gbdc inception report 9 jan 2012

8/3/2019 GBDC Inception Report 9 Jan 2012

1/16

CPWF BDC Inception Report


2/16


Guidance ..................................................................................................................................... 3

1. Progress made during BDC inception: .................................................................................. 3

1.1 Achievements ................................................................................................................ 3

1.2 Bottlenecks .................................................................................................................... 4

1.3 Insights and learning ...................................................................................................... 4

1.4 Partnerships .................................................................................................................. 5

1.5 Needs from the CPWF ................................................................................................... 5

1.6 Other feedback .............................................................................................................. 6

2. Evaluation of BDC technical projects ................................................................................. 7

2.1 Compliance with contracting requirements ......................................................................... 7

3. High points ............................................................................................................................... 9

3.1 Project 1 ........................................................................................................................ 9

3.2 Project 2 ........................................................................................................................ 9

3.3 Project 3 ........................................................................................................................ 9

3.4 Project 4 ...................................................................................................................... 10

3.5 Project 5 ...................................................................................................................... 10

4. Issues and remedies .............................................................................................................. 114.1 Project 1 ...................................................................................................................... 11

4.2 Project 2 ...................................................................................................................... 11

4.3 Project 3 ...................................................................................................................... 11

4.4 Project 4 ...................................................................................................................... 12

4.5 Project 5 ...................................................................................................................... 13

5. Overall project performance ................................................................................................... 13

6. Annexes (please send as separate files) ............................................................................ 16

Annex 1: Project 1 Inception Report ....................................................................................... 16






3/16


GuidanceThroughout this template there are links to relevant sections in the on-lineCPWF M&E Guide,

CPWF HandbookandCPWF Standard Clauses and Proceduresthat provide guidance, templates

and examples.

Submit the report to your Basin Leader (or MT lead in the case of the coordination project) by e-mail.

1. Progress made during BDC inception:

1.1 Achievements

Please describe your major research and process achievements and how they contribute to the BDC

The GBDC has almost completed staff recruitment with few exceptions, and subsequent hiring of

consultants will proceed as per need of each project. Formal agreements with most of the partners have

been completed. All BDC projects have started activities in the field in collaboration with their partners.

The G1 project produced preliminary land cover maps of boro, aus and aman3 seasons in October 2011. All

test sites geo-referenced and characterized and started to exchange data with Institute of Water

Management (IWM) and Local Government Engineering Department (LGED).

The G2 project established research trials in July, 2011, in three polders with high (polder 3), medium

(polder 30) and low (polder 43/2F) salinity. The trials target a) appropriate variety selection of aman rice

considering water depth and production of rabi crops, b) aman- rabi cropping systems, and c) aman-boro

cropping systems. Due to heavy rains and high water depth, the anticipated numbers of plantings could not

be made at polder 30, of the 3 planned; only one was implemented. In polder 3 (high salinity), a good

harvest of aman rice is expected and to be followed by shrimp culture. In polder 30 and 43/2F, aman rice is

successfully established which will be followed by rabi crops or boro rice as per design of the trials. The

aman rice crop is currently in the field and in good condition.

The G3 project has begun monitoring water governance and management in 5 polders of BWDB (polder

43/2F, 30, 31, 24G, 3) and 4 polders of LGED (Jain kati, Latabunia, Bagerchara). Based on experienced of

field visit G3 decided to broaden the scope of their study by including LGED sub-polders to compare

organizational approaches that BWDB and LGED takes towards community participation, water governance

and management. The LGED polders were added to the original set of research polders in order to extend

the research to include not only farmers initiatives in fostering community management, but also how

organizational structure and attitudes of implementing agencies enable or constrain communities from

fostering these structures. Till inception workshop few focus group discussions have been conducted with

the existing water user groups in polder 30 to understand present water management systems being

followed in the polders including the opportunities and limitations of community management

organizations in thee locality.

Using secondary data and primary information being generated by regular monitoring of salinity, water

level, water flow etc. and working with some FGDs and a preliminary survey, project G4 has successfully

identified a number of external drivers that influence decision-making in water resource management and

3Boro is a rice season extends from mid Nov to mid march when dry-seasoned irrigated rice (high yield potentials) is grown. Aus is

another rice season extends from mid March to mid July when pre-monsoon rice (moderate yield potentials) crop is grown. Aman istraditional rice season extends from mid July to mid Nov when monsoon rice (moderate yield potentials) is grown.
https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/


4/16


governance in the Ganges basin. Of the external drivers, population growth has been identified as primary.

