1
BANGLADESH
RURAL WATER SUPPLY AND SANITATION PROJECT (BRWSSP)
IMPLEMENTATION REVIEW MISSION
June 30 – July 8, 2013
Aide Memoire
1. Mission Composition and Objectives. A supervision mission1 was carried out for the
Bangladesh Rural Water Supply and Sanitation Project (BRWSSP) to review the project implementation
progress. The mission wishes to thank the Government of Bangladesh (GOB), and officials of the
Department of Public Health Engineering (DPHE) for their excellent collaboration and the courtesies
extended. The list of key persons met is attached as Annex 1. This aide memoire, summarizing the main
mission findings and recommendations, was discussed at the mission wrap-up meeting on July 8, 2013
chaired by the Secretary, LGD. This aide memoire takes into account comments received at the wrap-up
meeting.
2. Key Project Data (as of July 1, 2013)
Project Data Project Performance Ratings
Board Approval: 03/22/2012
Effectiveness Date:05/13/2012
Original Closing Date: 06/30/2017
Revised Closing Date (if relevant): n/a
MTR Date (Actual): not yet due (planned 12/31/2014)
Original Credit Amt: SDR 48.4m
(US$75.0 equivalent)
Revised Credit Amt: n/a
Amount Disbursed: SDR 0.83m
(US$1.25m)
PDO Rating: Moderately Satisfactory
IP Rating: Moderately Satisfactory
A. ACHIEVEMENT OF DEVELOPMENT OBJECTIVES
3. The Credit was approved in March 2012 and became effective in May 2012. There have been
significant delays in contracting and mobilizing the key technical assistance packages for defining and
designing the infrastructure investments. Therefore, the infrastructure works of constructing piped water
supply, non-piped community water points and hygienic sanitation latrines are expected to begin by the
end of the fiscal year. These challenges notwithstanding, it is possible for the project to achieve its PDO
by the Credit closing date of June 30, 2017. There is no data yet available on the project outcomes and
results.
B. SUMMARY OF MISSION CONCLUSIONS AND KEY ISSUES
4. Implementation Status. DPHE has made good progress since the last mission in the following
areas: (i) deputation to the PMU of additional engineers and other staff, including social development
officer and accountant; (ii) contracting of a procurement consultant, financial management consultant,
senior water supply specialist and hydro geologist; (iii) operationalization of the computerized accounting
system; (iii) technical evaluation of proposals for key technical assistance consultancy packages; and (iv)
1 The Bank team comprising Arif Ahamed (Water and Sanitation Specialist), Abdul Motaleb (Senior Water and Sanitation
Specialist), Rokeya Ahmed (Water and Sanitation Specialist), Ishtiak Siddique (Procurement Specialist), Mohammad Reaz Uddin
Chowdhury (Financial Management Specialist), Syed Khaled Ahsan (Public Sector Specialist), Mridula Singh (Senior Social
Development Specialist), M. Khaliquzzaman (Consultant – Environmental Management), Naziruzzaman Shyamal (Consultant -
Engineering), Shamim Hasan (Consultant – MIS), A.K.M Waliul Islam (Consultant – M&E). Tarak Chandra Sarker (Program
Assistant) provided logistical support to the mission.
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operationalization of the PMU office, with office refurbishment well advanced, and office facilities /
equipment and vehicles being procured. However, procurement of key technical assistance packages has
taken longer time than estimated, mainly because of delays in the evaluations of the initial expressions of
interest and the subsequent detailed technical proposals. These delays in mobilizing the key technical
assistance support services will mean that initiation of the infrastructure development will be delayed and
infrastructure works can be started only by the end of the second year of project implementation.
5. Critical Actions for Implementation in the Next Six Months. DPHE has completed the
technical evaluation of the proposals for the three major consultancy packages. The combined evaluation,
negotiations and contract signing are the remaining activities for these critical path consultancies. The
agreed milestones and key actions for the completion of procurement of these two critical-path
consultancies are given below. The Bank team estimated that, if project implementation preparedness
continues to pick up, then it will still just be possible for the project to be completed within the remaining
project timeframe. However, DPHE must ensure that the critical actions2 presented below are achieved if
the timeframe is to be adhered to. Other agreed milestones for required actions necessary for advancing
implementation are listed in Section K. The summary status of procurement for all contracts is provided
in Annex 5.
Sl. Consultancy
Package
Activity Agreed
Milestone
Prior Milestone3 Current Status
1. S-6: TA
Consultancy
Open Financial proposal Jul 08, 2013 EOI Evaluation
Report: Nov. 30,
2012
Tech. Evaluation
Report: Jan. 31,
2013
Contract Signing:
April 30, 2013
Completion of
evaluation of
Expressions of
Interests (EOI):
February 20,
2013
Completion of
evaluation of
Technical
Proposals: June
13, 2013
Prepare Combined Evaluation Report
(CER)
Jul 15, 2013
Negotiate contract with the consultant Jul 16, 2013
Submit Draft Negotiated Contract (DNC)
along with the CER to Bank for “no
objection”
Jul 23, 2013
Issue “no objection” on DNC Jul 30, 2013
Approve DNC by CCGP Aug 30, 2013
Sign contract Sep 07, 2013
2. S-11, and S-12:
Community
Mobilization
Open Financial proposal Jul 08, 2013 Completion of
evaluation of
Expressions of
Interests (EOI):
February 27,
2013
Completion of
evaluation of
Technical
Proposals: June
23, 2013
Prepare Combined Evaluation Report
(CER)
Jul 15, 2013 EOI Evaluation
Report: Dec. 31,
2012
Negotiate contract with the consultant Jul 22, 2013
Submit Draft Negotiated Contract (DNC)
along with the CER to Bank for “no
objection”
Aug 01, 2013
Issue “no objection” on DNC Aug 08, 2013
Approve DNC by Ministry Aug 30, 2013
Sign contract Sep 07, 2013
6. Project Management. With the impending start of significant project activities, it is essential
that DPHE completes the recruitment or deputation of the remaining PMU staff provisioned in the
Development Project Proforma (DPP). The full staffing, comprising Assistant Engineers (six), Sub-
assistant Engineers (ten), GIS Officer (one), Financial Management Analyst (one) and Community
Development Officer (one) should be in place by October 31, 2013.
2 Post Mission Note: DPHE have opened the financial proposals for packages S-6, S-11 and S-12. Negotiation has been
completed for package S-6. However, draft Negotiated Contract for package S-6 has not been submitted for Bank no objection. 3 Agreed during Implementation Review Mission held in November 2012
3
DETAILED PROJECT IMPLEMENTATION DISCUSSIONS
C. PROJECT IMPLEMENTATION
7. Component 1: Rural Piped Water Supply. Recruitment of the engineering firm to undertake
the preparatory activities has taken a long time, primarily due to the longer than estimated time taken for
completing the evaluation of Expressions of Interests (EOI) and Technical Proposals. The mission
discussed and agreed with DPHE, the key milestones to complete the procurement process; see Section K
below. With the expected onset of construction of rural piped water supply schemes by April 2014, and
provided that the sequence of construction is maintained with robust monitoring by the PMU, installation
of all the 125 schemes could be completed by the current closing date of June 2017. The mission noted
that LGD has advised DPHE to expedite implementation and initiate construction of 25 rural piped water
supply schemes by November 30, 2013.
8. DPHE has initiated the preparation of a long list of potential locations where schemes could be
implemented. A check-list questionnaire, with defined selection criteria, has been sent to the respective
district offices of DPHE; recommendations from DPHE field offices have started to arrive at the PMU. It
was agreed that additional information on local potential private entrepreneurs will be requested from the
respective DPHE district offices to facilitate the potential site selection and screening process. Based on
the collected information and subsequent filtering, DPHE will develop a long list of potential scheme
locations, enabling the TA engineering firm to prepare a short-list and conduct pre-feasibility at 200
locations. DPHE agreed to complete preparation of the long list of potential scheme locations by
September 30, 2013.
9. It is estimated that the TA consulting firm will submit the Inception Report by October 31, 2013
and the final ranking of the unions with short-list of locations by December 31, 2013. Given the volume
of field activities, including reconnaissance and subsequent ranking of the identified locations, the
mission recommended that the selected firm should be asked to confirm the size and composition of its
field support team during contract negotiations.
