts of the executing agency and all Project contractors, suppliers, consultants and other service providers. Individuals/entities on ADB’s anticorruption debarment list are ineligible to participate in ADB-financed activity and may not be awarded any contracts under the Project.12 73. Anticorruption policy of ADB (1998) will be strictly applied under the Project. ADB’s Anticorruption Policy was explained to and discussed with the LGED and Government. ADB as per policy reserves the right to investigate directly or through its agents, any alleged corrupt, fraudulent, collusive, or coercive practices related to the project. All those activities would be pursued as part of the good governance, accountability, and transparency. To support these efforts, relevant provisions of ADB’s anticorruption Policy are included in the loan regulations and the bidding documents for the project. In particular, all contracts financed by ADB and KfW in connection with the project shall include provisions specifying the right of ABD to audit and examine the records and accounts of the LGED and all contractors, suppliers, consultants, and other service providers as they relate to the project. The project will incorporate the following measures to foster anticorruption efforts:

11

Available at: http://www.adb.org/Documents/Policies/Anticorruption-Integrity/Policies-Strategies.pdf 12

ADB's Integrity Office web site is available at: http://www.adb.org/integrity/unit.asp

34

(i) To strengthen internal control, regional superintending engineer positions will be established as permanent positions, to be funded under the revenue budget, whose role is to in enhance construction quality control and effective work.

(ii) Construction supervision consultants will support LGED’s regional offices’ efforts to ensure good governance, accountability, and transparency in project operation.

(iii) An external performance audit team acceptable to the ADB will be engaged by the Government, to monitor and report on physical performance under the project.

74. LGED will implement the action plan for local governance and so empower Union Parishad officials, update rules and regulations, and enhance transparency in UP operations.

75. The PMO will make available on the LGED’s website the detailed information on the use of project funds and contracts details.

XI. ACCOUNTABILITY MECHANISM

76. People who are, or may in the future be, adversely affected by the project may address complaints to ADB, or request the review of ADB's compliance under the Accountability Mechanism.13

XII. RECORD OF PAM CHANGES

77. {All revisions/updates during course of implementation shall be retained in this Section to provide a chronological history of changes to implemented arrangements recorded in the PAM.}

13

For further information see: http://compliance.adb.org/.

Appendix 1 35

DETAILED COST ESTIMATE OF THE PROJECT

Sustainable Rural Infrastructure Improvement Project (SRIIP)

Project Cost

ADB

60.00

108.4 US $ (Million)

KfW

15.90

DETAIL COST ESTIMATES

(@ 1 US$ = Tk.69.00

GoB

32.50

= Tk.74,796lakh

Total

108.40

Sl.

PROJECT COMPONENT

Quantity

UNIT

Unit Rate

in Lakh

Taka

TOTAL Cost

(in Lakh Taka)

TOTAL Cost

(in $ Million)

% age of

total cost

A Investment Cost

1Civil Works

a)

Imp

rove

me

nt

of

Up

azi

la R

oa

ds (

UZ

R)

70

0.0

0

K

M5

5.0

0

3

8,5

00

.00

55

.797

51

.47%

b)

Imp

rove

me

nt

of

Un

ion

Ro

ad

s (

UN

R)

10

0.0

0

K

M4

5.0

0

4

,50

0.0

06

.52

2

6

.02%

c)

Str

uctu

res (

Cu

lve

rts o

n U

ZR

& U

NR

)3

,27

0

Me

ter

3.7

5

12

,26

2.5

017

.772

16

.39%

d)

Imp

rove

me

nt

of

Gro

wth

Ce

nte

rs/ R

ura

l Ma

rkets

-

i)

Gro

wth

Ce

nte

rs/

Ru

ral M

ark

ets

& W

MS

92

No.

35.0

0

3

,22

0.0

04

.66

7

4

.30%

ii) P

ilotin

g o

f R

ura

l Wa

ter

Sup

ply

3

No.

55.0

0

16

5.0

00

.23

9

0

.22%

iii)

Pilo

ting

of

Re

ne

wa

ble

En

erg

y3

No.

10.0

0

3

0.0

00

.04

3

0

.04%

e)

Ince

ntiv

e b

ase

d In

fra

str

uctu

re f

or

UP

LS

69

0.0

01

.00

0

0

.92%

f)La

nd

acq

uis

ition

and

/or

PA

P c

om

pe

nsa

tion

LS

30

0.0

00

.43

5

0

.40%

g)

Tre

e P

lan

tatio

n

on

ru

ral r

oa

ds

400

KM

3.0

0

1,2

00

.00

1.7

39

1

.60%

Sub-total Civil Works

60,867.50

88.214

81

.37%

2Mechanical Equipment

a)

Off

ice E

quip

me

nt

i) O

ffic

e C

om

pu

ter

with

Prin

ter

& a

ccessori

es

12

0.0

00

.17

4

0

.16%

ii) P

ho

tocop

ying

Mach

ine

with s

ca

nne

r &

fa

x1

5.0

00

.02

2

0

.02%

iii)

Off

ice F

urn

iture

35

.00

0.0

51

0

.05%

b)

Pro

ject V

eh

icle

i)

Je

ep 2

700

cc -

2 u

nits

30

.00

0.0

43

0

.04%

ii) P

ick-u

p v

an

(D

ou

ble

ca

bin

) 3 u

nits

60

.00

0.0

87

0

.08%

iii)

Mo

tor

Cyc

les -

10

0 u

nits

12

0.0

00

.17

4

0

.16%

c)

CD

ST

(D

uty

and

Ta

xe

s)

19

1.0

00

.27

7

0

.26%

Sub-total Mechnical Equipment

571.00

0.828

0.7

6%

36 Appendix 1

3

Consultants

a)

Desig

n &

Su

perv

isio

n C

onsultants

i)

Inte

rna

tion

al

59

6.1

60.8

64

0.8

0%

ii) N

ationa

l1,7

96.7

62.6

04

2.4

0%

b)

Institu

tional S

uppo

rt &

Mo

nitoring

Consultants

i)

Inte

rna

tion

al

59

6.1

60.8

64

0.8

0%

ii) N

ationa

l58

3.7

40.8

46

0.7

8%

Sub-total Consultants

3,572.82

5.178

4.7

8%

4Capacity Development

i)

Tra

inin

g f

or

LG

ED

Engin

eers

10

6.3

80.1

54

0.1

4%

ii) F

or

LG

I (U

nio

n P

arisha

d p

ers

onne

l)

16

1.0

80.2

33

0.2

2%

iii)

For

Ge

nder

de

velo

pe

mnt

12

6.0

00.1

83

0.1

7%

iv)

Environm

em

t &

Clim

ate

Chan

ge

13

4.2

00.1

94

0.1

8%

Sub-total Capacity Building

527.66

0.765

0.7

1%

SUB-TOTAL (A)

65,538.98

94.984

87.6

2%

B Recurrent Cost

1S

ala

ries (

Pro

ject in

cre

menta

l sta

ff)

i)

P

D's

off

ice (

1)

14

7.0

90.2

13

0.2

0%

ii) R

egio

nal off

ices -

DP

D (

3)

12

1.5

20.1

76

0.1

6%

iii)

Dis

tric

t off

ice

s -

XE

N (

21

)29

8.3

70.4

32

0.4

0%

2E

quip

men

t O

&M

26

6.7

00.3

87

0.3

6%

SUB-TOTAL (B)

833.68

1.208

1.1

1%

TOTAL BASE COST (A+B)

66,372.66

96.192

88.7

3%

CContingencies

1 P

hys

ica

l Co

ntingen

cie

s3,3

18.6

34.8

10

4.4

4%

2P

rice

escala

tion

3,9

82.3

65.7

72

5.3

2%

SUB-TOTAL (C)

7,300.99

10.581

9.7

6%

DFinancing Charges During Construction

1In

tere

st

durin

g c

onstr

uction @

1%

of

AD

B f

und]

1,1

27.8

71.6

35

1.5

1%

SUB-TOTAL (D)

1,127.87

1.635

1.5

1%

TOTAL PROJECT COST (A+B+C+D)

74,8

01.5

3

108.408

100.00%

Appendix 2 37

LIST OF SELECTED RURAL ROADS (UZR & UNR)

A.

Upazila Roads (UZR)

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UZR

1 Kushtia - 1

Dau

latpur

2503

9200

8 Naw

dapa

ra GC Dha

rmod

ah DGD m

ore

Mod

huda

ri-shea

la Natrapa

ra Goa

lgram

Katisha

kund

i R&H Bazar roa

d.

24.00

8.73

9.56

5.71

4

21.63

0 0

1

Kushtia - 2

Mirp

ur

2509

4200

9 Amla firm

RHD-Hat Boa

liaGC via

Kursha,Sutail, Malihat Bazar rd

23.15

6 1.25

15

.9

21

212.3

0 0

1

Kushtia - 3

Sad

ar

2507

9200

8 Amla firm

RHD - M

itan Hat (Part)

5.70

3.2

2.50

1

Kushtia - 4

Kum

arkhali

2507

1200

9 Kustia-Rajba

ri R&H-(fultala) samospu

r GC

6.25

1.7

0 4.55

4

15.5

0 0

1

Kushtia-4

Kho

ksha

25

0632

005

khoksha Ekterpu

r GC Bon

ogram-Katlaga

ri road

. 13

.10

3.1

0 10

9

61.4

0 0

1

2 Meh

erpu

r-1

Sad

ar

2578

7200

7 Meh

erpu

r-Dariapu

rGc-via Jada

vpur

Bidda

dfha

rpur

5.01

1.99

1.93

1.09

17

10

.54

1 1

1

3 Chu

adan

ga-1

Alamda

nga

2180

7201

0 Gho

ldari G

C - Sarajgo

nj R&H (Alamda

nga

Portion) .

8.20

7.2

0.57

0.43

8

14.2

1 2

1

Chu

adan

ga-1

Sad

ar

2152

3200

3 Nilm

onigon

j GC-Dinga

dah GC

12.00

1.80

5 0.18

10

.015

15

28

.83

0 0

1

Chu

adan

ga-2

Jibo

nnag

ar

2185

5200

7 Uthali R

&H - M

ollaba

ri-And

ulba

ria GC .

7.88

1.17

0.8

5.91

16

15

.25

4 2.52

1

4 Jhen

idah

-1

Sha

ilkup

a 24

4802

004

Bha

toi G

C-HatFazilpur GC

16.95

8.23

1.96

6 6.75

4 30

81

1

0.9

1

Jhen

idah

-2

Horinakun

du

2441

4200

4 Horinakun

du GC - Bha

banipur GC via

Naryankan

di Bazar.

12.00

2 0

10

24

86.3

0 0

1

Jhen

idah

-3

Koa

rtchan

dpur

2444

2200

6 Sab

darpur GC - Sarajgo

nj roa

d via

Bho

mrada

nga.

8.00

4

0.99

3.00

6 8

9.70

0

0 1

Jhen

idah

-4

Kaligon

j 24

4332

004

Kola GC-G

azir Bazar GC.

4.20

3.8

0 0.4

8 9.4

6 5

1

5 Mag

ura-1

Sreep

ur

2559

5200

4 Sreep

ur (Kam

arpa

ra) GC - Alypu

r RHD

road

. 5.50

4.63

0.87

0

4 29

.9

4 8

1

Mag

ura-1

Sad

ar

2555

7201

2 Katakha

li GC - Isakha

da R&H via

Rah

obda

eir UP office roa

d.

13.79

9.72

1.25

2.82

26

35

.4

12

9.5

1

Mag

ura-2

Moh

ammad

pur

2556

6201

1 Binod

pur GC-Now

para GC via Cha

wba

ria,

Hatba

ria bazar & nag

ra

15.57

9.15

0

6.42

16

60

.08

0 0

1

6 Jessore-1

Sarasha

24

1902

010

Ben

apole custom

colony -Gog

a bazar -

putkha

li BOP -Balun

dah-Jamtala roa

d.

22.20

5.2

0.25

16

.75

42

69

0 0

1

Jessore-2

Cho

wga

cha

2411

1201

0 Hakimpu

r GC - Bidha

dharpu

r.

3.80

2

0 1.8

5 54

.76

4 3.5

1

Jessore-3

Sad

ar

2414

7200

8 Cha

ndrapa

ra RHD-Hasem

pur GC -Via

Fatep

ur UP Roa

d.

10.82

1.9

6.58

2.34

3

3.88

0

0 1

38 Appendix 2

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UZR

Jessore-4

Bag

herpara

2410

9200

8 RHD at d

atarasta-narkelbaria GC via

Cha

ibaria & Agra Utta

rpara

16.10

14.52

0.75

0.83

1

46.85

32

20

1

Jessore-5

Mon

irampu

r 24

1612

017

Kasipur (Katha

ltola) - Horihorna

gor roa

d.

15.32

10.93

0 4.39

44

35

.62

0 0

1

Jessore-6

Avoynag

ar

2410

4201

1 Amtola GC- Peruli G

C Roa

d via Son

atola

Cha

ndrapu

r 12

.00

5.55

6.45

1

7 Narail-1

Kalia

2652

8200

4 Peroil H

at - Kho

roria

Bazar roa

d.

10.70

3.45

0

7.25

5

14.1

0 0

1

Narail-2

Lo

haga

ra

2655

2200

4 Siarbor GC - M

ithap

ur GC roa

d 21

.81

12.22

0.85

8.74

7

30

0 0

1

8 Nao

gaon

-1

Poo

rsha

16

4792

005

Nochn

ahar RHD-Sho

mna

gar-Borog

ramha

t-Shibp

ur GC.