Sea level rise due to climate change, change in water management practices, water sharing practices

between riparian countries, and water infrastructure development have been identified as other key

drivers. G4 will conduct in-depth investigation to assess the effects of these drivers on water resource and

management issues in the coastal Ganges basin for sustainable increases in productivity of crops and

improvement of livelihoods of the coastal people.

1.2 Bottlenecks

Please describe any process and research bottlenecks (and how they were / are being addressed)

Both Project G1 and Project G2 identified the delay in availability of funds provided from CPWF, that has

delayed their activities and milestones and request a 6 months no cost extension of the project. Lack of

funds has impeded IRRI NARES partners to implement planned activities for the aman 2011 crop. Hiring a

PDF to be based in Dhaka was initially difficult; however a suitable candidate has now been selected. Delay

in finalizing LoA between IRRI and WorldFish Center has slowed process of recruitment of WorldFish staff

and activities of BFRI and CIBA to some extent. Heavy rains and flooding this year, 2011, resulted in delaysin transplanting of some trials by G2. One out of three target transplanting dates on polder 30 was only

possible due to deep flooding.

Since the village roads and embankments are still wet and muddy, the Project G3 team finds the selected

polders and sub-project areas are still inaccessible and indicate that the conditions may delay fieldwork for

a short while. Socioconsult Ltd., a partner of G3, finds it difficult to receive funding from IWMI Colombo,

because of introducing value added tax (VAT) on remittance by bank at very high rate. IWMI is requested to

explore how to overcome this situation through its Finance Department.

The available of water resources data, land use and demographic information from the Indian part of the

Ganges basin and knowledge of their future water resources plan have been identified as the key challengeby Project G4. IWMI, a partner of G4, is expected to provide available data on water flow, rainfall, water-

use, land-use, population, water plans and policies in the upstream region of the Ganges basin and its

future perspectives.

1.3 Insights and learning

Please share your main insights and lessons learned during the inception period

The inception period may be treated as a 6-month pre-project stage, which would then be followed by a

three-year project period. The Ganges basin is a complex environment as the research team needs to work

in low, medium and high saline water and soils. Besides salinity, flooding conditions within polders

and across the polders varies, and variable scenarios between seasons and years, besides the difference intopography. There are complex social and economic circumstances of households and between genders

that pose a significant challenge in developing simple solutions to cropping system/production technologies

rather there is a need for a flexible approach. For successful community management of coastal polders,

it is necessary to bring about organizational changes in implementing agencies as recognized by Project G3.

The external drivers as preliminarily identified by Project G4 include increased population, water pollution,

inadequate planning and management of trans-boundary waters; climate change and inefficient water


5/16


management projects-all these may cause reduced availability of usable freshwater. Therefore, it is

necessary to assess the availability and productivity of water for agriculture and aquaculture purposes in

Bangladesh. It is learned that only one crop i.e. transplanted aman was grown in the pre-polder conditions

and in the post-polder conditions rabi crops like vegetable, oilseeds and boro (limited area) are grown along

with aman crops. However, there is a general trend of reducing the usable area inside the polders due to

subsidence, silted up rivers & canals, inefficient and inadequate water management.

1.4 Partnerships

Please describe partnerships entered into and their relevance to BDC goals

Project G1 has signed agreements with LGED and IWM, which will give access to expertise and

spatial information required for the objectives of G1. SRDI has agreed on terms and will sign the

agreement soon. Each of these partners has expertise in key thematic areas for the G1 project to

deliver important spatial information to the project and feedback on the extrapolation domains

and landuse maps that G1 will produce.