10. Component 2: Rural Non-piped Water Supply. The project will finance the construction of
about 14,000 water point sources (mainly deep tube wells) in hot-spot Upazilas where piped water supply
will not be commercially viable and where Arsenic mitigation options are necessary. DPHE confirmed
that the installation works for the first batch of non-piped water point sources is expected to begin in
March 2014. Implementation arrangements would require the appointment of non-government Support
Organizations (SOs) to help set-up and activate Union Water and Sanitation Committees (WATSAN) in
the designated Unions and help develop community action plans to address the requirements of safe water
options. The mission also discussed on the status of progress in recruiting the services of SOs. The
particular prerequisite project activity of community mobilization and development of action plan for
rural non-piped water supply schemes and community awareness building on sanitation and hygiene is
covered under Component 3 – Capacity Strengthening and technical Assistance.
11. Component 3: Capacity Strengthening and Technical Assistance. It was agreed that the
Terms of Reference for the analytical and advisory activity to develop a longer term institutional and
regulatory framework to cover private sector participation in rural water supply, as well as increased
delegation of responsibility to the Union Parishad, will be prepared and submitted by DPHE by
September 30, 2013. Procurement of a non-government organization is underway to facilitate the pilot
program for social marketing and social mobilization towards rural hygienic sanitation coverage in 14
unions. Expressions of Interest have been received by the PMU. It was agreed that the evaluation of the
EOIs and evaluation of the subsequent Technical Proposals will be completed by August 15, 2013 and
October 31, 2013 respectively. Contracting will be completed by December 31, 2013.
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12. The mission noted the delay in the procurement of the two SO packages4 compared to the
milestones agreed with the November 2012 implementation support mission. The EOI Evaluation Report
was furnished by DPHE on February 27, 2013, i.e., two months behind schedule. The evaluation of the
technical proposals was completed by June 23, 2013 and the combined evaluation (considering financial
proposals), contract negotiations and the required approval of the line ministry for contract award are
expected to be accomplished by August 30, 2013. DPHE agreed to award the contracts for these two
packages by September 07, 2013. Details of the remaining procurement actions are provided in Section
K.
13. The selected SOs will conduct preparatory activities for the installation of non-piped water supply
options and hygienic sanitation facilities (namely community mobilization, preparation of
action/implementation plan, community awareness building, hygiene promotion, capacity building of
local entrepreneurs on social marketing) in all the 383 targeted unions in three distinct batches under each
package on a rolling basis over a period of three years. Arsenic screening of water options in all unions in
the first batch5 will be completed by February 28, 2014. Baseline survey activities, along with
preparation of the action plans, for the first group of unions will be completed by April 30, 2014.
14. The Water and Sanitation Program (WSP) will provide technical assistance for capacity building
of private entrepreneurs and DPHE. It will arrange Training of Trainers (ToT) for selected DPHE staff in
the areas of sanitation marketing, technology development for producing improved sanitation options
among others. Technical assistance support from WSP will ensure adequate monitoring of sub-project
implementation, particularly the proper channeling of incentive grants to the eligible poor and the
confirmation of payments to the private entrepreneurs on successful installation of hygienic sanitation
facilities.
15. The mission highlighted potential risks in the implementation of community mobilization,
including: wealth ranking during baseline survey, which is the key for determining eligibility for
hygienic sanitation facilities; the method of selection of private entrepreneurs for implementing latrine
installation works; and the certification process for water points and hygienic sanitary facilities. The
preferred contracting and selection method for private entrepreneurs for sanitation facility installations
will be finalized prior to the contract award of the Support Organizations based on discussions between
the Bank and DPHE.
16. Component 4: Project Management and Support. The PMU is already functioning at the
designated office space at the DPHE head office. The procurement of project vehicles, necessary office
equipment and IT equipment is nearing completion. It was agreed that the PMU office as well as the
Regional Project Offices (RPO) will be made fully operational, with the completion of the renovation
works and the installation of facilities and equipment, by September 30, 2013.
17. PMU staffing. The PMU now has twenty staff (as opposed to ten during the previous supervision
mission in November 2012), ranging from Executive Engineer to lower division Assistant levels6. The
PMU will soon complete the procurement of the two critical technical consultancies (i.e., consultancies
for the field work, engineering feasibility and design of the rural piped water supply schemes, and for the
detailed baseline and action plan for rural non-piped water supply options and hygienic sanitation
facilities). The full complement of key technical staff will be required to ensure the adequate management
of these and other upcoming activities, including overseeing field activities of the technical assistance
consultancies under the project. The mission urged DPHE to complete the recruitment and/or deputation
4 The activity packages of the Support Organizations (SO) have been divided into two distinct contract packages based on
geographic coverage. 5 Approximately 60 Unions in each package, making up the total of 120 Unions under two packages in the first batch.
6 A total of 37 staff of various levels makes up the full PMU structure as defined in the DPP.
5
of the full complement of Assistant Engineers, Sub-Assistant Engineers, GIS Officer, Community
Development Officer, and Financial Management Analyst as provisioned in the PMU structure, by
October 31, 2013.
D. ENVIRONMENTAL MANAGEMENT
18. The mission is pleased to note the good progress made in the environmental component of the
project. As agreed during the previous mission, draft guidelines had been prepared for managing arsenic
related issues for the construction of both manual and mechanical tube wells, as well as for the disposal of
spent filter media from arsenic removal plants. These guidelines will be reviewed by the ‘Departmental
Technical Committee (DTC)’ and on approval, are expected to be adopted by the DPHE by September
30, 2013. The provisions in the document will be taken into account in the preparation, installation and
monitoring of BRWSSP sub-projects, and will form the basis for the ‘Environmental Assessment’ of the
sub-projects. A concept paper on the analytical services required for arsenic and other necessary
parameters has also been prepared. An MOU to operationalize the service delivery by the ‘Water
Monitoring and Surveillance Circle’, which is an independent unit under the DPHE (with its central and
regional laboratories), will be signed based on the concept paper. Groundwater studies in the project will
be carried out by the Groundwater Circle (GWC) of DPHE, with resources from the project under an
MOU with the PMU, for which a draft has been prepared. GWC in turn will sign an MOU with
Bangladesh Atomic Energy Commission (BAEC) for isotopic and related analysis (this was also done
during the previous project Bangladesh Water Supply Program Project). These MOUs will be signed by
September 30, 2013. Action will be initiated to get the project EMF cleared by the DOE (which is a legal
requirement).
E. MONITORING FRAMEWORK AND PROJECT MONITORING
19. DPHE has a dedicated MIS unit in the head office that maintains the national data on water and
sanitation coverage. The project does not yet have a functioning management information system (MIS)
for monitoring the progress of the project, including achievement of the outcomes as per the project
results framework. Work is being initiated to develop a customized project MIS, which will be web
accessible and compatible with the existing National MIS on water and sanitation (to facilitate data
sharing from the project system to the national system). The action plan for developing the monitoring
framework and the MIS is given in Annex 2. An update of the project’s results framework is provided as
Annex 6.
F. SOCIAL DEVELOPMENT
20. The primary focus of the mission on social development was to enhance transparency and
accountability of service delivery in compliance with the Social Management Framework. A workshop
was organized with project officials on the conceptual framework of Social Accountability and on the
benefits of ICT tools that enable the optimal use of real-time information. The purpose is to facilitate day-
to-day managerial decision-making, promote continuous learning, enhance accountability at all levels and
satisfaction of communication. The possibility of ICT use was explored with government and
beneficiaries. In order to roll-out activities to enhance transparency and accountability and facilitate
citizen’s engagement the following actions will be completed:
(i) A draft scheme cycle, which details the roles and responsibilities for all parties for each
component, will be submitted to the Bank for review by July 31, 2013.
(ii) A strategy and an action plan for a structured approach to community participation, including the
implementation of the provisions of GoB’s Right to Information Act, 2009 will be prepared and
submitted to the Bank by August 31, 2013.
6
21. DPHE is keen to pilot ICT tools to strengthen supply side of social accountability. The mission
agreed to facilitate a workshop on the use of ICT tools for key project staff and policy makers on August
20, 2013.
G. GOVERNANCE ACCOUNTABILITY AND ACTION PLAN (GAAP)
22. The mission reviewed the draft final GAAP with DPHE. DPHE confirmed that the GAAP will
immediately be retrofitted into BRWSSP and will be mainstreamed in the project operational manual. The
Bank will assist the project in identifying appropriate social accountability and ICT tools to strengthen the
demand side of GAAP. GAAP will be jointly monitored by DPHE and the Bank. The agreed GAAP for
the project is given in Annex 4.
H. PROJECT COSTS – DISBURSEMENT AND COMMITMENTS
23. Disbursement and Commitments. As of July 1, 2013, IDA disbursement stood at US$1.25
million (representing a disbursement rate of approximately 1.6%). Disbursement is expected to climb
towards the end of FY14 when works contracts begin implementation.
