pcr: bangladesh: second small-scale water resources development … · 2014. 9. 29. · bangladesh...

Project Number: 30209 Loan Number: 1831-BAN (SF) August 2012

Bangladesh: Second Small-Scale Water Resources Development Sector Project

Completion Report

CURRENCY EQUIVALENTS

At Appraisal At Project Completion 31 May 2001 30 June 2010 Tk1.00 = $0.01735 $0.014438 $1.00 = Tk57.65 Tk69.26

ABBREVIATIONS

ADB – Asian Development Bank ADTA – advisory technical assistance BARD – Bangladesh Academy for Rural Development in Comilla BBS – Bangladesh Bureau of Statistics BME – benefit monitoring and evaluation DAE – Department of Agricultural Extension DOC – Department of Cooperatives DOF – Department of Fisheries EIRR – economic internal rate of return GAP – gender action plan ha – hectare IWRMU – Integrated Water Resources Management Unit, LGED km – kilometer LCS – labor contracting society LGED – Local Government Engineering Department MIS – management information system MOU – memorandum of understanding NGO – nongovernment organization O&M – operation and maintenance PCR – project completion report PMO – project management office PPTA – project preparatory technical assistance PSSWRSP – Participatory Small-Scale Water Resources Sector Project SDR – special drawing right SSW-1 – First Small-Scale Water Resources Development Sector

Project TA – technical assistance WMCA – water management cooperative association

NOTES

(i) The fiscal year (FY) of the government and its agencies ends on 30 June. “FY” before a calendar year denotes the year in which the fiscal year ends, e.g., FY2009 ends on 30 June 2009.

(ii) In this report, “$” refers to US dollars.

Currency Unit – taka (Tk)

Vice-President X. Zhao, Operations Group 1 Director General J. Miranda, South Asia Department (SARD) Director M. T. Kho, Bangladesh Resident Mission (BRM), SARD Team leader Z. Ahmad, Senior Water Resources Officer, BRM, SARD Team members N. Alam, Project Analyst, BRM, SARD

In preparing any country program or strategy, financing any project, or by making any designation of or reference to a particular territory or geographic area in this document, the Asian Development Bank does not intend to make any judgments as to the legal or other status of any territory or area.

CONTENTS BASIC DATA i I. PROJECT DESCRIPTION 1 II. EVALUATION OF DESIGN AND IMPLEMENTATION 1 A. Relevance of Design and Formulation 1 B. Project Output 2 C. Project Cost 6 D. Disbursements 7 E. Project Schedule 7 F. Implementation Arrangements 8 G. Conditions and Covenants 9 H. Related Technical Assistance 9 I. Consultant Recruitment and Procurement 9 J. Performance of Consultants, Contractors, and Suppliers 9 K. Performance of the Borrower and the Executing Agency 10 L. Performance of the Asian Development Bank 10 III. EVALUATION OF PERFORMANCE 10 A. Relevance 10 B. Effectiveness in Achieving Outcome 11 C. Efficiency in Achieving Output and Outcome 12 D. Preliminary Assessment of Sustainability 12 E. Impact 13 IV. OVERALL ASSESSMENT AND RECOMMENDATIONS 14 A. Overall Assessment 14 B. Lessons 14 C. Recommendations 15 APPENDIXES 1 Analysis of Project Framework 16 2 Status of Subproject Water Management Cooperative Associations

and Infrastructure 22 3 Assessment of Water Management Cooperative Associations 52 4 Assessment of Capacity Building 55 5 Project Chronology 59 6 Planned versus Actual Implementation Schedule 60 7 Project Organization Chart 61 8 Status of Compliance with Loan Covenants 62 9 Advisory Technical Assistance Staff Utilization 66 10 Technical Assistance Completion Report 68 11 Economic Analysis 70 12 Gender Action Plan Implementation 73 13 Socioeconomic Impact 79

BASIC DATA A. Loan Identification 1. Country 2. Loan Number 3. Project Title 4. Borrower 5. Executing Agency 6. Amount of Loan 7. Project Completion Report Number

Bangladesh 1831-BAN(SF) Second Small-Scale Water Resources Development Sector Project People’s Republic of Bangladesh Local Government Engineering Department SDR26.985 million ($34.0 million) PCR: BAN 1331

B. Loan Data 1. Appraisal – Date Started – Date Completed 2. Loan Negotiations – Date Started – Date Completed 3. Date of Board Approval 4. Date of Loan Agreement 5. Date of Loan Effectiveness – In Loan Agreement – Actual – Number of Extensions 6. Closing Date – In Loan Agreement – Actual – Number of Extensions 7. Terms of Loan – Interest Rate – Maturity (number of years) – Grace Period (number of years) 8. Terms of Relending

12 March 2001 25 March 2001 21 May 2001 23 May 2001 12 July 2001 1 August 2001 30 November 2001 9 November 2001 0 31 December 2009 15 June 2010 1 1% per year during grace period and 1.5% thereafter 32 8 Not applicable

9. Disbursements a. Dates Initial Disbursement

5 March 2002

Final Disbursement

15 June 2010

Time Interval

99 months

Effective Date

9 November 2001

Original Closing Date

31 December 2009

Time Interval

98 months

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b. Amount (SDR ’000)

Category No. Category

Original Allocatio

n

Partial(Cancellations)/

Addition

Last Revised

Allocation

Amount

Disbursed Undisbursed

Balance a (1) (2) (3) (4 = 3 – 5) (5) (6) (7 = 5 – 6) 01 Civil Works 18,344 3,278 21,622 20,100 1,522 02 Materials 1,545 (1,545) 0 0 0 03 Vehicles 667 (259) 408 408 0 04 Equipment 470 (24) 446 446 0 05 Survey and

Investigation 375 (359) 16 16 0

06 Training 2,074 (1,968) 106 106 0 07 MIS 133 (133) 0 0 0 08 NGO 987 (776) 211 211 0 09 Vehicle and Equip.

O&M 1,123 (1,026) 97 97 0

10 Recurrent Cost 457 (457) 0 0 0 11 Service Charge 810 0 810 810 0 Total (SDR) 26,985 (3,268) 23,717 22,195 1,522 Total US$ Equivalent 34,000b (5,010)c 35,317d 33,103e 2,214f

MIS = management information system, NGO = nongovernment organization, O&M = operations and maintenance. Note: Figures may not add up to the totals given because of rounding. aFinal cancellation done on 15 June 2010. bUS$ equivalent according to the RRP. cUS$ equivalent as of date of approval of cancellation. dTotal of (d+e). eActual US$ equivalent. fUS$ equivalent as of report preparation.

10. Local Costs (Financed)

- Amount ($) $23,847,844 - Percentage of Local Costs 41% - Percentage of Total Cost 32%

C. Project Data

1. Project Cost ($’000)

Cost Appraisal Estimate Actual Foreign Exchange Cost 15,880.0 16,584.0 Local Currency Cost 62,120.4 58,283.0 Total 78,000.4 74,867.0

2. Financing Plan ($’000)

Cost Appraisal Estimate Actual Implementation Costs Borrower-Financed 17,286.3 17,180.0 ADB-Financed 32,980.6 31,875.3 Beneficiaries 2,436.1 1,800.0 Other External Financing (Netherlands) 24,277.8 22,784.1 Total 76,980.8 73,639.4 IDC Costs Borrower-Financed ADB-Financed 1,019.6 1,227.6 Other External Financing Total 78,000.4 74,867.0 ADB = Asian Development Bank, IDC = interest during construction.

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3. Cost Breakdown, by Project Component ($’000)

Component Appraisal Estimate Actual A. Participatory Water Resources Development 66,584.4 64,239.1 1. Mobilization of Beneficiary Participation 1,348.2 858.7 2. WMA and LCS Development 3,396.0 2,145.9 3. Community-Based Infrastructure Development 44,563.0 49,549.5 4. Water Resources–Oriented Support Programs 6,020.3 3,655.5 5. Monitoring and Quality Control 11,256.9 8,029.5 B. Institutional Strengthening in the Small-Scale

Water Resources Sector 10,396.4 9,400.3

1. Support for Project Management 8,600.6 8,062.5 2. Capacity Building for Sustainable Management 1,795.8 1,337.8

C. Interest during Construction Period 1,019.6 1,227.6 Total 78,000.4 74,867.0 LCS = labor contracting society, WMA = water management association. 4. Project Schedule Item Appraisal Estimate Actual Consultant Recruitment

- Date Started - Date Completed

January 2003

June 2003

January 2003

June 2003 Consulting Services


July 2003

June 2009

July 2003

June 2010 Screening and Subproject Selection


January 2003

December 2005

January 2003

March 2008 Participatory Rural Appraisal


January 2003

December 2005

January 2003

March 2008 Awareness Campaign


January 2003

December 2005

January 2003

March 2008 Feasibility Studies and Detailed Design


January 2003

December 2005

January 2003

March 2008 WMA and LCS Institutional Development


January 2003

December 2005

January 2003

December 2008 Construction of First Group of 7 Subprojects


November 2003

April 2006

November 2003

March 2008 Construction of Second Group of 30 Subprojects


October 2004

March 2007

October 2004

March 2008 Construction of Third Group of 65 Subprojects


October 2005

March 2007

November 2005

March 2009 Construction of Fourth Group of 73 Subprojects


October 2006

April 2008

November 2006

March 2010

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Item Appraisal Estimate Actual Construction of Fifth Group of 125 Subprojects


December 2007

April 2009

November 2008

June 2010* Fisheries Infrastructure Development


July 2002

June 2007

July 2002

December 2008

O&M Training and Supervision - Date Started - Date Completed

October 2003

June 2009

October 2003

June 2010* Handover of Subprojects to WMAs


July 2005

June 2010

July 2005

June 2010* Effect Monitoring Evaluation


July 2005

June 2010

July 2005

June 2010* Embankment Tree Plantation Program


July 2003

December 2007

January 2007

June 2008 Fisheries Mitigation and Training Program


January 2004

March 2008

January 2004

June 2010 LCS = labor contracting society, O&M = operations and maintenance, WMA = water management association. * Slipped beyond the project period (next follow-up project). 5. Project Performance Report Ratings Implementation Period

Rating

Development Objectives

Implementation Progress

12 July 2001–30 June 2010 S S S = Satisfactory (throughout the project period) D. Data on Asian Development Bank Missions

Name of Mission

Date

No. of Persons

No. of Person-Days

Specialization of Membersa

Appraisal 12–25 Mar 2001 8 80 a, b, c, d, e, f Inception 6–16 May 2002 8 80 a, b, e, g, h Review 1 7–17 Oct 2002 4 40 e, g, h Review 2 9–22 Jun 2003 4 40 e, g, h Review 3 10–19 Nov 2003 4 40 e, g, h Review 4 9–23 May 2004 4 40 e, g, h Review 5 21–31 Oct 2004 4 40 e, g, h Review 6 8–19 May 2005 4 40 e, g, h Midterm review 1 Nov 2005–7 Jan 2006 9 189 b, e, g, h Review 7 21–31 May 2006 5 50 b, g, h Review 8 3–13 Dec 2006 5 55 b, e, g, h Review 9 17–24 Jun 2007 5 75 b, e, g, h Review 10 3–11 Dec 2007 5 40 b, e, g, h

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Name of Mission

Date

No. of Persons

No. of Person-Days

Specialization of Membersa

Review 11 18–28 May 2008 5 50 b, e, g, h Review 12 17–27 Nov 2008 4 40 c, e, g Review 13 1–11 Jun 2009 4 40 c, e, g Review 14 4–14 Jan 2010 5 50 c, e, g, h Review 15 22 Jul – 3 Aug 2010 5 55 b, g, h

Project completion review b

31 Mar – 3 Apr 2012 2 8 g, h

a a = economist, b = engineer, c = social development specialist, d = counsel, e = co-financiers, f = staff consultant, g = project officer, h = analyst. b The Project Completion Report was prepared by Zahir Uddin Ahmad, Senior Water Resources Officer, BRM.

I. PROJECT DESCRIPTION 1. The overall goal of the project was to support the government’s poverty reduction effort by increasing sustainable agricultural and fishery production.1 The objective was to develop sustainable stakeholder-driven, small-scale (less than 1,000 hectares [ha]) water resources management systems, particularly for the poorer sections of the population. 2. Three hundred subprojects were to be undertaken nationwide, except in the three hill districts, to benefit about 180,000 ha of land cultivated by over 280,000 farm households. The average size of each subproject (benefited area) was estimated at 630 ha. Water management associations would be formed, and physical facilities upgraded, including those for (i) flood management, (ii) drainage improvement, (iii) water conservation, and (iv) command area development. 3. The project had two components. Component A (participatory water resources development) comprised (i) mobilization of beneficiary participation, (ii) community based infrastructure development, (iii) water resources support program, and (iv) monitoring and quality control. Component B (institutional strengthening of the small-scale water resources sector) involved (i) support for project management, and (ii) capacity building for sustainable management.

II. EVALUATION OF DESIGN AND IMPLEMENTATION A. Relevance of Design and Formulation 4. The project was designed with a sector approach and according to the government’s National Water Management Plan2 and National Water Policy3 and was relevant to the project goals and objectives. It also put into operation the government’s Guidelines for Participatory Water Management prepared in 2000. The project activities and the envisaged outcomes matched the operating priorities of the government and the Asian Development Bank (ADB) during preparation and remained fully relevant to their policies and operations at project completion. Appendix 1 shows the achievements of the project against its goals and targets. The project’s participatory rural appraisal and its initial environmental examination and environmental impact assessment were relevant to ADB’s operating strategy for environmental sustainability, and the results were reflected in the environmental aspects of the project’s design and in its focus on promoting the interests of the poor.

5. The project was relevant to the government’s sector policy, strategy, and action plans, and adopted technical and economic viability selection criteria in prioritizing investments under the National Water Management Plan. The rehabilitation and upgrading of water control systems received high priority in water resources development because such investments were fast and cost-effective means of improving farm productivity, incomes, and regional food security, with visible results in the field. The benefit monitoring and evaluation (BME) for the

1ADB. 2001. Report and Recommendation of the President to the Board of Directors on a Proposed Loan to the People’s Republic of Bangladesh for the Second Small-Scale Water Resources Development Sector Project. Manila.

2Government of the People’s Republic of Bangladesh. Ministry of Water Resources. 2004. National Water Management Plan of Bangladesh.

3Government of the People’s Republic of Bangladesh. Ministry of Water Resources. 1999. National Water Policy of Bangladesh. This adopted the principle of management transfer of small and medium schemes (up to 5,000 hectares of command area) to water users associations.

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Small-Scale Water Resources Development Sector Project Phase-I (SSW-1)4 indicated that, between 2002 and 2008: (i) average cropping intensity had increased by 28%, from 170% to 198%; (ii) paddy production had increased by 57%; (iii) non agricultural assets had increased by 38%,from Tk9,993 to Tk13,779; and (iv) annual income from agriculture crops had increased by 93%, from Tk23,150 per household to Tk44,729 per household. 6. The project design built on the lessons learned from SSW-1, which was successfully implemented in 280 subprojects in 37 districts in the western part of the country.5 SSW-1 showed that effective water management cooperative association (WMCA), along with good quality infrastructure and sustainable operation and maintenance (O&M), ensured sustainability. Further capacity building of the Local Government Engineering Department (LGED) through its Integrated Water Resources Management Unit (IWRMU) was also instrumental in this respect. Both the project completion reports (PCR) and the project performance evaluation report rated SSW-1 a success. The second project was developed under project preparatory technical assistance (PPTA)6 (see Para 36 and 40), following the same methodology as the previous project, in consideration of the lessons learned.7

B. Project Output 7. The second project’s key output had two components: (i) participatory water resources development (component A), and (ii) institutional strengthening of the small-scale water resources sector (component B). These components are discussed below. A detailed matrix showing the overall status of WMCAs, the status of infrastructure, and the need for construction works, with current problems and the rectification measures taken, is in Appendix 2.

1. Component A: Participatory Water Resources Development

a. Mobilization of Beneficiary Participation

8. The target of this component was the establishment of 300 WMCAs, one for each of the 300 subprojects under the project. A WMCA was therefore created for each subproject and registered. A detailed assessment of the WMCAs is presented in Appendix 3. A total up-front O&M contribution of Tk51.7 million, or 117% of the total targeted amount of Tk44.3 million, was collected from the beneficiaries, in fulfilment of a precondition for the implementation of the 300 subprojects. The project completion review mission noted that the beneficiary households in the 300 WMCAs had 154,862 members, 71.5% male and 28.5% female. Of the 300 WMCAs, 289 are now managed by elected management committees and 11 are led by ad hoc or first management committees formed in advance of the creation of the regular elected committees. Monthly meetings of the WMCA management committee are reportedly held regularly in all the WMCAs8—an encouraging sign.

4Bangladesh Institute of Development Studies. 2008. Draft Report: Preliminary Findings on Impact Evaluation Study for Ten Subprojects (Small-Scale Water Resources Development Sector Project). Dhaka. The report indicates benefits between 2002 and 2008,compared with the control area.

5ADB. 2004. Completion Report: Small-Scale Water Resources Development Project in Bangladesh. Manila (Loan 1381-BAN [SF], 1996–2002).

6ADB. 2000. Project Preparatory Technical Assistance for Preparation of the Second Small-Scale Water Resources Development Sector Project. Manila (TA 3358-BAN).

7ADB. 2002. Advisory Technical Assistance to Bangladesh for the Second Small-Scale Water Resources Development Sector Project. Manila (TA 3683-BAN).

8Local Government Engineering Department, Bangladesh. 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka, July 2010.

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9. The WMCAs have a capital base of more than Tk69.6 million; 210 of these WMCAs have a capital base of more than Tk100,000 and 90 have more than Tk50,000. WMCAs in 210 subprojects have set up micro-credit programs and provided loans totalling Tk140.8 million to 28,180 borrowers (67% male and 33% female). The average size of each loan is about Tk5,000, a substantial amount for a country like Bangladesh. The Department of Cooperatives (DOC) has inspected and audited the accounts of 238 WMCAs and is auditing the accounts of the remaining 62. All 300 WMCAs elect their executive committee members. WMCA sustainability can only gain from these and other positive developments. 10. However, while most WMCAs are functioning effectively, about 20%–25% are having difficulties, as a result of faulty construction of infrastructure, misappropriation or mishandling of WMCA funds, inactive leadership, local (intra-WMCA) conflict, conflict related to labor contracting societies (LCSs), and land problems. The subprojects nonetheless provide water management benefits, contributing to increased crop and fish production, although maybe to a lesser extent than targeted. The Mission also noted that information campaigns through subproject fact sheets, under the WMCA member education program, and the project newsletter have been more successful at information dissemination than the nongovernment organization (NGO) facilitators. Bylaws have been satisfactorily drafted by the WMCA executive committees. Female members continued to participate in WMCA activities. They composed 28% of WMCA members (versus the targeted 30%) and 31% of management committee members (versus the 33% target). Destitute women (widowed, divorced, landless etc) have benefited economically from the employment opportunities offered by LCSs, carrying out a little over 15% of the earthwork for the subprojects. In O&M, on the other hand, women’s participation has been comparatively low. But an empowerment process has begun and women have gained from the project’s income generating skills training and microfinance activities and have been represented on committees. b. Community Based Infrastructure Development 11. A total of 778 hydraulic structures (regulators, water retention structures, rubber dams, siphons, and aqueducts) and 369.6 kilometres (km) of embankment were constructed under the project, and 1,210 km of drainage channels were re-excavated. The average subproject size was 600 hectares (ha); the smallest subproject was about 200 ha and the largest around 1,000 ha. The 300 subprojects covered a total of 190,000 ha. Table 1 summarizes the different types of schemes (subprojects) built under the project, with their construction cost.

Table 1: Subproject Types and Costs

Subproject Type Number of

SubprojectsConstruction

Cost (Tk) Average Construction

Cost per Subproject (Tk) Command area development 29 320,337,138 11,046,108 CAD and irrigation 3 27,478,034 9,159,345 Drainage 11 34,442,864 3,131,169 Drainage and irrigation 18 72,723,894 4,040,216 Water conservation and drainage 63 461,684,741 7,328,329 Flood management 6 56,477,199 9,412,867

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Subproject Type Number of

SubprojectsConstruction

Cost (Tk) Average Construction

Cost per Subproject (Tk) Flood management and drainage 64 518,861,757 8,107,215 FMD and WC 39 341,632,516 8,759,808 Irrigation 3 9,359,784 3,119,928 Water conservation 64 847,704,155 13,245,377 Total 300 2,690,702,083 8,969,007

CAD = command area development, FMD = flood management and drainage, WC = water conservation. Source: ADB. 2010. Project Completion Report: Advisory Technical Assistance.