13.50

8.39

0.62

4.49

46

57

.7

0 0

1

Nao

gaon

-1

Niamatpu

r 16

4692

010

Battali GC -Cho

wba

ria GC (Niamatpu

r Portion)

12.40

12.05

0 0.35

14

16

.4

3 58

1

Nao

gaon

-2

Dha

moirhat

1642

8200

7 Agrad

igun

Gc- Sital via Talan

dar BOP

7.00

1.8

0 5.20

0

0 0

0 1

Nao

gaon

-3

Bod

alga

chi

1640

6201

0 Balup

ara R&H -Gob

archap

a GC

4.10

3.7

0 0.4

0 0

0 0

1

Nao

gaon

-3

Moh

adevpu

r 16

4502

012

Moh

ishb

atha

n GC -Kha

jur R&H

4.10

4.1

0 0

5 39

.3

0 0

1

Nao

gaon

-4

Man

da

1644

7201

2 Proshad

pur GC -Jothba

zar -Ban

daikhara

GC

19.20

11.25

0 7.95

1

100.1

0 0

1

Nao

gaon

-5

Sad

ar

1646

0200

5 Hap

ania GC R&H -Katkhair GC

17.00

5.79

0

11.21

10

27.53

12

63

1

Nao

gaon

-6

Atrai

1640

3200

9 Patisar GC Sam

aspa

ra GC (Barasau

ta)

10.00

9.27

0

0.73

2

24

2 55

1

9 C.Naw

abgo

nj-

2 Nacho

l

UNR is to

be de

velope

d

C.Naw

abgo

nj-

3 Sad

ar

1706

6200

4 Dhu

lari GC -Kalinag

ar GC Via islampu

r Up

office an

d Sun

darpur up office

16.20

16.20

0.00

0.00

21

20

0.00

10

10

0.00

1

10 Joypurha

t-1

Pan

chbibi

1387

4200

5 Pan

chbibi-koria-Kha

ngoir-Atapa

ra

15.78

4.48

0

11.30

27

185

0 0

1

Joypurha

t-2

Kalai

1385

8200

7 Pun

ot Bottoli -M

oslemgo

nj.

7.55

7.55

0

0 18

17

.9

10

7.1

1

11 Rajshah

i-1

Tan

ore

1819

4201

3 Kakon

hat-Hatba

koil via Koo

ilhat

30.30

8.3

0 22

.00

46

133.5

1 40

1

Rajshah

i-1

God

agari

UNR is to

be de

velope

d

Rajshah

i-2

City Corpn

.

NA

0.00

Rajshah

i-3

Moh

anpu

r 18

1532

007

Moh

onpu

r UZ-Dho

paga

ta GCM via

Nao

naga

r 6.50

4.2

0.00

2.3

13

22.54

0 0

1

Rajshah

i-4

Bag

mara

1811

2201

2 Hatgo

ngop

ara-Kasho

rhat

5.40

5.4

0 0

5 48

.8

4 9

1

Rajshah

i-5

Puthia

1818

2202

0 Jholmolia M

ominpu

r via Sayaidpu

r Bilm

aria

10.50

6.94

3.56

1

Rajshah

i-6

Bag

ha

1811

0200

9 Arani GC-Horipur gha

t 11

.20

1.7

3.1

6.4

0 0

0 0

1

12 Natore-1

Lalpur

1694

4200

9 La

lpurGc-La

lpur Bag

ha R&H Rcad

2.41

2.41

0

0 2

4.6

0 0

1

Natore-3

Singra

1699

1201

3 Kajurtola RHD - Sha

maspa

ra GC Rd. via

Dakmon

dop ha

t 14

.90

6.64

8.26

1

Natore-4

Gurud

ashp

ur

1694

1200

6 Nazirp

ur GCM -Son

abazu R&H roa

d 5.92

2.8

0 3.12

3

11.3

0 0

1

Appendix 2 39

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UZR

13 Bog

ra - 1

Dhu

nat

1102

7200

8 Gossaibari gc-Son

ahata Gc Rd

9.80

9.08

0

0.72

11

12

5.8

2 94

.5

1

Bog

ra - 2

Shibg

onj

1109

4200

7 Shiha

li GC (Kan

tara)-Bihar GC via

Beh

amla (Part) Roa

d 3.30

2.69

0

0.61

7

22.8

2 6

1

Bog

ra - 3

Ada

mdigh

i 11

0062

011

Nashratpu

r Talora via Altafnag

ar Rd

(Ada

mdigh

i Part)

2.63

2.63

1

Bog

ra - 4

Nan

digram

11

0672

005

Pon

dit P

ukur Growth cen

tre-Kaligon

j Growth Cen

tre via mon

i nag

6.60

5

0.35

1.25

11

19

.52

1 10

1

Bog

ra - 5

She

rpur

1108

8200

9 She

rpur NHW-Ran

irhat Gc Rd(via

Pen

chulha

t&Kuchu

apara)

25.55

5 4.25

16

.30

20

41.68

6 15

.5

1

Bog

ra - 6

Sad

ar

1102

0200

7 Bag

hopa

ra NHW-G

horadh

ap GCM

3.45

3.1

0 0.35

4

12.5

5 5

1

14 Pan

chag

arh-2

Deb

igan

j 17

7342

006

Sarkarpara R&H - Kaligan

j GC

11.15

2.4

- 8.75

-

- -

- 1

15 Tha

kurgao

n-1

Sad

ar

1949

4201

2 Shibg

anj G

C - Bha

walarah

at GC Roa

d 6.20

3.80

0.00

2.40

13

50

.4

0 0

1

Tha

kurgao

n-2

Haripur

1945

1200

7 Jadu

rani GC - M

irdan

gi R&H Roa

d Via

Ban

gaon

hat (Haripur Portion)

9.22

9.22

0.00

22

60.8

0 -

1

Tha

kurgao

n-3

Pirg

onj

1948

2201

1 Bha

nga Mad

rasha RHD-Nakkati GC via

Bha

bnag

oni hat Roa

d 8.40

4.36

0.00

4.04

9

262.5

0 -

1

Tha

kurgao

n-3

Ran

isan

kail

1948

6200

9 Mird

angi hat R&H - Katihar hat Roa

d 9.20

9.00

0.00

0.20

29

14

9.6

0 -

1

16 Nilpha

mari-1

Dom

ar

UNR is to

be de

velope

d

Nilpha

mari-1

Dimla

UNR is to

be de

velope

d

Nilpha

mari-2

Nilpha

mari-S

17

3642

008

Bab

rijha

r G.C to

kachu

kata R&H via

Pan

chap

urkur G.C.

9.75

9.75

0.00

0.00

15

64

.30

0 0.00

1

Nilpha

mari-3

Kisho

rega

nj

1734

5200

2 Kisho

rego

nj GC-Borovita GC

9.89

3.89

0.00

2.32

6

10.70

1 30

.00

1

Nilpha

mari-4

Sayed

pur

1738

5200

5 NHW nea

r Majha

para-Hazarihat G.C.

10.70

3.60

0.00

7.10

21

99

.00

0 0.00

1

17 Dinajpu

r-2

Biro

l 12

7172

004

Kashida

nga GC-Ram

anag

ar Bazar via

Ziatoli Gha

t 9.45

7.75

-

1.70

-

- -

- 1

Dinajpu

r-3

Sad

ar

1276

4201

8 D.Shibp

ur- Mad

hobp

ur -Birg

aon-

Sun

darban

Roa

d 17

.00

17.00

0.00

0.00

23

47

.98

8 37

2.00

1

Dinajpu

r-4

Kha

nsam

a 12

7602

007

Pakerha

t GC to

Saidp

ur Nationa

l High Way

via Cha

mpa

rhat

7.20

7.20

-

- -

- -

- 1

Dinajpu

r-5

Fulba

ri 12

7382

005

Mad

ilaha

t GC to

Amba

ri ha

t GC Roa

d 9.90

9.90

-

- -

- -

- 1

18 Ran

gpur-1

Gan

gachara

1852

7200

4 Baithga

di GC Kochu

a GC via Shellaba

ri ha

t Roa

d 10

.65

8.31

0.00

2.34

16

81

.40

5 14

6.00

1

Ran

gpur-2

Bad

arga

nj

1850

3200

3 Nag

erha

t GC-Shyam

pur GC Via Kathe

r Brid

ge

14.10

6.84

0.00

7.26

12

47

.70

10

16.40

1

Ran

gpur-4

Kau

nia

1854

2200

3 Nab

diga

nj RK roa

d - Tep

amod

hupu

r GC

14.08

11.33

- 2.75

-

- -

- 1

Ran

gpur-5

Mithap

ukur

1855

8200

4 Borob

ola GC Afta

bgan

j GC via

2.50

2.50

-

- -

- -

- 1

40 Appendix 2

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UZR

Mad

arshag

hat

19 La

lmon

irhat-1

Hathiba

nda

1523

3200

7 Purulia GC-Cha

mterhat GC Roa

d

9.70

5.07

0 0.00

4.62

6 18

81

.70

- -

1

La

lmon

irhat-2

Aditm

ari

1520

2200

8 Bhe

laba

ri GC-Sap

tibari Z

ila Roa

d

8.72

8.72

0.00

0.00

11

21

.40

- -

1

La

lmon

irhat-3

Sad

ar

1525

5201

1 Tista ZR-M

ohen

dran

agar via Kursamari

9.35

5.97

0.28

3.10

8

71.80

- -

1

20 Kurigram-2

Fulba

ri 14

9182

003

Fulba

ri GC to

Nag

eshw

ari-F

ulba

r UZR,

Nea

r Gan

gerhat via Fulsaga

r 5.15

2.20

-

2.95

-

- -

- 1

Kurigram-3

Ulipur

1499

4201

0 Ulipur GC-Chu

niarpa

r R&H Roa

d

6.60

5.75

0.00

0.85

16

52

.90

0 0.00

1

Kurigram-4

Raw

mari

1497

9200

2 Jadu

rcha

r-Cha

r Fulba

ri gh

at via m

othe

rtila

road

8.96

7.63

-

1.33

3

24.00

3 12

9.00

1

Kurigram-4

Chilmari

1490

9200

3 Tha

na hat GC - Bazar Hat GC via Kasim

Bazar Rao

d 7.50

-

- -

- -

- -

1

Kurigram-4

Rajibpu

r 14

9082

002

Rajibpu

r GC-Baliamari G

C

5.60

1.64

-

3.96

4.00

21

.20

- -

1

21 Gaiba

ndha

-1

Sun

dargan

j 13

2912

011

Mazum

derhat GC - Nalda

ngha

G.C. R

oad

9.40

8.19

0.21

1.00

9

39.54

4 80

.00

1

Gaiba

ndha

-3

Palashb

ari

1326

7200

1 Palashb

ari U

pazila HQ- Cha

tra GC via

Kisho

rega

nj UP office

2.74

2.74

-

- -

- -

- 1

Gaiba

ndha

-5

Sag

hata

1328

8200

7 Bha

ratkha

li R&H-Nayab

anda

r-Badiakha

li GC Roa

d 10

.80

4.69

0.00

6.11

22

.00

152

0.00

1

Total UZR in 21 SRIIP

Districts 809.74 457.12

36.61

292.37

836

3,381.13 306

1,288.92

77

B.

Union Roads (UNR)

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UNR

1 Meh

erpu

r-2

Gag

ni

1578

7301

0 Raipu

r-Sho

horaba

ria Bazar via Jug

irgup

a UP

3.16

2.86

0.30

1

2 C.Naw

abgo

nj

1 Shibg

onj

1708

8302

4 Mob

arakpu

r Up off.(Tikori hat)-Dho

bra

hat (R&H)Rd

4.16

3.36

0.00

0.80

4

5.20

0

0.00

1

C.Naw

abgo

nj

2 Bho

la hat

1701

8300

2 Dalda

li UP-Barga

chi G

C Krisna

pur GPS

9.70

2.20

1.34

6.16

13

27

.30

7 56

.00

1

C.Naw

abgo

nj-

2 Nacho

l 17

0563

004

Fetap

ur UPO-M

ollikpu

r GC Roa

d

9.30

8.45

0.85

0 7.00

24

0.00

1

3 Rajshah

i-1

God

agari

1813

4302

0 God

agari U

P-Narayan

pur ha

t Road

5.50

5.00

0.00

0.50

7

9.70

11

8.00

1

4 Natore -2

Sad

ar

1696

3301

8 Halsa UP office - Borbo

ria hat via

Sayed

pur mou

r 9.00

2.50

6.50

1

Appendix 2 41

Surface Type (Km)

Existing Structure

Existing Gap

Sl. No

District &

Constituency

# Upazila

Road ID

Road Nam

e Total

Length

(Km)

Earthen

HBB/

WBM

BC

No.

Spa

n (m

) No.

Spa

n (m

)

No.

of

UNR

5 Pan

chag

arh-1

Tetulia

1779

0300

3 Bha

janp

ur GC - Burab

uri U

P Office Roa

d Via Dun

gdun

gir Hat

7.80

2.95

0.00

4.85

6

8.90

0

0.00

1

6 Nilpha

mari-1

Dom

ar

1731

5300

7 Dha

ranigo

njha

t-Harinchara UP Office

2.30

2.30

0.00

0.00

0

4.00

0

0.00

1

Nilpha

mari-1

Dimla

1731

2300

5 Dimla U.P (Post o

ffice)-Jorjigh

a bazar Rd.