I. FINANCIAL MANAGEMENT AND PROCUREMENT
Financial Management
24. Financial Reporting. Quarterly IFRs have been submitted to IDA on a timely manner and these
were found to be acceptable.
25. Internal Audit. ToR of Internal Auditor will be furnished to IDA by August 31, 2013. A firm of
Chartered Accountants will be hired by October 31, 2013 for internal audit.
26. Audit Committee. BRWSSP will set up a Project Audit Committee (PAC) with the Deputy
Secretary (Audit), MLGRD&C as the chair, and the Financial Management Specialist (FMS) and Project
Director (or a competent representative of PD) as members. The PAC will be constituted by August 31,
2013.
27. Computerization of Accounting System. The project has installed the off the shelf accounting
software “Tally”. However, to obtain optimum output from the software, an enhanced training needs to be
provided to FMS and accountants. Further, the maintenance and training agreement with the vendor had
recently been expired. The mission recommended that the agreement be renewed by July 31, 2013. IFRs
of the project are still being prepared based on manual data, which should be stopped as soon as the
software becomes fully operational and is capable of producing accurate financial statements.
28. External Audit. A tripartite meeting has not yet been held between DPHE, LGD, and FAPAD to
resolve the audit observation of the previous project (BWSPP), which is long outstanding now. The
mission urged that the meeting be held by October 30, 2013.
29. Project Staffing. The project needs a qualified accountant with at least two years post
qualification experience as a Financial Management Analyst (FMA) to assist the FMS on a day to day
basis. The ToR of the FMA will be prepared and shared with IDA as soon as possible. The project will
furnish IDA the shortlist of the candidates, along with evaluation documents and CVs, prior to making the
selection for the position. The FMA should be on board by October 31, 2013.
7
Procurement
30. Revised Procurement Plan and Monitoring. The revised procurement plan (Version 3) was
submitted by the PMU immediately before the mission, which the mission reviewed with the PMU. The
procurement plan needs some modifications to fully reflect project needs (i.e., inclusion of new packages,
changing composition of existing packages). The mission advised the PMU to submit an updated
procurement plan to the Bank by July 21, 2013. The Bank and the PMU will regularly monitor progress
of procurement activities against the targets dates in the procurement plan.
31. Major Procurement Contracts. The three major consultancy packages, i.e., TA consultancy (S-
6), and community mobilization packages (S-11 and S-12) are in combined evaluation stage. Most of the
works packages (approximately US$60 million) are linked to these three consultancy contracts.
32. There has been a significant delay in the procurement of these three packages. Revised dates for
critical milestones of these contracts, agreed with the PMU, are shown in the updated Procurement Plan,
the action matrix in Section K, as well as in Section B. The summary of the status of procurement by
contracts with key milestones is provided in Annex 5.
J. ADHERENCE WITH COVENANT
33. The Project is currently in compliance with financial and legal covenants in the Financing
Agreement, except:
Quarterly progress reports should be submitted to the Bank 30 days after the end of each quarter.
K. ACTIONS AND NEXT MISSION7
34. The key agreed and expected actions are as follows:
No. Action Target Date Responsible
Agency
Management and Implementation Setup
1 Recruitment of full complement of Assistant Engineers, and
Sub-Assistant Engineers as provided for in PMU structure
October 31, 2013 DPHE
2 Complete renovation and installation of equipment for PMU
and Regional Project Offices (RPO)
September 30, 2013 DPHE
Project Implementation
3 TA services for Rural Piped Water Supply design, feasibility
assessment
(a) Prepare combined evaluation report
(b) Negotiate contract with consultant
(c) Draft Negotiated Contract submission for No Objection
(d) Contract Signing
(e) Submission of Inception Report
(f) Submission of final ranking of the unions with short-list
July 15, 2013
July 16, 2013
July 23, 2013
September 07, 2013
October 31, 2013
December 31, 2013
DPHE
4 Technical assistance support for the Rural Non-piped water
supply and sanitation program
(a) Prepare combined evaluation report
(b) Negotiate contract with consultant
(c) Draft Negotiated Contract submission for No Objection
(d) Contract Signing
(e) Arsenic screening for all water points under first batch
(f) Complete baseline survey and action plan preparation
July 15, 2013
July 22, 2013
August 01, 2013
September 07, 2013
February 28, 2014
April 30, 2014
DPHE
7 Post Mission Note: DPHE have opened the financial proposals for packages S-6, S-11 and S-12. Negotiation has been
completed for package S-6. However, draft Negotiated Contract for package S-6 has not been submitted for Bank no objection.
DPHE also submitted an updated Procurement Plan for the project.
8
5 Technical assistance support for piloting social marketing,
social mobilization and credit facilitation for rural sanitation
(a) Evaluation of EOIs
(b) Evaluation of Technical Proposals
(c) Contract Signing
August 15, 2013
October 31, 2013
December 31, 2013
DPHE
6 Preparation of the long list of potential RPWS scheme locations September 30, 2013 DPHE
7 Approval of the environmental guidelines on arsenic related
issues for construction of tube wells
September 30, 2013 DPHE
8 MOU for (i) water quality monitoring and surveillance; and (ii)
groundwater studies
September 30, 2013 DPHE
9 Prepare input, process and output monitoring matrix for
schemes/ components with defined indicators
September 30, 2013 WSP, DPHE
10 Preparation of Terms of Reference for analytical and advisory
activity to develop a longer term institutional and regulatory
framework
September 30, 2013 DPHE
11 Formally launch/ introduce monitoring/ MIS system December 31, 2013 Bank, DPHE
12 Preparation of detailed sub-project cycle with step-by-step
activities for all three components
July 31, 2013 DPHE
13 Preparation of a communication strategy and an action plan August 31, 2013 DPHE
Procurement and Financial Management
14 Preparation of TOR for project Internal Audit August 31, 2013 DPHE
15 Completion of procurement of Chartered Accountants for
internal audit
October 31, 2013 DPHE
16 Establishment of Project Audit Committee (PAC) August 31, 2013 DPHE
17 Renew contract agreement with vendor for computerized
accounting system
July 31, 2013 DPHE
18 Resolve audit objections for previous BWSPP through
organizing tripartite meeting between DPHE, LGD and FAPAD
October 30, 2013 DPHE
19 Recruitment of Financial Management Analyst October 31, 2013 DPHE
20 Submission of updated Procurement Plan July 21, 2013 DPHE
35. Next Mission The next formal full implementation review mission, is tentatively scheduled for
January 2014. The Bank will conduct technical discussions or interim implementation review missions
prior to the next full implementation review mission.
9
Annex 1
List of Key Persons Met
Ministry of Local Government, Rural Development and Cooperatives
Local Government Division
Mr. Abu Alam Md. Shahid Khan, Secretary
Mr. Swapan Kumar Sarkar, Director General
Mr. M. Shamsul Kibria, Joint Secretary
Mr. Md. Khairul Islam, Deputy Secretary (Water Supply)
Department of Public Health Engineering (DPHE)
Mr. Md. Nuruzzaman, Chief Engineer
Mr. Monwar Ali, Project Director, BRWSSP
Mr. A.M. Abdul Kaium, Deputy Project Director, BRWSSP
Mr. Md. Saifur Rahman, Executive Engineer, Arsenic Management Division, DPHE
Mr. Ehete Shamul Russel Khan, Executive Engineer, BRWSSP
Mr. Md. Muktadir Harun, Social Development Officer, BRWSSP
Mr. Mahmudur Rashid Mazumder, Assistant Engineer, BRWSSP
Ms. Bilkis Aktar, Assistant Engineer, BRWSSP
Mr. Md. Yasin Arafat, Assistant Engineer, BRWSSP
Mr. Khan Muhammad Golam Rabbani, Assistant Engineer, BRWSSP
Mr. Md. Manjur Murshed Khondoker, Senior Financial Management Specialist, BRWSSP
Mr. Md. Ekram Hossain, Senior Water Supply Specialist, BRWSSP
Mr. A. A. Sanzid Ahmad Choudhury, Procurement Specialist, BRWSSP
Mr. Dipak Kumar Biswas, Hydrogelogist, BRWSSP
10
Annex 2
Action Plan for the Preparation of Monitoring Framework for BRWSSP
1. Objective. The objective of developing monitoring framework is to help project management to
review progress of project implementation and to take remedial measures at the right time to
ensure qualitative and quantitative achievement of the project. The framework will also help
develop an ICT based functional project MIS for quality monitoring.