12. Table 1 shows that command area development and water conservation together constituted 93 subprojects, or 31% of the 300 subprojects, and accounted for 44% of the total construction costs, while flood management subprojects composed 69% of the subproject total and took up 56% of the total cost. The benefits delivered also varied with the type of subproject: command area subprojects mostly converted two-crop areas into three crop areas, while flood management subprojects converted one crop areas into two crop areas. All earthworks were undertaken by LCSs. A total input of about 3.7 million person days of local labor was needed to complete about 9.7 million cubic meters of earthworks for the project. This activity created jobs for 40,483 LCS members (35,077 male and 5,406 female) during the project, thereby contributing to poverty reduction among the hard-core rural poor.

c. Water Resources Support Program

13. The water resources support program included activities to increase crop production by involving the Department of Agricultural Extension (DAE), and increase fish production by involving the Department of Fisheries (DOF). Micro-credit programs were introduced under the Cooperative Societies Act9 (2001; amended in 2002) by involving the DOC. Memorandums of understanding (MOUs) were signed with these three departments and are still in force. Given the vital role of the DOC, a separate water cell was established under the third small-scale water resources sector project.10 As a result, at project completion,11 the annual incremental production in 128 subprojects was estimated at 80,600 metric tons of rice. According to estimates from other field based BME sources of information at the LGED, for the 300 subprojects the incremental rice production was 180,000 tons per year. With the DAE supporting all subprojects, land use intensity increased by 20.6% overall. 14. Of the 300 subprojects, 237 increased fisheries production by about 1,775 metric tons, far in excess of the feasibility estimate for very negligible incremental fish production. The increase resulting from 138 subprojects alone was estimated at 1,034 metric tons. The micro-credit programs established under the project were considered practicable because the capital resources were mobilized internally and operated entirely by the WMCAs themselves. The mission noted that 210 WMCAs have succeeded in collecting enough capital to start and continue micro-credit programs. In those WMCAs, over Tk140.8 million had been disbursed as of March 2010 and over Tk107 million (76%) had been repaid. A total of 28,180 members (around 67% male and 33% female) have received micro-credit. 9Government of People’s Republic of Bangladesh. 2001. The Cooperatives Societies Act. 10ADB. 2009. Report and Recommendation of the President to the Board of Directors: Proposed Loan to the People’s Republic of Bangladesh for the Participatory Small-Scale Water Resources Sector Project. Manila (Loan 2542-BAN[SF], approved in September 2009).

11ADB. 2010. Project Completion Report: Advisory Technical Assistance for the Second Small-Scale Water Resources Development Sector Project. Manila. July 2010.

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d. Monitoring and Quality Control 15. The management information system (MIS) developed under SSW-1 was refined and used by the project to assist the project management office (PMO), but only as a reporting tool. Short-term monitoring was undertaken by the technical assistance (TA) team members, and long-term BME was outsourced to knowledge and research institutes under a separate consulting contract. The midterm review mission recommended that LGED create 10 revenue budget positions for socioeconomists in the field at the regional centres, and two positions within the IWRMU at the LGED central office—one socioeconomist and one gender and development officer—to monitor the performance of subprojects within the region. LGED has created all of these positions, which are yet to be filled in, except for the position of gender and development officer, which has recently been filled.

2. Component B: Institutional Strengthening of Small-Scale Water Resources Sector

a. Support for Project Management

16. The PMO was responsible for coordinating and directing activities associated with project implementation. To strengthen the PMO, an advisory technical assistance (ADTA) consulting team was formed (footnote 7). Its members were selected and contracted by LGED and consisted of specialists in water resources, people’s participation, sociology, agriculture, fisheries, environment, construction, and gender and development. 17. The IWRMU, whose creation was proposed by ADB, was established at LGED headquarters in March 2003, under a superintending engineer.In March 2008, it was placed under an additional chief engineer (water resources), a new position. The unit has been further strengthened by the creation of 22 revenue budget positions, and 6 other similar positions are being created. LGED is establishing the positions of senior sociologist and assistant engineer (water resources) to support small-scale water resources activities at 10 LGED regional offices,12 showing its strong commitment to the development of the sector. The Department of Environment, as adviser to the PMO, independently monitored the environmental impact of the subprojects and reviewed their initial environmental examination results. 18. Twenty NGOs were contracted to field general facilitators for an awareness campaign and WMCA development.But the NGOs took a business-as-usual approach to the assignment and failed to form WMCAs as required. Therefore, at their commendation of an ADB review mission, the PMO hired local community assistants to replace the facilitators. Generally, the community assistants performed well, but over time they lost interest. They were not adequately trained and did not receive regular salaries as they were paid out of the WMCA’s budget.

b. Capacity Building for Sustainable Management 19. The project focused on (i) developing the capacity of LGED staff, (ii) assisting local stakeholders in making the best use of the infrastructure and understanding their rights and responsibilities, and (iii) bringing together various line agencies to ensure complementarities for sustainable management. These activities were well designed and worked well.

12In Dhaka, Mymensingh, Faridpur, Sylhet, Comilla, Chittagong, Barisal, Rangpur, Rajshahi, and Jessore. These offices are between the national and district levels.

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20. Training was conceived as the tool for capacity building. It was divided into seven basic categories in the training plan: (i) project orientation and management; (ii) planning, design, and construction; (iii) establishment and management of water management associations; (iv) operation and maintenance; (v) agriculture; (vi) fisheries; and (vii) gender and development.

21. ADTA consultants of various disciplines were hired as resource persons for the training programs conducted by various agencies (footnote 7). At a later stage, only PMO personnel worked as resource persons or acted as observers in the remaining training events. The first step was to identify and coordinate with existing relevant programs from SSW-1 and to ensure that WMCA members had access to these programs. The second step was to identify the need for a new program. Finally, ADTA consultants were hired to conduct the new programs. The PMO worked jointly with the relevant institutions in preparing the curriculum and training materials. Training was delivered by the cooperative zonal training institutes of the DOC, the agricultural training institutes, and the Fisheries Research Institute in Mymensingh. A new program in on-farm water management was conducted by the Rural Development Academy in Bogra.

22. Training was also provided to create awareness and improve understanding of the rights and responsibilities of the union parishad (the lowest level of local government) in local water resource management activities, as mandated under the National Water Policy (footnote 3). The training also emphasized the role of the union parishad in resolving operational conflicts in water resources management and the need for its involvement in O&M activities. The training materials were developed by the ADTA team and disseminated at the Bangladesh Academy for Rural Development (BARD) in Comilla. 23. The project completion review mission noted that LGED officers and staff received 28,487 person-days of training. Of the 590,813 person-days of training for beneficiaries, 25% supported improved agricultural practices, and 8%, fish production. All WMCAs and their O&M committees were trained in O&M. Of the 590,813 person-days of training for beneficiaries, 52% dealt with various issues relating to WMCAs, 10% exclusively with concerns of women in income generating activities, and 5% with O&M after project completion and handover of subprojects to the WMCAs.

24. No training was given to the contractors. However, the project arranged communication with the contractors at the zonal management review meetings to discuss their problems and to resolve any outstanding construction related issues. On-the-job training was provided to the 10 local consulting firms that were hired to assist in the planning and design of subprojects. Meetings were held regularly, usually weekly, with these firms to monitor progress, discuss issues, and review analysis and output. 25. Training was also given to relevant officers of the Ministries of Agriculture, Finance, Food, and Water Resources, as well as the DOC, mainly to promote interagency cooperation, to ensure that other agencies were familiar with the project, and to clarify the potential role of those agencies in the project. A detailed assessment of capacity building activities under the project is presented in Appendix 4.

C. Project Cost 26. At appraisal, the total project cost was estimated at $78.0 million—$15.9 million (20%) in foreign exchange cost and $62.1 million equivalent (80%) in local currency costs.

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27. During the first 4 years of the project (2002–2005), the US dollar appreciated in value against the SDR and the value of ADB’s loan amount increased from $34 million to about $39 million. Following an agreement with the government, ADB cancelled the “additional” $5.0 million in August 2007 and reallocated the amount for flood damage rehabilitation. A significant increase in the cost of construction materials in 2008–2009 raised the cost of the individual subprojects. With a view to achieve 300 numbers of total subprojects, the cofinancier of the Project, the Government of the Netherlands decided not to cancel any part of its grant fund on a prorated basis but rather agreed to allocate this fund along with some savings for 30 subprojects costing about $5.54 million. 28. The financing plan at appraisal and actual disbursement at project closing were as presented in Table 2.

Table 2: Financing Plan and Actual Disbursement of Investment ($ million)

Source

Foreign Exchange Local Currency Total Cost Percentage At

Appraisal Actual At

Appraisal Actual At

Appraisal Actual At

Appraisal Actual ADB 7.6 9.3 26.4 23.8 34.0 33.1 44 44 Netherlands government

8.3 7.3 16.0 15.5 24.3 22.8 31 31

Bangladesh government

0.0 0.0 17.3 17.2 17.3 17.2 22 23

Beneficiaries 0.0 0.0 2.4 1.8 2.4 1.8 3 2 Total 15.9 16.6 62.1 58.3 78.0 74.9 100 100 ADB = Asian Development Bank. Source: LGED. July 2010. Project Final Report. Dhaka. D. Disbursements 29. The imprest fund arrangements and use of statements of expenditures worked well and no fund scarcity was reported, resulting in the achievement of the total target of 300 subprojects. E. Project Schedule 30. The project was designed for implementation over 7 years, from July 2002 to December 2009, including 1 year of joint O&M support between the beneficiaries and LGED. The time frame required rigorous social mobilization and WMCA strengthening. The implementation of the targeted 300 subprojects could not be completed as scheduled because a sudden increase in the cost of construction materials prompted civil works contractors to stall construction work. These problems were dealt with through contract variations. 31. The main reasons for the delays in loan utilization were (i) the delayed preparation of about 340 feasibility studies and detailed designs by national consulting firms, due to delay in the appointment of a new project director; (ii) slow performance in 2003 and 2004 by the six local consulting firms contracted for the work; (iii) slow construction progress, caused by a sudden increase in the cost of construction materials in 2005 and 2006; (iv) delays in the submission of reimbursement applications by LGED executive engineers; and (v) delays in the disbursement of withdrawal applications at ADB headquarters.

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32. To fully utilize the available grant funds from the Government of the Netherlands and to create a project overlap with the proposed Participatory Small-Scale Water Resources Sector Project (PSSWRSP; see footnote 10), the LGED requested and ADB approved an extension of the project’s closing to June 2010, 6 months after the scheduled closing date of December 2009. A project chronology showing key events and the corresponding dates is provided in Appendix 5. Actual subproject implementation is compared with the schedule according to the project administration memorandum in Table 3. A more detailed comparison of planned and actual implementation activities is presented in Appendix 6.

Table 3: Implementation Schedule1

Financial Year Group

Number of Subprojects Starting Construction Project Administration

Memorandum (PAM) Actual

Implementation 2001/02 I 0 0 2002/03 II 20 7 2003/04 III 20 30 2004/05 IV 60 65 2005/06 V 100 73 2006/07 100 79 2007/08 34 2008/09 12

Total 300 300 300 1LGED. July 2010. Project Final Report. Dhaka. Source: Local Government Engineering Department, Bangladesh. July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka.

F. Implementation Arrangements 33. The project organization chart is in Appendix 7. LGED, under the Ministry of Local Government, Rural Development and Cooperatives, was the executing agency for the project. LGED had established a PMO, headed by a project director, under SSW-1; this organization was retained for the second project. To strengthen the PMO, a number of support personnel were recruited by the ADTA consultants from their budget. A quality assurance unit was provided at the PMO and general facilitators were appointed through NGOs to conduct an awareness campaign and develop WMCAs. The PMO was assisted by LGED district executive engineers, who acted as subproject managers. A multidisciplinary ADTA consulting team supported the PMO (footnote 7). 34. The IWRMU was established at the LGED headquarters in 2003 and was upgraded in 2008 by being placed under an additional chief engineer. The unit now has the broader responsibility of water resources project planning and design, implementation, O&M, monitoring and evaluation, policy advice, coordination in environment tissues, and capacity building. However, the IWRMU is now supported by the Japan International Cooperation Agency (JICA) and ADB continues to support this unit under the PSSWRSP (footnote 10). The unit has yet to function independently without technical assistance. Transfers of staff out of the unit have, moreover affected its performance. The interministerial steering committee at the line ministry level and the implementation and coordination committee at the department level provided guidance and supervision and monitored the project activities. This supervision and monitoring arrangement worked well.

9

G. Conditions and Covenants 35. All loan covenants, for example, those pertaining to the establishment of the project steering committee, the PMO, district offices, and the IWRMU, were complied with, except for the enactment of the Bangladesh Water Act by the government and the filling of all revenue budget staff positions at the IWRMU. The project completion review mission was pleased to note that the draft Water Act was finalized by the ADB consultants in December 2008 and is now awaiting endorsement by the executive committee of the National Water Resources Council before approval and enactment by the Parliament. Of the 28 positions in the IWRMU, 22 are now financed under the revenue budget. LGED is working to have the remaining 6 positions approved. A summary of the status of compliance with the loan covenants is presented in Appendix 8. H. Related Technical Assistance 36. ADB provided PPTA for project design. The Government of the Netherlands provided financial support for the ADTA (footnote 7). The ADTA consultants were mobilized in July 2002; the staff person-months were fully used by the project closing in June 2010. The ADTA contract was originally set to expire on 30 June 2009, but it was made to run until 30 June 2010 when the project duration was extended to that date. The final ADTA staff utilization summary is presented in Appendix 9. The ADTA was successful. It was appropriately designed and contributed effectively to enhancing LGED’s institutional capability. LGED was assisted in completing 354 feasibility studies and 334 detailed designs. More importantly, the beneficiary participation process developed under the TA has been adopted by LGED as an integral part of the subproject cycle. The TA consultants also facilitated the promotion of interagency cooperation, and the BME system that was set up is working well. Appendix 10 provides a more detailed report on the completion of the TA. I. Consultant Recruitment and Procurement 37. The project recruited consultants following ADB’s Guidelines on the Use of Consultants (as amended from time to time). The recruitment of national consultants was delayed by about 5 months, as not enough resource persons with all the required qualifications could be found. Problems encountered included low contract rates with no provision for cost escalation. These problems have been resolved under the PSSWRSP (footnote 10). Goods and services were procured for the project in compliance with ADB’s Procurement Guidelines (as amended from time to time) and government rules acceptable to ADB. The major items procured were equipment, vehicles, and input for the various studies. However, the procurement of steel sheet piles was delayed by indecision over whether hot rolled or cold rolled steel sheet piles should be used. Civil works procurement pertained to the construction or repair of embankments, sluices, and rubber dams; the excavation and repair of irrigation and drainage canals; and the excavation of field channels. Works conformed to ADB’s Procurement Guidelines and the government’s Public Procurement Rules13. All planned civil works were completed as designed, although the significant delay in the procurement of steel sheet piles delayed the project. J. Performance of Consultants, Contractors, and Suppliers 38. Slow performance by six national consulting firms, out of the ten contracted, forced the hiring of new consulting firms to replace them. The performance of the NGO facilitators was also

13Government of the People’s Republic of Bangladesh. 2008. Public Procurement Rules.

10

unsatisfactory. The contractors were performing well until the sudden increase in the cost of construction materials in 2006 dampened their interest and slowed the construction works. Many of these contracts were cancelled by the project and later retendered after the LGED rate schedules were updated in July 2006. Subproject cost increased as a result. The performance of the suppliers was satisfactory. The quality of subproject planning and design depended on the quality of the consulting firms and their staff. The national consulting firms that were to undertake the feasibility studies and detailed design should have been better managed by LGED to ensure the timely delivery of the final reports. K. Performance of the Borrower and the Executing Agency 39. The borrower provided the necessary staff support, logistics, and counterpart funds, showed readiness to issue the necessary approvals, and responded positively to the recommendations of the ADB project review missions. The borrower also arranged a smooth flow of funds for the project, monitored the project activities through the implementation monitoring and evaluation division of the Ministry of Planning, and provided guidance through an interministerial steering committee that met regularly. The executing agency, LGED, deployed qualified staff and provided the required support to the PMO for project implementation, although placement of the project director was delayed by about 6 months. With additional manpower, the IWRMU, the PMO, and the LGED offices at the field (subproject) level largely performed well. LGED’s overall performance was generally satisfactory. But it would have had opportunities to further improve the WMCAs and make them more useful, efficient, and effective in project preparation, implementation, and O&M if the sociologists and the facilitators had been more proactive. More timely submission of withdrawal applications by LGED could also have improved the flow of funds (see footnote 11). The borrower’s overall performance was satisfactory. L. Performance of the Asian Development Bank 40. The PPTA was fully in line with the government’s priorities and ADB’s country assistance program. The project was administered from ADB headquarters at first, but was delegated to the Bangladesh Resident Mission on 1 January 2004. ADB fielded 14 missions at regular intervals. During those review missions, ADB interacted closely with stakeholders, including beneficiaries, and monitored and provided feedback on project activities. ADB closely followed up on loan covenants and policy matters with the Ministry of Local Government, Rural Development and Cooperatives and LGED to facilitate early action and resolution of issues. LGED appreciated the responsiveness of ADB on various issues. Delays at ADB headquarters affected disbursements against withdrawal applications, particularly for earthworks by LCSs during the 2006 dry season. On the whole, however, ADB’s performance was satisfactory.

III. EVALUATION OF PERFORMANCE A. Relevance 41. As envisaged in its design, the project fully complemented the government’s poverty reduction efforts by increasing sustainable agricultural and fisheries production.14 The design was highly relevant to the government’s sector policy, strategy, and plans for developing its water resources as an effective means of achieving sustainable poverty reduction. It was highly

14Government of People’s Republic of Bangladesh. 1990. The Flood Action Plan. It proposed subdividing flood-protected areas into small components to be managed locally in order to secure an environment for intensive agriculture, aquaculture, and integrated rural development.

11

relevant to major issues relating to water resources management, such as the government’s policy of involving beneficiaries in the O&M of water resources projects; integrating agriculture and aquaculture development activities with flood control, irrigation, and drainage activities to establish an integrated water resources management approach to water resources development; and achieving significant environmental impact by reducing drainage congestion. 42. The project was also relevant to ADB’s strategy of promoting integrated water resources management and participatory approaches, and of giving the poor better access to growth and increased food grain production through extension activities in water management, expanded and improved agricultural support services, more capable resource management institutions in the public sector, a self-managed micro-credit program, and support for technological change and greater efficiency in agriculture. The project is therefore rated highly relevant.

B. Effectiveness in Achieving Outcome 43. The envisaged project outcome was to increase agricultural production in subproject areas through sustainable stakeholder-driven, small-scale water resource management systems, by (i) involving beneficiaries and local government, (ii) establishing sustainable WMCAs, and (iii) increasing the capacity of the related government agencies, local government institutions, and beneficiaries by means of appropriate training. The project has protected subproject areas from monsoon flooding and drought during the dry season and made year-round cultivation of cereal and horticultural crops possible. The project interventions for agricultural extension have changed cropping patterns, diversified agriculture, and increased land productivity and cropping intensity. The effect of the project on agricultural and fisheries production is evident in the increase in cereal production (by 78,943 metric tons) and non-cereal production (by 38,358 metric tons), as verified in 128 sample subprojects. Cropping intensity increased by 21 percentage points (from 156% before the project to 177% after); fish production, by 775 metric tons. Landless fish cultivators have benefited considerably. On the whole, genuine fisher folk became involved in fish cultivation. The project has increased the income of farmers and fishermen and improved their living conditions. 44. The effectiveness of the capacity building program (624,963 person-days of training for LGED and LGED- managed staff of project beneficiaries and partner agencies) can be observed in general improvements in the nature of the institutional support provided to the local stakeholders, in construction quality, in the type of agriculture practiced within the project area, in aquaculture, and in homestead production patterns. The introduction of the construction monitoring committee, which includes members from the WMCA and the concerned union parishad, led to good results. Construction quality improved as these committees played an important role during construction, side by side with the LGED supervisor and the ADTA construction monitoring and quality control specialists. Construction-related training was effective. Local stakeholder participation was promoted throughout subproject development, and this participation was formalized by having the local stakeholders organize themselves into legally registered cooperatives. In this way they acquired the rights and responsibilities associated with the cooperative legal framework. 45. The establishment of the IWRMU in 2003 to monitor completed subprojects further reinforced the commitment of LGED to the sustainable management of small-scale water resources subprojects. However, the IWRMU still needs further strengthening and its entire staff placed under the government revenue setup. The present trend of frequent transfers and re-posting at various levels in the IWRMU, which is likely to dilute initiative and commitment to work, must also be discouraged. The PMU was effective and played an effective coordination

12

and monitoring role. The landless poor and sharecroppers also benefited from the increased demand for labor throughout the year, at higher wage rates; their income increased. The income of the landless and destitute, especially the women, also grew as a result of construction done by LCSs. Income accordingly increased on a sustainable basis for all households.

46. The project is rated effective overall in achieving the intended outcomes. C. Efficiency in Achieving Output and Outcome 47. Investment efficiency. Project implementation was efficient in physical, economic, and financial terms. Three hundred subprojects totalling 190,000 ha in area were developed, compared with the appraisal estimate of 300 subprojects over an area of 150,000 ha. The unit cost of subproject developmentat current prices was Tk10,137 per ha, compared with the appraisal estimate of Tk7,454 per ha. The return on investment at the subproject level increased, as the estimated internal rate of return showed. The economic internal rate of return (EIRR) estimated during the project completion review (Appendix 11) was 29%, against the appraisal estimate of 21%–36% (19% on average). There was a 6-month delay in construction, but it did not affect the flow of benefits accruing to the subprojects. The project was therefore efficient in achieving its output and outcome. 48. Micro-credit operation. The micro-credit programs established under the project are considered efficient, as the seed money (capital) is internally resourced and driven entirely by the WMCAs themselves. Of the 300 WMCAs established under the project, 210 have collected enough capital to start and continue micro-credit programs. As the WMCAs use their own capital and decide for themselves how to run the micro-credit operations, they take greater care to give loans to the right persons and make sure that the loans are repaid on time. The repayment rate of a almost 76% and the growing demand for loans demonstrate the efficiency of the credit program. The credit operation is rated efficient.