Project G2 has signed agreements (LOA) with BRRI, BRAC, WFC and the Indian Council of Agricultural

Research - Central Soil Salinity Research Institute (ICAR-CSSRI). As a partner ofProject G2, BRRI will be

responsible for carrying out all the rice varietal evaluation work in Bangladesh. This is essential for the

identification of improved varieties for different water conditions across the coastal zone, including

varieties with short duration which allow cropping system intensification. BRRI is expected to play a critical

partnership role in the design and evaluation of intensive triple rice and rice-rice-rabi cropping systems on-

farm and on-station (BRRI experimental stations). WFC will provide expertise and be actively involved in

aquaculture and homestead production system activities. WFC have technologies for brackish and fresh

water systems aquaculture, including rice + aquaculture, rice in rotation with brackish water aquaculture,

year- round brackish water aquaculture, and homestead ponds. CSSRI will be responsible for all similar rice

varietal evaluation and cropping system work in West Bengal, India. BRAC will bring experience andexpertise to Project G2 on the subjects of production of high value rabi crops and cropping system

intensification (triple rice, rice-rice-rabi) in Barisal, where they are based locally and therefore able to play

an important role in the on-farm work in polder 43/2/F. BFRI & CIBA will provide research outputs under a

subcontract with WFC. BFRI will be actively involved in aquaculture research in consultation with WFC,

starting in the winter season 2011/2012. CIBA will lead the aquaculture research in the brackish water part

of the Ganges delta in India. It is expected that CIBA will also play a role in outreach to policy makers and

development actors within India to facilitate uptake of research and achievement of BDC goals.

Socioconsult Ltd. is the main partner in Project G3 and is scheduled to undertake most of the fieldwork

under the close supervision of an IWMI scientist. They have experience working in BWDB polders and also

implemented the IPSWAM project. IWM will provide GIS maps and help with participatory mapping

exercises. Project G3 is expected to sign an agreement with the Bangladesh Agricultural Universityregarding the role of students and will finalize an MOU by December 2011.

Project G4 is led by the Institute of Water Modelling (IWM) in partnership with IWMI, IWFM-BUET and

BWDB. The International Water Management Institute (IWMI) is a major player in water management

research in the Indus-Ganges Basin, with the goal of contributing to the vision of A Food Secure World for

All. The Institute of Water and Flood Management (IWFM ) of Bangladesh University of Engineering and

Technology (BUET) is a premier institute for the advancement of knowledge and development of human


6/16


resources in water and flood management. Bangladesh Water Development Board (BWDB), a government

institution under the Ministry of Water Resources, is a major stakeholder for water management and

governance in Bangladesh. BWDB will offer knowledge on agriculture, water governance, water and crop

management, policies and strategies under the MoU (already signed) with IWM.

Project G5 has signed an agreement with BRAC the largest NGO of the country to scale out of research

products and to advocacy in policy change of the Government. The World Fish Center, the implementingagency of G5 has strong collaboration with many major partners involved in agriculture and aquaculture in

Bangladesh, including DoF, DAE, BWDB, BARC, BARC, BARI, LGED, SRDI etc. WorldFish has close relations

with the BFRI, which is the leading national research institution on fisheries development. It has been doing

research on brackish water aquaculture for the last 20 years. The institute has developed improved culture

technologies of shrimp, bi-culture of shrimp and fish, fish culture in the coastal seasonal ponds. Under

CPWF 10 project, the institute developed rice cum shrimp/ fish culture technique and rice in rotation with

shrimp/ fish culture in the farmers field.

1.5 Needs from the CPWF

Is there anything that the CPWF can help you with in terms of support to the BDC Program-of-Work? Please specify where you think the help should come (e.g., from CPMT, CPWF KM team,CPWF Research team, TWGs, elsewhere)

KM: TWGs, particularly the Resilience group, to include/ invite Ganges team members to participate in the

TWG activities and meetings. The aquaculture group of G2 is keen to join the Resilience TWG.

1.6 Other feedback

Please give any other feedback you would like to share, positive or otherwise

The excitement of the farmers at research site on polder 3 (land was used only for shrimp culture due to

low rain & salinity,) was noticeable, when they saw an excellent growth of rice seedlings in nursery in 2

ghers as demonstrated by Project G2.

The delay in the formation of the GBDC Advisory Committee has been a concern, as expressed by Project

G3. Project G5 has now initiated formation of a common advisory committee for all CGIAR projects in the

country with provision of sub-committees as appropriate for each project. [bd1]The ToR of the committee

has been drafted and being shared among project leaders of Ganges BDC. The members of earlier CSISA

committee are to be included in addition of members from water sector and policy planning. The formation

process is expected to be completed by December 2011. A consultative group/advisory committee thatmeets twice a year to interact, exchange and share experience/ knowledge generated may be helpful.