2. Action plan. The necessity and content of a monitoring framework was discussed with PMU,
BRWSSP and the following action plan to develop a monitoring framework was agreed.
Sl. Activities Methodology Output Tentative
schedule
1 Identify critical factors/indicators/
milestone for input and process
monitoring for Rural Piped Water
Supply Component
Study project documents/
operational manual
First consultation meeting/
workshop with PMU
Input/ process indicator
chart and information
checklist for Rural
Piped Water Scheme
By July 20,
2013
2 Identify critical factors/indicators/
milestone for input and process
monitoring for Rural Non-piped Water
Supply Component
Study project documents/
operational manual
Second consultation meeting/
workshop with PMU
Input/ process indicator
chart and information
checklist for Rural Non-
Piped Water Scheme
By July 31,
2013
3 Identify critical factors/indicators/
milestone for input and process
monitoring for Sanitation Component
Study project documents/
operational manual
Third consultation meeting/
workshop with PMU
Input/ process indicator
chart and information
checklist for Sanitation
Component
By Aug 15,
2013
4 Identify output/ result oriented
indicators for the above three
components. This will include the
number of beneficiaries, number of
physical infrastructure built, water
quality parameters, water use pattern
including wastage, scheme operational
and financial parameters.
Study project documents/
result framework/ log Frame
Fourth consultation meeting/
workshop with PMU
Result indicator chart
and information
checklist for all 3
components
By Aug 31,
2013
5 Prepare input, process and output
monitoring matrix for above 3 schemes/
components clearly defining indicators,
information needed, monitoring method,
tools for monitoring, frequency of
monitoring and person to provide the
information
Deskwork
Consultation with ICT and
relevant project personnel
Fifth consultation meeting/
workshop with PMU
Monitoring matrix and
data tools
By Sept 30
2013
7 Facilitate incorporation of process and
output monitoring data with ICT/ MIS
system of DPHE
Joint work with ICT/ MIS
Specialist
Interactive discussion with
PMU
Functional MIS System
incorporating input,
process and output
monitoring information
By Oct 31,
2013
8 Prepare a brief input/ process/ output
monitoring guide/ booklet for BRWSSP Desk work
Consultation with ICT/ MIS
Specialist
Sixth consultation/ sharing
meeting with PMU
Input/ process/ output
monitoring guide/
booklet
By Nov 20,
2013
11
Sl. Activities Methodology Output Tentative
schedule
9 Orient project/ DPHE personnel to
introduce the monitoring system
Orientation meeting with PMU/
BRWSSP/ DPHE field officials
Field staff oriented with
monitoring/ MIS system
By Nov 30,
2013
10 Formally launch/ introduce monitoring/
MIS system
Seventh Meeting with PMU to
launch/ introduce the system
MIS System introduced By Dec 31,
2013
3. A Consultant will be engaged by World Bank who will work in consultation with PMU,
BRWSSP to develop the proposed monitoring framework for BRWSSP as per above action plan.
This monitoring framework will lead to develop ICT based MIS system through which MIS
report/ statement will be generated periodically to highlight project progress including
achievement of the outcomes based on the project results framework.
4. Based on field experience and feedback provided by DPHE/ BRWSSP, the monitoring
framework might be changed to keep it as a living document and accordingly MIS system will be
updated time to time to address information needs of the project management.
12
Annex 3
Environmental Management for BRWSSP
1. Environmentally safe tubewell construction and Arsenic rich sludge management: As agreed
during the previous mission, a draft for guidelines on ‘Arsenic Safety and Aquifer Protection’ in
tubewell construction both for hand and mechanically operated tubewells has now been prepared.
This draft also includes the guidelines for safe disposal of arsenic rich sludge from water treatment
plants. The mission appreciates the good progress on these agreed activities. These guidelines should
be reviewed by the Departmental Technical Committee (DTC) and adopted by the DPHE. The
provisions in the guidelines are to be utilized for ‘Environmental Assessment’ (i.e., Environmental
Screening and LEAs) of sub-projects and incorporated in the contract documents for the sub-projects
to ensure environmental safeguards in the construction and management of water supply sub-projects
under the project. The adoption of the guidelines should be completed in next three months i.e.,
September 30, 2013, so that it is available before the field level activities are stared.
2. Analytical services for the project: A concept paper on the analytical services required in the
project for Arsenic and other necessary parameters has now been prepared. The Water Quality
Monitoring and Surveillance Circle which is an independent unit under the DPHE will provide the
services using its central and regional laboratories. The PMU will pay the Circle for the services and
sign a MOU with the circle to this end. The Central laboratory will draft Standard Operating
Procedures (SOPs) for quality assured sampling and analysis of Arsenic and other water parameters
both for the field and laboratory samples and obtain approval for these from the PMU/Departmental
Technical Committee.
3. Groundwater Study: The mission is pleased to note that a guideline for observation wells for
groundwater study has now been drafted. The work will be carried out by the Groundwater Circle of
the DPHE with resources from the project. The PMU will sign a MOU with the Groundwater Circle
to this end and the circle in turn will sign a MOU with Bangladesh Atomic Energy Commission
(BAEC) for isotopic and related analysis as done during the previous project BWSPP by September
30, 2013. The end product of the study is expected to be a publication on the characteristics of the
shallow and deep aquifers in selected areas in Bangladesh.
4. DOE Approval of BRWSSP EMF: It is legally necessary to obtain approval of the EIA/EMP of
projects (i.e., as per ECA95/ ECR97) from the Department of Environment (DOE). With many sub-
projects, it is not feasible to get clearance for each EIA/EMP of the sub-projects. So, DOE should be
approached for the clearance of the EMF for the BRWSSP. There are examples in which DOE has
cleared similar documents. The mission recommended that the process for clearance should be started
immediately.
13
Annex 4
Governance and Accountability Action Plan (GAAP)
Introduction and Background
1. The overall objective of the Governance and Accountability Action Plan (GAAP) is to enhance
the institutional capacity of Department of Public Health Engineering (DPHE) in order to implement
Bangladesh Rural Water Supply and Sanitation Project (BRWSSP). It will delineate the specific
responsibilities of Department of Public Health Engineering (DPHE) as well as the World Bank to
facilitate effective and appropriate use of the funds for the project and maintain good governance in the
management and implementation of project activities.
2. The GAAP is based on an assessment of potential governance risks, particularly fraud and
corruption, including the effectiveness of implementing demand responsive approach, in the context of
Bangladesh and specifically for the entities involved with BRWSSP. It is also based on the experience
and lessons learned from the previous Bank-funded project – Bangladesh Water Supply Program Project
(BWSPP), from which the implementation modalities of some of the major components of BRWSSP
namely rural piped water supply and rural non-piped water supply programs have been adopted. It is
expected that given a dynamic policy environment, the GAAP will be adjusted as and when necessary
during the implementation of the project to reflect any emerging governance issues and/or to reinforce
existing actions and add new ones. The Action Plan will be monitored regularly through the measures
agreed upon with the implementing agency, as well as during the World Bank Implementation Support
Missions.
3. BRWSSP has been implemented since May 2012. Hence, the GAAP is being retrofitted to the
project implementation. Necessary adjustments in the existing Project Operational Manual will also be
considered to facilitate implementation of the GAAP.
Country Context
4. Bangladesh is a high risk environment for governance. It scores poorly on international
corruption monitoring indices although there have been some improvements in recent years. Efforts to
bolster the country’s legal framework to counter corruption, including the capacity and scope of
engagement by the Anti-Corruption Commission are yet to become optimal. The implementation of
Bangladesh’s Right to Information Act 2009 has been slow, partly because of poor records, weak
implementation capacity as well as lack of demand for information by the citizens. Despite some attempts
to enhance accountability in the legal framework for public sector regulation, there is still a perception of
poor performance and abuse of office in the public sector including state-owned enterprises. Besides, the
country systems to deter corruption such as prosecution of corruption cases are hardly implemented.
These capacity and governance shortcomings in the public sector underline the importance of having an
action plan that utilizes a robust range of tools to mitigate corruption and governance risks that are
relevant to the project.
14
BRWSSP Design and Governance in Water and Sanitation Sector
5. Governance in the water supply and sanitation sector has had particular challenges. The sector
remains characterized by political bias, shortage of skilled technical staff, multiple layers of decision
making process, localized procurement, limited capacity in operations and maintenance, lack of dedicated
water department for operations and maintenance, and absence of regulatory body. The main concern
over governance for BRWSSP relates to program-related risks - that whether the implementing agency
has the capacity to oversee project implementation in wide geographical areas and whether the entity
appoints the right contractor and operators who can execute the works program of installing water options
in remote villages benefitting the targeted deprived communities adequately and rightfully. Specifically,
lessons learned under the previous BWSPP indicate that three major risks are (i) improper contractor
selection, (ii) improper beneficiary mobilization and selection, and (iii) inappropriate installation of water
points. Given that the success of the project depends on the mitigation of these risks, the PDO level
indicators of the project are linked to these three issues.