D. Preliminary Assessment of Sustainability 49. The benefits from the subprojects are perceptible, as are the advantages of group action by the WMCAs. In the project area, the beneficiaries have experienced the benefits of the project: (i) an increase in agricultural and fisheries production, (ii) the potential for further growth in agriculture and fisheries, and (iii) better safety through flood protection and the availability of water for irrigation. These achievements have increased aspirations for sustainability and further development among beneficiaries. When the subprojects are fully developed, the output will increase further and the potential for sustainability will be further strengthened. However, the WMCAs must be careful and guard against all kinds of divisive groupings and actions, usually engineered by local individuals under various pretexts. This vulnerability of the WMCAs should not be underestimated. The executing agency, as well as the government administrative and law enforcement agencies, must protect and ensure support for WMCA interests against such manoeuvring, particularly given the government’s interest in the sustainability of this development project. 50. The inclusion of a growing number of women beneficiaries in the project has improved its sustainability. The sociological and economic factors that support project sustainability include (i) the elevation of women’s status as full partners in local development, in the process heightening the respect and zest for earning that have become a hallmark of the culture in SSWRDP villages; (ii) empowerment of women through economic power sharing with male counterparts; (iii) confirmation of their rights and status as income earners; and (iv) better

13

nutrition and health for family members as a direct result of the increase in family income. The project is therefore likely to be sustainable. E. Impact15 51. Higher income for beneficiaries. Almost 3.7 million cubic meters of earth was moved in the construction of embankments and re-excavation of channels. This required about 9.7 million person days of labor through LCSs and represented about $8.81 million (20%) of the total investments in infrastructure development. A related activity was the caretaking of trees planted on embankments. The program for tree plantation on embankments and canal banks started in 2007 and was later merged with the National Tree Plantation Program. This work generated employment targeted at destitute females, providing them with sustained income over a long period of time (up to 3 years). A large percentage of WMCAs (more than 70%) established income generating activities of some sort. The majority of these opted for micro-credit. About Tk106.83 million was disbursed from 210 WMCAs to 28,180 borrowers (of whom more than 9,000 were females), for an average loan amount of about Tk3,800. This reflects a significant achievement in providing sustainable support to asset-less people using own generated resources. 52. Empowerment of women and gender equality. Women are represented in the WMCA membership (28%), the WMCA management committee (31%), and O&M committees (35%) for water resource management and collective decision making. Five women were elected as WMCA chairpersons. Women were employed in earthworks through LCSs (15%), and 9,233 women (33%) in 210 WMCAs received micro-credit amounting to Tk5,000 on average. A total of 61,130 women participated in 4,648 training courses. A detailed assessment in this regard is in Appendix 12.

53. Increased land value. The greater appreciation of the value of land in the project area, when compared with land values outside the project area, was a major economic gain made possible by the project. These higher real property values offer farmers more credibility in the market for capital investment. The rise in project land prices ranged from 25% to 100% and was mainly due to increased cropping intensity.

54. Employment generation. The project generated employment as follows: (i) temporary employment for members of LCS groups during construction, and additional employment in O&M, tree planting, and subproject aftercare activities during and after construction; (ii) additional employment for farm laborers resulting from the increase in agricultural and fisheries production; and (iii) promotion of income generating activities, micro-credit, and skills enhancement through association with the WMCA. Of the WMCAs, 210 have micro-credit programs for their members. The cumulative amount disbursed as of March 2010 was over Tk140 million and a total of 28,180 members (around 67% male and 33% female) had received micro-credit. Eventually, increased demand due to increased family income generated new activities in different service sectors. 55. Better access to improved amenities. Higher incomes have given project farm households access to more hygienic facilities and housing than non-project farmers in the same localities. The mission members saw a growing number of brick houses in the project area, as well as more household tube wells providing safe drinking water. The increased use of hygienic latrines was also revealed during the field visits. 15The issues relevant to impact were confirmed in discussions with WMCA executive committee members and local

people at the time of the field visits.

14

56. Increased capital and wealth accumulation by the poor. A slow but steady impact of the project has been capital formation by marginal farmers, with their increased income. The farmers have acquired such assets at a faster rate than non-SSWRDP farmers, often buying or leasing land, livestock, and poultry from large landowners.

57. Wider scope for benefit distribution. Social and economic development due to the project and its support and services created greater scope for the equitable distribution of the benefits of improved agricultural technology among farmers, traders, processors, and consumers in the supply chain. 58. Other impact. The project’s support and services had positive impact on the education of children, health care for women and children, food intake, livestock rearing, housing, living conditions, and community relationships in general. The project contributed significantly to the design of Loan 2542-BAN: Participatory Small-Scale Water Resources Sector Project (footnote 10). More details on the socioeconomic impact of the project interventions can be found in Appendix 13.

IV. OVERALL ASSESSMENT AND RECOMMENDATIONS A. Overall Assessment 59. The project was implemented largely as designed, despite delays. Given the evaluations of highly relevant, effective, efficient, and likely to be sustainable, the project is rated successful overall. B. Lessons 60. Project implementation yielded the following lessons, pertinent to similar projects in the sector:

(i) Information campaigns through subproject fact sheets as part of the member education program, and the project newsletter proved more successful than the NGO facilitator. Bylaws were well drafted by the executive committees of the WMCAs.

(ii) The project had significant positive impact through increased crop and fish production and through its micro-credit operations.

(iii) Project delays could have been reduced significantly if the project director and other staff had been appointed on time, if competent consulting firms were managed for timely delivery and if the contracts had provided for price increases.

(iv) The quality of subproject planning and design depended on the quality of the consulting firms and their staff. National consulting firms for the feasibility studies and detailed design should therefore have been better managed by the LGED.

(v) LGED should have submitted withdrawal applications on time and ADB disbursements against the applications also had to be timely, to sustain the flow of funds.

(vi) The establishment of the IWRMU in 2003 to monitor completed subprojects further enhanced the commitment of LGED to the sustainable management of small-scale water resources subprojects. The current frequency of staff transfers and re-posting at the IWRMU, on the other hand, diminishes initiative and commitment to work.

15

C. Recommendations

1. General

61. The general recommendations are as follows: (i) LGED should take a programmatic approach to the further strengthening of the

small-scale water resources sector under the leadership of the additional chief engineer (water resources), and further increase the capacity of the IWRMU to monitor regularly and supervise the completed subprojects and to support the planning and design of new subprojects.

(ii) LGED should give long-term assignments to project staff in this sector and provide strong leadership to the IWRMU. Given the potential for the development of many more small-scale water resources subprojects, LGED should develop the necessary in-house technical skills to plan, design, and manage these subprojects.

2. Project-Related

62. The project-related recommendations are as follows: (i) The necessary qualified staff should be posted and consulting firms for feasibility

studies and NGOs for awareness building selected even before the loan agreement between the government and ADB is formally signed. Instead of leaving it up to NGOs to appoint facilitators and community assistants, project officials should participate in the selection to make sure that it is properly done and the right people are selected. The DOC should routinely monitor and check the WMCAs’ activities through upazila (sub district) cooperative officer when the logistic arrangements for the upcoming PSSWRSP are in place.

(ii) LGED should establish a permanent setup in the MIS section of the IWRMU for the timely entry of field data and the generation of the required training, gender, poverty, BME, and other reports. The IWRMU should be provided with capable and committed staff who are not subject to frequent transfers. IWRMU staff can be given additional incentives and have preference in foreign training in exchange for an agreement to serve the unit for a given number of years after the training. LGED should appoint a regular gender and development officer in the IWRMU under the revenue budget to coordinate and follow up gender-related activities in the field of the completed subprojects and to update gender data in the MIS regularly.

(iii) Fisheries development activities are among the best means of poverty reduction for genuine (subsistence) fisher folk affected by the loss of open-water fisheries due to the subproject infrastructure. LGED should monitor these activities through its field offices to ensure that the affected fisher folk are not deprived of the benefits and that the DOF takes a more active role under the purview of the existing MOU.

(iv) The present awareness campaign could be strengthened by establishment of an information dissemination process through locally respected people, such as the sub assistant agricultural officers (block supervisors), community organizers, and upazila engineers, coupled with dissemination training and TV and radio advertisements. Information campaigns through (a) folk dramas (the Rupantur program); (b) subproject fact sheets as part of the member education program of the WMCAs, and (c) the project newsletter may also be introduced.

(v) The project performance evaluation mission may be carried out in 2014.

16 Appendix 1

ANALYSIS OF PROJECT FRAMEWORK

Design Summary Performance Targets Project Monitoring Mechanisms

Assumptions and Risks

Accomplishment and Remarks

Goal Support the government’s poverty reduction effort by increasing sustainable agricultural and fishery production

Incremental rice production of 180,000 tons per year Increased rural net incomes Incremental employment of 7.8 million person-days per year

Independent impact assessments Benefit monitoring and evaluation (BME) Review missions Government agricultural and employment statistics

No major natural disaster Government committed to policy and institutional reforms and support of rural development Commodity prices allow financial and economic viability

Overall, for all the 300 subprojects, the incremental rice production was 180,000 tons per year.1 The cumulative amount of micro-credit disbursed was over Tk140 million. A total of 28,180 members received micro-credit, which increased their income. A total input of about 3.7 million person-days of local labor was needed to complete about 9.7 million cubic meters of earthworks for the project. a

Purpose/Objective Increase agricultural production in subproject areas through sustainable stakeholder-driven, small-scale water resource management systems

300 subprojects operated in line with the long-term investment plan Water management associations (WMAs) operating successfully in all subprojects Shift to higher-yield-variety cultivation and increased cropping intensity, resulting in an increase of 180,000 tons of paddy production by year 2010

Quarterly progress reports Annual institutional performance assessment of Local Government Engineering Department(LGED) and local government institutions Review missions Midterm review Project completion report(PCR)

Government committed to sustainable development of small-scale water resources Government committed to enhancing capacity of LGED

300 subprojects were physically completed by the end of the project. 184 of the 300 WMCAs are well functioning and the remaining 116 are functioning moderately well. Shift to high-yielding-variety cultivation and increased cropping intensity has resulted in an increase of 180,000

1 Reported by IWRMU Office.

Appendix 1 17




Annual WMCA audits BME reports

tons of paddy production.2

Output Small-Scale Water Resources Development Mobilization of Beneficiary Participation

a. Participatory selection and development of subprojects b. Viable WMAs at subproject sites, capable of financing and undertaking operation and maintenance (O&M) c. Local contracting societies (LCSs) organized and trained for earthwork at subproject sites

70% of beneficiaries are members of a WMCA

390 potential subprojects examined and appraised

100% of beneficiaries fully contributed required annual O&M amounts in each subproject

Project progress reports and review missions PCRs

A majority of beneficiaries in the subproject areas appreciate the value to themselves of collective action.

On average, 89% of beneficiaries are members of a WMCA.3

Project director reported that 450 potential subprojects were examined and appraised.

Project director reported that 100% of beneficiaries fully contributed required annual O&M amounts in each subproject.

Community-Based Infrastructure Development Infrastructure of good quality constructed, conforming to: a. district water resources development strategies b. environmental impact mitigation measures c. resettlement plan

All project management office (PMO)/LGED Second Small-Scale Water Resources development management positions filled in first year Water resource control systems completed in about 300 subprojects Effective O&M practices in place

Viable strategies established at local levels for small-scale integrated water resources development Effective LGED construction contract management and quality control

All project management office positions were filled in the first year. Water resource control systems were completed in 300 subprojects by June 2010.4 Effective regular O&M activities, i.e., small basic works costing around

2 Reported by IWRMU Office. 3 LGED PCR, July 2010. 4300 subprojects completed by the time of this PCR.

18 Appendix 1




Water Resources– Oriented Support Programs Monitoring and Quality Control a. IEE reports received b. BME reports c. PMO office established and operating efficiently Institutional Strengthening in the Small-Scale Water Resources Sector Support for Project Management Capacity Building for Sustainable Management a. Improved capacity of local government to assume ownership of small-scale water management infrastructure. b. Improved capacity of concerned agencies to undertake feasibility studies, including baseline data collection. c. Improved capacity of nongovernment

Agricultural and fisheries extension provided to 300 subprojects constructed Initial environmental examination (IEE)/Environmental impact assessment (EIA) reports completed for each feasibility study BME systems established PMO fully operational by loan effectiveness Multidisciplinary consulting team fielded

Local government officers trained and LGED staff trained

Number of actual feasibility studies completed versus budget

All WMCAs and their O&M committees trained in O&M by handover

Progress reports and review missions Progress reports and review missions BME reports Progress reports and review missions Progress reports and review missions

Project review missions Project progress reports Midterm project review PCR

Active field-level participation of Department of Agricultural Extension (DAE) and Department of Fisheries (DOF) LGED and Department of Environment commitment given to provide resources to undertake effective monitoring of quality of IEEs Government commitment to institutional reforms LGED provides PMO with appropriately qualified staff. Local government initiated to assuming ownership of small-scale water management infrastructure

Institutional reform undertaken as scheduled

Tk5,000–Tk10,000 a year, are in place. Agricultural extension services are provided to all subprojects; 237 subprojects have fishery potential. IEE and EIA have been completed for all feasibility studies. BME system was established. PMO was fully operational by loan effectiveness. Multidisciplinary ADTA consulting team fielded 28,487 person-days of training given to LGED officers and staff 354 feasibility studies completed WMCAs and their O&M committees trained in O&M; new committees to be trained under PSSWRSP

Appendix 1 19




organization (NGO) entities to undertake community mobilization, including formation and training of WMCAs. d. Improved capacity of LGED to manage small-scale water resources development Project Activities Small-Scale Water Resources Development Activities Mobilization of Beneficiary Participation a. NGOs/firms engaged to facilitate beneficiary involvement in participatory rapid appraisal (PRA), environmental surveys, social surveys, and feasibility study investigations b. Undertake awareness and motivational program to ensure beneficiaries know how and where to lodge a request for consideration of their idea for a subproject c. Project resettlement plan d. PRAs completed e. Feasibility studies completed f. WMA training Completed g. LCS formed to provide jobs for poor women Community-Based Infrastructure Development a. Final designs

$4.744 million 390 subprojects have awareness campaigns. 390 PRAs 358 feasibility studies Training completed in all 300 subprojects Local contracting societies (LCSs) formed for all 300 subprojects $44.563 million 325 designs completed

Progress reports and review missions Institutional monitoring Progress reports and review missions Construction monitoring Progress reports and review missions

NGOs given appropriate orientation and support LGED adopts appropriate quality control strategies and corrective action methodologies. PMO resources are efficiently and effectively applied. LGED hires competent

$3.005 million Actual contribution of WMCAs toward first-year O&M fund was 117% of the target. 450 subprojects had awareness campaigns. 450 PRAs 354 feasibility studies Training completed in all 300 subprojects Local contracting societies (LCSs) formed for all 300 subprojects $49.550 million 334 designs

20 Appendix 1




for subprojects completed b. Construction of subprojects completed c. Subproject handover completed Water Resources–Oriented Support Programs a. WMA agriculture and fisheries development plans completed and implemented b. DAE delivered training to subproject beneficiaries on integrated pest management c. DOF delivered training on fish culture to subproject beneficiaries Monitoring and Quality Control a. Environmental monitoring b. Hiringof environmental consultant c. Implementation of environmental testing program d. Monitoring and evaluation e. BME surveys of completed subprojects f. External review mission and quality control audit g. System operation h. Equipment procured i. Contracts awarded and completed

300 subprojects 300 subprojects $6.020 million Agriculture programs completed in 300 subprojects Fisheries programs in about two-thirds of subprojects $11.257 million Environmental labs equipped Environmental evaluations completed in all subprojects 200 subprojects surveyed 2years after construction Review mission completed in first year Quality control audit implemented annually

Progress reports and review missions BME reports Progress reports and review missions Progress reports and review missions

contractors. Timely allocation of budget Timely staff posting Timely input of consultants Timely support from DAE and DOF Environmental labs with sufficient staff and resources Timely fielding of consultants.

completed 300 subprojects 300 subprojects $3.656 million Agriculture programs completed in 300 subprojects Fisheries programs in 128 subprojects $8.030 million 61 labs equipped with environmental lab facility Environmental evaluations completed for 300 subprojects 214 subprojects surveyed 2 years after construction Review mission completed in first year Quality control audit implemented annually

Appendix 1 21




Institutional Strengthening in the Small-Scale Water Resources Sector Support for Project Management a. Hire a team of international and national consultants b. Hold workshops and seminars c. Subproject planning and design procedures reviewed and strengthened. Capacity Building for Sustainable Management a. Update capacity- building plan b. Implement capacity- building training in LGED c. Provide awareness training to local government officials d. Train NGOs in WMA responsibilities e. Hold project orientation for stakeholders including DAE, DOF, and Department of Cooperatives Total project completion

$8.600 million $1.796 million Implement nine capacity-building modules for about 11,000 trainees in LGED, other agencies, NGOs, and local government Total cost: $76.98 million

Progress reports and review missions Progress reports and review missions

Participating departments and organizations commit the necessary resources.

$8.063 million $1.338 million Implement nine capacity-building modules for about 11,000 trainees $73.639 million

LGED=Local Government engineering Department, DAE= Department of Agricultural Extension, DOF = Department of Fisheries, IWRMU = Integrated Water Resources Management Unit. a Reported by IWRMU Office. b Reported by IWRMU Office. c Reported by IWRMU Office. d Local Government Engineering Department, Bangladesh. July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka. e Three hundred subprojects completed at the time this project completion report was prepared. Source: July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka.

22 Appendix 2

STATUS OF SUBPROJECT WATER MANAGEMENT COOPERATIVE ASSOCIATIONS AND INFRASTRUCTURE

Sl No.

Subproject ID and Name District

SP Typ

e

Overall Status of WMCAs Status of

Infrastructure Need for

Construction works

Remarks/ Current

Problems/ Rectification

Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

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O&

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und

Col

lect

ion

(yes

/no)

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&M

Fun

ds

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t

Ran

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Loca

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Satis

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Stru

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Emba

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ents

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m)

Kha

l Exc

avat

ion

(km

)

1 SP21004, Paharbhanga

Panchagar WC D B B Yes No No No No D Yes Yes 2 1.95

2 SP21006, Chotokumira

Chittagong WC B C C Yes Yes No No No C No No No 1

3 SP21007, Bakkhali

Coxs Bazar WC B C D No Yes Yes Yes Yes B Yes Yes 1 Project completed rehabilitation of existing 84-meter length of rubber dam.

4 SP21008, Katakhali

Meherpur FMD B B A Yes Yes No No No B Yes Yes 1 0.49

5 SP21009, Sadhukhali

Rajbari FMD B C C Yes Yes No No No C Yes Yes 5 8.16

6 SP21010, Jhagrar Char

Kurigram FMD B B B Yes Yes Yes Yes Yes A Yes Yes 3 6.20

7 SP21011, Padma Beel

Khulna FMD D B C Yes No Yes Yes Yes C Yes Yes 1 Khal reexcavation was dropped because of local conflict; however, the subproject is operational.

8 SP22002, Nabogram

Jhalokathi DR A B A Yes Yes No No No B Yes Yes 17.00

9 SP22005, Mongol Khal

Naogaon WC B B B Yes Yes Yes Yes Yes A Yes Yes 2 9.84

Appendix 2

23

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Construction works

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MC

Mem

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a

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apita

lb

Ave

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Cap

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Hel

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10 SP22012, Kaliadaha

Gopalgonj FMD D B B Yes No No No No D No No Yes 5 4.92 1.01 Additional drainage outlet provided.

11 SP22013, Jogania Beel

Narail FMD A C B Yes Yes Yes Yes Yes A Yes Yes 2 6.55

12 SP22014, Farazganj

Bhola FMD B B B Yes Yes Yes Yes No A Yes Yes 4 3.12 People wanted an embankment along the riverbank to protect an area outside the existing road considered as embankment.

13 SP22015, Amirpur–Barail

Joypurhat DR&WC

B B A Yes Yes No No No B Yes Yes 2 8.35

14 SP22016, Purba Syedpur

Laxmipur WC B B B No Yes C No No Yes 1 0.04 6.00

15 SP22017, Bakhari Khal

Lalmonirhat FMD A B B Yes Yes No No No B Yes Yes 1 Khal reexcavation was dropped because of local objections. Subproject is partly operational.

24 Appendix 2

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16 SP22018, Dumkuria–Datbanga Beel

Narail DR B C C Yes Yes Yes Yes Yes A Yes Yes 2.76

17 SP22019, Mashalia–Pranpur

Rajbari WC D B B Yes No No No No D No No Yes 3 3.39

18 SP22020, Kachua

Barisal DR A B B Yes Yes Yes Yes Yes A Yes Yes 23.00

19 SP22021, Mohammadkhani

Chapai Nawabgonj

CAD B B B Yes Yes No No No C No No Yes 13.21

20 SP22022, Behula

Chapai Nawabgonj

CAD B B B Yes Yes No No No C Yes Yes 1.92

21 SP22023, Nayagola–Mohananda

Chapai Nawabgonj

CAD B A A Yes Yes No No No B Yes Yes 4.14

22 SP22024, Hatisal Ghritakanchan

Rajshahi DR&WC

B D B Yes Yes No No No D Yes Yes 3 22.00

23 SP22025, Galua

Jhalokathi DR A B C Yes Yes No No No C Yes Yes 21.00

24 SP22026, Sriramkandi

Faridpur FMD D A A Yes No Yes Yes Yes A Yes Yes 4 7.44 2.32

25 SP22027, Dhulia

Patuakhali FMD A B B Yes Yes No No No C Yes Yes 5 13.77 5.40

26 SP22028, Damush–Mathabhanga

Meherpur FMD A B A Yes Yes No No No B Yes Yes 1 1.25

Appendix 2

25

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27 SP22030, Char Sakhina

Bhola FMD A B C Yes Yes C Yes Yes 2 1.28 9.50 Diversion channel not done; subproject not in operation.