During inception workshop all concerned supported regular bi-monthly skype/online meeting in which all

PLs (based in or outside Bangladesh) share experience, discuss and provide guidelines / inputs. GBDC

research is an outcome based program and its success requires proper integration among all projects from

Projects G1 to G5 as well as proper up-scaling strategies. [r2]


7/16


2. Evaluation of BDC technical projects

Please evaluate the BDC technical reports on the basis of the evaluation questions given below. Carry out a

self-evaluation for your own coordination and change project. Cut and paste in the following symbols to

register your level of agreement to the statements in the table below. Refer to Section 2 of the respective

projects Inception Report while doing so.

= exceeds expectations

= meets expectations

= barely satisfactory good enough not to hold up next tranche payment but there are issuesthat need dealing with by time of next progress report

= unsatisfactory -- serious issues exist that require discussion with MT before release of nexttranche payment

2.1 Compliance with contracting requirements

Checklist of whether projects have

provided the documents required by

the CPWF to finalize contracting

P1 MT[bd3] P2 MT P3 MT P4 MT P5 MT

a. The project has made intelligent

and appropriate changes to its project

proposal reflecting what it has learned

during the inception phase in

negotiations with partners andelsewhere

b. The projects outcome logic model

is plausible, realistic, understandable

and consistent with the project

proposal

c. The project has developed a

milestone plan in which it has

identified 8 to 12 acceptable

milestones for delivery in the next

year

d. The project has provided baseline

plan, outcome targets and identified

measurable outcome indicators for

two to four of its main outcome

pathways

e. The project has updated its Gantt


8/16


Chart to reflect changes to its project

proposal and the Gantt chart is

consistent with the milestone plan[r4]

f. The changes (if any) that the project

has made to its budget are acceptable

to project partners

g. The project has provided the signed

MOUs necessary for the project to

deliver on its work plan [r5]

h. The project has provided a 3rd

party

intellectual asset audit

NA NA NA NA NA[bd6]


9/16


3. High points

This is your opportunity to highlight anything particularly worthwhile, noteworthy or significant that a

project has done. It is space to explain how projects may have exceeded expectations.

3.1 Project 1

High points, significant achievements, expectations exceeded

BL: Project G1 has formulated agreements with important partners that will bring expertise to key

thematic areas and deliver important spatial information and feedback on the extrapolation domains

and land use maps that it will produce.

MT: G1 is well designed and clear. Despite having little time on the project the PL has been able to

attend key meetings and provide the required leadership. Long may it continue!

3.2 Project 2


Project G2 has established strong partnerships to deliver its research products. Variety testing and

evaluation are well underway. Farmers are excited over the prospects of using new varieties in an area

where only shrimp has been produced in recent years due to low rainfall and subsequent increased

salinity. Important insights and lessons have been learned regarding the complexity of the environment

in the research area.

MT : G2 to be complimented on their fast start despite funding issues and for organizing field trips and

inviting others along. G2 provide a positive demand pull on the GBDC as a whole and have been very

supportive to G5 in particular and the BL in particular.

3.3 Project 3


BL: Project G3has been able to extend its research from studying farmers initiatives in fosteringcommunity management to include how organizational structures and attitudes of implementing

agencies enable or constrain communities from fostering community-based organizations. This provides

an opportunity to learn what research initiatives work best and to evaluate research inputs. The

opportunity to participate with all the Ganges projects in joint fieldwork has been a very positive aspect

of the program.


10/16


MT: G3 appears to be settling down to do some quality research. The challenge for the project will be

to move beyond research into ensuring the use of the insight it will generate and the policies it will

recommend or support.

We welcome the change in research direction in response to learning and reflection from a field trip in

May. Key will be to continue to negotiate changes and the understanding of what G3 is doing with theother Gs, especially G5.

3.4 Project 4


BL: Strong partnerships have already been established by Project G4. The drivers that affect water

resources in the study area have been identified and substantial work has been carried out to date.