6. The project outcomes are designed to be realized through three main activities – rural piped water
supply schemes, rural non-piped water supply options and rural sanitation facilities. Through appointing
Technical Assistance consulting firm and dedicated Support Organizations, the feasibility assessment,
community mobilization, demand creation, implementation plan preparation, and structured supervision
activities - all together will mitigate the above-mentioned risks. The role and responsibilities of Local
Government Institutions i.e. Union Parishad is being made formalized with asset ownership function.
Technical support teams including technical assistance firm and dedicated Support Organizations will be
engaged to organize the communities, establish the water and sanitation user groups, conduct feasibility
assessment, demand creation, hygiene promotion, capacity building of the local stakeholders particularly
the LGIs, and capacity building of the private sector entrepreneurs who would construct and/or operate
the rural water schemes and hygienic sanitary facilities. The technical team and Support Organizations
will supervise the installation of water supply schemes and disbursement of project grants to
entrepreneurs for installation of hygienic sanitation facilities. Formal relationship among key stakeholders
including DPHE, Union Parishad and community facilitated by Support Organizations and Technical
firm, is also expected to minimize these risks through reduced targeting errors and leakage in program
benefits.
7. In addition to the above program-related risks, there are implementing agency risks associated
with the limited capacity of DPHE. DPHE has capacity constraints in terms of technical staff in the fields
to monitor the development programs at grassroots level. However, project based field staff will
supplement the existing DPHE set up in the field to execute and monitor the program. Irrespective of the
fact that the implementing agency has prior experience with World Bank procurement or financial
management, the project will cover dispersed procurement activities at the district levels, which implies
the obvious need for robust governance and accountability arrangements.
Description of Governance Risks and Mitigation Actions
8. The following four areas of governance and accountability risks have been identified under
BRWSSP: (i) scheme design; (ii) scheme implementation and oversight; (iii) implementation and
management supervision capacity; (iv) procurement capacity, including contract management; and (v)
financial management capacity and system.
(i) Scheme Design
9. One of the key learning from the previous BWSPP implementation is that the private sector
entities overestimated the designs resulting in disproportionate scheme costs. Considering the lessons
learned, the design and cost estimates for rural piped water supply schemes and non-piped water supply
options are to be worked out by DPHE themselves in order to establish financial discipline within the
15
project. However, there is a risk that DPHE estimates are over rated thus permitting the private operators
to make profit out of the schemes up front and allowing less than optimal equity sharing for the PPP
schemes. A further resultant risk is that the private sponsors may renounce the scheme having little or no
actual equity share in the schemes rendering the schemes unsustainable.
10. In order to address the scheme design risk the following measures will be adopted:
Use of tested design specification to replicate rural piped water supply models and water point
sources scheme;
Use of technically qualified engineering design consultants and Support Organizations (SO) to
support preparation of technical feasibility including cost estimates, quantities, design and
specification for rural water and sanitation schemes;
Social intermediation with the community for awareness building and needs assessments;
Technical assistance for community participation which is inclusive and consumer mobilization.
(ii) Scheme Implementation and Oversight
11. The pace of decentralization of planning and implementation by UPs/LGIs is slow in Bangladesh.
The shortcoming of financial and management autonomy of the UP can undermine enforcement of sector
regulation. Non-inclusion of the UPs in the planning phase and unclear demarcation of responsibilities
between DPHE and the Union Parishad could weaken the oversight of rural infrastructure development
program.
12. The water supply options and hygienic sanitation facilities are to be installed by way of a Demand
Responsive approach and particularly through community mobilization, demand creation and hygiene
promotion. In that respect, water user groups will be established to coordinate the awareness building and
implementation of the scheme in each union. However, the Union Parishad has a definite role in that it
will coordinate between community, DPHE and contractors/sponsors for the implementation of the
infrastructure works following the appropriate mobilization activities. The UP shall ensure that water
options and hygienic sanitation facilities are installed at identified locations and to the eligible household
including poor. However, lack of communication between implementing agency i.e. DPHE and LGI can
affect informed decision making process concerning local conditions. Additionally, the LGI may
intervene and manipulate the selection criteria and eligible households to its interest. The community
contributions that are supposed to be deposited at designated bank account for water supply and sanitation
options may not be appropriately collected and deposited while the LGI may collect contributions directly
from communities for option allocations bypassing the modality and eligibility criteria.
13. The contractors and private entrepreneurs are expected to install the safe water options and
hygienic sanitation facilities in designated locations for eligible households who do not possess such
facilities and services. In certain cases, the contractors may not install the options according to the action
plan and at the designated locations identified and agreed by the water user groups in such unions. There
is further risk that the contractors may not install all the options and sanitation facilities according to the
contractual agreement with the DPHE and Local Government Institutions while colluding with the
government’s works verification and certification team.
14. Matching grant funding will be provided under the project to ensure hygienic sanitation facilities
for poor households in targeted areas and unions. These funds are to be released by the project
implementing entity upon verification of the installation of hygienic sanitation facilities by the private
entrepreneurs. The payments to the private entrepreneurs including masons are to be coordinated by the
local Union Parishad through dedicated bank account where community contributions will be held.
Therefore, risks exist that the LGI may not disburse funds to the private entrepreneurs and masons
transparently and appropriately and/or collude with the government officials as well as contractors and
misappropriate the funds.
15. In order to address the Program Implementation risks the following measures will be adopted:
16
Involvement of Local Government Institution i.e. Union Parishad in the implementation of rural
services particularly in the planning phase;
UP ownership of asset upon completion of infrastructure development;
Inclusion of assets in the UP inventory system as planned under LGSP-II;
Supervision and monitoring of project activities by field based project staff in addition to
centralized monitoring by PMU;
Ensuring social accountability of the agencies through the involvement of the community in
planning and designing rural water supply schemes;
Formation of user groups representing the community to jointly coordinate the activities with
other stakeholders including DPHE, LGI, private entrepreneurs/contractors;
Operation of joint bank account to manage project grants and O&M expenses of the schemes;
Mobilization and involvement of the UPs and build capacity of the water user groups by Support
Organizations (SOs) to implement water and sanitation action plans; and
Capacity building training for Union Parishad Chairmen and full-time staff on operations and
maintenance of rural water supply services.
(iii) Implementation and Management Supervision Capacity
16. Implementation of the project will be nationwide, requiring adequate personnel and resources in
all field offices of the DPHE. At the field level, there is lack of adequate staffing and resources for proper
supervision. There is also insufficient technical capacity for specific administrative functions which also
hampers programs at the service delivery level. Human resource constraints continuously prove to be one
of the biggest challenges in implementation. Therefore, program achievement can get jeopardized by
weak capacity in management and monitoring at all levels. Besides, multiple tiers of approval and
authorization processes within DPHE particularly in regional/district level can affect efficient project
implementation.
17. In order to address the Implementation and Management Supervision risks, the following steps
will be ensured:
Recruitment of project staff under government revenue budget for field based monitoring;
Training programs for DPHE head-office and field staff on different managerial and technical
areas including project implementation modalities, procurement and financial management; and
Engagement of full time qualified supervision staff by the TA Consultant to ensure quality and
timely completion of the schemes.
(iv) Procurement Capacity
18. The procurement assessment carried out for DPHE finds that although the agency has previous
experience with IDA-funded projects, there remains lack of adequate capacity on procurement. Key
weaknesses identified in the procuring entity i.e. DPHE, are: absence of dedicated procurement staff
within the agency, both in the head office and in local offices; inadequate understanding of procurement
procedures, rules and regulations; inadequate capacity in administering high number of complex works
contracts specially distributed countrywide; inadequate capacity in evaluation; and contract follow up
mechanism. In addition, it was assessed that improvements in the following areas are required:
information dissemination, delivery follow up, and payments. Due to wide spread geographic locations of
the project intervention areas, tendering for water option works and selection of private entrepreneurs will
be managed at local district level which will require adequate capacity of the local DPHE set up as well as
close monitoring of the processes for ensuring accuracy and transparency. Potential risks associated with
procurement processes include among others (i) disqualification of bidders and/or selection of high-priced
bidders without sufficient justification, (ii) undue exercise of influence and opportunities by officials to
direct contract awards to selected sponsors.