28 SP22032, Gholkuri–Kadoa

Joypurhat WC B C B No Yes No No No C Yes Yes 1 6.15

29 SP22034, Sreeramkathi

Pirojpur FMD B B B Yes Yes Yes Yes Yes A Yes Yes 1 18.16

30 SP22035, Lengutia

Bhola FMD B B B Yes Yes Yes Yes Yes A Yes Yes 4 5.75 10.73

31 SP22037, Boalmari

Kurigram FMD B B B Yes Yes Yes Yes Yes A Yes Yes 3 11.03 0.65

32 SP22038, Fazar Ali Khal

Netrokona DR&WC

B B B Yes Yes Yes Yes No B Yes Yes 1 2.60

33 SP22039, Bipingonj

Netrokona WC B B B Yes Yes Yes Yes No B Yes Yes 2 6.40

34 SP22040, Sonaichhari (Ramua)

Coxs Bazar WC A A A Yes Yes Yes Yes Yes A Yes Yes 1

35 SP22041, Jambudwip

Barisal DR A B B Yes Yes Yes Yes Yes A Yes Yes 24.00

36 SP22044, Chayakhali Haor

Moulavibazar FMD B B B Yes Yes No No No C Yes Yes 1 7.55 7.30

37 SP23045, Manukhali

Dhaka DR&WC

B A A Yes Yes No No No B Yes Yes 1 0.85

38 SP23046, Bara Chara

Moulavibazar WC B B A Yes Yes B No No 1

39 SP23047, Karunamayee

Dhaka FMD B C A Yes Yes C Yes Yes 3 2.69 0.37

26 Appendix 2

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Beel 40 SP23048,

Kajla Kishoregonj FMD A A B Yes Yes No No No B Yes Yes 3 1.53 1.57

41 SP23049, Katiar Bon

Habiganj DR&WC

B A A Yes Yes A No No Yes 2 2.80

42 SP23050, Kufa Beel

Habiganj DR&IRR

D B B Yes No No No No D Yes Yes 7.00

43 SP23051, Singra Khal

Brahmanbaria DR&IRR

B C B Yes No No No No D Yes Yes 12.13

44 SP23052, Digrir Char

Jamalpur DR A A A Yes Yes No No No A Yes Yes 2 0.29

45 SP23053, Banarkandi–Barishaba

Gazipur FMD B B A Yes Yes No No No B Yes Yes 3 3.54 0.45

46 SP23054, Char Rosundi

Shariatpur FMD B C C No Yes No No No D Yes Yes 4 8.56 4.93

47 SP23055, Sutarkandi

Gazipur FMD&WC

B B B Yes Yes No No No B Yes Yes 1 0.30 1.60

48 SP23056, Khalilabad

Manikgonj DR&WC

B C B No Yes No No No D Yes Yes 1 1.30 3.55

49 SP23058, Govia Beel

Mymensingh FMD A B C Yes Yes No No No C Yes Yes 1 4.40

50 SP23059, Barunaghat Khal

Coxs Bazar DR&WC

B B B Yes Yes Yes Yes Yes A Yes Yes 1 0.59 3.42

51 SP23060, Alam Khali

Dhaka DR&WC

B A A Yes Yes No No No A Yes Yes 2 9.20

52 SP23061, Daibari–Barokhal

Narayangonj FMD&WC

A B B Yes No C No No Yes 4 4.90 Another pipe sluice added in response to local demand.

Appendix 2

27

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53 SP23062, Kulakani

Comilla FM A A A Yes Yes No No No A Yes Yes 1 3.05

54 SP23063, Sundrateki–Kamai Chhara

Habiganj WC A B B Yes Yes No No No B Yes Yes 3 0.50

55 SP23064, Owail Beel

Netrokona DR&WC

B B B Yes Yes Yes Yes No A Yes Yes 1 3.20

56 SP23065, Chukuri–Mokimpur

Comilla FMD A B A Yes Yes No No No A Yes Yes 1 1.13 3.67

57 SP23066, Atrail Beel

Manikgonj DR&WC

A A A Yes Yes No No No A Yes Yes 1 2.00 1.80

58 SP23067, Arjunchar–Asadnagar

Narsingdi DR A B A Yes Yes No No No B Yes Yes 1 3.18

59 SP23068, Shanki Bhanga Khal

Tangail DR&WC

A A A Yes Yes No No No A Yes Yes 1 4.50

60 SP23069, Nalijuri Khal

Gazipur DR&WC

B B C No Yes No No No D Yes Yes 1 13,00

61 SP23070, Banial–Elamdahi Khal

Rajshahi DR&WC


62 SP23071, Kandibari Khal

Sylhet WC A B A Yes Yes No No No B Yes Yes

63 SP23072, Shialichara

Sylhet WC A B A Yes Yes No No No B Yes Yes 3 2.44 1.50

64 SP23073, Angura

Sylhet FMD&W

A B B Yes Yes B Yes Yes 1 7.73

28 Appendix 2

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C 65 SP23074,

Banglabazar Sunamgonj FM C A A Yes Yes No No No C Yes Yes 1 5.14

66 SP23075, Banguachara

Moulavibazar WC A B A Yes Yes No No No B Yes Yes 1 0.39 2.30

67 SP23076, Batamara Subproject

Bhola DR&IRR

A B B Yes Yes Yes Yes Yes A Yes Yes 16.50

68 SP23079, Jatrapur–Ichamati

Manikgonj FMD&WC


69 SP23080, Udna Chara

Moulavibazar WC A B A Yes Yes No No No A Yes Yes 1 3.43

70 SP23081, Korsha Kariail

Kishoregonj FMD&WC

C C C No Yes No No No D Yes Yes 1 4.52

71 SP23083, Birampur

Brahmanbaria FMD&WC

B D B Yes Yes No No No C Yes Yes 2

72 SP23084, Tobgi

Bhola DR&IRR


73 SP23085, Sonkhola

Coxs Bazar FMD B B B Yes Yes Yes Yes Yes A No No Yes 1 0.59 5.76 0.59 km dike added in response to local demand, to check saline water intrusion.

74 SP23086, Kotabari Beel

Dhaka DR&WC


75 SP23087, Sukhia

Kishoregonj DR&WC

A B B Yes Yes No No No B Yes Yes 1 5.78

Appendix 2

29

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Padmakuri Beel

76 SP23088, Khudra Fulkot–Rajarampur

Bogra DR&WC

A A A Yes Yes No No No A

77 SP23089, Laxmipur Hoglakandi

Munshigonj DR&WC

A B B No Yes No No No C Yes Yes 1 11.82

78 SP23090, Bhuluar Khal

Laxmipur WC B B B Yes Yes No No No B Yes Yes 1 0.90 12.32

79 SP23091, Kusumpur–Verella–Fultali

Comilla DR B B B Yes Yes No No No B Yes Yes 7.05

80 SP23092, Pachabasta–Tenachira

Gaibandha DR&WC

A B C Yes Yes No No No C Yes Yes 1 6.39 Khal re-excavation could not be completed according to the section design because of local conflict.

81 SP23093, Barail Beel

Mymensingh FMD A B B Yes Yes No No No B Yes Yes 2 1.50

82 SP23095, Barachar

Narsingdi FMD A B A Yes Yes No No No B Yes Yes 1 2.40

83 SP23096, Borojung Chhari

Coxs Bazar WC B B B Yes Yes Yes Yes Yes A Yes Yes 1 Water conservation by rubber dam.

30 Appendix 2

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)

84 SP23097, Khutakhali Chhara

Coxs Bazar WC A B B Yes Yes Yes Yes Yes A Yes Yes 1 0.08 Water conservation by rubber dam.

85 SP23098, Tetang–Sonaichari Khal

Coxs Bazar WC B A B Yes Yes No No No B Yes Yes 1 Water conservation by rubber dam.

86 SP23099, Noli Khal

Gazipur WC A B B Yes Yes No No No B Yes Yes 1 12.06

87 SP23100, Bager Kiar Baular Beel

Moulavibazar DR&WC

B B B No Yes No No No C Yes Yes 4 9.48

88 SP23101, Bachra Beel

Sirajganj FMD B B C Yes Yes No No No B Yes Yes 3

89 SP23102, Sirajnagar–Dewli

Dhaka FMD&WC

B A A Yes Yes No No No A Yes Yes 3 7.59 4.05

90 SP2310 3, Katakhali Khal

Laxmipur DR&WC


91 SP23104, Dulia Satbila

Sylhet FMD&WC

A A A Yes Yes No No No A Yes Yes 2 4.92 5.70

92 SP23105, Uttma Beel

Sunamgonj FMD B B B Yes Yes No No No B Yes Yes 1 4.72 1.25

93 SP23106, Pakshia Subproject

Bhola Irrigation


94 SP23107, Ratanganj–Gandhina

Tangail FM A A B Yes Yes B Yes Yes 4 9.55

Appendix 2

31

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95 SP23108, Kasadah CAD

Manikgonj CAD B B B Yes Yes No No No C Yes Yes 3 1.90 Command area development subproject.

96 SP23109, Charipara

Mymensingh CAD A B B Yes Yes No No No B Yes Yes 2 Buried pipe CAD subproject.

97 SP23110, Haque Nagar

Sunamgonj WC A A A Yes Yes No No No A No No Yes 1 Water retention level raised by increasing gate height.

98 SP24111, Dewrajan River

Netrokona WC B B B Yes Yes Yes Yes No A Yes Yes 1 3.83

99 SP24112, Alampur–Madankhali

Munshigonj DR&IRR

A A A Yes Yes No No No A Yes Yes 13.54

100 SP24113, Deldha–Anandanagar

Dhaka FMD&WC

A C B Yes Yes No No No C Yes Yes 1 1.24 3.20

101 SP24114, Tetulia–Sadarbari

Jamalpur FMD D B B Yes No D No No No 2 3.62 5.65 Dike needed to be realigned along Jhenai River to protect about 200 ha from flooding.

102 SP24115, Bara Bundh–Natun Khal

Kishoregonj FMD&WC

A A B Yes Yes No No No B Yes Yes 1 3.60

32 Appendix 2

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)

103 SP24116, Chechania Khal

Meherpur FMD B B B No Yes No No No C Yes Yes 1 1.60

104 SP24117, Langu Chhara

Moulavibazar FMD&WC

A C C No Yes D Yes Yes 2 8.50

105 SP24118, Lakshmipur Khal

Magura FMD B C B No Yes No No No D Yes Yes 1 0.40

106 SP24119, Kahalia Khal

Dhaka DR&WC

A B B Yes Yes No No No B Yes Yes 12.18

107 SP2412 , Charali Beel–Shakhowa Khal

Lalmonirhat DR&WC

A C C Yes Yes No No No D Yes Yes 1 4.80

108 SP24121, Dosarpara–Kairakhola

Munshigonj DR&IRR

A B B Yes Yes No No No C Yes Yes 4.70

109 SP24122, Chhayburia–Kuliati

Netrokona FMD D C C No No Yes Yes No D Yes Yes 2 4.90

110 SP24123, Chiratal Beel

Mymensingh FMD&WC

A C C No Yes D Yes Yes 1 5.70

111 SP24124, Adiabad PB Nagar

Narsingdi FMD A C B Yes Yes C Yes Yes 1 Infrastructure could not be completed as planned because of local conflict. Further works are needed.

Appendix 2

33

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/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

112 SP24125, Silok Khal Mormer Mukh

Chittagong WC A A B Yes Yes No No No B Yes Yes 1 Water conservation by rubber dam.

113 SP24126, Kathal Khali–Patachora–Uttar Chandpur

Chuadanga FMD A C B No Yes No No No D Yes Yes 4 0.85

114 SP24127, Fouzdari

Kurigram FMD A C C Yes Yes Yes No No C Yes Yes 1 5.70

115 SP24128, Bagoil Beel Khal

Bogra DR&WC


116 SP24129, Nepal Dighi Goal Dighi

Natore DR&WC

A B B Yes Yes Yes Yes Yes A Yes Yes 3 1.80

117 SP24130 , Chatal–Agrail Beel

Mymensingh DR&WC

A B B Yes No No No No D Yes Yes 2 5.20

118 SP24131, Balajtala–Kalmadanga

Gopalgonj FMD&WC

A B B Yes Yes No No No C Yes Yes 3 2.49 4.87

119 SP24132, Mekurjani Khal

Netrokona DR&WC

D C C No No Yes Yes No D Yes Yes 1 0.05 5.00

120 SP24133, Padrishibpur

Barisal DR&WC

A C C No Yes Yes Yes Yes B Yes Yes 20.00 Drainage improvement within BWDB polder.

121 SP24134, Jibdhar

Habiganj WC C B A Yes Yes No No No C Yes Yes 2 3.13

34 Appendix 2

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

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d D

esig

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Loca

l Peo

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Satis

fied

Plan

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R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

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ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Chara 122 SP24135,

Gomara Beel Meherpur FMD A A A Yes Yes No No No A Yes Yes 1 2.92 0.84

123 SP24136, Fulbari–Sekhbandha

Panchagar WC D B B Yes No No No No D No No No 1

124 SP24137, Pachal Ragunathpur

Dhaka FMD&WC

A B C Yes Yes C No No Yes 2 0.82 1.55 Flood management improved by providing gates on existing pipes across embankment.

125 SP24138, Umed Ali Khal

Tangail FMD&WC

A A A No Yes B Yes Yes 1 0.12 3.15

126 SP24140, Chitlar Khal

Bogra DR&WC

A B B Yes Yes No No No C Yes Yes 2 7.94

127 SP24141, Goaliar Dogi

Laxmipur CAD B A A No Yes No No No D Yes Yes 2

128 SP24142, Muchidaha Khal

Rajbari DR&WC

B A A Yes Yes No No No B Yes Yes 1 1.85

129 SP24143, Kadirpur–Bakhara

Joypurhat DR&WC

A B B Yes Yes No No No C Yes Yes 1 4.45

130 SP24144, Dolpur–Mukteshwary Khal

Jessore DR&WC

B B B Yes Yes No No No C Yes Yes 1 3.88

Appendix 2

35

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

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repa

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O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

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R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

131 SP24146, Beel Gorila

Natore FMD&WC

A B B Yes Yes Yes Yes Yes A Yes Yes 1 5.01 3.51

132 SP24147, Gazsree–Katakhali

Jessore FMD&WC

A B B Yes Yes No No No B Yes Yes 5 3.65 1.00

133 SP24148, Dhenkipara Khal

Rajbari DR&WC

D A A Yes No No No No D Yes Yes 1 7.33

134 SP24149, Hatibandha Beel

Dinajpur DR&WC

A B B No Yes No No No C Yes Yes 2 4.00

135 SP24150, Kholshi Beel

Dhaka DR&WC

A B B Yes Yes B No No Yes 3 14.00 Regulator sill level lowered in response to public demand.

136 SP24151, Kunjaban–Pittalpara

Gopalganj FMD A B B Yes No C No No No 1

137 SP24155, Chaklahat

Panchagar WC D B B No No No No No D Yes Yes 1

138 SP24156, Gobra Beel–Batoker Beel

Jessore FMD A C B Yes Yes No No No D Yes Yes 2 4.60 1.00

139 SP24157, Lelung-Kutubchhari–Kalapania Khal

Chittagong WC A A B Yes No No No No C Yes Yes 2 3.30

140 SP24158, Beki Beel

Mymensingh DR&WC

B A B Yes Yes No No No B Yes Yes 1 5.80

36 Appendix 2

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

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t Pr

ogra

m

Elec

tion

Hel

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es/n

o)

O&

M P

lan

and

Bud

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repa

red

O&

M F

und

Col

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ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

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d D

esig

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Loca

l Peo

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Satis

fied

Plan

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R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

141 SP24159, Dolu–Mohorkhil Khal

Chittagong WC A B A Yes Yes No No No B Yes Yes 2 3.10

142 SP24160, Soguna–Prosadpara

Rajshahi DR&WC


143 SP24161, Kazipur–Babudang Khari

Rajshahi DR&WC

A B A Yes Yes No No No B Yes Yes 3 4.00

144 SP24162, Miapara Ultabhanga Khal

Nilphamari WC A B A No Yes No No No C Yes Yes

145 SP24163, Bhangabari–Amanjhola Beel

Chuadanga FMD A A A Yes Yes No No No A Yes Yes 5 2.50

146 SP24164, Doharakhari–Tarachandkhari

Naogaon WC B B A Yes Yes Yes Yes Yes A Yes Yes 2 6.30

147 SP24165, Kachna Beel

Thakurgaon WC A B B Yes Yes No No No C Yes Yes 9 4.60

148 SP24166, Khorerpul Sarkertari

Lalmonirhat DR&WC

A C C No Yes No No No D Yes Yes 1 4.20

149 SP24167, Koidanga–Bethulia

Rajbari DR&WC

D B B Yes No No No No D Yes Yes 1 2.53

150 SP24168, Rajshahi DR& A C A Yes Yes No No No C Yes Yes 4 3.30

Appendix 2

37

Sl No.


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e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

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ogra

m

Elec

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Hel

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O&

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and

Bud

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repa

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O&

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und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

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Prop

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Pl

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Loca

l Peo

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Satis

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Plan

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R

ectif

ied

Stru

ctur

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o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Joyrampur–Narayanpur

WC

151 SP24169, Marua Chhara

Moulavibazar WC A A A Yes Yes No No No B Yes Yes 1

152 SP24170, Nishanbari–Belna

Dhaka FMD A B B Yes No No No No D Yes Yes 2 3.40 2.99

153 SP24171, Sahasradhara

Chittagong WC A B B No Yes C No No Yes 6 5.60 Upstream protective apron provided after the dam was damaged by flash floods.

154 SP24172, Jafla–Batua Chhara

Moulavibazar FMD&WC

A C C No Yes D No No No 3 5.02 3.15 All three structures could not be built because of court case filed by regulator contractor.

155 SP24173, Koshaibari Khal

Tangail FMD A A B Yes Yes B Yes Yes 2 1.79 3.15

156 SP24174, Mostafapur

Madaripur DR&WC

A A A Yes Yes Yes Yes Yes A Yes Yes 2 7.75

157 SP24176, Tulshipur Borokhari–Dariapurt

Rajshahi DR&WC

A B A Yes Yes B Yes Yes 2

38 Appendix 2

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

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repa

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O&

M F

und

Col

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ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

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Prop

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Pl

anne

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Loca

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Satis

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Plan

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R

ectif

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Stru

ctur

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o.)d

Emba

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ents

(k

m)

Kha

l Exc

avat

ion

(km

)

158 SP24177, Buraghat

Mymensingh WC A A A Yes Yes Yes Yes Yes A Yes Yes 2 5.02 0.10

159 SP24179, Tetul Beel–Uri Beela

Jhenaidah DR&WC

A B A Yes Yes Yes Yes Yes A Yes Yes 3 3.01

160 SP24180 , Kuripara–Langalbandh

Narayangonj FMD&WC

A B B Yes No C No No No 3 Pipe inlet structure at Sitalakhya bank was not completed to provide seat for the pumps.

161 SP24181, Meghchami

Faridpur DR&WC

B B B Yes No Yes Yes Yes B Yes Yes 2 0.20 5.22

162 SP24182, Bhurburia Khal

Narsingdi FMD&WC

A C B Yes Yes No No No D Yes Yes 2 1.80

163 SP24183, Beorjhari–Amandhaman Khal

Thakurgaon DR&WC

A A A Yes Yes No No No A No No No 2 0.20 11.10

164 SP24184, Tafalbari Khal

Bagerhat DR&WC

D B B Yes No D Yes Yes 3 7.20 2.00

165 SP25187, Madhukhali

Madaripur DR&IRR

A A A Yes Yes Yes Yes Yes A Yes Yes 5.20

166 SP25188, Maria Beel Nondanpur

Rajshahi DR&WC

A B A Yes Yes A Yes Yes 1 7.00

167 SP25189, Sonavori

Kurigram FMD&WC

A C C No Yes Yes Yes Yes A Yes Yes 1 7.80 Rehabilitation done for an existing subproject.

Appendix 2

39

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

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ro-c

redi

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ogra

m

Elec

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Hel

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o)

O&

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lan

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Bud

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repa

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O&

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Col

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ion

(yes

/no)

O

&M

Fun

ds

Spen

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Ran

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Prop

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Pl

anne

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d D

esig

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Loca

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Satis

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Plan

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R

ectif

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Stru

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o.)d

Emba

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ents

(k

m)

Kha

l Exc

avat

ion

(km

)

168 SP25190, Doga Beel

Tangail FMD A B C No No D Yes Yes 1 4.29

169 SP25191, Foliar Beel

Faridpur FMD B A B Yes Yes No No No B Yes Yes 1

170 SP25192, Chirchiri Chara

Sylhet WC A C B Yes Yes C Yes Yes 4 0.83

171 SP25194, Char Bachamara

Madaripur FMD A B B Yes Yes No No No B Yes Yes 2 7.30 1.90

172 SP25195, Sonar Bangla

Chapai Nawabgonj

CAD A B B Yes Yes No No No B Yes Yes 2 Buried pipe CAD subproject.