3.80

3.40

0.00

0.40

0

0.00

0

0.00

1

7 Dinajpu

r-1

Kah

arole

1275

6300

2 Battolihat-Azad Kah

arole Ferry gha

t via

Muton

ihat GC

9.35

9.35

0.00

0.00

20

45

.00

0 0.00

1

Dinajpu

r-6

Gho

ragh

at

1274

3300

5 Palsha UP Baloga

ry Bazar via sona

muki

12.75

9.55

1.75

1.45

18

28

.10

2 10

1.00

1

8 Ran

gpur-3

Sad

ar

1854

9301

8 Tap

odha

n U.P. o

ffice to

Gajagh

onta GC

via Jamchow

ra Bazar

9.30

4.90

0.00

4.40

6

72.50

1 2.00

1

Ran

gpur-6

Pirg

onj

1857

6300

5 Mon

doler Bazar - Torofkamal hat via

Pan

chgh

aria UP Office

7.48

3.00

4.48

1

9 Kurigram -1

Naa

geshwari

1496

1303

0 Ram

khan

a UP Office to

And

hari ba

zar

8.40

7.27

-

1.13

5

55.00

4 4.00

1

Kurigram -2

Sad

ar

1495

2300

7 Zatiner Hat (Durga

pur Rail line)-

Mog

olba

sa UP

3.90

3.90

0.00

0.00

9

15.75

0 0.00

1

10 Gaiba

ndha

-2

Sad

ar

1322

1302

7 Boa

li UP office - Schoo

ler Bazar

2.85

2.85

0.00

1

Gaiba

ndha

-4

Gob

inda

ganj

1323

0300

6 Katab

ari U

P - Kam

dia gc (Tulot)

10.05

4.33

0.00

5.72

14

19

.90

0 0.00

1

Total of U

NR 118.80

78.17

3.94

36.69

102

298.35

49

171.00

17

Summary of UZR and UNR selected for SRIIP:

Total UZR in 21 Districts

809.74 457.12

36.61

292.37

836

3,381.13 306

1,288.92

77

Total UNR in 21 Districts

118.80

78.17

3.94

36.69

102

298.35

49

171.00

17

Total Rural Roads (UZR & UNR) in SRIIP

928.54 535.29

40.55

329.06

938

3,679.48 355

1,459.92

94

42 Appendix 3

LIST OF SELECTED GCM/ RURAL MARKETS

A. List of GC/Market in 13 Districts (in Rajshahi and Khulna Divisions)

SL

No

Name of

Union

District &

Constituen

cy

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

Khulna Division

1

Ad

ab

aria

K

ush

tia-1

D

au

latp

ur

Te

ka

la h

at/

RM

1

7

8

33

1

11

0

.16

3

2.6

8

2

na

ye

s

2

Fu

lba

ria

K

ush

tia-2

M

irp

ur

Mir

pu

r G

C

1

45

9

30

4

89

1

6.2

5

30

.11

5

0

12

.65

ye

s

3

Ba

gu

lat

Ku

sh

tia-4

K

am

ark

ha

li N

atu

ria

Ba

zar

1

25

1

00

1

25

0

.41

3

0.1

3

40

1

5.0

0

yes

4

Jo

yan

tiha

zra

K

ush

tia-4

K

ho

ksh

a

Bh

ab

anig

on

j ha

t 1

1

36

3

50

4

86

0

.20

55

3

.50

ye

s

5

Pe

rojp

ur

Me

he

rpu

r-1

S

ad

ar

Ba

rad

i G

C

1

25

0

0

25

0

3.3

9

30

.13

8

2

.00

Y

es

6

Ka

zip

ur

Me

he

rpu

r-2

G

an

gn

i S

ha

he

bn

aga

r R

M

1

80

0

0

80

0

0.0

9

28

.20

n

o

1.4

8

no

7

Ja

hal

Ch

ua

dan

ga

-1

A

lam

da

nga

M

un

sh

igo

nj G

C

1

30

0

0

30

0

21

.29

3

0.5

4

na

n

a

na

8

Ntip

ota

C

hu

ad

an

ga

-2

D

am

urh

ud

a

Ja

gon

na

thp

ur

GC

1

6

9

20

8

9

2.1

2

26

.42

n

a

na

n

a

9

Mir

zap

ur

Jh

ena

ida

h-1

S

ha

ilakup

a

Ch

ari

rbil

RM

1

3

7

50

8

7

6.1

6

29

.14

n

a

na

n

a

10

F

als

i Jh

ena

ida

h-2

H

ari

naku

nda

K

ulb

aria

B

aza

r R

M

1

88

1

23

2

11

1

.20

3

1.0

5

na

n

a

na

11

M

an

da

rba

ria

Jh

ena

ida

h-3

M

oh

ash

pu

r B

ele

ma

th

Ba

zar

RM

1

7

5

20

0

27

5

4.3

1

31

.37

n

a

na

n

a

12

K

ola

Jh

ena

ida

h-4

K

alig

an

j R

am

cha

nd

rap

ur

RM

1

1

6

40

5

6

0.0

7

24

.40

n

a

na

n

a

13

G

oe

sp

ur

Ma

gu

ra-1

S

ree

pu

r L

an

golb

an

dh

GC

1

6

63

3

75

1

03

8

16

.07

3

4.5

9

25

6

5.0

0

Ye

s

14

K

asu

nd

i M

ag

ura

-1

Sa

da

r R

am

na

ga

r ha

t 1

2

25

3

00

5

00

5

.00

2

9.8

3

25

3

.26

Y

es

15

B

ino

dpu

r M

ag

ura

-2

Ma

ha

mm

ad

pu

r B

eth

ulia

ha

t 1

2

00

2

00

4

00

5

.61

3

1.2

3

49

3

5.0

0

Ye

s

16

S

ha

rsha

Je

sso

re -

1

Sh

ars

ha

G

orp

ara

GC

1

1

55

0

1

55

0

.23

2

9.2

3

na

n

a

na

17

N

ara

yan

pu

r Je

sso

re -

2

Ch

ow

ga

ch

a

Ch

an

dpa

ra

Ba

zar

1

14

6

6

80

5

.76

2

7.6

7

na

n

a

na

18

C

hu

ram

on

ka

ti

Je

sso

re -

3

Sa

da

r C

hu

ram

on

kati

1

86

0

8

6

5.2

6

16

.50

n

a

na

n

a

19

N

ari

kelb

aria

Je

sso

re -

4

Be

gh

erp

ara

N

ari

kelb

aria

B

aza

r 1

1

5

10

2

5

1.1

0

24

.46

n

a

na

n

a

Appendix 3 43

SL

No

Name of

Union

District &

Constituen

cy

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

20

S

hya

mku

r Je

sso

re -

5

Mo

nir

am

pu

r R

ajg

onj B

aza

r 1

21

-

Je

sso

re –

6

Ab

ho

yna

ga

r N

o p

rop

osal

1

44

5

0

44

5

13

.10

2

3.6

9

na

n

a

na

22

B

aw

sh

on

a

Na

rail-

1

Ka

lia

Jo

gan

ia h

at

GC

1

2

00

8

00

1

00

0

5.5

7

32

.48

1

20

0

.15

ye

s

23

N

ald

i N

ara

il-2

L

oh

aga

ra

Mith

ap

ur

GC

1

4

00

2

00

6

00

3

.90

2

7.9

1

21

0

na

ye

s

Rajshahi Division

24

C

ha

nd

an

na

ga

r N

oa

ga

on

-1

Nia

ma

tpu

r B

en

ipuku

r h

at

/RM

1

3

05

0

3

05

0

.51

5

4.1

5

3

3.2

0

Ye

s

N

o P

rop

osa

l

No

ag

aon

-1

Po

rsh

a

0

-

- -

- -

- -

-

25

D

ha

moir

ha

t N

oa

ga

on

-2

Dh

am

oir

ha

t H

art

akid

ang

a

GC

1

2

14

0

2

14

1

.72

. 4

8.7

7

5

40

.00

Y

es

26

V

imp

ur

No

ag

aon

-3

Ma

ha

de

vpu

r S

oro

sw

atip

ur

Ha

t 1

1

78

0

0

17

80

4

.95

4

7.2

4

95

n

/a

Ye

s

27

B

ad

alg

ach

i N

oa

ga

on

-3

Ba

da

lga

chi

Ba

da

lga

chi G

C

1

15

1

20

0

35

1

5.7

5

44

.82

6

0

80

.00

Y

es

28

M

an

da

N

oa

ga

on

-4

Ma

nd

a

Fa

teh

pu

r ha

t 1

3

87

2

75

6

62

4

.90

4

2.8

0

29

S

hik

arp

ur

N

oa

ga

on

-5

Sa

da

r G

oa

li ha

t 1

6

1

30

9

1

0.6

0

33

.26

0

n

/a

Ye

s

30

S

ha

go

la

No

ag

aon

-6

Atr

ai

Bh

an

ipu

r a

ht

1

91

9

12

0

10

39

2

.51

4

2.1

0

0

80

.00

Y

es

31

S

ha

ha

ba

jpu

r N

aw

ab

go

nj-

1

Sh

ibg

on

j S

ha

ha

ba

jpu

r H

at

1

18

2

5

33

4

.50

4

1.1

2

0

0.0

0

32

Ja

mb

aria

N

aw

ab

go

nj-

2

Bh

ola

rha

t B

arg

ach

i 1

1

86

0

1

86

1

.09

5

4.9

2

10

0

.00

33

P

ab

atip

ur

Na

wa

bg

on

j-2

G

om

osta

pu

r M

alp

ur

1

35

1

5

40

0

.00

5

3.2

3

0

0.0

0

34

K

asb

a

Na

wa

bg

on

j-2

N

ach

ole

S

on

aic

han

dip

ur

GC

1

8

40

3

60

1

20

0

89

.52

4

5.6

8

4

0.0

0

35

D

eb

inag

ar

Na

wa

bg

on

j-3

S

ad

ar

Dh

ula

uri G

C

1

14

0

0

14

0

1.6

1

44

.55

36

A

yma

R

asu

lpu

r Jo

ypu

rhat-

1

Pa

nchb

ibi

Ko

ria

Ba

zar

1

14

8

55

2

03

0

.51

3

6.1

3

40

3

.50

Y

es

37

M

atr

al

Jo

ypu

rhat-

2

Ka

lai

Be

ala

R.M

. 1

1

00

4

0

14

0

1.8

1

36

.50

6

4

.10

Y

es

Su

b-t

ota

l G

C/M

ark

et

(Jo

ypu

rha

t)

2

38

P

ach

an

do

r R

ajs

ha

hi-

1

Ta

no

re

Ke

risno

pu

r M

rkt

1

1

44

0

1

44

1

.50

4

9.4

0

0.3

0

6.5

8

-

Ra

jsha

hi-

1

Go

da

ga

ri

No

Pro

posa

l 0

-

- -

- -

- -

-

-

Ra

jsha

hi-

2

City

Co

rpo

ratio

n

No

Pro

posa

l 0

-

- -

- -

- -

-

39

G

ach

igra

m

Ra

jsha

hi-

3

Mo

ho

np

ur

Sa

mp

ur

ha

t 1

1

00

1

00

2

00

0

.42

3

7.6

5

35

n

a

40

G

on

ipu

r R

ajs

ha

hi-

4

Ba

gm

ara

H

asn

ipu

r H

at

1

72

1

00

1

72

1

7.6

5

46

.43

1

66

41

Jh

alu

ka

R

ajs

ha

hi-

5

Du

rga

pu

r A

mg

ach

i ha

t 1

9

0

0

90

1

.75

3

6.6

8

6

no

t D

up

lica

te

42

B

ou

sha

R

ajs

ha

hi-

6

Ba

gh

a

Dig

ha

GC

1

1

80

2

5

20

5

1.5

0

36

.48

2

2

4.1

6

44 Appendix 3

SL

No

Name of

Union

District &

Constituen

cy

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

43

B

ilma

ria

N

ato

re-1

L

alp

ur

Be

elm

ari

a m

kt.

1

3

13

0

3

13

0

.91

3

6.4

4

80

4

.00

Y

es

44

B

oro

hash

ish

pu

r N

ato

re-2

S

ad

ar

Sh

an

korv

ag

hat

1

40

0

0

40

0

0.6

6

33

.44

0

2

.85

Y

es

45

Ja

mto

li N

ato

re-3

S

ing

ra

Ja

mto

li H

at

(ma

rke

t)

1

50

0

0

50

0

8.1

1

42

.64

1

8

0.0

0

OK

46

B

ara

igra

m

Na

tore

-4

Ba

raig

ram

B

ah

ima

li h

at

1

24

8

20

0

44

8

0.8

1

40

.26

3

Ye

s

47

Jo

rgach

ia

Bo

gra

-1

So

na

tala

K

ara

maja

ha

t 1

1

37

1

00

2

37

0

.41

3

5.2

7

12

1

.50

Y

es

48

A

tmu

l B

og

ra-2

S

hib

gon

j V

air

Puku

r ha

t 1

3

5

15

0

18

5

6.8

0

37

.67

7

n

/a

Ye

s

49

S

an

taha

r B

og

ra-3

A

da

mdig

hi

Ha

lalia

Ha

t 1

1

33

0

1

33

1

.79

2

7.6

1

nil

3.6

0

no

50

B

ha

tgra

m

Bo

gra

-4

Na

nd

igra

m

Ch

akla

ma

ha

t 1

2

63

0

2

63

7

.23

3

3.7

5

6

1.5

0

Ye

s

51

K

ale

rpa

ra

Bo

gra

-5

Dh

un

at

So

nm

ua

hat

1

54

1

70

2

24

4

.03

3

7.6

0

1

3.8

5

no

52

G

aku

l B

og

ra-6

S

ad

ar

Ch

an

dm

uh

a

1

19

2

60

2

52

1

.57

2

1.4

7

5

24

2.7

5

Ye

s

53

D

ha

khin

pa

ra

Bo

gra

-7

Ga

bta

li D

ha

khin

pa

ra

ma

rke

t 1

7

5

0

75

2

2.7

7

27

.20

2

4

5.0

0

Ye

s

TO

TA

L G

CM

in

13

dis

tric

ts (

Ra

jsha

hi a

nd

Kh

uln

a D

ivis

ion

s)

53

B. List of GC/Market in 8 Districts (in Rangpur Division)

SL

No Name of

Union

District &

Constituency

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

Rangpur Division

1

Tir

no

iha

t

Pa

ncha

ga

rh-1

T

etu

lia

Tir

no

iha

t 1

8

0

0

80

0

.11

3

3.1

8

0

- Y

es

2

Sa

lda

ng

a

Pa

ncha

ga

rh-2

D

eb

igan

j D

hu

laza

ri H

at

1

20

0

0

20

0

0.0

4

40

.52

1

-

No

3

Ba

ng

ha

ri

Pa

ncha

ga

rh-2

B

od

a

Ta

pu

ku

ria h

at

1

40

6

2

10

2

0.1

4

35

.13

1

8

- Y

es

4

Ru

hia

T

ha

ku

rga

on

-1

Sa

da

r R

am

na

th (

GC

) 1

2

79

0

2

79

1

0.1

2

34

.59

3

8

- Y

es

5

Ha

rip

ur

Th

aku

rga

on

-2

Ha

rip

ur

Ha

rip

ur

Nuto

n

Ba

zar

1

10

0

0

10

0

0.2

5

44

.25

0

-

Ye

s

6

Ba

ch

or

T

ha

ku

rga

on

-3

Ra

nis

an

kail

Ka

thih

arh

at (G

C)

1

74

7

0

74

7

25

.25

4

3.2

0

11

-

Ye

s

7

.Ha

jipu

r T

ha

ku

rga

on

-3

Pir

go

nj

Ba

de

r H

at

(Ma

rke

t)

1

13

2

15

1

47

0

.26

3

9.0

3

0

- Y

es

8

Jh

una

gach

C

ha

pa

ni

Nilp

ham

ari-1

D

imla

C

ha

pa

ni h

at

1

17

3

30

0

47

3

10

.08

4

4.2

1

52

-

Ye

s

Appendix 3 45

SL

No Name of

Union

District &

Constituency

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

9

So

na

rai

Nilp

ham

ari-1

D

om

ar

Du

gd

ugi

Ba

rog

hach

a h

at

1

94

1

1

10

5

0.6

0

42

.55

1

0

- Y

es

10

C

ha

raik

ho

la

N

ilph

am

ari-2

S

ad

ar

Ba

bri

jha

r G

.C.