17
19. In order to address these issues, the project has already ensured the following actions: (i)
appointment of dedicated procurement staff at DPHE, including appointment of a Procurement Focal
Point (PFP); (ii) finalization of procurement plan covering the whole period of implementation. The
project will also ensure adoption of Procurement Risk Mitigation Plan (PRMP) and regular submission of
PRMP to IDA. In addition, a host of risk mitigation measures have been identified and agreed upon for
each stage of project implementation. These include:
Risk mitigation measures prior to procurement (of any goods, works or services):
Formation of a procurement cell through adequate staffing and consultant support, under the
overall leadership of the PFP.
Dedicate at least one person from the agency as Procurement Officer (PO) in the PMU and
reporting to the PFP;
Recruit one procurement consultant by two months after project effectiveness, to support the
agency on the procurement activities under the program and guide the PFP and PO on
procurement issues.
Risk mitigation measures during implementation:
Development of a systematic capacity building procurement training plan, including participation
in the procurement trainings both at national and international level, as well as training using
Bank resources persons;
Submission of quarterly Procurement Performance Monitoring Reports (PPMR) starting six
months after project effectiveness;
Mandatory membership of the procurement consultant in each evaluation committee;
Usage of Bank’s standard format for bid and/or proposal evaluation;
Undertake independent procurement audit by DPHE for each year and share the report with IDA,
Updating of the procurement plan at least annually and no procurement process to be initiated
without prior inclusion in the plan,
Conduct review of the post review contracts on sample basis to check the compliance with the
applicable guidelines and procedure.
(v) Financial Management Capacity and Systems
20. The substantial risk coming out of the financial management assessment of the implementing
agency revolve around the large number of contract payments to be made by DPHE under the project to
contractors, private entrepreneurs and private sponsors for piped water supply schemes, point sources and
hygienic sanitation facilities. Project incentive grants will also be disbursed among eligible poor
households as an incentive to develop hygienic latrines. Matching community contribution will be
collected from communities for water supply schemes/options as well as sanitation facilities which will be
held and channeled to the treasury through dedicated bank accounts. Weak oversight capacity at local
level with limited manpower i.e. technical staff and appropriate accounting expenditure and disbursement
are recognized as potential risk. Besides, other key risks associated with financial management of DPHE
with direct relevance to the project include: (i) absence of information management systems including
absence of computerized accounting system for synchronization of financial information with physical
progress; (ii) weak accounting systems and record-keeping practices resulting in untimely and inadequate
information on revenue streams, expenditure flows, liquidity, and debt levels/ arrears; (iii) incomplete
recording of transactions due to technical weaknesses and/or disregard for comprehensiveness and
accuracy; and (iv) absence of FM organization in DPHE. Financial Management of the donor funded
project has been undertaken through project hired FM staff and consultant
18
21. Mitigation measures for both inherent risks (weak capacity and systems) and control risks
(budgeting, accounting, funds flow, reporting, auditing) have been identified and agreed upon with the
implementing agency. These include the following:
Inherent risk mitigation measures:
Appointment of Financial Management Specialist,
Use of computerized accounting system for preparing updated project financial reports, and
Submission of independent internal audit reports within stipulated timeframe and resolution of
issues.
Control risk mitigation measures:
Payment through direct bank transfers/formal financial channels to the private entrepreneurs
through designated bank account managed jointly by DPHE, community and Union Parishad.
22. The GAAP Action Plan proposes actions for each of these issues, timeline for each action, and
responsible agency for implementation. There are also some “early warning indicators” which, if
monitored properly, will enable timely action for course correction.
23. The project will organize at least one forensic audit during the mid-term-review of the project.
The ToR of the review will be jointly developed by DPHE and the World Bank.
Disclosure of Project Information
24. DPHE will upload all project related information in its official website. They will also be updated
regularly. A staff of the Project Management Unit (PMU) will be assigned as designated information
officer. Besides, DPHE and the PMU will ensure due diligence in all other information disclosure in the
light of the Right to Information Act 2009.
GAAP Monitoring, Remedies and Sanctions
25. The Bank will apply sanctions as per its guidelines if it determines incidences of fraud,
corruption, collusion and coercive practices. These sanctions may include fines, blacklisting, suspension
of disbursements, or ultimately cancellation with respect to that contract. The Bank will seek first to
remedy cases of corruption through cooperation with the DPHE. Information regarding such cases, where
lessons are learnt and funds are retrieved, will be widely disseminated.
26. GAAP will be monitored regularly through indicators and reflected in progress reports by the
implementing agency, as well as in World Bank implementation supervision reports and aide memoires
for supervision missions. The GAAP matrix will be used widely for monitoring purposes. Any ‘early
warning’ indicators of governance and accountability risks will be monitored regularly so that corrective
measures could be carried out promptly. A Governance Specialist will also be included in the Bank
supervision team to strengthen the dialogue on the governance and accountability issues with the
implementing agency.
27. The project will require intensive supervision by Bank staff. Supervision arrangements for this
project, particularly for procurement and financial management, are extensive. Bank supervision missions
will be more frequent at the start of the project and would involve qualified staff in all disciplines,
including procurement and financial management. The Bank will also conduct regular monitoring
between supervision missions.
19
28. The GAAP will be adjusted as necessary during implementation to reflect governance issues
which may emerge and/or to add actions. Considering the project design, fund flow and oversight
arrangements and subject to meeting the agreed GAAP, the implementing agency will have adequate
systems to account and report for the project resources and expenditures accurately, and ensure that the
project funds are utilized for the intended purpose.
Third Party Monitoring
29. Social Accountability tools allow citizens to have a greater voice in ensuring the best use of
public resources, and hold local governments accountable for results. Third party assessment will be
conducted with an objective to analyze project activities that promote transparency, accountability,
effectiveness and participation/inclusion. Under the Citizen Action for Results, Transparency and
Accountability (CARTA) program, civil society organizations will use various social accountability tools
such as citizen report cards survey, public hearing, and focused group discussion using fund from an
independent agency rather than through project budgets. In the selected project intervention areas, NGO
will facilitate implement the third party monitoring program with targeted beneficiaries to promote
citizens’ voice. To ensure sustainability of citizens’ engagement and institutionalize transparency and
accountability, Citizens Monitoring Group (CMG) will be formed. A baseline assessment against the pre-
determined indicators (transparency, accountability, effectiveness and participation/inclusion) will be
carried out and data will be collated on status of intervention following which, social accountability
monitoring tools/techniques for will be applied to assess the governance issues. Through this initiative,
citizens will have a greater voice in ensuring the best use of public resources, and will hold governance
accountable for results.
Use of ICT in Project and Complaint Management to enhance transparency and accountability
30. The supply-side interventions will be strengthened to deliver expected outcomes. The activities
will build upon the principles of continuous learning and improvement, accountability at all levels, and
satisfaction of beneficiaries. ICT tools will be used to enable the optimal use of real-time information
from beneficiaries for the purposes of proactive and targeted interventions. The digitized data will
facilitate day-to-day managerial decision-making and enhancing iterative learning during the execution
process. Additionally, the field offices will have the opportunity to view processed information with use
of mobile technology, on the basis of which they can take more informed decisions.
31. Social accountability is as much about changing behavior, building relationships, and developing
capacities as it is about technical tools. Complaint management system will be developed for better
customer service which is based on the principles of efficiency and transparency. This system will further
enhance in-house capacity to take preventive actions and plan in advance for optimal use of available
resources.
Costing of GAAP Implementation
32. Component 3 (Capacity Strengthening and Technical Assistance) of BWRSSP will provide costs
of GAAP implementation to an extent. This component has provisions to finance the third party
monitoring and special audits. Any additional costing for the implementation of the GAAP can be
negotiated between DPHE and the World Bank during the mid-term-review of the project.
20
Governance and Accountability Action Plan (GAAP)
Issues/Risks/Objectives Actions/Features Timeline Responsibility
Early warning indicators
to trigger additional
action
Scheme Design
Ensure appropriate and
rationale design and cost
estimates for the RPWS and
non-piped schemes.
Engagement of technically qualified engineering design
consultants and Support Organizations (SO) to support
preparation of technical feasibility including design and
specification for rural water and sanitation schemes;
Preparation of cost estimates and detail design as part of
feasibility assessment and action plan preparation for rural piped,
non-piped and sanitation infrastructure development program
Within first year of
implementation
End of second year of
implementation and
subsequent year end
until fourth year
DPHE
Study Consultant
and SOs
Delays in procurement of
technical firm and SOs
Delays in report
submission
Scheme Implementation and Oversight
Ensure that water options and
hygienic sanitation facilities
are installed at identified
locations and to the eligible
household including poor.