Research has provided opportunity to increase knowledge about the research area and the cropping

systems there. This project is providing ample opportunities to interact with other experts at home andabroad and to share knowledge, experience and technologies. The bi-monthly meeting is also appreciated

as an effective tool.

MT: G4 has some profound insights into polder management issues - of great relevance to water

governance and farm system improvement. If G1, G2 and G3 don't know about some of these issues, they

should hear about them. G4 has made very good progress.

3.5 Project 5

High points, significant achievements, expectations exceeded. This is a self-evaluation to help the MT-lead

Project G5 is building robust partnerships that include initiatives for capacity building. Knowledge and

progress sharing meetings have been instituted to enhance communication among the Ganges projects and

serve as a forum for feedback. This will enable sharing of cross-cutting information and timely adaptation.

Initiation of new channels of communication for the G projects that included a wiki site, and use of the e-

letter of CPWF will enable the rapid sharing of relevant information and strengthen ties among the Ganges

projects. Streamlining can be achieved through the establishment of a single advisory committee that

replaces individual advisory committees for various related projects.

MT: We echo the self-assessment above. The bi-monthly meetings are welcome initiative. The advisory

committee issue needs to be resolved to the satisfaction of G2. Not sure whether Gs are asking for

individual advisory committees so much as for one of the appropriate size and scale to be interested in

what the GBDC is doing.


11/16


4. Issues and remedies

Provide details of issues flagged in the table above and describe any other known issues.

4.1 Project 1

Please explain the issues that need dealing and suggest solutions

BL:Project G1 needs to come in immediate agreement with SRDI to facilitate detailed field survey toproduce essential salinity mapping. PL of G1 is to release fund against SRDI by Jan 2012 so that SRDI can

complete the soil survey for salinity mapping by April 2012.

MT: G1 is suggesting incorporating a 6-month inception period in the project schedule, meaning the

project will officially start its activities after 6 months. Due to the delayed release of funds, G1 was

unable to implement some of its deliverables for the first six months.

Action Points

No. Action Point Assigned person Deadline

1 Respond to BLs point above Project leader Completed soil

survey by April 2012

2 MT to consider request for 6-month extension MT February

2 Submit a revised milestone plan and Gantt chart

assuming that a 6-month no-cost extension is

granted

Project Leader After Feb before

next report

3 Prepare financial report and invoice for the 2nd

payment

IRRI Finance ASAP

4 Submit other documents that were not included in

the inception report: CVs of other team members,

signed LOA

Project Leader By next report

5 Submit third-party IP audit Project Leader By next report

4.2 Project 2


BL: Cropping systems research need collaboration with BARI (Bangladesh Agricultural Research

Institute). BRRI (Bangladesh Rice Research Institute) is partner of G2 but BARI is not. So G2 could

establish collaboration with local BARI station (Benerpota, Satkhira) by Feb 2012 through MoU,

workshop, knowledge sharing etc. BARI can supply seeds of the latest suitable varieties of pulse,oilseeds, maize etc. to be planted after wet-seasoned rice in Polder 30 and 43/2F. Seed production

program can be supported by BARI and BRRI

MT: Role of BSMRAU not clear from the report

Action Points


1 Respond to BLs request to establish collaboration Project Leader By Feb 2012


12/16


with BARI

2 Clarify role of BSMRAU Project Leader By next report

3 Update project workbook (contact sheet) to include

some project team members



payment

IRRI Finance ASAP



signed LOA


6 Submit third-party IP audit Project Leader By next report

4.3 Project 3


BL: Project G3 has too many partners; an appropriate mechanism for dealings with them should be

explored by G3. The field data collection (FGD and KII) on water governance and management is to be

expedited. Selection of research partner is to be completed by Jan 2012. FGD and KII report is to be

produced by partner by Feb 2012.

MT: One of the options to explore to reduce the transaction cost of transferring funds to a Bangladeshi

institution is to make either WFC or IRRI as G3 partner and ask them to administer funds or serve as

conduit of funds (if this is legally accepted within the CG system). Compare first the overhead cost

versus the VAT on overseas remittance.