1

37

1

0

37

1

0.3

7

35

.67

3

0

- Y

es

11

G

ara

gra

m

Nilp

ham

ari-3

K

ish

ore

gan

j G

ara

gra

m

1

31

6

20

0

51

6

3.2

7

42

.32

5

0

- Y

es

12

K

ash

ira

mb

elp

uku

r N

ilph

am

ari-4

S

aye

dp

ur

Sh

ipa

igo

nj h

at

1

81

0

8

1

5.5

0

34

.87

1

-

Ye

s

13

S

un

da

rpu

r D

ina

jpu

r-1

K

ah

aro

le

Go

reya

GC

1

2

63

0

2

63

5

.52

4

0.9

4

20

-

Ye

s

14

S

ho

ho

rgra

m

Din

ajp

ur-

2

Bir

ol

Fu

lba

ri

1

11

1

0

11

1

8.8

5

42

.70

2

6

- N

o

15

A

ska

rpu

r D

ina

jpu

r-3

S

ad

ar

Kh

an

pu

r h

at

1

37

0

23

0

60

0

5.1

1

29

.05

0

-

Ye

s

16

B

he

rbh

eri

Din

ajp

ur-

4

Kh

an

sam

a

Da

ng

er

ha

t R

.M

1

17

9

0

17

9

1.8

1

42

.78

2

-

Ye

s

17

K

azi

ha

l D

ina

jpu

r-5

F

ulb

ari

Pu

ku

ria

hat

1

91

7

9

17

0

0.6

4

39

.11

3

0

- Y

es

18

-

Din

ajp

ur-

6

Gh

ora

gh

at

Ba

log

ari R

M

1

23

4

10

5

33

9

1.4

3

34

.33

4

2

- Y

es

19

N

aw

da

ba

sh

L

alm

on

irh

at-

1

Ha

thib

an

da

K

etk

iba

ri

1

12

2

42

1

64

1

.50

3

7.3

2

12

-

Ye

s

20

D

urg

ap

ur

La

lmo

nirh

at-

2

Ad

itm

ari

S

ha

thib

arih

at

1

60

4

0

10

0

0.9

6

36

.97

3

0

- Y

es

21

K

hu

nia

gac

h

La

lmo

nirh

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.00

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es

46 Appendix 3

SL

No Name of

Union

District &

Constituency

Name of

Upazila

Name of GC/

Market

No.

Govt.

Area

(decimal)

Private

(decimal)

Total

Area

(decimal)

Latest

Lease

Value

(Lakh Taka)

Poverty

Rate

Permanent

Shops No.

Transaction

Peak

Season

(Lakh)

Electricity

1

2

3

4

5

6

7

8

9

10

11

12

14

15

33

R

am

na

K

uri

gra

m –

4

Ch

ilma

ri

Jo

rgach

1

6

00

.00

-

60

0.0

0

32

.70

4

4.0

9

50

-

Ye

s

34

S

ree

pu

r G

aib

an

dh

a-1

S

un

da

rga

nj

Pa

nchp

ir b

aza

ar

1

- Y

es

35

G

ha

go

a

Ga

iba

ndh

a-2

S

ad

ar

Da

ria

pu

r 1

6

9

15

0

21

9

56

.13

3

7.4

0

36

H

ori

na

th-

pu

r G

aib

an

dh

a-3

P

ala

shb

ari

Ta

lukza

mira

B

aza

r 1

3

5

0

35

0

4

1.7

2

- -

Ye

s

37

F

ari

dpu

r G

aib

an

dh

a-3

S

ad

ullp

ur

Mir

pu

r K

ach

arib

aza

r 1

1

38

2

0

15

8

4

40

.99

-

- Y

es

38

D

arb

asta

G

aib

an

dh

a-4

G

ob

ind

ag

anj

Ka

takha

li B

alu

a

ha

t

1

21

6

10

0

31

6

7.5

0

37

.94

5

0

- Y

es

39

S

ha

gh

ata

G

aib

an

dh

a-5

S

ag

ha

ta

Mu

nsh

ir H

at

1

10

1

8

28

0

.01

7

- Y

es

To

tal G

CM

in

8 d

istr

icts

(in

Ran

gp

ur

Div

isio

n)

39

Summary

TOTAL GCM in 13 districts (Rajshahi and Khulna Divisions)

53

Total GCM in 8 districts (in Rangpur Division)

39

TOTAL GCM in 21 districts 92

Appendix 4 47

SELECTION AND PRIORITIZATION CRITERIA OF SUBPROJECTS A. The Sub-Projects

1. The infrastructure components of the project are mainly the following three: (i) Improvement of upazila roads (ii) Improvement of union roads and (iii) Improvement of Growth Centers/ Rural Markets

2. In addition, there is another pilot component in this project, which will be piloted in 20 unions of the project area, which is

(iv) Incentive-based Infrastructure for UPs B. Selection Criteria

3. The main prioritizing criteria for selection of the project components or the sub-projects of infrastructure investment are the following five main points: (i) economic, (ii) technical/ engineering, (iii) equity (iv) environmental and (v) Poverty and social. These criteria are discussed below.

(i) Economic criteria. The overarching criterion is that the economic internal rate of return for the selected subproject should be at least 12%.

(ii) Technical/ engineering criteria. These criteria establish the technical feasibility of constructing the subproject.

(iii) Equity criteria. The subprojects are to be distributed equitable on geographic and administrative boundaries. Each Upazila should have at least one Upazila road and/or growth center market. This criterion ensures that the development assistance is equitably distributed to all parts of the project area.

(iv) Environmental criteria. Drawn mainly from the Government’s own guidelines in project preparation, these criteria include the following: (a) no subproject will be implemented in the Sundarbans or similarly protected area; (b) the extent of no perennial water body is to be reduced below that of February 1995 as a result of the Project; (c) no registered historic building or cultural sites would be adversely affected; and (d) land acquisition should be minimal.

(v) Poverty and Social criteria. Subprojects that qualify on the basis of the first four criteria are then screened further based each subproject‘s contribution to achieving the broad goals of the Project in (a) poverty reduction, (b) expanding opportunities for women, and (c) minimizing land acquisition and resettlement.

4. The selection criteria for each of the major project components are listed below.

a. Upazila roads

These should: (i) have a high degree of connectivity; (ii) have an existing crest width of at least 4 meters for their entire length; (iii) serve educational institutions, village markets, banks, and other social

institutions; (iv) create opportunities for marketing the hinterland’s agricultural, fishery, and other

products; (v) have high potential for generating the employment of poor men and women; (vi) serve people living in relatively inaccessible, remote, and poor areas;

48 Appendix 4

(vii) connect the hinterlands with healthcare and other daily facilities; (viii) improve linkage with the regional transport network including railways and

waterways; and (ix) have minimal requirements for land acquisition and resettlement.

5. All damaged structures (bridges and culverts) on selected Upazila and Union roads will be upgraded. All other existing gaps in the selected Upazila and Union roads will be closed.

b. Union roads

(i) in general, the selection criteria for this component is similar to those for other type of rural road i.e. the upazila roads;

(ii) the union roads are selected in area, where no upazila roads were found suitable for improvement.

c. Growth centers

These should:

(i) serve relatively large populations and areas; (ii) be situated relatively distant from Upazila towns and other growth centers; (iii) have relatively high concentrations of permanent shops; (iv) serve significant education, health and other social institutions; (v) have hinterlands with diversified agriculture and various cash crops; (vi) have relatively high potential for generating employment outside of agriculture; (vii) have good communication systems and electricity connections; (viii) have scope for physical expansion; (ix) have relatively high lease value; (x) be connected to the proposed project road or any other paved road; and (xi) have available land for constructing improved market facilities.

d. Incentive-based Infrastructure for UPs;

(i) These would be selected on the basis of performance of Union Parishad, under Safety net Programme

(ii) Small infrastructures will be selected by the local committees of Union Parishad, and will be implemented through LGED.

C. Selection and Prioritization of Subprojects

6. The ‘Draft Feasibility Study Report, May 2009’ prepared by LGED was designed for 15 districts consisting of 100 upazilas. This report contained a list 600 sub-project proposals (2 UZR, 2 UNR and 2 CGM for each upazila). 7. In the beginning of project preparation, 8 more districts were included and the project coverage became 23 districts with 158 upazilas. A “Long List of Subprojects” (948 nos.) was prepared with close collaboration of LGED head office and district offices. A participatory approach, involving the local govt. institutes and local stakeholders were undertaken by the LGED and the consultants. The sub-project proposals are selected in accordance with agreed criteria. This long list included two Upazila roads, two Union roads and two Growth Center

Appendix 4 49

Markets from each of the 158 project Upazilas. Later it was found that some of the subprojects under this list were already undertaken under different ongoing or included in some forthcoming schemes of LGED. 8. Due to paucity of fund for infrastructure investment in the project, a “Revised Subprojects List” (316 nos.) was prepared with only one component from each project upazilas (158 rural roads and 158 rural markets). Later on, due to further decrease in project cost, 316 subprojects were not possible to be included in the project. Then ‘an electoral constituency’ was considered as administrative unit and only one rural road (UZR or UNR) and one rural market was selected from one electoral constituency. An electoral constituency usually is demarcated on the basis of population and consists of one or more upazilas. There are 94 constituencies in the project area of 158 upazilas. A “Second Revised Subprojects List” (186 nos.) was prepared which consisted of 94 rural roads and 92 rural markets, for 94 constituencies. No rural markets were available for development in two constituencies, one constituency being situated in Rajshahi municipal corporation area. 9. In the last leg of the project preparation, two districts were excluded from the project area and the project coverage became 21 districts and 140 upazilas, with 83 constituency. Then, the “Final Subprojects List” (94 RR + 92 GCM =186 subprojects) was prepared redistributing those subprojects among the 83 constituencies. 10. Ninety-four rural roads and 92 rural markets have been selected for improvement under the project. During project implementation, the design and supervision consultants will prepare district-wise subprojects appraisal report (SAR) for these projects. In case of necessity, they will modify the list and exclude or include new subprojects on the basis of prevailing conditions, consultation investigation and justification. 11. The subprojects lists were finalized, on the following prioritization criteria:

(i) In the original long list, the rural roads were selected on the basis of agreed criteria mentioned above, giving emphasis on connectivity. The rural markets were also taken on agreed criteria.

(ii) In the revised list, where some of the roads or markets were to be dropped from the same upazilas, the prioritization was made on the basis of connectivity of the subprojects.

(iii) In the second revised list, where some of the roads or markets were to be dropped from some upazilas, the prioritization was made on the basis of poverty ranking of the upazilas.

(iv) In the final list, where some subprojects were added in same area, the prioritization was again made on the basis of principles of equity. First equity by population of division an then equity by poverty at Upazila level.

12. The “Selected Subprojects Lists” of 94 rural roads and 92 rural markets are provided in a separate Appendixes 2 and 3. During project implementation, the Design and Supervision Consultants (D&SC) will prepare district-wise ‘subprojects appraisal report’ (SAR) for each of these projects. In case of necessity they will modify the list and exclude or include new subprojects on the basis of prevailing conditions, investigation and justification.

50 Appendix 5

DETAILED TERMS OF REFERENCE FOR CONSULTANTS

A. Consortium of international and national consultancy firms will provide consultancy

services during implementation of the SRIIP. The consultants shall perform their duties in accordance with accepted professional standards, utilizing sound international engineering, management and economic practices.

The two consultant's packages are: (i) Design & Supervision Consultancy (D&SC) (ii) Institutional Support and Monitoring Consultancy (ISMC)

Each consultant’s team will submit the following reports to LGED and the respective team leaders will be responsible for this:

(i) Inception Report within 45 days of mobilization. The report will provide details for project implementation with specific detail for the initial 12 months;

(ii) Quarterly Reports summarizing briefly the accomplishment over the previous three months including details of physical and financial progress, capacity building and training, and consultants’ activities, any issues and resolution of these, and a work plan for the following three months;

(iii) Annual Reports covering all details of the Quarterly Reports summarizing all activities to date, any issues and methods for resolution of these, and planning to achieve future implementation targets;

(iv) Mid-term Review Report which will consolidate the Annual Reports and focus on issues during implementation and a program for completion of the Project;

(v) Project Completion Report at the end of the assignment; and In addition, they will prepare operational and instructional manuals and special reports as may be reasonably required by the Project Director. B. The detailed TORs of individual consultants of D&S Consultants are provided in the

following paragraphs.

1. Team Leader (Project Management Adviser) - International Consultant (48

person-months)

The Project Management Adviser (PMA) shall be the Team Leader and shall be a qualified senior civil engineer with Masters Degree in Highway/ structural engineering with at least 15 years experience in the planning and implementation of rural infrastructure construction and maintenance works in developing countries, with proven project management skills. The TL will act as counterpart to the Project Director and will advise and assist the PMO in Dhaka. His/her duty station will be Dhaka, with frequent visit to project districts. As responsible officer of Rajshahi regional project office, 50% of his/her time will be spent at Rajshahi. He/she will be reporting to the project director and will manage the consultants’ inputs. The duties of the TL will include:

(i) Cooperate closely with the project director in planning, coordinating and monitoring project implementation;

(ii) Cooperate closely with the Team Leader of the other consultants’ group (ISMC) in the related activities;

Appendix 5 51

(iii) Prepare district-wise sub-project appraisal reports (SARs) for all the project districts, with the assistance of other D & S consultants’ team members and field level LGED officials.

(iv) Advise in the preparation of specifications in consultation with the project director, in accordance with Government requirements, the Donor’s guidelines;

(v) Advise and assist in preparing a detailed project implementation plan and Annual Plans of Operation which will include training activities, taking account of the need for timely completion of preparatory tasks, and of the construction constraints imposed by the monsoon season;

(vi) preparation of detailed budgets for all project activities, and in project financial management and control;

(vii) Advise on any modifications or additions required to standard designs and technical specifications used by LGED in order to meet project requirements, and prepare design standards for innovative activities;

(viii) Prepare a ‘Sustainable Road Management Plan’ for the project area, with assistance of other consultants, for piloting of ‘collecting road user charges’, selecting one Upazila road per division. Prepare the modus operandi of collection of toll and framework for investment.