173 SP25196, Kaloir Sabaitara

Chapai Nawabgonj

WC A B B Yes Yes No No No B Yes Yes 2

174 SP25197, Chechinia

Chapai Nawabgonj

CAD A D B Yes Yes No No No C Yes Yes 2 Buried pipe CAD subproject.

175 SP25198, Laupala–Surjabedi

Bagerhat FM B B B No Yes C Yes Yes 3 3.24

176 SP25199, Pathkoil–Mohammadpur

Naogaon DR&WC

A C B Yes Yes Yes Yes Yes A Yes Yes 3 4.75

177 SP25200 , Borom Chhara

Sylhet WC A A A Yes Yes A Yes Yes 4 0.70

178 SP25202, Bahirgram

Narail FMD D B B Yes No D Yes Yes 2 1.73 1.57

179 SP25203, Mymensingh CAD A B C Yes Yes C Yes Yes 2 Buried pipe

40 Appendix 2

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

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O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

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Prop

erly

Pl

anne

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d D

esig

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Loca

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Satis

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Plan

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R

ectif

ied

Stru

ctur

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o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Ichamoti CAD subproject.

180 SP25204, Guilla Chhara

Chittagong WC A C B No Yes No No No D Yes Yes 2 4.08

181 SP25205, Khorda Kalna Khal

Naogaon WC A B B Yes Yes Yes Yes Yes A Yes Yes 1

182 SP25206, BKS

Manikgonj FMD&WC

D C B No No No No No D Yes Yes 2 3.00

183 SP25207, Hialer Beel

Rangpur FMD A B B Yes Yes Yes Yes Yes A Yes Yes 2 7.20 1.00

184 SP25208, Paglachara–Bialibazar

Sylhet WC A C B Yes Yes C Yes Yes 5 0.78 Infrastructure could not be completed by 30 June 2010.

185 SP25209, Hazipur–Porabari

Kishoregonj FMD&WC


186 SP25210, Deuli–Subidkhali

Patuakhali DR&WC

A B B No Yes No No No D Yes Yes 5 14.43 4.75

187 SP25211, Bagha Beel

Sylhet FM A A A Yes Yes No No No A Yes Yes 1 6.12

188 SP25212, Kura Beel

Mymensingh FMD A B B Yes Yes No No No B Yes Yes 1 4.25

189 SP25213, Tukiar Khal

Mymensingh WC A A B Yes Yes No No No B Yes Yes 3 1.30

190 SP25214, Joydevpur–Dhigan Beel

Dinajpur FMD&WC

A B B Yes Yes B Yes Yes 2 0.39 7.75

191 SP25215, Tangail DR& A B B No Yes C Yes Yes 1 6.20

Appendix 2

41

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

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O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

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Ran

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Prop

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Pl

anne

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d D

esig

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Loca

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Satis

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Plan

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R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Bajail Goalia Khal

WC

192 SP25216, Mandari–Gondharbapur

Laxmipur WC B B A Yes Yes No No No B Yes Yes 2 6.34

193 SP25217, Sarulia

Narail FMD A B B Yes Yes B Yes Yes 2 3.00

194 SP25218, Dauhail–Kechuri

Mymensingh FMD A A B Yes Yes No No No B Yes Yes 3 3.20 1.12

195 SP25219, Debbhog–Sheikhpara

Narail FMD D B B Yes No D Yes Yes 2 7.50 10.58

196 SP25220 , Madai Khal

Sylhet FMD&WC

A C B No Yes No No No D Yes Yes 1

197 SP25221, Chandail–Tekharia

Naogaon WC A B B Yes Yes Yes Yes Yes A Yes Yes 2 4.90

198 SP25222, Shialmara Beel

Sunamgonj FMD&WC

A B B No Yes No No No D Yes Yes 1 5.25

199 SP25223, Laxmipur Khal

Rajbari FMD A B A Yes Yes No No No B Yes Yes 1 1.10

200 SP25224, Chawra Beel

Nilphamari DR&WC

D A B No No C Yes Yes 1 16.23

201 SP25225, Puijor Patta

Rajbari FMD A B B Yes Yes No No No C Yes Yes 1

202 SP25226, Patar Haor–

Sunamgonj FMD&W

A A A Yes No No No No C Yes Yes 1 1.15 4.90

42 Appendix 2

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

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o)

O&

M P

lan

and

Bud

get P

repa

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O&

M F

und

Col

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ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

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Prop

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Pl

anne

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d D

esig

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Loca

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Satis

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Plan

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R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Bheribund C 203 SP25227,

Hatnabad Rajshahi CAD A A A Yes Yes A Yes Yes 2 0.60 Buried pipe

CAD subproject.

204 SP25228, Sreerampur

Khulna FMD&WC

A B B Yes Yes B Yes Yes 1 2.80 1.85

205 SP25229, Shail Sindur Khal

Tangail DR&WC

A A B No Yes No No No D Yes Yes 1 3.50

206 SP25231, Mesoghata Beel

Natore FMD&WC

A B B Yes Yes Yes Yes Yes A Yes Yes 2 13.00

207 SP25232, Moshinda Beel

Natore FMD&WC

A C C No Yes Yes Yes Yes B Yes Yes 2 1.70

208 SP25233, Agrani–Dighali–Gandharbpur

Laxmipur CAD A A A Yes Yes No No No A Yes Yes 2

209 SP25234, Kaerkhali Khal

Netrokona DR&WC

A C B Yes Yes Yes Yes No B Yes Yes 1 6.70

210 SP25235, Kashimpur CAD

Rajshahi CAD A B B Yes Yes B Yes Yes 2 Buried pipe CAD subproject.

211 SP25236, Baliaghata Subproejct

Rajshahi CAD A A A Yes Yes A Yes Yes 2.85 Lined canal in CAD subproject.

212 SP25237, Hogla–Damosh

Chapai Nawabgonj

CAD A C B Yes Yes No No No C Yes Yes 4.15 Lined canal in CAD subproject.

Appendix 2

43

Sl No.


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e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

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ro-c

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ogra

m

Elec

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Hel

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O&

M P

lan

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Bud

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repa

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O&

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und

Col

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(yes

/no)

O

&M

Fun

ds

Spen

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Ran

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Prop

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Pl

anne

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d D

esig

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Loca

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Satis

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Plan

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R

ectif

ied

Stru

ctur

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Emba

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ents

(k

m)

Kha

l Exc

avat

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(km

)

213 SP25238, Hogla-Darabaj

Chapai Nawabgonj

CAD A C C No Yes No No No D Yes Yes 1.60 Lined canal and buried pipe in CAD subproject.

214 SP25240, Unmesh CAD

Mymensingh CAD A A A Yes Yes A Yes Yes 1 8.30 Buried pipe CAD subproject.

215 SP25241, Palsha-Moheshpur

Chapai Nawabgonj

CAD A B A Yes Yes B Yes Yes 4.60 Buried pipe CAD subproject.

216 SP25242, Hawai Khali

Narail DR&WC

A B B Yes Yes C No No No 1

217 SP25243, Charabari

Narail FMD&WC

B C B Yes Yes No No No C Yes Yes 1 0.36

218 SP25244, Choto Jungchhari

Coxs Bazar WC A B B No Yes C Yes Yes 1 2.60

219 SP25245, Chaufaldandi

Coxs Bazar WC A B B Yes Yes B Yes Yes 1 5.20

220 SP25247, Bawa Chhara

Chittagong WC A A A Yes Yes A Yes Yes 6 0.95

221 SP25248, Lawa Chhara

Moulavibazar WC A C C Yes Yes C Yes Yes 2 4.10

222 SP25249, Madhurgarea

Narail FMD&WC


223 SP25250, Baliardi

Kishoregonj CAD B B B Yes Yes B Yes Yes 1 5.47

224 SP25251, Chiringa Khal

Chittagong WC A B B Yes Yes No No No B Yes Yes 1 Water conservation subproject.

44 Appendix 2

Sl No.


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e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

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per M

embe

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Elec

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Hel

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Bud

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repa

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Col

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/no)

O

&M

Fun

ds

Spen

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Ran

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Prop

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Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

225 SP25252, Paglir Beel–Sikderpara

Coxs Bazar WC A B C Yes Yes No No No C Yes Yes 1 Water conservation by rubber dam.

226 SP25253, Kaimmergona–Katakhali

Coxs Bazar WC A B B No Yes C No No No 2

227 SP25255, Rui Khal

Chittagong WC A C B No Yes D Yes Yes 5 Earthen dam gravity irrigation subproject.

228 SP25256, Sonaichhari (Satkania)

Chittagong WC A B B No Yes B Yes Yes 4 Earthen dam gravity irrigation subproject.

229 SP25257, Gohalbari

Chapai Nawabgonj

CAD A B B Yes Yes No No No B Yes Yes 4.48 Lined canal in CAD subproject.

230 SP25258, Narayan Hat Gazaria Khal

Chittagong WC A B B No Yes C Yes Yes 2

231 SP25259, Baroigaon Jhilki

Mymensingh CAD A C C Yes Yes B Yes Yes 1 5.55 Buried pipe CAD subproject.

232 SP25260, Ganganagar

Netrokona CAD A C B Yes Yes Yes Yes No A Yes Yes 1 4.74 Buried pipe CAD subproject.

233 SP25261, Civil Hat–Padma

Pabna FMD&WC

A C B Yes Yes No No No C Yes Yes 3 3.08

234 SP25262, Gumuria

Mymensingh WC A C C Yes Yes No No No D Yes Yes 1 1.20

Appendix 2

45

Sl No.


SP Typ

e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

235 SP25263, Dabua Khal

Chittagong WC A B B Yes Yes B No No No 3

236 SP25264, Rauha–Naihati

Manikgonj FMD A C C No Yes C Yes Yes 2

237 SP25265, Bara Garjai Khal

Coxs Bazar WC A A B No Yes C No No No 2 1.12 0.50

238 SP25266, Kurungi

Habiganj WC A B B Yes Yes B Yes Yes 4 1.72 Water conservation subproject by rubber dam.

239 SP25267, Chandpara

Chapai Nawabgonj

CAD A C B Yes Yes C Yes Yes 1 4.00 Buried pipe CAD subproject.

240 SP25268, Nagder Khal

Meherpur FMD&WC

A A A Yes Yes A Yes Yes 2 6.50

241 SP25269, Chikerkuri Khal–Kachuduari Beel Subproject

Netrokona FMD&WC

A B B Yes Yes Yes Yes No A Yes Yes 2 2.46

242 SP25270 , Maniker Khal–Kochua Beel

Bogra DR&WC

A B C No Yes No No No D Yes Yes 1 3.20

243 SP25271, Shawnirbhar Khal

Shariatpur DR&IRR

D C C No No No No No D Yes Yes 6.01 Drainage improvement subproject.

244 SP25272, Shariatpur DR& A C C No Yes C Yes Yes 10.30

46 Appendix 2

Sl No.


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e



Construction works

Remarks/ Current


Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

Tulatala–Katakhali

IRR

245 SP25273, Talai River

Dinajpur WC A B B No Yes B Yes Yes 1 4.50

246 SP25274, Bangalipur–Jalkar Khal

Dinajpur DR&WC

B B B No Yes C Yes Yes 1 3.20

247 SP25275, Shimanar Khal

Shariatpur DR&IRR

A D B No Yes No No No D Yes Yes 2.33

248 SP25276, Gagrakhali Khal

Netrokona FMD&WC

A C C No Yes Yes Yes No A Yes Yes 1 6.30

249 SP25277, Bankurtala–Kalimajani

Tangail FMD A B B Yes Yes No No No B Yes Yes 1 5.25 0.50 1.0 km embankment left undone.

250 SP25279, Bhomordia

Narail FMD D C B Yes No No No No D Yes Yes 1 1.50

251 SP25281, Gagrizora Beel

Shariatpur DR&IRR

D D C No No No No No D Yes Yes 9.03

252 SP25282, Kabulipara

Dinajpur FMD A B B No Yes C Yes Yes 1 6.56 2.44

253 SP25283, Shaikati

Narail FMD D B B Yes No C Yes Yes 1 1.90

254 SP25284, Goshala

Bagerhat FMD D B B Yes No C Yes Yes 3 3.78

255 SP25285, Bahrail Beel

Netrokona FMD&WC

A C C No Yes Yes Yes No B Yes Yes 2 3.70 0.80

256 SP25286, Gorkhai Khal

Netrokona DR&WC

D C C No No Yes Yes No D Yes Yes 1 6.30

Appendix 2

47

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e



Construction works

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Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

257 SP25287, Akhira Khari Khal

Dinajpur DR&WC

A C B No Yes No No No D Yes Yes 2 6.90

258 SP25288, Dariapur

Chapai Nawabgonj

CAD A A A Yes Yes No No No A Yes Yes 1 6.17 Buried pipe CAD subproject.

259 SP25289, Chapai Grameen

Chapai Nawabgonj

CAD A B A Yes Yes No No No B Yes Yes 2 5.15 Buried pipe CAD subproject.

260 SP25290, Khodar Khal

Gopalgonj Irrigation

A C C No Yes No No No C Yes Yes 3.20

261 SP25291, Janigaon–Painda

Sunamgonj CAD A C B Yes Yes C Yes Yes 1 2.00 5.10 Buried pipe CAD subproject.

262 SP25292, Hezia

Narail CAD D C B No No D Yes Yes 1 2.75 Lined irrigation canal subproject.

263 SP25293, Rakthachari

Chittagong WC D C C No No D Yes Yes 1

264 SP25294, Aicher Bager Khal

Chandpur CAD&IRR

A C B No Yes C Yes Yes 2 3.02

265 SP25295, Chowdhuri Miji Khal

Chandpur CAD&IRR

B B B No Yes C Yes Yes 3 4.34

266 SP25296, Sreekhalia Khal

Chandpur CAD&IRR

A C B No Yes C Yes Yes 2 2.17 WRS with lined canal irrigation system.

267 SP25297, Chiri Khal

Dinajpur DR&WC

A B B Yes Yes B Yes Yes 2 10.00

48 Appendix 2

Sl No.


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e



Construction works

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Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

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ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

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ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

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l Exc

avat

ion

(km

)

268 SP25298, Muktikhola Khal

Sunamgonj FMD&WC

B B B Yes Yes No No No B Yes Yes 2 0.65 0.70

269 SP25299, Bishaw Khal

Chandpur WC D B B No No C Yes Yes 1 3.10 0.50 WRS with lined canal irrigation system.

270 SP2530, Ramkrishnapur–Dewpara

Laxmipur CAD B B B Yes Yes B Yes Yes 2 Buried pipe CAD subproject.

271 SP25301, Latifpur–Panchpara

Laxmipur CAD B B A Yes Yes B Yes Yes 1 6.29

272 SP25302, Dhalai

Sunamgonj WC B C B No Yes No No No D Yes Yes 7 4.44 0.50

273 SP25303, Sutang Chhara

Habiganj WC A C B No Yes C Yes Yes 2

274 SP25304, Ganipur-Rajapur

Laxmipur CAD B B B Yes Yes B Yes Yes 1 4.37 Buried pipe CAD subproject.

275 SP25305, Sakua Khal

Sunamgonj WC A C B No Yes No No No D Yes Yes 3 1.91

276 SP25306, Vendir Dhola

Nilphamari FMD A C C No Yes No No No D Yes Yes 1 0.84 0.67

277 SP25307, Chatal Beel

Sylhet FM A C B No Yes C Yes Yes 1 1.52

278 SP25308, Chhoto Mokamia–Bara Mokamia

Barguna DR&IRR

A B B No Yes No No No D Yes Yes 15.70 Drainage and irrigation subproject.

Appendix 2

49

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e



Construction works

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Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

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redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

279 SP25310 , Subidpur–Nalbunia

Jhalokathi DR&IRR

A B A Yes Yes No No No A Yes Yes 9.10 Drainage and irrigation subproject.

280 SP25311, Dhanar Char

Kurigram FMD A B B No Yes Yes Yes Yes A Yes Yes 4 9.85

281 SP25313, Char Batamara and Shafipur

Barisal Irriga-tion

A C B No Yes C Yes Yes 6.40

282 SP25314, Madhabpasa

Barisal DR&WC

A C C No Yes D Yes Yes 19.50

283 SP25315, Kalmegha–Ghutabachha

Barguna DR&IRR

A C B No Yes No No No D Yes Yes 10.60

284 SP25316, Nol Beel

Meherpur FMD A C C No Yes C Yes Yes 1

285 SP25317, Gobadia–Buribari Khal

Noakhali WC B C D No Yes D Yes Yes 2 9.15

286 SP25318, Mirar Khal–Magan Khar Khal

Barguna DR&IRR

A C C No Yes C Yes Yes 17.75

287 SP25319, Kusangal–Manapasa

Jhalokathi DR&IRR

A B B No Yes No No No D Yes Yes 5.60 Drainage and irrigation subproject.

288 SP25320, Rajabaria

Jhalokathi DR&IRR

A B B Yes Yes No No No C Yes Yes 5.58 Drainage and irrigation subproject.

289 SP25321, Harol Beel

Rangpur FMD A C B No Yes C Yes Yes 2 7.56 1.00 O&M plan preparation not yet due.

50 Appendix 2

Sl No.


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e



Construction works

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Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

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ro-c

redi

t Pr

ogra

m

Elec

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Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

290 SP25322, Kanaidanga Khal

Chuadanga FMD A B B No Yes B Yes Yes 1 0.39

291 SP25323, Maijkhapan

Kishoregonj DR&WC

B C C No Yes D Yes Yes 1

292 SP25324, Parir Khal

Barguna FMD&WC

B C B No Yes C Yes Yes 9.72

293 SP25325, Kadambari

Madaripur FMD A C B No Yes B Yes Yes 12.20

294 SP25326, Atghoria Beel

Faridpur FMD A C D No Yes C Yes Yes 2 5.48 1.50

295 SP25327, Lalpara–Paisanta

Naogaon DR&WC

A D C No Yes D Yes Yes 4.00

296 SP25328, Islamgathi–Maria–Kosiabari

Naogaon DR&IRR

A D C No Yes D Yes Yes 12.50

297 SP25329, Jatamrul–Singsara

Naogaon DR&WC

A D C No Yes C Yes Yes 8.20

298 SP25330 Barikol Beel–Kalidaha

Bogra DR&WC

A B C No Yes C Yes Yes 5.15 Demand for WRS near the outfall to conserve water for irrigation, fishery, and tourism.

Appendix 2

51

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e



Construction works

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Measures Taken Ta

rget

Fem

ale

MC

Mem

bers

a

Ade

quat

e C

apita

lb

Ave

rage

Cap

ital

per M

embe

rc

Mic

ro-c

redi

t Pr

ogra

m

Elec

tion

Hel

d (y

es/n

o)

O&

M P

lan

and

Bud

get P

repa

red

O&

M F

und

Col

lect

ion

(yes

/no)

O

&M

Fun

ds

Spen

t

Ran

king

Prop

erly

Pl

anne

d an

d D

esig

ned

Loca

l Peo

ple

Satis

fied

Plan

ning

R

ectif

ied

Stru

ctur

es (n

o.)d

Emba

nkm

ents

(k

m)

Kha

l Exc

avat

ion

(km

)

299 SP25331, Kathipara–Tetulbari

Jhalokathi DR&WC

A C B No Yes C Yes Yes 11.30

300 SP25332 Kachua Beel

Naogaon DR&WC

A D D No Yes D Yes Yes 8.10

SP = Subproject, MC = Management Committee, O&M = Operation and Maintenance, DR&WC = Drainage and Water Conservation, FMD = Flood Management and Drainage. DR&IRR = Drainage and Irrigation, CAD = Command Area Development. a Target female MC members: A, 33%;B, 25%;D, adhoc committee with no female members. b Adequate capital: A, >Tk300,000; B,Tk200,000–Tk300,000;C, Tk100,000–Tk200,000;D,Tk50,000–Tk100,000. c Average capital per member :A, >Tk250;B, Tk200–Tk250;C, Tk150–Tk200;D, Tk100–Tk150. d O&M shed is not included in the number of hydraulic structures. Source: July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka.