Action Points


1 Respond to BL points above Project Leader By next report

2 Respond to MT suggestion above Project Leader By next report

3 Update project workbook: OTIP is incomplete;

Camelia is not in the time allocation, therefore its

not clear in the budget summary where her budget

would come from




signed LOA, 3rd

Party IP audit


4.4 Project 4


BL: Long term water flow data in upper Ganges basin (Indian part) is needed for modeling of water

resources in the Ganges basin. IMWI is to take action to collect long term water flow data preferably from

research stations, and other development organizations by May 2012 if not possible from Government

sources.

MT: Regarding the OLM, suggest the farmers or the respondents in the focus group discussions and

consultations should also be included as actors. Focus group discussion is a two-way learning process we


13/16


get information from them, and they learn from our analysis of their responses. The change is they will

become more aware of the effects of external drivers to their sources of livelihoods.

Action Points


1 Respond to BL points above Project Leader By next report2 Respond to MT suggestion above Project Leader By next report

3 Update project workbook: write the status of

progress in the milestone plan



payment if not done so already

IWM Finance ASAP



signed LOA, 3rd Party IP audit


6 Tighten up the OTIP Plan with implementation in

mind


4.5 Project 5

Please explain the issues that need dealing and suggest solutions. This is a self-evaluation to help

the MT-lead

BL: The projects (G1-G5) calendar/Gantt chart has been extended in majority cases for three months

considering the delayed start of the projects and as per output of inception workshop. Accordingly the

milestone plan has been updated and CPWF is requested to please consider the extension and approve it as

well by Dec 2011. Furthermore, the Inception workshop participants have requested that a six month no-

cost extension to the Ganges program be considered by CPWF management. Ganges project 5 therefore

requests that CPWF management consider their request, and circulate the extension by Mar 2012.

MT: G5 is about coordination and enabling change which is a different sort of project requiring different

skill sets its staff than the normal CG project. This has been well understood. Nevertheless appointing the

right people for the jobs has proved difficult and has delayed G5 growing into the leadership role required

of it. Sorting this out must be the main priority for next reporting period.

Should share the TOR of the other consultants with other teams so that theres a common understanding

on what we are asking them to do for us. This is also to ensure that the Indian part of the BDC is not

compromised.

Action Points


1 Resolve any outstanding personnel issues in G5 WorldFish mmgt By next report

2 Find a way of meeting PLs request to be included in

regular planning meetings

Basin Leader By January

3 Resolve issue over GBDC Advisory Committee to Basin Leader By February


14/16


G2s satisfaction

4 Approve change to milestone plan MT ASAP[bd7]

5 Approve a cross-the-board six-month no-cost

extension for GBDC

MT March 2012[bd8]

6 Respond to MT suggestion above Project Leader By next report

7 Update project workbook: write the status ofprogress in the milestone plan




signed LOA; 3rd

Party IP audit


9 Tighten up the OTIP Plan with implementation in

mind

M&E officer By next report


15/16


5. Overall project performance

Based on Sections 2, 3 and 4 please make give each project an overall rating. Cut and paste in the following

symbols to register your level of agreement to the statement in the table below. In the P5 space, do a self-

evaluation.

= exceeds expectations

= meets expectations

= barely satisfactory good enough not to hold up next tranche payment but there are issuesthat need dealing with by time of next progress report

= unsatisfactory -- serious issues exist that require discussion with CPMT before release of nexttranche payment

P1 P2 P3 P4 P5

The project is making good progress and performing well

Final remarks can be an explanation of an overall rating or anything else

Overall, the Ganges program has moved forward significantly in the Inception Period, with good progress in

most projects, despite the lack of formal agreements and funds in some cases. The different project teams

are also generally working effectively, and increasingly as a good team within an integrated Ganges

program. Project G2 set all designed experiments in the field without receiving funds from CPWF. Project

G3 completed the agreement with partners except with BAU although only one FGD has been conducted

out of a targeted 70. Project G4 completed the agreement with relevant partners, has conducted FGDs andconsultations to identify the drivers. T

Date: October 25, 2011 Basin leader: Dr. Nowsher Ali Sarder

Date: December 15, 2011 MT lead: Dr. Boru Douthwaite


16/16


6. Annexes (please send as separate files)

Annex 1: Project 1 Inception Report : Attached





gbdc inception report 9 jan 2012

Documents