(ix) Undertake regular field visits to all project districts to review implementation and supervision of project civil works, and contribute to resolving any issues arising;

(x) preparation of standard contract documents, contract packaging, management of survey and design consultants, tender evaluation and contract award;

(xi) Advise on land acquisition and environment and assist the ISMC team in participation, employment-generation and BME aspects of the project;

(xii) Advise and assist the specialist consultant staff, PMO staff, and LGED district and Upazila staff and ISMC staff as necessary;

(xiii) Advise on the coordination of project activities with relevant units and cells in LGED, and liaise with other donors, in order to ensure that the project contributes to strengthening institutional capability in LGED;

(xiv) Assist LGED in complying with the loan covenants; (xv) Prepare quarterly, annual and mid-term reports describing progress,

performance and future plans, and identifying any actions to be taken to ensure achievement of the project’s outputs and objectives;

(xvi) Prepare completion report at the end of assignment; and (xvii) Assist with any other duties as may be reasonably being assigned by the Project

Director and agreed with the ADB.

2. Senior Road Engineer/ Deputy Team Leader (2 nos.) (96 person-months)

The Senior Road Engineer (SRE) shall be a senior qualified civil engineer with masters in Highway/ structural engineering with 15 years extensive experience of the implementation of rural infrastructure projects in Bangladesh and, preferably, with a background in project management. The SREs will also be the Deputy Team Leaders (DTL) for the consultancy team and in the event of the absence of the TL; the senior DTL will act in his place. The two SREs will be based in two regional project offices (RPO) at Rangpur and Jessore. They will be responsible to the PMA. The SREs will support the PMA/ TL on all technical aspects of the consultants’ services. The duties of the SREs will include:

(i) Assist the PMA/TL and the project director in planning, coordinating and monitoring of project implementation, including preparation of the Annual Plans of Operations and in the preparation of detailed budgets for all project activities;

52 Appendix 5

(ii) Prepare district-wise sub-project appraisal reports (SARs) for all the districts under his region within one year of start, with the assistance of D&SC team members and field level LGED officials.

(iii) Identify project management issues arising from the monitoring of physical and financial progress, and bring these to the attention of the project director;

(iv) Assist in the development of standard designs and technical specifications for all project civil works, including the union parishad component and Rural Roads;

(v) Work with the PMO on the pre-qualification of contractors for different categories of civil works, and on up-dating the pre-qualification mid-way through the project period;

(vi) Assist the PMO to develop standard contract documents for the different categories of civil works; contract packaging, preparation of tender documents (including review of detailed engineering designs and bills of quantities, BOQ, produced by others), and evaluation of tenders, for civil works;

(vii) Undertake regular field visits to all project districts under his jurisdiction to review implementation and supervision of project civil works, and contribute to resolving any issues arising;

(viii) Review the options for contracting of ‘on-pavement’ routine maintenance of bitumen- surfaced roads, and recommend contracting system or systems to be adopted in the project districts;

(ix) Prepare procedures for the conduct of regular road condition surveys and traffic count surveys on bitumen-surfaced Upazila roads and prepare a procedure for planning the annual program of UZR periodic maintenance works under the project;

(x) Assist the PMO to monitor the progress of land acquisition, and the application and effectiveness of environmental mitigation measures;

(xi) Contribute to the training of PMO and LGED district and upazila staff on project implementation procedures and technical matters;

(xii) Assist and advise the executive engineers on allocation and management of leased construction equipment;

(xiii) Advise on the establishment of sample on-site checks of the execution of civil works (construction and maintenance), and of quality and quantity control, and provide advice on remedial actions as required;

(xiv) Assist with the certification of the due quantity and quality of all works, based on cross-checking of on-site approvals by the Field Supervision Engineers;

(xv) Assist the PMO and the executive engineers in identifying training requirements for LGED district and Upazila staff and for local contractors;

(xvi) Advise on the content and organization of training courses where necessary, and the conduct of training for LGED district and Upazila staff and for local contractors, in construction methods, on-site supervision and quality control, laboratory testing procedures, and contract management;

(xvii) Contribute to the preparation of quarterly, annual and mid-term reports, and participate in regular co-ordination meetings with project implementation staff; and

(xviii) Assist with any other duties as may be reasonably assigned by the project director and agreed with the ADB.

3. Structural/ Design Engineer (24 person-months)

Appendix 5 53

The Design/ Structural Engineer will be a qualified civil engineer with Master’s in Structural Engineering with 10 (ten years) years experience in the design of road, bridge and drainage structures. The Design Engineer will be stationed in Dhaka at the PMO. The duties will include:

(i) Liaise with the PMO, district and Upazila LGED staff and assist as required in the design of embankment, pavements and foundation of structures of all bridges.

(ii) responsible for all type of design such as road, Bridge, Culverts and drainage structures and also for growth center markets;

(iii) Report all unusual design conditions to the TL and DTLs and discuss solutions appropriate to the conditions;

(iv) Undertake special designs if necessary where standard design produced by LGED require modification;

(v) carry out any necessary changes in design during the construction period; (vi) Assist PMA/TL as necessary in all respect of design and specification; (vii) In conjunction with PMA check all designs and documents prepared for the

projects; (viii) Contribute to the training of PMO and LGED district and Upazila staff on project

implementation procedures and technical matters; (ix) Provide inputs into training course for the project as required; and (x) Support the TL in preparing the quarterly, annual, mid-term and completion

reports.

4. Hydrologist (24 person-months)

The Hydrologist will have a post-graduate qualification in a relevant branch of Water Resources Engineering or Groundwater Engineering with 10 years extensive experience in the design and supervision of hydrological structures and hydrological and meteorological data analysis. The Hydrologist will support the PMA, Design Engineer and co-ordinate with relevant units in LGED, on all hydrological aspects of the project activities. The duties of the Hydrologist will include:

(i) defining the hydrological factors to be incorporated in establishing technical criteria and preparing cost estimates for the subprojects;

(ii) Collect and analyze relevant hydrological data and in consultation with Design cell, LGED and Design Engineer, assess the requirement for additional cross-drainage capacity on project roads in order to maintain natural drainage;

(iii) Based on analysis of hydrological data, assist the Design Engineer in establishing technical design criteria for construction of roads, bridges, especially in respect of embankment design, protection measures, cross drainage capacity;

(iv) Examine the arsenic contamination in the project area and suggest methods for providing safe drinking water in the growth centers and union parishad complexes.

(v) Establish potential for erosion of all road alignments in riverine areas and assist in roadside plantation program under this project.

(vi) Any other related work, as may be advised by the PMA and the PD.

5. Resettlement Specialist(24 person-months)

The Resettlement Specialist will be a Sociologist and shall have a post-graduate degree in sociology or other relevant field of social science; with at least 7 years’ experience in sociological aspects and resettlement issues for donor-aided projects; at least 3 years’

54 Appendix 5

experience in a training role; familiarity with government departments and systems in Bangladesh; ability to communicate in English both orally and in writing. His/her duties will include:

(i) Train LGED staff including the PMO staff, and Executive Engineers based in the districts on the principles of ADB’s Resettlement Policy, and its implications on the project;

(ii) Train LGED staff at the district and upazila level, including the district sociologist and assistant engineers, and upazila engineers, community officer, sub-assistant engineer and surveyor in the policy, in processes for screening subprojects for resettlement impacts, in preparing initial social assessments for resettlements, and the need to consider options which might lessen the impacts, and in preparing resettlement plans as required and in forms suitable for approval by the ADB;

(iii) Train the PMO officials, executive engineers based in the districts, the NGO, and other relevant NGOs operating in the regions in grievance procedures and resolution;

(iv) Conduct field trips to monitor the effectiveness of training, and advise where necessary;

(v) Assist LGED in preparing full and short resettlement plans, as required; and assist in establishing a system for administering the grievance procedures.

(vi) The specialist will also act as ‘Project Sociologist’ and provide his input for BME survey and preparation of BME report by the ISMC;

(vii) Assist the D&SC team during preparation of district-wise sub-project appraisal reports (SARs) of all the proposed projects under different districts.

(viii) Advise and assist the PMO and the LGED XENs in social aspects of the implementation of the land acquisition procedures, including participation by affected persons; and

(ix) Other duties as may be identified by the Team Leaders of both the teams, in consultation with the PD.

6. Road Safety Specialist (24 person-months)

The Road Safety Specialist (RSS) shall be a senior qualified civil engineer with 15 years extensive experience of the implementation of rural safety projects in Bangladesh and, preferably, be a certified road safety auditor. The RSS will be responsible to the PIA/ Team Leader and will be based at PMO and work for both the team of consultants.

The consultant's assignment includes to:

(i) Study the prevailing accident trends at district/Upazila level project area and identify the district with highest number of road accidents.

(ii) Prepare a detailed design and cost estimates for the road safety component. (iii) Supervise the works implemented in project area and collect impact data

following the monitoring plan. (iv) Conduct road safety audit /inspection on sample roads (at least one from each

district (where work is in progress) and document the issues and the counter measures (engineering and non-engineering)

(v) Prepare quarterly road safety monitoring report of the roads inspected in concise matrix format, status of the roads safety audit conducted, follow up safeguards, issue observes, measures proposed for implementation.

Appendix 5 55

(vi) Provide training to project implementing agency in road safety auditing and implementing engineering road safety counter measures.

(vii) Conduct training workshops for stakeholders and beneficiaries on generating road safety awareness. Rigorous training will be imparted in the district with highest number of road accidents to study the impact of road safety awareness campaign on accident reduction.

(viii) Assess the impact of the proposed activities in accident reduction

7. Market Physical Planner (24 person-months)

The Market Physical Planner should have a Bachelor Degree in Architecture with 10 (ten) years of work experience, including in market planning, data collection, data analysis, preparation of master plan for markets, architectural drawings and physical planning; conduct participatory workshops to collect users views and incorporating those in designs; Ability to work independently; experience in working for rural infrastructure would be an added advantage; His/her duties and responsibilities will be:

(i) Prepare a layout plan for each growth center /rural market covering an area of 25 sq. km surrounding the market;

(ii) Detailed design for women market section, MMC office, sheds for fish, meat, vegetable market, multipurpose sheds, etc;

(iii) Prepare a drainage and sanitation lay out plan for the market; (iv) Supervise the construction of the market and (v) Any other related task assigned by the team leader.

8. Quality Control Engineer [3 nos. for 3 RPOs] (144 person-months)

Three Quality Control Engineers (QCE) will be required, one in each RPO, in Rajshahi, Jessore, and Rangpur. The QCEs will be qualified civil engineers with a minimum of 10 years professional experience in construction materials laboratory testing, quality standards and testing procedures for roads, bridges and culverts. The QCEs will be responsible to the project director and will work under the respective TL/ DTLs to provide technical supervision and advisory support to the LGED districts, to ensure that project design standards for civil works are achieved. The duties of the QCEs will include:

(i) Contribute to finalizing standard designs and technical specifications for project civil works; to establishing effective construction methods; and to defining procedures for systematic laboratory and on-site testing and checking of quality of works, including reporting procedures and corrective measures;

(ii) Inspect the existing LGED laboratories, and define any additional equipment requirements, and improvements in operational procedures and staffing, to meet project needs;

(iii) Assist the TL/ DTLs to prepare the quality control field manual; (iv) Define training requirements for LGED laboratory and field supervision staff on

testing and quality control procedures, including preparation of training materials as necessary;

(v) Contribute to the training of LGED staff and contractors on testing and quality control procedures;

56 Appendix 5

(vi) Monitor and check on a continuous basis, through regular visits and on-site inspections, the performance of laboratory and on-site testing, and advise on remedial actions;

(vii) Provide continuing advisory support, through the LGED executive engineers and Upazila engineers, to laboratory and on-site supervision staff, on improvements in quality control procedures;

(viii) Assist the PMO and the LGED executive engineers in reviewing and checking site investigations carried out by others;

(ix) Report regularly to the TL/ DTLs on quality control matters, and identify any critical issues, which require attention; and

(x) Assist with any other duties as may be reasonably assigned by the project director and agreed with the ADB.

9. Field Supervision Engineers (21 nos. for 21 districts) (1,008 person-

months)

One Field Supervision Engineer (FSE) will be stationed in each project district and will be stationed in the LGED Executive Engineer’s office. The FSEs will be qualified graduate Civil Engineers with a minimum of 8 years experience site supervision for civil engineering projects, including supervision of construction of paved roads. The FSEs will work under the respective TL/ DTLs, and will receive and apply advice from the QCEs. They will provide direct assistance to the LGED executive engineers and upazila engineers in the planning, supervision and approval of the project civil works including UZR construction and periodic maintenance, bridges and culverts, markets and other Project works. Their duties will include:

(i) Assist in preparing the detailed annual district programs for project civil works (construction and maintenance), in monitoring the progress of individual contracts, and in taking remedial action as required;

(ii) Assist in checking and supervising detailed engineering surveys and site investigations carried out by others;

(iii) Advise on determining contract packages appropriate to local contractors; (iv) Assist as necessary in expediting land acquisition procedures; (v) Advise on scheduling of use of construction equipment leased to contractors, in

order to achieve timely execution of works and efficient utilization of the equipment;

(vi) Monitor on-site material and equipment storage and handling procedures, and environmental practices, and advise on remedial actions as required;

(vii) Assist in the site supervision of all construction works to ensure that design standards and technical specifications are achieved, including use of appropriate construction methods, on-site quality control, and proper checking and measurement of quantities. Advise on remedial actions as required;

(viii) Jointly measure and check with LGED staff all works presented for payment, and jointly approve the quantity and quality of all works;

(ix) Contribute to the training of LGED district and upazila staff, and of contractors, in on-site supervision procedures, construction methods and contract management;

(x) Identify any issues related to the performance of laboratory testing which should be addressed by the QCEs; and

(xi) Report regularly to the TL/ DTLs on progress and performance of civil works, and identify any critical issues which require attention.

Appendix 5 57

C. The detailed TORs of individual consultants of ISM Consultants are provided in the following paragraphs.

1. Team Leader (Project Institutional Adviser), International Consultant (48

person-months)

The Project Institutional Adviser (PIA) shall be a qualified senior Social Scientist, with doctorate (preferably). S/He will also serve as the Team Leader of the Institutional Support and Monitoring Consultants (ISMS), and will thus oversee and provide guidance in the planning, implementation and coordination of technical assistance activities under institutional support and training. The Team Leader of ISMC will provide technical guidance and assistance to all phases of training and capacity building activities that will be carried out under the SRIIP, particularly those included in the Governance Plan and the Gender Action Plan. The PIA will have at least 12 years’ work experience in training management and participatory development. S/He should have proven track record and knowledge in participatory and contemporary training methodologies and approaches, sound knowledge of Government policies, administrative systems and procedures, and experience of working with NGOs and international agencies. The Adviser should have strong interpersonal skills and the ability to work in a multidisciplinary team. Computer skills including word processing and database software, and the ability to work independently and undertake extensive travel would be required. The Project Institutional Adviser will report to the Project Director, and will liaise regularly with the Project Management Adviser (PMA) /Team Leader of the Design and Supervision (D&S) consultants. The duties of the Project Institutional Adviser /Team Leader will include:

(i) Undertake training needs assessment of the project staff, union parishad management and staff, line agencies, NGOs, citizen groups and other interest groups at union level in conjunction with the Governance, Gender Action and Participation Plans;

(ii) Advise relevant specialists in the design and conduct of training programs and orientation curriculum employing participatory approaches, compilation of handbooks and manuals for various courses and workshops in line with the project objectives including gender and social analysis, participatory governance, resettlement planning, environmental assessments, leadership development and other social development related areas in consultation with the management and other team members;.