52 Appendix 3

ASSESSMENT OF WATER MANAGEMENT COOPERATIVE ASSOCIATIONS A. General 1. An institutional study of the legal framework of water management organizations was fielded in mid-2005, before the midterm review mission. On the basis of that study and subsequent experience gained from the project, the Local Government Engineering Department (LGED) provided an in-depth account of the study of water management cooperative associations (WMCAs) in a project completion report.1 2. WMCAs were formed, registered, and established at each of the 300 subprojects. They were expected to contribute around Tk44.36 million toward the first year operation and maintenance (O&M fund), but their actual contribution was around Tk51.90 million, or 117% of the target. The O&M fund was oversubscribed because collection was initially based on appraisal costs, which exceeded the actual construction costs during implementation. 3. These WMCAs had 110,860 male and 44,010 female members from an estimated total of 153,992 households. They had established a capital base of well over of Tk69.0 million, which was used to support micro-credit and other small-scale business enterprises operated by the individual WMCAs. A reasonable proportion of these WMCAs (about 184) were functioning effectively and the remaining 116 were functioning moderately well, with some difficulties. 4. Women composed nearly one-third of the first management committees of the WMCAs and more than 28% of their total membership. Various training programs were conducted for about 12,833 women members (29% of all women members of the WMCAs). Women were also encouraged to work in labor contracting societies, and carried out almost 14% of about 9.0 million cubic meters of earthworks. B. Cooperative Institutional Framework 5. The cooperative institutional framework was adopted during the First Small-Scale Water Resources Development Sector Project so that the registered organization could collect funds, operate bank accounts and be subject to external oversight. The same institutional framework was kept for the second project. 6. To attract new members and motivate the WMCAs, and generally to assist the facilitators and socioeconomists in strengthening the WMCAs, a motivational program developed by a Khulna-based NGO, Rupantar, was staged at each of the 300 subproject sites. Audiences at each living-theater performance averaged between 1,500 and 2,000 people. 7. The water bodies developed under the project were very important resources with which the WMCAs could engage genuine fisher folk and interested women members in aquaculture activities to improve their income and livelihood. The leasing of these water bodies to WMCA fisher folk in the subprojects, under a circular issued by the Ministry of Land, contributed significantly to increased fish production and fisheries development. 8. Of the 300 WMCAs established since 2002, 184 (61%) are considered to be functioning fairly well and show prospects of continuing to function for a long period of time. These 184

1Local Government Engineering Department, Bangladesh. July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka.

Appendix 3 53

WMCAs accumulated capital funds of about Tk55 million and, in addition to developing other programs, have spent a combined total of Tk1.1 million on infrastructure O&M. The WMCAs’ performance depends on the success or failure of infrastructure O&M. In subprojects where the water infrastructure is functioning well, the WMCAs are also functioning well. 9. There are various reasons why 116 of the 300 WMCAs are functioning comparatively less efficiently, but the two main reasons are as follows:

(i) Some of the proposed subprojects did not have broad based community support but rather reflected the desires of large farmers in small interest groups. Hence, there was comparatively less desire within the community to establish an institution to support the initiative.

(i) Lack of monitoring and refresher training for newly elected members made these WMCAs comparatively less active. New management committee members were not trained adequately in cooperative management and were therefore less aware of the WMCA’s functions and their own responsibilities.

C. Performance of Water Management Cooperative Associations 10. Under the project, a 12- to 18-month process was developed to promote the development of WMCAs with the maturity and the sense of responsibility to operate and maintain their infrastructure with active and capable support. The process was systematic and involved a series of steps outlined in the subproject development cycle. 11. The process had three key milestones:(i) a subproject must first be shown to be feasible before the WMCA can be established;(ii) the signing of the implementation agreement between the WMCA management committee, the union parishad, and LGED must precede construction; and (iii) the WMCAs and LGED must sign the lease (handover) agreement, in which the WMCA accepts responsibility for operating and maintaining the infrastructure. 12. Low performing WMCAs are often the result of a subproject development cycle that has been short-circuited to achieve physical and disbursement targets. Such shortcomings in project administration and management at various levels should be acknowledged and dealt with in future projects. 13. According to the selected indicators, 116 of the 300 WMCAs in the project are classified as performing comparatively less well.

D. Operation and Maintenance Fund Collection

14. The project design called for beneficiaries to mobilize O&M funds approximately equivalent to 1 year’s O&M (3% of earthworks plus 1.5% of structures). O&M fund collection is one of the 12 preconditions to be fulfilled before the signing of the implementation agreement. 15. Apart from difficulty in identifying direct beneficiaries, the method prescribed for O&M fund collection is workable. However, there have been isolated cases where abuses in fund collection were reported. During the early stages of the project, the specified process was not always followed. 16. In principle, the system of collecting the O&M funds on the basis of the cost of the infrastructure is sound. It provides a means of testing the commitment of the beneficiaries to the proposed investments and it ensures that the beneficiaries appreciate the fact that there is a maintenance cost to them associated with increasing the cost of a subproject.

54 Appendix 3

17. If the O&M fund contribution is to serve any purpose related to demonstrating the commitment of the local beneficiaries to O&M and longer-term sustainability, it must be fully collected before the implementation agreement is signed.

E. Development and Management of Water Management Cooperative Associations

18. WMCAs manage themselves through a management committee that operates according to a set of bylaws prepared by a bylaw drafting committee.2 Sound management of the WMCA by the management committee is of critical importance in ensuring the participation of the beneficiaries and, ultimately, in achieving the goals of the investment. 19. Unsatisfactorily managed WMCAs exhibit some of the following characteristics of inadequate management: (i) no office accommodation has been established, and this lack constrains transparency and affects the ability of the cooperative to conduct regular meetings; (ii) no staff or manager has been appointed to carry out day-to-day tasks on behalf of the cooperative, and elections are not held although the WMCA is a democratic organization that requires the election of management committee members at regular intervals; and (iii) the management committee generally does not give enough attention to organizing meaningful economic and business activities for the members.

20. A number of lessons can be drawn from an examination of the manner in which the WMCAs manage themselves: (i) the WMCAs have provided a good measure of empowerment to the communities as a result of their annual general meetings, elections, capital formation, micro-credit programs, and other activities; (ii) in most subprojects, a degree of social integration and harmony among people in segregated villages has been observed; and (iii) in subprojects where regular weekly meetings are held, local resource mobilization is easier and has taken place through shares and savings. 21. To promote improved cooperative management, the signing of the implementation agreement (which triggers the start of construction) between the LGED, the WMCA, and the union parishad must be contingent on the following preconditions:

(i) At least 70% of small and marginal beneficiary farm families are WMCA members.

(ii) The WMCA has an independent office facility (rented or owned) for the exclusive use of its management committee and general members, at a strategic location that is easily accessible to women members.

(iii) The WMCA has appointed (from within its membership) a manager to carry out the various tasks associated with the operation of the cooperative.

(iv) The O&M fund is collected from direct beneficiaries on the basis of the land owned by the individuals and deposited in a bank account jointly opened and operated by the LGED executive engineer and the WMCA.

(v) The WMCA is legally registered with the Department of Cooperatives. (vi) The planning and design of the proposed subproject has been approved by the

WMCA, and land acquisition and mitigation plans have been prepared (where needed) and approved jointly by the WMCA and the LGED executive engineer.

(vii) LGED signs the implementation agreement with the elected management committee of the WMCA. The signing serves to demonstrate the WMCA’s understanding of the electoral process and its ability to hold elections.

2 The bylaw drafting committee is composed of representatives from the local community.

Appendix 4 55

ASSESSMENT OF CAPACITY BUILDING A. General 1. Capacity-building activities under the project were focused on the following:

(i) Developing the capacity of Local Government Engineering Department (LGED) and LGED-managed staff to implement small-scale water resources development projects/programs;

(ii) Assisting local stakeholders in making the best use of the infrastructure and in understanding the rights and responsibilities that accompany the investment; and

(iii) Bringing together various line agencies to ensure complementarities and, hence, the long-term sustainability of project investments.

2. The capacity building program was divided into seven basic categories of training, as follows:

(i) Orientation and management; (ii) Planning, design, and construction; (iii) Water management cooperative association (WMA) establishment and

management; (iv) Operation and maintenance (O&M); (v) Agriculture; (vi) Fisheries; and (vii) Gender and development.

3. Training totalling about 624,963 person-days was directed to various stakeholders, such as LGED and LGED-managed staff (28,487 person-days), project beneficiaries (590,813 person days), and partner agencies (5,663 person-days). Though there was no clear measure of the direct impact of the capacity-building program, general improvements that were attributable to training impact were observed in the course of the project. The improvements pertained to the nature of the institutional support provided to local stakeholders, construction quality, the type of agriculture practiced within the project area, aquaculture, and homestead production patterns. 4. Advisory technical assistance (ADTA) professionals from various disciplines were fully engaged as resource persons or monitored the effectiveness of the programs conducted by various agencies. As most of these professionals had completed their input by December 2008, the delivery of the training programs was organized by the project management office (PMO). Since January 2009, only PMO personnel have worked as resource persons or been present as observers at the remaining training events. B. Training for Local Government Engineering Department (LGED) and LGED-

Managed Staff

5. Of the 28,487 person-days of training for LGED and LGED-managed staff, about 12% was directed at improving knowledge of subproject planning, 9% at improving staff understanding of institutional processes and related issues, and the remaining 79% at post subproject matters. 6. The impact of the training for LGED and LGED-managed staff was measured in several ways. Usually, though not always, tests were administered at the end of each training course to determine the extent to which participants had understood the material that was presented. To obtain some perspective on the longer-term impact of the training, changes in field performance were observed. A summary of the training-related observations as applied to this group follows:

56 Appendix 4

(i) There were key indicators of construction-related improvements, which probably

related to training as well as experience. Construction sequencing became more rational, gates were installed with the seals in the correct position, and the general quality of both earthworks and concrete was good. However, about 60% of the upazila (subdistrict) engineers hold engineering diplomas (rather than degrees), and this group had difficulty with the more technical material related to the planning and design of water resource management interventions;

(ii) More than 80% of the sub-assistant engineers performed well in the capability to oversee the construction of hydraulic infrastructure. However, only one of the three sub-assistant engineers in each upazila was provided with training. The trainees had a substantial workload, and they were not necessarily assigned to work on the project;

(iii) The project assistant engineers were appropriately qualified, generally responded well to the training they received, and contributed positively to the infrastructure development process. A difficulty was that all were replaced at least once during the project as individuals left to pursue other opportunities; and

(iv) Some general facilitators lacked the basic qualifications for their assignments. They participated in the training and processed and internalized to varying degrees the information provided to them. Perhaps the best indicator of the extent to which training had an effect on the general facilitators was that about 50% of them would have been considered suitable in some other project.

C. Training for Beneficiaries

7. Of the 590,813 person-days of training for beneficiaries, 25% was directed at increasing knowledge of improved agricultural practices, 52% dealt with issues related to managing and operating the WMCAs, 10% was exclusively for women, 8% was oriented toward fish production and the environment, and 5% was concerned with O&M methods and procedures. 8. LGED and the Department of Agricultural Extension (DAE), the Department of Fisheries (DOF), the Department of Cooperatives (DOC), the Rural Development Academy (RDA) in Bogra, the Bangladesh Academy for Rural Development (BARD), and the Bangladesh Fisheries Research Institute (BFRI) were instrumental in delivering training to the beneficiaries. In total, DAE provided 153,358 person-days of training to 14,160 participants; DOF and BFRI, 14,098 person-days of training to 157,459 participants; and DOC and RDA, 187,923 person-days of training to 4,474 participants. A new training module introduced for the WMCA, “Poverty Reduction Action Plan Preparation,” involved the extension agencies. This training was conducted at BARD in Comilla. The formal training equipped the participants with the ability to approach extension agents directly when needed. 9. The impact of the agriculture related training is monitored through field visits, by the agriculture facilitators, and through follow-up visits by the agricultural training institutes. In monitoring the impact of the training, an effort was made to determine if the participating farmer adapted the information he had gained to his own farming practice and also if he extended this information to his neighbours. The adoption of intelligent character motion (ICM) technology was recorded in about 238 subproject areas involving 3,570 farmers. Training of trainers in sustainable agricultural production was given to 1,753 farmers who would work as trainers in their respective subprojects. Within the project area, 4,700 farmers have soil health cards and

Appendix 4 57

are using soil management technologies.1 It was further observed that farmers who had participated in the agriculture training were better equipped to communicate with the DAE field staff. An unsuccessful effort was made to train extension agents from among the beneficiary farmers. This program failed at least in part because the individuals who were selected for the training were not suited to, and often also not interested in, the follow-on task of extension. 10. From evidence of significant improvement in the performance of many WMCAs over time, the training invested in strengthening these water management institutions had a positive impact. While too many of these WMCAs are still having difficulty, the difficulties are not believed to relate to a lack of information about what they need to operate effectively. Rather, these difficulties are more likely the result of shortcuts taken in the process of establishing these institutions. Politics and other local conflicts also create problems, though these too are an outcome of short-circuiting the process of establishing the institutions. 11. The impact of the training that was targeted toward female members of the WMCAs was evaluated through changes in homestead production patterns from reports submitted by the facilitators. Vegetable gardens were introduced in 40 subprojects among the reported 128 subprojects where there had been no gardens before. In many cases, women also used adjacent land, outside of the homestead, to cultivate vegetables. Pond fish culture training was imparted to 108 women who were producing fish from derelict ponds. 12. The impact of the fisheries related training is demonstrated by an increase in culture fisheries. This training was mainly targeted at subprojects as a mitigation measure where floodplain fisheries had been adversely affected. As far as practicable, those adversely affected by changes in the floodplain were included in this training. In contrast to the attempt to develop community-based agricultural extension agents, the training that was provided to community based fisheries extension agents was effective. 13. The O&M training impact is measured by post-testing and by evidence of field activity. While the post-testing results indicate that the participants absorbed much of the material, however, the field experience is mixed. Part of the training involved the preparation of plans for O&M, and O&M plans were prepared, albeit often with considerable assistance from LGED field staff. The O&M plans are not always followed. Of the two aspects, more progress has been made in maintenance than in subproject operation. Operation and maintenance may need to be treated as two separate activities at several levels including training. D. Training and Workshops for Other Agencies

1. Local Contractors 14. No training was directed at contractors. However, the project arranged communication with the contractors at the zonal management review meetings to discuss their problems and to resolve any outstanding construction related issues.

2. Local Consultants

15. No training beyond on-the-job training was provided to the 10 local consulting firms that were hired to assist in the planning and design of subprojects. However, the PMO and the ADTA team provided initial briefings on the systems and procedures that were to be followed, 1This information was submitted by the agriculture facilitators quarterly on a subproject-by-subproject basis and represents the cumulative total for the last 3 years of the project.

58 Appendix 4

and subsequently met regularly, usually weekly, with these firms to monitor progress, discuss issues, and review analysis and output.

3. Local Government

16. Because of the key role assigned to the union parishad at three stages in the subproject cycle, training was provided to promote understanding of the rights and responsibilities of the union parishad in local water resource management activities, as mandated under the National Water Policy (1999) and the Local Government Ordinance (1983). The training also emphasized the role of the union parishad in resolving operational conflicts in water management subprojects and the need for its involvement in O&M activities.2 The training material was developed by the ADTA team and disseminated at BARD in Comilla.

4. Other Agencies

17. Training was offered to relevant officers of the Ministry of Agriculture, the Ministry of Finance, the Ministry of Food and Disaster Management, the Ministry of Women Affairs, and Department of Cooperatives, mainly to promote interagency cooperation and to ensure that other agencies were familiar with the project and understood their potential role with regard to the project. The constructive relationships that were established between LGED and the partner agencies attest in part to the effectiveness of the workshops, exchanges, and training undertaken.

2 The union parishad had some involvement in subproject identification during the project but, though there were exceptions, they did not generally work in a supporting capacity with the WMCAs and did not assist them in mobilizing resources for O&M.

Appendix 5 59

PROJECT CHRONOLOGY 1998 Jul 20 Project preparatory technical assistance (PPTA) approval 2000 Nov–Dec Fact finding 2001 Mar Appraisal mission

Mar Management review meeting May Staff Review Committee meeting May Loan negotiations Jun Board circulation Aug Loan agreement signed Nov Loan effective Dec Project steering committee formed 2002 May Project administration memorandum prepared Jul Advisory technical assistance (ADTA)consultant mobilized Sep First steering committee meeting held

Oct Memorandum of understanding (MOU) between the Local Government Engineering Department (LGED)and the Ministry of Land signed

Nov MOU between LGED and the Department of Fisheries signed

2004 Jan MOU between LGED and the Department of Environment

signed Mar Second steering committee meeting held Oct Third steering committee meeting held 2005 Nov–Dec Midterm review mission 2006 Feb Institutional study on legal framework of water

management organizations Apr Fourth steering committee meeting held Jul MOU between LGED and the Bangladesh Water

Development Board signed 2008 Mar PPTA for the Participatory Small-Scale Water Resources

Sector Project (PSSWRSP) fielded Sep PPTA for PSSWRSP completed

May Operation and maintenance (O&M)study fielded Sep O&M study completed Dec Benefit monitoring and evaluation studies completed 2009 Jun Review mission extends project up to June 2010 2010 Jun Project completion

60 Appendix 6

PLANNED VERSUS ACTUAL IMPLEMENTATION SCHEDULEa

Appendix 7 61

PROJECT ORGANIZATION CHART

62 Appendix 8

STATUS OF COMPLIANCE WITH LOAN COVENANTS (AS OF 30 JUNE 2010)

Covenant Loan

Agreement Time Frame Status/RemarksA Project Steering Committee to be established. Schedule 5,

Para. 2 9 Dec 2001

Complied with; circular issued on 31 Dec 2001

The Project Management Office (PMO), established for the First Small Scale Water Resources Development Sector Project (SSWRDP), to be converted into the PMO for the Second SSWRDP (the Project), and headed by a senior engineer of LGED of the rank of executive engineer, or higher, as Project Director.

Schedule 5, Para. 3

31 Oct 2001 Complied with; circular issued on 17 Jan 2002

Under the supervision of the PMO, the LGED district offices to be responsible for the day-to-day implementation of the Project at the subproject level with assistance from LGED Upazila Offices.

Schedule 5, Para. 4

Throughout the project period

Complied with

The LGED District Executive Engineer to be the subproject manager.

Schedule 5, Para. 5


Complied with

District Small Scale Water Resources Development Committee (DSSWRDC) meetings to be held regularly, or shall meet as required, to coordinate agencies of the Borrower.

Schedule 5, Para. 6


Complied with

The Department of Agriculture Extension (DAE), Department of Fisheries (DOF), Department of Environment, and NGOs, firms or institutes recruited for the participatory rural appraisals (PRAs) to support LGED's implementation of the Project.

Schedule 5, Para. 7

Throughout the project period.

Recruitment of NGOs completed in November 2002; concerned departments and agencies supported project implementation

LGED to apply the Project's criteria in selecting NGOs, firms, or institutes for conducting PRAs.

Schedule 5, Para. 8

Throughout the project period.

Complied with; criteria applied in selection

Selection and processing of subprojects to adhere to the criteria set forth in the LA.

Schedule 5, Paras. 9–12

Through the project period.

Complied with

All preconditions to the signing of the subproject O&M agreements between LGED, local government institutions (LGIs), and the Water Management Associations (WMAs) during the construction of the subproject and the first year of O&M of the subproject facilities to be met. Ownership of the subproject facilities to be progressively transferred by formal agreement between LGED and LGIs in a manner pursuant to a timetable satisfactory to ADB and in accordance with the criteria in the Guidelines on Participatory Water Management.

Schedule 5, Para. 13

Through the project period.

Preconditions complied with; subprojects included in implementation program

Borrower to ensure that after the signing of an O&M agreement, the WMA shall have responsibility for the O&M of the SP facilities and access to funds placed as beneficiary contribution (which shall be jointly managed by the LGED Executive Engineer and the WMA).


Upon turnover of subproject facilities to the WMA.

Being complied with

Appendix 8 63

Covenant Loan

Agreement Time Frame Status/Remarks Borrower to ensure that there shall be fisheries development plans agreed upon with ADB.


Prior to concluding implementation agreements between LGED, LGIs, and WMA

Project “Approach to Fisheries Development” finalized in 2004;subproject- specific fisheries development plans prepared during Stage 3: Construction and First-Year O&M (according to project administration memorandum); action plan for fisheries development also submitted to ADB on 6 February 2007

Borrower to ensure that counterpart funding required for the Project and charges, fees or dues collected for services or facilities by WMA from members and non-members under O&M agreements between LGIs and WMA provide for funds satisfactory to ADB to implement the fisheries development plans.


Before concluding implementation agreements between LGED, LGIs, and WMA;

Counterpart funding for implementation of fisheries development plans provided by WMCA

LGED Upazila Staff to conduct annual inspections and provide technical guidance, and the Department of Cooperatives to also undertake annual audits in accordance with rules and regulations of the Ordinance, Rules and Cooperatives Act.


throughout the project period

Complied with

The Borrower to enact a National Water Code satisfactory to ADB.


3 May 2003 Draft Bangladesh Water Act completed by ADB-fielded RETA consultants and submitted to WARPO in December 2008;act now in process of enactment by government

The Cabinet to approve a co-operative bill satisfactory to ADB.


8 May 2002 Complied with

The Borrower to enact a Cooperatives Act satisfactory to ADB.


4 Nov 2002 Complied with on 15 July 2001

The Interagency Task Force on Guidelines for Participatory Water Management to establish terms of reference to examine the identification of alternative water management organizations, the need for enabling legal provisions for viable alternative water management organizations, and the feasibility of pilot testing of alternative water management organizations.


8 May 2002 Study completed in February 2006

The Borrower to ensure that the recommendations, if any, of the Interagency Task Force shall be taken into accounts prior to enactment of the National Water Code.


During review of draft National Water Code

Draft final Water Act translated into Bangla by WARPO and being placed with steering committee at MOWR for discussion as further step toward enactment by Parliament

64 Appendix 8

Covenant Loan

Agreement Time Frame Status/Remarks The Borrower to issue a National Water Management Plan satisfactory to the ADB.