Ensure collection and deposit
of community contributions
into designated bank account.
Ensure transparency, accuracy
and efficiency in disbursement
of incentive grants by the
Union Parishad and DPHE to
the designated private
entrepreneurs for installation
of hygienic sanitation
facilities.
Lack of information will lead
to elite capture
Develop and sign a formal service contract for the engagement of
the private sponsors;
Recruitment and appointment of field based project staff for
monitoring of project implementation activities;
Establishment of Water and Sanitation User Groups in every
union of the target project intervention areas;
Opening joint bank account to manage project grants for non-
piped/sanitation and O&M expenses of the RPWS schemes;
Mobilization and capacity building training for Union Parishad
on operations and maintenance of rural water supply services;
Disseminate information on selection criteria of Districts,
Upzillas and Union Parishads on project website and through
electronic and print media and display in public offices in
accordance with RTI Act 2009.
Disseminate information on selected Districts, Upzillas and
Union Parishads on project website and through electronic and
print media and display in public offices in accordance with RTI
Act 2009.
End of second year of
implementation and
subsequent year end
until fourth year
Within first year of
implementation
Within second year
of implementation
Within second year
of implementation
Annual
End of second year of
implementation
DPHE, UP,
Sponsor, TA
Consultant
DPHE
UP, DPHE, TA
Consultant, SOs
UP, DPHE, TA
Consultant,
Sponsors
TA Consultant
DPHE
Delays in completing
feasibility assessment
Delays in district level
staffing
Delays in submission of
reports on community
mobilization, baseline
survey and action plan
prep.
Delays in reporting on
capacity building activities
Delay in report submission
Delay in report submission
21
Lack of social accountability
mechanism leading to weak
participation, exclusion and
transparency
Develop indicators for Third Party Monitoring
Form Community Monitoring Groups (CMG)
Mobilize Third Party Monitoring agency
December 2013
First six months of
initiating social
mobilization
During
implementation of
civil works
DPHE, Bank
DPHE, TPM
consultant, SO
for Non-piped
water and TA
consultant for
piped water
Delay in formation of
CMG
Delays in procuring TPM
firm
Implementation and Management Supervision Capacity
Ensure adequate staffing and
resources for proper
supervision at the field level.
Appointment of additional project based government staff at
district level to complement existing DPHE set up.
Appointment of technical specialists to complement Government
officials at national level.
End of first year of
implementation
End of first year of
implementation
DPHE
DPHE
Delays in district-level
staffing
Delays in procuring
technical assistance
specialists
Procurement Capacity
Lack of adequate capacity on
procurement
Appointment of dedicated procurement staff at DPHE, including
appointment of a Procurement Focal Point (PFP) and Procurement
Officer (PO).
Appointment of one procurement consultant, to support the agency
on the procurement activities under the program and guide the PFP
and PO on procurement issues
Development of a systematic capacity building plan, including
participation in the Central Procurement Technical Unit’s (CPTU)
three-week procurement training, as well as training using Bank
resources persons
Submission of quarterly Procurement Performance Monitoring
Reports (PPMR).
Undertake independent procurement audit by DPHE for each year
and share the report with IDA
By project
effectiveness
Within two months
of project
effectiveness
Within first year of
implementation
Six months after
project effectiveness
Annual
DPHE
DPHE
DPHE
DPHE
DPHE
Delays in appointing PFP
and PO and/or frequent
replacement
Delays in procuring
Procurement Specialist
Delays in preparing
Capacity Building Plan
Delays in submission of
quarterly PPMR
Delays in submission of
22
Update the procurement plan
Conduct review of the post review contracts on sample basis to
check the compliance with the applicable guidelines and procedure.
Annual
Annual
DPHE
World Bank
procurement audit report
Delays in updating the
procurement plan on
regular basis
Delays in submission of
post procurement audit
report
Financial Management Capacity and Systems
Lack of adequate capacity on
financial management
Appointment of Financial Management Specialist
Use of accounting software for documentation of fund usage and
report degeneration, including timely submission of financial reports
Submission of independent internal audit reports within stipulated
timeframe and resolution of issues as specified by the Bank
Payment through direct bank transfers/formal financial channels to
the private entrepreneurs managed jointly by DPHE, community and
Union Parishad
Within one month of
project effectiveness
Within four months
of project
effectiveness
Within six months of
end of each fiscal
year
Throughout project
implementation
DPHE
DPHE
DPHE
DPHE
Delays in procuring FM
Specialist
Delays in report
submission
Delays in submitting audit
reports
Lack of resolution on audit
queries
Spot checks reveal
entrepreneurs are not
receiving payments
through formal financial
channels
23
Annex 5
Summary Status of Project Contracts
Procurement of Goods Contract Sl.
No.
Contract
Package No.
Contract Description Unit Quantity/Nos. Estimated Price in
USD ‘000 (Actual
Contract Price in
Contract Currency)
Planned Date
of Proposals
Submission
(Actual Date
of Proposal
Submission)
Planned Date
of Contract
Signing
(Actual Date
of Contract
Signing)
Planned Date
of Completion
(Actual Date
of
Completion)
Remarks
1. GD-01 Supply of Field Kit No. 1500 150.0 Sep 15, 2013 Nov 14, 2013 Jan 13, 2014 Linked with
S-11,12
2. GD-02 Supply of GPS No. 100 37.5 Sep 15, 2013 Nov 14, 2013 Jan 13, 2014 Linked with
S-11,12
3. GD-03 Supply of Cross Country
Vehicle (4WD)
No. 3 292.5 (May 06,
2013)
August 30,
2013
Oct 30,2013 BER Cleared
by WB on July
02, 2013
4. GD-04 Supply of Double Cabin
Pick-Up (4WD)- 6nos
with all accessories
No. 6 313.75
(May 19,
2013)
August 30,
2013
Dec 30, 2013 BER Cleared
by WB on July
02, 2013
5. GD-05 Supply of Motor Cycle No. 66 123.75 (May 16,
2013)
Sep 30, 2013 Oct 30,2013 BER
Completed Supply of Bi-Cycle No. 100 11.25
6. GD-06 Supply of Accounting
Software with
customization and yearly
maintenance
No. 1 1.9375
(1.9375)
(Oct 15, 2012) (Jan 07, 2013) (Jan 06, 2014) Completed
7. GD-07 Supply of Accounting
Software for Rural Pipe
Supply Billing System
No. 1 12.5 Aug 01, 2014 Oct 30, 2014 Dec 29, 2014 Linked with
S-06
8. GD-08 Merged with GD-07
9. GD-09 Supply of Office
Equipment (Internet,
Email, Telephone, PABX,
VC etc.)
Lot 1 12.5 Sep 25, 2013 Nov 25, 2013 Dec 26, 2013
10. GD-10 Lot-1: Supply of Geo
Physical surface sounding
Equipment including
borehole logging
accessories
Set 1 75.0 Oct 02, 2013 Dec 31, 2013 Mar 01, 2014 Linked with
S-06, 11,12
Lot-2: Supply of Truck
Mounted Equipment for
aquifer testing
Set 1 100.0
24
Procurement of Goods Contract Sl.
No.
Contract
Package No.
Contract Description Unit Quantity/Nos. Estimated Price in
USD ‘000 (Actual
Contract Price in
Contract Currency)
Planned Date
of Proposals
Submission
(Actual Date
of Proposal
Submission)
Planned Date
of Contract
Signing
(Actual Date
of Contract
Signing)
Planned Date
of Completion
(Actual Date
of
Completion)
Remarks
11. GD-11 Supply of Computer
(Desktop and Laptop)
with Accessories
including Printer and
Scanner
No. 32 40.0 (Jun 10, 2013) Sep 30, 2013 Oct 30, 2013 BER
Completed
12. GD-12 Lot -1: Supply of Fax for
PMU & Field Office
No. 12 6.75 Nov 10, 2013 Jan 10, 2014 Feb 10, 2014 Field Office
not established
Lot -2: Supply of Photo
Copier for PMU & Field
Office
No. 12 37.5
13. GD-13 Supply and Installation of
Work Stations for PMU
No. 1 6.1875
(6.1716)
(Apr 23, 2013) (Apr 29, 2013) (May 13,
2013)
Completed
14. GD-14 Supply and Installation of
Goods (False Ceiling,
Glass partition, Electrical
goods etc.) for PMU
No. 1 6.125
(6.0968)
(May 15,
2013)
(May 22,
2013)
(Jun 05, 2013) Completed
15. GD-15-22 Supply and Installation of
Goods for set up of Field
Offices
No. 4 20.0 Nov 30, 2013 Dec 15, 2013 Jan 07, 2014 Field Office
not established
16. GD-23 Supply of Office
Stationary for PMU
Lot 1 5.625
(2.304)
(Apr 24, 2013) (May 05,
2013)
(May 19,
2013)
Completed
17. GD-24 Supply of Office
Stationary & accessories
for Field Offices
Lot 1 12.5 Oct 10, 2013 Dec 10, 2013 Jan 10, 2014 New package;
Field Office
not established
18. GD-25 Supply and Installation of
Goods (False Ceiling,
Floor Carpet, Glass
partition, work station.