(iii) Ensure that poverty, social development and gender as well as environmental issues are integrated in all training/orientation programme and courses where relevant;

(iv) Arrange training/ orientation programs at various levels in collaboration with relevant team members;

(v) Co-ordinate training activities at the HQ, regional and union levels and amongst various components;

(vi) Ensure implementation and monitoring of training/ orientation activities under Gender Action Plan and Governance Plan;

(vii) Prepare a component-wise annual training plan and budget for training and orientation and integrate into the overall Project annual plan;

(viii) Act as resource person/ facilitator in different training courses; (ix) Arrange trainers’ training courses for selected SRIIP staff including women, to

develop their capacity as trainer in various relevant areas;

58 Appendix 5

(x) Collect and compile training related data/ information on a gender desegregated basis;

(xi) Evaluate the effectiveness and assess impact of training/ orientation programs both at institution and community level with gender perspectives;

(xii) Assist in assessment of capacity and selection of suitable NGOs as partners in implementation of training/capacity building activities as per Governance Plan and GAP;

(xiii) Maintain liaison with relevant national and international organizations; (xiv) Assist the DTL in preparation of the Benefit Monitoring Evaluation (BME) of the

project; and (xv) Any other related work assigned by the Project Director.

2. Transport Economist (Deputy Team Leader) (48 person-months)

The Transport Economist will have at least a Masters degree in Economics and at least 10 years experience in the field of transport economics particularly relating to rural infrastructure development. The objective of the Transport Economist is to confirm that as far as practicable, the expected economic benefits from the project eventuate. He will make intermittent inputs over the project implementation period, working in collaboration with the PMO and coordinating with the LGED MIS Cell. In conjunction with the PMO, he/she will design a system for reporting on project targets for impacts and goals per the Project Framework and develop the capacity of LGED staff to carry out assessment of project impacts and ensure that the LGED MIS provides support to this task on an ongoing basis The duties will include:

(i) Work with the PMA (Team Leader of the Design and Supervision Consultants) in determining economic feasibility of the subprojects including UZR, rural roads and other project infrastructure;

(ii) Confirm traffic volumes and modal mix through traffic surveys, determine economic and financial parameters, and assess economic benefits;

(iii) Prepare of economic profiles of project districts and the transport network, advise on the methodology to be used to determine and verify socio-economic benefits expected from the project (e.g., definition of road influence areas, bases for determining increasing yield, analyses of farm-gate pricing with and without improved infrastructure);

(iv) Estimate the net value from improvements to roads and facilities on social aspects and agricultural production;

(v) Assess financial and economic benefits of market improvement works under the project; and

(vi) Assist in the preparation and determination of economic data for input into road maintenance management systems operated by the LGED maintenance cell, and assist in operation of the system and examine outputs relative to the Project;

(vii) Develop a database for monitoring, evaluating and ranking the performance of all project union parishads in local governance and rural development management, which ranking will be used for the purpose of selecting unions for the award of matching grants;

(viii) Develop detailed methodologies, data collection instruments and analytical procedures for monitoring and evaluation (M&E) of project implementation progress in physical and financial terms, and in consultation with the BME Specialist, the overall economic and social impacts of project investments. The methodologies will build upon and improve, where applicable, those already

Appendix 5 59

developed in LGED and will be adjusted and refined as required during project implementation;

(ix) Plan and supervise the regular collection of data to monitor and evaluate the effects on traffic and the economic benefits of UZR upgrading and construction of SRRs; and the effects of market and boat-landing improvement on turnover, lease value and crop spoilage losses;

(x) Design and manage the conduct of special studies of the economic and social impacts as may be required;

(xi) develop detailed methodologies, data collection instruments, and analytical procedures for monitoring and evaluation of overall economic and social impacts of project investments.

(xii) Train BME field supervisors and LGED enumerators in data collection procedures, as required during project implementation and carry out the analysis of the BME data collected;

(xiii) Prepare a reporting schedule that facilitates the assessment of the project’s development objectives progressively and implement that approved schedule to reports progress and any issues of concern;

(xiv) Other duties as may be identified by the PIA/Team Leader in consultation with the PD.

3. Local Governance Specialist (48 person-months)

The Local Governance Specialist shall have an advanced post-graduate degree, preferably PhD in public administration or other relevant branch of social sciences; at least 15 years of experience in governance issues in public sector agencies and local government institutions with experience in participatory planning and management; sound knowledge of the central and the local government administrative systems; familiarity with the working of the government systems and procedures; good interpersonal skills to maintaining team relationship through cooperative approach; excellent written and oral communication skills in English and Bangla; and ability to take responsibility and work independently. The LG Specialist will report to the Team Leader and will work closely with other Specialists. S/He will have the following duties:

(i) Assist the Team Leader to prepare general guidelines for the LGED for participatory planning and management of rural infrastructure development and maintenance;

(ii) Overall responsibility for planning and implementation of Project activities in relation to local governance improvement, including the development and initiation of training programs for all project union parishads, and development of an overall approach to, and implementation of, more intensive training and technical support to the pilot union parishads;

(iii) Together with the Training Specialist, undertake a rapid training needs assessment as an input to the development and initiation of participatory training programs on general management principles and finance and administration for local governance (including definition of roles and responsibilities at union level), and management of rural infrastructure;

(iv) For the pilot union parishads, develop more intensive training programs on participatory processes and consultation with stakeholders, union level coordination, and coordination between upazila administration and union parishads and other stakeholders;

(v) In the pilot union parishads, provide technical assistance in setting up or activating mechanisms for project coordination and increased participation of and

60 Appendix 5

interaction with various project stakeholders, including the UDCC, and Citizens’ Forums;

(vi) Advise and recommend on relevant BME indicators for improved local governance, including level and degree of participation by gender;

(vii) Together with the TL and DTL, develop the concept of piloting of ‘imposing tolls on rural roads for sharing of maintenance expenditure’ and propose an appropriate implementation modality for discussion with LGED and relevant stakeholders;

(viii) Assist other Specialists and BME Specialist in developing an approach for participatory monitoring and evaluation (PME) in the unions and training relevant stakeholders to undertake PME as an input to the overall project PMS;

(ix) Liaise with relevant government agencies and other relevant programs at central and field level, including upazila level government officers, NGOs and other stakeholders involved in local governance sector activities; and

(x) Monitor and assess through field visits, implementation progress of Project activities in local governance improvement covering anticorruption policy of ADB/KfW, provide feedback to LGED, ADB and KfW on this matter.

4. Training Specialist (48 person-months)

The Training Specialist should have a post-graduate degree in any social science subject, preferably in development economics and planning; at least 10 years’ experience in training activities in transport sector and specific experience in training in rural infrastructure sector in Bangladesh. He should have good interpersonal skills to be able to work effectively in a team; and ability to communicate in English and Bangla both orally and in writing. He will report to the Team Leader and will have the following duties:

(i) Guide the team of consultant and manage to achieve the objectives of ISMC. (ii) Identify training needs of the Union Parishads representatives and staff, in

conjunction with other consultants on administrative, financial management, law order & judicial matters, gender issues, environment, and conduct monitoring of follow-up training activities;

(iii) Advise and coordinate with relevant experts in the design and implementation of basic training programs and orientation curriculum employing participatory approaches, compilation of handbooks and manuals for various courses in line with the project objectives;

(iv) Ensure that poverty, social development and gender as well as environmental issues are integrated in UP formal training programs and courses where related;

(v) Assist in Training Need Assessment: (TNA) of the representatives and officials of the Union Parishad, arrange formal UP training programs at various levels in collaboration with relevant team members;

(vi) Coordinate Union Parishad formal training activities at the relevant venue and ensure implementation and monitoring of formal training activities;

(vii) Supervision and monitoring of UP training programs planned and implemented. (viii) Prepare a annual training plan and budget for training and integrate into the

overall Project annual plan; (ix) Act as resource person/facilitator in formal training courses and work as a trainer

in TOT, training implementation, monitoring and reporting etc (x) Arrange training of trainers’ courses (TOT) for Implementing formal Training and

preparation of training programme, materials or modules (xi) Collect and compile training related data/information;

Appendix 5 61

(xii) Evaluate the effectiveness and assess impact of training programs with gender and environment perspectives;

(xiii) Maintain close liaison with the Project Director, the Team Leaders of D&S Consultants and relevant national and international organizations.

(xiv) Covering the training program in various sector of development such as, Union public works, conservation of environment and tree plantation, Rural water supply and satisfaction agriculture and other development works, fisheries and livestock, education, health and family planning etc.

(xv) Other duties as may be assigned by the team leader in Consultation with PD.

5. Gender Specialist (48 person-months)

The Gender Specialist will assist in the implementation of social development and gender mainstreaming activities and the Gender Action Plan. S/he will work under the direction of the Team Leader. The Gender Specialist will have the following qualifications: an advanced post-graduate degree in social science, gender and development or related fields; at least 12 years’ experience in women’s advancement, gender equality and participatory development; knowledge on contemporary gender and development programs and issues in Bangladesh and the region; knowledge of Government’s policies, administrative systems and procedures in the area of rural development and poverty reduction; experience of working with NGOs and international agencies; excellent written and oral communication skills in English and Bangla; strong interpersonal skills and ability to work in a multidisciplinary team; computer skills including word processing and database software; and ability to work independently and undertake extensive travel in the rural areas.

The Gender Specialist will be responsible to the Team Leader and will:

(i) Provide guidance in developing policy, programs and procedures of the project to implement the Gender Action Plan and poverty reduction program and enhance contribution to social development;

(ii) Assist the Training Specialist to plan, design training and orientation, prepare curriculum, deliver, monitor and evaluate training/orientation on gender and social analysis and support incorporating gender aspects in, participatory governance/ management, leadership development and other social development related training for the project staff and union;

(iii) Provide social and gender inputs for all training programme both at institution and community level;

(iv) Develop effective mechanisms to ensure participation of and regular consultation with Union Parishad including women Ward Members, NGOs and citizens, in the selection process of local infrastructure, union level planning/ management and other activities;

(v) Ensure that gender, poverty and social development issues are incorporated and implemented in all the components including infrastructure and other services, union level management and development programs;

(vi) In collaboration with the Sociologist/ Resettlement Specialist, design activities for women shop owners, LCS Groups, infrastructure maintenance groups, women ward members to ensure targeting rural poor including women;

(vii) Ensure implementation and monitoring of Gender Action Plan; (viii) In collaboration with the Local Governance Specialist ensure participation of

women ward members and citizens in UC governance in pilot areas and support implementation of the Governance Plan. Prepare criteria to address gender and social development issues in UP governance in a sustainable manner;

62 Appendix 5

(ix) Assist in installing a gender based monitoring system at all levels in collaboration with the Team Leader and DTL who will also work for Benefit Monitoring and Evaluation;

(x) Undertake and initiate research and analysis of operational strategies and impact of the project in attaining the goal of gender, poverty and social development both at project and community level;

(xi) Assist to establish linkages with different agencies and the union to ensure social services such as education, health, sanitation, family planning etc. for the rural women and men in the community;

(xii) Develop gender and development manual/guideline and gender policy for the project, review the GAP and governance plan and suggest new activities as per need;

(xiii) Assist in assessment of capacity and selection of suitable NGOs as partners in implementation of the GAP;

(xiv) Prepare a component-wise annual plan and budget for gender and development activities, and integrate in the overall annual plan of the project; and

(xv) Other duties as may be assigned by the Team Leader in consultation with the PD.

6. Environment and Climate Change Specialist (36 person-months)

The Environment and Climate Change Specialist will have appropriate Masters Degree and at least 10 years experience working on environmental and climate change issues. Preferably at least five years of this experience will have been working in the public sector. Past participation in relevant overseas studies, conferences and research will be desirable attributes The Specialist will work in collaboration with the PMU and LGED in advising LGED and Project-related staff and consultants on environmental matters including climate and disaster related risks, and suggest for possible environmental management plan and adaptation strategies and options. Specifically, the specialist will:

(i) prepare a climate change resilient infrastructure management plan, a climate vulnerability mapping of rural areas (with a focus on the project areas) as well as designing and introducing adaptation strategies for roads to improve flood and drought management;

(ii) assist in facilitating participatory planning and governance activities and the implementation of the initial environmental examination recommendations; their proposed construction technology, and project implementation plan to identify any potential adverse impacts;

(iii) identify budget needs to strengthen LGED capacity improvement program for adequate environmental monitoring and management of the project

(iv) assist the team leader in reviewing all infrastructure designs (climate resilient structure), their proposed construction technology, and project implementation plan to identify any potential adverse environmental impacts and climate risks;

(v) advise and support LGED in building in-house capacity for the training of LGED staff to carry out initial environmental examination for its projects, awareness-building of and motivating stakeholders/ beneficiaries on environmental issues;

(vi) Monitoring of EMP and compliance progress toward the expected outcomes, verify monitoring information to identify adverse environmental impacts,

Appendix 5 63

document results, identify the necessary corrective actions, and reflect them in a corrective action plan.

(vii) Periodic monitoring that describe progress with implementation of the EMP and compliance issues and corrective actions, quarterly monitoring reports for highly complex and sensitive impacts on projects. significant adverse environmental impacts and climate risks during operation, reporting will continue at the minimum on an annual basis

(viii) keep liaison with institutions responsible for climate change issues in Bangladesh as listed in the table to keep abreast all information necessary for to assist team leader in planning and designing climate resilient infrastructure for the project. S/He will keep informed the team of experts and LGED the six resilience principles and various options generated to increase resilience as identified in the report.