7 Feb 2002 Government approved NWMP in March 2004; ADB RETA consultants submitted report on updating of NWMP; WARPO exploring funding possibilities for TA to update the plan

Fifty percent of the non-engineering positions within the Integrated Water Resources Unit of LGED to be established.


4 Nov 2002 Complied with

Establishment of all positions of the Integrated Water Resources Unit of LGED to be completed.


24 Oct 2004 In progress; approval of establishment of 30 positions lying with LGED, for forwarding to Ministry of Establishment

LGED to establish a management information system satisfactory to ADB based on the system developed for the First SSWRDSP.


8 May 2002 MIS established and operational

BME to be contracted by the PMO and carried out by independent, specialized organization acceptable to ADB. BME studies to be conducted on 10 % of the subprojects and the impact assessment study to be undertaken 5 years after subproject completion. The same organization to be contracted to undertake baseline and the impact assessments studies.


BME surveys to be conducted in the first year of the project.

BIDS completed studies and submitted final reports to LGED IWRMU in March 2009

A comprehensive midterm review to be conducted jointly by the Borrower, ADB, LGED, and the Government of Netherlands.


In the third year of project implementation

Complied with; MTR conducted 15 Nov. to 7 Dec. 2005

To enable annual external performance monitoring for the Project, the Borrower to ensure that all necessary data information and cooperation shall be provided on a timely basis. To enable an external evaluation within one year of the effective date, the Borrower to ensure that all necessary data information and cooperation shall be provided on a timely basis.


MTR recommended one performance monitoring and evaluation (PME) study after 2007 construction season; recommendation was later dropped

Borrower to ensure that land acquisition and resettlement plan agreed upon with ADB, other relevant authorities and the people affected by the Project, based on sample subprojects and any resettlement plan for subprojects, shall be financed and implemented by LGED under arrangements satisfactory to ADB.


When the need arises.

Land acquisition and resettlement compensation plans prepared during subproject detailed design

Borrower to ensure that model by laws of registered WMAs shall integrate gender responsive concerns.


During WMA development

Gender concerns addressed in WMCA bylaws

Borrower to ensure that in the event subprojects affect any indigenous peoples, Indigenous Peoples' Development Plans agreed upon with ADB shall be prepared and approved by the Borrower prior to subproject implementation.


When needed Indigenous peoples development plan prepared during subproject development

Appendix 8 65

Covenant Loan

Agreement Time Frame Status/Remarks Borrower to ensure that an Indigenous Peoples' Development Plan for a subproject under the First SSWRDSP shall be prepared and implemented by LGED.


8 May 2002 Indigenous peoples development plan for Boraghat WC Subproject, Mymensingh District, prepared and sent to ADB on 5 October 2006

Borrower to furnish ADB certified copies of audited accounts and financial statements, and the report of the Auditor.

Section 4.06b Not later than 12 months after end of each fiscal year

Complied with

Borrower through the PMO to submit to ADB quarterly progress reports.

Section 4.07b Within 1month after end of period under review

Complied with

Borrower through the PMO to submit to ADB Project Completion Report.

Section 4.07c Not later than 3 months after project completion

PCR finalized in September 2010, using final financial and physical progress data, by updating the final Report of the ADTA consultants (July 2010)

ADTA = Advisory Technical Assistance, BME = Benefit Monitoring and Evaluation, LGI = Local Government Institution, WMA = Water Management Association, PMO = Project Management Office, SSWRDSP = Small-Scale Water Resources Development Sector Project.

66 Appendix 9

ADVISORY TECHNICAL ASSISTANCE STAFF UTILIZATION (Person-months)

Position Name Total for

Quarter Cumul. Total

Contract Amount a

Remaining in

Contract % Left Remarks

International Staff Team Leader/Water Resources Advisor

(Herb Wiebe) 11.23 11.23 Replaced

Team Leader/Water Resources Advisor

J. R. Rinfret 0.25 45.89 45.89 Input completed

Planning and Monitoring Control Engineer

Henryk Werszko

26.00 26.00 Input completed

Participatory Development Advisor

Victoria Pineda 37.00 37.00 Input completed

Gender and Development Advisor

Suzanne Hanchett


Subtotal (International) 0.25 130.97 130.97 0.00 0.0% National Staff Planning and Design Specialist

G. M. A. Hossain

2.50 79.82 79.82 Input completed

Participatory Development Specialist

M. Faizullah 77.00 77.00 Input completed

Environmental Specialist A. K. M. H. Talukdar


Sociologist Toffail Ahmed 56.18 56.18 Resigned in Jan. 2008

Sociologist Sultana Afroz 7.27 7.27 Replaced Sociologist Siragum Munir 61.72 61.72 Input

completed Gender and Development Specialist

Shamsun Nahar

31.13 31.13 Replaced

Gender and Development Specialist

Shahnaz Islam 43.69 43.69 Input completed

Agronomist Q. R. Islam 66.50 66.50 Input completed

Aquaculture Specialist Md. Shahajahan Howlader


Training and Communication Specialist

Hamidur Rahman Khan

7.28 7.28 Replaced

Training and Communication Specialist

Sohrab Hossain


O&M Specialist Md. Ashfaqui Azam


Institutional Monitoring and QC Specialist

Tapash Ranjan Bose

37.14 37.14 Resigned on 31 Oct. 2006


Rezaul Karim 10.36 10.36 Replaced


Md. Moniruzzaman


Construction Monitoring and QC Specialist

A. Wadud Mian 32.20 32.20 Input completed


M. Haruner Rashid


Water Resources Planning Specialist (IWRM)

M. Eklimur Reza


Water Resources Engineer (2004 FDR)

Saiful Islam Chowdhury


Design Engineer (2004 Flood Damage Rehab.)

Abdur Raquib 12.00 12.00 Input completed


Towfique Ahmed


Appendix 9 67

Position Name Total for

Quarter Cumul. Total

Contract Amount a

Remaining in

Contract % Left Remarks


Md. Delwar Hossain



Ahammed Azam

7.54 7.54 Resigned on 31 Aug.2006


Jibon Krishna Saha

11.54 11.54 Resigned in Feb. 2008


Md. Nurul Amin 28.25 28.25 Resigned on 31 Aug. 2009


Md. Abu Taiub Miah



Mohiuddin Ahmed

2.57 38.37 38.37 Input completed

Gender and Development Specialist

Fatema-Tuz-Zahara


Subtotal (National) 5.07 1,092.37 1,092.37 0.00 0.0% GRAND

TOTAL 5.32 1,223.34 1,223.34 0.00 0.0%

QC = Quality Control, O&M = Operations and Maintenance. a According to Contract Variation No. 13, dated 6 May 2010.

68 Appendix 10

TECHNICAL ASSISTANCE COMPLETION REPORT (TA 3683: Second Small-Scale Water Resources Development Sector,

Dutch Grant Finance)

1. This advisory technical assistance (ADTA) was an integral part of the loan from Dutch Grant Finance. That is why no separate technical assistance completion report was prepared. 2. The report and recommendation of the President (RRP) provided for consulting services from an international consulting firm in association with national consulting firms to ensure that the Local Government Engineering Department (LGED) would receive the required support. The required consulting services were estimated at 937 person-months, including 808 person-months of national and 129 person-months of international consulting input.1 3. International consulting input was conceived to be provided as follows: (i) a water resources development adviser (for 50 person months), (ii) a participatory development specialist (39), (iii) a planning and monitoring control specialist (22), and (iv) a gender and development specialist (18) (footnote 1). 4. National consulting input was conceived to be as follows: (i) a planning and design specialist (for 77 person-months), (ii) a participatory development specialist (77), (iii) an environmental specialist (44), (iv) two rural sociologists (121), (v) a gender and development specialist (77), (vi) an agronomist (44), (vii) an aquaculture specialist (44), (viii) a training and communication specialist (40), (ix) an operation and maintenance (O&M) specialist (44), (x) an institutional monitoring and quality control specialist (100), and (xi) construction monitoring and quality control specialists (140 person-months each) (footnote 1). 5. The Government of the Netherlands provided financial support for the ADTA and the consultants were hired as a team under a single contract, as had been recommended in the RRP and in line with ADB’s Procurement Guidelines (2010, as amended from time to time). The ADTA consultants were mobilized in July 2002. 6. The ADTA staff person-months had been fully utilized by the closing date (extended) of the project on June 2010. The ADTA contract was originally set to expire on 30 June 2009, but it was made to run up to 30 June 2010 when the project duration was extended to that date. The extended contract included the services of a deputy team leader and an institutional monitoring and quality control specialist within the budget to provide quality control during the extended period and to prepare the project final report. The extension was made by readjusting the person-months of the ADTA team leader. The final ADTA staff utilization summary is presented in Appendix 9. 7. The ADTA was successful, as it was able to assist LGED in completing 354 feasibility studies and 334 detailed designs.2 Training was conceived as the tool for capacity building and the ADTA professionals of various disciplines were fully engaged as resource persons for the training programs conducted by various agencies. The ADTA consultants worked with relevant institutions to jointly prepare the curriculum and training materials. LGED officers and staff

1ADB. 2001. Report and Recommendation of the President to the Board of Directors on a Proposed Loan to the People’s Republic of Bangladesh for the Second Small-Scale Water Resources Development Sector Project. Manila.

2Local Government Engineering Department, Bangladesh. 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka. July.

Appendix 10 69

received 28,487 person-days of training; water management cooperative associations (WMCAs) and labor contracting societies, partner agencies, and NGO representatives, 590,813 person-days of training. The training programs included training related to project orientation and management; subproject preparation, planning, design, and construction; WMCA establishment and management; O&M; agriculture; fisheries; and gender and development. A new training module named “Poverty Reduction Action Plan Preparation” was introduced for the WMCA involving the extension agencies. 8. The ADTA developed a process of beneficiary participation, which LGED has adopted as an integral part of the subproject cycle. It made effective contributions toward enhancing LGED’s institutional capability. The design of the ADTA was appropriate for the strengthening of technical capabilities to practice integrated water resources management and to support LGED’s knowledge and experience in social mobilization and beneficiary participation. The ADTA likewise provided some capacity building in social safeguards, through the preparation of guidelines and on-the-job training in environmental assessment, including mitigation plans, compensation plans, and monitoring plans. The ADTA consultants also helped promote interagency cooperation and clarified the potential role of other agencies with regard to the project. The benefit monitoring and evaluation system that was set up is working well. 9. The review mission at project completion expressed its satisfaction with the performance of the ADTA consultants during project implementation.

70 Appendix 11

ECONOMIC ANALYSIS

A. Financial Analysis

1. This financial analysis is based on the results of a household survey conducted on five subprojects, covering the major types of water management schemes of the Local Government Engineering Department (LGED). The subprojects were: (i) Manukhali (drainage improvement [DR] and water conservation [WC]), (ii) Alam Khali khal (DR and WC), (iii) Chiringla Khal (DR and WC), (iv) Hatnabad (command area development), and (v) Jabusa Beel (flood management and drainage). The financial cost of the project is the actual cost incurred. All costs are expressed in Bangladeshi taka. The foreign exchange component is around 20% of total cost. The financial benefits from the project were calculated on the basis of respondents’ information regarding costs of agricultural production and their returns on investment. During the survey, the respondents generally could not express their costs and benefits per hectare. Their reported units of area, yield, and return were converted to per hectare units afterward. 2. Under the project, farm financial returns, as reported by the respondents, increased from Tk22,337 to Tk32,646 per hectare, a 46% increase, on average for all types of subprojects. To produce this additional agricultural output, labor demand also increased. Labor income (combining both wage income and returns to family labor) rose by Tk1,800 per hectare for aman, and by Tk4,200 per hectare for boro. Financial returns are such that farmers can undertake their operation and maintenance (O&M) responsibilities and still have an incentive to adopt the more intensive crop production made possible by the project. For most of the land under paddy (aman and boro), the incentive has been limited because of the relatively lower prices of paddy in local markets, particularly during the harvest season.

3. The poor (including marginal farmers and smallholder households, as well as the actual and functionally landless) have a proportional share of the increased income in terms of the labor wage that they could earn as a result of the increase in farming area and cropping intensity (from 160% to more than 200% on average). The annual income per household (from both agricultural production and increased labor usage) of this group has risen by Tk6,093 on average from paddy production alone. 4. On the basis of the analysis of the five sample subprojects carried out during the PCR survey, financial benefits were extrapolated for the whole project area. After completion of the project, the summarized results are: (i) aman rice production has increased to 320,953 tons (4.12 tons/ha) in 77,832 hectares of land, producing incremental net crop income from aman rice of Tk609 million per year (see Table A11.2); (ii) boro rice production has increased to 320,152 tons (4.5 tons/ha) in 71,145 hectares of land, producing incremental net crop income from boro rice of Tk926 million per year (see Table A11.2); (iii) after completion of the project the total annual paddy production (aman & boro) stands at 641,105 tons; pre-project crop production was 461,105 tons (2.80 tons/ha) in 165,000 hectares of the cropped area; therefore the total increment in paddy production is annually 180,000 tons; and (iv) overall net crop income has risen by Tk1,700 million (or 46%) in project areas; about 280,000 households (1.7 million people) will benefit, at an average of Tk6,075 per year per household (see Table A11.2).

B. Economic Analysis

5. The project covered around 165,000 hectares in 300 subprojects. Over 250,000 farm families (1.7 million people) live in this aggregated area. While direct beneficiaries are families with land, many smallholders and marginal farmers as well as the functionally landless have

Appendix 11 71

enjoyed a share of output benefit in terms of lower food prices. In addition, increased cropping intensity (160% to above 200% in most subprojects) and a shift to high yielding crop varieties have increased labor usage and family wage income. 6. Drainage infrastructure could bring more land into production or allow land to be productive, particularly during the monsoon every year. Flood management projects have reduced losses from flooding and allowed the use of high-yielding varieties of Aman paddy on more land. The fish-cum-paddy pattern (in about 6.5% of total aman paddy crop land in the overall project area) has also improved in flood management subprojects, yielding additional income from fish. Water conservation schemes have allowed supplementary irrigation, in addition to increasing retained soil moisture after the rainy season. Command area development schemes have directly increased irrigation and led to a shift to higher productivity irrigated agriculture. 7. The economic cost of the project was derived on the basis of the financial costs, using appropriate shadow weights for the foreign exchange component and a standard conversion factor (SCF) for the local component at large. The analysis of economic benefits is based on the SCF-weighted financial information from the five subprojects. The resulting economic internal rate of return (EIRR) is 29%, against the appraisal estimate of 21%–36% (19% on average). The return could be more if paddy price were to show a reasonable increase over the years. There was a 6-month delay in construction, but it has not affected the flow of benefits accruing to the subprojects. The sample subprojects selected were reasonably representative of their types, comprising around 83% of the 300 completed subprojects. The overall project EIRR considers the overall costs of the participatory water resource development component (including social mobilization, subproject selection, project management, monitoring, and post-construction agricultural and fisheries programs). 8. The derivation of EIRR is presented below:

Table A11.1: Economic Analysis

Year Capital Cost,

Economic (Tk million)

O&M Cost, Economic (Tk million)

Total Cost, Economic (Tk million)

Total Benefit, Economic (Tk million)

Cash Flow, Economic(Tk million)

2001–2002 85.0 0.4 85.5 0 (85.5) 2002–2003 256.9 3.8 260.6 0 (260.6) 2003–2004 407.3 10.0 417.3 0 (417.3) 2004–2005 512.4 13.8 526.2 170 (356.1) 2005–2006 600.7 22.3 623.0 340 (282.8) 2006–2007 889.4 37.3 926.6 510 (416.3) 2007–2008 810.1 51.0 861.1 850 (10.7) 2008–2009 861.3 50.1 911.4 1,361 449.3 2009–2010 429.8 38.7 468.5 1,701 1,232.4 2010–2011 12.9 12.9 1,701 1,688.0 2011–2012 12.9 12.9 1,701 1,688.0 2012–2013 12.9 12.9 1,701 1,688.0 2013–2014 12.9 12.9 1,701 1,688.0 2014–2015 12.9 12.9 1,701 1,688.0 2015–2016 12.9 12.9 1,701 1,688.0 2016–2017 12.9 12.9 1,701 1,688.0 2017–2018 12.9 12.9 1,701 1,688.0

72 Appendix 11

Year Capital Cost,

Economic (Tk million)

O&M Cost, Economic (Tk million)

Total Cost, Economic (Tk million)

Total Benefit, Economic (Tk million)

Cash Flow, Economic(Tk million)

2018–2019 12.9 12.9 1,701 1,688.0 2019–2020 12.9 12.9 1,701 1,688.0 2020–2021 12.9 12.9 1,701 1,688.0

Total 4,852.9 369.1 5,222.0 23,643 18,421.0 EIRR 29% NPV 3,057 Discounted Cost 12% 2,693 Discounted Benefit 12% 5,749 BCR 2.14

BCR = benefit–cost ratio, EIRR = economic internal rate of return, NPV = net present value.

Table A11.2: Net Return (Economic)

Crop

Percentage of Total

Land under the Crop

Total Land

under the Crop (ha)

With Project Without Project

Net Benefit (Tk million)

Net Return (Tk/ha)

Total Return

(Tk million)

Net Return (Tk/ha)

Total Return

(Tk million) T. Aman (HYV) 47.2 77,832 21,327 1,659.9 13,500 1,050.7 609.2 Boro (HYV) 43.1 71,145 44,519 3,167.3 31,500 2,241.1 926.3 Potato 0.5 805 89,897 72.4 63,000 50.7 21.7 Tomato 0.6 941 139,059 130.9 117,000 110.1 20.8 Brinjal 0.3 419 93,703 39.3 76,500 32.1 7.2 Lady’s finger 0.0 75 53,838 4.1 32,400 2.4 1.6 Bitter gourd 0.2 377 52,476 19.8 31,500 11.9 7.9 Bottle gourd 0.1 136 78,748 10.7 49,500 6.7 4.0 Sweet gourd 0.5 905 81,571 73.8 59,400 53.7 20.1 Arum 0.1 201 175,478 35.2 135,000 27.1 8.1 Onion 0.2 377 116,573 43.9 76,500 28.8 15.1 Mustard seed 0.6 994 57,006 56.7 34,200 34.0 22.7 Fish 6.5 10,793 6,736 72.7 3,368 36.4 36.4 100% 165,000 5,386.7 3,685.7 1,700.9HYV = high-yielding variety. T. Aman = Transplanted Aman. Source: July 2010. Project Final Report: Second Small-Scale Water Resources Development Sector Project. Dhaka.

Appendix 12 73

GENDER ACTION PLAN IMPLEMENTATION A. Project Impact 1. The project supported the government’s poverty reduction effort by increasing sustainable agricultural and fisheries production. B. Project Outcome 2. Agricultural production in the subproject areas iincreased through sustainable stakeholder-driven, small-scale water resource management systems. C. Project Description (Output and Scope) 3. The project was mainly aimed at developing a participatory sustainable water resource management system for increasing agricultural and fisheries production, with special attention to the poorer section of the population. The project had two components. Component A (participatory water resources development) comprised (i) mobilization of beneficiary participation for financing and undertaking operation and maintenance (O&M); (ii) community based infrastructure development for flood management, drainage improvement, water conservation, and command area development (iii) water resources focused support program for agriculture and fisheries development, and (iv) monitoring and quality control. Component B (institutional strengthening of the small-scale water resources sector comprised (i) support for project management, and (ii) capacity building for sustainable management. The project developed a sustainable management system by forming water management cooperative associations (WMCA) in 300 subproject areas, each covering less than 1,000 hectares of land. A total of 153,992 beneficiary households in the 300 WMCAs with 154,862 members were supported. Of these 154,862 members, 71.5% were male and 28.5% were female. D. Gender Action Plan Features 4. In 2003, a project gender action plan (GAP) was prepared under the project, considering the three phases of subproject implementation. The phases were: (i) identification and feasibility, (ii) design and institutional establishment, and (iii) construction and first year O&M. The GAP was based on a gender analysis and set out activities, responsibilities, and indicators for each of the subproject implementation stages, providing an important management and monitoring tool. As envisaged in the GAP, women would make up (i) one-third of the members of WMCAs, the key partners in the subproject and in the ongoing management of community water resources and infrastructure; (ii) one third of the members of the management committee of the WMCA, to increase opportunities to participate in decisions; and (iii) one fourth of employment in the labor contracting societies (LCSs) for maintenance of infrastructure to directly benefit poor destitute women. Women would receive training under the project, in WMCA operation (the target was for women to make up 30% of trainees) and in livelihood activities. The GAP also included confidence building and training in management skills to enable women to participate in WMCAs. Project field staffs were expected to work toward promoting participation and empowerment of women as part of the beneficiary participation process, and they were trained in addressing gender in water management. Facilitators were to help women’s groups identify and link with sources for training, credit, or other assistance, in addition to activities directly funded by the project.