Electrical goods etc.) for
PMU office
No. 1 5.0 Aug 05, 2013 Aug 12, 2013 Sep 02, 2013 New package
19. GD-26 Supply and Installation of
Goods for PMU office set
up
Lot 1 43.75 Oct 25, 2013 Dec 24, 2013 Feb 07, 2014 New package
25
Procurement of Works Contract Sl.
No.
Contract
Package No.
Contract Description Unit Quantity/Nos. Estimated Price in
USD ‘000 (Actual
Contract Price in
Contract Currency)
Planned Date
of Proposals
Submission
(Actual Date
of Proposal
Submission)
Planned Date
of Contract
Signing
(Actual Date
of Contract
Signing)
Planned Date
of Completion
(Actual Date
of
Completion)
Remarks
1. W-01-66 Land Development lot 66 625.00 Jan 10, 2014 Apr 10, 2014 Jul 09, 2014 Works to be
done in 2(two)
batches; Linked
with S-06
Aug 01, 2015 Oct 30, 2015 Apr 27, 2016
2. W-67-191 Construction of Rural
piped Water Schemes
No. 125 34472.66 Jan 10, 2014 Apr 10, 2014 Oct 10, 2015 Works to be
done in 4(four)
batches; Linked
with S-06
Jul 01, 2014 Sep 29, 2014 Mar 29, 2016
Dec 01, 2014 Mar 01, 2015 Sep 01, 2016
Aug 01, 2015 Oct 30, 2015 Apr 30, 2017
3. W-192-290 Installation of Safe
Water Options in arsenic
and saline affected areas
No. 14000 15137.5 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be
done in 4(four)
batches; Linked
with S-11, 12
Aug 01, 2014 Oct 30, 2014 Feb 27, 2015
Mar 10, 2015 Jun 08, 2015 Oct 06, 2015
Aug 01, 2015 Oct 30, 2015 Apr 27, 2016
4. W-291-323 Installation of Safe
Water Options in disaster
affected areas
No. 6000 6487.5 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be
done in 4(four)
batches; For
Natural Disaster
Case.
Aug 01, 2014 Oct 30, 2014 Feb 27, 2015
Mar 10, 2015 Jun 08, 2015 Oct 06, 2015
Aug 01, 2015 Oct 30, 2015 Apr 27, 2016
5. W-324-339 Characterization and
monitoring of safe
ground water resources
including observation
wells
Lot 16 875.00 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be
done in 4(four)
batches; Linked
with S-11, 12
Aug 01, 2014 Oct 30, 2014 Feb 27, 2015
Mar 10, 2015 Jun 08, 2015 Oct 06, 2015
Aug 01, 2015 Oct 30, 2015 Apr 27, 2016
6. W-340-438 Installation of Low Cost
latrine sets for poor &
ultra-poor
Nos. 306400 10724.00 Feb 20, 2014 May 21, 2014 Oct 18, 2014 Work to be
done in 4(four)
batches; Linked
with S-08
Aug 01, 2014 Oct 30, 2014 Apr 28, 2015
Mar 10, 2015 Jun 08, 2015 Dec 05, 2015
Aug 01, 2015 Oct 30, 2015 Apr 27, 2016
26
Procurement of Services Contract Sl.
No.
Contract
Package No.
Contract Description Unit Quantity/Nos. Estimated Price in
USD ‘000 (Actual
Contract Price in
Contract Currency)
Planned Date
of Proposals
Submission
(Actual Date
of Proposal
Submission)
Planned Date
of Contract
Signing
(Actual Date
of Contract
Signing)
Planned Date
of Completion
(Actual Date
of
Completion)
Remarks
1. S-01 Sr. Financial Management
Specialist
MM 48 (135.0) (Jun 18, 2012) (Nov 05,
2012)
Jun 30, 2016) Completed
2. S-02 Procurement Specialist MM 36 (80.0) (Jun 18, 2012) (Jan 10, 2013) Jan 31, 2016 Completed
3. S-03 Sr. Water Supply
Specialist
MM 41 (135.0) (Nov 15,
2012)
(Feb 11, 2013) Jun 30, 2016 Completed
4. S-04 Hydro geologist MM 40 (80.0) (Nov 15,
2012)
(Mar 12, 2013) Jun 30, 2016 Completed
5. S-05 Financial Management
Analyst
MM 32 80.0 Aug 20, 2013 Oct 31, 2013 Jun 30, 2016
6. S-06 Socio-economic Study,
Technical Survey &
Investigation, Detail
Engineering Design &
Construction Supervision
for Rural Piped Water
Schemes
LS LS 2081.75 (Jun 25, 2012) Sep 07, 2013 Jun 30, 2017 Contract
Negotiation
completed
7. S-07 Analytical and advisory
activities on sustainable
rural water and sanitation
service provision
including Partnership with
Private Sector
LS LS 121.31 Jul 01, 2014 Dec 28, 2014 Dec 31, 2015
8. S-08 Sanitation Pilot on Social
Marketing - Support to
Local Entrepreneurs and
Capacity Building of
Community
LS LS 470.26 Sep 30, 2013 Dec 31, 2013 Jun 30, 2016 EOI received;
Evaluation in
progress.
9. S-09-10 Third Party Technical and
Social monitoring and
evaluation for piped and
non-piped water supply
schemes, sanitation and
private sponsors
performance
LS LS 434.55 Dec 10, 2013 Jun 08, 2014 Jun 30, 2017
10. S-11 Community Mobilization LS LS 1,193.33 (May 08, Sep 07, 2013 Jun 30, 2016 Combined
27
Procurement of Services Contract Sl.
No.
Contract
Package No.
Contract Description Unit Quantity/Nos. Estimated Price in
USD ‘000 (Actual
Contract Price in
Contract Currency)
Planned Date
of Proposals
Submission
(Actual Date
of Proposal
Submission)
Planned Date
of Contract
Signing
(Actual Date
of Contract
Signing)
Planned Date
of Completion
(Actual Date
of
Completion)
Remarks
and Development of
Action Plan for Rural
Non-Piped Water Supply
Schemes and Community
Awareness Building on
Sanitation and Hygiene
(East & Central Zone-184
Unions)
2013) Evaluation
completed
11. S-12 Community Mobilization
and Development of
Action Plan for Rural Non
Piped Water Supply
Schemes and Community
Awareness Building on
Sanitation and Hygiene
(North & South zone-185
Union)
LS LS 1,193.24 (May 08,
2013)
Sep 07, 2013 Jun 30, 2016 Combined
Evaluation
completed
12. S-13 Resettlement Action Plan LS LS 12.50 Jan 14, 2014 Apr 14, 2014 Jun 30, 2014
13. S-14 Project Auditing LS LS 18.75 Aug 25, 2013 Dec 23, 2013 Jun 30, 2016
28
Annex 6
Results Framework
Project Development Objective Indicators
PDO Outcome Indicators Unit of Measure Baseline Actual
(Current)
End Target
Number of people provided with
access to “Improved Water
Sources” under the project.
Number 0 0 1,650,000
Number of improved community
water points constructed under the
project.
Number 0 0 20,000
Number of new piped household
water connections resulting from
the project intervention.
Number 0 0 71,506
Number of people with access to
Hygienic Latrines under the
project.
Number 0 0 1,739,100
Intermediate Results Indicators
Number of piped water supply
schemes constructed through
Public-Private Participation
approach.
Number 0 0 125
Number of other water service
providers that the project is
supporting.
Number 0 0 55
Number of water user committees
formed successfully. Number 0 0 383
Number of water sources
monitored and tested. Number 0 0 2,125
Number of improved sanitation
facilities i.e. hygienic latrines
constructed or rehabilitated under
the project.
Number 0 0 316,200
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