(ix) advise LGED on disaster risk reduction and climate change adaptation options to cope with anticipated climate change impacts;

(x) prepare guidelines and manuals in English and Bengali on climate change impacts, risks and vulnerability assessment and possible adaptation measures for mid and senior level officers of LGED as well as for field level staff;

(xi) prepare training modules and organize at least two interactive training workshops each year for each of two groups covering district level and upazila level LGED officers in the SRIIP area; and

(xii) train upazila level LGED officers as trainers for climate change impacts and adaptation strategy so that they can provide related training to stakeholders/ beneficiaries.

The Consultant’s outputs will include contributions to the Project’s milestones, relating to their expertise, including the inception, semi-annual, mid-term, final and completion reports. All consultants will integrate activities and report on implementation of the consultation and participation plan, gender action plan and core labor standard in their respective areas of work. Each individual international and domestic consultant will deliver, to the Team Leader, an inception report, regular progress reports, and a final report on the completion of his/her inputs to project implementation in accordance with his/her terms of reference. The Team Leader will determine the timing of each consultant’s outputs at the outset of their involvement with the project and deliver their reports, with comments on quality, to the PMU.

64 Appendix 6

GENDER ACTION PLAN

The objective of this gender action plan is to support the Project contributing towards reducing women’s poverty and facilitating their empowerment by creating short term and long-term economic opportunities in construction, maintenance and markets to improve their wellbeing. The GAP also aims at women’s increased mobility through use of infrastructure and facilitating their access to market, extension and social services. Further, the Project will build women’s confidence and ensure their increased participation in local government, infrastructure planning and decision making. The key areas of facilitating women’s empowerment are:

(i) access to market through the growth center markets and women market section

(WMS); (ii) employment of the poor women in construction works labor contracting societies

(LCS) and contractors; (iii) employment of the poor women in road maintenance and tree plantation

activities; (iv) women’s participation in various forums including traders’ association (TA), UP

standing committees, market water management committee etc.; (v) skills development training for female shop owners, LCS members and laborers; (vi) reduction of wage differences between men and women, aiming at enforcing

core labor standards; (vii) capacity development support for Union Parishads especially for involving

women in managing and benefiting from infrastructure; and (viii) capacity building of LGED in managing a participatory process and addressing

gender aspects in rural infrastructure. The component-wise activities are targets are given below:

Component Activity and Target

Improved Rural Roads

• Ensure 30% women participation in consultation on infrastructure planning and implementation,

• Ensure women’s employment (30% of the estimated 28,500 person years of jobs created) as laborers in Labor Contracting Societies (LCS) and with contractors in earthwork and construction of roads and markets;

• Employ 1200 women in tree plantation and road maintenance through LCS.

• Orient contractors and field staff on core labor standard, such as to employ women laborers, pay equal wage for women and men and other facilities.

• Train 1200 LCS women on routine maintenance, tree care taking etc.;

• Train 1200 LCS women on various income generating activities

• Introduce compulsory savings and open bank account for 1200 LCS women.

• Employ poor indigenous women, if living in the project area.

• Women in the markets are included in the road safety orientation

Appendix 6 65

Component Activity and Target

Improved Rural Market Infrastructure

• Construct and allocate about 500 shops in 50 GCM for women traders (allocate 1-2 shops to indigenous women, if available in the project area)

• Train 500 shop owners on business skills, shop management, MMC function and link them with traders’ association

• Earmark and allocate15% space for women vendors in open sheds to be developed in 92 GCM.

• Orient MMC and traders to support FSOs and women vendors and include them as members of traders’ associations

• Provide supports including separate toilets, safe water supply for women in the markets

• Provide solar energy and piped water supply to WMS in pilot markets

• Provide need based training to 100 FSOs

a. LGED Capacity Building

• Recruit/promote women at various levels of SRIIP Project (20%)

• Organize ToT on Gender and Development for 30 LGED staff of PMO and field

• Integrate gender issues and ways to address them in all training.

• Ensure that female represents 30% of all training courses.

• Involve district Sociologist and Upazila Community Development Officer in implementation of gender related activities in the project area.

• Identify minimum criteria for mainstreaming gender in rural infrastructure through the TA and recommend for use of all LGED RI projects

b. Local Governance

• Women UP members receive all training for LGIs.

• Promote women’s involvement in PIC at the Union level

• Involve FSOs in maintenance in management of water supply in 3 markets and renewable energy in 3 selected markets

• Encourage women for their participation in monthly ward level meetings in UPC.

• Performance-based approaches to improve UP governance with a focus on women’s participation and benefit introduced in 20 pilot Ups

c. Incentive based Infrastructure

• 20 UPs receive infrastructure support, if comply with gender-based criteria

Improved Rural Infrastructure Management

d. Climate change resilient rural infrastructure management

• Climate change awareness raising program include 30% women at the local level including female UP members

66 Appendix 6

Support for Project Management

• Provide gender consultant and financial resources for the implementation of the GAP

• Ensure that all relevant project tools, formats, documents are gender sensitive and sex disaggregated data are maintained by the project MIS.

• Conduct benefit monitoring of FSOs and LCS to assess the changes in their livelihoods and socio-economic status due to project interventions.

• Ensure gender inclusive monitoring, evaluation, and reporting with sex disaggregated data

FSO= Female Shop Owners, GAD= Gender and Development, GCM= Growth Center Market, LCS = Labor Contracting Society, LGED= Local Government Engineering Department, MMC= Market Management Committee, NGO= Nongovernment Organization, PIC= Project Implementation Committee, RI= Rural Infrastructure, ToT= Training of Trainers, UP= Union Parishad

Appendix 7 67

RURAL WATER SUPPLY IN GROWTH CENTERS

A. Background

1. Safe drinking water in sufficient quantity is a basic requirement for human life. Safe water and sanitation are also essential for the development of public health. The Government's goal is to ensure access to safe water and sanitation services to all at an affordable cost. In SRIIP, the Local Government Engineering Division (LGED) has undertaken piloting of Rural Piped Water supply in selected three growth centers in three divisions of Khulna, Rajshahi and Rangpur. This is important for supply of safe water to the users of the rural markets and for combating water-related disease the community. This component is aimed to find out a sustainable management models involving both the community and local government to operate and maintain piped water supply in rural markets where safe water availability is a problems.

2. Shallow Hand Tube Wells (SHTWs) and Deep Hand Tube Wells (DHTWs) are most common type of water supply systems for rural areas of Bangladesh. But government is not in favor of further installation of SHTWs due to (i) Emergence of arsenic in the ground water and (ii) Many Shallow aquifers no longer provide sufficient water, particularly during the dry season. Dug wells, pond sand filters, reserved surface water pond, rainwater harvesting and arsenic removal technologies are considered as alternative option for providing safe water. All these alternative options are site specific and have some limitations and can’t be considered absolute solutions. Under such situation, piped water supply using surface water or safe ground water in rural Bangladesh may be considered as long term solution.

3. In this pilot, a medium investment DTW which replicates a mini production tube well, with pumping facilities and pipe network is provided making water available to the market users and within the close proximity of the user’s households in the nearby community. The possibility of replication of such mini pipe water supply in rural Bangladesh by involving the community and the local government institute in implementation and O&M of the system will be verified under this project. Main objective of this component is to find out a sustainable piped water supply modality for growth centre/rural markets having scarcity of potable water supply source. The suitability of the system will be checked against demand, acceptability and affordability of the occupant of growth centre/rural market.

B. Objective of the Component:

(i) To supply safe drinking water to the users of selected growth centers/ rural markets with affordable cost.

(ii) Piloting rural piped water supply system in growth centre/ rural market, involving Union Parishad and local market management committee (MMC).

(iii) Mobilize community to participate in planning, construction and O&M of this mini piped water supply system.

(iv) To explore the possibility of its promotion at large scale.

C. Selection Criteria

4. The growth centre /rural market have a reasonable number of permanent shops.

(i) The growth centre suffers from water scarcity and/or water quality problem and the occupant of growth centre /rural market has the demand, affordability and willingness to pay for piped water supply system.

68 Appendix 7

(ii) Willingness of the market management committee (MMC) and the Union Parishad (UP) to manage operate and maintain the system after development.

(iii) Availability of power supply or alternate source for running of the water pump.

D. Site Selection

5. Field visits were carried out, in 9 growth centre/ rural markets from 7 districts under three divisions, for selection of 3 growth centre/rural markets for piloting mini pipe water supply system under the project. Feasible sites are selected based on primary data collected from the field through counting of permanent shops, interview with beneficiaries regarding willingness to pay, water tariff etc. Participatory group discussions were also held using structured questionnaire and checklists. Few household level surveys were also carried out to collect the baseline information regarding demand of safe potable water from mini pipe water supply system. The following 3 rural markets were selected for the pilot. At present none of the above mention growth centre/rural market has sufficient drinking water supply facility and are facing acute crisis of drinking water.

Table 1: Tentatively Selected Rural Markets for RWS Piloting

Sl. Growth Centre Union Upazila District

1 Rajgonj Bazar Jhapa Monirampur Jessore

2 Fatehpur Hat Brishnapur Manda Naogaon

3 Panchpeer Bazar Chandipur Sundargonj Gaibandah

E. Project Components

(i) Participatory meetings with Market Management Committee (MMC) (ii) Formation of Market Water Users’ Committee (MWUC) for O&M of the system. (iii) Exploratory drilling (iv) Over Head Tank (OHT) and pipe network designing (v) Construction of Production Well (PW) (vi) Construction of pump house (vii) Installation of pumping equipments (viii) Construction of OHT (ix) Installation/ laying of piped network (x) Installation of house connections and installation of public Stand Posts (xi) Training and Workshops (xii) Handing over of the system to MMC

F. Main Activities of the Pilot project

6. It is proposed to construct 3 nos. Production Tube Wells along with 3 nos. Test Tube Wells, 3 nos. overhead reservoir of capacity 50 m3 each and about 13 Km distribution pipe lines in 3 growth centre/rural markets under rural water supply component.

7. The proposed project development plan under rural water supply component will be surveyed, investigated and designed by the D&S consultants, in collaboration with local LGED officials of the upazila and district. Upazila Engineer will implement the project in field level with

Appendix 7 69

the assistance of consultant under direction/suggestion of the Executive Engineer and the Project Director.

The task of the consultants will be:

(i) Preparation of water supply master plan and design of water supply network to full fill water demand for the year up to 2025.

(ii) Design of mini pipe water supply system in the growth centre/rural market. (iii) Preparation of Detail Engineering Drawings for OHT. (iv) Preparation of O&M and a Training manual to ensure proper management of the

installed infrastructures. (v) Supervision of ongoing project intervention and preparation of progress report, as

per recommendation/suggestion of the Project Director.

G. Implementation Tasks

(i) Exploratory drilling will be carried out for each site of production well to find out suitable water bearing strata /aquifer prior to installation of production tube well.

(ii) The Consultants will be designing of network, production tube well and overhead tank for 3 growth centre/rural markets under the project.

(iii) One production tube well will be constructed in each growth centre market. The size and capacity of production well will be determined by the consultant. The unit cost of production well may vary depending on the depth and size of the well. Before construction of the production well at least 20% house connections will have to be confirmed.

(iv) Submersible pump and motor will be purchased and installed and commissioned. (v) Pipe network of different diameter will be installed in the selected growth centre /

rural market for water supply. Total 13 km distribution pipeline of various diameters will be constructed in three growth centre markets.

(vi) Pump houses will be constructed which will also include electric connection and panel board.

(vii) In each growth centre markets, provision of one overhead tank with capacity 50 m3 will be constructed. Overhead reservoir could be rest on the roof of Union Parishad building (if available and feasible) otherwise total structure of elevated reservoir will be constructed. Water will be stored in these reservoirs and supplied by gravity supply system for a certain period.

(viii) House connections will be installed in each growth centre market from this project. Contribution money that is fixed by the committee in consultation with LGED will be collected before giving connection. This contribution money will be deposited to the bank account opened and managed by the Market Water Users’ Committee. For further connections, the O & M authority will provide the connection.

(ix) Required number of public stand post will be constructed in the growth centre for fish market, meat market and vegetable market. There will be a separate agreement in between individual shop keeper and Market Water Users’ Committee. For cost sharing these users will have to pay an amount fixed by the committee in consultation with LGED for connection. This contribution money will be deposited to the bank account opened and managed by the Market Water Users’ Committee

H. Formation of Market Water Users’ Committee (MWUC)

8. A market level committee in the name of "Market Water Users’ Committee" will be

70 Appendix 7

formed at the beginning of the implementation work.

The formation of the committee will be as follows:

1. Chairman, Concerned Union Parishad - Chairman

2. Secretary of Concerned MMC - Member Secretary

3. Upazila Engineer, LGED, Concerned Upazila - Technical Advisor

4. Woman, Ward Member of the Concerned Market - Member

5. Three Consumers (not from same family/ para) - Members

6. Ward Member of the Concerned Market - Member

9. The committee will facilitate to have necessary land free of cost for construction of infrastructures. Connection fees (contribution money) as well as the water tariff (monthly water bills) for operation and maintenance of the system will be fixed and collect by the Market Water Users’ Committee. A bank account will be opened and operated jointly by the Ward Member and a member (representing consumers) nominated by the committee. Collected money will be deposited into the bank for regular O & M and for repair and replacement of different component of the system.

I. Institutional Arrangement for O & M of the System

10. After commissioning of the rural piped water supply system in selected growth centre/ rural market, Market Water Users’ Committee (MWUC) will operate and maintain the system in close cooperation with Union Parishad under the guidance of concern Upazila level LGED personnel. Operation and maintenance manpower for rural piped water supply system will be appointed by MWUC together with Union Parishad and concern Upazila Engineer, LGED. On the job training on O&M will be provided to them from the project. Operation and Maintenance expenditure of rural piped water supply system for first six months will be carried out by the project.

11. After six months, the system along with the O&M manpower and tools will be handed over to the Market Water Users’ Committee. The Market Water Users’ Committee will be responsible for regular O&M, preparation, distribution and collection of water bills. All sorts of technical advice/ suggestion will be provided by concern Upazila Engineer, LGED. Union Parishad will monitor the system regularly.