74 Appendix 12

E. Assessment of Gender-Related Results from the Gender Action Plan

1. Practical Benefits for Women 5. The intent of the project with regard to gender and development (GAD) was to provide practical benefits to women, particularly landless and destitute women, through employment opportunities during construction and subsequent O&M work and income generating activities. Furthermore, the project looked ahead to the prospect of employment for landless women as laborers as agricultural and fisheries production increased and homestead gardening opportunities developed. Almost 3.7 million cubic meters of earth was moved in the construction of embankments and re-excavation of channels, requiring about 9.7 million person days of labor, which was carried out through LCSs. This represented about $8.81 million, or about 20% of the total investments in infrastructure development. Women received a 15.08% share of the temporary employment as members of LCSs and participated in LCS training according to the new LCS guideline. Equal wages for male and female members was ensured. Related employment involving looking after project-planted trees on embankments went to destitute women. A program for tree plantation on embankments and canal banks started in the year 2007 and was later merged with the national plantation program. This program also generated employment targeted at destitute females, and provided them with sustained income over a long period of time, as much as 3 years. However, issues related to resting sheds, child care, and water and toilet facilities for LCS women require more attention in future interventions. 6. The WMCAs established a capital base totalling more than Tk69.6 million, with 210 WMCAs having more than Tk100,000 each. WMCAs in 210 (70%) subprojects set up micro-credit programs and lent a total of over Tk140.8 million to 28,180 borrowers, of whom 9,233 were women (33% and reportedly increasing). The average size of each loan was about Tk5,000. This reflects a significant achievement in providing sustainable support to asset-less poor using locally generated resources. Enrolling at least 70% of the direct beneficiary households in the WMCA is mandatory. The micro-credit allowed the poor members to make better use of their labor, and this, coupled with other support such as training and advice, further reduced poverty among the poor members of WMCAs, especially women. A total of 61,130 female members received training in 4,648 training courses, which were attended by a total of 208,138 participants. This total number of female trainees included 12,833 women members of WMCAs who participated in need-based training activities exclusively arranged for women. Women’s participation in various training programs was 29.93%. 7. Women had special interest in income generating activities related to fish culture, poultry and duck raising in re-excavated channels, and homestead gardening. Depending on need, some 270 women were trained in women’s participation in integrated water management, agriculture training for women in vegetable cultivation and seed production went to 2,261 women, demand led training in poultry and cattle rearing were given to 148 women, and 108 women received training on pond fish culture. As the capital base is small, the WMCAs use their own capital and make decisions relating to micro-credit operations on their own, taking greater care to ensure proper disbursement and utilization while also supporting women borrowers. Women did gain access to micro-credit and to training in agriculture, fishery development, home gardening, poultry, and tailoring to develop their skills in income generating activities, though at the grassroots level the effect of the training was not always visible.

Appendix 12 75

2. Strategic Benefits

8. Women representation slowly rose to more than 28% of the total general cooperative membership over the years, from around 24% at the beginning, as a result of the First Small-scale Water Resources Development Sector Project (SSW-1). It should be noted that, though this is less than the 30% target set under the project, it was a relatively good achievement, given the nature of cooperatives. The WMCAs’ role in water management and agriculture is relatively more relevant to men, considering the land ownership and land use pattern in the country, where women’s ownership of land is low and women’s access to and participation in land and agriculture in some areas is restricted by social norms. 9. Women’s representation on the WMCA managing committee reached over 31% by March 2010, close to the target of 33% of the 3,600 members of these committees. The committees make the decision related to WMCA affairs, and women’s participation gave them the opportunity to be involved in decision making. Even though the degree of women’s empowerment has not been evaluated, some level of empowerment and women’s effective participation is noticeable. For example, five women were elected chairpersons in five subprojects in Barisal, Brahmanbaria, Jhalokathi, Netrokona, and Pabna districts. 10. Another important area providing scope for women’s active participation in infrastructure-related decision making is participation in the O&M committee. Of the 2,976 members of O&M committees, 992 (about 35.82%) in 248 WMCAs are members. Women are reported to be taking an active role in collecting O&M funds in cash or in kind. They reportedly have increasing field-level interest in monitoring field O&M work. 11. In conjunction with the WMCAs, the roles and responsibilities of the women members were identified and specified to promote their active participation. Subcommittees specifically concerned with supporting women’s interests were established within the WMCAs. As part of this exercise, training activities addressed a number of human resources development issues, such as women empowerment, legal rights, skill development, and income generating activities. In addition, potential women leaders were identified from a number of the WMCAs and were provided with leadership and management training. Approximately 2,517 female members at all 300 WMCAs were given various types of training related to cooperative management to enable them to participate actively in WMCA affairs. A total of 3,648 women participated in training in poverty reduction to identify actions that the WMCA should take to reduce poverty. A total of 6,420 women participated in the member education program, and 116 in basic cooperative management. 12. Generally credit disbursements and profits on micro-credits are managed by the credit subcommittee, at least one of whose five members is a woman. In many cases women were found to be in leadership position on subcommittees providing women a leadership role.

3. Linkage

13. The project established linkages with other government agencies, such as the Department of Agricultural Extension, the Department of Fisheries, the Department of Cooperatives, and the Department of Women Affairs through memoranda of understanding signed with the agencies and with LGED. This has facilitated participants’ access to public services. The effective linkages between the WMCA and these agencies helped members learn technologies for pond fish culture, and other on-farm income generating activities. More

76 Appendix 12

awareness building at the management level generated practical approaches to the mainstreaming of women’s involvement in the project.

4. Control over Resources and Changes in Livelihood 14. As a result of the project, women gained access to economic benefits from LCS activities, microfinance investment for income generation, and additional labor opportunities in agriculture and fisheries. The LCS and microfinance activities mostly involved poor and destitute women. Impact on livelihood is likely, as is greater control over resources, but without an empirical study the impact cannot be fully defined.

5. Project Resources Allocated to Gender Action Plan Implementation

15. The activities of the GAP were an integral part of the project activities and capacity building plans. Women’s participation was ensured through targets set for each of the committees. Training for women was included in the capacity building plan and employment through LCSs was also an integral part. Therefore, there was no resource constraint on the implementation of the GAP. An international gender specialist was employed intermittently to support the preparation of guidelines, among other tasks, and a full-time national gender specialist was made part of the advisory technical assistance (ADTA) team that facilitated the operation of the GAP. 16. However, the position of gender and development officer in the social and gender development section of the Integrated Water Resources Management Unit (IWRMU) was not filled, hindering the continuation of effective monitoring of gender and development activities beyond the project period. This position has been vacant since the creation of IWRMU.

6. Monitoring of GAP Implementation

17. The monitoring of field activities was done through the management information system (MIS) on the basis of sex-disaggregated data from questionnaires filled out by the facilitators. Eight indicators were used to track the participation of women in the project. The indicators are: (i) male and female membership in the WMCAs, (ii) percentage of women membership in management committees and first management committees, (iii) number of women chairpersons and secretaries in the WMCAs, (iv) attendance of women members in monthly and weekly meetings, (v) percentage of women micro-credit loan recipients, (vi) percentage of trained female beneficiaries in subproject WMCAs, (vii) percentage of women members who participated in LCS training and were employed as LCS members, and (viii) details of women’s O&M committee membership and training. The MIS, supplied from the field, needs improvement in the use of gender based analysis of data for management decision making and reporting.

7. Constraints on Gender Action Plan Implementation

18. Although the numbers of women members in WMCAs are reported to be increasing, in approximately 80% of the established WMCAs less than 33% of the members are women, for the reasons explained earlier. Despite the high-level commitment and field activities for GAD, no LGED staff is assigned to work with the gender specialist on the team of ADTA consultants. Although the position of social development and gender officer was created within the social and gender and development section of the IWRMU, the position is still vacant. Other constraints identified in the lessons learned are:

Appendix 12 77

(i) Field staff lack information about the LGED gender equity strategy and action plans.

(ii) There is limited understanding of the benefits of deploying female staff to improve gender equity in LGED and to answer human resources development needs.

(iii) Responsibilities for training and other GAD program components lack clarity. (iv) More follow-up and refresher training is needed at the subproject level to

advance women’s strategic needs and to get them more involved in local decision making about water management and WMCA affairs.

(v) Monitoring and evaluation needs are yet not fully covered by the MIS system. There is a need for in-depth information on processes influencing various gender-related subproject outcomes.

(vi) Follow-up training to improve the quality of female labor is needed, as is skill development training for female LCS members.

8. Achievement of Gender Action Plan Targets

19. As discussed earlier, the targets set in the GAP were almost achieved in most cases. Considering the land ownership pattern, WMCA membership was lower than the target. It is evident that, with specific initiatives, the targets can be achieved. Similarly, against the target of LCS membership of 25%, the achievement was 15%. The target was not overambitious, but careful planning under the project, considering the local situation, would have helped. The analysis of data and critical assessment for management decision making was missing from the gender specialist and also from the management.

9. Contribution of the Gender Action Plan to Overall Project Objectives and

Outcomes 20. The overall objective of the project was to reduce poverty by increasing agricultural production in subproject areas through sustainable stakeholder-driven, small scale water resource management systems. The GAP was an integral part of the project’s poverty reduction initiatives. The involvement of women in WMCA operation, water management, microfinance, training, and O&M all contribute to increasing agricultural production, and women constitute a critical group of stakeholders. Also women are among the most vulnerable groups living in poverty. Their participation in the WMCA and water management–related economic activities has given them opportunities for economic gain and livelihood.

10. Factors Facilitating Women’s Participation

21. Women’s involvement is important to motivate and mobilize other women, and including women in participatory rural appraisal teams making the initial contacts is critical fin ensuring that women are included in eligibility lists for project benefits. The involvement of women members of the upazila parishad (elected local council) in the WMCA encourages women’s involvement. Awareness of the specific benefits to be gained is also a motivator. Nonpoor women who are less likely to join can be induced to do so when they become aware of the opportunities for practical training. For both poor women and men, the strongest incentive for joining WMCA is the prospect of earthworks employment, but the procedures for joining the LCSs and remaining LCS members need to be simplified and on time payment for laborers must to be ensured. Working conditions (water, rest, first aid facilities) need more attention. Men’s attitudes are important, and it may be necessary to persuade them to support the involvement of their wives and other women in WMCAs. Women members of WMCAs are more

78 Appendix 12

likely to be active when they are given responsibilities (e.g., membership in subcommittees or select groups of trainees, responsibility for collecting contributions). The increased participation of more literate and qualified women can help increase women’s representation and effectiveness as members of WMCA management. Flexibility in income generation training is necessary to address women’s economic needs. 22. It was revealed in many discussions that despite the high level of field activities, no LGED gender specialist was assigned to work with the gender specialist of the ADTA consulting team. A position has been created within the social and gender and development section of the IWRMU, but it remains vacant. This matter is now being pursued by LGED under the Participatory Small-Scale Water Resources Sector Project, the third sector project.

Appendix 13 79

SOCIOECONOMIC IMPACT A. Background 1. Socioeconomic impact assessment of any project intervention is an indispensable part of its evaluation. The socioeconomic impact of the completed project has been captured through a sample household survey. Initial response from the project beneficiaries constitute the impact which give a direction as to whether project investment could generate benefits designed at appraisal and whether there is any lesson to learn from success or failure in the process of project development. 2. The project includes 61 out of total 64 districts of Bangladesh. Small and marginal owner farmers have been the focus of the project, and in that particular context the survey was conducted over sample households to capture their responses with regard to the socioeconomic impact. B. Approach and Methodology 3. Based on a simple but focused questionnaire (see attachment), to collect quantitative information on the important information on cropping practices, costs and benefits and guided and open-ended questions on social and economic wellbeing expressed in earning income, acquiring assets, accessing services, participating in institutional development, etc. 4. The questionnaire was administered on sample households who own or operate marginal, small and medium size of land (the land sizes follow BBS classification). No control area approach was taken, as the without project situation was envisaged from the feasibility studies of the sample subprojects. 5. A Preliminary Sampling frame for HHS: Simple ROWSOFT sample calculator has been employed to estimate the sample size for the household survey in PCR evaluation exercise, using the following formula:

x = Z(c/100)2r(100-r) n = N x/((N-1)E

2+ x)

E = Sqrt[(N - n)x/n(N-1)] Where N is the population size, r is the fraction of responses that we are interested in, and Z(c/100) is the critical value for the confidence level c. Here,

(i) the margin of error is assumed to be 5%; (ii) the confidence level is 95%; and (iii) response distribution is assumed to be 50% and population size is 280,000.

The resultant sample size thus arrives at 384 farm households which have been surveyed for primary, investigations. These 384 households are distributed over 4 districts under 4 divisions (Dhaka, Chittagong, Rajshahi and Khulna) in Bangladesh. 6. The major types of technical interventions have been covered under the sample. Geographical distribution of sample households is given in Table A13.1.

80 Appendix 13

Table A13.1: Distribution and Size of Sample by Type of Subprojects

Subproject No.

Subproject Name Division District

Type of Subprojects

Number of Respondents

23045 Manukhali Dhaka Dhaka DR & WC 50 23060 Alam Khali Dhaka Dhaka DR & WC 50

25251 Chiringla Khal Chittagong Chittagong WC 89

25227 Hatnabad Rajshahi Rajshahi CAD 97 21011 Jabusa Bill Khulna Khulna FMD 98 Total Size of Sample 384

DR = drainage, WC = water conservation, CAD = command area development, FMD = flood management and drainage .

C. Socioeconomic Impact

1. Impact on Land Use 7. Compared with Bangladesh Bureau of Statistics (BBS) data (2005), the project area in Dhaka and Rajshahi show an increase in cultivated area (7% for Dhaka and 10% for Rajshahi). This is due to the drainage and flood management interventions by the project in more intensive low- land topography of the two districts (see Table A13.2 below). Homestead area is found smaller in survey area reasonably because the households visited were low-income ones.

Table A13.2: Land Use Distribution for Homestead and Cultivation

District Homestead Cultivation

BBS 2005 Survey BBS 2005 Survey Dhaka 14.6 9.6 71.0 78.0 Chittagong 9.9 9.9 71.5 29.4 Rajshahi 6.8 6.9 80.6 90.9 Khulna 12.8 6.3 75.2 71.3

8. The topography of sample areas of the four districts in terms of flood depth is shown in Table A13.3.

Table A13.3: Flood Depth, by Division

District 0 Feet 1 Feet 1–3 Feet

3–6 Feet 6 Feet Total

Dhaka 0.0 0.9 98.5 0.6 0.0 100.0 Chittagong 65.3 32.7 1.1 0.9 0.0 100.0 Rajshahi 1.4 24.8 72.3 0.7 0.7 100.0 Khulna 0.7 25.4 44.3 18.7 10.9 100.0

2. Impact on Cropping Intensity

9. Compared with BBS data (2005), the survey area shows higher intensity of cropping in all the four districts. The rise in intensity is around 34% on average. This is a direct impact of the water management interventions.

Appendix 13 81

Table A13.4: Cropping Intensity of the District vis-à-vis Survey Areas

District BBS 2005 Survey Chittagong 160 212 Dhaka 166 201 Khulna 151 270 Rajshahi 187 207

3. Impact on Socioeconomic Life of Respondents

10. The project has directly and indirectly impacted the life style and livelihoods of its benefited population. The social values of life have improved through training and demonstration in terms of (i) acquiring skills in water and land management, (ii) accessing loan fund from their own savings in WMCAs, (iii) being aware of child and women health concerns and remedies in rural areas. (iv) being aware of women's rights, (v) acquiring skills on maintaining income/expenditure accounts at household level, (vi) developing group behaviour for agricultural and non-agricultural enterprises etc. Besides these, direct contribution of project impact on land value appreciation due to land quality improvement is of immense importance to the small farmers. 11. Following table A13.5 shows the intensity of responses (multiple responses) with respect to possible types of benefits.

Table A13.5: Intensity of Response of Beneficiaries to Different Types of Benefits

Type of Benefit No. of

Beneficiaries % Training 132 9.7 Land value appreciation 354 25.9 Land quality improvement 355 26.0 Production 350 25.6 HVC cultivation 56 4.1 Loan 94 6.9 Health awareness 12 0.9 Awareness of rights 6 0.4 Income/Expense account maintenance 8 0.6

Total 1,367 100.0 12. It is observed that land-related benefits are predominating compared with other benefits. The reason is clear that water management projects directly reorganize the capital structure around water and land, yielding higher land value through better land quality (through flood protection and drainage improvement), higher production, and crop diversification towards high value crop production.

82 Appendix 13

4. Access to and use of loans 13. The Small-Scale Water Resources Development Sector Project is well known for its micro-credit operations. Being registered with the Department of Cooperatives, its major cooperative function is savings and loans operations according to the principles of cooperative associations. In water sector project, LGED initiated this cooperative activity by encouraging WMCA members to save more and lend to relatively more enterprising and deserving farmers. The tables below show the position of numbers taking loans and patterns of their use of loan money. It is observed that most of the borrowers took loan for agriculture.

Table A13.6: Percentage of WMCA Members Taking Out Loans

Division Yes No

Dhaka 41.0 59.0 Chittagong 18.0 82.0 Rajshahi 35.1 64.9 Khulna 17.3 82.7

Table A13.7: Use of Loan by WMCA Members

Use of Loan No. % Agriculture 106 79.7 Business 18 13.5 Treatment 5 3.8 Household Appliances (radio, TV, etc.) 2 1.5 Baby food 0 0.0 Land purchase 1 0.8 Jewelry 1 0.8

Total 133 100.0 14. Skill and awareness training has enhanced the overall efficiency of farmers and fishermen to manage land and water better. The types of training imparted to the survey respondents are provided in the following table:

Table A13.8: Training Received by Respondents (Multiple Response)

Training Received by Respondents No. % Improved varieties of rice cultivation 26 11.5 Production of improved rice seed 31 13.7 Irrigation and water management 21 9.3 Fertilizer and pest control 7 3.1 Integrated pest management 3 1.3

Appendix 13 83

Training Received by Respondents No. % Fish cultivation 128 56.4 Poultry/duck rearing 2 0.9 Vegetable gardening 5 2.2 Social development 2 0.9 Human rights 1 0.4 Accounts and audit 1 0.4

Total 227 100.0 15. WMCAs have added extra values to the lives of its members. This association has a statutory role in organizing water management beneficiaries round the year and liaising with the local government departments like Department of Agricultural Extension (DAE), Department of Fisheries (DOF), Department of Livestock (DOL), etc. for exchange of knowledge and skills. Besides this, they hold meetings and learn the art of maintaining registers, books of accounts, listening to the government departments, etc. Following table shows the roles the members play in WMCA as members (multiple response):

Table A13.9: Roles of Members in the WMCAs

Role No. % Conduct meeting 40 5.5 Discuss social consciousness 122 16.8 Keep registry 22 3.0 Prepare resolutions 13 1.8 Help the chair regarding attendance of members 123 16.9 Listen from project officials 369 50.7 Deposit savings 39 5.4

Total 728 100.0

84 Appendix 13

Attachment to Appendix 13: Household Survey Questionnaire Household Survey Questionnaire for PCR Preparation

February 2012 Household Identification:

Subproject Name Subproject No. Village Union Upazila District

1. Respondent Name: ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... Age: ... ... ... Years 2. Own land (Decimal)

3. Cropping intensity

Actual Cultivable Land (Decimal)

Before Project

After Project

One crop

Two crops

Three crops

Total Land

4. Waterlogging status during rainy season?

Water Depth Land (Decimal) 0 feet 1 feet 1–3 feet 3–6 feet 6–feet

Questionnaire No.

Sex: 1 Male 2 Female

Homestead Pond Gardening

Own Cultivation

Land Total Land 1 2 3 4 5

Appendix 13 85

5. What type of infrastructure?

Infrastructure Type Dam Canal

Sluice/Regulator Water Retention Structure

CAD Drainage

FMD 6. Is the infrastructure in order? 7. If the infrastructure is out of order then why?

Reason why out of order No regular maintenance

River/Khal siltation Structure out of order

River/Khal erosion River/Khal misuse

Others 8. Is the infrastructure maintained regularly? 9. Did you contribute for the maintenance of the structure? 10. If yes, then how?

Type of Contribution Amount(Tk) Crop

Labor Others Cash

11. Crop Production

Land (decimal)

Before Project After Project

Crop

Total Production

(kg) Crop

Total Production

(kg)

1 Yes 2 No

1 Yes 2 No

1 Yes 2 No

86 Appendix 13

12. What type of benefit did you get from the project? Code Training 1

Land value appreciation 2

Land quality improvement 3

Production 4

HVC cultivation 5

Loan 6

Health consciousness 7

Consciousness of rights 8

Income/Expense account maintenance 9

Others (Specify) 0

13. How many times have you received a loan? Not taken 0

14. What did you do with the loan? Code

Agriculture 1

Business 2

Treatment 3

Household appliances (Radio, TV, etc.) 4

Baby food 5

Land purchase 6

Jewelry 7

Others 0

15. What do you do in the meeting? Code

Conduct meeting 1

Discuss social consciousness 2

Keep registry 3

Prepare resolution 4

Help the chair regarding attendance of members 5

Listen from project officials 6

Deposit savings 7

Pay loan installment 8

Nothing 9

Appendix 13 87

16. What training have you received?a (Code) a Improved varieties of rice cultivation = 1, Production of improved rice-seed = 2, Irrigation & water mgt = 3, Fertilizer and pest control = 4, Integrated pest mgt = 5, Fish cultivation = 6, Poultry/duck rearing = 7, Goat & cow rearing = 8, O & M of physical infrastructures = 9, Cooperative laws and regulations = 10, Participatory water mgt = 11, Micro-credit mgt = 12, Micro-business mgt = 13, Vegetable gardening = 14, Tailoring/handicraft = 15, Social development = 16, Human rights = 17; Accounts & Audit= 18; Other (specify) = 19

pcr: bangladesh: second small-scale water resources development … · 2014. 9. 29. · bangladesh...

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