Appendix 7 71

J. Tentative Cost of the Pilot Project

Sl No. Description of Works Unit Quantity Unit Rate Amount

A Construction Phase

1 Topographic and soil Survey of 3 Market sites, and

detail Engineering Design of Watersupply sub-

project

LS LS LS 6.00

2 Installation of Test Tube Well No 3 1.00 3.00

3Installation of Production Tube Well with Pump

House, i/c S/F/F of motor and pumpNo 3 8.00 24.00

4 Construction of Overhead Water Tank, 50 cum

capacityNo 3 18.00 54.00

5 Supply and laying of Distribution Pipe-lines

a) 100 mm Pipe-lines Km 3 5.75 17.25

b) 75 mm Pipe-lines Km 4 4.25 17.00

c) 50 mm Pipe-lines Km 6 2.50 15.00

6 Construction of Public Stand Posts No 33 0.06 1.98

7 Installation of House Connections No 345 0.05 17.25

BOperation & Maintenance Phase

(before after training and handingover to MMC )

8 Pipe Driver/Plumber (3 sites x 6 months) No 18 0.05 0.90

9 Minor Repair & Maintenance No 18 0.02 0.36

10 Electric Bill No 18 0.05 0.90

Total Project Cost 157.64

All cost in lakh taka

12. It has been calculated that if each house connection is charged at Tk. 100 per month and each stand post at rural market 9vegetable shed, meat shed, fish shed, etc.) at Tk. 400 per month, the maintenance cost will be recovered from the water charges collected by the MWUC.

72 Appendix 8

RENEWABLE ENERGY IN GCM

A. Background

1. Renewable energy is an energy which can be derived from natural process and can be replenished constantly at the same rate. Energy is required for attaining goals of socio-economic development for any county. Per capita consumption of energy and electricity are now widely accepted as important indicators of the state development of a country. 2. As the conventional energy resource of oil, gas, coal and uranium are finite and will therefore be exhausted in future, we have to look for renewable energy sources. The sources of renewable energy are sunlight, wind, and biomass etc. These are either inexhaustible or renewable and they can satisfy the needs of the global for long-term. Moreover, solar energy is more secure against oil import or gas supply disruptions or possible slowdown of coal production. It is important because it requires no foreign currency after its installation. The problems or hazards associated with solar systems are very less in comparison to presently used fossil fuels for generation of energy. This energy can be generated from a few watts to hundreds of thousands, which can be adapted to any kind of energy service and can be inter linked with conventional technologies at all times and at any location. As a result, demand of such energy sources, its technology and its implementations are increasing day by day throughout the world. 3. The different options of renewable energy were assessed for use of energy at Growth Center Market (GCM) / Rural Markets (RM) under SRIIP and the solar energy was found to be most suitable in the context of project area. B. Selection of Growth Centers / Rural Markets for Renewable Energy

4. 18 markets from three division were visited, 5 from Rajshahi, 5 from Rangpur and 8 from Khulna divisions and on the basis of selection criterion one GCM/RM was identified, one in each division. 5. The following criteria were used for selecting GCM / RM for renewable energy piloting:

(i) The RM is in remote rural locations away from the grid. (ii) The selected RM must be not electrified. (iii) the willingness and ability for paying by the users

6. Discussions were held with stakeholders like shop-keepers, poultry farmers and chairman and members of Union Parishad regarding their views on women market sections, formation of market committee and acceptability and willingness to pay for the maintenance charges for sustainability of the pilot projects. The 3 (three) GCM /RM taken for piloting of renewable energy project, after detail field survey and discussion with various stakeholders are:

Sl. Rural Market District Upazila Division

1 Kalamdari Bazar Magura Mohammadpur Khulna

2 Kerisnopur hat Rajshahi Tanore Rajshahi

3 Panchim Haldabari Hat Lalmonirhat Hatibanda Rangpur

7. In some market, there are solar panels in shops operated by some existing markets. They have purchased complete packages of solar system of different ratings either from

Appendix 8 73

“Grameen Shakti” or from “Rural Services Foundation”. Grameen Shakti are providing connections through 3 (three) process. In process 1, the customer has to pay 25% down payment and the rest has to be paid with 4% service charge in 24 monthly installments. In process 2, the customer has to pay 15% down payment and the rest has to be paid with 6% service charge in 36 monthly installments. And in process 3, it can be purchased by making full payment in cash and in that case 4% discount is provided. 8. Rural Electrification Board was also providing PV system to the remote, inaccessible areas or isolated islands and off shore areas or areas that were far away from the conventional grid line in the PBS Commanding area. They had 4 system with 3 (three) options. Tariff option – 1 was without down payment, tariff option – 2 was with 15% down payment, and tariff option – 3 was with 50% down payment, C. Solar Energy in each rural Market and its Cost

9. Considering women empowerment and for increasing women participation in markets, 12 nos. of Solar Home system for WMS, 1 no. Solar PV system for office of the MMC and 10 nos. Solar street lights are recommended for installation in each of the above selected rural markets at 3 rural markets in 3 divisions. 10. It is estimated that installation cost of such system in each market will be Tk. 10.00 lakh only. D. Social Acceptances of Renewable Energy:

11. Though the Initial cost of this system is high, still it is accepted by rural as well as urban people. By March, 2008, Infrastructure Development Company Limited (IDCOL) installed 198,842 numbers of PV System under Rural Electrification and Renewable Energy Development program (REREDDP). Now they have crossed 230,000 nos. of PV System. Rural Electrification Board (REB) has installed 13600 numbers of PV System under Rural Electrification Through Energy, Diffusion of Renewable Energy Technologies. REB has a plan to install 28 Kw Solar Plant on REB HQ & 3 Kw – 5 Kw Solar plant at 70 Palli Biddut Samity (PBS), 26250 nos. of Solar Home System (SHS) and 20 nos. solar powered irrigation pump at different PBSs. Power Development Board (PDB) installed about 1200 nos. of SHS at Jurachari, Barkol &Thanchi Upazila under Chittagong Hill Tract District, 20.16Kwp at prime Minister’s office. PDB has a program to install 3 Mw grid connected solar power station at Sharishabari under Jamalpu District, 1 Mw at proposed regional training institute at BPDB Rajshahi, 3 Mw at Rajbari Hat, Godagari Hat under district Rajshahi, 5 Mw at Kaptai power station under Chittagong Hill Tract District E. Environmental Impact of Different Technologies:

12. It is found that most of the markets are run by diesel generating set during evening peak, but the exhaust from the engine contains substances that can pose a threat to human health. When a man lives nearby a place where engine burns diesel fuel, he breathes the toxic gases and small particles of diesel exhaust which drawn into lungs and contribute health problems. Diesel exhaust can irritate the eyes, nose, throat, bronchial and lungs. It can cause coughs, headaches, lightheadedness & nausea, vomiting, numbness, asthma attacks & tingling of the extremities. Children are more affected than healthy adults. Common people do not aware the hazard and consequences of using diesel engine for long term.

74 Appendix 8

13. Most of the conventional energy is generated from gas. It produces fewer polluting emissions than that of diesel fuel. Natural gas has its own serious environmental hazards. Natural gas extraction threatens ecosystems. It is a significant source of air pollution, releasing hazardous air pollutants, global warming pollution and fine particulate matter. It releases the greenhouse gas methane. It can cause serious respiratory illness, worsen allergies. 14. On the other hand photovoltaic (PV) system is environment friendly (with Zero fuel consumption and no pollution) and low maintenance cost. F. Different Technologies for Power Distribution:

15. Rural markets or growth center markets generally consist of different types of shops such as grocery shop, restaurant, tea-stall, pharmacy, barbershop, village doctor’s chamber and so on. The shops vary in sizes so their demand of electricity will be different, and accordingly the number, rating, sizes of PV module will be different. PV system with different ratings or numbers for different loads. Again electricity based on PV system can be provided to shop keepers in different ways. 16. Like conventional generation, electricity can be generated centrally or for cluster of shops. And from the central location it can be distributed among the shop keepers radially. For each connection the shopkeepers will pay certain amount as security deposit or initial deposit. Market Management Committee (MMC) will arrange to collect the tariff from the shops daily and deposit in a bank. 17. Photovoltaic generation can be converted to AC system through inverter and can through to the grid. 18. A PV Battery Charging Station (BCS) can be built at a particular location considering the total load of market. The shop-keepers will purchase batteries, lamps and ancillaries. Station expert will help the shop keeper to select the correct size of the battery and accessories so that battery charging would last for three days. The shop keeper will come to the BCS for charging his battery and will pay for charging. Charging of batteries is varies for different batteries. Adding of distilled water to the batteries will be done by shopkeeper. In this system users pay service & maintenance charge of their system. 19. Stand alone system which means that each shopkeeper will own one separate PV system. G. Operation and Maintenance

20. For all the system, the solar systems will be maintained and operated by the existing market management committee (MMC). The MMC will engage a technical person for adding distilled water to the batteries, for wiping the panels and for collection of daily toll. The technical person will be trained by LGED for doing all such job. 21. Any system, if runs on free of charge & collects no revenue, then it will require continuous support from government to cover operation and maintenance and replacement cost of some component. So the system will sooner or later collapse due to non-availability of funds for system maintenance and repair. So there should be tariff and that tariff should be designed in such a manner that the break even revenue can be at least generated to sustain the project.

Appendix 8 75

22. The MMC, in consultation with LGED technical personnel will fix a tariff so that the system remains sustainable. The tariff may be fixed to cover:

(i) only Operation and maintenance cost, including Salary of maintenance person and Replacement of Battery after 5 years,

(ii) covering cost of O&M and replacement of the entire system after 25 to 30 years time.

23. Cost sharing for option (i) will be as follows. Other options are also to be calculated.

Sl.no. Description Per Day 1. Each WMS shopkeeper pays (TK. 12.89+Tk.0.59) Tk. 13.48 2. Bazar Committee pays (Tk. 12.33) Tk. 12.89 3. Shop Owners, 20 nos. pays (for 10 light posts) Tk. 7.08

24. One appreciable information is that one Solar Panel Manufacturing Factory has been set at Bar Rangamatia, Durgapur, Ashulia, Savar. This will certainly reduce the prices of PV modules. So it will be more acceptable by the rural markets, growth centers and villages especially where electricity will not reach in the near future.

76 Appendix 9

SUSTAINABLE ROAD MAINTENANCE FRAMEWORK

1. Maintenance is not noticed, lack of maintenance is noticed by everybody. Access is a key to influence over the poverty. Without physical access rural communities face much greater impediments to obtaining health, education and other social services. In addition, their ability to take advantage of surplus crop production and of employment opportunities is severely constrained. Roads are a key element in the provision of physical access. The benefits of improved access are short lived if the rural roads are not maintained. Road deterioration due to lack of maintenance is a major concern. 2. The project addresses the maintenance issues in many ways, like, establishing the ownership and responsibility for the road, design for low maintenance, using appropriate and affordable standards, adhering to the design standards pertaining to the cross drainage structures, employing indigenous technology and resource based techniques using masonry, stone, timber and other local materials where possible, using local resources in the construction and maintenance (materials, labor, skills, enterprises, communities, intermediate equipment), human resource development of the implementing agencies in terms of new construction technologies, encouraging the usage of low axle load vehicles to prevent damage to the infrastructure, involve women and disadvantaged groups, to provide local socio-economic benefits, and generate awareness among stakeholders about regular maintenance of roads. 3. The gap between the requirement of funds for maintenance and availability is increasingly widening. The National Land Transport Policy recognizes the need for transport users to pay for the cost of services. It states that government will gradually introduce the necessary arrangements to realize the cost of transport operations and road maintenance from road users and the government will fix the tariffs for passenger and goods. In Bangladesh the collection of road user charges is limited to the bridges only. 4. To ensure the sustainability of the road asset created under this project the concept of collecting user charges from the beneficiaries i.e., the various transport operators has been introduced on a pilot basis. With a view to understand the response and reaction of the people pertaining to the levying of road user charges on the improved road a survey was conducted on three roads in the project area where road users were asked about their willingness to pay for the improved road infrastructure .The results show that 70% of the total road users are willing to pay for the improved facility. Even though the maximum damage to the roads is done by the trucks due to noncompliance of the loading standards, yet the truck operators were not very convinced with this idea and mostly disapproved. The road user charges are relative to the axle load of vehicle. The charges were kept as taka 2, taka,3 taka 5, Taka 10, Taka 15 and Taka 20 for cycle Rickshaw, motor cycle, auto rickshaw and car, micro pickup, bus and mini bus, and truck respectively. The estimated revenue generated from all the three roads was quite substantial to fulfill the requirement of maintenance. Even after spending on maintenance of roads a savings in the range of 8% - 16% on the total revenue generated in the first year was estimated. The revenue generation will increased every year with the increase in traffic volume at the rate of 6% per year (the traffic growth rate envisaged in calculation of economic and financial benefits).Since the rural road user charges is not a prevailing system in Bangladesh14

14

In the regional highways like Nalka-Hatikamrul-Bonpara road and Kaptai Road, Roads and Highways department collected tolls successfully. The first one is a connecting road shortening the distance between Sirajgonj and Natore significantly while the second one was the road constructed in the hill area by the Bangladesh Water Development Board (BWDB) as access road to Katpai Hydroelectric power station. There

Appendix 9 77

therefore, there is no defined mechanism of collecting the user charges. The project is introducing this concept to demonstrate its impact on maintaining the road asset to the desired standards, and the success story will encourage private sector investment also. 5. Prior to the implementation, sub-project appraisal reports (SAR) for every district will be prepared. The D&S consultants will identify one road in each division (Khulna, Rajshahi and Rangpur), for this piloting. The basis for selection of road will be traffic volume i.e., the road where traffic volume of motorized modes specially auto rickshaws, buses and trucks is highest, there should be no parallel road available which provides an alternative route to road users to avoid taxes and the road section improved should be substantially long. 6. To collect the taxes the Upazila parishad, in whose jurisdiction the road falls will be responsible. The Upazila parishad collect the taxes from markets by leasing out to a private party. The similar approach can be replicated in the case of roads also. The parishad shall lease out the collection of toll tax to a private party on the basis of bidding. In the absence of tariffs fixed by the government, the participatory approach will be employed in fixing the road user charges amount to avoid further conflict between the road users and leasing authority. The user charges per vehicle shall be decided in consultation with transport operators and shall be proportional to the axle load. 7. The Upazila parishad office will ensure regular maintenance of the road where from the charges were collected by giving the contract to a local contractor. The revenue generated and expenditure made by the parishad will be maintained in a record book, which are subject to audit by LGED officials and the donors. With the increase in traffic volume the revenue will also increase, which can be utilized in other development activities by the parishad. 8. The detailed modus operandi and the implementation guidelines of the piloting process of road user charges collection will be prepared by the D&S consultants taking into account the stakeholders' opinion during implementation phase. This will be done after obtaining necessary administrative and procedural approval from the competent authority.

are other sporadic local level incidences where after any flood damage if the roads are repaired by the local volunteers, they used to collect fees temporarily from the road users.